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For those of you who were at the Cinncinnati NFJS show, please continue on to the next blog entry in your reader--you've already heard this. For those of you who weren't, then allow me to make the announcement: Hi. My name's Ted Neward, and I am now a ThoughtWorker . After four months of discussions, interviews, more discussions and more interviews, I can finally say that ThoughtWorks and I have come to a meeting of the minds, and starting 3 September I will be a Principal Consultant at ThoughtWorks. My role there will be to consult, write, mentor, architect and speak on Java, .NET, XML Services (and maybe even a little Ruby), not to mention help ThoughtWorks' clients achieve IT success in other general ways. Yep, I'm basically doing the same thing I've been doing for the last five years. Except now I'm doing it with a TW logo attached to my name. By the way, ThoughtWorkers get to choose their own titles, and I'm curious to know what readers think my title should be. Send me your suggestions, and if one really strikes home, I'll use it and update this entry to reflect the choice. I have a few ideas, but I'm finding that other people can be vastly more creative than I, and I'd love to have a title that rivals Neal's "Meme Wrangler" in coolness. Oh, and for those of you who were thinking this, "Seat Warmer" has already been taken, from what I understand. Honestly, this is a connection that's been hovering at the forefront of my mind for several years. I like ThoughtWorks' focus on success, their willingness to explore new ideas (both methodologies and technologies), their commitment to the community, their corporate values, and their overall attitude of "work hard, play hard". There have definitely been people who came away from ThoughtWorks with a negative impression of the company, but they're the minority. Any company that encourages T-shirts and jeans, XBoxes in the office, and wants to promote good corporate values is a winner in my book. In short, ThoughtWorks is, in many ways, the consulting company that I would want to build, if I were going to build a consulting firm. I'm not a wild fan of the travel commitments, mind you, but I am definitely no stranger to travel, we've got some ideas about how I can stay at home a bit more, and frankly I've been champing at the bit to get injected into more agile and team projects, so it feels like a good tradeoff. Plus, I get to think about languages and platforms in a more competitive and hostile way--not that TW Read More...
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This comment deserves response: First of all, if you're quoting my post, blocking out my name, and attacking me behind my back by calling me "our intrepid troll", you could have shown the decency of linking back to my original post. Here it is, for those interested in the real discussion: http://www.agilesoftwaredevelopment.com/blog/jurgenappelo/professionalism-knowledge-first Well, frankly, I didn't get your post from your blog, I got it from an email 'zine (as indicated by the comment "This crossed my Inbox..."), and I didn't really think that anybody would have any difficulty tracking down where it came from, at least in terms of the email blast that put it into my Inbox. Coupled with the fact that, quite honestly, I don't generally make a practice of using peoples' names without their permission (and my email to the author asking if I could quote the post with his name attached generated no response), so I blocked out the name. Having said that, I'm pleased to offer full credit as to its source. Now, let's review some of your remarks: "COBOL is (at least) twenty years old, so therefore any use of COBOL must clearly be as idiotic." I never talked about COBOL, or any other programming language. I was talking about old practices that are nowadays considered harmful and seriously damaging. (Like practising waterfall project management, instead of agile project management.) I don't see how programming in COBOL could seriously damage a business. Why do you compare COBOL with lobotomies? I don't understand. I couldn't care less about programming languages. I care about management practices. Frankly, the distinction isn't very clear in your post, and even more frankly, to draw a distinction here is a bit specious. "I didn't mean we should throw away the good stuff that's twenty years old, only the bad stuff!" doesn't seem much like a defense to me. There are cases where waterfall style development is exactly the right thing to do a more agile approach is exactly the wrong thing to do--the difference, as I'm fond of saying, lies entirely in the context of the problem. Analogously, there are cases where keeping an existing COBOL system up and running is the wrong thing to do, and replacing it with a new system is the right thing to do. It all depends on context, and for that reason, any dogmatic suggestion otherwise is flawed. "How can a developer honestly claim to know "what it can be good for", without some kind of experience to back it?" I'm talking about gaining Read More...
