In questi giorni sto riflettendo sul fatto che, nel mio continuo incontrare medie e grandi aziende italiane, molte delle quali sono state finora di grande successo, la maggior parte è collocabile a un livello di “Information Technology” molto preoccupante.
Git is a wonderful piece of software, I really love it. It permeates my daily routine so much that I can’t even imagine how I could work without it. On the other hand, Git has been, for many developers, initially a bit hostile, because it opens a huge amount of possibilities and it’s easy to misuse it. So, after a bit of experience, I developed a personal workflow which helps me using the tool more effectively.
I was recently reading a report explaining that, in some circumstances, PostgreSQL outperforms MongoDB in many key areas, and this made me think a bit about the rationales behind different choices among data storage options, especially related to - unfortunately frequent - naive comparisons between SQL and NoSQL solutions.
Consider the kind of messages that your policies and practices telegraph to the “ordinary” people in your company and to your suppliers.
Do you trust your employees, or do you have locked stock rooms?
Do you say that quality is important but only look at deadlines?
Do you ask people to work in teams but then rank them against each other or base bonuses on individual performance?
Do you talk about trust with suppliers, but insist on fixed price contracts?
If you do these things, you are missing the central point of lean thinking: respect for people.
After three decades of software development and about twenty years of professional experience across Europe and Middle East, now I’m a partner and consultant at a new venture, the SoftInstigate Team. We decided to start a new software company because we felt the urgency of a new paradigm shift
Pawel Brodzinski, lean and agile coach, suggests a intriguing estimation scale for a task:
- 1: 1
- TFB: Too Fucking Big
- NFC: No Fucking Clue
As I have a long-term experience as a remote worker, also dealing with and managing remote teams in different timezones, I am always interested in experiences on this subject. Today I stumbled upon an article on TheNextWeb: 3 radical habits of highly successful remote teams.
Frederick Brooks, The Mythical Man Month.
The programmer, like the poet, works only slightly removed from pure thought-stuff. He builds his castles in the air, from air, creating by exertion of the imagination. Few media of creation are so flexible, so easy to polish and rework, so readily capable of realizing grand conceptual structures.
Yet the program construct, unlike the poet’s words, is real in the sense that it moves and works, producing visible outputs separate from the construct itself. It prints results, draws pictures, produces sounds, moves arms. The magic of myth and legend has come true in our time. One types the correct incantation on a keyboard, and a display screen comes to life, showing things that never were nor could be.