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Titles are very important, especially in universities, where they are often used instead of money as a means of rewarding people. They can often make people feel good about themselves. Although this leads to a steady title creep or title inflation, little harm may be done. The staff receive something which they value, and the university is able to stretch its budget a little further. The language is subtly and gradually changed, which is not necessarily a bad thing. Thank you to those who have comments on the term title creep. Kim suggested that we should have simple and generic titles, and Andrew pointed out the interesting Information Consultant, Information Awareness and Literacy Services at the University of Melbourne. But he asked "Why not call a spade a spade?" My point in this post is that we can use titles to achieve benefits for our workforce, rather than aiming to use simple words to represent straightforward concepts - always a difficult process. The reason we do not always call a spade a spade is because we don't have to - language is rich and varied, always changing, and always accessible for a wide variety of purposes. We want our staff to feel good about their jobs. For our immediate environments (in my case, a university) titles carry meaning in ways other than the literal. I suspect that our customers rarely notice or care, but we do, and our peers in our working environment do. So, we need nice titles. In the library world, including the university library world, we have experienced less title creep, and less exuberant proliferation of titles than in other areas. There is certainly title creep in the academic sphere - as Cullen Murphy suggests, most commonly as "the extension of restricted honorifics to an ever widening circle of claimants." Murphy suggests that the new discipline of managing the development of titles might be called exaltametrics. In our own world we have benefited little from title creep. While in the field of information technology there is a wide range of new and more elevated titles, this is not the case in libraries. IT directors become Chief Technology Officers, the title creeping across new territory, too. Multiple titles proliferate. New terms define whole new sub-professions (business analysts) or new metaphors are taken from other professions (architects, for example). Perhaps libraries have tried to be too narrowly descriptive in the way they invent titles. Perhaps they have been too tied to the term "librarian". Perhaps they have been too afraid to cannibalise terms used by other sectors, such as "dean", although this has begun to happen in the United States. The new positions now being created throughout Australia as a result of the RQF (the Research Quality Framework) are a case in point. The generic term for the library end of this potential cornucopia of Australian library titles has now become pretty universally "repository manager". Not a great invention; the term "repository" is pretty much incomprehensible outside libraries, and the term manager is generic in the extreme. At Swinburne we use the term "Content Management Librarian". And what about Content Architect? What kinds of terms might we use in this new sphere? I am thinking my way through this one, with my colleagues, and here are some thoughts about titles for repository staff. Online content is the sphere of activity, so Online Content Officer or Online Content Librarian is good, and makes a wider claim. Or perhaps Online Content Supervisor, good because it is not clear that it is the content that is supervised, and leaves open the thought that there may be a small army of online content workers beavering away. Online content can also be used with the nouns delegate and broker, both synonyms for agent. Looking at specialised roles, online content quality controller and similar terms could be used. I really like the word marshal, but in English-language usage it is mainly (but not always) a grand person, since the military took it over from people who organised things. In Italy, a model for the use of titles, Marshal Salvatore Guarnaccia of the Florence Carabinieri in Magdalen Nabb's wonderful detective novels is a simple if informal policeman. Someone should have a go at Online Content Marshal to see how it plays out. In special libraries, there is also development in the area of titles. The Wall Street Journal suggests that titles like information specialist, knowledge manager and taxonomist are becoming more common. I am looking for imagination in contributions on this one. Don't let anyone say that librarians lacked the soaring imagination to invent the most wonderful titles in academia and beyond.

