26 August 2010

Lifehacker Pack for Android: Our List of the Best Android Apps

Lifehacker Pack for Android: Our List of the Best Android Apps
We're using the great app search and sync service AppBrain to create a Lifehacker Pack for Android. If you install the AppBrain App Market on your Android phone and sign in through the AppBrain site (using a Google OAuth, no-password-revealed log-in), you can check off and click install multiple apps from the list

Waste #2: Extra Features | Agile Zone

Waste #2: Extra Features | Agile Zone
Our first best weapon against extra features is a short feedback cycle. Frequent product demos will expose features that we're working on that our customers no longer believe will give them a competitive advantage. Even better than frequent demos are frequent production deployments. Getting the software in the wild on a regular basis and then tracking feature usage can easily expose features that are not needed. Removing features from the system will reduce the complexity, maintenance load, and likelihood that things will go wrong going forward.

Our second weapon against extra features is a healthy dose of "YAGNI." YAGNI stands for "You Ain't Gonna Need It." This phrase represents one of the original principles of eXtreme Programming, that of only adding functionality when it is necessary to meet a clear and present need of the customer.

Wikipedia's article on YAGNI [3] provides the following useful summary of the disadvantages of extra features:

* The time spent is taken from adding, testing or improving necessary functionality.
* The new features must be debugged, documented, and supported.
* Any new feature imposes constraints on what can be done in the future, so an unnecessary feature now may prevent implementing a necessary feature later.
* Until the feature is actually needed, it is difficult to fully define what it should do and to test it. If the new feature is not properly defined and tested, it may not work right, even if it eventually is needed.
* It leads to code bloat; the software becomes larger and more complicated.
* Unless there are specifications and some kind of revision control, the feature may not be known to programmers who could make use of it.
* Adding the new feature may suggest other new features. If these new features are implemented as well, this may result in a snowball effect towards creeping featurism.

20 August 2010

Fun with the Anthropic Principle « Otaku, Cedric's blog

Fun with the Anthropic Principle « Otaku, Cedric's blog
One day, someone called Steve sends you an email in which he predicts that tomorrow, team A will win against team B. You don’t think much of that email and you delete it. The next day, you learn that indeed, team A won. A few days later, you receive another email from Steve which, again, makes a prediction for the result of an upcoming game. And again, the prediction turns out to be correct.

After a while, you have received ten emails from Steve, each of which accurately predicted a game outcome. You start being quite shocked and excited. What are the odds that this person would randomly guess correctly ten matches? 1 over 2^10 (1024), about 0.1%. That’s quite remarkable.

In his next email, Steve says “I hope that by now, I convinced you that I can guess the future. Here is the deal: send me $10,000, I’ll bet them on the next match and we’ll split the profits”.

Do you send the money? read on

Belas Blog: Daisychaining in the clouds

Belas Blog: Daisychaining in the clouds. Interesting idea, although I would generally go for a more traditional fan-out model that looks like a tree rather than a daisy chain.
The idea is that, instead of sending a message to N-1 members, we only send it to our neighbor, which forwards it to its neighbor, and so on. For example, in {A,B,C,D,E}, D would broadcast a message by forwarding it to E, E forwards it to A, A to B, B to C and C to D. We use a time-to-live field, which gets decremented on every forward, and a message gets discarded when the time-to-live is 0.

The advantage is that, instead of taxing the link between a member and the switch to send N-1 messages, we distribute the traffic more evenly across the links between the nodes and the switch. Let's take a look at an example, where A broadcasts messages m1 and m2 in cluster {A,B,C,D}, '-->' means sending:

Schmidt: Erase your identity to escape Google shame • The Register

Schmidt: Erase your identity to escape Google shame • The Register, wow, that's a scary vision.
Increasingly bonkers Google governor Eric Schmidt has seen the future, and you might have to change your name to be a part of it.  According to the man in charge of the company de facto in charge of the web, young people's tendency to post embarrassing personal information and photographs to Googleable social networks means that in the future they will all be entitled to change their name on reaching adulthood.

03 August 2010

FX people moves: Barclays loses a whole team to the Swiss

UtilityVsStrategicDichotomy: Martin Fowler

One of the most important ways in which these efforts differ is where the risks lie. For utility projects the biggest risk is some kind of catastrophic error - you don't want the sewage pipe to break, or to miss payroll. So you need enough attention to make sure that doesn't happen, but other than that you want costs to be as low as possible. However with strategic projects, the biggest risk is not doing something before your competitors do. So you need to be able to react quickly. Cost is much less of an issue because the opportunity cost of not doing something is far greater than costs of software development itself.

This is not a static dichotomy. Business activities that are strategic can become a utility as time passes. Less often, a utility can become strategic if a company figures out how to make that activity a differentiator. (Apple did something like this with the design of personal computers.)

One way this dichotomy helps is in deciding between building custom software and installing a package. Since the definition of utility is that there's no differentiator, the obvious thing is to go with the package. For a strategic function you don't want the same software as your competitors because that would cripple your ability to differentiate.

Ross goes so far as to argue that there shouldn't be a single IT department that's responsible for both utility and strategic work. The mindset and management attitudes that are needed for the two are just too different. It's like expecting the same people who design warehouses to design an arts museum.