Programme Management Quotes

Slaves are not allowed to say no. Laborers may be hesitant to say no. But professionals are expected to say no. Indeed, good managers crave someone who has the guts to say no. It’s the only way you can really get anything done.

The programmer who refuses to keep exploring will surely stagnate, forget his joy, lose the will to program (and become a manager).

When you decide to do something, remind yourself that it is commitment not motivation that matters.

There are people like Senhor José everywhere, who fill their time, or what they believe to be their spare time, by collecting stamps, coins, medals, vases, postcards, matchboxes, books, clocks, sport shirts, autographs, stones, clay figurines, empty beverage cans, little angels, cacti, opera programmes, lighters, pens, owls, music boxes, bottles, bonsai trees, paintings, mugs, pipes, glass obelisks, ceramic ducks, old toys, carnival masks, and they probably do so out of something that we might call metaphysical angst, perhaps because they cannot bear the idea of chaos being the one ruler of the universe, which is why, using their limited powers and with no divine help, they attempt to impose some order on the world, and for a short while they manage it, but only as long as they are there to defend their collection, because when the day comes when it must be dispersed, and that day always comes, either with their death or when the collector grows weary, everything goes back to its beginnings, everything returns to chaos.

The conclusion is simple: if a 200-man project has 25 managers who are the most competent and experienced programmers, fire the 175 troops and put the managers back to programming.

the person that you want to be is the person that you really are.

Remember: you can’t use your Chimp as an excuse. If you had a dog and it bit someone, you couldn’t just say, ‘Sorry but it was the dog, not me.’ You are responsible for the dog and its actions. Likewise, you are totally responsible for your Chimp and its actions. So no excuses! You

how can you determine who you really are? To work out who you really are as a person is easy to do. If you wrote a list of all the things you would like to be, you may write things like calm, compassionate, reasonable, positive, confident and happy, then this is who you really are. Any deviation from this is a hijacking by the Chimp.

Quality must be enforced, otherwise it won't happen. We programmers must be required to write tests, otherwise we won't do it.

The best relationships are the ones where you accept the person as they are and work with this.

In the end, managing your finances well is a lot like developing a strong personal productivity system: You keep track of everything without making it your full-time job; you set goals; you break them down into small bite-size tasks; you save yourself time by automating manual work; and you spend your time and brainpower focusing on the big picture. That’s what I try to do with my time and money.

Managing your impulsive, emotional Chimp as an adult will be one of the biggest factors determining how successful you are in life.

We, newbies and young programmers, don't like chaos because it makes us dependent on experts. We have to beg for information and feel bad

Sometimes no matter what you do, you can’t have what you want, so you must accept this and live with it.

The Stone of Life is the ultimate power source in our Psychological Mind.

A golden rule for understanding people and situations is to ALWAYS try to establish THE FACTS before you make your assessment.

Do not measure ‘reasonable’ by your own standards and then impose them on to others because everyone has different standards. Measure

Don’t be disheartened if you have setbacks; instead learn from them and always celebrate any successes. Remember: you always have a choice.

One thing is clear: that having a purpose in life is something that Humans thrive on.

Work out what you can control and what you can’t.

We must not blame programmers for their bugs. They belong to them only until the code is merged to the repository. After that, all bugs are ours!

Many rookie software managers think that they can "motivate" their programmers to work faster by giving them nice, "tight" (unrealistically short) schedules. I think this kind of motivation is brain-dead. When I'm behind schedule, I feel doomed and depressed and unmotivated. When I'm working ahead of schedule, I'm cheerful and productive. The schedule is not the place to play psychological games.

The very simple question, therefore, is to begin with ‘Do I want…’ and then finish the sentence. For example: ‘Do I want these feelings?’ or ‘Do I want these thoughts?’ or ‘Do I want to be behaving this way?’ If the answer is ‘no’ then you are in Chimp mode and if the answer is ‘yes’ then you are in Human mode.

• I am an adult and I can deal with any situation. • Life is not fair. • Everything that happens comes and goes. • Disappointments are tough but they need to be kept in perspective. • Happiness can be found in many ways. • It’s the way you deal with things, not what happens, that gives peace of mind. • Every day is precious.

Almost every software development organization has at least one developer who takes tactical programming to the extreme: a tactical tornado. The tactical tornado is a prolific programmer who pumps out code far faster than others but works in a totally tactical fashion. When it comes to implementing a quick feature, nobody gets it done faster than the tactical tornado. In some organizations, management treats tactical tornadoes as heroes. However, tactical tornadoes leave behind a wake of destruction. They are rarely considered heroes by the engineers who must work with their code in the future. Typically, other engineers must clean up the messes left behind by the tactical tornado, which makes it appear that those engineers (who are the real heroes) are making slower progress than the tactical tornado.

Humans try to establish the truth and then base their beliefs on the truth.

Providing too much detail can be an invitation for micro-management.

So what are you going to do today that will make you happier and more successful?

The right part of the jungle is where your work and home environments are happy places to be.

why? Because we humans will only programme the future once. After that, the intelligence we create will manage itself. And us.

Why is it that we reward programmers who work all night to remove the errors they put into their programs, or managers who make drastic organizational changes to resolve the crises their poor management has created? Why not reward the programmers who design so well that they don’t have dramatic errors, and managers whose organizations stay out of crisis mode? Organizing

Most people have reliable partners and sharing with a partner is one of the joys of life. However, basing your security on a partner or any other one individual is a recipe for disaster. When

Chimps that are insecure may read lots of things into harmless situations. They can also read intrigue and malice in comments or statements that others make and then allow their imaginations to run wild. When

How many times have you talked to yourself, reassured yourself or had battles within your own head? Often you have thoughts and feelings that you do not want and even carry out behaviours that you know at the time are not really what you want to do. So why are you doing this? How can it be that you do not have control over what thoughts or emotions you have and what behaviours you carry out? How can you be two very different people at different times?