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A couple of people have asked me over the last few weeks, so it's probably worth saying out loud: No, I don't work for a large company, so yes, I'm available for consulting and research projects. If you've got one of those burning questions like, "How would our company/project/department/whatever make use of JRuby-and-Rails, and what would the impact to the rest of the system be", or "Could using F# help us write applications faster", or "How would we best integrate Groovy into our application", or "How does the new Adobe Flex/AIR move help us build richer client apps", or "How do we improve the performance of our Java/.NET app", or other questions along those lines, drop me a line and let's talk. Not only will I cook up a prototype describing the answer, but I'll meet with your management and explain the consequences of the research, both pro and con, for them to evaluate. Shameless call for consulting complete, now back to the regularly-scheduled programming. Enterprise consulting, mentoring or instruction. Java, C++, .NET or XML services. 1-day or multi-day workshops available. Contact me for details . Read More...
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People have sometimes asked me if it's really worth it to go to a conference these days, given that so much material is appearing online via blogs, webcasts, online publications and Google. I think the answer is an unqualified "yes" (what else would you expect from a guy who spends a significant part of his life speaking at conferences?), but not necessarily for the reasons you might think. A long time ago, Billy Hollis said something very profound to me: "Newbies go to conferences for the technical sessions. Seasoned veterans go to conferences for the people." At the time, I thought this was Billy's way of saying that the sessions really weren't "all that" at most conferences (JavaOne and TechEd come to mind, for example--whatever scheduling gods that think project managers on a particular project make good technical speakers on that subject really needs to be taken out back and shot), and that you're far better off spending the time networking to improve your social network. Now I think it's for a different reason. By way of explanation, allow me to recount a brief travel anecdote. I spend a lot of time on airplanes, as you might expect. Periodically, while staring out the window (trying to rearrange words in my head in order to make them sound coherent for the current email, blog entry, book chapter or article), I will see another commercial aircraft traveling in the same air traffic control lane going the other way. Every time I see it, I'm simply floored at how fast they appear to be going--they usually don't stay within my visibility for more than a few seconds. "Whoosh" is the first thought that goes through my easily-amused consciousness, and then, "Damn, they're really moving ." Then I realize, "Wow--somebody on that plane over there is probably looking at this plane I'm on, and thinking the exact same thing." This is why you go to conferences. In the agile communities, they talk about velocity, the amount of work a team can get done in a particular iteration. But I think teams need to have a sense of their velocity relative to the rest of the industry , too. It helps put things into perspective. All too often, I find teams that look at me in meetings and conference calls and say, "Surely the rest of the industry isn't this bad, right?" or "Surely, somebody else has found a solution to this problem by now, right?" or "Please, dear God, tell me this kind of WTF-style of project management is unique to my company". While I am certainly happy to answer Read More...
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This is, without a doubt, the most accurate quote ever about the "fun" of writing a book: Writing a book is an adventure. To begin with, it is a toy and an amusement; then it becomes a mistress, and then it becomes a master, and then a tyrant. The last phase is that just as you are about to be reconciled to your servitude, you kill the monster, and fling him out to the public. ( Source : Winston Churchill) Keep that in mind, all you who are considering authoring as a career or career supplement. Were I to offer my own, it would be like so: Writing a book is like having a child. Trying is the best part, in some ways. You have this idea, this burning sensation in your heart, that just has to get out into the world. But you need a partner, a publisher who will help you bring your vision to life. You write proposals, you write tables of contents, you imagine the book cover in your mind. Then, YES! You get a publisher to agree. You sign the contract, fax it in, and you are on the way! We are authoring! At first, it is wonderful and exciting and full of potential. You run into a few hangups, a few periods of nausea as you realize the magnitude of what you're really doing. You resolve to press on. As you continue, you begin to feel like you're in control again, but you start to get this sense like it's an albatross, a weight around your neck. Before long, you're dragging your feet, you can't seem to muster the energy to do anything, just get this thing done . The deadline approaches, the sheer horror of what's left to be done paralyzes you. You look your editor in the eye (literally or figuratively) and say, "I can't do this." The editor says, "Push". You whimper, "Don't make me do this, just cancel the contract." The editor says, "Push". You scream at them, "This is YOUR fault, you MADE me do this!" The editor says, "Push". Then, all of a sudden, it's done, it's out, it's on the shelf, and you take photos and show it off to all the friends, neighbors and family, who look at you a little sympathetically, and don't mention how awful you really look in that photo. As the book is out in the world, you feel a sense of pride an joy at it. You imagine it profoundly changing the way people look at the world. You imagine it reaching bestseller lists. You're already practicing the speech for the Nobel. You're sitting in your study, you reach out and grab one of the free copies still sitting on your desk, and you open to a random page. Uh, oh. There's a typo, or a mistake, Read More...
