Software Requirements Quotes

It should be noted that no ethically -trained software engineer would ever consent to write a DestroyBaghdad procedure. Basic professional ethics would instead require him to write a DestroyCity procedure, to which Baghdad could be given as a parameter.

Generally, the craft of programming is the factoring of a set of requirements into a a set of functions and data structures.

People at McDonald’s get trained for their positions, but people with far more complicated jobs don’t. It makes no sense. Would you want to stand on the line of the untrained person at McDonald’s? Would you want to use the software written by the engineer who was never told how the rest of the code worked? A lot of companies think their employees are so smart that they require no training. That’s silly. When I first became a manager,

Raising a child puts you in touch, deeply, inescapably, daily, with some pretty heady issues: What is love and how do we get ours? Why does the world contain evil and pain and loss? How can we discover dignity and tolerance? Who is in power and why? What’s the best way to resolve conflict? If we want to give an AI any major responsibilities, then it will need good answers to these questions. That’s not going to happen by loading the works of Kant into a computer’s memory; it’s going to require the equivalent of good parenting.

By claiming that they can contribute to software engineering, the soft scientists make themselves even more ridiculous. (Not less dangerous, alas!) In spite of its name, software engineering requires (cruelly) hard science for its support.

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

Some lovers break up with each other the first time they have a big argument; some parents do as little for their children as they can get away with; some pet owners ignore their pets whenever they become inconvenient. In all of those cases, the people are unwilling to make an effort. Having a real relationship, whether with a lover or a child or a pet, requires that you be willing to balance the other party’s wants and needs with your own.

Adjusting to the requirement for perfection is, I think, the most difficult part of learning to program.

Education requires both a teacher and a student. Many of us are too often reluctant to be a student.

Without requirements and design, programming is the art of adding bugs to an empty text file.

If the discipline of requirements specification has taught us anything, it is that well-specified requirements are as formal as code and can act as executable tests of that code!

Three arguments (triadic) should be avoided where possible. More than three (polyadic) requires very special justification—and then shouldn’t be used anyway.

cities have marvelous innate abilities for understanding, communicating, contriving and inventing what is required to combat their difficulties,” she wrote. They get their order from below; they are learning machines, pattern recognizers—even when the patterns they respond to are unhealthy ones.

If we think of the relationship between software and hardware, Artificial Intelligence mainly flows from software to hardware, just as the human mind controls the body. The recognition processed by Machine Learning directs hardware and other software. On the contrary, in the Internet of Things, processing from hardware to software is the main process, and the huge amount of big data collected by sensors is analysed by software.

What would the world be like if you had to develop a power yourself before you could use it? Just as a silly example: How would the comment section on YouTube change if, to use it, you had to have the schooling necessary to have a basic understanding of how computers and the internet work? More seriously, would anyone smart enough to know how to design and build a tank, or a laser guided anti-aircraft missile, or a computer and video editing software be stupid enough to join ISIS? In fact, if such knowledge was required—would it even be possible for there to be standing armies?

When you yet to do 100% of what somebody wants, you need a perfect match, and it's pretty rare that you have a perfect match between what you thought people needed and what they actually need. If you try instead to do 80 percent of what they need, there's a pretty good chance you'll hit a sweet spot.

Software quality begins with the quality of the requirements.

The goal of software architecture is to minimize the human resources required to build and maintain the required system.

To communicate effectively, the code must be based on the same language used to write the requirements—the same language that the developers speak with each other and with domain experts.

These same people were required to be adept at software. They’d pull an all-nighter building a turbo pump for the engine and then dig in the next night to retool a suite of applications used to control the engines. Hollman did this type of work all the time and was an all-star, but he was not alone among this group of young, nimble engineers who crossed disciplines out of necessity and the spirit of adventure. “There was an almost addictive quality to the experience,” Hollman said. “You’re twenty-four or twenty-five, and they’re trusting you with so much. It was very empowering.” To get to space,

The moral of the story is simple: Test code is just as important as production code. It is not a second-class citizen. It requires thought, design, and care. It must be kept as clean as production code.

Summary of Scrum vs Kanban Similarities: - Both are Lean and Agile - Both use pull scheduling - Both limit WIP - Both use transperency to drive process improvement - Both focus on delivering releasable software and often - Both are based on self-organizing teams - Both require breaking the work into pieces. - In both, the release plan is continuously optimized based on empirical data (velocity/lead time)

From then on, my computer monitored my vital signs and kept track of exactly how many calories I burned during the course of each day. If I didn’t meet my daily exercise requirements, the system prevented me from logging into my OASIS account. This meant that I couldn’t go to work, continue my quest, or, in effect, live my life. Once the lockout was engaged, you couldn’t disable it for two months. And the software was bound to my OASIS account, so I couldn’t just buy a new computer or go rent a booth in some public OASIS café. If I wanted to log in, I had no choice but to exercise first. This proved to be the only motivation I needed. The lockout software also monitored my dietary intake. Each day I was allowed to select meals from a preset menu of healthy, low-calorie foods. The software would order the food for me online and it would be delivered to my door. Since I never left my apartment, it was easy for the program to keep track of everything I ate. If I ordered additional food on my own, it would increase the amount of exercise I had to do each day, to offset my additional calorie intake. This was some sadistic software. But it worked. The pounds began to melt off, and after a few months, I was in near-perfect health. For the first time in my life I had a flat stomach, and muscles. I also had twice the energy, and I got sick a lot less frequently. When the two months ended and I was finally given the option to disable the fitness lockout, I decided to keep it in place. Now, exercising was a part of my daily ritual.

Kanban is not a software development lifecycle methodology or an approach to project management. It requires that some process is already in place so that Kanban can be applied to incrementally change the underlying process.

The main problem with Sentinel, Fulgham believed, was that the bureau—like many big organizations—had tried to plan everything in advance. But creating great software requires flexibility. Problems pop up unexpectedly and breakthroughs are unpredictable.

Kanban must not be thought of as a software development lifecycle process or a project-management process. Kanban is a change-management technique that requires making alterations to an existing process: changes such as adding work-in-progress limits to it. Work

I learned that Bill himself has long appreciated the importance of competencies other than talent. Back in the days when he had a more direct role in hiring software programmers at Microsoft, for instance, he said he’d give applicants a programming task he knew would require hours and hours of tedious troubleshooting. This wasn’t an IQ test, or a test of programming skills. Rather, it was a test of a person’s ability to muscle through, press on, get to the finish line. Bill only hired programmers who finished what they began.

Nothing has a more profound and long-term degrading effect upon a development project than bad code. Bad schedules can be redone, bad requirements can be redefined. Bad team dynamics can be repaired. But bad code rots and ferments, becoming an inexorable weight that drags the team down.

