Wayne Allen's Weblog
pragmatic agility
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Agile United
Looks like the Agile United conference website is finally up (probably for a while, but I just noticed). The call for papers is also out.
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Rolling Rocks Downhill
Check out Clarke Ching's new book project Rolling Rocks Downhill. The purpose of the book is to help people – customers, managers, workers (and even their families) – who work on traditionally managed software development projects to find a better way.
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Free Book - Essential Skills for Agile Development
The Macau Productivity Center has released a PDF version of their book Essential Skills for Agile Development. It covers the basic development skills necessary for a programmer on an agile (XP specifically) team.
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Theory of Constraints and Movie Theaters
I went to see The Incredibles (great film by the way) the other day at a theater I hadn’t been in before and I was struck by the difference as soon as I walked in the door. You buy your tickets the normal way (or online), but the snack bar has been changed into a mini-supermarket/deli. The great feature about this change is I can pick up all the food I want without waiting in line (except popcorn and some deli items). You pay at a supermarket style checkout stand. This is great since now you don’t have to wait for the guy who needs to buy popcorn for the 6 kids he has with him (oh and by the way they ran out of popcorn and have to pop more) when I just want a soda.
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Speeding Up Acrobat (Quickly)
From Scott Hanselman
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The 6 Myths Of Creativity
FastCompany has an article on the 6 myths of creativity.
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The problem with annual performance reviews
Esther Derby has a great post on an alternative to the yearly performance review.
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Where Do I Put The Logon Code?
Given that you have a dialog that is used to collect user credentials, where should the code that actually checks the credentials go? I have been given answers such as:
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The Difference Between Class & Instance Members
Recently I've run across several instances of confusion regarding class and instance members.
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The Insanity of Management Foot Dragging
An organization I once worked for had hired a CIO/VP of Engineering who played nice for about 3 months before showing his true colors. 15 months later after firing 25% of his staff (one at a time, not as a group) alienating the departments and causing another 25% to seek alternate employment he is finally asked to "resign". The remaining staff had an interesting reaction - as a group they celebrated his resignation the same day it was announced. Knowing what a dark cloud this person cast on the entire organization, why did the management team wait so long and waste do much employee potential putting up with this individual?