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.

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.

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

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

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.

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

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

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

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.

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!

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.

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

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.

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

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

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.

The word “hacker” has two very different meanings. The people I knew who called themselves hackers were software wizards who managed to creatively program themselves out of tight corners. They knew all the nooks and crannies of the operating system. Not dull software engineers who put in forty hours a week, but creative programmers who can’t leave the computer until the machine’s satisfied. A hacker identifies with the computer, knowing it like a friend.

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.

A somewhat provocative example of the interconnections between the gaming industry and finance. A technologist working for a large London hedge fund hinted this to me in interview. Trained in computer science and engineering, this interviewee first worked as a network programmer for large online multiplayer games. His greatest challenge was the fact that the Internet is not instantaneous: when a player sends a command to execute in action, it takes time for the signal to reach the computer server and interact with the commands of other players. For the game to be realistic, such delays have to be taken into account when rendering reality on the screen. The challenge for the network programmer is to make these asymmetries as invisible as possible so that the game seem 'equitable to everyone.' The problem is similar in finance, where the physical distance from the stock exchange's matching engines matters tremendously, requiring a similar solution to the problem of latency: simulating the most likely state of the order book on the firm's computers in order to estimate the most advantageous strategies or the firm's trading algorithms. Gaming and finance are linked not through an institutional imperative of culture or capital - or even a strategy, as such - but rather through the more mundane and lowly problems of how to fairly manage latency and connectivity.

the first Grand Challenge, held in 2004, was a flop. The best that any vehicle could manage was just 7.5 miles on the 142-mile course in the rugged desert on the California-Nevada border. Yet this failure was also a success. “The first competition created a community of innovators, engineers, students, programmers, off-road racers, backyard mechanics, inventors, and dreamers,” said a DARPA official. “The fresh thinking they brought was the spark.

The advance of computerization and automation technologies has meant that many medium-skilled jobs—clerks, travel agents, bookkeepers, and factory workers—have been replaced with new technologies. New jobs have arisen in their place, but those jobs are often one of two types: either they are high-skilled jobs, such as engineers, programmers, managers, and designers, or they are lower-skilled jobs such as retail workers, cleaners, or customer service agents. Exacerbating the trends caused by computers and robots are globalization and regionalization. As medium-skilled technical work is outsourced to workers in developing nations, many of those jobs are disappearing at home. Lower-skilled jobs, which often require face-to-face contact or social knowledge in the form of cultural or language abilities, are likely to remain. Higher-skilled work is also more resistant to shipping overseas because of the benefits of coordination with management and the market. Think of Apple’s tagline on all of its iPhones: “Designed in California. Made in China.” Design and management stay; manufacturing goes.

Step by Step… Can you write out your ideal business step by step Here is a business I am setting up for a client. She wants to shipping start her own shipping company… One she will need a US partner to collect and transfer packages to her in Jamaica. She will also need one in China. I have two contacts. One has a warehouse in Florida The other has two in China. Chinese connect makes goods available within 3 weeks, she has to tell her customers four. The US connect makes it within 3-5 days. She has to tell them within a week… Next she will need a website where her customers can login and track their packages. This will come with individual dashboards. She will need an interface and warehouse management software and logistics APIs. She will also need an automated email set up (journey) to send emails to her customers without her or her agents needing to do that. Without this Saas she would have to hire someone to reply to messages and emails about , someone to call and track, use usps and FedEx tracking numbers to track and reply back to customers. She also needs a beta ApI to allow her warehouse guy to update the CRM with information about her customers packages… Key nodes such as - Intransit to destinations Held at customs Clearance In transit to store Pick up available etc… These will come in as email notifications Fully automated. Everything will be connected using Webhooks… entire system. Saas she might need to use a combination of GOhighlevel, Workiz and To run this as a System as as Service. Each platform can work together using webhooks. Gohighlevel as a Saas is $500 a month Workiz is $200 dollars She can use Odoo which is open source alternative as a CRM And Clickup as Management. This is how a conversational business plan looks. You can see it. You can research it. You can confirm that it’s plausible. It doesn’t sound like pipedreams. It sounds workable to credit companies /banks and investors. It sounds doable to a BDO Client. I also sound as if I know what I am doing. Not a lot of technical language. A confused prospective business investor or banker don’t want to use a dictionary to figure out everything… They want to see the vision as clear as day. You basically need to do to them what I did to you when you joined my programme. It must sound plausible. All businesses is a game of wit. Every deal that is signed benefits both party. Whether initially or in the long term. Those are the sub-tenets of business. Every board meeting or meeting with regulatory boards, banks, credit facilities, municipalities is a game of convincing people to see your thing through… Everyone does Algorithm is simple. People want you to solve their problems with speed and efficiency. Speed is very important and automation. Progress, business and production are tied to ego… that’s why people love seh oh dem start a business or dem have dem online business and nah sell one rass thing. Cause a lot of people think being successful and looking successful are one and the same thing until they meet someone like me or people who done the work… Don’t rush it… you are young and you have time. There are infact certain little nuances Weh yuh only ago learn through experience. Experience and reflection. One of the drawbacks of wanting to run your business by yourself with you and your family members is that you guys will have to be reliant on yourself for feedback which is not alw

