“Why does this happen to code? Why does good code rot so quickly into bad code? We have lots of explanations for it. We complain that the requirements change in ways that thwart the original design. We bemoan the schedules that were too tight to do things right. We blather about stupid managers and intolerant customers and useless marketing types and telephone sanitizers. But the fault, dear Dilbert, is not in our stars, but in ourselves. We are unprofessional.
This may be a bitter pill to swallow. How could this mess be our fault? What about the requirements? What about the schedule? What about the stupid managers and the useless marketing types? Don’t they bear some of the blame?
No. The managers and marketers look to us for the information they need to make promises and commitments; and even when they don’t look to us, we should not be shy about telling them what we think. The users look to us to validate the way the requirements will fit into the system. The project managers look to us to help work out the schedule. We are deeply complicit in the planning of the project and share a great deal of the responsibility for any failures; especially if those failures have to do with bad code!
“But wait!” you say. “If I don’t do what my manager says, I’ll be fired.” Probably not. Most managers want the truth, even when they don’t act like it. Most managers want good code, even when they are obsessing about the schedule. They may defend the schedule and requirements with passion; but that’s their job. It’s your job to defend the code with equal passion.”
— Robert C. Martin, Clean Code
