SOFTware is HARD

The CRAM model suggests to investigate poor performance in a team member in this top-down order : C onstraints - is the member experiencing certain constraints in his/ her life that limits productivity or effectiveness? For example; married, birth, or death of a close one, debt or addiction issues. R esources - are there resource issues that prevents productive contribution? E.g. lack of test environment, IDE, tools, software licenses, hardware. A ptitude - is the team member cut-out for the role? Are there other more suitable roles available? M otivation - is the team member motivated to perform the role or is he/ she just passing time? Is it time to change the role or the job?

A mindmap review of the excellent book. Flash version can be found here

Scenario Planning Consider STEP factors: S ociological T echnological E conomical P olitical Perform Impact Analysis (Impact vs. Probability as the axes of a graph) Construct scenarios Porter’s 5 Forces rivalry barrier to entry/ exit substitutes bargaining power of suppliers bargaining power of buyers Balance Scorecard financial perspective – revenue, costs, profits, EPS customer perspective – responsiveness, base customers, CRM, complaints, branding internal business perspective innovation & learning perspective SWOT analysis S trengths W eaknesses O pportunities T hreats

As developers, we prefer disconnected communication with business analysts, clients, and users. Our comfort zone tends to be one where we can carefully craft our thoughts before responding. Some common tools that aggravate such disconnect are: email IM defect-tracking system However, those more successful in their careers, are those who are capable of giving off-the-cuff responses and appearing confident in those responses. Developers need to change for the betterment of their career.

Broad Categorisation of required skills Technical acumen and technology application Software Application platform & Operating Systems Middleware Database Domain knowledge Vertical – industry-specific, e.g. banking, insurance, telecommunication, legal, government Horizontal – cross-industry, e.g. workflow, document management, search, SOA Conceptualisation skills – able to conceptualise, describe and communicate the solution Leverage patterns – don’t reinvent the wheel! Manage relationships – need to manage stakeholders, vendors, providers, partners Leadership skills – able to garner support/ buy-in Communication and listening skills Strategic skills – able to zoom-in and zoom-out Experience in Processes Solution architecture Systems engineering Software engineering Programme/ Project management Role is to: Develop the overall vision Execute the vision into the desired solution Organise the development effort Implement strategic IT programmes Toolbox Requir...

A mindmap review of this book. Flash version can be found here

A mindmap review of this book. Flash version can be found here