Cosgrove advocates treating all plans, milestones, and schedules as tentative, so as to facilitate change. This goes much too far—the common failing of programming groups today is too little management control, not too much. Nevertheless, he offers a great insight. He observes that the reluctance to document designs is not due merely to laziness or time pressure. Instead it comes from the designer's reluctance to commit himself to the defense of decisions which he knows to be tentative. "By documenting a design, the designer exposes himself to the criticisms of everyone, and he must be able to defend everything he writes. If the organizational structure is threatening in any way, nothing is going to be documented until it is completely defensible." Structuring an organization for change is much harder than designing a system for change. Each man must be assigned to jobs that broaden him, so that the whole force is technically flexible. On a large project the manager needs to keep two or three top programmers as a technical cavalry that can gallop to the rescue wherever the battle is thickest. Management structures also need to be changed as the system changes. This means that the boss must give a great deal of attention to keeping his managers and his technical people as interchangeable as their talents allow.

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 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.

Good and Bad Habits Habits can be compared to macros in an Excel sheet. If we have tasks we wish to repeat in multiple cells, we can record a macro to automate them and quickly apply the set of actions to selected cells. Habits are like macros in the brain. On receiving the given cue, the brain automatically performs the actions of its programming. However, there is a catch to it. The created macro does not care whether it was correctly designed or not. If correct, it saves time through automated processes. But if the macro itself is wrong, we end up with a messed up excel sheet. Likewise, habits too programme the brain for our benefit or harm. Here is an anecdotal tale about habits.

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.

Software,” as the venture capitalist Marc Andreessen has proclaimed, “is eating the world.” It’s true. You use software nearly every instant you’re awake. There’s the obvious stuff, like your phone, your laptop, email and social networking and video games and Netflix, the way you order taxis and food. But there’s also less-obvious software lurking all around you. Nearly any paper book or pamphlet you touch was designed using software; code inside your car helps manage the braking system; “machine-learning” algorithms at your bank scrutinize your purchasing activity to help spy the moment when a criminal dupes your card and starts fraudulently buying things using your money. And this may sound weirdly obvious, but every single one of those pieces of software was written by a programmer—someone precisely like Ruchi Sanghvi or Mark Zuckerberg. Odds are high the person who originally thought of the product was a coder: Programmers spend their days trying to get computers to do new things, so they’re often very good at understanding the crazy what-ifs that computers make possible. (What if you had a computer take every word you typed and, quietly and constantly and automatically in the background, checked it against a dictionary of common English words? Hello, spell-check!) Sometimes it seems that the software we use just sort of sprang into existence, like grass growing on the lawn. But it didn’t. It was created by someone who wrote out—in code—a long, painstaking set of instructions telling the computer precisely what to do, step-by-step, to get a job done. There’s a sort of priestly class mystery cultivated around the word algorithm, but all they consist of are instructions: Do this, then do this, then do this. News Feed is now an extraordinarily complicated algorithm involving some trained machine learning; but it’s ultimately still just a list of rules. So the rule makers have power. Indeed, these days, the founders of high-tech companies—the ones who determine what products get created, what problems get solved, and what constitutes a “problem” in the first place—are increasingly technologists, the folks who cut their teeth writing endless lines of code and who cobbled together the prototype for their new firm themselves. Programmers are thus among the most quietly influential people on the planet.

