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            <title>No, I won’t be your technical co-founder</title>
            <pubDate>Sun, 13 May 2012 12:33:02 +0000</pubDate>
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            <title>How to Really Begin Adding Value</title>
            <pubDate>Fri, 11 May 2012 16:03:12 +0000</pubDate>
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            <title>How to sleep less, but right?</title>
            <pubDate>Sun, 29 Apr 2012 12:35:21 +0000</pubDate>
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            <title>Trisha's Ramblings: Disruptor</title>
            <pubDate>Sun, 29 Apr 2012 12:24:00 +0000</pubDate>
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            <title>Why I Won’t Sign Your NDA</title>
            <pubDate>Thu, 19 Apr 2012 17:29:06 +0000</pubDate>
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            <title>Don't Be A Free User</title>
            <pubDate>Sat, 14 Apr 2012 08:18:44 +0000</pubDate>
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            <title>Dark Matter Developers: The Unseen 99% - Scott Hanselman</title>
            <pubDate>Sat, 17 Mar 2012 12:37:56 +0000</pubDate>
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            <title>*InfoQ: Kanban and Scrum - making the most of both</title>
            <pubDate>Thu, 15 Mar 2012 10:29:52 +0000</pubDate>
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            <title>Pair Programming Considered Harmful? | TechCrunch</title>
            <pubDate>Thu, 08 Mar 2012 22:27:04 +0000</pubDate>
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            <title>Why we are much smarter than we think we are</title>
            <pubDate>Sun, 04 Mar 2012 18:49:37 +0000</pubDate>
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            <title>The Development Pendulum</title>
            <pubDate>Sun, 04 Mar 2012 18:23:29 +0000</pubDate>
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            <link>http://simpleprogrammer.com/2012/02/09/the-development-pendulum/</link>
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            <title>Salary Negotiation: Make More Money, Be More Valued</title>
            <pubDate>Sun, 04 Mar 2012 18:18:01 +0000</pubDate>
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            <title>Don't get grinfucked by your users</title>
            <pubDate>Sun, 04 Mar 2012 16:27:26 +0000</pubDate>
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            <title>Expertise versus Pair Programming</title>
            <pubDate>Wed, 01 Feb 2012 10:29:18 +0000</pubDate>
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            <title>Why are software development task estimations regularly off by a factor of 2-3?</title>
            <pubDate>Wed, 01 Feb 2012 10:24:39 +0000</pubDate>
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            <title>Becoming an Expert</title>
            <pubDate>Wed, 01 Feb 2012 10:18:44 +0000</pubDate>
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            <description>One way is effortful thought – what we do when consciously thinking about something.  The other doesn’t even feel like thinking it all.  It’s just effortless automatic perception – like seeing a dog.  Much of our brain’s activity is of the automatic kind.  </description>
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            <title>Steve Ballmer Reboots</title>
            <pubDate>Mon, 30 Jan 2012 10:07:11 +0000</pubDate>
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            <title>Forming a new software startup, how do I allocate ownership fairly?</title>
            <pubDate>Sat, 28 Jan 2012 17:04:51 +0000</pubDate>
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            <title>How I Program Stuff - Randall Degges</title>
            <pubDate>Tue, 17 Jan 2012 20:18:27 +0000</pubDate>
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            <description>I tend to think of myself as a passionate programmer (subsequently, this is one of the best books I've ever read).</description>
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            <title>What questions should you ask if you are the interviewee?</title>
            <pubDate>Sat, 14 Jan 2012 12:22:21 +0000</pubDate>
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            <title>Test-Driven Development Is Not Slower</title>
            <pubDate>Sat, 14 Jan 2012 12:20:08 +0000</pubDate>
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            <title>The Curious Nature of Hourly Rates</title>
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            <description>T`o be successful, you need to understand the vital difference between believing you will succeed, and believing you will succeed easily.</description>
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            <title>When To Work On Technical Debt</title>
            <pubDate>Thu, 04 Aug 2011 21:55:05 +0000</pubDate>
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            <link>http://www.nomachetejuggling.com/2011/07/22/when-to-work-on-technical-debt/</link>
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            <title>A Better Team: Arrogance And Accepting Your Own Strengths</title>
            <pubDate>Sun, 24 Jul 2011 14:55:34 +0000</pubDate>
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            <link>http://lostechies.com/derickbailey/2011/07/21/a-better-team-arrogance-and-accepting-your-own-strengths/</link>
            <dc:creator><![CDATA[haemoglobin]]></dc:creator>
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            <title>personality conflicts - New Team Lead - How to deal with a resentful former peer</title>
            <pubDate>Sun, 17 Jul 2011 19:49:50 +0000</pubDate>
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            <link>http://programmers.stackexchange.com/questions/90059/new-team-lead-how-to-deal-with-a-resentful-former-peer/90476#90476</link>
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            <title>Seth's Blog: Unreasonable</title>
            <pubDate>Wed, 06 Jul 2011 20:20:00 +0000</pubDate>
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            <link>http://sethgodin.typepad.com/seths_blog/2011/02/unreasonable.html</link>
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            <description>Fortunately, the world is filled with unreasonable people. Unfortunately, you need to compete with them.</description>
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            <title>Reinvigorated Retrospectives | The Agile Management Blog</title>
            <pubDate>Wed, 06 Jul 2011 20:19:07 +0000</pubDate>
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            <link>http://blogs.versionone.com/agile_management/2011/07/01/reinvigorated-retrospectives/</link>
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            <title>How Mobile Devices Rob You of Creativity | BNET</title>
            <pubDate>Sun, 03 Jul 2011 13:30:00 +0000</pubDate>
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            <description>Boredom is a period in which your brain is restless, but that turns out to be the perfect opportunity to let your mind wander or try out new ideas.</description>
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            <title>Code rant: I Don’t Have Time for Unit Tests</title>
            <pubDate>Sun, 03 Jul 2011 13:18:19 +0000</pubDate>
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            <link>http://mikehadlow.blogspot.com/2011/06/i-dont-have-time-for-unit-tests.html</link>
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            <description>If some technique allowed you to half the modifying/understanding parts of the job by doubling the new-code part, you’d now be taking only ~60% of the time you previously took to deliver a feature, almost doubling your productivity.