I flicked through the library to choose from one of a dozen eBooks I’d downloaded but had yet to start reading. As a rule, novels bore me. The concentration it takes to remember what you’ve read and who is who as you swipe from one page to the next is arduous. I much prefer downloading a television programme and watching it on my phone instead. But Janine, our branch manager, frowned upon us doing that, one of many petty little dislikes she’d made us aware of since she’d taken charge seven months earlier

In the first scenario what the parent did was to tell the child that it was clever and that the parent was proud of it because of what the child had achieved. In other words, implying that the child’s worth is dependent on the painting. Then the parent went on to tell the child that they wanted to let the world know by putting the picture on the fridge door. The message to the child was: ‘It is what you can achieve in life that will make you worthy. It is what you do that will make others see you in a good light.

If we knew nobody thought badly of us then we would have little fear, it would be more of a nuisance to fail and we would then deal with the consequences. We would also not weigh our own self-worth by an exam result. This is the Fridge Door Goblin at its best!

We had to learn their vocabularies in order to be able to run their problems. I could switch my vocabulary and speak highly technical for the programmers, and then tell the same things to the managers a few hours later but with a totally different vocabulary.” Innovation requires articulation.

Hiro walks straight through the display, and it vanishes. Amusement parks in the Metaverse can be fantastic, offering a wide selection of interactive three-dimensional movies. But in the end, they’re still nothing more than video games. Hiro’s not so poor, yet, that he would go and write video games for this company. It’s owned by the Nipponese, which is no big deal. But it’s also managed by the Nipponese, which means that all the programmers have to wear white shirts and show up at eight in the morning and sit in cubicles and go to meetings. When Hiro learned how to do this, way back fifteen years ago, a hacker could sit down and write an entire piece of software by himself. Now, that’s no longer possible. Software comes out of factories, and hackers are, to a greater or lesser extent, assembly-line workers. Worse yet, they may become managers who never get to write any code themselves.

Rust’s central feature is ownership. Although the feature is straightforward to explain, it has deep implications for the rest of the language. All programs have to manage the way they use a computer’s memory while running. Some languages have garbage collection that constantly looks for no longer used memory as the program runs; in other languages, the programmer must explicitly allocate and free the memory. Rust uses a third approach: memory is managed through a system of ownership with a set of rules that the compiler checks at compile time. None of the ownership features slow down your program while it’s running.

Good engineering estimates are possible only if you have two things: good information and good engineers. If the specs are crap, and a programmer is asked to conjure up a number based on an incomprehensible whiteboard scribbling, everyone should know exactly what they’re getting: a fuzzy scribble of an estimate.

Another example is the modern political order. Ever since the French Revolution, people throughout the world have gradually come to see both equality and individual freedom as fundamental values. Yet the two values contradict each other. Equality can be ensured only by curtailing the freedoms of those who are better off. Guaranteeing that every individual will be free to do as he wishes inevitably short-changes equality. The entire political history of the world since 1789 can be seen as a series of attempts to reconcile this contradiction. Anyone who has read a novel by Charles Dickens knows that the liberal regimes of nineteenth-century Europe gave priority to individual freedom even if it meant throwing insolvent poor families in prison and giving orphans little choice but to join schools for pickpockets. Anyone who has read a novel by Alexander Solzhenitsyn knows how Communism’s egalitarian ideal produced brutal tyrannies that tried to control every aspect of daily life. Contemporary American politics also revolve around this contradiction. Democrats want a more equitable society, even if it means raising taxes to fund programmes to help the poor, elderly and infirm. But that infringes on the freedom of individuals to spend their money as they wish. Why should the government force me to buy health insurance if I prefer using the money to put my kids through college? Republicans, on the other hand, want to maximise individual freedom, even if it means that the income gap between rich and poor will grow wider and that many Americans will not be able to afford health care. Just as medieval culture did not manage to square chivalry with Christianity, so the modern world fails to square liberty with equality. But this is no defect. Such contradictions are an inseparable part of every human culture. In fact, they are culture’s engines, responsible for the creativity and dynamism of our species. Just

Managers of programming projects aren’t always aware that certain programming issues are matters of religion. If you’re a manager and you try to require compliance with certain programming practices, you’re inviting your programmers’ ire. Here’s a list of religious issues: ■ Programming language ■ Indentation style ■ Placing of braces ■ Choice of IDE ■ Commenting style ■ Efficiency vs. readability tradeoffs ■ Choice of methodology—for example, Scrum vs. Extreme Programming vs. evolutionary delivery ■ Programming utilities ■ Naming conventions ■ Use of gotos ■ Use of global variables ■ Measurements, especially productivity measures such as lines of code per day

There are people like Senhor José everywhere, who fill their time, or what they believe to be their spare time, by collecting stamps, coins, medals, vases, postcards, matchboxes, books, clocks, sport shirts, autographs, stones, clay figurines, empty beverage cans, little angels, cacti, opera programmes, lighters, pens, owls, music boxes, bottles, bonsai trees, paintings, mugs, pipes, glass obelisks, ceramic ducks, old toys, carnival masks, and they probably do so out of something that we might call metaphysical angst, perhaps because they cannot bear the idea of chaos being the one ruler of the universe, which is why, using their limited powers [...], they attempt to impose some order on the world, and for a short while they manage it, but only as long as they are there to defend their collection, because when the day comes when it must be dispersed, and that day always comes, either with their death or when the collector grows weary, everything goes back to its beginnings, everything returns to chaos.

