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David Bowler
Guest
[snip]
'80's to present) I have been in a variety of environments, ranging from
'programmer scum' to 'wow, you're amazing' type scenarios.
I'm now working at a place that is focused solely on development - the
programmer is king, and all subsidiary staff are just that, subsidiary.
Mind you, ironically, if it weren't for the excellent management and
marketing staff we have I wouldn't be in this position....
We have a very structured design and modelling phase before each project
which is, I feel, a must.
The point I'm trying to make (albeit rather circular) is that in order for
developers to produce top-notch ( I think the current buzz-word is triple A)
products, we still need a well defined and implemented overall structure to
the company.
Let's face it, a bunch of excellent programmers is not enough to create
effective market penetration.
We'd all end up trying to out-code each other and lose sight of the end
goal, which is, of course, the consumer's satisfaction.
Just my two cents (two pence here in blighty) worth!
Dave Bowler
I agree. Having been a software engineer all my working life (from mid/earlyYou have expressed something that I've noticed for a while now. If a
company is in the software business, the programmers are the
superstars, and they tend to be not only talented, but work in a
reward/scorn system that encourages good work. But if the superstars
of an organization are physicists or insurance execs or MDs, the
programmers are (often) just more staff, so aren't as talented or as
rewarded for excellence. EEs are subject to some of the same forces,
but seem to hold up a little better.
Software is now the heart of any technology or information-critical
company, which leaves almost no enterprise out. Management ignores its
programmers at great peril.
One of my customers, a big-science outfit, is "spinning out of
control" because their technical programming staff is so sloppy and
isolated. Another customer, a *big* aerospace conglomerate, has
Corporate Fellows who are programmers. The difference in results is
startling.
So: how do we explain the crap that Microsoft cranks out?
John
'80's to present) I have been in a variety of environments, ranging from
'programmer scum' to 'wow, you're amazing' type scenarios.
I'm now working at a place that is focused solely on development - the
programmer is king, and all subsidiary staff are just that, subsidiary.
Mind you, ironically, if it weren't for the excellent management and
marketing staff we have I wouldn't be in this position....
We have a very structured design and modelling phase before each project
which is, I feel, a must.
The point I'm trying to make (albeit rather circular) is that in order for
developers to produce top-notch ( I think the current buzz-word is triple A)
products, we still need a well defined and implemented overall structure to
the company.
Let's face it, a bunch of excellent programmers is not enough to create
effective market penetration.
We'd all end up trying to out-code each other and lose sight of the end
goal, which is, of course, the consumer's satisfaction.
Just my two cents (two pence here in blighty) worth!
Dave Bowler