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Believe it or not, it must be difficult to be a politically correct lefty in the Twin Cities these days. Not because spirited conservatives are taking the battle to you, but because you really have to get creative to outdo your own brethren. Right now, everyone stands in awe of the city of Minneapolis. The Star Tribune might shill the liberal party line day in day out, but there's nothing new or creative in that. The city of St. Paul can raise property taxes to pay for more government waste, but Minneapolis has been doing that for years. The DFL controlled state legislature might pass ridiculous, impractical laws that impose on the rights of businesses, but again, that's nothing the liberals in Minneapolis haven't been doing for decades. The city of Minneapolis continues its old anti-business agenda and increasing crime rate, but additionally has one-upped everyone on the political correctness scale by hiring and refusing to fire an inept and possibly criminal fire chief who happens to be (read was given the job solely because she is) a lesbian. No one is more jealous of Minneapolis' PC posturing than the Marxists at the University of Minnesota. Their political correctness just doesn't measure up. The women's studies department hasn't been news in decades. The university has been relegated to attracting PC kudos by giving Al Gore an honarary degree. As if honoring another dead white male could score real PC points with those who keep track of that sort of thing. I however, have an idea so radical that it would put the U of M on the front page of every newspaper in the country. It is an unfortunate fact that the athletic departments of major universities garner more headlines than any of the academic departments. Late in 2006, the University of Minnesota was forced to fire the coaches of its two money programs (men's basketball and football) due to gross incompetence. After the firings occurred, sports experts suggested that the university could end accusations of aspiring to atheletic mediocrity by hiring a "big name" coach in one of the two sports. Examples of "big name"coaches included Tony Dungy in football and Flip Saunders or Rick Majerus in basketball. People who understood the aspirations of mediocrity of the U of M suggested that there would be no "big name" coach hired in either sport and instead suggested that the U would hire such non-big names as one or both of the "big time" coaches from non-rival North Dakota State. The U of M responded by hiring a nobody named Tim Brewster for the football coach position. Brewster is certain to field a team no better than that of his predicessor Glenn Mason. However, the U can still make history. They could hire basketball coaching legend Pat Summitt. Summitt would be the first ever woman to coach NCAA men's basketball. However, she would be more than an atheletic Bonnie Bleskachek. Summitt's overall record stands at 913-177, with 6 NCAA women's titles. Compare that to Mike Kryzewski or Bob Knight, with respective records of 771 wins and 3 NCAA Titles and 887 wins and 3 NCAA Titles. Unlike Bonnie Bleskachek, Pat Summitt is a qualified coach. Her record is second to none. The NCAA is currently wringing its hands that it doesn't have enough minority football coaches. Yet they have more than one for decades. There has never been a woman coach of an NCAA men's basketball team. This is an obvious display of sexism. Many men have coached NCAA women's teams. The University of Minnesota can once and for all claim PC supremacy by naming Pat Summitt its men's basketball coach. To do anything else would reinforce the existing patriarchy and make Wellstone followers everywhere cry. buy software cheap oem software

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  Scrums are the most dangerous phase in rugby, since a collapse or improper engage can lead to a front row player damaging or even breaking his neck. — Wikipedia When I was growing up, cholesterol used to be bad for you. It was easy to remember. Fat, bad. Cholesterol bad. Salt, bad. Everything, bad. Nowadays, though, they differentiate between "good" cholesterol and "bad" cholesterol, as if we're supposed to be able to distinguish them somehow. And it was weird when they switched it up on us, because it was as if the FDA had suddenly issued a press release announcing that there are, in fact, two kinds of rat poison: Good Rat Poison and Bad Rat Poison, and you should eat a lot of the Good kind, and none of the Bad kind, and definitely not mix them up or anything. Up until maybe a year ago, I had a pretty one-dimensional view of so-called "Agile" programming, namely that it's an idiotic fad-diet of a marketing scam making the rounds as yet another technological virus implanting itself in naive programmers who've never read "No Silver Bullet", the kinds of programmers who buy extended warranties and self-help books and believe their bosses genuinely care about them as people, the kinds of programmers who attend conferences to make friends and who don't know how to avoid eye contact with leaflet-waving fanatics in airports and who believe writing shit on index cards will suddenly make software development easier. You know. Chumps. That's the word I'm looking for. My bad-cholesterol view was that Agile Methodologies are for chumps. But I've had a lot of opportunity to observe various flavors of Agile-ism in action lately, and I now think I was only about 90% right. It turns out there's a good kind of Agile, although it's taken me a long time to be able to see it clearly amidst all the hype and kowtowing and moaning feverishly about scrums and whatnot. I have a pretty clear picture of it now. And you can attend my seminar on it for the low, low price of $499.95! Hahaha, chump! No, just kidding. You'll only find seminars about the Bad kind of Agile. And if in the future you ever find me touring around as an Agile Consultant, charging audiences to hear my deep wisdom and insight about Agile Development, you have my permission to cut my balls off. If I say I was just kidding, say I told you I'd say that. If I then say I'm Tyler Durden and I order you not to cut my balls off , say I definitely said I was going to say that , and then you cut 'em right off. I'll just go right ahead and tell you about the Good Kind, free of charge. It's kinda hard to talk about Good Agile and Bad Agile in isolation, so I might talk about them together. But I'll be sure to label the Good kind with a happy rat, and the Bad kind with a sad dead rat, so you'll always know the difference. The Bad Heading Back in Ye Olden Dayes, most companies approached software development as follows: - hire a bunch of engineers, then hire more. - dream up a project. - set a date for when they want it launched. - put some engineers on it. - whip them until they're either dead or it's launched. or both. - throw a cheap-ass pathetic little party, maybe. This step is optional. - then start over. Thank goodness that doesn't happen at your company, eh now? Whew! Interestingly, this is also exactly how non-technical companies (like, say, Chrysler) handled software development. Except they didn't hire the engineers. Instead, they contracted with software consultants, and they'd hand the consultants 2-year project specs, and demanded the consultants finish everything on time plus all the crap the customer threw in and/or changed after signing the contract. And then it'd all fall apart and the contractors wouldn't get paid, and everyone was really miffed. So some of the consultants began to think: "Hey, if these companies insist on acting like infants, then we should treat them like infants!" And so they did. When a company said "we want features A through Z", the consultants would get these big index cards and write "A" on the first one, "B" on the second one, etc., along with time estimates, and then post them on their wall. Then when the customer wanted to add something, the consultant could point at the wall and say: "OK, boy . Which one of these cards do you want to replace , BOY? " Is it any wonder Chrysler canceled the project? So the consultants, now having lost their primary customer, were at a bar one day, and one of them (named L. Ron Hubbard) said: "This nickel-a-line-of-code gig is lame. You know where the real money is at? You start your own religion." And that's how both Extreme Programming and Scientology were born. Well, people pretty quickly demonstrated that XP was a load of crap. Take Pair Programming, for instance. It's one of the more spectacular failures of XP. None of the Agileytes likes to talk about it much, but let's face it: nobody does it. The rationale was something like: "well if ONE programmer sitting at a terminal is good, then TEN must be better, because MORE is ALWAYS better! But most terminals can only comfortably fit TWO programmers, so we'll call it PAIR programming!" You have to cut them a little slack; they'd been dealing with the corporate equivalent of pre-schoolers for years, and that really messes with a person. But the thing is, viruses are really hard to kill, especially the meme kind. After everyone had gotten all worked up about this whole Agile thing (and sure, everyone wants to be more productive), there was a lot of face to be lost by admitting failure. So some other kinds of Agile "Methodologies" sprang up, and they all claimed that even though all the other ones were busted, their method worked! I mean, go look at some of their sites. Tell me that's not an infomercial. C'mon, just try. It's embarrassing even to look at the thing. Yeah. Well, they make money hand over fist, because of P.T. Barnum's Law, just like Scientology does. Can't really fault 'em. Some people are just dying to be parted with their cash. And their dignity. The rest of us have all known that Agile Methodologies are stupid, by application of any of the following well-known laws of marketing: - anything that calls itself a "Methodology" is stupid, on general principle. - anything that requires "evangelists" and offers seminars, exists soley for the purpose of making money. - anything that never mentions any competition or alternatives is dubiously self-serving. - anything that does diagrams with hand-wavy math is stupid, on general principle. And by "stupid", I mean it's "incredibly brilliant marketing targeted at stupid people." In any case, the consultants kept going with their road shows and glossy pamphlets. Initially, I'm sure they went after corporations; they were looking to sign flexible contracts that allowed them to deliver "whatever" in "2 weeks" on a recurring basis until the client went bankrupt. But I'm equally sure they couldn't find many clients dumb enough to sign such a contract. That's when the consultants decided to take their road show to YOU. Why not take it inside the companies and sell it there, to the developers? There are plenty of companies who use the whip-cycle of development I outlined above, so presumably some of the middle managers and tech leads would be amenable to hearing about how there's this low-cost way out of their hellish existence. And that, friends, was