Robotics, however, is much more difficult. It requires a delicate interplay of mechanical engineering, perception AI, and fine-motor manipulation. These are all solvable problems, but not at nearly the speed at which pure software is being built to handle white-collar cognitive tasks. Once that robot is built, it must also be tested, sold, shipped, installed, and maintained on-site. Adjustments to the robot’s underlying algorithms can sometimes be made remotely, but any mechanical hiccups require hands-on work with the machine. All these frictions will slow down the pace of robotic automation.

Another critical element is to keep your plan 100 percent creative. Stay out of the back office. Creative work always requires noncreative work to support it: setting up software, testing tools, learning new skills, and so on. Don’t get sucked in. Never let the admin get ahead of the real work, the making and the doing.

Building software implies various stages of planning, preparation and execution that vary in kind and degree depending on what's being built. [...] Building a four-foot tower requires a steady hand, a level surface, and 10 undamaged beer cans. Building a tower 100 times that size doesn't merely require 100 times as many beer cans.

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

I conclude that there are two ways of constructing a software design: One way is to make it so simple that there are obviously no deficiencies and the other way is to make it so complicated that there are no obvious deficiencies. The first method is far more difficult. It demands the same skill, devotion, insight, and even inspiration as the discovery of the simple physical laws which underlie the complex phenomena of nature. It also requires a willingness to accept objectives which are limited by physical, logical, and technological constraints, and to accept a compromise when conflicting objectives cannot be met. No committee will ever do this until it is too late.

Connascence, in the context of software engineering, refers to the degree of coupling between software components. (Connascence.io hosts a handy reference to the various types of connascence.) Software components are connascent if a change in one would require the other(s) to be modified in order to maintain the overall correctness of the system.

It is important to note that the design of an entire brain region is simpler than the design of a single neuron. As discussed earlier, models often get simpler at a higher level—consider an analogy with a computer. We do need to understand the detailed physics ofsemiconductors to model a transistor, and the equations underlying a single real transistor are complex. A digital circuit that multiples two numbers requires hundreds of them. Yet we can model this multiplication circuit very simply with one or two formulas. An entire computer with billions of transistors can be modeled through its instruction set and register description, which can be described on a handful of written pages of text and formulas. The software programs for an operating system, language compilers, and assemblers are reasonably complex, but modeling a particular program—for example, a speech recognition programbased on hierarchical hidden Markov modeling—may likewise be described in only a few pages of equations. Nowhere in such a description would be found the details ofsemiconductor physics or even of computer architecture. A similar observation holds true for the brain. A particular neocortical pattern recognizer that detects a particular invariant visualfeature (such as a face) or that performs a bandpass filtering (restricting input to a specific frequency range) on sound or that evaluates the temporal proximity of two events can be described with far fewer specific details than the actual physics and chemicalrelations controlling the neurotransmitters, ion channels, and other synaptic and dendritic variables involved in the neural processes. Although all of this complexity needs to be carefully considered before advancing to the next higher conceptual level, much of it can be simplified as the operating principles of the brain are revealed.

The ways to find one’s way to Enlightenment are many. There is prayer and fasting, and some try that to great effect, but that road is severe, particularly to people with electronic scheduling software and a lot of business lunches as part of the general requirements of their jobs, not to mention drinks after work, and pretty soon fasting, if not prayer, is out the window.

Learning to write clean code is hard work. It requires more than just the knowledge of principles and patterns. You must sweat over it. You must practice it yourself, and watch yourself fail. You must watch others practice it and fail. You must see them stumble and retrace their steps. You must see them agonize over decisions and see the price they pay for making those decisions the wrong way.

First, one must perform perfectly. The computer resembles the magic of legend in this respect, too. If one character, one pause, of the incantation is not strictly in proper form, the magic doesn't work. Human beings are not accustomed to being perfect, and few areas of human activity demand it. Adjusting to the requirement for perfection is, I think, the most difficult part of learning to program.[1]

Stallman issued a manifesto: “I consider that the Golden Rule requires that if I like a program I must share it with other people who like it. Software sellers want to divide the users and conquer them, making each user agree not to share with others. I refuse to break solidarity with other users in this way. . . . Once GNU is written, everyone will be able to obtain good system software free, just like air.”123

If you need to visualize the soul, think of it as a cross between a wolf howl, a photon, and a dribble of dark molasses. But what it really is, as near as I can tell, is a packet of information. It’s a program, a piece of hyperspatial software designed explicitly to interface with the Mystery. Not a mystery, mind you, the Mystery. The one that can never be solved. To one degree or another, everybody is connected to the Mystery, and everybody secretly yearns to expand the connection. That requires expanding the soul. These things can enlarge the soul: laughter, danger, imagination, meditation, wild nature, passion, compassion, psychedelics, beauty, iconoclasm, and driving around in the rain with the top down. These things can diminish it: fear, bitterness, blandness, trendiness, egotism, violence, corruption, ignorance, grasping, shining, and eating ketchup on cottage cheese. Data in our psychic program is often nonlinear, nonhierarchical, archaic, alive, and teeming with paradox. Simply booting up is a challenge, if not for no other reason than that most of us find acknowledging the unknowable and monitoring its intrusions upon the familiar and mundane more than a little embarrassing. But say you’ve inflated your soul to the size of a beach ball and it’s soaking into the Mystery like wine into a mattress. What have you accomplished? Well, long term, you may have prepared yourself for a successful metamorphosis, an almost inconceivable transformation to be precipitated by your death or by some great worldwide eschatological whoopjamboreehoo. You may have. No one can say for sure. More immediately, by waxing soulful you will have granted yourself the possibility of ecstatic participation in what the ancients considered a divinely animated universe. And on a day to day basis, folks, it doesn’t get any better than that.

You could have chosen any number of career paths, but this one is exciting. It’s creative. It requires deep thinking and rewards you with a sense of being able to do something that most of the people you meet each day can’t imagine being able to do. We may worry about progressing to the next level, making an impact, or gaining respect from our co-workers or our peers in the industry, but if you really stop to think about it, we’ve got it really good. Software development is both challenging and rewarding. It’s creative like an art-form, but (unlike art) it provides concrete,measurable value. Software development is fun! Ultimately, the most important thing I’ve learned over the journey that my career in software development has been is that it’s not what you do for a living or what you have that’s important. It’s how you choose to accept these things. It’s internal. Satisfaction, like our career choices, is something that should be sought after and decided upon with intention.