One broken window—a badly designed piece of code, a poor management decision that the team must live with for the duration of the project—is all it takes to start the decline. If you find yourself working on a project with quite a few broken windows, it's all too easy to slip into the mindset of "All the rest of this code is crap, I'll just follow suit.

My very best thinking led me to a therapist’s office weeping and pleading for help regarding my alcoholism at the age of 19. I thought I could ‘manage’ my alcohol addiction, and I failed miserably until I asked for help. My older friends in recovery remind me that I looked like ‘death’ when I started attending support groups. I was not able to give eye contact, and I covered my eyes with a baseball cap. I had lost significant weight and was frightened to talk to strangers. I was beset with what the programme of Alcoholics Anonymous describes as ‘the hideous Four Horseman – terror, bewilderment, frustration and despair’. Similarly, my very best thinking led me to have unhappy, co-dependent relationships. I can go on. The problem was I was dependent on my own counsel. I did not have a support system, let alone a group of sober people to brainstorm with. I just followed my own thinking without getting feedback. The first lesson I learned in recovery was that I needed to check in with sober and wiser people than me regarding my thinking. I still need to do this today. I need feedback from my support system.

The problem is that if the person then says I would rather go home and finish the job tomorrow, they start to feel guilty. Their Chimp is now saying, ‘You can’t let the troop down, what will they think?’ Well as we now know, it isn’t the troop at all. It is work and work colleagues. Looking after the Chimp by getting it home on time and looking after the real troop is more important than working to please work colleagues.

It is not loyalty or internal motivation that drives us programmers forward. We must write our code when the road to our personal success is absolutely clear for us and writing high quality code obviously helps us move forward on this road. To make this happen, the management has to define the rules of the game, also known as "process", and make sure they are strictly enforced, which is much more difficult than "being agile".

They did this at the bank I worked at. We all had to go on a course where bright, sparkly people with frightening smiles exhorted us to embrace change because those who can’t die out. I think they cited the dinosaurs.’ ‘So they weren’t killed by an asteroid at all, then?’ said Bashford, astonished. ‘Not according to the expensive people hired to tell us that our expertise, the working relationships we’d built up over the years, all our hard work was now utterly valueless – as would we be if we didn’t get with the new programme. According to them, it was their inability to adapt to this month’s new ideas and working practices that did for the dinosaurs and the asteroid had nothing to do with it. They were quite horrified at our lack of enthusiasm for massive redundancies while senior managers – reluctantly, of course – accepted promotions and pay rises with increased bonuses.

I amazed myself, above all, with how well I was able to manage. Michel got to school on time, his teeth brushed and his clothes clean. More or less clean: I was less critical of a few spots on his trousers than Claire would have been, but then I was his father. I’ve never tried to be ‘both father and mother’ to him, the way some half-assed, home-made-sweater-wearing head of a single-parent household put it once in some bullshit programme I saw on afternoon TV.

One of the fruits of the long predominance of labourism is precisely that the party of the working class has never carried out any sustained campaign of education and propaganda on behalf of a socialist programme; and that Labour leaders have frequently turned themselves into fierce propagandists against the socialist proposals of their critics inside the Labour Party and out, and have bent their best efforts to the task of defeating all attempts to have the Labour Party adopt such proposals. Moreover, a vast array of conservative forces, of the most diverse kind, are always at hand to dissuade the working class from even thinking about the socialist ideas which evil or foolish people are forever trying to foist upon them. This simply means that a ceaseless battle for the ‘hearts and minds’ of the people is waged by the forces of conservatism, against which have only been mobilised immeasurably smaller socialist forces. A socialist party would seek to strengthen these forces and to defend socialist perspectives and a socialist programme over an extended period of time, and would accept that more than one election might have to be held before a majority of people came to support it. In any case, a socialist party would not only be concerned with office, but with the creation of the conditions under which office would be more than the management of affairs on capitalist lines.

As a child you were read or watched fairy stories. The prince always married the princess and the wicked witch died and everyone lived happily ever after (except the witch, of course, but she got what she deserved). In other words, good always wins in the end. But that was a fairy story and you have been brainwashed into believing that it really does happen this way. It doesn’t. In fact we might do our children a favour by changing the ending to let the witch kill off the princess and marry the prince.

what if you were a doctor and had a patient who demanded that you stop all the silly hand-washing in preparation for surgery because it was taking too much time? 2 Clearly the patient is the boss; and yet the doctor should absolutely refuse to comply. Why? Because the doctor knows more than the patient about the risks of disease and infection. It would be unprofessional (never mind criminal) for the doctor to comply with the patient. So too it is unprofessional for programmers to bend to the will of managers who don’t understand the risks of making messes.

I would walk round that beautiful, unspoilt little island, with its population of under a hundred and where there isn’t a single tarmac road, thinking about how he would truly sound. Perhaps the quietness of the island helped me do so. ‘Everybody thinks he’s French,’ I said to myself as I walked across the great stones that littered the beach at Rushy Bay, or stomped over the tussocky grass of Heathy Hill, with its famous dwarf pansies. ‘The only reason people think Poirot is French is because of his accent,’ I muttered. ‘But he’s Belgian, and I know that French-speaking Belgians don’t sound French, not a bit of it.’" "I also was well aware of Brian Eastman’s advice to me before I left for Bryher: ‘Don’t forget, he may have an accent, but the audience must be able to understand exactly what he’s saying.’ There was my problem in a nutshell." "To help me, I managed to get hold of a set of Belgian Walloon and French radio recordings from the BBC. Poirot came from Liège in Belgium and would have spoken Belgian French, the language of 30 per cent of the country’s population, rather than Walloon, which is very much closer to the ordinary French language. To these I added recordings of English-language stations broadcasting from Belgium, as well as English-language programmes from Paris. My principal concern was to give my Poirot a voice that would ring true, and which would also be the voice of the man I heard in my head when I read his stories. I listened for hours, and then gradually started mixing Walloon Belgian with French, while at the same time slowly relocating the sound of his voice in my body, moving it from my chest to my head, making it sound a little more high-pitched, and yes, a little more fastidious. After several weeks, I finally began to believe that I’d captured it: this was what Poirot would have sounded like if I’d met him in the flesh. This was how he would have spoken to me – with that characteristic little bow as we shook hands, and that little nod of the head to the left as he removed his perfectly brushed grey Homburg hat. The more I heard his voice in my head, and added to my own list of his personal characteristics, the more determined I became never to compromise in my portrayal of Poirot.