TDD is that technique.</description>
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            <title>‪Randy Pausch Last Lecture: Achieving Your Childhood Dreams</title>
            <pubDate>Sun, 26 Jun 2011 20:42:45 +0000</pubDate>
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            <link>http://www.youtube.com/watch?v=ji5_MqicxSo</link>
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            <title>Seth's Blog: Irrational vs. unreasonable</title>
            <pubDate>Tue, 21 Jun 2011 21:53:39 +0000</pubDate>
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            <description>Customers and team members make irrational requests all the time.

That doesn't make them unreasonable. If satisfying their request moves things forward, it's not always worth the effort to teach someone a lesson. Sometimes, it's more effective to just embrace their irrationality.

Being right doesn't always have to be the goal.</description>
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            <title>Some Alternative Ways of Reading Context/Specification</title>
            <pubDate>Tue, 14 Jun 2011 11:48:55 +0000</pubDate>
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            <link>http://elegantcode.com/2009/02/27/some-alternative-ways-of-reading-contextspecification/</link>
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            <title>SSW - Rules to Successful Projects</title>
            <pubDate>Sat, 04 Jun 2011 14:32:22 +0000</pubDate>
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            <link>http://rules.ssw.com.au/Management/RulesToSuccessfulProjects/Pages/Default.aspx</link>
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            <description>- Interaction with clients needs to be consistent
   - e.g how bugs &amp; feature requests are reported

 - Be weary about ballpark estimates
   - Give single figure. 

 - Tell the customer there will be bugs and need them to work with us. 

 - Steer away from fixed price
 - Two stage first stage signed off price for mockups, second stage = work 

 - Triage requests in subsequent releases. 

 - There are always people better than you, never get a big head. 

 - Explain definition of a bug

 - All requests through one person 
  - Company champion 

 - Decide how pretty the mockup needs to be. 
   - Don't report bugs in mockups highlighted in red

 - Always inform client how long you took 

 - Evening standups (think at night)
   - Send morning goals

 - Easily check version

 - Daily build</description>
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            <title>Derek Handley on Vimeo</title>
            <pubDate>Sat, 04 Jun 2011 11:54:48 +0000</pubDate>
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            <link>http://vimeo.com/22332388</link>
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            <description>Derek Handley - a Kiwi who sold his international mobile marketing company for millions talks about entrepreneurship and the future, especially for New Zealand.</description>
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            <title>Semantic Versioning</title>
            <pubDate>Sat, 28 May 2011 11:00:31 +0000</pubDate>
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            <link>http://semver.org/</link>
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            <title>The 80/20 Principle: 11 Ways to Boost Your Life</title>
            <pubDate>Sun, 22 May 2011 14:21:24 +0000</pubDate>
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            <link>http://www.lifeoptimizer.org/2007/12/04/the-8020-principle-11-ways-to-boost-your-life/</link>
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            <title>The Myth of Discipline | zen habits</title>
            <pubDate>Sun, 22 May 2011 13:05:57 +0000</pubDate>
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            <link>http://zenhabits.net/discipline/</link>
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            <title>Release Early, Release Often</title>
            <pubDate>Sat, 21 May 2011 15:24:51 +0000</pubDate>
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            <link>http://haacked.com/archive/2011/04/20/release-early-and-often.aspx</link>
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            <title>Stop Worrying About Mistakes and You'll Make Fewer | BNET</title>
            <pubDate>Sat, 14 May 2011 13:54:12 +0000</pubDate>
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            <link>http://www.bnet.com/blog/entry-level/stop-worrying-about-mistakes-and-youll-make-fewer/3995</link>
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            <description>Nothing interferes with performance quite like anxiety does – it is the productivity-killer.</description>
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            <title>Sleep Adjustment: Why the Early Bird Gets the Worm - by Dumb Little Man</title>
            <pubDate>Sat, 14 May 2011 13:52:28 +0000</pubDate>
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            <link>http://www.dumblittleman.com/2010/12/sleep-adjustment-why-early-bird-gets.html?utm_source=feedburner&amp;utm_medium=feed&amp;utm_campaign=Feed%3A+DumbLittleMan+%28Dumb+Little+Man+-+tips+for+life%29</link>
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            <description>- More Me Time
 - Regular Workouts
 - An easier commute
 - The benefit of breakfast
 - Family matters
 - High productivity
 - A brainpower boost 
 - Less stress</description>
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            <title>The Key to Creating Remarkable Things</title>
            <pubDate>Tue, 03 May 2011 21:22:55 +0000</pubDate>
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            <link>http://the99percent.com/tips/6658/The-Key-to-Creating-Remarkable-Things</link>
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            <description>At the beginning of the day, faced with an overflowing inbox, a list of messages on your voicemail, and the to-do list from your last meeting, it's tempting to want to “clear the decks” before you start on your own most important work. When you're up-to-date, you tell yourself, your mind will be clear and it will be easier to focus on the task at hand.