People have lost sight of the original intention of COBOL’s designers. To quote one of them, Jean Sammet: The users for whom COBOL was designed were actually two subclasses of those people concerned with business data processing problems. One is the relatively inexperienced programmer for whom the naturalness of COBOL would be an asset, while the other type of user would be essentially anybody who had not written the program initially. In other words, the readability of COBOL programs would provide documentation to all who might wish to examine the programs, including the supervisory or management personnel. Little attempt was made to cater to professional programmers…

In many cases, unproven ideas carry too much risk and uncertainty. Managers know that if they bet on a bad idea, it might be a career-limiting move, but if they pass on a good idea, it’s unlikely anyone will ever find out. And even if managers are supportive of an idea, if they perceive leaders above them as opposed to it, they tend to see it as a losing proposition. All it takes is one gatekeeper to close off a new frontier. That kind of hierarchy is set up to reject ideas with hidden potential. You can see it clearly in the tech world. Xerox programmers pioneered the personal computer but struggled to get managers to commercialize it. An engineer at Kodak invented the first digital camera but couldn’t persuade management to prioritize it.

Mike Adams was by far the hardest for me to read. He was supportive in my first few weeks, but he was the least visible, occupied by prior projects. I also understood the least about the kinds of programming that were his strengths. Although I wasn't a programmer, I did have a computer science degree, something that, ironically, neither Adams, nor Peatling, nor Beau had. I didn't write code mostly because early in my career, I realized I did best at the level above code: leading teams, working with ideas, and shepherding projects to ship. Over my career, I've often been asked how I could manage programmers without doing programming myself. I believe I can manage anyone making anything provided two things are true: clarity and trust. If there is clarity between us on the goal and how we'll know when we're done, then we can speak the same language about what we need to do to get there. I knew enough about programming to call bullshit when needed and ask insightful questions. Making good things is about managing hundreds of trade-off decisions, and that's one of my best skills. Regarding clarity, most teams in the working world are starving for it. Layers of hierarchy create conflicting goals. Many teams have leaders who've never experienced clarity in their entire lives: they don't know what to look for, much less what to do when they find it. Thinking clearly, as trite as it sounds, was my strength.

Most of my career has been spent selling “plans of action and programmes of collaboration,” whether to Rexall to start up Pronto Markets; or Bank of America to buy out Pronto; or landlords; or vendors, many of whom have been very skeptical of, if not outright hostile to, my plans; and above all to my employees. If you want to know what differentiates me from most managers, that’s it. From the beginning, thanks to Ortega y Gasset, I’ve been aware of the need to sell everybody.

If I had known that I could be a programmer and a teacher at the same time, I think I would have aimed for this career much sooner because this is my sweet spot: being able to do something that's creative and logical like programming, but also focusing on the documentation, the teaching, and the speaking - Trisha Gee

If you want to get a job as a programmer at a company that makes an open-source product, then contribute pull requests. If you want to get a job in developer relations, don't just contribute pull requests: go out and talk about the product. - Ted Neward

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.

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.

Until you have your ducks in a row, hold off on hiring a bunch of salespeople. First, hire an expert to help you build a solid playbook, figure out what kind of people you want to hire, set up your daily huddle, and figure out who your customers are. That’s really what it looks like to transform into a sales-driven culture, where it’s everyone’s job to think about how to make sales more effective, from the receptionist taking a message to the software programmer in charge of the Content Management System. As companies grow, it’s easy for them to become more siloed and disconnected from other departments, but a salesdriven culture reaffirms the principle that the company exists to solve a problem, to connect customers to the solution for their problem, and to close that deal.

