Saturday, December 13, 2008
BROWN - Surname Meaning | Origin for the Surname Brown Genealogy
BROWN - Surname Meaning | Origin for the Surname Brown Genealogy: "Brown is generally a descriptive surname (nickname) referring to the color of the individual's complexion, color of hair, or garments, from the Middle English br(o)un, from Old English or Old French brun, meaning 'brown.' As a Scottish or Irish name, Brown may also be a translation of the Gaelic donn for 'brown.'"
Sunday, November 16, 2008
"Doing more with less will be a major focus over the next few years.
Combined with creating solutions in uncertain times, low cost, rapid development of productivity enhancing solutions will be in great demand. Make sure you're ready to do so and leverage the abilities of the people you serve in the process."
from http://www.fmsinc.com/tpapers/budgets/ApplicationDevelopment.html
Combined with creating solutions in uncertain times, low cost, rapid development of productivity enhancing solutions will be in great demand. Make sure you're ready to do so and leverage the abilities of the people you serve in the process."
from http://www.fmsinc.com/tpapers/budgets/ApplicationDevelopment.html
Friday, August 29, 2008
Now Facebook Wants to Own Your Email
Now Facebook Wants to Own Your Email: "As we continue to make Facebook more useful for everyone, these changes mean that there’s no need to switch between Facebook and email for your daily communication needs. In plain english: we want to own the webmail space (they even add that one of their engineers will never use regular email again, thanks to the feature)."
Thursday, August 14, 2008
Johanna Rothman: Are We There Yet? Creating Project Dashboards to Display Project Progress
Johanna Rothman: Are We There Yet? Creating Project Dashboards to Display Project Progress: "To keep my finger on the pulse of a project, I monitor several measurements:
Schedule estimates and actuals, aside from EQF
When people (with the appropriate capabilities) are assigned to the project versus when they are needed
Requirements changes throughout the project
Fault feedback ratio throughout the project
Cost to fix a defect throughout the project
Defect find/close/remaining open rates throughout the project"
Schedule estimates and actuals, aside from EQF
When people (with the appropriate capabilities) are assigned to the project versus when they are needed
Requirements changes throughout the project
Fault feedback ratio throughout the project
Cost to fix a defect throughout the project
Defect find/close/remaining open rates throughout the project"
Sunday, April 08, 2007
Monday, April 02, 2007
Thursday, March 15, 2007
O'Reilly Radar > Deconstructing Databases#comments
O'Reilly Radar > Deconstructing Databases#comments: "Just as a for instance, how many of you still put your email in folders, vs. just saving by month or year, and using search to find what you want? How many of you find it easier to tag a bookmark and put it on del.icio.us than to save it in a folder?"
Geeking with Greg: First, kill all the managers
Geeking with Greg: First, kill all the managers: "Google has almost no management. In 2003, managers were at the director level or higher and had 50 or so reports. More managers have been added since then, but I believe that 20+ reports is the norm.
Program management is done in a separate organization. The PMs have no power over the engineers, not even an appeal to engineering managers, since there are none. The PMs try to bring order to the chaos, but they must do so by convincing people, not by commanding them.
Mentoring is done by other engineers. People learn by doing. You want people to dive into the code and learn from those who are closest to the problem.
Parts of the vision emerge from everywhere, brought together, clarified, and unified by the few managers that exist. Despite a few people wandering up other peaks, most are guided up the same hill.
Communication is direct through informal networks, not through the management hierarchy. Transparency and pressure from peers provide for accountability and limit free riding.
Titles are unimportant. A 'software engineer' could be a former tenured professor or a recent college graduate. A 'program manager' could be a former CTO.
To imitate Google, it is important to realize that there is more to do here than just suddenly sending your middle managers out to sleep with the fishes.
Tasks often done by managers need to be moved out of a management hierarchy. Informal networks and a culture of transparency need to be encouraged. Hierarchies must be destroyed, titles made irrelevant, and compensation and rewards redesigned."
Program management is done in a separate organization. The PMs have no power over the engineers, not even an appeal to engineering managers, since there are none. The PMs try to bring order to the chaos, but they must do so by convincing people, not by commanding them.
Mentoring is done by other engineers. People learn by doing. You want people to dive into the code and learn from those who are closest to the problem.
Parts of the vision emerge from everywhere, brought together, clarified, and unified by the few managers that exist. Despite a few people wandering up other peaks, most are guided up the same hill.
Communication is direct through informal networks, not through the management hierarchy. Transparency and pressure from peers provide for accountability and limit free riding.
Titles are unimportant. A 'software engineer' could be a former tenured professor or a recent college graduate. A 'program manager' could be a former CTO.
To imitate Google, it is important to realize that there is more to do here than just suddenly sending your middle managers out to sleep with the fishes.
Tasks often done by managers need to be moved out of a management hierarchy. Informal networks and a culture of transparency need to be encouraged. Hierarchies must be destroyed, titles made irrelevant, and compensation and rewards redesigned."
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