Some people mistakenly refer to software defects as bugs. When called bugs, they seem like pesky things that should be swatted or even ignored. This trivializes a critical problem and fosters a wrong attitude. Thus, when an engineer says there are only a few bugs left in a program, the reaction is one of relief. *Supposed, however, that we called them time bombs instead of bugs.* Would you feel the same sense of relief if a programmer told you that he had thoroughly tested a program and there were only a few time bombs left in it? Just using a different term changes your attitude entirely.

In the nineteenth century the Industrial Revolution created a huge urban proletariat, and socialism spread because no other creed managed to answer the unprecedented needs, hopes and fears of this new working class. Liberalism eventually defeated socialism only by adopting the best parts of the socialist programme. In the twenty-first century we might witness the creation of a massive new unworking class: people devoid of any economic, political or even artistic value, who contribute nothing to the prosperity, power and glory of society. This ‘useless class’ will not merely be unemployed – it will be unemployable.

Diamond Jubilee with him for extra contrition. Her father was clearly exhausted, sleeping almost all the time now, like an aged dog. Why didn’t he just go? Was he hanging on for a hundred? Two more years of this? It was mere existence—an amoeba had more life. “The triumph of the human spirit,” the new nursing sister said, new enough to talk about “positive outcomes” and “enhancement programmes”—emollient management-speak, meaningless to most of the residents of Poplar Hill, who were either dying or demented or both. It was called a “care home” but there was precious little of either to be had when you were run by a profit-based health-care provider employing

When Amabile analyzed the data, she came to a clear conclusion about one key factor: workers are happiest—and most motivated—when they feel that they accomplish something meaningful at work. These accomplishments do not need to be major breakthroughs: incremental but noticeable progress toward a goal was enough to make her subjects feel good. As one programmer described it, “I smashed that [computer] bug that’s been frustrating me for almost a calendar week. That may not be an event to you, but I live a very drab life, so I’m all hyped.”1 The lesson here is that managers can get the most out of their employees by helping them achieve meaningful progress every day.

Take a simple pocket pen, so cheap that they are given away as advertising. Back of it lie several sorts of chemists, metallurgists, synthetic polymer experts, mechanical engineers, extrusion presses, computer programmers, computers, computer technicians, toolmakers, electrical engineers, a planet-wide petroleum industry, five or more sorts of mines with mining engineers, geologists, miners, railroads, steamships, production engineers, management specialists, merchandizing psychologists—et cetera to a splitting headache. It is impossible even to list the myriad special skills that underlie even the most trivial trade item of our enormously complex and interdependent industrial web.

Not satisfied with controlling information pipelines, the tech oligarchs have been moving to shape content as well. Controllers like those at Facebook and Twitter seek to “curate” content on their sites, or even eliminate views they find objectionable, which tend to be conservative views, according to former employees.35 Algorithms intended to screen out “hate groups” often spread a wider net, notes one observer, since the programmers have trouble distinguishing between “hate groups” and those who might simply express views that conflict with the dominant culture of Silicon Valley.36 That managers of social media platforms aim to control content is not merely the perception of conservatives. Over 70 percent of Americans believe that social media platforms “censor political views,” according to a recent Pew study.37 With their quasi-monopoly status, Facebook and Google don’t have to worry about competing with anyone, as the tech entrepreneur Peter Thiel observes, so they can indulge their own prejudices to a greater extent than the businesses that might be concerned about alienating customers.38 With their tightening control over media content, the tech elite are now situated to exert a cultural predominance that is unprecedented in the modern era.39 It recalls the cultural influence of the Catholic Church in the Middle Ages, but with more advanced technology.

There was no escape: The entire Elliott 503 Mark II software project had to be abandoned, and with it, over thirty man-years of programming effort, equivalent to nearly one man’s active working life, and I was responsible, both as designer and as manager, for wasting it. ... How did we recover from the catastrophe? First, we classified our 503 customers into groups, according to the nature and size of the hardware configurations which they had bought ... We assigned to each group of customers a small team of programmers and told the team leader to visit the customers to find out what they wanted; to select the easiest request to fulfill, and to make plans (but no promises) to implement it. In no case would we consider a request for a feature that would take more than three months to implement and deliver. The project leader would then have to convince me that the customers’ request was reasonable, that the design of the new feature was appropriate, and that the plans and schedules for implementation were realistic. Above all, I did not allow anything to be done which I did not myself understand. It worked! The software requested began to be delivered on the promised dates. With an increase in our confidence and that of our customers, we were able to undertake fulfilling slightly more ambitious requests. Within a year we had recovered from the disaster. Within two years, we even had some moderately satisfied customers.

As the idea of culture has migrated from anthropology to organizational theory, so it has become highly instrumentalized and reified. It is another example of the hubris of managerialism, which claims to be able to analyse, predict and control the intangible, and with the result that it can bring about the opposite of what it intends. In other words, with the intention of ensuring that employees are more committed to their work and are more productive, repeated culture change programmes can have the effect of inducing cynicism or resistance in staff (McKinlay and Taylor, 1996). With an insistence that staff align their values with those of the organization, what may result is gaming strategies on the part of staff to cover over what they really think and feel (Jackall, 2009).

