This link has been bookmarked by 5 people . It was first bookmarked on 15 Apr 2008, by Travis Swicegood.
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30 Apr 08
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29 Apr 08
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Managing talent and skilled workers is a key success factor in the 21st century across all industries, not just technology-based industries. However, many of our organizational practices originated in the 1800s with railroading and the rise of the Industrial Age. Your average Gen Y programmer bears little resemblance to the unskilled and semiskilled laborers of the past.
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nstead, they focus on checkbox items, such as certifications and years of (claimed) experience with a given technology.
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They seek to match keywords against what they think their needs are.
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And they tend to believe, unconsciously or explicitly, in the mythical man-month, thinking that the larger their IT staff, the quicker they can complete projects
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They recognize that they have a limited number of slots on the team, and they may also be operating under financial constraints, either due to the team’s own resources or a league-imposed salary cap.
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A talented IT engineer can pick up new technologies rapidly
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At the same time, having talent is no excuse for being a prima donna.
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It is our observation that firms often have too many IT engineers rather than too few.
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a direct result of management policies and politics that equate headcount with internal clout — in short, kingdom building.
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All Pages engineers made recommendations as to which candidates to bring in for interviews, either from incoming résumés or from their own professional network. When a candidate was selected to come in for interviews, every Pages engineer would conduct his or her own one-on-one interview with that candidate,
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We only had a certain number of slots, and we were going to be working very long hours together for years, so we chose carefully. The result was a very stable and talented development team that had almost no turnover over a grueling four-year period.
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The quarterback is the most visible player on a football team and is responsible for leading the offensive team to get the ball into the end zone. The equivalent position on a software team is the chief architect.
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Fred Brooks first laid out the need for a chief architect at length, most particularly for conceptual unity [5].
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For example, one project we consulted on had 30 engineers developing network management software for a global telecommunications project — but no architect (or architecture) at all!
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21 Apr 08
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