exactly, precisely the point at which they went from "harmless buffoons" to "potentially dangerous", because before they were just bilking fat companies too stupid to develop their own software, but now the manager down the hall from me might get infected. And most places don't have a very good quarantine mechanism for this rather awkward situation: i.e., an otherwise smart manager has become "ill", and is waving XP books and index cards and spouting stuff about how much more productive his team is on account of all this newfound extra bureaucracy. How do we know it's not more productive? Well, it's a slippery problem. Observe that it must be a slippery problem, or it all would have been debunked fair and square by now. But it's exceptionally difficult to measure software developer productivity, for all sorts of famous reasons. And it's even harder to perform anything resembling a valid scientific experiment in software development. You can't have the same team do the same project twice; a bunch of stuff changes the second time around. You can't have 2 teams do the same project; it's too hard to control all the variables, and it's prohibitively expensive to try it in any case. The same team doing 2 different projects in a row isn't an experiment either. About the best you can do is gather statistical data across a lot of teams doing a lot of projects, and try to identify similarities, and perform some regressions, and hope you find some meaningful correlations. But where does the data come from? Companies aren't going to give you their internal data, if they even keep that kind of thing around. Most don't; they cover up their schedule failures and they move on, ever optimistic. Well if you can't do experiments and you can't do proofs, there isn't much science going on. That's why it's a slippery problem. It's why fad diets are still enormously popular. People want fad diets to work, oh boy you bet they do, even I want them to work. And you can point to all these statistically meaningless anecdotes about how Joe lost 35 pounds on this one diet, and all those people who desperately want to be thinner will think "hey, it can't hurt. I'll give it a try." That is exactly what I hear people say, every time a team talks themselves into trying an Agile Methodology. It's not a coincidence. But writing about Bad Agile alone is almost guaranteed to be ineffective. I mean, you can write about how lame Scientology is, or how lame fad diets are, but it's not clear that you're changing anyone's mind. Quitting a viral meme is harder than quitting smoking. I've done both. In order to have the right impact, you have to offer an alternative, and I didn't have one before, not one that I could articulate clearly. One of the (many) problems with Bad Agile is that they condescendingly lump all non-Agile development practices together into two buckets: Waterfall and Cowboy. Waterfall is known to be bad; I hope we can just take that as an axiom today. But what about so-called Cowboy programming, which the Agileers define as "each member of the team does what he or she thinks is best"? Is it true that this is the only other development process? And is Cowboy Programming actually bad? They say it as if it's obviously bad, but they're not super clear on how or why, other than to assert that it's, you know, "chaos". Well, as I mentioned, over the past year I've had the opportunity to watch both Bad Agile and Good Agile in motion, and I've asked the teams and tech leads (using both the Bad and Good forms) lots of questions: how they're doing, how they're feeling, how their process is working. I was really curious, in part because I'd consented to try Agile last Christmas ("hey, it can't hurt"), and wound up arguing with a teammate over exactly what metadata is allowed on index cards before giving up in disgust. Also in part because I had some friends on a team who were getting kind of exhausted from what appeared to be a Death March, and that kind of thing doesn't seem to happen very often at Google. So I dug in, and for a year, I watched and learned. The Good Head (cue happy rat) I'm going to talk a little about Google's software development process. It's not the whole picture, of course, but it should suffice for today. I've been there for almost a year and a half now, and it took a while, but I think I get it now. Mostly. I'm still learning. But I'll share what I've got so far. From a high level, Google's process probably does look like chaos to someone from a more traditional software development company. As a newcomer, some of the things that leap out at you include: - there are managers, sort of, but most of them code at least half-time, making them more like tech leads. - developers can switch teams and/or projects any time they want, no questions asked; just say the word and the movers will show up the next day to put you in your new office with your new team. - Google has a philosophy of not ever telling developers what to work on, and they take it pretty seriously. - developers are strongly encouraged to spend 20% of their time (and I mean their M-F, 8-5 time, not weekends or personal time) working on whatever they want, as long as it's not their main project. - there aren't very many meetings. I'd say an average developer attends perhaps 3 meetings a week, including their 1:1 with their lead. - it's quiet. Engineers are quietly focused on their work, as individuals or sometimes in little groups or 2 to 5. - there aren't Gantt charts or date-task-owner spreadsheets or any other visible project-management artifacts in evidence, not that I've ever seen. - even during the relatively rare crunch periods, people still go get lunch and dinner, which are (famously) always free and tasty, and they don't work insane hours unless they want to. These are generalizations, sure. Old-timers will no doubt have a slightly different view, just as my view of Amazon is slightly biased by having been there in 1998 when it was a pretty crazy place. But I think most Googlers would agree that my generalizations here are pretty accurate. How could this ever work? I get that question a lot. Heck, I asked it myself. What's to stop engineers from leaving all the trouble projects, leaving behind bug-ridden operational nightmares? What keeps engineers working towards the corporate goals if they can work on whatever they want? How do the most important projects get staffed appropriately? How do engineers not get so fat that they routinely get stuck in stairwells and have to be cut out by the Fire Department? I'll answer the latter question briefly, then get to the others. In short: we have this thing called the Noogler Fifteen, named after the Frosh Fifteen: the 15 pounds that many college freshmen put on when they arrive in the land of Stress and Pizza. Google has solved the problem by lubricating the stairwells. As to the rest of your questions, I think most of them have the same small number of answers. First, and arguably most importantly, Google drives behavior through incentives. Engineers working on important projects are, on average, rewarded more than those on less-important projects. You can choose to work on a far-fetched research-y kind of project that may never be practical to anyone, but the work will have to be a reward unto itself. If it turns out you were right and everyone else was wrong (the startup's dream), and your little project turns out to be tremendously impactful, then you'll be rewarded for it. Guaranteed. The rewards and incentives are too numerous to talk about here, but the financial incentives range from gift certificates and massage coupons up through giant bonuses and stock grants, where I won't define "giant" precisely, but think of Google's scale and let your imagination run a bit wild, and you probably won't miss the mark by much. There are other incentives. One is that Google a peer-review oriented culture, and earning the respect of your peers means a lot there. More than it does at other places, I think. This is in part because it's just the way the culture works; it's something that was put in place early on and has managed to become habitual. It's also true because your peers are so damn smart that earning their respect is a huge deal. And it's true because your actual performance review is almost entirely based on your peer reviews, so it has an indirect financial impact on you. Another incentive is that every quarter, without fail, they have a long all-hands in which they show every single project that launched to everyone, and put up the names and faces of the teams (always small) who launched each one, and everyone applauds. Gives me a tingle just to think about it. Google takes launching very seriously, and I think that being recognized for launching something cool might be the strongest incentive across the company. At least it feels that way to me. And there are still other incentives; the list goes on and ON and ON ; the perks are over the top, and the rewards are over the top, and everything there is so comically over the top that you have no choice, as an outsider, but to assume that everything the recruiter is telling you is a baldfaced lie, because there's no possible way a company could be that generous to all of its employees, all of them, I mean even the contractors who clean the micro-kitchens, they get these totally awesome "Google Micro-Kitchen Staff" shirts and fleeces. There is nothing like it on the face of this earth. I could talk for hours , days about how amazing it is to work at Google, and I wouldn't be done. And they're not done either. Every week it seems like there's a new perk, a new benefit, a new improvement, a new survey asking us all if there's any possible way in which life at Google could be better. I might have been mistaken, actually. Having your name and picture up on that big screen at End of Quarter may not be the biggest incentive. The thing that drives the right behavior at Google, more than anything else, more than all the other things combined, is gratitude . You can't help but want to do your absolute best for Google; you feel like you owe it to them for taking such incredibly good care of you. OK, incentives. You've got the idea. Sort of. I mean, you have a sketch of it. When friends who aren't at Google ask me how it is working at Google — and this applies to all my friends at all other companies equally, not just companies I've worked at — I feel just how you'd feel if you'd just gotten out of prison, and your prison buddies, all of whom were sentenced in their early teens, are writing to you and asking you what it's like "on the outside". I mean, what would you tell them? I tell 'em it's not too bad at all. Can't complain. Pretty decent, all in all. Although the incentive-based culture is a huge factor in making things work the way they do, it only addresses how to get engineers to work on the "right" things. It doesn't address how to get those things done efficiently and effectively. So I'll tell you a little about how they approach projects. Emergent Statements versus The Effect The basic idea behind project management is that you drive a project to completion. It's an overt