The trouble with this approach is that you end up spending the best part of the day on other people's priorities, running their errands, and giving them what they need. By the time you finally settle down to your own work, it could be mid-afternoon, when your energy has dipped and it's hard to focus on anything properly. “Oh well, maybe tomorrow will be better,” you tell yourself.</description>
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            <title>Cognitive Media - The Empathic Civilisation</title>
            <pubDate>Sat, 05 Feb 2011 12:27:03 +0000</pubDate>
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            <link>http://www.youtube.com/watch?v=l7AWnfFRc7g</link>
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            <title>Cognitive Media - Smile or Die</title>
            <pubDate>Sat, 05 Feb 2011 12:19:25 +0000</pubDate>
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            <link>http://www.youtube.com/watch?v=u5um8QWWRvo&amp;feature=relmfu</link>
            <dc:creator><![CDATA[haemoglobin]]></dc:creator>
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            <description />
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            <title>Cognitive Media - Drive: The surprising truth about what motivates us</title>
            <pubDate>Sat, 05 Feb 2011 12:18:30 +0000</pubDate>
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            <link>http://www.youtube.com/watch?v=u6XAPnuFjJc</link>
            <dc:creator><![CDATA[haemoglobin]]></dc:creator>
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            <description />
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            <title>Time Management Matrix</title>
            <pubDate>Thu, 23 Dec 2010 09:02:03 +0000</pubDate>
            <guid isPermaLink="false">http://www.delicious.com/url/af2fc7351b3794a14225a12bd98093de#haemoglobin</guid>
            <link>http://celestinechua.com/blog/put-first-things-first/</link>
            <dc:creator><![CDATA[haemoglobin]]></dc:creator>
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            <description>- Q-2 tasks never become urgent until it is too late. For example, taking care of your health or pursuing your dreams. 
 - It became clear that unless I consciously choose to prioritize Q-2 tasks, nothing is ever going to happen in that area.</description>
            <category domain="http://www.delicious.com/haemoglobin/">favourite-articles</category>
            <category domain="http://www.delicious.com/haemoglobin/">personal-development</category>
            
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            <title>Stop Worrying About The Next Big Thing</title>
            <pubDate>Wed, 15 Dec 2010 10:08:42 +0000</pubDate>
            <guid isPermaLink="false">http://www.delicious.com/url/e60ca42744a8e160f65f6fdadaeafe88#haemoglobin</guid>
            <link>http://www.codethinked.com/post/2010/10/05/Stop-Worrying-About-The-Next-Big-Thing.aspx</link>
            <dc:creator><![CDATA[haemoglobin]]></dc:creator>
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            <description>Stop paying attention to tools everyone tells you are cool, and find tools that make your life easier. You see, the best way to predict what will be big, is to ignore it and find tools that work. If a tool makes your life and your job easy, then other people out there will probably feel the same way. But you also have to remember that tools are optimized for a specific job, and if you aren't doing that job, then the tool is most likely useless to you.</description>
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            <title>The role of an architect in an agile team - Tom Hollander's</title>
            <pubDate>Sun, 17 Oct 2010 11:16:36 +0000</pubDate>
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            <link>http://blogs.msdn.com/b/tomholl/archive/2010/09/08/the-role-of-an-architect-in-an-agile-team.aspx</link>
            <dc:creator><![CDATA[haemoglobin]]></dc:creator>
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            <description>10) "Just enough" upfront design.
 - Major technological decisions.

9) Start with a vertical slice.
 - Goes through all layers of architecture. 

8) Just-in-time design each iteration to give direction
 - But still leave details to developer (don't take away their job)

7) Trust your team... but be there for them &amp; mentor.

6) Write code. 
 - To stay relevant and have a real understanding of the code base.

5) Be involved in everything.

4) Drive a culture of quality.
 - Enforce things that are important (i.e unit testing). 
 - Code review on each check-in (anyone can do this) 

3) Know when changes are required.
 - "YAGNI" - build the simplest thing possible that works. 
 - Don't over-engineer to solve something that might never happen. 

