The build succeeded… uh, yes, and…

The phone rings in the heart of the night. A sleepy programmer, tired for an extended period of hard work and long hours, wakes up and after a few attempts picks up the receiver. On the other side the slightly frantic voice of his boss: “Good news. The build succeeded…. oh, yes, and Jimmy has
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Demotivational Poster

Yesterday my old friend Jimmy Playfield found a motivational poster on the wall beside his desk. Usually it is quite hard to find a motivational poster that is not lame or, worse, demotivational. And the motto on the wall was quite belonging to the latter. An ancient Chinese proverb quoted: “The person who says that
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The Lottery Syndrome & Other Hypothesis

Software projects, regardless they are small or large, are likely to fail or go overtime/overbudget today not much less than they did 60 years ago. What is puzzling is that, over this period, academy and industry, defined, if not a complete theory system, at least a set of rules, best practices and “don’t” lists that,
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Managing Project

The current project I am working on could be considered a medium size. It involves 5 software engineers and 1 hardware engineer for about 8 months. I contributed to the planning of the software components, but I am quite critical about my skill in predicting future. Considering the pressure from top and middle management to
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Requirement baseline

I thought that by nowadays two main consensuses had been established towards requirements. The XP-ish “waste-of-time” school of thought that pretends this stuff belongs to NASA and similarly priced development and clearly are NAH (Not Applicable Here). And the “we-need-them-right” school of thought that believes in properly written and managed requirement documents.Of course, I am
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