I talked last time about why I'm suspiscious of standardized practices.  The fundamental objection is that they lack context.  However, sometimes someone manages to come up with an idea that’s useful in no contexts whatsoever.  We’re talking anti-pattern bad.  The following story is true.  The names have been changed to protect the guilty. GUI Design Methodology John Developer joined a software consultancy.  They seemed pretty cool, had some interesting projects in the pipeline and used tech he'd got experience in.  Being pretty much a one man hacker at his previous firm, he wanted to improve his skills and...

You may have noticed my posting’s been a touch light recently.  There’s an embarrassingly good reason for this: my computer blew up during the snow.  For one reason and another, it has taken me an absolute age to replace it.  Instead, I’ve been using my wife’s old laptop, which isn’t really up to serious development.  On the other hand, it’s made me a voracious reader.  In particular, I finally read Paul Graham’s love letter to Lisp, which contains a passage that I think sums up why discussions of standardization always leave me feeling uncomfortable.* I believe...

Most people reading this blog probably had to take a Christmas tree down in the last month.  Now, my Christmas tree is a pretty cheap plastic one I picked up at the local supermarket and requires some assembly.  This got me thinking about the lean concept of process flow.  Let’s analyze what’s involved in getting the tree put away for next year: I have to take the branches off the tree I have to “un-spread”, or flatten, the branches.  This involves me gathering all of the sub-branches together and twisting until they stay...

I recently pointed out to a (rather drunk) friend that successful processes are easier to follow than not follow.  He remarked that I could usefully spend a career on the direct consequences of that statement.  It occurred to me that, rather than give up code forever, I might usefully note down some of my thoughts on the subject.  A note: I've been both a chief and an indian in various organizations, and have moved between the two roles more than once.  This has given me a certain perspective on processes, both why they are important, and why they are a...

I couldn't disagree more with what Max is saying here.  Now, I've worked at some pretty conservative companies, and pushed through process improvements everywhere I've been.  Believe it or not, one time the first thing I did was implement source control.  I'd say that reworking my department was part of my job description, but my job title is Architect.  Remaking a three thousand man company?  Not something I can do on my own.  For that, you need senior level management's involvement.  If you can't get it, that's unfortunate, but if the change is worth making, it's the job of those...

I've been trying to stick together a few notes about what I've learnt about process design and implementation over the years.  The "short notes" just keep getting longer and longer.  However, this story is worth repeating and should illustrates one rule that everyone should know by now is: never link a metric to cash.  It seems like the most sensible thing in the world to give out bonuses on the basis of deliverables.  It's not, it will damage your department and your firm.  If you're lucky, you'll know how.  If you're unlucky, you'll never find out. Let me give an...