Esperienza acquisita negli anni e continuo studio di nuove tecnologie per proteggere la tua infrastruttura informatica.
Creiamo soluzioni interattive con animazioni 3D, DVD promozionali e cataloghi digitali cross browser sia per l'on-line che per l'off-line. Nuove indiscrezioni descrivono Mountain View impegnata a modificare radicalmente la propria politica di gestione del progetto Android di fascia alta, una mossa dettata dalla necessità di contrastare Apple sul fronte dei profitti. Un'efficace strategia di marketing con soluzioni emozionali per coinvolgere clienti, rivenditori, dipendenti.
I prodotti che realizziamo sono visualizzabili su PC, Mac e dispositivi iPad, IPhone e Android.
PIRO 2010 è il software gestionale studiato per le esigenze del settore Pirotecnico.
Sviluppato in cooperazione con aziende del settore, permette di gestire tutti gli aspetti burocratici che interessano la pirotecnica ed i suoi operatori. The manager tells that we are brilliant programmers, work very hard and create cool software solutions.
Extreme Programming leaders insist that all significant development should be done in pairs.
Software teams have three main strategies to achieve success: retreat, evolution or revolution.
Evolution – continuous improvement and generation of ideas stemmed from existing set of ideas. Revolution – rapid advance with radical and disruptive ideas, overhaul of existing core ideas. Recently I was reviewing requirements for Microsoft Architect Certification and had found description for architect roles.
Enterprise architects: set the overall vision and framework for the IT environment from a strategic business perspective. Solutions architects: design the solution to take advantage of the existing assets, integrate them into the existing environment, follow the enterprise architecture, and solve the business problems of the business owner or unit. Infrastructure architects: responsible for creating an architecture that meets the business and service level agreement requirements of the business owners and supports the applications and solutions that are required to operate their day-to-day businesses. The bottom line is that company hires expensive and canny software architects before start of the project.
Now business owners can hire not so bright programmers, who should just follow directives and implement this great architecture.
Completely irrelevant questions: Can you trust advise of your friend about Paris, if he saw the city only on TV?
In a [1987 study, researchers] concluded that brainstorming groups have never outperformed virtual groups. People investigated the topic before the meeting and come prepared with own ideas and considerations. What should be the qualities of the best leader for the software team: strong decisive knowledgeable or quiet supportive cooperative?
However, there is no one leadership style that suits all situations, projects and individuals. It is a solid list, but this list concentrates on the secondary traits, which are just consequences of the deeper set of qualities. Every quality of a perfect programmer has a range depending on the specific problem and context. Good post, the only thing I would say is: Socialable and over communicating can be a bad thing.
I respect your opinion, but can you provide a little bit more information why it is a load of crap?
I think that a perfect programmer is the one that adds real value to the succesful projects that he is involved.
Efficient – Someone who can solve any problem, large or small with just the right amount of effort.
From my experience, having a good manager above a perfect programmer is required for that person to reach their peak. Seasoned project managers will tell that delivery of software is result of many trade offs. While it is possible to create orderly step-by-step process for increasing productivity of software teams, it will never be ideal – too many variations and situations will hinder it usefulness. There are several strategies that lead to increase in productivity – how many units of scope software team can produce within fixed time.
New people increase volume of possible work within the same time and new expertise increases range and quality of tasks.
Tips: Form few small teams to avoid large group overhead and scale by parallel development of system components and sync within team of teams. Happy motivated people are more productive, focused and concerned about quality and end result.
Tips: Give opportunity for people to learn things that are beyond immediate needs of the project. Nobody recommends involuntary overtime for a long time as benefits will disappear quickly when a stressed team lowers quality and starts breaking apart. A software team requires range of skills and involved in different activities to achieve end goal – implemented software system for customer needs. Tips: A high degree of specialization and separation of roles is inevitable for large teams and projects. Flow (or Immersion) is a state of mental focus so intense that awareness of the real world is lost, generally resulting in a feeling of joy and satisfaction.
Tips: Too much discipline could significantly deprive productivity, motivation and promote compliance instead of dedication. Tips: Iterative development is one of the best examples of the process that relies heavily on feedback.