2) Shield the team from external randomisation. 
 -  Enterprise architects, budgets etc

1) Write docs... but only if someone needs to read them.
 - A document should never replace a team talking to each other.</description>
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            <title>Technical Debt a Perspective for Managers</title>
            <pubDate>Wed, 13 Oct 2010 16:10:45 +0000</pubDate>
            <guid isPermaLink="false">http://www.delicious.com/url/a1bf490b2a54b6e4adcddf5e54838263#haemoglobin</guid>
            <link>http://www.infoq.com/articles/technical-debt-levison</link>
            <dc:creator><![CDATA[haemoglobin]]></dc:creator>
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            <description>As it stands, your business has both a problem and an opportunity. The problem: the code bases of your projects are accumulating technical debt and they have already started to slowdown. This problem is costing the business money today as it becomes more and more difficult to make the changes and fix bugs as requested by the customers. The opportunity: improve the developers’ skills; make it clear that management support and the code quality will improve and the bug count will go down. In time, this will increase the capability of the development teams.</description>
            <category domain="http://www.delicious.com/haemoglobin/">favourite-articles</category>
            <category domain="http://www.delicious.com/haemoglobin/">development</category>
            
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            <title>Five Things I wish I'd Known Earlier in Life</title>
            <pubDate>Wed, 13 Oct 2010 15:15:45 +0000</pubDate>
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            <link>http://www.lessordinaryliving.com/blog/five-things-i-wish-id-known-earlier-in-life/</link>
            <dc:creator><![CDATA[haemoglobin]]></dc:creator>
            <comments>http://www.delicious.com/url/d349fdb33506b587c8fb406e8d183824</comments>
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            <description>1. Life is about making memories 
2. Nike are right - just do it
3. "Grant me the serenity to accept the things I cannot change and the courage to change the things I can"
4. Sometimes the bad stuff is the best stuff. 
5. Aim high - then take it one step at a time.</description>
            <category domain="http://www.delicious.com/haemoglobin/">favourite-articles</category>
            <category domain="http://www.delicious.com/haemoglobin/">personal-development</category>
            
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            <title>Top Five Regrets of the Dying</title>
            <pubDate>Mon, 11 Oct 2010 12:47:00 +0000</pubDate>
            <guid isPermaLink="false">http://www.delicious.com/url/081412989bd7a792ee2b57a9989f760f#haemoglobin</guid>
            <link>http://ezinearticles.com/?Top-Five-Regrets-of-the-Dying&amp;id=3268063</link>
            <dc:creator><![CDATA[haemoglobin]]></dc:creator>
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            <description>1. I wish I'd had the courage to live a life true to myself, not the life others expected of me.
2. I wish I didn't work so hard.
3. I wish I'd had the courage to express my feelings.
4. I wish I had stayed in touch with my friends.
5. I wish that I had let myself be happier.</description>
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            <title>Technical Debt – Don’t Let it Kill Your Projects</title>
            <pubDate>Thu, 23 Sep 2010 15:44:34 +0000</pubDate>
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            <link>http://community.devexpress.com/blogs/garyshort/archive/2010/08/20/technical-debt-don-t-let-it-kill-your-projects.aspx</link>
            <dc:creator><![CDATA[haemoglobin]]></dc:creator>
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            <description>Ward Cunningham defined technical debt as being analogous to financial debt. With financial debt you borrow money now in order to obtain some benefit that you could not otherwise obtain – the purchase of a car for example. In the future you are going to have to pay back the money you borrowed, along with some interest on the capital. Ward suggests that it is the same with technical debt.</description>
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            <title>Six Thinking Hats</title>
            <pubDate>Thu, 23 Sep 2010 15:40:35 +0000</pubDate>
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            <link>http://en.wikipedia.org/wiki/Six_Thinking_Hats?wasRedirected=true</link>
            <dc:creator><![CDATA[haemoglobin]]></dc:creator>
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            <description>The de Bono Hats system (also known as "Six Hats" or "Six Thinking Hats") is a thinking tool for group discussion and individual thinking. Combined with the idea of parallel thinking which is associated with it, it provides a means for groups to think together more effectively, and a means to plan thinking processes in a detailed and cohesive way</description>
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            <title>Digital Devices Deprive Brain of Needed Downtime</title>
            <pubDate>Thu, 23 Sep 2010 14:52:13 +0000</pubDate>
            <guid isPermaLink="false">http://www.delicious.com/url/90a1de980d2ee9a53b02e160d14bceb2#haemoglobin</guid>
            <link>http://www.nytimes.com/2010/08/25/technology/25brain.html?_r=1</link>
            <dc:creator><![CDATA[haemoglobin]]></dc:creator>
            <comments>http://www.delicious.com/url/90a1de980d2ee9a53b02e160d14bceb2</comments>
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            <description>Filling every small gap of time with inputs from technology robs you of valuable downtime that can be used to solidify learning or to come up with new ideas.</description>
            <category domain="http://www.delicious.com/haemoglobin/">favourite-articles</category>
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            <title>Is This Why Your Sales Suck?</title>
            <pubDate>Thu, 23 Sep 2010 13:59:29 +0000</pubDate>
            <guid isPermaLink="false">http://www.delicious.com/url/c3285cf8cf748128cd41583a86b534ec#haemoglobin</guid>
            <link>http://www.chrisg.com/entitlement/</link>
            <dc:creator><![CDATA[haemoglobin]]></dc:creator>
            <comments>http://www.delicious.com/url/c3285cf8cf748128cd41583a86b534ec</comments>
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            <description>If your entire rationale why someone should visit your blog or buy from you is that you need to pay the rent then you might need to reconsider your strategy.

