Monitoring. Continuous Delivery. Agile. Workflow. The Humble Programmer (EWD 340) The Humble Programmer by Edsger W.
Dijkstra As a result of a long sequence of coincidences I entered the programming profession officially on the first spring morning of 1952 and as far as I have been able to trace, I was the first Dutchman to do so in my country. In retrospect the most amazing thing was the slowness with which, at least in my part of the world, the programming profession emerged, a slowness which is now hard to believe. But I am grateful for two vivid recollections from that period that establish that slowness beyond any doubt. After having programmed for some three years, I had a discussion with A. van Wijngaarden, who was then my boss at the Mathematical Centre in Amsterdam, a discussion for which I shall remain grateful to him as long as I live. Another two years later, in 1957, I married and Dutch marriage rites require you to state your profession and I stated that I was a programmer.
What about the poor programmer? The fourth project to be mentioned is ALGOL 60. Programming, Motherfucker - Do you speak it? The reactive manifesto. Bienvenue. Bienvenue sur le site de l’IILaR (l’International Institute of La RACHE) Le but de l’IILaR est de promouvoir la méthodologie de La RACHE.
La RACHE, solution globale de génie logiciel, est un ensemble de techniques, de méthodes et de bonnes pratiques décrivant - des spécification à la maintenance - comment produire du logiciel dans des conditions à peu près satisfaisantes et approximativement optimales. Nous ne prétendons certes pas qu’il s’agisse d’une nouvelle méthode révolutionnaire, bien au contraire : La RACHE est mise en pratique depuis les débuts de l’informatique par de nombreux particuliers, étudiants et entreprises. Il semblerait même que la métempsychose récurrente du concept de la Rache soit intrinsèquement axiomal chez certains grands éditeurs. Cependant, nous considérons que cette méthode nécessitait une formalisation ainsi qu’une normalisation rigoureuse afin d’être enfin utilisée fièrement et officiellement. I Prefer This Over That. A couple weeks ago I tweeted: Apparently it resonated.
I think that’s more retweets than anything else original I’ve said on Twitter in my seven years on the platform. (SEVEN years? Holy snack-sized sound bytes! But I digress.) @jonathandart said, “I would love to read a fleshed out version of that tweet.” OK, here you go. First, a little background. It is within that context that I came to appreciate these four simple statements. Recovery over Perfection Something will go wrong. If we aim for perfection, we’ll be too afraid to deploy. HOME - The Pomodoro Technique®The Pomodoro Technique® What is The Pomodoro Technique?
EASY for anyone to use! Improves productivity IMMEDIATELY! FUN to do! Why Pomodoro? The Pomodoro Technique isn’t like any other time-management method on the market today. For many people, time is an enemy. Essential to the Pomodoro Technique is the notion that taking short, scheduled breaks while working eliminates the “running on fumes” feeling you get when you’ve pushed yourself too hard. Whether it’s a call, a Facebook message, or suddenly realizing you need to change the oil in your car, many distracting thoughts and events come up when you’re at work. Most of us are intimately acquainted with the guilt that comes from procrastinating. Who does the technique work for? These are all ways real folks use the Pomodoro Technique: Motivate yourself to write.Limit distractions.Keep track of how long you’re spending brainstorming / writing / revising.Reduce back and neck pain by walking around during Pomodoro breaks.Draft a book in three weeks.
How It works. Kaizen. Kaizen (改善?)
, Japanese for "improvement" or "change for the best", refers to philosophy or practices that focus upon continuous improvement of processes in manufacturing, engineering, business management or any process. It has been applied in healthcare, psychotherapy, life-coaching, government, banking, and other industries. When used in the business sense and applied to the workplace, kaizen refers to activities that continually improve all functions, and involves all employees from the CEO to the assembly line workers. It also applies to processes, such as purchasing and logistics, that cross organizational boundaries into the supply chain. By improving standardized activities and processes, kaizen aims to eliminate waste (see lean manufacturing).
Kaizen was first implemented in several Japanese businesses after the Second World War, influenced in part by American business and quality management teachers who visited the country. Overview History See also