Peopleware. A major contribution during recent years has been DeMarco and Lister's 1987 book, Peopleware: Productive Projects and Teams. Its underlying thesis is that "The major problems of our work are not so much technological as sociological in nature." It abounds with gems such as, "The manager's function is not to make people work, it is to make it possible for people to work." It deals with such mundane topics as space, furniture, team meals together. DeMarco and Lister provide real data from their Coding War Games that show stunning correlation between performances of programmers from the same organization, and between workplace characteristics and both productivity and defect levels. The top performers' space is quieter, more private, better protected against interruption, and there is more of it. . . . Does it really matter to you . . . whether quiet, space, and privacy help your current people to do better work or [alternatively] help you to attract and keep better people?[19]

Despite the best laid plans and the best people, a project can still experience ruin and decay during its lifetime. Yet there are other projects that, despite enormous difficulties and constant setbacks, successfully fight nature's tendency toward disorder and manage to come out pretty well. What makes the difference? In inner cities, some buildings are beautiful and clean, while others are rotting hulks. Why? Researchers in the field of crime and urban decay discovered a fascinating trigger mechanism, one that very quickly turns a clean, intact, inhabited building into a smashed and abandoned derelict [WK82]. A broken window. One broken window, left unrepaired for any substantial length of time, instills in the inhabitants of the building a sense of abandonment—a sense that the powers that be don't care about the building. So another window gets broken. People start littering. Graffiti appears. Serious structural damage begins. In a relatively short space of time, the building becomes damaged beyond the owner's desire to fix it, and the sense of abandonment becomes reality. The "Broken Window Theory" has inspired police departments in New York and other major cities to crack down on the small stuff in order to keep out the big stuff. It works: keeping on top of broken windows, graffiti, and other small infractions has reduced the serious crime level.

I deal in information," he says to the smarmy, toadying pseudojournalist who "interviews" him. He's sitting in his office in Houston, looking slicker than normal. "All television going out to Consumers throughout the world goes through me. Most of the information transmitted to and from the CIC database passes through my networks. The Metaverse -- -the entire Street -- exists by virtue of a network that I own and control. "But that means, if you'll just follow my reasoning for a bit, that when I have a programmer working under me who is working with that information, he is wielding enormous power. Information is going into his brain. And it's staying there. It travels with him when he goes home at night. It gets all tangled up into his dreams, for Christ's sake. He talks to his wife about it. And, goddamn it, he doesn't have any right to that information. If I was running a car factory, I wouldn't let workers drive the cars home or borrow tools. But that's what I do at five o'clock each day, all over the world, when my hackers go home from work. "When they used to hang rustlers in the old days, the last thing they would do is piss their pants. That was the ultimate sign, you see, that they had lost control over their own bodies, that they were about to die. See, it's the first function of any organization to control its own sphincters. We're not even doing that. So we're working on refining our management techniques so that we can control that information no matter where it is -- on our hard disks or even inside the programmers' heads. Now, I can't say more because I got competition to worry about. But it is my fervent hope that in five or ten years, this kind of thing won't even be an issue.

Man’s destiny was to conquer and rule the world, and this is what he’s done — almost. He hasn’t quite made it, and it looks as though this may be his undoing. The problem is that man’s conquest of the world has itself devastated the world. And in spite of all the mastery we’ve attained, we don’t have enough mastery to stop devastating the world — or to repair the devastation we’ve already wrought. We’ve poured our poisons into the world as though it were a bottomless pit — and we go on pouring our poisons into the world. We’ve gobbled up irreplaceable resources as though they could never run out — and we go on gobbling them up. It’s hard to imagine how the world could survive another century of this abuse, but nobody’s really doing anything about it. It’s a problem our children will have to solve, or their children. Only one thing can save us. We have to increase our mastery of the world. All this damage has come about through our conquest of the world, but we have to go on conquering it until our rule is absolute. Then, when we’re in complete control, everything will be fine. We’ll have fusion power. No pollution. We’ll turn the rain on and off. We’ll grow a bushel of wheat in a square centimeter. We’ll turn the oceans into farms. We’ll control the weather — no more hurricanes, no more tornadoes, no more droughts, no more untimely frosts. We’ll make the clouds release their water over the land instead of dumping it uselessly into the oceans. All the life processes of this planet will be where they belong—where the gods meant them to be—in our hands. And we’ll manipulate them the way a programmer manipulates a computer. And that’s where it stands right now. We have to carry the conquest forward. And carrying it forward is either going to destroy the world or turn it into a paradise — into the paradise it was meant to be under human rule. And if we manage to do this — if we finally manage to make ourselves the absolute rulers of the world — then nothing can stop us. Then we move into the Star Trek era. Man moves out into space to conquer and rule the entire universe. And that may be the ultimate destiny of man: to conquer and rule the entire universe. That’s how wonderful man is.

She is an applications programmer for the Feds. In the old days, she would have written computer programs for a living. Nowadays, she writes fragments of computer programs. These programs are designed by Marietta and Marietta’s superiors in massive week-long meetings on the top floor. Once they get the design down, they start breaking up the problem into tinier and tinier segments, assigning them to group managers, who break them down even more and feed little bits of work to the individual programmers. In order to keep the work done by the individual coders from colliding, it all has to be done according to a set of rules and regulations even bigger and more fluid than the Government procedure manual.

Stuxnet managed to slip through and infect them anyway, with devastating results. Officially, no country ever took responsibility for the cyberattack. Speculation was rife in the media, but the West maintained plausible deniability. However, Kendra knew better. It was Echelon programmers who had coded the malware, while Israeli agents inside Iran had delivered the actual payload. It was all done in an attempt to prevent Iran from

Anything written by people has bugs. Not testing something is equivalent to asserting that it's bug-free. Programmers can't think of everything especially of all the possible interactions between features and between different pieces of software. We try to break software because that's the only practical way we know of to be confident about the product's fitness for use.