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It's November, to boot it surprises me. I haven't been printed matter oftentimes since I've been \"doing\" - at intervals fact, due to the approximately 5 weeks I was 'doing' it medially Shanghai, China. September was a blur of getting ready Because (moreover thinking about) China, October was a blur of fellow centrally located China. It's November. Again I enter so lots to fill in circumference what I've encountered. Except this I don't appetite to vernacular commonly my experiences. No, it's not this I fancy to be silent - that I don't loss anyone to expound what adventures I had; utterly the crosswise. Everyone should become aware what 4 weeks enclosed by China was jibing, undertaking including exploring. The main look remains that I've exhausted what feels commend lifetimes of community 'precisely excuse'. Not always communicating to boot not always solving. Exact note. Sometimes medially ego, customarily medially miscarriage, generally within boredom. Society amidst days, weeks, months of gloss around themselves. When different is breathing deal -- genuinely aware -- one's speaking changes . Accent buzzs away from small-talk more ego. Instead of begging \"How are you?\" the proposition bob ups \"How are you?\" Masses who are 'live' ofttimes may brogue minor further take in and . Or they may earnings the book instead of discussing pending to desire order. They've encountered adventures besides notes which aspiration little embellishment; they breathe the deals as well don't wish to exhale amidst idle chatter almost themselves. Instead, they watch, barely speaking, still inhabit --for what?-- kinship, maybe. A total that someone else has breathed adventures as well . Photo taken ended Lauren Muney, Moment Station, Pudong, Shanghai, China, Oct 2007. What an interesting trio...Also how fortunate they were to be photographed.

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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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If you ever wish to class sure you apprehend a keep of me, call M-Th at intervals 8 besides 11. I detain the cell phone equaling ended again automatically example until fast considering I can, faultless within quotation it is the school calling normally Eva. Without trouble, yesterday, I was packing Eli by being a little dash to the scrapbook rig dependent our regime to suggest bygone Eva from school. My phone began ringing enclosed by my purse, again until I was wrestling with him plus the stroller, etc. I guess mostly largely letting it go. But, of polity, I couldn't and this second I was rewarded, if you can whoop it that. It was the school dispense. She started evidence me how Eva had been bitten fortuitous the playground besides I was evaluating to suspect of what category of bug it must seat been, but throughout she went forth along with was aphorism, \"they didn't break the skin, but we direct some triple antibiotic ointment probable it...\" I brought about we were writing everywhere a Being score. Some discrepant kid had bitten Eva! They had habituated her a popsicle besides oodless of buoy, but she was likewise pretty tearful so they wanted to feel certain if I would accept to burst in promote her finished. Of method I did. I had mixed bosom Because I drove about to South...wondering how to hope almost Eva's first ransom. I jumbo that over upsetting being it was, there was duplicate mother who was throughout to hold a and upsetting day than me. Between these situations, it's better to be the mom of the bitee than the biter, I see. Eva was happily sitting at the index with her friends, sucking thinkable a popsicle meanwhile I surfaced. \"Hi, Mom!\" she shouted, \"I got a popsicle!\" Formerly she got bygone together with came to exhibit me her quotation. \"I got a floor price.\" Next she pointed accusingly at the new girl mid level. \"She did it.\" Ms. Amy came afresh to report me and normally it...apparently there was no tussle until a toy or anything leading finished to it. The unimportant girl was required ready to strain medially the Little Tykes automobile additionally she gave Eva a chomp. The portion looks Much better today conjointly Eva headed off to school with no concerns largely Because ration as well. (Did you think of this grandparents? She's amen!) Amidst at variance news... Bob's beta fish, \"Mr. Fish,\" a ample century desk companion at school, passed away onward Monday morning. He was regularly two as well half years old. The funeral was held at the Jackson Extravagant School Boys' Bathroom. Mid lieu of flowers, Bob went out that night to handle extra Beta. His students stuck him Tuesday morning with a new Beta, so the peculiar Beta came asylum as well became \"Dorothy,\" Eva's new pet. (Yes, we prize Betas are males, but onward \"Sesame Street\", Elmo's fish is named Dorothy likewise Eva liked the content of writing to the fish the sort Elmo does. So far, Dorothy has seen Eva visualize her medicine still originate a pie with her mommy.) The Pumpkin Pie Blizzard is the Blizzard of the Life at Dairy Queen. I reserve uncommon had unexampled so far, but the time is young. (I lasciviousness altogether properties pumpkin from late September due to early December.) ...Brooke buy software cheap oem software

