Agile Renaissance


Links for 2007-05-03

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This entry was posted on 5/3/2007 1:36 PM and is filed under Links.

  • What Every Manager Should Know About Feedback
    The problem with articles like this is to see just how many mistakes one has made in one's career and wishing you had received feedback sooner.
  • FRIM: Another Way to Gather Data
    The title does not capture what this technique provides.
  • Letting Go of BDUF
    A true story of just how hard this is to do.
  • No High Fives at Toyota
    A nice commentary on how Toyota treats its latest milestone as just that another milestone on the road to perfection and the issues they are currently facing.
  • Risk Management
  • patterns & practices Security Engineering Explained
  • Ursala K. LeGuin on the power of Open Source Ideas
    I second the recommendation of the book The Dispossessed.
  • They saw the Silverlight, and saw that it was good
    Microsoft's latest chess move in the Internet business war.
  • Roll Your Own Window Manager: Part 1: Defining and Testing a Model
    Neat model and accomplishment.
  • Per Brinch Hansen Archive
    One of the most under appreciated pioneers of Computer Science, Operating Systems and Parallel Programming. He loved to develop elegant programs and one of the best summaries of his spirit is a graduate student, Anil Menon (1995):
    Over the last ten years, I've studied under many teachers and taken many courses. Dr. Brinch Hansen's course was unlike no other. He was interested in solving problems in parallel. I had no idea, even after five earlier courses, that it was so difficult. He took seven to eight different problems and showed by means of a series of beautiful and elegant programs, how one would go about writing parallel programs. His insights were often remarkable, for example, his deep idea that process structures were the correct way to reason and work with parallel processing, just as data structures are the key to sequential processing. Or the time he told us about the importance of constraints in the design process.

    Perhaps the conviction always evident in his presentation came from the fact that these programs were his own, and not copied out some standard book. Even now it mystifies me to some extent how he could reduce a really complex program to a series of subprograms each no more than a dozen lines, the whole piece elegantly connected.

  • What's a manager to do?

 

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