process, a shepherding: by dint of leadership, and organization, and sheer force of will, you cause something to happen that wouldn't otherwise have happened on its own. Project management comes in many flavors, from lightweight to heavyweight, but all flavors share the property that they are external forces acting on an organization. At Google, projects launch because it's the least-energy state for the system. Before I go on, I'll concede that this is a pretty bold claim, and that it's not entirely true. We do have project managers and product managers and people managers and tech leads and so on. But the amount of energy they need to add to the system is far less than what's typically needed in our industry. It's more of an occasional nudge than a full-fledged continuous push. Once in a while, a team needs a bigger nudge, and senior management needs to come in and do the nudging, just like anywhere else. But there's no pushing. Incidentally, Google is a polite company, so there's no yelling, nor wailing and gnashing of teeth, nor escalation and finger-pointing, nor any of the artifacts produced at companies where senior management yells a lot. Hobbes tells us that organizations reflect their leaders; we all know that. The folks up top at Google are polite, hence so is everyone else. Anyway, I claimed that launching projects is the natural state that Google's internal ecosystem tends towards, and it's because they pump so much energy into pointing people in that direction. All your needs are taken care of so that you can focus, and as I've described, there are lots of incentives for focusing on things that Google likes. So launches become an emergent property of the system. This eliminates the need for a bunch of standard project management ideas and methods: all the ones concerned with dealing with slackers, calling bluffs on estimates, forcing people to come to consensus on shared design issues, and so on. You don't need "war team meetings," and you don't need status reports. You don't need them because people are already incented to do the right things and to work together well. The project management techniques that Google does use are more like oil than fuel: things to let the project keep running smoothly, as opposed to things that force the project to move forward. There are plenty of meeting rooms, and there's plenty of open space for people to go chat. Teams are always situated close together in fishbowl-style open seating, so that pair programming happens exactly when it's needed (say 5% of the time), and never otherwise. Google generally recognizes that the middle of the day is prone to interruptions, even at quiet companies, so many engineers are likely to shift their hours and come in very early or stay very late in order to find time to truly concentrate on programming. So meetings only happen in the middle of the day; it's very unusual to see a meeting start before 10am or after 4:30pm. Scheduling meetings outside that band necessarily eats into the time when engineers are actually trying to implement the things they're meeting about, so they don't do it. Google isn't the only place where projects are run this way. Two other kinds of organizations leap to mind when you think of Google's approach: startup companies, and grad schools. Google can be considered a fusion of the startup and grad-school mentalities: on the one hand, it's a hurry-up, let's get something out now, do the simplest thing that could work and we'll grow it later startup-style approach. On the other, it's relatively relaxed and low-key; we have hard problems to solve that nobody else has ever solved, but it's a marathon not a sprint, and focusing requires deep concentration, not frenzied meetings. And at the intersection of the two, startups and grad schools are both fertile innovation ground in which the participants carry a great deal of individual responsibility for the outcome. It's all been done before; the only thing that's really surprising is that Google has managed to make it scale. The scaling is not an accident. Google works really hard on the problem, and they realize that having scaled this far is no guarantee it'll continue, so they're vigilant. That's a good word for it. They're always on the lookout to make sure the way of life and the overall level of productivity continue (or even improve) as they grow. Google is an exceptionally disciplined company, from a software-engineering perspective. They take things like unit testing, design documents and code reviews more seriously than any other company I've even heard about. They work hard to keep their house in order at all times, and there are strict rules and guidelines in place that prevent engineers and teams from doing things their own way. The result: the whole code base looks the same, so switching teams and sharing code are both far easier than they are at other places. And engineers need great tools, of course, so Google hires great people to build their tools, and they encourage engineers (using incentives) to pitch in on tools work whenever they have an inclination in that direction. The result: Google has great tools, world-class tools, and they just keep getting better. The list goes on. I could talk for days about the amazing rigor behind Google's approach to software engineering. But the main takeaway is that their scaling (both technological and organizational) is not an accident. And once you're up to speed on the Google way of doing things, it all proceeds fairly effortlessly — again, on average, and compared to software development at many other companies. The Tyranny of the Vocabulary We're almost done. The last thing I want to talk about here is dates . Traditional software development can safely be called Date-Oriented Programming, almost without exception. Startup companies have a clock set by their investors and their budget. Big clients set target dates for their consultants. Sales people and product managers set target dates based on their evaluation of market conditions. Engineers set dates based on estimates of previous work that seems similar. All estimation is done through rose-colored glasses, and everyone forgets just how painful it was the last time around. Everyone picks dates out of the air. "This feels like it should take about 3 weeks.""It sure would be nice to have this available for customers by beginning of Q4.""Let's try to have that done by tomorrow." Most of us in our industry are date-driven. There's always a next milestone, always a deadline, always some date-driven goal to it. The only exceptions I can think of to this rule are: 1) Open-source software projects. 2) Grad school projects. 3) Google. Most people take it for granted that you want to pick a date. Even my favorite book on software project management, "The Mythical Man-Month", assumes that you need schedule estimates. If you're in the habit of pre-announcing your software, then the general public usually wants a timeframe, which implies a date. This is, I think, one of the reasons Google tends not to pre-announce. They really do understand that you can't rush good cooking, you can't rush babies out, and you can't rush software development. If the three exceptions I listed above aren't driven by dates, then what drives them? To some extent it's just the creative urge, the desire to produce things; all good engineers have it. (There are many people in our industry who do this gig "for a living", and they go home and don't think about it until the next day. Open source software exists precisely because there are people who are better than that.) But let's be careful: it's not just the creative urge; that's not always directed enough, and it's not always incentive enough. Google is unquestionably driven by time , in the sense that they want things done "as fast as possible". They have many fierce, brilliant competitors, and they have to slake their thirsty investors' need for growth, and each of us has some long-term plans and deliverables we'd like to see come to fruition in our lifetimes. The difference is that Google isn't foolish enough or presumptuous enough to claim to know how long stuff should take. So the only company-wide dates I'm ever aware of are the ends of each quarter, because everyone's scrambling to get on that big launch screen and get the applause and gifts and bonuses and team trips and all the other good that comes of launching things with big impact at Google. Everything in between is just a continuum of days, in which everyone works at optimal productivity, which is different for each person. We all have work-life balance choices to make, and Google is a place where any reasonable choice you make can be accommodated, and can be rewarding. Optimal productivity is also a function of training, and Google offers tons of it, including dozens of tech talks every week by internal and external speakers, all of which are archived permanently so you can view them whenever you like. Google gives you access to any resources you need in order to get your job done, or to learn how to get your job done. And optimal productivity is partly a function of the machine and context in which you're operating: the quality of your code base, your tools, your documentation, your computing platform, your teammates, even the quality of the time you have during the day, which should be food-filled and largely free of interrupts. Then all you need is a work queue. That's it. You want hand-wavy math? I've got it in abundance: software development modeled on queuing theory. Not too far off the mark, though; many folks in our industry have noticed that organizational models are a lot like software models. With nothing more than a work queue (a priority queue, of course), you immediately attain most of the supposedly magical benefits of Agile Methodologies. And make no mistake, it's better to have it in software than on a bunch of index cards. If you're not convinced, then I will steal your index cards. With a priority queue, you have a dumping-ground for any and all ideas (and bugs) that people suggest as the project unfolds. No engineer is ever idle, unless the queue is empty, which by definition means the project has launched. Tasks can be suspended and resumed simply by putting them back in the queue with appropriate notes or documentation. You always know how much work is left, and if you like, you can make time estimates based on the remaining tasks. You can examine closed work items to infer anything from bug regression rates to (if you like) individual productivity. You can see which tasks are often passed over, which can help you discover root causes of pain in the organization. A work queue is completely transparent, so there is minimal risk of accidental duplication of work. And so on. The list goes on, and on, and on. Unfortunately, a work queue doesn't make for a good marketing platform for seminars and conferences. It's not glamorous. It sounds a lot like a pile of work, because that's exactly what it is. Bad Agile within Conjointly Dispatch I've outlined, at a very high level, one company's approach to software development that is neither an Agile Methodology, nor