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  • How to manage a developer who has poor communication skills

    - by djcredo
    I manage a small team of developers on an application which is in the mid-point of its lifecycle, within a big firm. This unfortunately means there is commonly a 30/70 split of Programming tasks to "other technical work". This work includes: Working with DBA / Unix / Network / Loadbalancer teams on various tasks Placing & managing orders for hardware or infrastructure in different regions Running tests that have not yet been migrated to CI Analysis Support / Investigation Its fair to say that the Developers would all prefer to be coding, rather than doing these more mundane tasks, so I try to hand out the fun programming jobs evenly amongst the team. Most of the team was hired because, though they may not have the elite programming skills to write their own compiler / game engine / high-frequency trading system etc., they are good communicators who "can get stuff done", work with other teams, and somewhat navigate the complex beaurocracy here. They are good developers, but they are also good all-round technical staff. However, one member of the team probably has above-average coding skills, but below-average communication skills. Traditionally, the previous Development Manager tended to give him the Programming tasks and not the more mundane tasks listed above. However, I don't feel that this is fair to the rest of the team, who have shown an aptitute for developing a well-rounded skillset that is commonly required in a big-business IT department. What should I do in this situation? If I continue to give him more programming work, I know that it will be done faster (and conversly, I would expect him to complete the other work slower). But it goes against my principles, and promotes the idea that you can carve out a "comfortable niche" for yourself simply by being bad at the tasks you don't like.

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  • On what basis would you split donation money among your open source team members without any strife?

    - by Vigneshwaran
    I am a developer of an open source project which is hosted in SourceForge. It started out as a little app then after some releases, it got more and more popular and it started consuming more time and responsibility from me. So I have enabled the donation option in SourceForge. I'm passionate to continue developing it for free but if (ever) any money comes in, how should I split it with my team? Should I split the amount equally among the number of team members? (50-50 as it is two-member team now) Number of classes, commits or any other valuable submissions by team members? Any other idea? What would you do in such situation? Please give your opinions. I hope this question will be useful for others.

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  • Handle complexity in large software projects

    - by Oliver Vogel
    I am a lead developer in a larger software projects. From time to time its getting hard to handle the complexity within this project. E. g. Have the whole big picture in mind all the time Keeping track of the teammates work results Doing Code Reviews Supply management with information etc. Are there best practices/ time management techniques to handle these tasks? Are there any tools to support you having an overview?

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  • Help me come up with my new job title

    - by Seva Alekseyev
    Hi all, I used to be a technical lead in a group of 3-5 programmers. Tech lead's responsibilities here would include thinking of/designing overall solution architecture, coding, refactoring, being the first to dive into the next big thing, reviewing others' code, sitting on customer meetings and answering endless questions from the rest of the team. Now I'm moving on to a branch-level position (in a branch of ~60 people), which entails pretty much the same, sans maybe the coding/refactoring part. Still kinda a tech lead, but the title "tech lead" is already being used and means something else - a group-level tech lead. Please help me come up with a good job title. I need something for my e-mail signature and, eventually, resume.

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  • How to correct a junior, but encourage him to think for himself? [closed]

    - by Phil
    I am the lead of a small team where everyone has less than a year of software development experience. I wouldn't by any means call myself a software guru, but I have learned a few things in the few years that I've been writing software. When we do code reviews I do a fair bit of teaching and correcting mistakes. I will say things like "This is overly complex and convoluted, and here's why," or "What do you think about moving this method into a separate class?" I am extra careful to communicate that if they have questions or dissenting opinions, that's ok and we need to discuss. Every time I correct someone, I ask "What do you think?" or something similar. However they rarely if ever disagree or ask why. And lately I've been noticing more blatant signs that they are blindly agreeing with my statements and not forming opinions of their own. I need a team who can learn to do things right autonomously, not just follow instructions. How does one correct a junior developer, but still encourage him to think for himself? Edit: Here's an example of one of these obvious signs that they're not forming their own opinions: Me: I like your idea of creating an extension method, but I don't like how you passed a large complex lambda as a parameter. The lambda forces others to know too much about the method's implementation. Junior (after misunderstanding me): Yes, I totally agree. We should not use extension methods here because they force other developers to know too much about the implementation. There was a misunderstanding, and that has been dealt with. But there was not even an OUNCE of logic in his statement! He thought he was regurgitating my logic back to me, thinking it would make sense when really he had no clue why he was saying it.