Whether this person is a designer, product manager, programmer, writer, consultant, or whatever, he/she comes with (1) a set of skills and (2) some explicit knowledge of the area in which skills are to be deployed. The skills alone aren’t enough. Domain knowledge is also required. The more important that domain knowledge is, the less fungible the people are. That means you can’t divide them up into pieces, but it also means that you can’t easily replace them with other people when they leave.

Once at the ground, the players would make for the dressing room and, at 2.45 pm prompt, Shankly would climb up into the announcer’s box where he would address the crowd over the tannoy. Instead of writing a column in the programme as some managers did, he decided to speak to the fans personally, explaining why he’d changed the team, and talking about the way they had played in previous games. It proved popular and, of all the innovations that are remembered from his days at Carlisle, it is this one in

Power tools for the mind. The most dramatic way to improve the productivity of management information systems (MIS) programmers is to go down to your local computer store and buy off the shelf what they would have built. This is not ridiculous; the availability of cheap, powerful shrink-wrapped software has met many needs that formerly would have occasioned custom packages. These power tools for the mind are more like electric drills, saws, and sanders than they are like big complex production tools.

Faced with the primary instinct that a genetic programme pushes to reproductive need, humans have managed to divert from that to make themselves beings of pleasure. In the end, there lies the difference. Man is the only mammal that has sex for pleasure.

...I conducted a number of experiments to get in touch with my future self. Here are my favorite three: • Fire up AgingBooth. While hiring a programmer to create a 3-D virtual reality simulator is probably out of your price range, I personally love an app called AgingBooth, which transforms a picture of your face into what you will look like in several decades. There are also other apps like it, like Merrill Edge’s web app that shows you a live avatar of what you’ll look like at retirement (faceretirement.merilledge.com). AgingBooth is my favorite of them all, and it’s available for both Android and iOS, and it’s free. On the website for this book (productivityprojectbook.com), you can see what to expect out of the app—I’ve framed a picture of myself that hangs above my computer in my office, where I see it every day. Visitors are usually freaked out. • Send a letter to your future self. Like the letter I wrote at camp, writing and sending a letter to yourself in the future is a great way to bridge the gap between you and your future self. I frequently use FutureMe.org to send emails to myself in the future, particularly when I see myself being unfair to future me. • Create a future memory. I’m not a fan of hocus-pocus visualizations, so I hope this doesn’t sound like one. In her brilliant book The Wallpaper Instinct, Kelly McGonigal recommends creating a memory of yourself in the future—like one where you don’t put off a report you’re procrastinating on, or one where you read ten interesting books because you staved off the temptation of binge-watching three seasons of House of Cards on Netflix. Simply imagining a better, more productive version of yourself down the line has been shown to be enough to motivate you to act in ways that are helpful for your future self.

Today’s equivalent is probably ‘get an engineering degree’, but it will not necessarily be as lucrative. A third of Americans who graduated in STEM subjects (science, technology, engineering and maths) are in jobs that do not require any such qualification.52 They must still pay off their student debts. Up and down America there are programmers working as office temps and even fast-food servers. In the age of artificial intelligence, more and more will drift into obsolescence. On the evidence so far, this latest technological revolution is different in its dynamics from earlier ones. In contrast to earlier disruptions, which affected particular sectors of the economy, the effects of today’s revolution are general-purpose. From janitors to surgeons, virtually no jobs will be immune. Whether you are training to be an airline pilot, a retail assistant, a lawyer or a financial trader, labour-saving technology is whittling down your numbers – in some cases drastically so. In 2000, financial services employed 150,000 people in New York. By 2013 that had dropped to 100,000. Over the same period, Wall Street’s profits have soared. Up to 70 per cent of all equity trades are now executed by algorithms.53 Or take social media. In 2006, Google bought YouTube for $1.65 billion. It had sixty-five employees, so the price amounted to $25 million per employee. In 2012 Facebook bought Instagram, which had thirteen employees, for $1 billion. That came to $77 million per employee. In 2014, it bought WhatsApp, with fifty-five employees, for $19 billion, at a staggering $345 million per employee.54 Such riches are little comfort to the thousands of engineers who cannot find work. Facebook’s data servers are now managed by Cyborg, a software program. It requires one human technician for every twenty thousand computers.

lack drama. Why is it that we reward programmers who work all night to remove the errors they put into their programs, or managers who make drastic organizational changes to resolve the crises their poor management has created? Why not reward the programmers who design so well that they don’t have dramatic errors, and managers whose organizations stay out of crisis mode? Organizing

Swami Devi Dyal College Of Nursing Swami Devi Dyal College of Nursing was established in year 2006. The college is approved & recognized by Haryana Nursing Registration Council (HNRC), Indian Nursing Council (INC), New Delhi and is affiliated to Pt. B.D. Sharma University of Health Sciences, Rohtak. SWATCH BHARAT B.Sc Nursing Students of Swami Devi Dyal college of nursing organized awareness programme on SWATCH BHARAT along with Nursing Staff of General Hospital Sector -6 Panchkula Haryana. They delivered health education to patients and their relatives about the importance of cleanliness and proper disposal of refuse .Posters were displayed. Courses Offered Bachelor of Science Nursing (Co-education) Program Mode Regular Duration 4 Years No. of Seats 60 Eligibility 1) The applicant must have passed 10+2 exam of board of school education Haryana or any examination recognized as equivalent there to with Science (Physics, Chemistry, & Biology) and English (PCBE) with minimum 45% in aggregate marks (40% marks for the reserved category SC/ST). 2) Minimum Age limit: 17 years before 31st December of the admission session 2012. 3) Candidate must be medically fit and medical fitness certificate shall have to be produced at the time of admission. Fee Structure 60000/- Admission Procedure The admission to B. Sc Nursing Program will be made on the basis of the CET test conducted by Pt. B.D. Sharma University of Health Sciences, Rohtak. The management Quota seats (25% of the sanctioned intake including 15% seats for children/ward of NRI’s) for Nursing will be filled as per 1. CET-2012 merit ranking Conducted by Pt. B.D. Sharma University of Health Sciences, Rohtak. 2. Merit based on percentage of marks in 10+2 in Physics, Chemistry, Biology & English.

