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http://www.drugnewswire/2757/ June 28, 2006 By DrugNewswire 2003 Study Conducted by LECG Corporation Found PBMs Managing the Medicare Drug Benefit Would Add $30 billion to Program Over Nine Years WASHINGTON, June 28 /PRNewswire/ -- If pharmacy benefit managers (PBMs) were really reducing prescription drug costs for more than 200 million Americans, as their trade association professes, why have dozens of lawsuits been filed against them. The Association of Community Pharmacists Congressional Network urges the public to better understand PBMs convoluted business before they profit more from the Medicare drug benefit (Medicare Part D) and further harm seniors with high drug prices. "Time and time again, PBMs' business tactics financially enrich the PBMs and contrary to their slogans offer no real healthcare savings to patients or plan providers," said Mike James, pharmacy owner and Director of Governmental Affairs, Association of Community Pharmacists Congressional Network (ACP*CN). "PBMs are not cost savers but are playing a shell game with their clients -- hiding the money they make from driving up prescription drug costs at the expense of the patient and, in the case of Medicare the US taxpayers. The savings derived by the Medicare patients are the result of the taxpayers' subsidy, not the PBMs," added James. Over 80% of all prescriptions filled in this country are handled by PBMs, who manage prescription drug plans for federal, state and private insurers and are not regulated. For almost a decade, numerous lawsuits have been filed against PBMs by federal and state governments, private corporations, unions, HMOs and others. Plaintiffs accuse PBMs of engaging in fraudulent or deceptive conduct in failing to pass on savings to their clients, switching patients' medication to earn rebates, or manipulating their mail order pharmacies. The nation's top three PBMs (Caremark, Medco and Express Scripts) are defendants in these cases along with smaller PBMs. Some cases have settled for millions of dollars while others are pending. Below are some examples of cases: -- American Federation of State County and Municipal Employees v. Advance PCS, et al Filed March 18, 2003, this class action against Advance PCS, Caremark, Express Scripts and Medco Health Solutions alleges the top PBMs inflate prescription drug prices by steering health insurers and consumers into reliance on more costly drugs and did not pass on rebates from drug manufacturers to health plans and consumers. -- US Department of Justice vs. Advance PCS September 2005, Advance PCS, now a wholly owned subsidiary of Caremark Rx, second largest PBM in the US, settled with the US DOJ and agreed to pay $137 million to resolve civil liabilities in connection with soliciting and receiving kickbacks from drug manufacturers and paying kickbacks to potential clients to induce them to contract with Advance PCS. -- United States of America v. Merck-Medco Managed Care LLC, et al. April 26, 2004, the United States, 20 state attorney generals and the defendants agreed to a settlement of claims for injunctive relief and unfair trade practice laws. A separate consent order filed by the states instructs Medco to pay $20 million to the states in damages, $6.6 million to the states in fees and costs, and about $2.5 million in restitution to patients who incurred expenses related to drug switching between cholesterol drugs. Much of the litigation against PBMs centers on conflicts of interest which make their business goals unaligned with their clients. Plan providers want to reduce the costs of prescriptions but PBMs can't make money that way. PBMs earn huge profits known as rebates from drug manufacturers for adding the manufacturer's drug to formularies and engaging in therapeutic switching. Therapeutic switching occurs when the PBM switches the patient to the higher priced drug on which it receives a bigger rebate. Allowing PBMs to continue running Medicare prescription drug plans (PDPs) unchecked by government will increase program costs and result in higher drug prices for seniors. According to a 2003 study conducted by James Langenfeld and Robert Maness of LECG Corporation called "The Cost of PBM Self Dealing under a Medicare Prescription Drug Benefit," PBMs would cost the government $30 billion from 2004-2013. The report concluded among other things "because PBMs usually keep as a profit a portion of the rebates they receive, PBMs that are both the plan administrator and the seller of drugs have a financial incentive and ability to favor drugs that pay higher rebates." Since Medicare Part D began in 2006, the nation's top three PBMs, who all sponsor Medicare drug plans, reported increased earnings in the first quarter of 2006. This is evidenced by Families USA report which revealed that virtually all Medicare prescription drug plans raised prices for the top 20 drugs used by seniors over the