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  • William C. Lowe, le créateur de l'IBM PC est décédé, son appareil avait contribué à l'essor de Microsoft et Intel

    Le créateur du PC est décédé un périphérique qui a contribué à l'essor des firmes Microsoft et Intel William C. Lowe, le père du PC, a rendu l'âme le 19 octobre 2013 à la suite d'une crise cardiaque. Ce qu'on retient de ce grand homme est qu'il fut celui qui a donné à IBM son tout premier ordinateur personnel destiné au grand public. Dans les années 70, Big Blue a pratiquement le monopole de la construction des mainframes pour les grandes entreprises et les gouvernements, mais un marché semble...

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  • Must read books for a programming team leader

    - by takeshin
    As a programming team leader, which books do you recommend? Books about HR, good programming practices etc. I have recently seen PHP Team Development but it is not mind blowing for experienced developers. One of the best I can recommend is Microsoft Manual of Style for Technical Publications, which helped me a lot in improving the language and practices of documenting the code.

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  • Custom keys with NERDComment plugin and remapped Leader?

    - by Paul Wicks
    I'm trying to set up the NERDComment plugin in vim, but I'm having some trouble with the keys. I'd like to set the basic toggle functionality (comment a line if it's uncommented, uncomment if it's commented) to be c. The problem is that I've remapped the Leader to be ,, which is the same key that NERD wants for all of it's hotkeys. Anyone have any idea as to how to set this up?

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  • Explain "Leader/Follower" Pattern

    - by Alex B
    I can't seem to find a good explanation of "Leader/Follower" pattern. All explanations either simply refer to it in the context of some problem, or are completely meaningless. Can anyone explain to the the mechanics of how this pattern works, and why and how it improves performance over more traditional asynchronous IO models? Examples and links to diagrams are appreciated too.

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  • Isagri recrute des jeunes diplômés, le leader de l'informatique agricole cherche des développeurs .NET, Delphi et SQL Server

    Isagri recrute des jeunes diplômés Le leader européen de l'informatique agricole cherche des développeurs qui maîtrisent Visual Studio, Delphi et SQL Server Isagri est le leader européen de l'informatique agricole Pour réécrire l'ensemble de ses 25 solutions, Isagri a choisi les technologies de développement de Microsoft (.NET et outils associés). « Les premiers bénéfices constatés sont une meilleure intégration des différents métiers qui composent la fabrication d'un logiciel », explique Pascal Chevallier, directeur adjoint d'Isagri. « C'est-à-dire l'analyse, l'infographie, le développement et les tests qualité ». C'est dans ce cadre, q...

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  • What are the most important programming skills you need to improve as a team Leader or project manager?

    - by Aba Dov
    I decided to ask this question after I read the valuable answers to the great question What is the single most effective thing you did to improve your programming skills? and after attending Ad Burns "Secrets of a rock star programmer". It made me think about me and what programming skills I try to improve. I came to realize that there should be a difference in the programming skills you try to improve as developer and the programming skills you should improve as a team leader or project manager. My question is: What are the most important programming skills you need to improve as a team Leader or project manager? What would you recommend to others that want to improve?

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  • Check how much a String sounds like another one in Java

    - by Llistes Sugra
    I'd like to know if there is any class in Java able to check, using its own criteria, how much a String is equal to another one. Example : William Shakespeare / William Shakespeare : might be 100% William Shakespe*a*re / William Shakespe*e*re : might have above 90% William Shakespeare / Shakespeare, William : might have above 70% (just examples)

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  • How to write a decent process filter?