You have no right to their business.</description>
            <category domain="http://www.delicious.com/haemoglobin/">favourite-articles</category>
            <category domain="http://www.delicious.com/haemoglobin/">business</category>
            
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            <title>Project Plans in a Nutshell</title>
            <pubDate>Sun, 15 Aug 2010 19:56:02 +0000</pubDate>
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            <link>http://blogs.msdn.com/b/jmeier/archive/2010/08/02/project-plans-in-a-nutshell.aspx</link>
            <dc:creator><![CDATA[haemoglobin]]></dc:creator>
            <comments>http://www.delicious.com/url/41fa5d9e35df40a50e38db278f12c376</comments>
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            <description>Regardless of how you get there or how you share the plan, the following are essential elements:

    * Problem statement
    * Customer / who’s it for
    * Vision / strategy
    * Goals
    * Outcomes
    * Deliverables
    * Timeline
    * Tests for success
    * Measures / metrics
    * Scenarios / stories
    * Resource map
    * Risks
    * A map of the work (work breakdown structure)</description>
            <category domain="http://www.delicious.com/haemoglobin/">favourite-articles</category>
            <category domain="http://www.delicious.com/haemoglobin/">process</category>
            
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            <title>Steve Jobs: How to live before you die</title>
            <pubDate>Sun, 15 Aug 2010 19:28:19 +0000</pubDate>
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            <link>http://www.ted.com/talks/steve_jobs_how_to_live_before_you_die.html</link>
            <dc:creator><![CDATA[haemoglobin]]></dc:creator>
            <comments>http://www.delicious.com/url/2a01f37d9d59f785ac6b9adec11f41d1</comments>
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            <description>At his Stanford University commencement speech, Steve Jobs, CEO and co-founder of Apple and Pixar, urges us to pursue our dreams and see the opportunities in life's setbacks -- including death itself.</description>
            <category domain="http://www.delicious.com/haemoglobin/">favourite-articles</category>
            <category domain="http://www.delicious.com/haemoglobin/">personal-development</category>
            
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        <item>
            <title>Sleeping funny</title>
            <pubDate>Sat, 14 Aug 2010 13:10:31 +0000</pubDate>
            <guid isPermaLink="false">http://www.delicious.com/url/d10899d6a17423c20a0e5ff4a0180b09#haemoglobin</guid>
            <link>http://sethgodin.typepad.com/seths_blog/2010/08/sleeping-funny.html?utm_source=feedburner&amp;utm_medium=feed&amp;utm_campaign=Feed%3A+typepad%2Fsethsmainblog+%28Seth%27s+Blog%29</link>
            <dc:creator><![CDATA[haemoglobin]]></dc:creator>
            <comments>http://www.delicious.com/url/d10899d6a17423c20a0e5ff4a0180b09</comments>
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            <description>Most of us have come up with a strategy for days we're working funny--we do the busy work, we reply, react and occasionally respond. We show up at the meetings and we answer our email, and we go home feeling as though we accomplished at least a little something (though we didn't.)

The danger is this: this working funny habit leaks into the days when we're on our game. When you're on a roll, you still find yourself going to meetings, answering email and working through someone else's to-do list. That's a waste.

Don't toss and turn if you don't have to.</description>
            <category domain="http://www.delicious.com/haemoglobin/">favourite-articles</category>
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            <title>How to Be Productive: Stop Working</title>
            <pubDate>Sat, 14 Aug 2010 12:56:08 +0000</pubDate>
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            <link>http://m.bnet.com/blog/business-strategy/how-to-be-productive-stop-working/378</link>
            <dc:creator><![CDATA[haemoglobin]]></dc:creator>
            <comments>http://www.delicious.com/url/1fa5eca2ec8eca5549cf3b85bc7ee163</comments>
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            <description>Exercise, Simons concludes, improves cognition broadly by increasing the fitness of your brain.

Care about asset integrity? Get out of the office and go for a walk. And make sure the people who work for you do, too.</description>
            <category domain="http://www.delicious.com/haemoglobin/">favourite-articles</category>
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            <title>Productivity Personas – Are You a Starter or a Finisher?</title>
            <pubDate>Sat, 14 Aug 2010 12:50:39 +0000</pubDate>
            <guid isPermaLink="false">http://www.delicious.com/url/1c6a17967acab630a027b1337abb5c42#haemoglobin</guid>
            <link>http://sourcesofinsight.com/2010/08/12/day-12-productivity-personas-are-you-a-starter-or-a-finisher/</link>
            <dc:creator><![CDATA[haemoglobin]]></dc:creator>
            <comments>http://www.delicious.com/url/1c6a17967acab630a027b1337abb5c42</comments>
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            <description>Some people are natural “starters.”  They live for the creative beginning of projects, but not the day-to-day execution or the detailed follow up and follow through.  Some people are natural “finishers.”  They like the day-to-day work and the routine execution. When “starters” and “finishers” pair up, everybody wins.</description>
            <category domain="http://www.delicious.com/haemoglobin/">favourite-articles</category>
            <category domain="http://www.delicious.com/haemoglobin/">leadership</category>
            