Security is a big and serious deal, but it’s also largely a solved problem. That’s why the average person is quite willing to do their banking online and why nobody is afraid of entering their credit card number on Amazon. At 37signals, we’ve devised a simple security checklist all employees must follow: 1. All computers must use hard drive encryption, like the built-in FileVault feature in Apple’s OS X operating system. This ensures that a lost laptop is merely an inconvenience and an insurance claim, not a company-wide emergency and a scramble to change passwords and worry about what documents might be leaked. 2. Disable automatic login, require a password when waking from sleep, and set the computer to automatically lock after ten inactive minutes. 3. Turn on encryption for all sites you visit, especially critical services like Gmail. These days all sites use something called HTTPS or SSL. Look for the little lock icon in front of the Internet address. (We forced all 37signals products onto SSL a few years back to help with this.) 4. Make sure all smartphones and tablets use lock codes and can be wiped remotely. On the iPhone, you can do this through the “Find iPhone” application. This rule is easily forgotten as we tend to think of these tools as something for the home, but inevitably you’ll check your work email or log into Basecamp using your tablet. A smartphone or tablet needs to be treated with as much respect as your laptop. 5. Use a unique, generated, long-form password for each site you visit, kept by password-managing software, such as 1Password.§ We’re sorry to say, “secretmonkey” is not going to fool anyone. And even if you manage to remember UM6vDjwidQE9C28Z, it’s no good if it’s used on every site and one of them is hacked. (It happens all the time!) 6. Turn on two-factor authentication when using Gmail, so you can’t log in without having access to your cell phone for a login code (this means that someone who gets hold of your login and password also needs to get hold of your phone to login). And keep in mind: if your email security fails, all other online services will fail too, since an intruder can use the “password reset” from any other site to have a new password sent to the email account they now have access to. Creating security protocols and algorithms is the computer equivalent of rocket science, but taking advantage of them isn’t. Take the time to learn the basics and they’ll cease being scary voodoo that you can’t trust. These days, security for your devices is just simple good sense, like putting on your seat belt.

I conclude that there are two ways of constructing a software design: One way is to make it so simple that there are obviously no deficiencies and the other way is to make it so complicated that there are no obvious deficiencies. The first method is far more difficult. It demands the same skill, devotion, insight, and even inspiration as the discovery of the simple physical laws which underlie the complex phenomena of nature. It also requires a willingness to accept objectives which are limited by physical, logical, and technological constraints, and to accept a compromise when conflicting objectives cannot be met. No committee will ever do this until it is too late.

By tracing the early history of USCYBERCOM it is possible to understand some of the reasons why the military has focused almost completely on network defense and cyber attack while being unaware of the need to address the vulnerabilities in systems that could be exploited in future conflicts against technologically capable adversaries. It is a problem mirrored in most organizations. The network security staff are separate from the endpoint security staff who manage desktops through patch and vulnerability management tools and ensure that software and anti-virus signatures are up to date. Meanwhile, the development teams that create new applications, web services, and digital business ventures, work completely on their own with little concern for security. The analogous behavior observed in the military is the creation of new weapons systems, ISR platforms, precision targeting, and C2 capabilities without ensuring that they are resistant to the types of attacks that USCYBERCOM and the NSA have been researching and deploying. USCYBERCOM had its genesis in NCW thinking. First the military worked to participate in the information revolution by joining their networks together. Then it recognized the need for protecting those networks, now deemed cyberspace. The concept that a strong defense requires a strong offense, carried over from missile defense and Cold War strategies, led to a focus on network attack and less emphasis on improving resiliency of computing platforms and weapons systems.

THE RIVE BROTHERS used to be like a technology gang. In the late 1990s, they would jump on skateboards and zip around the streets of Santa Cruz, knocking on the doors of businesses and asking if they needed any help managing their computing systems. The young men, who had all grown up in South Africa with their cousin Elon Musk, soon decided there must be an easier way to hawk their technology smarts than going door-to-door. They wrote some software that allowed them to take control of their clients’ systems from afar and to automate many of the standard tasks that companies required, such as installing updates for applications. The software became the basis of a new company called Everdream, and the brothers promoted their technology in some compelling ways.

So we borrow from other professions. We call ourselves software “engineers,” or “architects.” But we aren’t, are we? Architects and engineers have a rigor and discipline we could only dream of, and their importance in society is well understood. I remember talking to a friend of mine, the day before he became a qualified architect. “Tomorrow,” he said, “if I give you advice down at the pub about how to build some‐ thing and it’s wrong, I get held to account. I could get sued, as in the eyes of the law I am now a qualified architect and I should be held responsible if I get it wrong.” The importance of these jobs to society means that there are required qualifications people have to meet. In the UK, for example, a minimum of seven years study is required before you can be called an architect. But these jobs are also based on a body of knowledge going back thousands of years. And us? Not quite. Which is also why I view most forms of IT certification as worthless, as we know so little about what good looks like

All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation.

Rich Purnell sipped coffee in the silent building. Only his cubicle illuminated the otherwise dark room. Continuing with his computations, he ran a final test on the software he'd written. It passed. With a relieved sigh, he sank back in his chair. Checking the clock on his computer, he shook his head. 3:42am. Being an astrodynamicist, Rich rarely had to work late. His job was the find the exact orbits and course corrections needed for any given mission. Usually, it was one of the first parts of a project; all the other steps being based on the orbit. But this time, things were reversed. Iris needed an orbital path, and nobody knew when it would launch. A non-Hoffman Mars-transfer isn't challenging, but it does require the exact locations of Earth and Mars. Planets move as time goes by. An orbit calculated for a specific launch date will work only for that date. Even a single day's difference would result in missing Mars entirely. So Rich had to calculate many orbits. He had a range of 25 days during which Iris might launch. He calculated one orbital path for each. He began an email to his boss. "Mike", he typed, "Attached are the orbital paths for Iris, in 1-day increments. We should start peer-review and vetting so they can be officially accepted. And you were right, I was here almost all night. It wasn't that bad. Nowhere near the pain of calculating orbits for Hermes. I know you get bored when I go in to the math, so I'll summarize: The small, constant thrust of Hermes's ion drives is much harder to deal with than the large point-thrusts of presupply probes. All 25 of the orbits take 349 days, and vary only slightly in thrust duration and angle. The fuel requirement is nearly identical for the orbits and is well within the capacity of EagleEye's booster. It's too bad. Earth and Mars are really badly positioned. Heck, it's almost easier to-" He stopped typing. Furrowing his brow, he stared in to the distance. "Hmm." he said. Grabbing his coffee cup, he went to the break room for a refill. ... "Rich", said Mike. Rich Purnell concentrated on his computer screen. His cubicle was a landfill of printouts, charts, and reference books. Empty coffee cups rested on every surface; take-out packaging littered the ground. "Rich", Mike said, more forcefully. Rich looked up. "Yeah?" "What the hell are you doing?" "Just a little side project. Something I wanted to check up on." "Well... that's fine, I guess", Mike said, "but you need to do your assigned work first. I asked for those satellite adjustments two weeks ago and you still haven't done them." "I need some supercomputer time." Rich said. "You need supercomputer time to calculate routine satellite adjustments?" "No, it's for this other thing I'm working on", Rich said. "Rich, seriously. You have to do your job." Rich thought for a moment. "Would now be a good time for a vacation?" He asked. Mike sighed. "You know what, Rich? I think now would be an ideal time for you to take a vacation." "Great!" Rich smiled. "I'll start right now." "Sure", Mike said. "Go on home. Get some rest." "Oh, I'm not going home", said Rich, returning to his calculations. Mike rubbed his eyes. "Ok, whatever. About those satellite orbits...?" "I'm on vacation", Rich said without looking up. Mike shrugged and walked away.