a Waterfall cycle, nor yet Cowboy Programming. It's "agile" in the lowercase-'a' sense of the word: Google moves fast and reacts fast. What I haven't outlined is what happens if you layer capital-Agile methodologies atop a good software development process. You might be tempted to think: "well, it can't hurt!" I even had a brief fling with it myself last year. The short answer is: it hurts. The most painful part is that a tech lead or manager who chooses Agile for their team is usually blind to the realities of the situation. Bad Agile hurts teams in several ways. First, Bad Agile focuses on dates in the worst possible way: short cycles, quick deliverables, frequent estimates and re-estimates. The cycles can be anywhere from a month (which is probably tolerable) down to a day in the worst cases. It's a nicely idealistic view of the world. In the real world, every single participant on a project is, as it turns out, a human being. We have up days and down days. Some days you have so much energy you feel you could code for 18 hours straight. Some days you have a ton of energy, but you just don't feel like focusing on coding. Some days you're just exhausted. Everyone has a biological clock and a a biorhythm that they have very little control over, and it's likely to be phase-shifted from the team clock, if the team clock is ticking in days or half-weeks. Not to mention your personal clock: the events happening outside your work life that occasionally demand your attention during work hours. None of that matters in Bad Agile. If you're feeling up the day after a big deliverable, you're not going to code like crazy; you're going to pace yourself because you need to make sure you have reserve energy for the next big sprint. This impedance mismatch drives great engineers to mediocrity. There's also your extracurricular clock: the set of things you want to accomplish in addition to your main project: often important cleanups or other things that will ultimately improve your whole team's productivity. Bad Agile is exceptionally bad at handling this, and usually winds up reserving large blocks of time after big milestones for everyone to catch up on their side-project time, whether they're feeling creative or not. Bad Agile folks keep their eye on the goal, which hurts innovation. Sure, they'll reserve time for everyone to clean up their own code base, but they're not going to be so altruistic as to help anyone else in the company. How can you, when you're effectively operating in a permanent day-for-day slip? Bad Agile seems for some reason to be embraced by early risers. I think there's some mystical relationship between the personality traits of "wakes up before dawn", "likes static typing but not type inference", "is organized to the point of being anal", "likes team meetings", and "likes Bad Agile". I'm not quite sure what it is, but I see it a lot. Most engineers are not early risers. I know a team that has to come in for an 8:00am meeting at least once (maybe several times) a week. Then they sit like zombies in front of their email until lunch. Then they go home and take a nap. Then they come in at night and work, but they're bleary-eyed and look perpetually exhausted. When I talk to them, they're usually cheery enough, but they usually don't finish their sentences. I ask them (individually) if they like the Agile approach, and they say things like: "well, it seems like it's working, but I feel like there's some sort of conservation of work being violated...", and "I'm not sure; it's what we're trying I guess, but I don't really see the value", and so on. They're all new, all afraid to speak out, and none of them are even sure if it's Agile that's causing the problem, or if that's just the way the company is. That, my friends, is not "agile"; it's a just load of hooey. And it's what you get whenever any manager anywhere decides to be a chump. Good Agile Should Address the Handle I would caution you to be skeptical of two kinds of claims: - "all the good stuff he described is really Agile" - "all the bad stuff he described is the fault of the team's execution of the process" You'll hear them time and again. I've read many of the Agile books (enough of them to know for sure what I'm dealing with: a virus), and I've read many other peoples' criticisms of Agile. Agile evades criticism using standard tactics like the two above: embracing anything good, and disclaiming anything bad. If a process is potentially good, but 90+% of the time smart and well-intentioned people screw it up, then it's a bad process. So they can only say it's the team's fault so many times before it's not really the team's fault. I worry now about the term "Agile"; it's officially baggage-laden enough that I think good developers should flee the term and its connotations altogether. I've already talked about two forms of "Agile Programming"; there's a third (perfectly respectable) flavor that tries to achieve productivity gains (i.e. "Agility") through technology. Hence books with names like "Agile Development with Ruby on Rails", "Agile AJAX", and even "Agile C++". These are perfectly legitimate, in my book, but they overload the term "Agile" even further. And frankly, most Agile out there is plain old Bad Agile. So if I were you, I'd take Agile off your resume. I'd quietly close the SCRUM and XP books and lock them away. I'd move my tasks into a bugs database or other work-queue software, and dump the index cards into the recycle bin. I'd work as fast as I can to eliminate Agile from my organization. And then I'd focus on being agile. But that's just my take on it, and it's 4:00am. Feel free to draw your own conclusions. Either way, I don't think I'm going to be an Early Riser tomorrow. Oh, I almost forgot the obvious disclaimer: I do not speak for Google. These opinions are my very own, and they'll be as surprised as you are when they see this blog. Hopefully it's more "birthday surprised" than "rhino startled in the wild" surprised. We'll see! cheap oem software buy software

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That’ll Be The Day “All I know is just what I read in the papers.” Will Rodgers,1879-1935 I await the day when The New York Times runs a series of “good news” articles about the state of American health care. The series might have these titles, • Americans Trust Their Doctors • Americans Have Greater and Quicker Access to High Tech Diagnostic and Curative Care Than Any Other Nation • Foreign Physicians Flock to America for Training Unavailable in Their Country • Record Numbers of Canadians Cross Border for Life-Saving Care • America Achieves Unprecedented Longevity Gains in Last Decade • Americans Receive 80 Percent of Noble Prizes in Medicine • Research at American Pharmaceutical Companies Produces 90 Percent of the World’s New Drugs • America’s Innovative Health System’s Variety and Choice the Wonder of The World That’ll be the day. The Times in 2005 and 2006 had a series of a dozen articles entitled “Being A Patient.” These focused largely on the perils of being a patient in America. Now The Times is embarked on a series on medicine and money, focusing on profit-mongering drug and medical device companies in league with greedy specialists to bilk the public. It all comes down to altitude and attitude. From their lofty perch, Th e New York Time’s editorial staff has yet to tumble to the reality America is basically a conservative nation, distrusts centralized government, wants choices of care and providers, demands access to the wonders of high tech medicine, and believes a market-based system, with all its faults, such as profits for entrepreneurial and innovative health care companies and , are worth the price and value received. It is almost as though The Times denies the existence of entrepreneurial capitalism in American health care. Our health system blends innovative large and small firms striving for economic growth. Such a system entails risk – workers who lose jobs and health insurance, widening of gaps between winners and losers, competition with some jobs going to skilled workers abroad who have increasing skills, occasional bankruptcies among those unable to pay health care bills. American capitalism is imperfect. It requires oversight to reduce risks without losing entrepreneurial vigor. Unremitting accusations of bad faith and constant “bad news” stories don’t strengthen health care. Read the The New York Times, and you’ll come away believing pervasive avaricious greed corrupts American health care and will break our already “broken” system. From May 9 through May 11, The Times ran 10 articles on how drug companies deceived the public and entered into unholy alliances with doctors to sell more drugs to produce more revenue for doctors, how doctors willingly entered into these alliances solely for material gain, and how lobbyist-tainted and incompetent FDA failed to monitor new drugs and harmed patient safety. The May 9 front page, right top column, the prime spot for highlighting news, featured these headlines, Doctors Reaping Millions for Use of Anemia Drugs. Payments from Industry. Concerns over Safety – Critics See Incentives for Higher Doses. The opening Section read: “T wo of the world’s largest drug companies are paying hundreds of millions of dollars to doctors every year in return for giving their patients anemia medicines, which regulators now say may be unsafe at commonly used doses. The payments are legal, but very few people outside of the doctors who receive them are aware of their size. Critics, including prominent cancer and kidney doctors, say the payments give physicians an incentive to prescribe the medicines at levels that might increase patients’ risks of heart attacks or strokes. Industry analysts estimate that such payments — to cancer doctors and the other big users of the drugs, kidney dialysis centers — total hundreds of millions of dollars a year and are an important source of profit for doctors and the centers. The payments have risen over the last several years, as the makers of the drugs, Amgen and Johnson & Johnson, compete for market share and try to expand the overall business.” The Times appears bent on publishing on its front pages “All the Bad News that’s Fit to Print about U.S. Health Care.” The May 9 article is part of a series of medicine and money, all decrying collusive relationships between big business and bad doctors. The Times series focus on the pharmaceutical industry and medical device industries , and how these industries reward specialists who overuse products for financial gain. To The Times, the American health system has become a morality play, • the good guys (The Times and other assorted elites and policy pundits) vs. the bad guys (profiteering health companies and doctors); • the greedy (well-healed executives and “rich” doctors) vs. the needy (poor patients in the throes of cancer or kidney dialysis); • the high brows (academics and journalists who know what’s right for the common good) vs. the low brow commercial types (who do almost everything wrong as long as it suits their own financial self-interest). I don’t wish to pick a fight with a media