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"Hi. My name's Ted, and I write shitty code." With this opening, a group of us earlier this year opened a panel (back in March, as I recall) at the No Fluff Just Stuff conference in Minneapolis. Neal Ford started the idea, whispering it to me as we sat down for the panel, and I immediately followed his opening statement in the same vein. Poor Charles Nutter, who was new to the tour, didn't get the whispered-down-the-line instruction, and tried valiantly to recover the panel's apparent collective discard of dignity--"Hi, I'm Charles, and I write Ruby code"--to no avail. (He's since stopped trying.) The reason for our declaration of impotent implementation, of course, was, as this post states so well , a Zen-like celebration of our inadequacies: To be a Great Programmer, you must admit that you are a Terrible Programmer. To those who count themselves as the uninitiated into our particular brand of philosophy (or religion, or just plain weirdness), the declaration is a statement of anti-Perfectionism. "I am human, therefore I make mistakes. If I make mistakes, then I cannot assume that I will write code that has no mistakes. If I cannot write code that has no mistakes, then I must assume that mistakes are rampant within the code. If mistakes are rampant within the code, then I must find them. But because I make mistakes, then I must also assume that I make mistakes trying to identify the mistakes in the code. Therefore, I will seek the best support I can find in helping me find the mistakes in my code. " This support can come in a variety of forms. The Terrible Programmer cites several of his favorites: use of the Statically-Typed Language (in his case, Ada), Virulent Assertions, Testing Masochism, the Brutally Honest Code Review, and Zeal for the Visible Crash. Myself, I like to consider other tools as well: the Static Analysis Tool Suite, a Commitment to Confront the Uncomfortable Truth, and the Abject Rejection of Best Practices. By this point in time, most developers have at least heard of, if not considered adoption of, the Masochistic Testing meme. Fellow NFJS'ers Stuart Halloway and Justin Gehtland have founded a consultancy firm, Relevance, that sets a high bar as a corporate cultural standard: 100% test coverage of their code. Neal Ford has reported that ThoughtWorks makes similar statements, though it's my understanding that clients sometimes put accidental obstacles in their way of achieving said goal. It's amibtious, but as the ancient American Indian Read More...
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At a software conference not too long ago, I was asked what book I was currently reading that I'd recommend, and I responded, "Robert Greene's The 33 Strategies of War" . When asked why I'd recommend this, the response was pretty simple: "Because I believe that there's more parallels to what we do in military history than in constructing buildings." Greene's book is an attempt at a distillation of what all the most successful generals and military leaders throughout history used to make them so successful. A lot of these concepts and ideas are just generally good practices, but a fair amount of them actually apply pretty directly to software development (whether you call it "agile" or not). Consider this excerpt from the Preface, for example: The war [that exists in the real world] exists on several levels. Most obviously, we have our rivals on the other side. The world has become increasingly competitive and nasty. In politics, business, even the arts, we face opponents who will do almost anything to gain an edge. More troubling and complex, however, are the battles we face with those who are supposedly on our side. There are those who outwardly play the team game, who act very friendly and agreeable, but who sabotage us behind the scenes, ues the group to promote their own agenda. Others, more difficult to spot, play subtle games of passive aggression, offering help that never comes, instilling guilt as a secret weapon. On the surface everything seems peaceful enough, but just below it, it is every man and woman for him- or herself, this dynamic infecting even families and relationships. The culture may deny this reality and promote a gentler picture, but we know it and feel it, in our battle scars. Without trying to paint a paranoid picture, this "dynamic of war" frequently infects software development teams and organizations; developers vs. management, developers vs. system adminstrators, developers vs. DBAs, even developers vs. architects or developers vs. developers. His book, then, suggests that we need to face this reality and learn how to deal with it: What we need are not impossible and inhuman ideals of peace and cooperation to live up to, and the confusion that brings us, but rather practical knowledge on how to deal with conflict and the daily battles we face. And this knowledge is not about how to be more forceful in getting what we want or defending ourselves but rather how to be more rational and strategic when it comes to conflict, channeling Read More...
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