The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation. On the assembly line

1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation

One of those was Gary Bradski, an expert in machine vision at Intel Labs in Santa Clara. The company was the world’s largest chipmaker and had developed a manufacturing strategy called “copy exact,” a way of developing next-generation manufacturing techniques to make ever-smaller chips. Intel would develop a new technology at a prototype facility and then export that process to wherever it planned to produce the denser chips in volume. It was a system that required discipline, and Bradski was a bit of a “Wild Duck”—a term that IBM originally used to describe employees who refused to fly in formation—compared to typical engineers in Intel’s regimented semiconductor manufacturing culture. A refugee from the high-flying finance world of “quants” on the East Coast, Bradski arrived at Intel in 1996 and was forced to spend a year doing boring grunt work, like developing an image-processing software library for factory automation applications. After paying his dues, he was moved to the chipmaker’s research laboratory and started researching interesting projects. Bradski had grown up in Palo Alto before leaving to study physics and artificial intelligence at Berkeley and Boston University. He returned because he had been bitten by the Silicon Valley entrepreneurial bug.

In teaching an honors writing class, I juxtaposed Mary Shelley’s Frankenstein with Shelley Jackson’s Patchwork Girl, an electronic hypertext fiction written in proprietary Storyspace software. Since these were honors students, many of them had already read Frankenstein and were, moreover, practiced in close reading and literary analysis. When it came to digital reading, however, they were accustomed to the scanning and fast skimming typical of hyper reading; they therefore expected that it might take them, oh, half an hour to go through Jackson’s text. They were shocked when I told them a reasonable time to spend with Jackson’s text was about the time it would take them to read Frankenstein, say, ten hours or so. I divided them into teams and assigned a section of Jackson’s text to each team, telling them that I wanted them to discover all the lexias (i.e., blocks of digital text) in their section and warning them that the Storyspace software allows certain lexias to be hidden until others are read. Finally, I asked them to diagram interrelations between lexias, drawing on all three views that the Storyspace software enables. As a consequence, the students were not only required to read closely but also to analyze the narrative strategies Jackson uses to construct her text.

2006 interview by Jim Gray, Amazon CTO Werner Vogels recalled another watershed moment: We went through a period of serious introspection and concluded that a service-oriented architecture would give us the level of isolation that would allow us to build many software components rapidly and independently. By the way, this was way before service-oriented was a buzzword. For us service orientation means encapsulating the data with the business logic that operates on the data, with the only access through a published service interface. No direct database access is allowed from outside the service, and there’s no data sharing among the services.3 That’s a lot to unpack for non–software engineers, but the basic idea is this: If multiple teams have direct access to a shared block of software code or some part of a database, they slow each other down. Whether they’re allowed to change the way the code works, change how the data are organized, or merely build something that uses the shared code or data, everybody is at risk if anybody makes a change. Managing that risk requires a lot of time spent in coordination. The solution is to encapsulate, that is, assign ownership of a given block of code or part of a database to one team. Anyone else who wants something from that walled-off area must make a well-documented service request via an API.

our explosive growth was slowing down our pace of innovation. We were spending more time coordinating and less time building. More features meant more software, written and supported by more software engineers, so both the code base and the technical staff grew continuously. Software engineers were once free to modify any section of the entire code base to independently develop, test, and immediately deploy any new features to the website. But as the number of software engineers grew, their work overlapped and intertwined until it was often difficult for teams to complete their work independently. Each overlap created one kind of dependency, which describes something one team needs but can’t supply for itself. If my team’s work requires effort from yours—whether it’s to build something new, participate, or review—you’re one of my dependencies. Conversely, if your team needs something from mine, I’m a dependency of yours. Managing dependencies requires coordination—two or more people sitting down to hash out a solution—and coordination takes time. As Amazon grew, we realized that despite our best efforts, we were spending too much time coordinating and not enough time building. That’s because, while the growth in employees was linear, the number of their possible lines of communication grew exponentially. Regardless of what form it takes—and we’ll get into the different forms in more detail shortly—every dependency creates drag. Amazon’s growing number of dependencies delayed results, increased frustration, and disempowered teams.

If you want to make money at some point, remember this, because this is one of the reasons startups win. Big companies want to decrease the standard deviation of design outcomes because they want to avoid disasters. But when you damp oscillations, you lose the high points as well as the low. This is not a problem for big companies, because they don't win by making great products. Big companies win by sucking less than other big companies.” - “The place to fight design wars is in new markets, where no one has yet managed to establish any fortifications. That's where you can win big by taking the bold approach to design, and having the same people both design and implement the product. Microsoft themselves did this at the start. So did Apple. And Hewlett- Packard. I suspect almost every successful startup has.” - “Great software, likewise, requires a fanatical devotion to beauty. If you look inside good software, you find that parts no one is ever supposed to see are beautiful too.” - “The right way to collaborate, I think, is to divide projects into sharply defined modules, each with a definite owner, and with interfaces between them that are as carefully designed and, if possible, as articulated as programming languages. Like painting, most software is intended for a human audience. And so hackers, like painters, must have empathy to do really great work. You have to be able to see things from the user's point of view.” - “It turns out that looking at things from other people's point of view is practically the secret of success.” - “Part of what software has to do is explain itself. So to write good software you have to understand how little users understand. They're going to walk up to the software with no preparation, and it had better do what they guess it will, because they're not going to read the manual.