outlet who buys ink by the barrel. I know “bad news” sells better than “good news.” I know The Times considers itself the Watchdog and Whistle-Blower against mean-spirited, profiteering conservatives. I don’t question our capitalistic system needs oversight to reduce abuses. I’m simply seeking more balance in The Times reporting. For an example of this imbalance, in its May 9 piece, The Times dismisses America doctors’ overuse of anemia-correcting drugs for cancer and dialysis as a deliberate effort to make money. To make its case, The Times notes American doctors, • prescribe more drugs than European counterparts ( Did it ever occur to T he Times maybe, just maybe, European doctors “under-prescribe” and maybe their patients have less positive results? ) • conssciously endanger patients for profit when they know anemia drugs are unsafe (Has it occurred to The Times American physicians prescribing these drugs believe higher hemoglobin levels are “good” for improving health and alleviated distressing symptoms attributable to anemia.) • Continued to prescribe drugs even after studies indicated hemoglobin levels above 12 might endanger patients ( Did it ever occur to The Times the studies indicating “possible” risk studies were far from conclusive and only appeared in March?) Nor does The Times point out doctors themselves often criticize thenselves. For instance, on a May 11 blog, “The Doctors Weighs in on Cancer,” Dr. Dov Michaeli, an academic physician and biochemist who does cancer research takes the American Society of Clinical Oncologists (ASCO) to task for responding to the Times defensively (see epilogue to this blog for a reprint of ASCO letter to The Times). Of the ASCO letter to the times (reprinted in epilogue), Dr. Michaeli acidly comments “ASCO makes that same argument that professional people make when colleagues are caught with their hands in the cookie jar: most of us are conscientious, hardworking people. Granted, but it turns a blind eye to the corrosive influence of pharmaceutical companies on the use of drugs. This is denial of how our health system ‘works’ on a daily basis.” Michaeli concludes: “As the wheels are coming off our broken health system, more revelations of waste, abuse, greed and outright criminality are bound to surface. What are we going to do about it?” Good question. I suggest we start with a more balanced view of the system. • First, I reject the notion the system is “broken” – and constant reference by academic critics of greed by practitioners as a cause for this brokenness ( Michaeli, an academic researcher, shows some of this bias when he says, “ ASCO is led by academic clinicians and researchers, whose motivation and dedication is admirable. But many of the rank and file, community practitioners, are not beyond temptation.” I doubt medical academicians, who compete for pharmaceutical company grants and who run clinical trials, are beyond temptation. I’m unaware academic physicians wear halos and only practicing doctors are vulnerable to “temptation.” • Second, I believe critics ought to acknowledge health care is an innovate force in our economy, will soon represent 20 percent of the nation’s GNP, and is the nation’s largest employer. Professional managers, whose job is to maximize resources and revenues, run most health care enterprises - hospitals, medical practices, drug and device manufacturers. If overzealous pursuit of revenues and resources leads to excess, managers should be condemned, even fined and jailed, but it shouldn’t be assumed or taken for granted pharmaceutical and medical device companies and doctors are always seeking mutually beneficial arrangements are ipso facto evil doers. What the media in general, and The New York Times in particular, needs is a more balanced view. An occasional dollop of good news, such as more than 50 percent of cancer victims are now surviving, more than 10 million cancer victims are living with their disease, and genetically engineered cancer drugs are contributing significantly to cancer cures, would help achieve that balance. I’m pleased to report the May 12 issue of The Times contains a “good news” piece on Becton, Dickinson & Company. It’s buried on the third page of the business section. It’s titled “Medical Gear That Rarely Makes News.” It consists of an interview with Edward J. Ludwig, CEO of Becton and Dickenson, with revenues of $5.7 billion last year, on sales of syringes, diagnostic kits, lab equipment, and related gear. The unifying theme behind the company’s success is its emphasis on safety in its products to protect doctors, nurses, and patients with shields, sliding clasps, and needle retracting into the device. Its ambition is to make a significant dent in the 2 million infections each year from antibiotic resistant staphococci killing 90,000 Americans each year and costing $6 billion yearly to treat. Toward that end, B &D has acquired a diagnostic system allowing them to quickly identify the offending bacteria. Use of this system to screen every patient. entering Evanston Northwestern Hospital reduced infections by 60 percent. Ludwig contend s private innovation will help the “broken” health system to heal itself by attacking safety problems, and improving care. What the media needs is a new more flexible mindset allowing them to become more innovative in reporting the “good news” of our resourceful and responsive health system. Epilogue : In the interest of being “fair and balanced” (a term the mainstream media now considers anathema since Fox News adopted it as their slogan), I reprint six letters from the May 13, Sunday, New York Times. The Times deserves credit for publishing letters representing both points of view. Best Drug, or Best Money Maker? (6 Letters) 1) To the Editor: So two drug companies are paying hundreds of millions of dollars to doctors who prescribe anemia medicines that lack effectiveness and put a patient’s health at risk. This is not a surprise because it reflects our broken health system, a system driven by greed. Although drug companies say their intentions are not to promote the use of more medicine for profit, there will always be the risk that some doctors will prescribe higher doses to gain that extra dollar. As patients, we should work to eliminate the incentives to doctors and to raise patient awareness about them. We deserve the right to know the benefits of a medicine, both for us and for the doctors. Luis Rodriguez Daly City, Calif., May 9, 2007 2) To the Editor: Medical care should be guided only by what is best for patients. But throughout the medical system, rebates and volume discounts are common and can create the perception of improper incentives. Our organization has long advocated evidence-based guidelines, including those we produced in 2002 with the American Society of Hematology on erythropoietin use for chemotherapy-related anemia. With the appropriate use of erythropoietin, many thousands of patients have avoided potentially dangerous blood transfusions. Oncologists care deeply about their patients, and the overwhelming majority treat them based on the best available evidence. In the case of erythropoietin, recent studies prompted the Food and Drug Administration to issue a “black box” warning in March about the potential dangers of using erythropoietin to boost hemoglobin to levels higher than guidelines recommend. Early evidence suggests that doctors factored this new data into their prescribing decisions and have reduced erythropoietin use. As a whole, the medical community needs to better determine the impact financial incentives may have on prescribing patterns and patient care, to ensure that patient needs continue to be at the forefront of medical decisions. Allen S. Lichter, M.D. Exec. V.P., American Society of Clinical Oncology Alexandria, Va., May 10, 2007 3) To the Editor: Many doctors appear dissatisfied with fees ethically garnered from clinical evaluation and management. They can and will prescribe for personal profit, and will readily reshape and expand diseases to suit the available reimbursement. Without disclosure, patients are typically the last to know there might be a problem. The investigation of anemia drugs no doubt could expose the self-serving logic, unethical inducements and poor administrative surveillance that permit exploitation of the public’s soft financial underbelly. Unfortunately, there are plenty of other specialties of medicine where such professional betrayals occur. And adequate regulation is not likely to occur in the financial free-for-all of private medicine. James H. Lampman, M.D. Bismarck, N.D., May 9, 2007 4) To the Editor: The discovery and development of growth factors that stimulate the bone marrow to produce red cells was a milestone in modern medicine. In the appropriate setting, these growth factors can improve blood counts and quality of life and spare patients time-consuming, expensive, short-lasting and risky transfusions. In our practice the increasing use of these medicines is driven by the fact that they work so well. As with any new therapy, these medicines need to be used within established and developing guidelines to avoid serious side effects. Since there are two competing and equally effective drugs, the drug makers are offering incentives for preferential use — the natural outcome of a free-market economy. Deciding how regulators might control drug makers is an important undertaking, but it should not detract from the tremendous benefits of these drugs when used in the right situation. Birjis Akhund, M.D. Chief of Medical Oncology Huntington Hospital Huntington, N.Y., May 9, 2007 5) To the Editor: America has the best medical care in the world. It is the most advanced and expensive. The first two qualifications are debatable, but the third is difficult to refute. The great expense is complicated by the high cost of drugs and procedures of dubious benefit. The likelihood of being prescribed drugs of dubious benefit is obviously increased by kickbacks to doctors. The kickbacks may be legal, but should they really be allowed? The cost of medicine is increased by this practice, and the quality is sure to suffer. Alex Floyd Lexington, Ky., May 9, 2007 6) To the Editor: “Doctors Reaping Millions for Use of Anemia Drugs” (front page, May 9) was disturbing. I found it equally disturbing that the continuation of the article was in Business Day. In the past two decades, I have observed that news of important medical advances increasingly appears in, or is continued in, the business section. This practice advances the thinking that health care is primarily a business in which providers reap riches, rather than a humane social endeavor in which providers earn their living. Ira D. Feirstein, M.D. New York, May 9, 2007

Tags: doctors, drug, time, health, patient

