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Tag: Management (Page 2 of 2)

With great power comes great responsibility

I recently got into a discussion in the comments section of someone else’s blog where I argued that many software developers are overly confident in their abilities. I further argued that this overconfidence leads to the kind of behavior that would be considered professional malpractice if a lawyer, doctor, or professional engineer did something similar in their respective field.

A fellow software developer expressed an opposing view. He made the following points:

  • only a small percentage of software can cause as much damage as medical or legal malpractice and that software is highly regulated
  • if we stop people from pursuing their interests it will stifle innovation, which he was very much against

I hear variations on this view quite often and I think it is worth exploring.

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Worthless software: risks and prevention

We (software developers) write astounding amounts of worthless software. I find it hard to fathom just how much junk we are producing. As someone who spends a fair bit deal of time thinking and writing about how to be a 10x programmer and effectiveness, I believe we have lots of room for improvement here. In this post, I’m going to examine the problem of worthless software and what you can do about it.

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How to make time to repay your technical debt

There are hundreds, if not thousands, of articles about how to pay down your technical debt and most of them miss step one. They don’t tell you how to make the time to repay your technical debt. It’s unlikely that you’ll be able to convince management to let you stop working on features and bug fixes to repay your technical debt for long enough to truly make a difference. And since it’s always hard to quantify the impact of repaying technical debt, it rarely gets to the top of anyone’s backlog. Well, I’m going show you how to get around this problem.

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Technical debt: we need better communication, not better metaphors

Technical debt as a metaphor is not serving our profession well. It was meant to help us talk to business people and make better decisions about our software projects. But it has largely been a failure. Part of the problem is that business people aren’t afraid of future interest payments.

In business school, I learned about the power of leverage: what it is, how to get it, how to measure it, and how to manage it. Debt is a tool. My fellow business school grads are comfortable with leverage and debt. So when the programmers come to the business people complaining about technical debt, the business people are unconcerned. And why would they be? The metaphor is misleading; technical debt is only superficially similar to financial debt.

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