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Comment Re:Agile (Score 1) 332

That's actually pretty impressive. Good that it works out that well for you!

We invariably struggle with resources; We never get enough of them assigned to our projects. We simply have to make do with what we have. Failing to meet a client's target is never an option, so we need our systems to be easy to configure and we need a methodology that works with people that commit themselves.
Smaller projects typically have emphasis on configuration, testing and release management. Relatively little activity from our side and a client with SCRUM typically requires much more of our time than we can sell them.
OTOH, larger projects to produce deliverables that improve our business proposition, have much longer conception phases and may be interrupted from time to time, only to be picked up again at an opportune time. That doesn't go well with SCRUM.
In both cases SCRUM doesn't work well for us. We tried and just couldn't adapt to it.

In the end it boils down to having a team of proficient people in the required disciplines. Once you have that you can do almost anything using any methodology. (With a good team you can even pretend to use a methodology when in reality you're circumnavigating it to reach targets.)

And no, I'm not a maverick. Just a guy that developed an immune system against hypes. (Which I experienced since early 90s.)

Comment Re:Agile (Score 1) 332

Ever tried Agile development of a software library or of infrastructural systems? Stuff that needs to be thought out before publishing? Where experience counts? Where you don't have a team of 10 people dedicated to sprints of two weeks? Where produced software actually has to be maintained? In short, where you have a small shop that needs to make a difference.

Agile is good to let badly planned projects die soon. Perhaps good enough to develop applications. Not so good if you have a team of experienced workers that actually know what they do and what they do directly affects the bottom line in a market where competition is strong.

Comment Re:This needs some serious (Score 1) 266

Can you provide a citation? What do you mean by "improves"? In particular, please provide some sort of quantitative measure of "improvement", and argue why I might want to use that measure. After you've done that, the conversation can continue. For example, I might propose an alternate measure of improvement...

Happens to be MHO. I can expand a little. Given that male/female are divided in 50/50, both should mostly be represented in equal ratios in most activities. Through that both the male and the female POVs are taken into consideration. In the longer term that should be beneficial to all because both sides will be represented and hence the activities in question will have more authority and be able to achieve targets more effectively. That's what I mean by improving.

As a rational person, have you ever tried to sometimes blindly follow your SO? The new insights and new possibilities may be significant. For example, my wife liked the idea of sailing. I never cared much for anything nautical or water related. Then I went along with the idea and took it perhaps a bit more seriously than my wife meant. Since then I sailed from Norway to the scotland, did a bit of English channel, the Irish sea, and of course I took the family on sailing trips. Wouldn't have happened if I had dismissed my wife's idea. Still consider her POVs alien to mine -and that's mutual- but I'll play ball intensely and unreservedly. Life's too short to miss new experiences.

Comment This needs some serious (Score 3, Interesting) 266

Mansplaining.

  • Gender equality improves society as a whole and we should aspire to achieving that.
  • Preventing competition weakens the ones that are favoured as incentive to achieve is reduced.
  • Having said that, there is a tendency to appoint extremely mediocre men. Gender nepotism is what should be tackled first. Striving for a true meritocracy.

Comment Re:He was never really honored the first time arou (Score 1) 91

You sound like you're up for a promotion. Hope you'll be able to deal with the disillusion when you come to realize that upper management isn't what you think it's supposed to be. That in most not privately owned companies it's a way to dodge doing actual work with cluelessly spouting BS.

Steve and the rest of the world wouldn't have been where we're now if it weren't for a handful of brilliant people like Ritchie, Thompson, and Joy to name a few off the top of my head.

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