In about 1951, a quality approach called Total Productive Maintenance (TPM) came on the Japanese scene. Its focus is on maintenance rather than on production. One of the major pillars of TPM is the set of so-called 5S principles. 5S is a set of disciplines—and here I use the term “discipline” instructively. These 5S principles are in fact at the foundations of Lean—another buzzword on the Western scene, and an increasingly prominent buzzword in software circles. These principles are not an option. As Uncle Bob relates in his front matter, good software practice requires such discipline: focus, presence of mind, and thinking. It is not always just about doing, about pushing the factory equipment to produce at the optimal velocity. The 5S philosophy comprises these concepts: • Seiri, or organization (think “sort” in English). Knowing where things are—using approaches such as suitable naming—is crucial. You think naming identifiers isn’t important? Read on in the following chapters. • Seiton, or tidiness (think “systematize” in English). There is an old American saying: A place for everything, and everything in its place. A piece of code should be where you expect to find it—and, if not, you should re-factor to get it there. • Seiso, or cleaning (think “shine” in English): Keep the workplace free of hanging wires, grease, scraps, and waste. What do the authors here say about littering your code with comments and commented-out code lines that capture history or wishes for the future? Get rid of them. • Seiketsu, or standardization: The group agrees about how to keep the workplace clean. Do you think this book says anything about having a consistent coding style and set of practices within the group? Where do those standards come from? Read on. • Shutsuke, or discipline (self-discipline). This means having the discipline to follow the practices and to frequently reflect on one’s work and be willing to change.

a young Goldman Sachs banker named Joseph Park was sitting in his apartment, frustrated at the effort required to get access to entertainment. Why should he trek all the way to Blockbuster to rent a movie? He should just be able to open a website, pick out a movie, and have it delivered to his door. Despite raising around $250 million, Kozmo, the company Park founded, went bankrupt in 2001. His biggest mistake was making a brash promise for one-hour delivery of virtually anything, and investing in building national operations to support growth that never happened. One study of over three thousand startups indicates that roughly three out of every four fail because of premature scaling—making investments that the market isn’t yet ready to support. Had Park proceeded more slowly, he might have noticed that with the current technology available, one-hour delivery was an impractical and low-margin business. There was, however, a tremendous demand for online movie rentals. Netflix was just then getting off the ground, and Kozmo might have been able to compete in the area of mail-order rentals and then online movie streaming. Later, he might have been able to capitalize on technological changes that made it possible for Instacart to build a logistics operation that made one-hour grocery delivery scalable and profitable. Since the market is more defined when settlers enter, they can focus on providing superior quality instead of deliberating about what to offer in the first place. “Wouldn’t you rather be second or third and see how the guy in first did, and then . . . improve it?” Malcolm Gladwell asked in an interview. “When ideas get really complicated, and when the world gets complicated, it’s foolish to think the person who’s first can work it all out,” Gladwell remarked. “Most good things, it takes a long time to figure them out.”* Second, there’s reason to believe that the kinds of people who choose to be late movers may be better suited to succeed. Risk seekers are drawn to being first, and they’re prone to making impulsive decisions. Meanwhile, more risk-averse entrepreneurs watch from the sidelines, waiting for the right opportunity and balancing their risk portfolios before entering. In a study of software startups, strategy researchers Elizabeth Pontikes and William Barnett find that when entrepreneurs rush to follow the crowd into hyped markets, their startups are less likely to survive and grow. When entrepreneurs wait for the market to cool down, they have higher odds of success: “Nonconformists . . . that buck the trend are most likely to stay in the market, receive funding, and ultimately go public.” Third, along with being less recklessly ambitious, settlers can improve upon competitors’ technology to make products better. When you’re the first to market, you have to make all the mistakes yourself. Meanwhile, settlers can watch and learn from your errors. “Moving first is a tactic, not a goal,” Peter Thiel writes in Zero to One; “being the first mover doesn’t do you any good if someone else comes along and unseats you.” Fourth, whereas pioneers tend to get stuck in their early offerings, settlers can observe market changes and shifting consumer tastes and adjust accordingly. In a study of the U.S. automobile industry over nearly a century, pioneers had lower survival rates because they struggled to establish legitimacy, developed routines that didn’t fit the market, and became obsolete as consumer needs clarified. Settlers also have the luxury of waiting for the market to be ready. When Warby Parker launched, e-commerce companies had been thriving for more than a decade, though other companies had tried selling glasses online with little success. “There’s no way it would have worked before,” Neil Blumenthal tells me. “We had to wait for Amazon, Zappos, and Blue Nile to get people comfortable buying products they typically wouldn’t order online.

In the present time, Information Technology has emerged as one of the most promising Industries across the globe. Globally for the reduction of cost, time and efforts involved in the production and supply of the goods and services has made whole business world to adopt the technological support. And due to this reason only Software development have emerged as a important means of growth of IT Industry in India. Software Development Companies in India Have played a crucial role in rapid development of Software industry in India. These Companies Constantly improve and enhance the world of computers and technology. With the help of Software development all the complicated machines whether its computers, laptops, mobile phones or navigation devices all these machines are the way they are today performing various tasks successfully. As Software Development is having a essential role in many industries, so organizations have realized their importance for improving themselves in various aspects of management. Software Development have increased the productivity of the businesses by reducing the human efforts and errors. This increased demand in the Software Development have also given rise to high demand of Software Development Companies everywhere. Even there is a huge demand of best Software Company in Lucknow as Lucknow being capital of U.P have become a growing market for various industries and now almost every offline brand has setup into online businesses of their products and services. As the number of internet users are increasing day by day so are the businesses entering into the online so that they could influence customers online. Besides Software Development many other web solutions like web hosting, web development and website designing services have great demand in the market also therefore, Software Companies have started offering all these services along with software development. Software Industry is flooded with various software companies which are also Website Development Company in Lucknow offering various web based services but it is required by you to choose wisely which company to choose to help your business sustain successfully in long run and stay ahead of its competitors in the market. The company is choosen such that which provide good quality software’s in affordable price.

five commandments: 1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle.

Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics.

Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation.

How to choose a best website development company RNS IT Solutions is the best Software development company. When choosing a development company for your website, it is very important not only to look at the price, but also the quality of the work you hope to obtain and it is that a good Web of quality, realized of the hand of good engineers who have been working in the sector for years, can make you recover the investment in a short time and generate great benefits in the long term. Of course, to have a quality website the initial investment will probably be greater than you expect and maybe right now you think that the web you need does not require much quality, or a lot of work, but stop to think for a moment and consider the possibility that you are totally wrong, because that may depend on the future of your company as well as Web Development company India.The image that you want to transmit to the clients of the same one and the investment that you will have to do in the web once developed. With all this I do not mean that you have to ask for a loan from the bank to pay for the web. If the project you have in mind takes more work than you initially thought and the budget is out of your expectations, you can always limit and remove features that are dispensable. In this way you can publish the Web as soon as possible, so that once the initial investment is amortized, you can continue investing in adding those features that were left in the background. There are few Web Development Company In India hat right now could not survive, if they were not involved in the online world and it costs much less to make you a quality professional website, with a higher initial investment, to make you a website on which you have to invest, and then large amounts in development and consulting to correct deficiencies initially not contemplated. In the worst case, a bad development, may even force you to throw all the code of the web to the trash, to have to start from scratch. But what is quality of Web Development Services India? Let's see the characteristics that a website must have in order to be considered quality and professional: In any development project, meetings are always held to develop an initial analysis, gathering all the requirements and objectives of the web that the client wants. At this point you should have a proactive attitude, proposing functionalities that could be interesting or alternative ideas that we know can generate good results.

