tagged by: technical leadership
Working in a lean/agile organization causes significant changes in how Enterprise Architects need to think about their work.
30 November 2015
This is the second part of my keynote at OOP 2014 in Munich and is a tricky talk to describe. Usually I like a title and abstract to describe what the talk is about - but this talk is a journey, and I don't want to tell you where I'm going, but instead to explore the ground with me. I will say that it starts with my biggest problem with most adoption of agile software development - the nature of the interaction between users, analysts, and programmers. It goes on to explore these roles, raising questions about the relationship of programmers to users, our responsibilities to them, and finally the Two Great Challenges that I think programmers need to face up to.
10 February 2014
Imagine a hiring situation. There's two candidates both with a few years of experience. In the blue corner we have someone with good broad design skills in the style of design that you favor (in my case that would be things like DRY, judicious use of patterns, TDD, communicative code etc, but the actual list isn't important - just that it's what you favor). However she knows nothing of the particular platform technology that you're using. In the red corner we have someone who has little knowledge (or interest) in those issues, but knows your platform really well - edge cases in the language, what libraries are available, fingers move naturally over the tools. Assume all else about them is equal (which it never is except for thought experiments like this) and that your team doesn't have any gaping holes that this candidate might fill. Which one would you prefer?
17 January 2008
Management love their metrics. The thinking goes something like this, "We need a number to measure how we’re doing. Numbers focus people and help us measure success." Whilst well intentioned, management by numbers unintuitively leads to problematic behavior and ultimately detracts from broader project and organizational goals. Metrics inherently aren’t a bad thing; just often, inappropriately used. This essay demonstrates many of the issues caused by management’s traditional use of metrics and offers an alternative to address these dysfunctions.
19 February 2013
Any reader of my writings will know that I'm a big proponent of evolutionary design. Despite my enthusiasm for this approach, no technique is perfect and I'm just as happy to report its problems as I am its successes.
14 February 2005