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We will talk about a new development technique called WDD or Worries Driven Development.
You might know another couple of *DD techniques: TDD and DDD but they are by far less powerful than WDD.

TDD or Test Driven Development has been invented by Ken Beck (@kentbeck). As Wikipedia states “is a software development process that relies on the repetition of a very short development cycle: first the developer writes an (initially failing) automated test case that defines a desired improvement or new function, then produces the minimum amount of code to pass that test and finally refactors the new code to acceptable standards”.

DDD or Domain Drive Design is a little more recent, especially it’s hype, and as Wikipedia says “is an approach to develop software for complex needs by connecting the implementation to an evolving model.The premise of domain-driven design is the following: Placing the project’s primary focus on the core domain and domain logic; Basing complex designs on a model of the domain; Initiating a creative collaboration between technical and domain experts to iteratively refine a conceptual model that addresses particular domain problems.” In Italy Alberto Barndolini (@ziobrando) is really good at it!

WDD is more powerful because it works at a deeper level. It acts at the level of motivations. We tend to do what we do for one of two reasons: to seek pleasure or to avoid pain.
Now our culture tend to push us to the ‘avoid pain’ side so we tend to use it more often as a motivation to do what we do. So what’s more relieving than solving a problem to ‘avoid pain’?
That’s where WDD come from: we do what worries us. Or better we do, schedule, put in priority what can have consequences that can worry us.
So the algorithm is: if you don’t have it, create a problem, throw it in the future, communicate it so that everybody can be worried. Now you are ready to make a lot of overtime to solve it to ‘avoid pain’.

The secret? WDD is not that new: it is quite often used as a primary development paradigm in many offices of medium-big corporations. And it works …. maybe.

PierG

I met a CIO like that. He told me his policy was to never say No to the business. So he always said Yes, and the business was always angry because things he agreed to didn’t get done, or got done poorly or far later than they wished. His Yes meant nothing.

via Insights You Can Use » Blog Archive » Yes. No. Negotiate..

PierG

Here are some more things I’ve heard or noted after what I did yesterday on Gathering from the US:

  1. “Traditional IT – unlimited control, limited savings”
  2. “IaaS – Virtual infrastructure hosting VMs & existing applications”
  3. “PaaS – Application focus, elastic capacity, maximu scale out, massive data”
  4. “Saas – Ease of deployment , maximum cost savings”
  5. “Platform as a Service can be seen as a kind of giant computer”
  6. “is cloud about economy of scales?”
  7. “evaluate workload pattern in thinking of cloud”
  8. “cloud is once in a generation kind of change and not (just) for the economics”
  9. “cloud is better, faster, cheaper” (bullshit)
  10. “infrastructure as a service is not leveraging the power of cloud”
  11. “hybrid solutions are the future of enterprises”
  12. “the device type is becoming part of the identity, but even the OS version for example. It’s no more user and pwd”
  13. “also location is a becoming a part of your digital identity”
  14. “unified access gateway for both managed and unmanaged devices”
  15. “the world is converging with vitualization and cloud computing”
  16. “digital media give us a more transparent shopping experience”
  17. “digital commerce drives conversion” so loyalty is even more essential
  18. personal note: also in IT companies, the internal IT is the ‘second choice’ employee 😦
  19. “word of mouth has always been popular … but now word is everywere”
  20. “connect the screens” .. PC, smartphone, tablet, TV …
As I wrote yesterday, pick your choice and share in the comments.
PierG

I’m travelling in the US meeting relevant IT companies. Here are some of the things I’ve heard or noted:

  1. “sometimes IT guys are so passionate to their products that they forget these products have a purpose”
  2. “customers come here to understand how to save US money or increase productivity or grow the business” -> always about money
  3. “there are no more 18 month projects in IT”
  4. “if the users don’t use it, who cares how cheap it was to build it?”
  5. “top tech concerns for IT enterprise: virtualization, cloud, web2.0, network/voice, BA”
  6. “we will see more social inside cars”
  7. personal note: it’s incredible how product group executives of big IT companies are very competent if compared with Italian ones
  8. “awareness, interest and desire likely predate a purchase decision by years”
  9. “immersive consumer experience”
  10. “motivation for luxury goods are consistent: indulgence, exclusivity, status”
  11. “what’s the Bing web address? Search it on Google” 🙂
  12. “in US a vast % of people use a PC or a smartphone/tablet while watching TV” -> multi screen exposure
  13. personal note: Apple is not good because it’s too close, Android is not good because it’s too open … are these good excuses to build another proprietary solution?
  14. “Silverlight is the answer for Premium Experience, Enterprise and RIA applications over html5”
  15. “vision: stand from the couch!” (talking about gaming)
  16. “you are ‘against’ by definition” – yes against but against anything, I’m agnostic 🙂
  17. “we focus on problems that are culturally relevant”
  18. “we are working hard on digital photography problems”
  19. “one terabyte of storage can hold a picture of you per minute for your entire life”

