bliki tagged by: thoughtworks
One of the commonly accepted beliefs in the software world is that talented programmers are more productive. Since we CannotMeasureProductivity this is a belief that cannot be proven, but it seems reasonable. After all just about every human endeavor shows some people better than others, often markedly so. It's also commonly observed by programmers themselves, although it always seems to be remarked on by those who consider themselves to be in the better talented category.
8 February 2008
As a company grows, you have to worry more about how it's led and who's responsible for choosing the leaders. Most companies have owners (shareholders) and they ultimately select the executive management. Executives then make most decisions for the company (or at least they like to think they do).
3 August 2005
One the interesting aspects of the open source world, particularly for us, is how it's proving to be a fascinating research community. Open source projects come in many guises, but a fair number of them are taking an idea and programming around it to see where it goes and whether it has value. That's a notion that sounds strange if you believe that design and programming are separated, but makes a lot of sense if you accept that they are tied together.
20 March 2005
Imagine a hiring situation. There's two candidates both with a few years of experience. In the blue corner we have someone with good broad design skills in the style of design that you favor (in my case that would be things like DRY, judicious use of patterns, TDD, communicative code etc, but the actual list isn't important - just that it's what you favor). However she knows nothing of the particular platform technology that you're using. In the red corner we have someone who has little knowledge (or interest) in those issues, but knows your platform really well - edge cases in the language, what libraries are available, fingers move naturally over the tools. Assume all else about them is equal (which it never is except for thought experiments like this) and that your team doesn't have any gaping holes that this candidate might fill. Which one would you prefer?
17 January 2008
When we talk about ThoughtWorks, we mostly talk about us as a software application development company. We also talk a bit about our values and how we are trying to be a different kind of company to most corporations. But all this is dancing around the point - fundamentally ThoughtWorks isn't about being a company.
29 March 2005
I've tended to avoid writing about ThoughtWorks in my blog. To a large extent this is because I don't like anything that looks like advertising for my employer - the logo on every page is quite enough of that. But more and more my mind gets full of the kinds of things we are doing not just in our delivery work (which is the source for much of the ideas in my writing) but also in the way we structure ourselves. The reason I gave up my successful life as an independent consultant was because I felt ThoughtWorks was a special and unusual company. In the last year I've been more and more interested in the social aspects of my employer, and so I've decided to start blogging about some of those.
12 January 2005
For the last month or so I've been hanging out in our UK office, catching up with various UK ThoughtWorkers. I was intending to visit some of our client projects, but just catching up with people in and around the office has kept me pretty busy (it's also wiped out any book writing progress, but that can wait till I get back home.)
27 February 2006
One of the big themes in ThoughtWorks is to encourage a diverse range of people in all parts of the company. (In this context we mean diversity in terms of such things as gender, race, sexual orientation, and the like.) We want to be a company where historically disadvantaged groups such as women and non-whites can feel comfortable and get just as many opportunities as the traditional WASPish leaders. Roy, being a notable mongrel, obviously cares about this diversity.
28 August 2005
There are many reasons why I'm comfortable about working at ThoughtWorks, much of it is because most of the people here share a broad set of principles with me. One that's caused some debate over the years is our attitude to our own intellectual property - in essence we give it away.
4 August 2004
There are a few things that I've come to think are fundamental to how I see software development. If I had to pick one as my key to software development it's that the critical element in a software development effort are the people you have doing the work. The productivity of the best developers is far more than the average, much more than the difference in salaries. Therefore the most important part of getting cost effective software development is to hire the best team you can, even if the individual cost of the developers is much higher than the average. A few high ability (and expensive) people will be much more productive than many low ability (cheap) developers. That productivity difference means that a few high ability people will produce software more cheaply even if they cost more on a daily rate.
21 March 2005
I've spent a lot of time of the last year wandering around ThoughtWorks, talking to lots of people on lots of projects. One message that's come home really firmly to me is the value of rotation.
3 February 2005
One of the basic tenets of agile development is that requirements changes aren't just expected, they are welcomed. This poses a particular challenge when an external company, like ThoughtWorks, is doing work for client. Many clients want a FixedPrice arrangement, which is really fixing scope because they see the FixedScopeMirage. But a fixed scope contract is totally at odds with agile development, so what is a company like us to do?
27 October 2004
ThoughtWorks has come to China. It's been a long-held ambition for several people to open a China office. Roy has always held it as part of RoysSocialExperiment. In addition Xiao Guo, who's given me so many good experiences and ideas in software development, has long wanted to start ThoughtWorks in China.
8 October 2005
ThoughtWorks is an unusual company, which is why such a corporate-skeptic as myself has hung around for a decade here. An important feature of ThoughtWorks is that we take a broader view of our purpose than simply a commercial entity. Over the last couple of years we've been using a three-pillar model to describe the way we like to think of ourselves.
11 May 2011