Your freedom and happiness are worth more than any stone.

Many coders were young and coming out of the already antiauthoritarian counterculture of the ’60s. When you put these kids in charge of important machines that their managers didn’t understand, it was a recipe for insolence—or, as Brandon noted, employees who were “excessively independent.” The average programmer, Brandon continued, was “often egocentric, slightly neurotic, and he borders upon a limited schizophrenia. The incidence of beards, sandals, and other symptoms of rugged individualism or nonconformity are notably greater among this demographic group.

Imagine the power to resolve dozens of issues right on the spot. If a press release needed approval, everyone (including the CFO, the VP of sales, and the software development and marketing chiefs) was there to review and resolve it in minutes. It didn’t float around in emails for days, sucking up hours of management’s time. If Sales was having a problem with the CRM system, the head of IT was there. If Development needed to hire additional programmers, the head of HR and the CFO were there to start the process and sign off on the budget.

There are real ramifications of reading these articles for decades and decades. You start to believe it. You start to think the only way to manage money is to hoard it and create an increasingly long list of noes. Soon, the guilt isn’t just coming from money experts and the outside world. It’s coming from you.

CHAPTER 12 The Engineers In this chapter, I describe the engineering role (also commonly known as developers or, in some circles, programmers). But as with the last chapter, I'm not trying to speak here to the engineers—I'm aiming this discussion at product managers who need to learn how to work effectively with engineers. There's probably no more important relationship for a successful product manager than the one with your engineers. If your relationship is strong, with mutual and sincere respect both ways, then the product manager job is great. If your relationship is not strong, your days as product manager will be brutal (and probably numbered). Therefore, this is a relationship worth taking very seriously and doing everything you can to nurture. This strong relationship begins with you.

Managing a knowledge portfolio is very similar to managing a financial portfolio.

As their personal connections to a geographical community shrink, so people look to work to compensate; volunteer schemes organised through the workplace and corporate social responsibility programmes become a substitute. Putnam quotes one commentator's conclusion: 'As more Americans spend more of their time "at work", work gradually becomes less of a one-dimensional activity and assumes more of the concerns and activities of both private (family) and public (social and political) life. It is the corporation which hands out advice on toddler pottytraining and childcare, offers parenthood classes and sets up a reading support programme in a local school - all of which exist in British corporations – rather than the social networks of family, friends and neighbours. This amounts to a form of corporate neopaternalism which binds the employee ever tighter into a suffocating embrace, underpinning the kind of invasive management techniques described in Chapter 4.

Kaiser was new to shipwork. He began life running a photographer’s shop in New York, moved into the gravel business, and ended up in California running a multi-million dollar construction company that built the Hoover Dam and the Bay Bridge. He had a reputation for tackling the impossible. When the shipbuilding programme started his initial involvement was the construction of four of the new yards on the west coast, but he then began to produce the ships as well. At his Permanente Metals Yards No. 1 and No. 2 at Richmond, on the northern edge of San Francisco Bay, the young Kaiser manager, Clay Bedford, set out literally to mass-produce ships.

The Emergency First Aid at Work Course is a specialised training programme offered by various first aid training providers. This course is designed to equip individuals with the essential skills and knowledge needed to perform emergency first aid in a workplace setting. The training typically covers a range of critical topics, such as managing an unresponsive casualty, CPR (Cardiopulmonary Resuscitation), dealing with bleeding and shock, and handling specific workplace hazards.

The IOSH Managing Safely course is a training programme designed for managers and supervisors in any sector and organisation. It aims to provide them with the knowledge and skills required to manage health and safety responsibilities in the workplace effectively. The course covers a range of topics, including hazard identification, risk assessment, accident investigation, and measuring performance. It is focused on practical actions and real-world guidance.

The SSSTS (Site Supervisors' Safety Training Scheme) Course is a widely recognised training programme specifically designed for individuals taking on supervisory roles in the construction industry. Its primary aim is to equip site supervisors with essential knowledge and skills to understand and confidently manage health, safety, welfare, and environmental issues on construction sites.

For the moment, let’s assume that we won’t create Frankenstein’s monsters and that we will make sure that all people have equal access to the fertility lab. Let’s assume that, to the degree AI is real, careful programmers will manage to make it into a benign and helpful force that reliably does our bidding. Let’s assume that everything goes absolutely right. Let’s assume the ads come true. And then let’s ask a more metaphysical, and maybe more important, question: What does that do to the human game? What it does, I think, is begin to rob it of meaning.

the greatest limitation in writing software is our ability to understand the systems we are creating. As a program evolves and acquires more features, it becomes complicated, with subtle dependencies between its components. Over time, complexity accumulates, and it becomes harder and harder for programmers to keep all of the relevant factors in their minds as they modify the system. This slows down development and leads to bugs, which slow development even more and add to its cost. Complexity increases inevitably over the life of any program. The larger the program, and the more people that work on it, the more difficult it is to manage complexity.