    - by konr
    Hi there, I'm building a program that communicates with Emacs, and one of the challenges I'm facing is writing Emacs's process filter function. Its input string is a series of s-expressions to be evaluated. Here is a sample: (gimme-append-to-buffer "25 - William Christie dir, Les Arts Florissants - Scene 2. Prelude - Les Arts Florissants\n") (gimme-append-to-buffer "26 - William Christie dir, Les Arts Florissants - Cybele: 'Je Veux Joindre' - Les Arts Florissants\n") (gimme-append-to-buffer "27 - William Christie dir, Les Arts Florissants - Scene 3. Cybele: 'Tu T'Etonnes, Melisse' - Les Arts Florissants\n") (gimme-append-to-buffer "28 - William Christie dir, Les Arts Florissants - Cybele: 'Que Les Plus Doux Zephyrs'. Scene 4. - Les Arts Florissants\n") (gimme-append-to-buffer "29 - William Christie dir, Les Arts Florissants - Entree Des Nations - Les Arts Florissants\n") (gimme-append-to-buffer "30 - William Christie dir, Les Arts Florissants - Entree Des Zephyrs - Les Arts Florissants\n") (gimme-append-to-buffer "31 - William Christie dir, Les Arts Florissants - Choeur Des Nations' 'Que Devant Vous' - Les Arts Florissants\n") (gimme-append-to-buffer "32 - William Christie dir, Les Arts Florissants - Atys: 'Indigne Que Je Suis' - Les Arts Florissants\n") (gimme-append-to-buffer "33 - William Christie dir, Les Arts Florissants - Reprise Du Choeur Des Nations : 'Que Devant Nous' - Les Arts Florissants\n") (gimme-append-to-buffer "34 - William Christie dir, Les Arts Flor*emphasized text*issants - Reprise De L'Air Des Zephyrs - Les Arts Florissants\n") The first problem that I've faced is that the string is somehow not fully formed when the function is so called, so writing something like (mapcar 'eval (format "(%s)" input-string)) won't work. To deal with this first problem, I was using a loop. The full function I wrote is: (defun eval-all-sexps (s) (loop for x = (ignore-errors (read-from-string s)) then (ignore-errors (read-from-string (substring s position))) while x summing (or (cdr x) 0) into position doing (eval (car x)))) Now the second problem that showed up is that the function is called twice with a somewhat large input, first with valid but partial content, then with what looks like pieces of the remaining data. To solve this problem, I'm considering using a junk variable to hold up what remains from a loop and then concatenating it to the input of the next call, but I was wondering if you guys have any other suggestions on how to deal with such a problem more elegantly. Thanks!

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  • BonitaSoft dépasse le million et demi de téléchargements, le point après la tournée du leader mondial français du BPM open-source

    BonitaSoft : le point sur la tournée mondiale du leader du BPM open-source Sa solution Gestion des Processus Métier dépasse le million et demi de téléchargements BonitaSoft propose une solution de Gestion des Processus Métier open-source qui se veut à la fois puissante, facile à intégrer et « conviviale pour tous types d'organisation ou secteur d'activité ». Nous ne jugerons pas de cette simplicité auto-proclamée. En revanche, la tournée mondiale « Process Efficiency 2012 » organisée par l'éditeur était l'occasion de faire le point sur les chiffres autour d'une solution qui prend de plus en plus d'importance dans le paysage des applications d'entreprise. Principal en...

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  • Cannot add repository key

    - by William Anthony
    I just installed my new laptop with ubuntu 12.04 and when I'm trying to add key, there is a "network unreachable" error. william@ubuntu:~$ gpg --keyserver hkp://keys.gnupg.net --recv-keys 1C4CBDCDCD2EFD2A gpg: requesting key CD2EFD2A from hkp server keys.gnupg.net ?: keys.gnupg.net: Network is unreachable gpgkeys: HTTP fetch error 7: couldn't connect: Network is unreachable gpg: no valid OpenPGP data found. gpg: Total number processed: 0 I'm so sure the keyserver is not down, because I tried it again at my old laptop running ubuntu 11.04 william@william:~$ gpg --keyserver hkp://keys.gnupg.net --recv-keys 1C4CBDCDCD2EFD2A gpg: requesting key CD2EFD2A from hkp server keys.gnupg.net gpg: key CD2EFD2A: "Percona MySQL Development Team <[email protected]>" not changed gpg: Total number processed: 1 gpg: unchanged: 1 Is this a bug?

