Skip to main content

At SCNA: Part 3

This is the third post in a multi-part series.  The conference covered two days, with many presentations, lightning talks, and conversations about software craftsmanship.

Chad Fowler: McDonalds, Six Sigma and Saxaphone

Fowler, like many other people at SCNA is a "musician/developer" - he chose software development as a career after trying to make his way as a musician.  Exactly how much that influences his craft is hard to say, but it seems to happen often enough to take note of it.

He described what we do as in the middle of a continuum with "Art" on one end and "Commodity" on the other.  A parallel is that art is about form, while commodity is about function.

My take-aways:
  • Treating your work as "art" means that you can talk about it subjectively, which is a cop-out.
  • Internal quality is irrelevant.  Customers don't care about "form", only "function".
  • We can't make software better than McDonald's sells burgers.  Having a system for what you do matters.  He cited the Standish Chaos report to support this idea.
  • Having a training program with objectives for each phase helps for marathons.  A training program is essential for each of our careers.
  • The Six Sigma Design->Do->Measure->Refine->repeat cycle likewise applies to our on careers.
After Chad's talk, I told him I bought his book twice, not realizing "The Passionate Programmer" was the same as "My Job Went To India".  His answer was that they tried to make it very clear that it was essentially the same book in all of the descriptions of it.  It may have been the nicest way anyone has ever called me an idiot.

Keavy McMinn: Fine art and software development
McMinn talked about her transition from fine art to programming.

My take-aways:
  • Keep in mind both the internal (what are my motivations?) and external (what are the fears and motivations of my customers?) questions in any project.
  • Keep a sense of play in your work.  Do some things for yourself.
  • "As programmers, change is relatively cheap.  We have no excuse." (not to change our work product for the better)
  • Group critiques in art can be brutal, but they really move things forward
    • We have processes we can use to do this
    • We're too complimentary to each other - be polite, but dig into what the problems are!
    • Having a culture of blame will kill this - eliminate it.
  • Learn from larger problems, then solve smaller ones.  (Backwards from the usual take on this.)
  • "The future belongs to the few of us still willing to get our hands dirty." (Piece of art that revealed this message when you rubbed it - done in graphite)

Lightning Talks
The one that stood out the most was done by an oddball guy who claimed that he puts the fact he smokes pot on his resume.  (This wasn't part of the talk - I just overheard him loudly hitting on a pretty French software developer earlier in the day.) 
My favorite quote from his talk:  "If I think it's about me, I'm a narcissistic douche."
Another talk was on Genetic Programming.  The concept is:
  • Use a program to write a program.
  • Generations of grammar / evaluator determines which algorithm is the most fit.
  • Needs good tests - it isn't "fit" until it meets the expectations.

Enrique Comba Riepenhausen: The Forsaken Value
I spent quite a bit of the in-between session time (and at the bar the previous night) talking to Enrique.  He's a great storyteller, and a very good photographer.  I stole the photo of Corey for this blog entry from his Flickr site.
My take-aways:
  • "Why become as good as you can?"  To create productive partnerships.
  • Try to find the right customer to create such partnerships.  You're better off saying "no" to potential customers that you know you can't serve well, whether because you aren't able to meet their needs, or simply because you can't do it within their budget.
  • Some customers don't need top value.  They need something quick & dirty that will tell them if they have a market (and help them find investment if they do).  You can still work with them later if you advice them during start-up.
  • "We're not going to work for you.  We will work with you."
    • We're the experts in producing software.  Don't just do anything the customer asks.  We do have the right to refuse if it is foolish and will derail the project.  Just be diplomatic about why and make sure that you understand all of the assumptions.
  • Beauty is how we build our software, but that's purely internal.

Popular posts from this blog

Agile Performance Management: Why Performance Reviews Suck

Many thanks to Mary Poppendieck, who wrote about this topic in 2004, and proposed a comprehensive solution.  She is the inspiration for much of my thinking on this subject.  She is also a better writer than I am a cartoonist.

Performance reviews suck.  I don't know of anyone who goes into their appraisal without some trepidation.  Your boss is guaranteed spring some surprise criticism on you that is ill-informed or misses the point as you see it.  It's a real challenge not to get defensive about that.

The only thing that makes your own performance review suck less is having to give them.  As a manager, I have dished out quite a few, and some of them went pretty badly.  (To the people at my first management job: Thanks for helping me learn how to get better at them.  Your sacrifice was not in vain.)  Since then, receiving one isn't nearly as gut-wrenching, if only because I try to make it easier for the guy on the other side of the desk.  I've been there, and I know how …

Do. Not. Optimize.

You've probably heard this quote before:
Premature optimization is the root of all evil.
 - Tony Hoare
Speculative optimization is always wasted time.  In the absence of an actual performance problem, you're just burning time that could be better spent on refactoring your code to make it clearer.  This is exacerbated because performance-optimized code is usually harder to read than code which hasn't received such treatment.

Here is what you're doing when you optimize:
Adding code that now must be maintained.Obfuscating the existing code.Spending time writing code that doesn't add value. But what's that you say?  You have the experience and know-how to decide when optimization is needed?  Maybe, but probably not.   The people at Sun and Oracle may or may not be smarter than  you or me, but they certainly know more about optimizing Java bytecode than we do.

For example, some people think that having a large number of classes is slower than the alternative.  This …

Software Craftsmanship Day at my workplace

Well, we finally pulled together a schedule and planned out all of our sessions for a Software Craftsmanship day at my workplace. 
The coolest part?  I didn't have to beg anyone to make it happen.  One of the VP's suggested that we could devote a day per month to honing our development skills.  How many organizations do that?  Very few, I think.
Since I was already leading a craftsmanship group, my boss asked me to lead the effort to put this together.  I just asked for volunteers, called a weekly meeting to work out what we wanted to do, and we did it!
I'll be sure to report what I learned once the first one is over.  I expect this to be a very useful and interesting day, but I won't know for sure until after Friday, Nov 12.
The best way to describe what we're doing is to paste the invitation I just sent to all of the agile teams here (about 120 people are invited, I expect around 100 to attend).
Craftsmanship Day (a.k.a. "Craft Day") takes place all day th…