I think an area that it is difficult is when you support a cloud offering and an on-premises offering. Your cloud solution is likely to work quite well with CD. Your on-prem customers will tend to be slower moving and won't be getting every release. This creates a challenge for the support aspect, since some enterprise organizations may only want to do a single upgrade per quarter or year even.
CD is still a good thing, but you have even more configuration management to contend with when rolling out versions to on-prem customers and there is a cost to pay in managing that.
The more control you have over the version your customers run, the easier it is. Ultimately I think the satisfaction and quality that comes from shipping often outweighs the challenges associated with config management for the on-prem customers.
Don't take my word for it though. As always I recommend doing your own research.
I haven't personally seen any evidence of scare-mongering or stigmatising campaigns and I just can't imagine how it would be possible to spread fear about people who really don't seem so different from you and I.
I certainly don't know enough about the two named campaigns to be able to pick or choose between them, though I can understand the point about listening to people directly vs hearing the views of others who might be well-intentioned but seen by some as misguided.
Isn't that just the politics of different perspectives, which relates to every issue on the planet?
1 - I love writing software when I have autonomy, mastery and purpose.
2 - I love helping build, guide and mentor teams towards high performance.
3 - I need to be hands on, but not necessarily all the time.
4 - I dislike people management, but love technical mentoring.
5 - I love seeing things grow and mature and being part of that.
6 - I dislike consultancy because of number 5.
7 - I'm passionate about building places of work where people can thrive.
8 - I think I can make difference in small and medium-sized businesses with regards to number 7, but realise that I can't do it just from grass roots efforts.
9 - I'm unhappy when I'm not part of forming technology strategy.
10 - I need to be continually learning and experimenting.
11 - I really dislike people management.
12 - I'm worried about being able to get a software development job when I'm in my fifties (still a while away yet), due to the bias towards youth. Even though it's been proved that this bias is unfounded.
13 - I want to experiment with different organisation structures.
14 - I need to be part of something bigger than me.
15 - I love product development, not project development.
The typical path would put me into fulltime management, which would satisfy some of the above, but I don't think would satisfy me.
Staying in software development would also satisfy some of the above, but I'm really worried about 12. It also doesn't give me much clout to deal with larger organisational issues which is my dual passion (thriving) along with software development.
Now that I look again at the items above, I think I need to go back to technology start-up life and grow with a company from the beginning. Until I come across the right opportunity, I think my next step will be into an established innovative technology company such as Google, somewhere that is continually pushing the boundaries.
I know of myself that if pressure and stress overwhelms me I tend to end up procrastinating, because I either lack the guidance of what to fix first or I already lack the power to actually push through and finish whatever is at hand. And of course, this is just adding to the stress, so it's a self-feeding process that keeps you under pressure. You have to actively step back and break the vicious circle. I mainly use a personal backlog of sorts to notice when I fall into this trap and I try to address the problem head-on when I notice it.
Software development is core to your business rather than a supporting function, whether you like it or not. Every company has different needs and piecemeal generic or big box solutions don't cut it anymore. Not only does software allow you to streamline your business, it allows you to codify how your business works. Essentially creating a business operating system (bOS) on which your company runs. In turn this will allow you to respond quicker to market pressures, enabling your agility. It can do this because software is easier to change and more reliable than written process which people have to follow. Combine your bOS with analytics to get deeper insights about internal changes and their impact on customers and employees. This data gives you extra confidence to refactor your business. I'd argue that your bOS should be custom and you have developers in-house to develop it. No-one knows your business like you do and an established software development department can build up that domain knowledge to help be a better partner.
Take care though, quality and architecture have to be key. Any software that has accrued large amounts of technical debt can slow things down, and in this case hamper your agility. This includes software that has grown organically, but rarely refactored from a holistic standpoint.
I truly believe that companies who have software as their core, connecting everything and everyone, will be the ones that survive during this current age of disruption.
- Building better places to work-, 2012 - present
- OzoneHRScrum Master & Senior Developer, 2010 - 2012
- Aptia SystemsDirector of Technology, 2008 - 2010
- Aptia SystemsLead Developer, 2002 - 2008
- EHS RealtimeLead Developer, 2000 - 2001
- Torrington InteractiveTechnical Project Manager, 2000 - 2000
- Escape TechnologiesSenior Developer, 1999 - 2000
- Direct ConnectionSenior Internet Solutions Developer, 1996 - 1999
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