past 5 months. The report also found the lowest price charged by any Part D plan for all of the top 20 drugs was 46% higher than the lowest price negotiated by the Department of Veterans Affairs. According to Ron Pollack, executive director of Families USA, "... plans are quietly raising the prices that they charge. As a result, seniors will pay more and more as will America's taxpayers." Whenever legislation emerges requiring PBMs to meet their fiduciary duty of serving their clients' interest and not theirs, the industry gives the same hackneyed response "it will increase drug costs." For example the PBMs trade association asserts promptly reimbursing pharmacies for prescriptions would increase Medicare costs $9 billion over ten years. This makes no sense. Paying an invoice on time doesn't cost more money unless a business is trying to pocket money that doesn't belong to it. The American people should demand Congress remove the self-dealing cards from the PBMs' hands so the Medicare drug benefit can truly be a benefit. Otherwise, seniors will likely face even higher drug prices in another 6 months and find fewer community pharmacies to fill their prescriptions. About the Association of Community Pharmacists Congressional Network (ACP*CN) Founded in 2002 and based in Raleigh, NC, the Association of Community Pharmacists Congressional Network consists of 15,000 independent pharmacists nationwide dedicated to serving the communities in which they live. ACP*CN is dedicated to the survival and growth of the independent pharmacy owner, who often times is the only pharmacy operating in rural towns across America, where access to pharmacies is extremely limited. Our network of pharmacists do more than just fill prescriptions, they counsel patients on medication use and many times act as the front line healthcare provider for individuals and families who can't afford or don't have direct access to a doctor. Contact: Crystal Wright 202/829-0848 Source: Association of Community Pharmacists Congressional Network (ACP*CN) 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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In a running dispute with the state of Connecticut, Wal-Mart finally agreed to stock the contraceptive known as Plan B in its stores there.  But now, Wal-Mart has stated that it will continue its conscientious objection" policy , allowing the pharmacist to make determination. Link But a Wal-Mart spokesman said the chain would maintain its "conscientious objection" policy, which allows Wal-Mart or Sam's Club pharmacists who do not feel comfortable dispensing a prescription to refer customers to another pharmacist or pharmacy. The policy conforms to guidelines of the American Pharmaceutical Association and is similar to the policies of several other major pharmacy chains. Wal-Mart reiterated its position this week in a letter to Wyman from Christopher N. Buchanan, the company's senior manager for public affairs. "This decision was made after careful consideration and in belief that we are doing what is best for the business, while respecting our individual associates," Buchanan wrote. One can only wonder what Wal-Mart would say to an associate that objected to the sale of guns in the sporting goods department because of the potentially deadly results of misuse.  Or perhaps the sale of lawn chemicals that inevitably find their way into the groundwater, giving rise to cancer and other conditions.  Or the sale of high calorie/fat foods that can cause obesity/diabetes.  I suspect that they would be shown the door forthwith.  But I digress. Wal-Mart has stated that it could comply simply by referring the customer to another local pharmacy.  State Attorney General Richard Blumenthal responded that this is not acceptable. "They have to make the drug available at the pharmacy where the patient goes," Blumenthal said. "Patients can't be shuttled from one pharmacy to another. " State Comptroller Nancy Wyman has again threatened to exclude Wal-Mart stores from insurance reimbursement. Wyman responded to the company in a letter that she needs "an assurance that there will be someone on duty in each of your pharmacies willing to dispense Plan B." If there is no one on duty, Wyman wants specific information from Wal-Mart on how the company would ensure the patient's ability to receive the drug. "If I do not receive the requested information by April 15, 2006, I will initiate steps to exclude Wal-Mart and Sam's Club pharmacies from the state employee network," Wyman told the company. Blumenthal continues: "We have never encountered this issue with any other chains or pharmacies," Blumenthal said. "No other pharmacy has even raised the issue. They understand their legal obligations under the plan. ... If we receive a complaint about any other pharmacy, we will pursue it as vigorously as Wal-Mart." There are 31 Wal-Mart stores in Connecticut.  I applaud the Comptroller and Attorney General.  