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  • B2B and B2C Commerce are alike… but a little different – Oracle Commerce named Leader in Forrester B2B Commerce Wave

    - by Katrina Gosek
    We weren’t surprised to see Oracle Commerce positioned as a Leader in Forrester’s first Commerce Wave focused on B2B, released earlier this month. The reports validates much of what we’ve heard from our largest customers – the world’s largest distribution, manufacturing and high-tech customers who sell billions of dollars of goods and services to other businesses through their Web channels. More importantly, the report confirms something very important: B2B and B2C Commerce are alike… but a little different. B2B and B2C Commerce are alike… Clearly, B2C experiences have set expectations for B2B. Every B2B buyer is a consumer at home and brings the same expectations to a website selling electronic components, aftermarket parts, or MRO products. Forrester calls these rich consumer-based capabilities that help B2B customers do their jobs “table stakes”: search & navigation, promotions, cross-channel commerce and mobile: “Whether they are just beginning to sell online or are in the late stages of launching a next-generation site, B2B eCommerce operations today must: offer a customer experience standard comparable to what leading b2c sites now offer; address the growing influence that mobile devices are having in the workplace; make a qualitative and quantitative business case that drives sustained investment.” Just five years ago, many of our B2B customers’ online business comprised only 5-10% of their total revenue. Today, when we speak to those same brands, we hear about double and triple digit growth in their online channels. Many have seen the percentage of the business they perform in their web channels cross the 30-50% threshold. You can hear first-hand from several Oracle Commerce B2B customers about the success they are seeing, and what they’re trying to accomplish (Carolina Biological, Premier Farnell, DeliXL, Elsevier). This momentum is likely the reason Forrester broke out the separate B2B Commerce Wave from the B2C Wave. In fact, B2B is becoming the larger force in commerce, expected to collect twice the online dollars of B2C this year ($559 billion). But a little different… Despite the similarities, there is a key and very important difference between B2C and B2B. Unlike a consumer shopping for shoes, a business shopper buying from a distributor or manufacturer is coming to the Web channel as a part of their job. So in addition to a rich, consumer-like experience this shopper expects, these B2B buyers need quoting tools and complex pricing capabilities, like eProcurement, bulk order entry, and other self-service tools such as account, contract and organization management.  Forrester also is emphasizing three additional “back-end” tools and capabilities their clients say they need to drive growth in their B2B online channels: i) product information management (PIM), which provides a single system of record for large part lists and product catalogs; ii) web content management (WCM), needed to manage large volumes of unstructured marketing information, and iii) order management systems (OMS), which manage and orchestrate the complex B2B order life cycle from quote through approval, submission to manufacturing, distribution and delivery.  We would like to expand on each of these 3 areas: As Forrester highlights, back-end PIM is definitely needed by B2B Commerce providers. Most B2B companies have made significant investments in enterprise-grade PIMs, given the importance of product data management for aggregation and syndication of content, product attribution, analytics, and handling of complex workflows. While in principle it may sound appealing to have a PIM as part of a commerce offering (especially for SMBs who have to do more with less), our customers have typically found that PIM in a commerce platform is largely redundant with what they already have in-place, and is not fully-featured or robust enough to handle the complexity of the product data sets that B2B distributors and manufacturers usually handle. To meet the PIM needs for commerce, Oracle offers enterprise PIM (Product Hub/Fusion PIM) and a robust enterprise data quality product (EDQP) integrated with the Oracle Commerce solution. These are key differentiators of our offering and these capabilities are becoming even more tightly integrated with Oracle Commerce over time. For Commerce, what customers really need is a robust product catalog and content management system for enabling business users to further enrich and ready catalog and content data to be presented and sold online.  This has been a significant area of investment in the Oracle Commerce platform , which continue to get stronger. We see this combination of capabilities as best meeting the needs of our customers for a commerce platform without adding a largely redundant, less functional PIM in the commerce front-end.   On the topic of web content management, we were pleased to see Forrester recognize Oracle’s unique functional capabilities in this area and the “unique opportunity in the market to lead the convergence of commerce and content management with the amalgamation of Oracle Commerce with WebCenter Sites (formally FatWire).” Strong content management capabilities are critical for distributors and manufacturers who are frequently serving an engineering audience coming to their websites to conduct product research in search of technical data sheets, drawings, videos and more. The convergence of content, commerce, and experience is critical for B2B brands selling online. Regarding order management, Forrester notes that many businesses use their existing back-end enterprise resource planning (ERP) systems to manage order life cycles.  We hear the same from most of our B2B customers, as they already have an ERP system—if not several of them—and are not interested in yet another one.  So what do we take away from the Wave results? Forrester notes that the Oracle Commerce Platform “has always had strong B2B commerce capabilities and Oracle has an exhaustive list of B2B customers using the solution.”  What makes us excited about developing leading B2B solutions are the close relationships with our customers and the clear opportunity in the market – which we’ll address in an exciting new release in the coming months. Oracle has one of the world’s largest B2B customer bases, providing leading solutions across key business-to-business functions – from marketing, sales automation, and service to master data management, and ERP.  To learn more about Oracle’s Commerce product vision and strategy, visit our website and check out these other B2B Commerce Resources: - 2013 B2B Commerce Trends Report - B2B Commerce Whitepaper: Consumerization, Complexity, Change - B2B Commerce Webcast: What Industry Trend Setters Do Right - Internet Retailer, Web Drives Sales for B2B Companies - Internet Retailer, The Web Means Business: B2B Companies Beef Up Their Websites, borrowing from b2c retailers and breaking new ground - Internet Retailer, B2B e-Commerce is poised for growth ----------THIS DOCUMENT IS FOR INFORMATIONAL PURPOSES ONLY AND MAY NOT BE INCORPORATED INTO A CONTRACT OR AGREEMENT 