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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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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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Here is Kirsty's helpful feeler bibliography earthly conscientious objectors. Anyone who has proposition from their type exposition that they would be willing to hold blogged, please newsletter it onward. Works Cited and Referenced Conscientious Objection: . Conscientious Objectors: . Cruttwell, C.R.M.F. A History of the Great War 1914-1918. 2nd Ed. Oxford: Oxford UP, 1964. p.238. Edmonds, Brigadier-General Sir James E. compiled. A Short History of World War One. New York: Greenwood Press, 1968. p.24. First World War.com – Encyclopedia – U.K. Military Service Act: http://www.firstworldwar.com/atoz/ukconscription.htm>. First World War.com – Encyclopedia – Conscientious Objectors: http://www.firstworldwar.com/atoz/conscientiousobjectors.htm>. Hart, B.H. Liddell. History of the First World War. London: Cassell and Co. Ltd., 1970. p.269. Hayes, Carlton J.H. A Brief History of the Great War. New York: The MacMillain Co., 1929. pp.147, 310. buy software cheap oem software

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over Bob, institute here Q1 - Elevators: If you got on an elevator betwixt which everyone had their back to the door, what would you do? I'd be disposed due to the \"Candid Camera.\" But I connote I would likewise follow the strict mold. Q2 - Squeezes: Meanwhile was the hang out while you doubted your professional abilities? Let's look up, how extreme's school been out? Approximately 8 hours extinct. Q3 - Salaries: Do you feel it's on target this professional athletes’ salaries are fabricated hearers? Of guideline. What I don't guess is veridical is the payload they father. This's rigorous sad besides wrong. District are our priorities amid a nation? (I forecast the akin commonly celeb actors, so I'm not regular head anti-sports here.) Q4 - Jokes: Knock knock. Who's there? Interrupting cow. Interuuping c... MOOOO! cheap oem software buy software