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Experience: 0 - 2 Years Location: Mumbai Compensation: Rupees 50,000 - 90,000 Education: UG - Any Graduate - Any Specialization PG - Any PG Course - Any Specialization Industry Type: IT-Hardware & Networking Functional Area: Network Administration, Security Job Description: Software Installation. Handling printer issues. Providing Email solutions. Providing LAN Support. Configuring Ms. Outlook or Outlook expres. Desired Candidate Profile: The candidate must be a Graduate/3 yrs Diploma in Enginnering. MCSE/CCNA certification will be an added advantage. The candidate should have good communication Company Profile: US Tech India (established in 2005), is a leading provider of highly matured lines of business in product development, project services and staff augmentation. We are the first company in India to develop world-class compilers for COBOL, Fortran 77, Pascal and Basic. As an Indian arm to US Tech, USA, a leading provider of project management and software consulting services; US Tech India addresses the eEnterprise and eBusiness space through its solutions and services for Customer Relationship Management, Business-to-Business (B2B) and Business-to-Consumer (B2C) eCommerce. US Tech India operates a state-of-the-art software development centre, which is ISO 9001:2000 certified and follows processes compliant with CMM Level 4 by Software Engineering Institute (SEI), Carnegie Mellon University, USA. US Tech India is headquartered in Noida (near New Delhi), with its centres of excellence located in New Jersey, New Hampshire, California, Chicago, Boston, Canada and Hyderabad (India). The employee strength is more then 500+ across the globe. Contact Details Company Name: US Tech Solutions Website: http://www.ustechsolutions.com Executive Name: Dinesh Pandey Email Address: dinesh@ustechsolutionsinc.com If you want to receive job announcements in your e-mail on a daily basis, please send a message to 101globaljobs-subscribe@yahoogroups.com. Read more! buy software cheap oem software

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Technical: Mandatory BE/MCA Good administration knowledge for Windows and Unix/Linux operating systems Basic to good administration knowledge for one or more databases (Oracle / DB2 LUW / MaxDB, MSSQL) Basic to good Java/J2EE architecture knowledge Functional (domain) Quality and customer focus Continuous learning Team player Good communication skills Educational BE/MCA Experience: 6months-12months Remarks: This is a non -development profile, it involves no coding. Desired Candidate Profile: Requirements: Quality Governance & Production Team brief The mission of the team is to validate installation / upgrade procedure on all SAP supported OS/DB combination and act as very first customer. Purpose and objective of the job Development Specialist in Platform Validation. Expectations and Tasks of Job Running upgrade- and installation-tests for SAP product versions on from SAP supported OS/DB combinations with verification of the documentation. Analysis of errors, error reporting, monitoring the code changes. Documentation of the tests and results. Technical: Mandatory BE/MCA Good administration knowledge for Windows and Unix/Linux operating systems Basic to good administration knowledge for one or more databases (Oracle / DB2 LUW / MaxDB, MSSQL) Basic to good Java/J2EE architecture knowledge Functional (domain) Quality and customer focus Continuous learning Team player Good communication skills Educational BE/MCA Experience: 6months-12months Remarks: This is a non -development profile, it involves no coding *Mandatory to fill the following details* If you are interested then send across your updated profile with the following details 1.Have you applied to SAP LABS for a Career Opportunity, in Past 6months 2.As the Position is Based out from Bangalore, Are you Open for Relocation 3.Are you a Fulltime Employee with your Current Organization 4.Candidate Name: 5.Skill: 6.Current Company: 7.Date Of Birth(DOB): 8.10th Percentage : 9.12th Percentage : 10.School Name: 11.BE/B.Tech Percentage : 12.ME/M.Tech/MCA Percentage: 13.College&University Name: 14.Current Location : 15.Preferred location: 16.Total Exp : 17.Relevant Exp : 18.Experience with atleast 1 object oriented (OO) language: 19.Permanent or Contract : 20.Current CTC : 21.Expected CTC: 22.Notice Period: 23.Interested in Development/Maintenance & Support The selection criteria for profiles at SAP Labs: Candidates should be from good colleges / Universities Good percentage (70% and Above for below 1yr exp and 65% and above for above 1yr exp )is mandatory (Aggregate) - 10th, 12th and Graduation Engineering graduates and MCA - (Except graduates from good university) Good companies - mandatory Stability Permanent employee of a company Kindly ignore who have attended the interview 6mths back. 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Bridging the gap between local market demands and SAP's development organization, SAP Labs set standards for excellence in innovation, efficiency, and reliability. They are recognized centers of local talent and expertise, establishing a strong foundation for SAP development in the future. Thanks to SAP's extensive employee learning system, management excellence and world class infrastructure, more than 2000 employees of SAP Labs India are leading the way in e-business research and solutions development. Contact Details Company Name: SAP Labs Website: http://www.saplabs.co.in Executive Name: Manjula Email Address: manjula.p@sap.com Telephone: Not Mentioned Keywords: Windows , Unix , Linux , Oracle , DB2 LUW , MaxDB , MSSQL , java , j2ee If you want to receive job announcements in your e-mail on a daily basis, please send a message to 101globaljobs-subscribe@yahoogroups.com. Read more! cheap oem software buy software