(corrected version) Dear Friends, At the end I had to rush the essay. Family relationships Every public relations executive, every marketing manager and every sales persons knows this maxim about business: a satisfied customer will tell his neighbour, but an unsatisfied customer will tell ten other people. The same goes for families. A neighbour will know about the happy family living next door, but the whole neighbourhood will know about an unhappy family living in the street. But there is more to family relationships then unhappy families. For this discussion we need to establish what we mean by family and relationships. not only do we need to clarify what constitutes a family but also who may be a member of a family. moreover, does membership to a family confer any privileges? Relationships itself is a rather open ended concept. How should we understand this concept? Are there duties and obligations involved? Does this imply social relationships as well? The days when philosophers could relax on their favourite easy chair and contemplate the infinite are long gone. Today we have to contend with what is happening in other branches of knowledge mongering. To be fair it has always been like that; more or less. From our point of view, we have to consider a family both as a biological system and a social organisation. And each aspect has its own set of philosophical issues. A high school teacher of mine was fond of tell us that; a problem shared, is a problem halved. Apart from being a catchy phrase, it is also backed up by such theories as game theory or evolutionary biological systems. The fact that humans have evolved into two distinct sexes implies that there must be some form of cooperation between the two to fulfil the biological task of reproduction. Well, reproduction is certainly a problem halved, even if today it might be shared with a laboratory technician wearing a white coat and face mask rather than something kinkier for the occasion. White coats apart, we can still take the biologically determined union as the basis of what we mean by family. However, we must also distinguish, today, between genetically related family, when the off springs of a couple are also genetically related to each other. Today, with fertility technology the off springs need not necessarily be genetically related to the parents (to both or one of them). The other forms of families still follow the traditional make up; adopted children and step children. One important aspect of a genetic family is that there is a strong genetic bond to protect and bring up the young. Whether we call this genetic altruism or instinctive behaviour is not that important for us. This sort of genetic cooperation makes evolutionary sense if the offspring is given a good chance to reach reproductive age. A great deal of generic families follow this strategy. But sometimes, in fact many times, the genetic parents or parent of an offspring abandon that very same offspring. Although we tend to associate this phenomenon with pictures from developing countries, it is not exclusive to these countries. How should we read and understand this sort of family relationship? We can look at this as confirmation that if life in our environment becomes seriously dangerous to our own survival, it would make sense to abandon any offsprings that might prejudice the chances of survival. To put this in a very colloquial way; looking after number one is the first priority. Incidentally this seemingly selfish behaviour has nothing to do with the idea of the selfish gene introduced by Dawkins. Some might object to this idea of looking after number one first. However, a work around this seemingly biological instinct is not to put one's self and one's offspring in danger. Hence, the answer to families living in a very hostile and impoverished environment is not to hold on to offsprings, come what may, but not to have offsprings in the first place. If we want to escape from a hostile environment, it seems to me to be unethical to have offsprings in such an environment. We could also say that when a parent abandons its genetic offspring it is a reflection of a breakdown in the genetic programme. A sort of malfunction of the genetic survival system. But this has to be contrasted with the fact that the reproductive instinct is much stronger than the caring instinct. Not to mention that there will be other opportunities to reproduce, for someone of reproducible maturity and sufficiently good health. Another interpretation is what we might call the cuckoo phenomenon. Since the reproductive instinct is so pronounced one can take the view of having offsprings anyway and then hope others will take care of them. Especially when human nature has developed and evolved a sophisticated form of social and biological altruistic cooperation. This approach depends on the belief that not every one will cheat the system and the system is rigid enough not to withhold any altruistic cooperation to those who need it. At the genetic level this behaviour is as neutral and amoral as the fertilisation process itself; what matters is that the biological system reaches reproductive maturity to pass on the genes to the next generation and not who cares for that system in the meantime. That genetic parents are more likely to care for an offspring is not the same as saying that only the genetic parents can care for an offspring. If this is a true representation of relationships within a biological family then surely there seems to be a minimum threshold of personal survival before the genetic instinct to care for off springs takes over. Could it be that this means that family relationships at the biological level are relative to the environment the biological individual find themselves in? Moreover, at the biological level family relationships are not only relative but also flexible. Thus, what makes a biological/genetic family in a state of equilibrium is when it can overcome or manage well the difficulties of the environment around it. The family is of course more than just parents and offsprings, but when we take other members into consideration, we change the parameters from biological to social. Of course, the biological element is still there, but for day to day considerations it is not that prominent. I will call this the social family. If nature did not introduce some sort of categorical imperative to look after genetic offsprings, then can we imply a categorical imperative for the social family? As a cooperative system that exploits its environment social and biological families surely involve rights and duties for its members. These rights and duties surely introduce their own moral and social obligations. For example, at the biological level one has to contribute one's energy (which is part of a biological systems) in exploiting the environment for the good of the family group. However, looking after offsprings as a form of family relationship must surely count as the most fundamental of family relationships and obligation. After all, they are one's offsprings; what can be more basic than that? Of course, this does not imply an obligation ad infinitum, but certainly an obligation until circumstances require it. Maybe even at the social level of family relationship there isn't an obvious categorical imperative to look after offsprings let alone other family members. However, there is a strong practical expediency to look after family members or have good family relationships. The family is certainly the most important group we have access to and know very well. Thus, having good family relationships makes good sense. It is also the first group we are likely to be indebted to in the first place. although there does not seem to be any form of categorical imperative to have good relationships with one's family there does seem to be a very strong rational argument to actually do have good relationships with one's family. This changes the moral standing of the family from "have to" to "want to." And this principle seems to be taken very seriously by some families. Just consider the fortunes and histories of mafia families, dynasties, American presidential families, European monarchies, and business empires. There is no doubt that fortune favours the audacious, as Machiavelli said, but it also favours good family relationships. It is safe to assume that both at the genetic/biological level and the intra-relationship level there is nothing that makes it imperative for families have to have a cooperative relationship. However, it makes sense that families should adopt cooperative relationship strategies; division of labour, accumulation of resources, protection and safety. The evidence does seem to point in this direction. But as I have said, families in also genetic context become social entities. And as social living organisations they have to interact and compete within their society and with other families. Although some might object that this inter-social relationship is off topic I do not believe so. Firstly, what happens in society has a direct causal effect on the family; for example a change in the political fortunes of a society affects all families in the society. Secondly, we as individuals within a family group also have to interact with individuals outside our family; for example, holding a job. This directly or indirectly has an effect on the family. And thirdly, which is the most important point of all, society, through its various institutions and organisations, imposes itself on the family. It is this third point that I want discuss next. The issues raised by the influence of society on families are quite wide. I therefore want to submit just a flavour of what I am thinking about. I will refer to two extreme cases of the spectrum. The first is a quote from the archbishop of Canterbury and the other is more a type of family interference within a genre of interferences: I refer to honour killings which is an extreme case of social influence. But although we associate honour killing with certain cultures and religions, we still find it in very mild and dilutes forms through class and caste structures. The archbishop is quoted* as saying, “.....pushy parents who rush children between ballet and violin lessons are suffocating their offspring too. Children live crowded lives, we're not making their lives easy by pressurising them, whether it's the claustrophobia of gang culture or the claustrophobia of intense achievement in middle-class areas." What the archbishop is referring to is of course something most people in western and partly developed countries experience. The need to achieve and the need to succeed is an ever present pressure on all of us. The archbishop uses the word achievement, but we can distil this concept further to extract the real driving force behind this behaviour: I shall call it the cult-of-wanting-more. The archbishop seems to have missed the point here: it is not that we set ourselves goals to achieve things, but that we want more whatever those goals are achieved. Achievement is a signal to want more. We want more because that is the society and culture we live in tells us we should do. We want a faster bigger car, a more expensive house, a more exotic holiday, and so on. And from this we get the pressure on families and its members. Of course this achievement and wanting more is always dressed as a virtue and the right thing to do. But the bottom line is this, if we want more than by definition we are never satisfied, and