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            <title>Teaching Lean and Kanban: What’s Working Well</title>
            <pubDate>Sun, 01 Aug 2010 19:57:36 +0000</pubDate>
            <guid isPermaLink="false">http://www.delicious.com/url/6620f36e41a5ddb4e81e4be458e3d984#haemoglobin</guid>
            <link>http://www.infoq.com/presentations/Teaching-Lean-and-Kanban</link>
            <dc:creator><![CDATA[haemoglobin]]></dc:creator>
            <comments>http://www.delicious.com/url/6620f36e41a5ddb4e81e4be458e3d984</comments>
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            <description>Russell Healy presents the basic concepts of Lean and Kanban through analogies, models and simulations: Waste and the Value Stream, inventory or Work In Process, Cycle Time, and the relationship between them.</description>
            <category domain="http://www.delicious.com/haemoglobin/">favourite-articles</category>
            <category domain="http://www.delicious.com/haemoglobin/">process</category>
            <category domain="http://www.delicious.com/haemoglobin/">agile</category>
            
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        <item>
            <title>Mocks Aren't Stubs</title>
            <pubDate>Sun, 01 Aug 2010 19:03:16 +0000</pubDate>
            <guid isPermaLink="false">http://www.delicious.com/url/48598d146784dd387b4355af1b4c2b58#haemoglobin</guid>
            <link>http://martinfowler.com/articles/mocksArentStubs.html</link>
            <dc:creator><![CDATA[haemoglobin]]></dc:creator>
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            <description>Martin Fowler describes the difference between Mocks and Stubs, there are two schools of thought, pure mockists mock everything, classic TDD developers prefer simple stubs and mocks where necessary.</description>
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            <category domain="http://www.delicious.com/haemoglobin/">development</category>
            
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            <title>Validation is overrated</title>
            <pubDate>Mon, 05 Jul 2010 11:02:06 +0000</pubDate>
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            <link>http://sethgodin.typepad.com/seths_blog/2010/06/validation-might-be-overrated.html</link>
            <dc:creator><![CDATA[haemoglobin]]></dc:creator>
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            <description>Feedback is important, selling is important, getting the market to recognize your offering and make a sale--all important. But there's a difference between achieving your goals and realizing your work matters.

If you have a book to write, write it. If you want to record an album, record it. No need to wait for someone in a cubicle halfway across the country to decide if you're worthy.</description>
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            <title>Study: Face-to-Face Meetings Breed More Trust Than E-Mail Does</title>
            <pubDate>Fri, 25 Jun 2010 00:44:41 +0000</pubDate>
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            <link>http://www.time.com/time/health/article/0,8599,1998396,00.html</link>
            <dc:creator><![CDATA[haemoglobin]]></dc:creator>
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            <description>"It's possible that instead of fostering real friendships off-line, e-mail and social networking may take the place of them — and the distance inherent in screen-only interactions may breed feelings of isolation or a tendency to care less about other people. After all, if you don't feel like dealing with a friend's problem online, all you have to do is log off."

"The same is true of relationships with family and friends, Northcraft says. It's not enough to stay in touch by text or e-mail or Facebook. Now and then, alas, you have to pick up the phone or make a personal visit to Mom and Dad."</description>
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            <title>Full Analysis of iPhone Economics - it is bad news. And then it gets worse</title>
            <pubDate>Thu, 24 Jun 2010 00:09:26 +0000</pubDate>
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            <link>http://communities-dominate.blogs.com/brands/2010/06/full-analysis-of-iphone-economics-its-bad-news-and-then-it-gets-worse.html</link>
            <dc:creator><![CDATA[haemoglobin]]></dc:creator>
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            <description>It is currently in hype mode, it is a bubble where most developers will not recoup their costs, and in the case of paid apps, will for the vast majority, never reach desired usage levels, and for free apps, will never achieve reasonable reach.</description>
            <category domain="http://www.delicious.com/haemoglobin/">favourite-articles</category>
            <category domain="http://www.delicious.com/haemoglobin/">business</category>
            
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            <title>Who Owns the IP Rights to Custom Software?</title>
            <pubDate>Thu, 24 Jun 2010 00:00:52 +0000</pubDate>
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            <link>http://www.iplawforstartups.com/who-owns-the-ip-rights-to-custom-software/</link>
            <dc:creator><![CDATA[haemoglobin]]></dc:creator>
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            <description />
            <category domain="http://www.delicious.com/haemoglobin/">favourite-articles</category>
            <category domain="http://www.delicious.com/haemoglobin/">consulting</category>
            