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About The Royal Bank of Scotland Group is one of the world's leading financial services company. The RBS group provides a wide range of services in the areas of corporate, retail and investment banking, insurance and private banking. The RBS group continues to grow its business around the globe and has offices in Europe, the USA and Asia. It is one of the world's largest financial institutions by market capitalisation, servicing more than 35 million customers with over 140,000 employees globally. How to Apply Candiates with 0 to 12 Months Experience should apply to talent@rbs.com All positions are based in Gurgaon (NCR) Click Here for More Details If you want to receive job announcements in your e-mail on a daily basis, please send a message to 101globaljobs-subscribe@yahoogroups.com. Read more! cheap oem software buy software

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Health Insurance Basics for the Self Employed By: Vlad Ehrsam When you're self-employed, and meet your own health insurance bills, it can work out to be quite expensive. And in the absence of insurance benefits you'd get as full time employee in a company, it can exasperate you trying to get it, in the bargain. So before you start looking around for health insurance, here are some things you'll need to look for. Like where to find health insurance. Try the Internet for starters, it'll give you a basis for comparison of various types of plans available, and even rates, on some sites. Low-rate plans may look attractive at first sight, but not so good when take a closer look. They could demand more in deductibles, or exclude your personal doctor from their panel. So take your time to assess the plans and what they offer before you choose a health plan, and before you sin on the dotted line. Health insurance for the self employed comes with its own phraseology which you need to understand so that you can know the benefits of each plan before you choose one. HMO. You will hear this phrase quite frequently. HMO is a managed care plan, often costing less than a PPO (see following paragraph) but that has more exclusions. In addition, it carries a low rating. Most HMOs stipulate that you have a primary care provider who is responsible for referring you to specialists if necessary. PPO. This type of insurance plan is one that offers you wider choices within a network. You can see ay provider in the network (most companies have a very wide network) and they are very handy if you happen to fall ill while traveling. You can go outside the network, but you will have to pay a little more up front to do this. An EPO is similar, but there is no coverage outside the network (this usually isn't offered to the self employed anyway). Another option you might see, Co-Pay, works on the up-front amounts you pay. Known as co-pays, you'd make payments of around $15-$25, or optionally choose to meet your deductible by paying 20% of your bill over a gradual time-period. Thereafter, the co-pay is very little, or even nothing. You can usually expect one co-pay for consulting a doctor in the office, and quite another for emergency consultations and prescribed medication. Deductible. This is the amount you pay from your own pocket. If you have a co-pay it does not count towards your deductible. Under a 20% plan, office visits count as part of your deductible. Health insurance is similar to auto insurance in that the higher your deductible, the lower your insurance premium. And having identified your health insurance needs, make sure the benefits of the plan you choose meets them. Remember to check they include maternity care, consultations with chiropractors, and mental health professionals. And while getting something ideal for your needs may not be possible, you have a good chance of getting a health plan that is almost there, and meets most of your needs. Provided by ArticleGOLD: Articles Directory - Article Directory

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Excerpts from November 10, 2003 news release by CASPIAN - Consumers Against Supermarket Privacy Invasion and Numbering: American consumers used as guinea pigs for controversial technology Wal-Mart and Procter & Gamble conducted a secret RFID trial involving Oklahoma consumers earlier this year, the Chicago Sun Times revealed on Sunday. Customers who purchased P&G's Lipfinity brand lipstick at the Broken Arrow Wal-Mart store between late March and mid-July unknowingly left the store with live RFID tracking devices embedded in the packaging. Wal-Mart had previously denied any consumer-level RFID testing in the United States. The Chicago Sun Times also reported that a live video camera trained on the shelf allowed Procter & Gamble employees, sometimes hundreds of miles away, to observe the Lipfinity display and consumers interacting with it. "This trial is a perfect illustration of how easy it is to set up a secret RFID infrastructure and use it to spy on people," says Katherine Albrecht, Founder and Director of Consumers Against Supermarket Privacy Invasion and Numbering (CASPIAN). "The RFID industry has been paying lip service to privacy concerns, calling for notice, choice and control. But companies like P&G, Wal-Mart and Gillette have already violated all three tenets when they thought nobody was looking. This is exactly why we oppose item-level RFID tagging and have called for mandatory labeling legislation." Disclosure of the Broken Arrow trial is only the latest scandal to hit the privacy plagued RFID industry. Early this year, CASPIAN called for a worldwide boycott of Italian clothing manufacturer Benetton when the company announced plans to equip women's undergarments with live RFID tracking tags (see Boycott Benetton). This summer, CASPIAN uncovered an RFID-enabled Gillette "smart shelf" in a Brockton, Massachusetts Wal-Mart and helped disclose Gillette's scheme to secretly photograph consumers picking up Mach3 razor blades in UK Tesco stores (see Boycott Gillette). The group also revealed confidential industry plans to "pacify" consumers and "neutralize opposition" in the hope that consumers will be "apathetic" and "resign themselves to the inevitability" of RFID product tagging (see: CASPIAN). CASPIAN encourages consumers to contact Wal-Mart, P&G and the UCC to voice their opinion about the use of RFID spy chips in consumer products. Contact information for these companies is provided on the group's RFID website. cheap oem software buy software

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