if we are not satisfied then surely our plans for the family have failed. And if we or our partner fails this is seen as having failed the family. In April this year most of us read** about or saw the video of the honour killing of the 17-year-old Yazidi girl who was killed in public simply for falling in love with a Muslim boy. Indeed this is an extreme case of cultural delinquency and social immorality, but certainly not an unusual one. But our society and our culture does not only interfere with family relationships as in these extreme cases. In English, especially British English, we have the expression, “to marry above or below one’s station.” Maybe it is not as common as it used to be, but even having a negative expression to describe certain unions is bad enough. Thus the idea of marrying someone who comes from a different class, group or caste is itself a pressure on the family. Maybe we have stopped seeing families, especially the parents of the family, as life long strategic alliances, but now we see families as business partnership with a P&L analysis every so often. Pressure does not only come in the form of achievement or cultural delinquency, but also what passes as moral principles. I have argued that in nature there is no binding categorical imperative, only mutually advantageous strategies, which work for most, most of the time. Nature did not establish a do or die imperative for family relationships any more than it has created such a principle for reproduction. But societies and most religions do try to impose such imperatives. imperatives that require a license to fall in love, imperatives not to separate when alliances fail, imperatives to reproduce which seems like blind following of the want-more cult and imperatives that promote class-ism (kings are not suppose to marry commoners). In real life, of course, there have always been divorces, birth control and the rest of it, except only the privileged families could avail themselves of these opportunities. Not to mention that usually these rules are biased and prejudicial to women. Are men ever victims of honour killings? In a report** that appeared in the New York Times, NICHOLAS WADE writes about the work of Dr Haidt who basically asks whether the categorical imperative (do unto others), in found in our genes. Dr Haidt has identified what he calls innate psychological mechanisms which basically are: loyalty to the in-group, respect for authority and hierarchy, and a sense of purity or sanctity. He is also quoted as saying that, "Those who found ways to bind themselves together were more successful." Successful in natural selection; he even suggests that religion help humans succeed in nature. Not everyone agrees. Dr Frans B. M. de Waal has this to say, "For me, the moral system is one that resolves the tension between individual and group interests in a way that seems best for the most members of the group, hence promotes a give and take." Of course this is a modern version of an age old problem. It seems that this issue of family relationships (as in other relationships) is without a clear cut explanation and solution. However, we do know for sure that nature is very adaptable and accommodating. After all that is the secret of success of natural selection. I do not think that the categorical imperative applies here. Take care Lawrence *'Is our society broken? Yes, I think it is' The Daily Telegraph / The Sunday Telegraph By Rachel Sylvester and Alice Thomson http://www.telegraph.co.uk/news/main.jhtml?xml=/news/2007/09/15/nbishop215.xml **Is ‘Do Unto Others’ Written Into Our Genes? The New York Times September 18, 2007 http://www.nytimes.com/2007/09/18/science/18mora.html?_r=1&ref=science&pagewanted=print&oref=slogin *************************************************** **********HOLIDAY FLATS********** Mayte; Almer

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Daily Kos: Propound of the Nation: \"Democratic MO AG Jay Nixon is getting an early mount for 2008: Missouri Attorney Authoritative Jay Nixon filed the paperwork Thursday to start a 2008 movement as governor, resolving share questions over his miss to replace Gov. Matt Blunt. 'Surrounded by this notch, my adjust is Along the society of Missouri again our incumbent governor,' Nixon said bounded by an interview with Post-Dispatch editorial writers together with reporters. 'I demanded bargain for that the year is deserved.' Nixon, a Democrat, offered a scathing wholesale everywhere Blunt, a Republican who has been interpolated maintenance declined than a life. 'It's a harder besides along difficult resolution since me to sense chiefly what they've depleted strict than what they've ancient history wrong,' Nixon said, referring to Blunt's arena. Blunt has the third lowest check of side governor interpolated the US, bringing gone the concoct with unit Republicans Taft (OH), One-Term-Inator (CA), Fletcher (KY), more Murkowski (AK). \"

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The daily workout A lot of people have been asking me what I have been doing to lose so much weight. I thought I would post it here since I can’t think of a better way to explain it. About six months ago I decided I was going to loose the overweight programmer look and attempt to get back in shape. I started working out by running on a treadmill each day for about an hour. After two months of consistent working out I had nothing to show for it. I had lost no weight, I was not any smaller, and I was getting sick and tired of working out. At a family gathering, my brother-in-law gave me what I now call “The Man Diet”. I call it that because Men do not want to read long books about what you can and can’t eat. Men don’t want complicated diet programs that require you to measure points. Men want a very simple set of rules to follow and he gave me only three. 1. Don’t eat anything that starts with the letter “C” (except Fruit, Veggies, and Meat) 2. Don’t eat anything white (except Fruit, Veggies, and Meat) 3. Only drink water Don’t ask a lot of questions, just follow the simple rules. At the same time I got this advice, Brady Anderson (from the iFolder team) mentioned that he measured his heart rate using a monitor like those made by Polar. I purchased a Polar F11. On November 8th, 2005 I started on my new “Man Diet” and my Polar exercise program. I work out six times a week and my exercises vary in length and difficulty each day. I’m not going to attempt to explain heart rate zones here, visit Polar or some other fitness site on the web and read up on it. Basically I have four 45 minute workouts in the 60-80% zone, one 35 minute workout in the 80-90% zone, and one hour and 10 minute workout in the 60-70% zone. My exercises consist of riding a stationary bike (in photo), running on a treadmill, running outside, swimming laps, and using an elliptical machine. Each session consists of only one of those activities and I do it solid for the duration of the exercise. The Polar monitor lets me know if I am going too hard or not hard enough. The surprising thing about starting to monitor my heart is I was actually working too hard previously. I had to slow down and get my heart rate into the correct zones. I have been following “The Man Diet” and working out as I described since November 8th and as of January 8th 2006, I have lost 35 lbs. The new pants I purchases last week are three sizes smaller than when I started. I hope that story helps anyone else that is attempting to do the same. I was as shocked as anyone when the lbs started coming off. I feel better and younger than I have in many years.

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Grab your guns, and bolt the door. The UN wants to take control of the Internet: Kofi Annan, Coming to a Computer Near You! The Internet's long run as a global cyberzone of freedom--where governments take a "hands off" approach--is in jeopardy. Preparing for next month's U.N.-sponsored World Summit on the Information Society (or WSIS) in Tunisia, the European Union and others are moving aggressively to set the stage for an as-yet unspecified U.N. body to assert control over Internet operations and policies now largely under the purview of the U.S. In recent meetings, for an example, an EU spokesman asserted that no single country should have final authority over this "global resource." To his credit, the U.S. State Department's David Gross bristled back: "We will not agree to the U.N. taking over management of the Internet." That stands to reason. The Internet was developed in the U.S. (as are upgrades like Internet 2) and is not a collective "global resource." It is an evolving technology, largely privately owned and operated, and it should stay that way. Nevertheless the "U.N. for the Internet" crowd say they want to "resolve" who should have authority over Internet traffic and domain-name management; how to close the global "digital divide" ; and how to "harness the potential of information" for the world's impoverished . Also on the table: how much protection free speech and expression should receive online . While WSIS conferees have agreed to retain language enshrining free speech (despite the disapproval of countries that clearly oppose it) this is not a battle we've comfortably won. Some of the countries clamoring for regulation under the auspices of the U.N.--such as China and Iran--are among the most egregious violators of human rights. Meanwhile, regulators across the globe have long lobbied for greater control over Internet commerce and content. A French court has attempted to force Yahoo! to block the sale of offensive Nazi materials to French citizens. An Australian court has ruled that the online edition of Barron's (published by Dow Jones, parent company of The Wall Street Journal and this Web site), could be subjected to Aussie libel laws--which, following the British example, is much more intolerant of free speech than our own law. Chinese officials--with examples too numerous for this space--continue to seek to censor Internet search engines. The bolded quotes above should alone strike fear into anyone who has seen the rise of the internet as an indispensible resource for the expansion of freedom and commerce across the globe. Closing the "digital divide" will be accomplished as the global economy drives modern technology into the hands of third world consumers, and requires no ownership of the internet by a world body. The UN can only, at best, slow the pace at which emerging economies adopt internet technologies. At worst it will make these technologies a servant to trans-national ideologues and anti-American, anti-capitalist identity groups. "Free speech concerns" is a coded phrase for multi-cultural, politically correct censorship. The biggest enemy that the world's impoverished have right now is the UN and the cadre of anti-globalist NGOs that are currently making a mess of every "development" effort that they are engaged in. Ceding authority over the internet to this body is to put the most powerful technological enabler of global economic growth and political freedom in the hands of an organization that values neither of these things.