I became a broken record on the algorithm,” Musk says. “But I think it’s helpful to say it to an annoying degree.” It had five commandments: 1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out. The algorithm was sometimes accompanied by a few corollaries, among them: All technical managers must have hands-on experience. For example, managers of software teams must spend at least 20% of their time coding. Solar roof managers must spend time on the roofs doing installations. Otherwise, they are like a cavalry leader who can’t ride a horse or a general who can’t use a sword. Comradery is dangerous. It makes it hard for people to challenge each other’s work. There is a tendency to not want to throw a colleague under the bus. That needs to be avoided. It’s OK to be wrong. Just don’t be confident and wrong. Never ask your troops to do something you’re not willing to do. Whenever there are problems to solve, don’t just meet with your managers. Do a skip level, where you meet with the level right below your managers. When hiring, look for people with the right attitude. Skills can be taught. Attitude changes require a brain transplant. A maniacal sense of urgency is our operating principle. The only rules are the ones dictated by the laws of physics. Everything else is a recommendation.

What is WordPress? WordPress is an online, open source website creation tool written in PHP. But in non-geek speak, it’s probably the easiest and most powerful blogging and website content management system (or CMS) in existence today. Many famous blogs, news outlets, music sites, Fortune 500 companies and celebrities are using WordPress. WordPress is web software you can use to create a beautiful website, blog, or app. We like to say that WordPress is both free and priceless at the same time. There are thousands of plugins and themes available to transform your site into almost anything you can imagine. WordPress started in 2003 with a single bit of code to enhance the typography of everyday writing and with fewer users than you can count on your fingers and toes. Since then it has grown to be the largest self-hosted blogging tool in the world, used on millions of sites and seen by tens of millions of people every day. You can download and install a software script called WordPress from wordpress.org. To do this you need a web host who meets the minimum requirements and a little time. WordPress is completely customizable and can be used for almost anything. There is also a servicecalled WordPress.com. WordPress users may install and switch between different themes. Themes allow users to change the look and functionality of a WordPress website and they can be installed without altering the content or health of the site. Every WordPress website requires at least one theme to be present and every theme should be designed using WordPress standards with structured PHP, valid HTML and Cascading Style Sheets (CSS). Themes: WordPress is definitely the world’s most popular CMS. The script is in its roots more of a blog than a typical CMS. For a while now it’s been modernized and it got thousands of plugins, what made it more CMS-like. WordPress does not require PHP nor HTML knowledge unlinke Drupal, Joomla or Typo3. A preinstalled plugin and template function allows them to be installed very easily. All you need to do is to choose a plugin or a template and click on it to install. It’s good choice for beginners. Plugins: WordPress’s plugin architecture allows users to extend the features and functionality of a website or blog. WordPress has over 40,501 plugins available. Each of which offers custom functions and features enabling users to tailor their sites to their specific needs. WordPress menu management has extended functionalities that can be modified to include categories, pages, etc. If you like this post then please share and like this post. To learn more About website design in wordpress You can visit @ tririd.com Call us @ 8980010210

minimum software requirements to program in C is a text editor, as opposed to a word processor. A plain text Notepad Editor can be used but it does not offer any advanced capabilities such as code completion or debugging.

software to specification. For the project to deliver what the customer needs requires a correct specification. Additionally, the delivered system must meet the specification. This is known as validation ('is this the right specification?') and verification ('is the system correct to specification?'). Of course, as well

Manage Your Team’s Collective Time Time management is a group endeavor. The payoff goes far beyond morale and retention. ILLUSTRATION: JAMES JOYCE by Leslie Perlow | 1461 words Most professionals approach time management the wrong way. People who fall behind at work are seen to be personally failing—just as people who give up on diet or exercise plans are seen to be lacking self-control or discipline. In response, countless time management experts focus on individual habits, much as self-help coaches do. They offer advice about such things as keeping better to-do lists, not checking e-mail incessantly, and not procrastinating. Of course, we could all do a better job managing our time. But in the modern workplace, with its emphasis on connectivity and collaboration, the real problem is not how individuals manage their own time. It’s how we manage our collective time—how we work together to get the job done. Here is where the true opportunity for productivity gains lies. Nearly a decade ago I began working with a team at the Boston Consulting Group to implement what may sound like a modest innovation: persuading each member to designate and spend one weeknight out of the office and completely unplugged from work. The intervention was aimed at improving quality of life in an industry that’s notorious for long hours and a 24/7 culture. The early returns were positive; the initiative was expanded to four teams of consultants, and then to 10. The results, which I described in a 2009 HBR article, “Making Time Off Predictable—and Required,” and in a 2012 book, Sleeping with Your Smartphone , were profound. Consultants on teams with mandatory time off had higher job satisfaction and a better work/life balance, and they felt they were learning more on the job. It’s no surprise, then, that BCG has continued to expand the program: As of this spring, it has been implemented on thousands of teams in 77 offices in 40 countries. During the five years since I first reported on this work, I have introduced similar time-based interventions at a range of companies—and I have come to appreciate the true power of those interventions. They put the ownership of how a team works into the hands of team members, who are empowered and incentivized to optimize their collective time. As a result, teams collaborate better. They streamline their work. They meet deadlines. They are more productive and efficient. Teams that set a goal of structured time off—and, crucially, meet regularly to discuss how they’ll work together to ensure that every member takes it—have more open dialogue, engage in more experimentation and innovation, and ultimately function better. CREATING “ENHANCED PRODUCTIVITY” DAYS One of the insights driving this work is the realization that many teams stick to tried-and-true processes that, although familiar, are often inefficient. Even companies that create innovative products rarely innovate when it comes to process. This realization came to the fore when I studied three teams of software engineers working for the same company in different cultural contexts. The teams had the same assignments and produced the same amount of work, but they used very different methods. One, in Shenzen, had a hub-and-spokes org chart—a project manager maintained control and assigned the work. Another, in Bangalore, was self-managed and specialized, and it assigned work according to technical expertise. The third, in Budapest, had the strongest sense of being a team; its members were the most versatile and interchangeable. Although, as noted, the end products were the same, the teams’ varying approaches yielded different results. For example, the hub-and-spokes team worked fewer hours than the others, while the most versatile team had much greater flexibility and control over its schedule. The teams were completely unaware that their counterparts elsewhere in the world were managing their work differently. My research provide

If possible, quantify the contribution the feature makes towards the business objectives, so that people can make scoping decisions on the basis of facts rather than emotions ([ref013]). Will a specific feature contribute roughly $1,000, $100,000, or $1,000,000 toward a business objective? When an executive requests a new feature that he thought of over the weekend, you can use quantitative analysis to help determine if adding it is the right business decision.

Assign someone who isn’t actively participating in the discussion to be the scribe, responsible for taking accurate notes. Session notes should contain an attendee list, invitees who did not attend, decisions made, actions to be taken and who is responsible for each, outstanding issues, and the high points of key discussions.