Unless your problem is that people aren’t trying hard, the “work harder” mantra only breeds hero programmers whose heroic ways make it difficult for nonheroes to contribute meaningfully. Later, as your new heroes finish martyring themselves on burnout, you’re left with three exceptionally challenging problems: You’ve bred a cadre of dissatisfied and burned-out heroes. You and your heroes have alienated everyone else. Your project is still totally screwed. This is a recurring pattern that many growing companies fall into, and it also happens to projects within larger companies. Anywhere you find managerial desperation and a hardworking team, “Do It Harder” may be visiting.

IRCC Announces Eligible Programs for PGWPs Immigration, Refugees and Citizenship Canada (IRCC) has updated its guidelines regarding the programs eligible for a Post-Graduation Work Permit (PGWP). As of November 1, international graduates applying for a PGWP must meet additional field of study requirements to qualify for this essential work permit. Eligible Fields of Study for PGWPs The eligible fields of study for the PGWP correspond to the occupation-based Express Entry categories introduced by IRCC in 2023. These categories are aligned with national labor market demands and include the following: • Agriculture and Agri-Food • Healthcare • Science, Technology, Engineering, and Mathematics (STEM) • Trade • Transport Eligible programs in these fields are classified using the Classification of Instructional Programs (CIP), a systematic approach to describing and categorizing educational programs in Canada, akin to the National Occupation Classification (NOC) system used for job classification. Below is a summary of selected instructional programs eligible for the PGWP, along with their respective CIP codes: CIP 2021 Title CIP 2021 Code Field of Study Category Agricultural business and management, general 01.0101 Agriculture and agri-food Animal/livestock husbandry and production 01.0302 Agriculture and agri-food Plant nursery operations and management 01.0606 Agriculture and agri-food Animal health 01.0903 Agriculture and agri-food Agronomy and crop science 01.1102 Agriculture and agri-food Special education and teaching, general 13.1001 Healthcare Exercise physiology 26.0908 Healthcare Physical therapy assistant 51.0806 Healthcare Polysomnography 51.0917 Healthcare Cytotechnology/cytotechnologist 51.1002 Healthcare Computer programming/programmer, general 11.0201 STEM Chemical engineering 14.0701 STEM Engineering mechanics 14.1101 STEM Water, wetlands and marine resources management 03.0205 STEM Computer graphics 11.0803 STEM Electrician 46.0302 Trade Heating, air conditioning, ventilation and refrigeration maintenance technology/technician 47.0201 Trade Machine tool technology/machinist 48.0501 Trade Insulator 46.0414 Trade Plumbing technology/plumber 46.0503 Trade Heavy equipment maintenance technology/technician 47.0302 Transport Air traffic controller 49.0105 Transport Truck and bus driver/commercial vehicle operator and instructor 49.0205 Transport Flight instructor 49.0108 Transport Transportation and materials moving, other 49.9999 Transport

Transformational Leadership Consulting is a leadership development company that is in partnership with LMI and offers world-leading development programmes. They have over 60 years of experience and empower leaders and teams to achieve their highest potential. The consultancy focuses on creating adaptive, visionary leadership by offering tailored leadership consulting, manager training, and time management solutions. Through partnership with LMI, clients gain access to proven methodologies that enhance team dynamics, productivity, and innovation. Whether developing new managers or refining executive leadership, Marcus Haycock provides personalised, results-driven programmes designed to drive meaningful change and long-term success.

One broken window—a badly designed piece of code, a poor management decision that the team must live with for the duration of the project—is all it takes to start the decline. If you find yourself working on a project with quite a few broken windows, it's all too easy to slip into the mindset of "All the rest of this code is crap, I'll just follow suit." It doesn't matter if the project has been fine up to this point. In the original experiment leading to the "Broken Window Theory," an abandoned car sat for a week untouched. But once a single window was broken, the car was stripped and turned upside down within hours. By the same token, if you find yourself on a team and a project where the code is pristinely beautiful—cleanly written, well designed, and elegant—you will likely take extra special care not to mess it up, just like the firefighters. Even if there's a fire raging (deadline, release date, trade show demo, etc.), you don't want to be the first one to make a mess.

Management gave the team new marching orders: they had one more year to rewrite the entire million lines of code. A short time later, a young programmer named Ko Isono went home, loaded a pistol, and shot himself in the heart.

In 1911, Frederick Winslow Taylor’s classic The Principles of Scientific Management enshrined the machine model for several generations. This approach to management rests on three premises: 1 In principle it is possible to know all you need to know to be able to plan what to do. 2 Planners and doers should be separated. 3 “There is but one right way.” A manager was a programmer of robot workers. The essence of management was to create perfect plans and tell people precisely

Generally, programmers aren't thrilled about the iterative method because it means extra work for them. Typically, it's managers new to technology who like the iterative process because it relieves them of having to perform rigorous planning, thinking, and product due diligence

Establishment of development programme:- after doing the above steps it is the duty of human resource department to provide the development opportunities in the organization by establishing different development programmes. 5) Planning development programmes for individuals: - based on the information available the development programmes are planned. 6) Evaluation of executive development:- it is necessary to have a systematic evaluation of executive development to check the changes that are required to be make the development programme more successful.   Concept of career development and stages of career development A career is a sequence of positions held by a person during the course of his working life. It is the different jobs a person holds during his life time. Career planning is not an event or not an end itself it is the process of development of human resources. Stages of career development Development of career of an individual undergoes through a number of stages these stages are; 1) Exploration:- it is the pre employment stage. It ends for most of individuals in their mid twenties when they make transition from college to work. It is the period when a number of expectations are made about one’s career. 2) Establishment:- this stage takes 10 years

project deal is a reason to finish what you've started, be a man please

The underlying message of all these rules is that inheritance tends to work against the primary technical imperative you have as a programmer, which is to manage complexity. For the sake of controlling complexity, you should maintain a heavy bias against inheritance.