There are certain tips and tricks that apply at all levels of software development, ideas that are almost axiomatic, and processes that are virtually universal. However, these approaches are rarely documented as such; you'll mostly find them written down as odd sentences in discussions of design, project management, or coding.

The main rationale for the "elimination of politics' is also its main tool: rapid and broad-based economic development, in PAP thinking, both justifies as well as facilitates depoliticization. Behind this approach is the assumption that sound economic management can largely do away with political conflict. Whatever little friction that remains, the theory goes, can be sandpapered down with authoritarian methods that are not so course as to provoke widespread dissent. Then, the main political tasks that remain would be to boost citizens' trust in the long-term wisdom of programmes that may entail short-term pain, and to enhance the sensation of nationhood and mobilise them towards national goals

In the postwar period, democratic politics was transformed not only by the switch to oil, but by the development of two new methods of governing democracies, both made possible by the growing use of energy from oil. One of these was an arrangement for managing the value of money and limiting the power of financial speculation, which was said to have destroyed interwar democracy – a system built with the pipelines, oil agreements and oligarchies that organised the supply and pricing of oil. It was accompanied by the construction of the Cold War, which provided a framework for the policing of the postwar Middle East that replaced the need for mandates, trusteeships, development programmes and other scaffoldings for imperial power. The other new mode of governing democracies was the manufacture of ‘the economy’ – an object whose experts began to displace democratic debate and whose mechanisms set limits to egalitarian demands.

So far, the results confirm the folklore: Programmers seem to be a bit more productive after they’ve done the estimate themselves, compared to cases in which the manager did it without even consulting them. When the two did the estimating together, the results tended to fall in between.

Alexis Tsipras, the Syriza leader, has in recent weeks abandoned his pledge to “tear up” the country’s bailout agreement with international creditors and is emphasising more moderate steps to address Greece’s debt load as well as his deep commitment to the euro. Krishna Guha, of Evercore ISI, warned that — at a minimum — investors now faced “a four-week period of elevated uncertainty in which eurozone risk assets will struggle to perform”. Yet Mr Guha added: “We believe that Tsipras will prove more pragmatic than past Syriza rhetoric suggests. He has opened back channels to Berlin, Paris and Frankfurt, and has every incentive to try to negotiate relatively cosmetic changes to Greece’s programme and ride the early-stage Greek recovery rather than derail it.” Nick Wall, a portfolio manager at Invesco, also noted Mr Tsipras’ recent attempt to tack to the political centre. “They are going to need private sector investors, particularly if they are going to start running deficits again.

Fighting against the system may not always be inappropriate if the system or person is corrupt, but there are ways of doing this without losing your own integrity. If

One of the reasons why Freelance Programmers thrived in its early days - where so many new enterprises fail - was that, simply by allowing our programmers and project managers to perform their duties when and where they pleased, I had surrendered a significant part of the control that employers traditionally exercise over those who work for them. Our competitors were still insisting that their staff worked for fixed hours, in fixed places, clocking in and clocking out and having to account for what they were doing throughout each shift. I trusted mine to manage their own time, as long as the work got done. The result? Not the anarchy and idleness that a traditionalist manager would have predicted but, instead, unrivalled productivity.

When a machine manages to be simultaneously meaningful and surprising in the same rich way, it too compels a mentalistic interpretation. Of course, somewhere behind the scenes, there are programmers who, in principle, have a mechanical interpretation. But even for them, that interpretation loses its grip as the working program fills its memory with details too voluminous for them to grasp.

Your identity should not be fully defined by what you do, by being a manager, a wife, a mother of children or a computer programmer

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.

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.

Indeed, it seems the prescription for highest software productivity is almost a Zen paradox; if you want the most efficient production, you must give up trying to make programmers produce. Handle their subsistence, give them their heads, and forget about deadlines. To a conventional manager this sounds crazily indulgent and doomed — but it is exactly the recipe with which the open-source culture is now clobbering its competition.