Software development requires the cooperation of everyone on the team. Programmers are often called “developers,” but in reality everyone on the team is part of the development effort. When you share the work, customers identify the next requirements while programmers work on the current ones. Testers help the team figure out how to stop introducing bugs. Programmers spread the cost of technical infrastructure over the entire life of the project. Above all, everyone helps keep everything clean.

Building software for the cloud requires developing stateless applications.

Each group was required to propose its own “fitness function”—a linear equation that it could use to measure its own impact without ambiguity. For example, a two-pizza team in charge of sending advertising e-mails to customers might choose for its fitness function the rate at which these messages were opened multiplied by the average order size those e-mails generated. A group writing software code for the fulfillment centers might home in on decreasing the cost of shipping each type of product and reducing the time that elapsed between a customer’s making a purchase and the item leaving the FC in a truck. Bezos wanted to personally approve each equation and track the results over time. It would be his way of guiding a team’s evolution. Bezos was applying

Get Much more Out of one's iPhone With Jailbreak apple iphone 3G Typically individuals prefer to department out and do things that their working system has not been designed to do. Whether or not the person want to set up a new working system that enables them to how to jailbreak iphone play nintendo video games or turn their cellphone into a remote security system, jail breaking an Iphone has many advantages that users can benefit from. When a person decides to jail break an iphone, one of many first issues that they may need to take into account is violating the warranty tips, since this will trigger the guarantee to be voided. Jailbreaking refers back to the hacking from the apple iphone, which permits users to setup third social gathering apps inside the gadget. All iphones are sure to a specific supplier when they are made. This varies with nation and location.The underside line could be that the patrons are restricted to this provider, also termed as confined right into a "jail". With the utilization of softwares like jailbreak iPhone 3G, one can cut up up this restriction, subsequently the phrase "jailbreaking". This was thought of as a criminality till modern conditions, but which has a contemporary courtroom ruling, It is removed from any longer a violation with the laws. You may as well jailbreak iphone by installing extensions which offers immediate reach to your system settings out of your iOS machine. In addition they ignore specific restrictions set by Apple and carriers and acquires packages that give you with more management concerning iOS expertise. Jailbraking frees iOS devices from Apple’s limitations and lets you install something you want. There are various purposes that doesn’t meet Apple requirements and carriers out activties that Apple wouldn’t allow your gadget to do for a number of reasons. After jailbreaing your iPhone, house owners can attain nearly limitless customization enabling better management of the phone’s settings like the color scheme and interface. This offers a resolution for iPhone restrictions permitting the iPhone to have the same customization like the Google’s working system (Android). Jailbreaking entails overcoming numerous sorts of iOS security elements simultaneously.

Unlike most electronic devices, we wanted to keep Kindle simple. Kindle is wireless and ready to use right out of the box – no setup, no software to install, no computer required. "New Kindle leaves rivals farther back." - New York Times "Amazon's newest Kindle is the best ebook-reading device on the market. It's better than the Apple iPad, the Barnes & Noble Nook, the various Sony readers…" - Fast Company "Battery life is long

To become a developed country, therefore, India’s GDP will have to grow at 12 per cent per year for at least a decade. Technically this is within India’s reach, since it would require the rate of investment to rise from the present 28 per cent of GDP to 36 per cent, while productivity growth will have to ensure that the incremental output-capital ratio declines from the present 4.0 to 3.0. These are modest goals that can be attained by an efficient decision-making structure, tackling corruption, increased Foreign direct investment (FDI) and use of IT software in the domestic industry.

According to the Project Management Triangle, in an IT project you can only achieve two out of three objectives: Good, Fast, and Cheap. It is almost impossible to achieve three of them at the same time.

There are no big problems; there are just a lot of little problems.” They should divide problems into smaller parts and resolve them with a bottom-up approach.

Don’t Exaggerate Problems “It is not that I am so smart, it is just that I stay with problems longer.” – Albert Einstein.

Stories aren’t a written form of requirements; telling stories through collaboration with words and pictures is a mechanism that builds shared understanding. Stories aren’t the requirements; they’re discussions about solving problems for our organization, our customers, and our users that lead to agreements on what to build. Your job isn’t to build more software faster: it’s to maximize the outcome and impact you get from what you choose to build.

Test code is just as important as production code. It is not a second-class citizen. It requires thought, design, and care. It must be kept as clean as production code.

Effective collaboration for developing and operating complex software systems requires sharing: sharing of skills; sharing of ideas; sharing of responsibility; sharing of ‘failures’; and sharing of respect.

The foundation of your greatness is in your head. Your brain is the most sophisticated computer there is. Its ten billion parts can store the equivalent of one hundred trillion words. It would take dozens of buildings to house computers capable of containing that much information. You have the potential to become a gifted genius, because you were born with the equivalent of a Pentium 10000 processor with hundreds of “cores” and millions of gigabytes of memory. However, like any powerful computer, your brain requires to be turned on and programed properly! Any computer today has more capacity and processing power than all the computers used by NASA to send rockets to the moon. However, you cannot launch rockets from your iPhone (or your Galaxy!) because you don’t have the necessary software (and hopefully nor the rockets...) However, with the right apps, you COULD! It is the same with that amazing computer in your head: You have to turn it on, and then upload the right programs or apps that will allow you to develop your potential and achieve everything you set out to do in life.

Google, for example, states, “[Our] affection for our canine friends is an integral facet of our corporate culture. We like cats, but we’re a dog company, so as a general rule we feel cats visiting our offices would be fairly stressed out.” Amazon has a similar policy, simply requiring that employees register the dog and be responsible for good canine citizenship (barking and peeing are no-no’s). Other large companies with dog-friendly policies include Ben & Jerry’s Ice Cream, Clif Bar, the Humane Society headquarters, Build-A-Bear Workshop headquarters, and the software maker Autodesk. And, of course, many small businesses around the country.

In between personal sales (salespeople obviously required) and traditional advertising (no salespeople required) there is a dead zone. Suppose you create a software service that

We ignored the fact that many customers don’t know what they want. We ignored that fact that even when they know what they want, they can’t describe it. We ignored the fact that even when they can describe it, they often describe a proposed solution rather than the real need.

Very few companies know how to exploit the data already embedded in their core operating systems. THE SOLUTION Evidence-based, data-driven decision making provides the answer, but it requires a big cultural shift and four changes in how operations are managed. Who Benefits from Big Data? 496 words Big data is big business. The IT research firm Gartner estimates that total software, social media, and IT services spending related to big data and analytics topped $28 billion worldwide in 2012. All estimates predict rapid growth. In addition to vendors, at least three types of organizations are harvesting value from big data.

Instead of having a lengthy integration and qualification cycle, an agile process makes it part of the ongoing development process. This shift is accomplished through approaches like continuous integration/delivery, sprints with complete requirements, test-driven design, and automated testing. All this is put in place so that when customers think they have enough of the capabilities ready, the code is close to being ready to deploy.