People jump significant gaps to understand each other – sometimes without much success.
Good Quality Assurance makes projects solid and expose not only bugs, but serious system flaws – requirements discrepancies, problems with user experience and system inconsistencies.
Tips: Productivity could decrease if QA becoming ceremony and impede efficiency and speed of software team.
Experienced users can support beginners, and provide valuable advices on forums and social applications. Go open-source if your problem is complex, large and interesting for other developers (and is not important part of your market advantage). Connect a software team to a customer and allow them to make most project decisions based on brainstorming, learning and changing situations.
Reuse code  (components, libraries, solutions) as much as possible to speed up development and minimize code base. Complexity and poor understanding of the system is one of the worst problems in development.
Tips: Great design achieve simplicity by abstracting numerous details into simple concepts in process of solution evolution and learning from implementation. Innovation is expensive, uncertain and leave you with custom solutions on your own for support and future development. Also Open API (convenient and supported by good documentation) give developers eligible ways to interact with you system without hacking or completely ignoring it.
Does team know how they build value for customer and what is important for the project success?
Do team members effectively make decisions, assign and execute tasks and know their responsibilities?
Do you outsource non-core activities or involve external communities for improving or extending system? Our old customers complain about many bugs and bad performance, new customers complain about delays and lack of dedication.
We know what is wrong: our team is short of people, we have too many commitments, our code is becoming a big mess, new technology and our new software version makes something bad with servers.
Become a dictator, make own decisions including hiring external consultants to recommend what to do or even replace us. Give to team the full power to fix a problems and make own decisions in hope that smart people, motivation and technical expertise will do magic.
It focuses on eliminating waste, solving problems at root cause and making right decisions. We are not building the same thing over and over again, but solve new problems, address increasing demands and use perpetually changing technologies.
I bet they don’t want to be at mercy how cards are shuffled in their talented development team. Toyota evolved from a small looming equipment shop to the largest car manufacturing company. They talk with the business, come up with solutions and make bright key decisions about architecture.
There is even correspondence with theories of some management consultants that programmers are just house painters. Can you trust battle plans if battle didn’t begin and your commander knows little about enemy? Some bloggers correctly point that done right, brainstorming is a powerful tool (here and here). I found that good brainstorming session produces ideas, which are better and more than just selection from individual ideas. A perfect programmer should match a client’s problem or grow to match it within reasonable time. And for a succesful project I refer for the ones that accomplished the goals of time, quality and cost. The main trade off is between Time (when project will finish) and Scope (how much will be done). However, the increase in output is not linear and quickly diminishes, because more people cause communication and coordination overhead.
Also remember what Fred Brook said: Adding manpower to a late software project makes it later.
While there is no common receipt for each individual, I believe there are some strong motivators: interesting and meaningful work, fair compensation, control over own tasks and outcomes, ability to learn and professionally grow, comfortable workplace and adequate tools, empathetical and caring management and so on. People learn in several ways and learning from mistakes is the most memorable, but expensive way. Ability to learn and perspectives of growth are the strongest motivation factors for majority of software professionals.
Leaders vary from commanders to visionaries and each style has merits under specific circumstances.
Beyond software implementation the team deals with a customer domain, company vision, market demands, technologies, operation environments and other project aspects.
However specialization can hurt the project as people forget about big picture, holistic solutions and instead focus on what is important for their local area.
It doesn’t make sense for backend developers to convert Photoshop files into html or conduct marketing research and focus groups. Majority are context sensitive – relax than discipline is low and work hard when discipline is enforced. Clear vision, smart priorities and honest evaluation allow team players moving in unison and enforce each other.
Good decisions are based on correct information, experience, goals, feedback, expert opinions and so on.
Routine work should be automated and non-core work outsourced or covered by external components.


For example, a team process can internally use real-time flow, with external teams – Kanban and with consultants Heijunka. And loss of direct control could be a problem for management if a project departs from company strategy and desired parameters (as budget, standards, resources).
Reuse will bring familiar tested solutions and prevent frequent re-inventions of the wheel. Design, code and concepts should be as simple as possible and clearly understood by the team.
Modern businesses often don’t have time for many improvement cycles – they want results now. If you are lucky, you will get much more functionality than you can build internally while still controlling a core solution (iPhone is a perfect example). Shift to better technology and tools allows effective solution of new challenges and meeting new needs without pushing people and old technologies to grinding.
As a result, software projects are almost unpredictable systems of interactions between people, ideas and code. And, top management considers our department financially unsustainable and wants to deeply cut expenses. A snowball of different problems makes us stressed, distracted and incapable of productive work.
The answer is in establishing a process that increases chances of success and aligned with present nature of software development (unpredictable, empirical and heavily dependent on people).
The main foundation of successful growth is the system of few core principles that enables best quality, high productivity, lowest cost, shortest time and long-term success. It is real enjoyment to see when people create ideas, enrich each other thinking and generate new wonderful and unseen ideas. Both concerns have cumulative effect – high concern for people makes them motivated and therefore more productive, high concern for production creates sense of achievement and makes people more satisfied at work. Do you expect the same qualities from a Flash programmer for kids websites and a software engineer for B2B financial transaction services? Learning by self-study, formal training and coaching by experienced colleagues are more effective ways.
The team is involved in research, analysis, coordination, design, architecture, usability, testing, deployment, hosting and other activities. The team leaders should pay a lot of attention to Alignment to counter-attack sub-optimization and locally focused decisions.
If team cannot afford to hire a permanent specialist, they should try to find professional mercenaries who will do work faster on higher quality level. Preferably, outsiders should be assigned well-defined tasks and sub-projects with clear outcome and frequent validation points. The process that has built-in mechanism for signaling problems and self-correction is the most effective. The team should have mandate to stop and fix root problems immediately and avoid patching that causes painful chronic problems. Even brightest ideas, best practices and excellent analysis and design could become outdated and ineffective. The team should focus on high value-added distinctive work for business and application domain – this will bring maximum business results with minimal development effort. Share code and learn from each other to build outstanding system with high quality and integrity of every component.
Software development process can only support and compliment these people, but it cannot guarantee success alone and make the factor of people negligible.
During the course of the project they ensure that developers don’t spoil this great architecture.
A side effect is important: people consider themselves as a part of the process, feeling ownership and control. A perfect programmer will do all the necessary steps to deliver the system: test, clean code to keep it minimal, effective and readable, make system usable and ensure that client and users like the system. Therefore team players should be able to play different roles and have expertise to cover various aspects to ensure good end results.
Flow happens when perception and understanding are challenged near capacity without being exceeded. The project should have right mix of these styles, but most effective decisions are made by people who will implement them.
Sometimes custome solutions are lighter and better suited for specific purposes than generic and reusable. It is much easier to produce convoluted over-engineered solution for complex problem (Ball of Mud) than simple and elegant solution. Delay fundamental design decisions until you are confident about system development direction and validated ideas on practice. They accept final ideas readily, better understand these ideas and are committed to implement them.
We cannot objectively measure the programmers perfection like you could measure diameter of your biceps. Individually you can create crap, but as a team following a methodology (preferably Scrum) you can come up with something that does the trick. The perfect programmers are simply perfect if they deliver a quality, usable and maintainable software system [a good system] in time and meet client needs.



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