Is "polymath" a required job skill for IT professionals? The rise of cloud computing, "green" computing, ultra-large scale systems, and even SOA and SaaS suggest the answer is yes. A book by Vinnie Mirchandani has prompted a flurry of commentary on what it would mean to be an IT Polymath and why such a skill is desirable.
Contrary to myth, the number of computing career opportunities in the US is increasing - far exceeding the supply. An indirect result of the imbalance is rising salaries in the IT field. This news article summarizes a report done by Joel Adams, a professor at Calvin College in Michigan.
It was recently announced that InfoQ is creating a new Operations community. In addition to that, another major change which has been in the works for the last few months at InfoQ is the conversion of the Java community to the Scala community. InfoQ spoke with a prominent Scala expert and members of the former InfoQ Java editorial team to learn more about this change and why it was made.
International Association of Software Architects (IASA) will bring together thought leaders including Grady Booch, Eric Evans, and Bill Inmon at the IT Architecture Regional Conference (ITARC) in New York next week. The non-profit IASA is launching two new Certified IT Architect (CITA) programs at the conference, including CITA-Professional a board reviewed program.
On Monday at the first day of Agile 2009 Liz Keogh ran a workshop and Effective Feedback.
Uncle Bob Martin recently wrote about his experience with apprentices and what he considers key to progressing from apprentice to journeyman. He describes two hypothetical apprentices: Sam, a developer who has apprenticed with the same master and had the same year fifteen years in a row. Jasmine has changed jobs (and therefore masters) a number of times - growing her skills along the way.
Rebooting Computing Summit 2009 concluded recently and had over 250 people representing industry, practitioners, and academia convene to discuss how to 'reboot' the computer science field, since reports show that the innovation rate in our field has been declining and that enrollments in our degree programs have dropped 50% since 2001.
Is the role of an agile manager only that of servant leader? Should they ever use traditional command and control tools? Should the agile manager ever wield authority and make demands of the team? Should they ever make changes in the membership?
In this presentation at RubyFringe, Obie Fernandez shares his experience selling consulting services for both Thoughtworks and Hashrocket and gives advice on how developers/consultants can deal with clients by setting minimal requirements, saying "No" and how to choose hourly rates and much more.
In this presentation made during QCon London 2007, Dave Thomas talks about expanding people's expertise in their domains of interest by not treating them uniformly as they had the same amount of knowledge and level of experience.
The founder of the Castle Project, Hamilton Verissimo de Oliveira, has decided to join Microsoft as Project Manager of the MEF team according to his blog. Castle is a .NET open source project intended to help enterprise and web development.
Last month the Japanese labor board ruled that the death of the Chief Engineer on the Camry Hybrid project was ‘karoshi’ (death by over work). This story raised a number of interesting issues about what we can learn from Toyota, sustainable effort and why we develop software.
Senior members, who have been working in traditional teams, can face issues related to respect and authority when they come to an Agile team. An interesting discussion on Scrum Development group and Agile India group tries to uncover answers that Agile might have for the situation.
The Software Engineering Institute (SEI) recently published a paper entitled "Evaluating and Improving Architectural Competence", which looks at using four models of human behaviour to help assess and improve software architecture competence.
Your organization is adopting Agile Development and your Managers are trying to find their new role. Prior to the adoption Agile perhaps management was involved in the production specifications and assigned the tasks. Now that teams are self organizing and the stories (instead of specs) come from the product owner, what does management do?