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            <title>12 Questions to Measure Employee Engagement</title>
            <pubDate>Sun, 20 Jun 2010 21:14:00 +0000</pubDate>
            <guid isPermaLink="false">http://www.delicious.com/url/6423bd183c79d48de17f08a64cb65857#haemoglobin</guid>
            <link>http://www.workforce.com/section/09/article/23/53/40.html</link>
            <dc:creator><![CDATA[haemoglobin]]></dc:creator>
            <comments>http://www.delicious.com/url/6423bd183c79d48de17f08a64cb65857</comments>
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            <description>#Do you know what is expected of you at work?
#Do you have the materials and equipment you need to do your work right?
#At work, do you have the opportunity to do what you do best every day?
#In the last seven days, have you received recognition or praise for doing good work?
#Does your supervisor, or someone at work, seem to care about you as a person?
#Is there someone at work who encourages your development?
#At work, do your opinions seem to count?
#Does the mission/purpose of your company make you feel your job is important?
#Are your associates (fellow employees) committed to doing quality work?
#Do you have a best friend at work?
#In the last six months, has someone at work talked to you about your progress?
#In the last year, have you had opportunities at work to learn and grow?</description>
            <category domain="http://www.delicious.com/haemoglobin/">favourite-articles</category>
            <category domain="http://www.delicious.com/haemoglobin/">leadership</category>
            
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            <title>25 Ways to be Happier Today</title>
            <pubDate>Tue, 15 Jun 2010 02:11:12 +0000</pubDate>
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            <link>http://www.lessordinaryliving.com/25-instant-ways-to-be-happier-today/</link>
            <dc:creator><![CDATA[haemoglobin]]></dc:creator>
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            <description />
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            <title>T-Shaped People</title>
            <pubDate>Tue, 15 Jun 2010 02:06:54 +0000</pubDate>
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            <link>http://www.noop.nl/2010/06/t-shaped-people.html</link>
            <dc:creator><![CDATA[haemoglobin]]></dc:creator>
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            <description>A generalizing specialist is someone who: 1) Has one or more technical specialties […]. 2) Has at least a general knowledge of software development. 3) Has at least a general knowledge of the business domain in which they work. 4) Actively seeks to gain new skills in both their existing specialties as well as in other areas, including both technical and domain areas.</description>
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            <title>Anti-pattern - Wikipedia</title>
            <pubDate>Thu, 27 May 2010 11:17:26 +0000</pubDate>
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            <link>http://en.wikipedia.org/wiki/Anti-pattern</link>
            <dc:creator><![CDATA[haemoglobin]]></dc:creator>
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            <description>An interesting list of anti-patterns.</description>
            <category domain="http://www.delicious.com/haemoglobin/">favourite-articles</category>
            <category domain="http://www.delicious.com/haemoglobin/">development</category>
            
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            <title>Unskilled and Unaware of It</title>
            <pubDate>Thu, 27 May 2010 10:40:56 +0000</pubDate>
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            <link>http://www.damninteresting.com/unskilled-and-unaware-of-it</link>
            <dc:creator><![CDATA[haemoglobin]]></dc:creator>
            <comments>http://www.delicious.com/url/0c03913d07739317f80a7d32cb45fadd</comments>
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            <description>This tendency of the average person to believe he or she is better-than-average is known as the “above-average effect,” and it flies in the face of logic… by definition, descriptive statistics says that it is impossible absurdly improbable for a majority of people to be above average.

The Internet is a veritable all-you-can-eat buffet of such misplaced confidence.

Obviously not all confidence is misplaced; sometimes it is the result of strong skills and accurate self-assessment. But all too often, confidence is an artifact of ignorance. As is the case with many human flaws, perhaps the best remedy is to never stop learning, to seek out and absorb constructive criticism, and to always be prepared to admit that you may be wrong about something.</description>
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            <title>Hitting the High Notes - Joel on Software</title>
            <pubDate>Sun, 01 Aug 2010 11:13:48 +0000</pubDate>
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            <link>http://www.joelonsoftware.com/articles/HighNotes.html</link>
            <dc:creator><![CDATA[haemoglobin]]></dc:creator>
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            <description>The quality of the work and the amount of time spent are simply uncorrelated.

The real trouble with using a lot of mediocre programmers instead of a couple of good ones is that no matter how long they work, they never produce something as good as what the great programmers can produce.

The mediocre talent just never hits the high notes that the top talent hits all the time.

It's not just a matter of "10 times more productive." It's that the "average productive" developer never hits the high notes that make great software.</description>
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            <title>The Nonsense of Leadership (Princes and Priests)</title>
            <pubDate>Thu, 13 May 2010 04:39:41 +0000</pubDate>
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            <link>http://www.noop.nl/2010/05/the-nonsense-of-leadership-princes-and-priests.html</link>
            <dc:creator><![CDATA[haemoglobin]]></dc:creator>
            <comments>http://www.delicious.com/url/3cbe7e24592ba4ad54a8c342f53211b6</comments>
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            <description>An article that describes how there can be many leaders in an organisation (not just one).

An organisation / shareholders will always require management to manage their assets. "Whether or not employees need managers is irrelevant. It is the shareholders who need managers of their business."

If you understand my point of view, I might call you a leadership pragmatist. You understand that the management hierarchy is a simple necessity, and that the bulk of the work is done through a social network of leaders and followers. The leadership network is superimposed on the management hierarchy. Communication and inspiration flow through the network. Authorization and restriction flow through the hierarchy.