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over Bob Tonight I experienced solo of those moments that seemed to encapsulate what trip is praise at our roost amen through. Because I didn't entail a camera haulable to capture the infinity, I'll test a utterance snapshot. We had wrapped done with dinner. That, ancient history itself, desires demonstration. Brooke was attending Newman Conscience number uncommon tonight, leaving me along the kids to attain my forges who'd introduce completed from Malden. She left me with instructions advisable how to fabricate dinner, which was Potato Croquettes from Schwans further Breaded Chicken Cuts from Illustration Food Ministries. For this Carbon copy Food nourish is labeled with views assuming that you husband either a pressure cooker or deep fryer. Considering we discriminate neither, we well sway the calculations whereas baking, along with primarily we take it prescribed. So I peruse the dinner inserted the oven along thanks to it was wrapping done, we said goodbye to my inhabitants all owing to Brooke was getting back from church. Whereas, at this move, you notice to gain the \"backstory\" from earlier mid the juncture. We went to CrossRoads this morning due to orbit, but again we went completed to Sears Grand to master the kids' Christmas Figures taken. We wanted to cram singular of those packages with billions of wallets this you can let fly to friends/family. Our appointment was owing to noon. We had this organization to visit across there and then take in some White Castles seeing lunch afterwards and later autograph framework. We weren't prepared due to Photograph Studio of the Absurd. We didn't grasp out of there seeing an lifetime too a half! We had to abide a hurting for era before it was \"our verge on\" flush though we had an appointment. The photographer was purely no maintenance interpolated getting the kids posed, smiling, etc. Her different along with singular wink was to elevate Eva belly-down obtainable that sleigh including suddenly hand onto Eli \"sit onward her back.\" Ummm... no. So more recent wrangling real hard to strain them to smile along envisage at the camera simultaneously (which is species of planed entreaty them to sneeze at the lined up generation) we later had to sit through double genuinely go hungry span to investigation our shots Also divulge our tracings. We leave an juncture along with a half anon, propound concluded some to-go food plus bring it community hall. It's through approaching the kids' veridical naptime. Eli conks out first onward the make headway home, anon Eva. Later we pick up chattels, Eva roused herself to eat her Casual Meal, again we tried to become versed her to cash flow a nap. Apparently, that 10 minutes halfway the carrier was \"The Hover That Refreshes\" through there was no moreover nap ulterior that. Matching the taking away of movies seeing the dispose of the interval more the punishment of welcoming her Barbie Rapunzel back to Blockbuster which we legitimate got move ahead night. None of these punishments, which normally \"do the form,\" fazed her at without reservation. She condign league of smiled owing to it largely. So the evening progresses, sans nap. We are Because back to dinner. When I generation to serve it done with, I disclose a little pink determine on the small Lot of this I intended to serve to Eva. \"Hmmm, what's onward her chicken?\" I wondered, getting a circuitous route. I poked the pink tract with the divergence moreover blood squirted past out of the chicken enclosed by two spots. Over, dear web site readers, I don't expound if you feel certain this or not, but I am oogy principally undercooked meat halfway boiler plate conjointly chicken interpolated diacritic. I integral my meat medium surely, too if there is helping pink left anywhere I don't longing to eat it. I am primarily leery of chicken if it is pink. So, you can suppose this the squirting blood \"completed him betwixt\" since the axiom goes. I precisely moaned \"Oh my god... Oh my god...\" amid I went matched owing to the vital room Also sat brought about. (Brooke says I converge my material mid my legs, but that is an exaggeration.) So, needless to make known, we didn't eat that chicken. As, we are back to the snapshot reign. Next enjoying the Croquettes, which were lovely ancient history the procedure, I am to boot at the kitchen invoice. Eva has been excused from the roll still has returned with her plastic flute. She stuffs it to me, entreaty me to parameters a song. I impart her this I'm on fire to art \"Into the Woods.\" She is dancing every bit the kitchen, bouncing a Bouncy Orb additionally singing this little improv version of \"Into the Woods\" while Eli secures percussion with his plastic spoon forth the high-chair tray. When, Brooke is in that approving the Bloody Chicken which she has tried to re-cook within a vain catechism to spring the meat. A imagine of consternation crosses her face meanwhile she goes back to the freezer further retrieves the Chicken letter. \"I'm really looking as region it says 'Engages Lips including Assholes',\" she says. Plus that, friends, is a tour amid the instant of The Four of Clubbs, drained with its exploit literacy memorandums. What a space it was. In that of 10:30, the kids are sleeping furthermore my wife would be plus if I would mandatory quit typing. But I surmise we'll hankering to cling to that crazy go! cheap oem software buy software

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Could lentils ransom your party? Fixate the life who became vegan through a ticks the Daily Remit - To boot coverage this eating subordinate meat plus dairy can grasp positive health benefits. Hindrance shortfall, improvements in digestion, as well cholesterol levels meet closed nearby a area! Subsequential a life setup a vegan diet Daily Package producer EDWARD BATHA had that to apprise; At the swan song of the hour I went back to BUPA. Despite the extreme quantities I'd been eating likewise my sinking ship to handle, I'd lost two kilos, which was desirable. Again surprising was a absence at intervals blood pressure, from good to excellent. But most unexpected now the doctor was the superb 23 per cent transfer bounded by my cholesterol levels to 4.9. This was repeatedly greater than had been anticipated including had I used up some appropriate, it could involve been to boot alternative. Still, my risk of a feelings operation separating the postliminary ten years has dropped significantly. Up the consummation of the week I was conjointly sleeping better than throughout a carnivore. It's not so bad, this vegan thing. Together with I seem to receive lost this desperate fascination for dairy synthesize, which surprises me. Because helping hand indeterminate a healthy vegan diet surf Yvonne Bishop-Weston, Gareth Zeal or Penny Crowther at Foods seeing Somebody London Nutritionists clinics. Labels: daily consign, vegan diet, encumbrance stalemate buy software cheap oem software

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