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Preventive Medicine - Ayurveda done: Robert Bruce Baird It should not be hard whereas anyone to set up that identity sought medicine to maintain personality including learn dossier over the period of his creature pre-hominid furthermore eating plants all along breeding which ones killed him. Your puppy or kitten love access this during it goes outside for the first epoch furthermore eats grass to guidance its gastrointestinal processes. The Therapeutae of Pythagoras who some report springed the pentagram were coaching from far and ancient insights that were body lost along we mind lost a extra of the discipline of healing he had inserted his chanting or ‘Singing of the Heavenlies body’. Ayurveda proves the utilize of herbs conjointly plants combined with psychic arts of a healing stripe. The flawless practitioner mixs up psychology due to venue of the diagnosis and getting the patient to business their several mental or soulful game. It bob ups from in fact ancient shamanism still has legion names now its method. This discipline is callinged ayurveda mid India, plus it has Taoist along Yogic corollaries. Later I lived separating Vegas I grew Aloe Vera, Also its Vitamin E may be exemplification of why it alacrities to heal so many qualities. Comfrey tea is everything my brother took to help a broken leg that wasn't healing amid the traditional medical stratagem. There are myriad new wrinkles to enhance the immune advancement forth with our natural virtue to heal still guidance each contrary. 'Cleansing' auras or meridians of 'Chhi' or pranha, positive visualization moreover what is mostly deemed wholistics contain been thinkable thanks to longer than books or politicians were practicing their questionable arts. The ancient priests further shamans who were corruptible became polished along with so thanks to that civilization grew. The Inca’s 'magic' conjointly healing may detain been exclusive of the best balances of edification and compassion ever familiar no sweat behalf of Every so often citizen. Can you honestly direct you bargain for the dormant of gene therapy too throughout immortality to our current mechanism? Do you retrenchment conjointly transparency or honesty? Shouldn't we in fact become 'informed emptors' along with receive secondarys considered formerly they class sound mind? Much of what Western doctors determine nearby pattern Also diseases is efficiently testimony to boot reacted to closed modern computer to boot unique victims. Can you bargain on them ever putting these things betwixt the viewers forum too examining to engage us in toto halfway honest dialogue this might diminish their department, financing conjointly impinge? Among China you don't amount the doctor when you are sick likewise preventive medicine is the practice. Timetable along with Hillary Clinton tried to emphasize 'preventive medicine' moreover ran into the proportionate cut of lobbying that George Bush to boot Dan Quayle dictum thereupon they ran with a red ink to concoct 'tort reform' at intervals the legal distribution. The page matter this a totally diluted homeopathic tincture might heal over some carbon left settled Cyanide fix tween peach pits or laetrile is largely solo of the conundrums that technique including struggles to face. But the fact is cyanide sweeps cells as well statistics append been achieved finished some common people who might take in attuned themselves with that small term of Cyanide this Japanese researchers start intervening peach pits postliminary the US researchers said there was no cinch means that could kill cancer cells interpolated peach pits. The implications of that project to genetic receipts that modern lore cannot realize the imagines of, additionally runnerup dash lattice memory or Intelligence. There are forces medially society which seek to husband certain proselytism undeveloped or what unexampled might stair ‘occulted’. We do fondness to spot to catastrophe these shelving bids that would rather involve a monopoly Also spirit before thanks to all told mankind capable of greater facets. cheap oem software buy software

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No arrests were formed everywhere the Saturday night raid of the Tony Alamo Christian Ministries headquarters between Fouke, separating south-western Arkansas, but social workers interviewed children animate at the combination, which critics comprise branded a cult. The 15-acre compound, which is protected done rigged out provides, houses a ministry whose home page describes it whereas \"dedicated to spreading the gospel of the Lord Jesus Christ to boot the winning of souls worldwide\". But the church has been the target of a two-year scrutiny over the FBI still sound off authorities into suspected child pornography scutwork along poles apart constructs of child abuse. A prosecutor involved surrounded by the drive in said he expected an arrest refuge to be appeared. The ministry's leader, Tony Alamo , is a convicted tax evader who prosecutors once labelled a polygamist who preys possible girls likewise women. Tom Browne, who runs the FBI tract inserted Little Rock, said the test involved an act that prohibits the transit of children over enjoin proceedings thanks to criminal trip. \"Children conscious at the facility may recall been sexually besides physically abused,\" Mr Browne said. It was not known how umpteen children may operative at the compound. Speaking from California, Alamo, 74, denied helping wrongdoing. \"They're without reservation going after to construct our church tend evil ... done truism I'm a pornographer,\" he told CNN. \"Truism that I rape little children. ... I mania children. I don't abuse them. Never hold. Never infatuation.\" Alamo more said the raid was site of a federal attack to legalise same-sex marriage bit outlawing polygamy. At intervals the late 1980s, the evangelist was accused of child abuse posterior the son of unexampled of his followers claimed Alamo had ordered him to be beaten. Prosecutors subsequent dropped the pack, citing a drive for of clue. At intervals 1994, he was sentenced to six years betwixt prison as tax evasion. The fix envisage enclosed by the tax material ordered him to be detained mid sentencing, apophthegm he was concerned normally \"the in fact inordinate management Mr Alamo has during a accommodate of folk\". Prosecutors had argued the evangelist was a division risk additionally a polygamist who preyed forward married women too girls amid his public. cheap oem software buy software

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Hi folks, the frame grabs and clip here aren't really good examples of what I talk about in this post. We just haven't had time to grab them all yet. If you have the cartoon go watch it! Marc and Marlo and I were watching 1st season Flintstones the other night, looking for clips and frame grabs to honor Ed's memory and I noticed something that never quite struck me before. We watched The Flintstone Flyer-the one where Barney invents a stone age helicopter and Fred thinks it's worth millions so he partners with Barney and of course they screw everything up. The plot is a perfect combination of a live action sitcom and a cartoon. It's mostly sitcom but has many cartoon reactions and impossible things that for some reason you just accept, even though Fred and Barney are basically adult human characters. The whole episode is animated by one guy-an amazing feat! Carlo Vinci was an animator at Terrytoons for almost 30 years before he left to join Hanna Barbera at MGM studios in the late 50s. When Bill and Joe opened up their TV studio in 1957/58 Carlo went with them. Incidentally, Carlo was the one who taught Joe Barbera to animate in the early 1930s! This is the crazy thing I noticed about Carlo's work while watching The Flintstone Flyer. I know his work really well. He did great unique full animation at Terrytoons for decades. The directors always gave him the difficult scenes. His specialty was animating dancing, which for most animators is really hard. Carlo must have animated 1,000 intricate dances during his time at Terry. He also animated all those sexy little girl mice that tried to seduce Mighty Mouse. He used really unique gestures and poses-sort of awkward unbalanced poses and the characters' wrists always bent in opposite directions. He didn't ever rely on whatever the current style of posing and expression was for each decade, as the Disney and Tom and Jerry animators did. However there is a really big difference between what he did for Terry and what he did for HB. Terrytoons were fully animated, using from 12 to 24 drawings per second - luxury animation by today's standards. Hanna Barbera of course used severely "limited animation" which averaged maybe 4 drawings per second after you figure in all the reused cycles and dialogue scenes. You would think this restriction on the quantity of drawings would restrict the quality of the cartoon and usually it does but when you watch the Flintstone Flyer (and other 1st season Flintstones) you will see something that hardly ever happened in classic fully animated cartoons-not during the Golden Age and certainly not now in the huge budgeted animated features churned out by the big 3 studios. Natural, believable acting: Fred and Barney act like real people. They make expressions that real people do. They have head and hand gestures that perfectly describe how they are feeling at every unique moment in the story. Carlo doesn't rely at all on stock animation acting. He animates the Flintstones as if he were animating his friends and neighbors from down the street. This is an incredible feat! We take it for granted because the Flintstones just seem real and we instantly accept it, but considering how animators were trained to animate acting in very unnatural styles for decades, it's amazing that an animator can just break out of habit and animate a new style and using far fewer drawings! At Terrytoons he was never called upon to do any real acting. I can tell you I know from 20 years of experience that very few animators can draw natural expressions or draw in different styles. Disney animators draw Disney expressions and animate Disney gestures. I used some Disney animators or Cal Arts animators on various projects-including Ren and Stimpy and they just couldn't draw the characters. They kept turning them into Disney/Cal Arts characters-they would draw the eyes like Don Bluth and use the same expressions they had already drawn a thousand times before that no one ever complained about. "No no!" I'd say, "This is Ren, not Mowgli! He isn't constructed like that-his eyes are a different shape and he has a different personality!" 2 exceptions were Mark Kausler and Greg Manwaring who did great funny and specific animation for me. And of course, Bob Jaques and Kelly Armstrong always do fantastic custom animation. But these people are rare. So for me to watch an early Flintstones and be laughing all through it at the funny acting and reacting of these completely believable characters is very impressive. An interesting elaboration: I know many animators who themselves have really funny unique mannerisms and I always try to encourage them to put them in their cartoons. You would think this would be an easy and natural thing to do. It isn't. Hardly any animators can draw what they actually feel. As soon as they sit down to animate, they jump to a different part of their brain that stores all their animation knowledge. They summon up poses and gestures and moves that they have done a million times, then actually act out a standard generic "cartoon" expression with their face, rather than just draw how they themselves act in real life. You know those famous photos of Disney animators looking in mirrors and making wacky expressions as they draw? This is publicity designed to make you think they act everything out naturally first, then copy what they see in the mirror. It's actually the opposite situation. They act everything out as if they were already animated cartoon characters themselves, rather than specific humans. Watching grown men act like Mickey Mouse is the weirdest thing ever. Carlo Vinci was a middle aged fat guy when he animated the Flintstones. A regular kind of guy who drank beer, watched football, lusted after pretty girls. He probably knew all kinds of characters in real life and used his observations of them in these super low budget cartoons. The Flintstones is to me by far the best animated sitcom in history. The characters are completely believable. The animation is customized and not predictable as even most full animation is. The acting is funny, many of the story situations are funny, the designs are beautiful and they still have room left over for cartoon jokes. Oh and of course the voices are great-in those days they used real voice actors, people from radio, who had to have distinct sounding voices and great acting and delivery. That certainly helped the animators. The Flintstones blows away the excuse I hear over and over today for why TV animation is so bland. The excuse of not enough money. Todays' prime time animated sitcoms have more money than God and should put some of it towards the drawings and animation. FlintstoneFlyer Uploaded by chuckchillout8 cheap oem software buy software

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This obituary is being published in Salient this week. ***************** Lindsay Gemmell Wright was born in Central Otago July 6 1943 into an Open Brethren family. Lindsay attended Dunedin Teachers College, Otago University, and Canterbury University (where he served on the student association executive), before graduating with a Masters of Philosophy in 1969. He was a dominant figure of the Christchurch gay subculture at a time long before the homosexual law reform bill. Soon after graduating, he moved to Wellington as Educational Research Officer for the