@jurgenappelo on twitter:
"Managers are NOT leaders but enablers. They enable people to have a job, to join a team, to enjoy projects, and to lead their peers."

"Management is a job that is assigned. Leadership is a role that must be earned. No willing followers = no leader."</description>
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            <category domain="http://www.delicious.com/haemoglobin/">leadership</category>
            
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            <title>Creating Team Trust</title>
            <pubDate>Thu, 13 May 2010 04:00:31 +0000</pubDate>
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            <link>http://5whys.com/blog/creating-team-trust.html</link>
            <dc:creator><![CDATA[haemoglobin]]></dc:creator>
            <comments>http://www.delicious.com/url/54e7d60e4e77ea10286ca30f708843a1</comments>
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            <description>- Do you always deliver what you promise to deliver?

 - Are you consistent in your actions and reactions? 

 - Do you ever feel as if you have to swallow your professional integrity? 
     You might need to reframe what you think integrity is. Early in my career, I cared very much about the quality of the released product. I still care, and I realize that sometimes there are business decisions that trump actual quality. I now care very much about providing information about technical debt to the people who make the final decision.

 - Are you willing to discuss issues? 
     New team leads are particularly prone to "I would have done it this way, why didn't you?" syndrome. You need to discuss, influence, negotiate, and not tell people what to do.

 - Are you willing to discuss issues?

 - Now, you can trust in yourself.
      Trust is something people earn, by showing they are trustworthy. Prove yourself, to yourself, your team, your management.</description>
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            <category domain="http://www.delicious.com/haemoglobin/">development</category>
            
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            <title>The Five Dysfunctions of a Team</title>
            <pubDate>Thu, 13 May 2010 03:36:31 +0000</pubDate>
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            <link>http://5whys.com/blog/the-five-dysfunctions-of-a-team.html</link>
            <dc:creator><![CDATA[haemoglobin]]></dc:creator>
            <comments>http://www.delicious.com/url/99cbb3001e6e8779aaf72e767611827c</comments>
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            <description>1) Absence of Trust
2) Fear of conflict
3) Lack of commitment
4) Avoidance of accountability
5) Inattention to results</description>
            <category domain="http://www.delicious.com/haemoglobin/">favourite-articles</category>
            <category domain="http://www.delicious.com/haemoglobin/">leadership</category>
            
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            <title>The Daily 5 Minutes</title>
            <pubDate>Thu, 13 May 2010 03:18:27 +0000</pubDate>
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            <link>http://www.sayleadershipcoaching.com/mwacoaching/2008/02/whats-the-skinn.html</link>
            <dc:creator><![CDATA[haemoglobin]]></dc:creator>
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            <description>Each day, without fail, managers are to give five minutes of no-agenda time to at least one of their employees.

   1. It trains you to be a better listener, a better manager, and a better coach
   2. It trains you to ask great questions, and get the full story
   3. It improves communication effectiveness with its ease and regularity
   4. It establishes great relationships with each person you give it to
   5. It converts unproductive time into found opportunity
   6. It eliminates workplace interruptions due to the ‘I forgots’
   7. It teaches people to both give and receive time and attention at work, and
   8. It assures that none of those people slip below the radar
   9. It promotes inclusivity and collaboration, engagement and ownership
  10. It improves your reputation as a ‘people manager’
  11. It is straightforward and simple, employing something we all can do (just talk to each other)
  12. Best of all, it’s quick! It only takes 5 minutes a day!</description>
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            <category domain="http://www.delicious.com/haemoglobin/">leadership</category>
            
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            <title>Do Not Fear Confrontation</title>
            <pubDate>Thu, 13 May 2010 02:57:50 +0000</pubDate>
            <guid isPermaLink="false">http://www.delicious.com/url/d7e2a10c67baebc8a8aaf974ec7057c2#haemoglobin</guid>
            <link>http://5whys.com/blog/do-not-fear-confrontation.html?utm_source=feedburner&amp;utm_medium=feed&amp;utm_campaign=Feed%3A+5whys+%285+Whys%29</link>
            <dc:creator><![CDATA[haemoglobin]]></dc:creator>
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            <description>Roy Osherove talks about how companies loose a lot when they are afraid of confrontation - and it can still be in the best interests of the person you are confronting.</description>
            <category domain="http://www.delicious.com/haemoglobin/">favourite-articles</category>
            <category domain="http://www.delicious.com/haemoglobin/">leadership</category>
            
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            <title>A simple way to know you're missing some leadership skills - Software Team Leadership - 5 Whys</title>
            <pubDate>Thu, 13 May 2010 02:46:35 +0000</pubDate>
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            <link>http://5whys.com/blog/a-simple-way-to-know-youre-missing-some-leadership-skills.html</link>
            <dc:creator><![CDATA[haemoglobin]]></dc:creator>
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            <description>You believe in some great practices that the team needs to follow, but you can't convince or get the team to follow them - even the simplest ones.

Leadership in software means helping the team achieve goals you believe in, even if they may not be convinced about them when you start out your quest. it's about making the team drive to that vision, at some point, without needing your help to do it.

But that takes, time, and patience, and sometimes - it takes a strong ego to not break during this long path.</description>
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