It’s open season; a season that lasts all year round. There are no permits required, no restrictions levied. Grab yourself a shotgun and head out into the open software fields to root out those pesky varmints, the elusive bugs, and squash them, dead. OK, reality is not as saccharin as that.

In my experience, requirements change quite often, or new situations will arise that weren’t anticipated at the start of the project. If the situation can be addressed with a plugin, I just whip open the standalone plugin page, make the updates and pop the new plugin back in. Because the plugin is self-contained, it’s easy to recreate the problem, fix it, and get it back into the codebase.

If your software is built using the GNU autoconf system, pkg-config provides a simple macro you can use for finding the required flags for your build in the configure.ac script. You can also specify minimum required versions of a given library, as shown in this example: PKG_CHECK_MODULES(XCBLIBS, [xcb >= 1.6] xcb-icccm xcb-shape)

Systems Test No parts of the schedule are so thoroughly affected by sequential constraints as component debugging and system test. Furthermore, the time required depends on the number and subtlety of the errors encountered. Theoretically this number should be zero. Because of optimism, we usually expect the number of bugs to be smaller than it turns out to be. Therefore testing is usually the most mis-scheduled part of programming. For some years I have been successfully using the following rule of thumb for scheduling a software task: l /3 planning l/6 coding l/4 component test and early system test l/4 system test, all components in hand.

A startup called Wit.ai plans to make it easy for hardware makers and software developers to add custom voice controls to everything from Internet-connected thermostats to drones to smart watches. While big companies like Apple and Google have their own voice recognition technology, smaller companies and independent developers don’t have the deep pockets required to create voice software that continuously learns from mountains of data. Wit.ai, based in Palo Alto, California, is taking aim at the swiftly growing number of devices with small displays, or no screen at all, and at activities like driving and cooking, where you don’t want to look at or touch a display.

In May, for example, the German software firm SAP announced plans to hire 650 autistic people because of their exceptional abilities. Mathematics, musical virtuosity, and scientific achievement all require understanding and playing with systems, patterns, and structure. Both autistic people and their family members are over-represented in these fields, which suggests genetic influences.

Barack Obama criticised China’s plan to require tech companies to hand over encryption keys and provide back doors into their software if they want to operate in China. Chinese officials say that this is necessary to combat terrorism.

By far the most common project risks in software development are poor requirements and poor project planning, thus preparation tends to focus on improving requirements and project plans.

It’s well-documented that stress and low self-confidence are detrimental to productivity, especially on tasks requiring creative thinking. Maintaining a healthy exercise routine saves time, creativity, and energy in the long run.

The test statistics of a t-test can be positive or negative, although this depends merely on which group has the larger mean; the sign of the test statistic has no substantive interpretation. Critical values (see Chapter 10) of the t-test are shown in Appendix C as (Student’s) t-distribution.4 For this test, the degrees of freedom are defined as n – 1, where n is the total number of observations for both groups. The table is easy to use. As mentioned below, most tests are two-tailed tests, and analysts find critical values in the columns for the .05 (5 percent) and .01 (1 percent) levels of significance. For example, the critical value at the 1 percent level of significance for a test based on 25 observations (df = 25 – 1 = 24) is 2.797 (and 1.11 at the 5 percent level of significance). Though the table also shows critical values at other levels of significance, these are seldom if ever used. The table shows that the critical value decreases as the number of observations increases, making it easier to reject the null hypothesis. The t-distribution shows one- and two-tailed tests. Two-tailed t-tests should be used when analysts do not have prior knowledge about which group has a larger mean; one-tailed t-tests are used when analysts do have such prior knowledge. This choice is dictated by the research situation, not by any statistical criterion. In practice, two-tailed tests are used most often, unless compelling a priori knowledge exists or it is known that one group cannot have a larger mean than the other. Two-tailed testing is more conservative than one-tailed testing because the critical values of two-tailed tests are larger, thus requiring larger t-test test statistics in order to reject the null hypothesis.5 Many statistical software packages provide only two-tailed testing. The above null hypothesis (men and women do not have different mean incomes in the population) requires a two-tailed test because we do not know, a priori, which gender has the larger income.6 Finally, note that the t-test distribution approximates the normal distribution for large samples: the critical values of 1.96 (5 percent significance) and 2.58 (1 percent significance), for large degrees of freedom (∞), are identical to those of the normal distribution. Getting Started Find examples of t-tests in the research literature. T-Test Assumptions Like other tests, the t-test has test assumptions that must be met to ensure test validity. Statistical testing always begins by determining whether test assumptions are met before examining the main research hypotheses. Although t-test assumptions are a bit involved, the popularity of the t-test rests partly on the robustness of t-test conclusions in the face of modest violations. This section provides an in-depth treatment of t-test assumptions, methods for testing the assumptions, and ways to address assumption violations. Of course, t-test statistics are calculated by the computer; thus, we focus on interpreting concepts (rather than their calculation). Key Point The t-test is fairly robust against assumption violations. Four t-test test assumptions must be met to ensure test validity: One variable is continuous, and the other variable is dichotomous. The two distributions have equal variances. The observations are independent. The two distributions are normally distributed. The first assumption, that one variable is continuous and the other dichotomous,

Requirements elicitation typically takes either a usage-centric or a product-centric approach, although other strategies also are possible. The usage-centric strategy emphasizes understanding and exploring user goals to derive the necessary system functionality. The product-centric approach focuses on defining features that you expect will lead to marketplace or business success. A risk with product-centric strategies is that you might implement features that don’t get used much, even if they seemed like a good idea at the time. We recommend understanding business objectives and user goals first, then using that insight to determine the appropriate product features and characteristics.

If rewards come from solving problems and if different people have differing capacities for solving different types of problems, then disputes as to what problems most require solution can only be expected. Engineers and accountants, to take an obvious example, differ widely in the type of problem that they can solve competently. They notoriously disagree on whether the reverse salients blocking the growth of a particular enterprise are financial or technological in nature. Similarly, engineers with different skills and types of experience may also disagree on whether, for example, the technological reverse salients are hardware problems or software problems.

The plot is simple: First, you take an urgent date-driven project, where the shipment date cannot be delayed because of external commitments made to Wall Street or customers. Then you add a bunch of developers who use up all the time in the schedule, leaving no time for testing or operations deployment. And because no one is willing to slip the deployment date, everyone after Development has to take outrageous and unacceptable shortcuts to hit the date. The results are never pretty. Usually, the software product is so unstable and unusable that even the people who were screaming for it end up saying that it’s not worth shipping. And it’s always IT Operations who still has to stay up all night, rebooting servers hourly to compensate for crappy code, doing whatever heroics are required to hide from the rest of the world just how bad things really are.