This article suggests a common solution to the common problem of users trying to access information within a company using applications that have not been developed as part of a cohesive strategy. Morgenthal looks to DevOps to foster communication between engineering and operations.
Selling software is hard. Ayende Rahien knows because he has his own product that he sells. One of the big difficulties is how to keep improving the product so that there are continual 'major' new releases with new features that are enticing enough for people to buy the next version. Join in Ayende's discussion on the best ways to monetize our software with concepts like continuous deployment.
The problem with turning over rocks is that there’s usually ugly stuff hiding underneath. You retro every 2 weeks and you list out all the stuff that isn’t working. You diligently collect all the deltas and turn those into actions. You collect all the actions from your retro’s and your post-mortems and you track them in a tool where they sit… forever.
This edition of Management Improvement Carnival offers a series of useful links to mangaement-related posts focused on the psychology of change. Featured authors include Gerald Weinberg, David Kasprzak, Ben Decker, Tobias Fors and Barbara Alexander.
Database source control is no longer negotiable. Databases are an essential component of many of the applications we build and to deny them the value of VCS is just crazy talk. Learn how to make a repeatable continuous integration build for your DB.
Sticking a list of functions into classes doesn't make a procedural design more object-oriented. Take a first step towards object-orientation: refactoring from procedures and records to objects which encapsulate their state.
You need to learn these strategies if you're looking to establish ownership in your Operations team. You'll learn about the roles and responsibilities matrix and then define cross-functional areas. This means that you'll be working with people outside operations (a la DevOps) and you'll have to learn some techniques for tracking and communicating work as well as rotating roles.
Ciske uses an early experience as a development team manager as a springboard into a discussion of her first hire, and how he changed her philosophy about the importance of holding team members accountable for company problems.