If you enjoy working with micro-managers, you can skip the rest of this post.
OK. Now that I have your attention, let me offer a suggestion for dealing with the micro-managers in your environment by approaching them with a genuine intention to help with –not correct– this trait. Help them deal with the impact it has on their time, as opposed of making it about the way they control their duties.
Another week, another round of high-profile tech announcements… And security woes. Apple announced its new Pay service, which may finally make digital payments mainstream. It was, however, tainted by concerns arising from “Celebgate” and the presumed role iCloud security played in it. Meanwhile, Google was busy explaining that the five million Gmail credentials recently published by Russian hackers hadn’t been obtained from their servers. Tech giants have successfully transitioned us to a cloud-based digital lifestyle, but a lot of work remains to ensure security is actually usable and effective enough.
Traffic was rather heavy as I was driving home from work today. At some point, I noticed the lane to my right was clear, whereas a few feet ahead my lane was jammed. I started changing lanes, but then the car ahead of me (which was fully stopped) attempted to do the same. As I had more room, I stepped a bit firmer on the gas, hoping the other car noticed and let me pass to its right. It worked.
As I pulled away from the jam, I pondered my rather trivial feat. Unconsciously, I had performed a flawed risk/reward analysis: for the perceived benefit of pulling into my driveway a few seconds earlier, I had risked entering a car crash — even a fender bender is annoying enough as to deny any real or perceived time benefits.
Obvious, right? Yet we do it all the time with much more critical things. I’m not talking about flawed probability percentages or delusional rewards — though those are serious problems in their own right; I’m talking about risks and rewards that are not really exchangeable in terms of units or dimensions. Thus, for the prospect of a won argument, we risk a long-term relationship. For the reward of making it to production a couple days earlier, we risk data integrity, customer satisfaction and architectural quality. For the sake of familiarity and transferred responsibility, we enter unacceptable risk as we plan and execute projects using known-flawed waterfall methodologies, with vendors that should know better.
There doesn’t seem to be much written about this, and it makes a lot of sense: risk-reward analysis originates in the financial industry, where the one ruthless unit for all measures is money. We are supposed to do that as well (make a business case or somehow else monetize much of our IT project decisions), but all too often we lack method, discipline, or both — and yet we plow ahead based on questionable proxies for actual business risk and value.
Next time I carry out a risk-reward analysis, I’ll try to make sure that both ends are measured in the same units. I hope you do too!
Over the years, I’ve had the privilege of being part of a few teams: development teams, architecture teams, management teams. I’ve also been privileged to manage a few teams of my own. In my experience, I’ve seen that staff meetings tend to fall within two distinct styles or “colors”, and of course there’s room for many intermediate shades as well. In this post, I outline the styles and make the case for my favorite meeting color.
For the past couple of weeks, owing to a mishap, I’m temporarily switching from my Nexus 4 to a loaned Lumia 520. I’m no stranger to Windows Phone, and I’m not really missing any apps. I do miss the tight-knit Google ecosystem, though, and that got me thinking about the implications the concept of mobile ecosystem has for the enterprise market. Read on for my thoughts on this.
Like such things are prone to do, the media storm surrounding Flappy Bird has subsided. For weeks, the game’s sudden rise to fame and perplexing demise by its creator, independent Vietnamese game developer Dong Nguyen, brought about many theories and thoughts. Although the matter has seemingly been settled, the loud chorus claiming that @dongatory was incapable to cope with success brought to my mind a question we seldom ask of our own projects, one which carries deep implications: are we ready for wild success?
Summer is in full blow in the northern hemisphere, and, I think, particularly so in the Caribbean. Family commitments involving plenty of food and the beach, among less glamorous stuff, have kept me silent over here for almost two months now. This is just a short note to let you all know that I’ve been awarded a research grant from INTEC to work on architecture description languages (ADLs) as tools to assist high-level electronics design. Read on for some details.