Pick 3 and share in the comments!

PierG

Courtes of racatumba - Some Rights Reserved

When people talk about their IT departments, they always talk about the things they’re not allowed to do, the applications they can’t run, and the long time it takes to get anything done.

Here is the beginning of an intriguing post called:  The end of the IT department – (37signals).

Let me state immediately that  I consider it oversimplistic and a  just sales pitch (guess what’s the proposed alternative to the status quo?) but … there is A LOT OF TRUTH in the post! And we, the evil IT departments, should always keep in mind these things I’ll quote from The end of the IT department – (37signals): the list of why your It department  sucks

  1. When people talk about their IT departments, they always talk about the things they’re not allowed to do, the applications they can’t run, and the long time it takes to get anything done
  2. If businesses had as many gripes with an external vendor, that vendor would’ve been dropped long ago.
  3. There’s no feedback loop for improvement.
  4. IT job security is often dependent on making things hard, slow, and complex.
  5. It’s the same forces and mechanics that slowly turned unions from a force of progress (proper working conditions for all!) to a force of stagnation

I agree on all these diseases and I seriously doubt the solution is the new silver bullet: “today you can get just about all the services that previously required local expertise from a web site somewhere“.

Is  this “you can find everything from a web site somewhere” changing  a lot the way we  do IT? Yes … and it’s not the silver bullet as it was not the  outsourcing or SOA or … It’s a tremendous arrrow, among other arrows.

The step ahead in IT departments will not be done thanks to a ‘technology’: as I use to say “if you think technology can solve all of your problems you don’t know technology or you don’t know your problems“.

But I’m more interested in learning from you: why does your IT department suck precisely?

PierG

There’s something smelly about financing IT projects in return for a contracted return on investment. It’s not that there shouldn’t be some expectation about return. There absolutely should. But given the uncertainty and the risk, isn’t financing IT projects more like a funding venture? Isn’t it more about managing risk to achieve reward (the desired outcome or better) rather than managing cost and schedule? If it is, then the question to be asked more often is ‘what types of benefits are we seeing for this round of funding, and does the potential return at this stage warrant additional funding?’ rather than ‘are we on schedule and within budget?’

via Energized Work | Blog.

Another very good piece for my IT followers: stop managing assets (only), start making the difference!

PierG

And then they say 70% of IT projects fail

via Where do RFPs come from? | strange loops.

This is for my IT followers that are fan of Request For Proposal or usless things like that 🙂

PierG

Here is the list of the best posts of 2010 in the HBR blogs: a must read.

The Top 10 HBR Blog Posts of 2010 – Harvard Business Review.

PierG


Courtesy of
Matt from London

How many time have you heard this sentence “yes we did that small stuff but don’t worry: nothing changed”?

It can be a tiny technical modification to a system, it can be a small organizational change, it can be something that you said to your team, it can be a change in a signature of your email … it doesn’t matter.

When it’s about complex systems any modification no matter its size, no matter where you make it, no matter when you make it, can have an unpredictable impact on any part of the system: that’s basically the definition of complex system.

And I tell you a secret: a group of people that have a relationship IS a complex system (family, office), IT stuff IS a complex system, SW IS a complex system, YOU are a complex system.

So please don’t tell me that nothing changed when you changed something!!!
And remember that this effect has also its good side:

No situation is ever hopeless. Because whatever the situation may be, the moment you start to take action, you change it (Ralph Marsdon)

PierG

p.s. By the way, note that complexity is often overrated especially in SW dev 🙂

Just one word: superfast!!!

Congrats!

PierG

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