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  • B2B and B2C alike… but a little different – Oracle Commerce named Leader in Forrester B2B Commerce Wave

    - by Katrina Gosek
    We weren’t surprised to see Oracle Commerce positioned as a Leader in Forrester Research, Inc.’s first Commerce Wave focused on B2B, “The Forrester Wave™: B2B Commerce Suites, Q4 2013,” released earlier this month. We believe that the report validates much of what we’ve heard from our largest customers – the world’s largest distribution, manufacturing and high-tech customers who sell billions of dollars of goods and services to other businesses through their Web channels. More importantly, we feel that the report confirms something very important: B2B and B2C Commerce are alike… but a little different. B2B and B2C Commerce are alike… Clearly, B2C experiences have set expectations for B2B. Every B2B buyer is a consumer at home and brings the same expectations to a website selling electronic components, aftermarket parts, or MRO products. Forrester calls these rich consumer-based capabilities that help B2B customers do their jobs “table stakes”: front-office content, community, and commerce features that meet customer expectations for 24x7x365 ordering, real-time customer service, and expedited shipping — both online and on mobile devices: “Whether they are just beginning to sell online or are in the late stages of launching a next-generation site, B2B eCommerce operations today must: offer a customer experience standard comparable to what leading b2c sites now offer; address the growing influence that mobile devices are having in the workplace; make a qualitative and quantitative business case that drives sustained investment.” Just five years ago, many of our B2B customers’ online business comprised only 5-10% of their total revenue. Today, when we speak to those same brands, we hear about double and triple digit growth in their online channels. Many have seen the percentage of the business they perform in their web channels cross the 30-50% threshold. You can hear first-hand from several Oracle Commerce B2B customers about the success they are seeing, and what they’re trying to accomplish (Carolina Biological, Premier Farnell, DeliXL, Elsevier). It seems that this market momentum is likely the reason Forrester broke out the separate B2B Commerce Wave from the B2C Wave. In fact, B2B is becoming the larger force in commerce, expected to collect twice the online dollars of B2C this year ($559 billion). But a little different… Despite the similarities, there is a key and very important difference between B2C and B2B. Unlike a consumer shopping for shoes, a business shopper buying from a distributor or manufacturer is coming to the Web channel as a part of their job. So in addition to a rich, consumer-like experience this shopper expects, these B2B buyers need quoting tools and complex pricing capabilities, like eProcurement, bulk order entry, and other self-service tools such as account, contract and organization management. Forrester also is emphasizing three additional “back-end” tools and capabilities their clients say they need to drive growth in their B2B online channels: i) product information management (PIM), which provides a single system of record for large part lists and product catalogs; ii) web content management (WCM), needed to manage large volumes of unstructured marketing information, and iii) order management systems (OMS), which manage and orchestrate the complex B2B order life cycle from quote through approval, submission to manufacturing, distribution and delivery. We would like to expand on each of these 3 areas: As Forrester suggests, back-end PIM is definitely needed by B2B Commerce providers. Most B2B companies have made significant investments in enterprise-grade PIMs, given the importance of product data management for aggregation and syndication of content, product attribution, analytics, and handling of complex workflows. While in principle it may sound appealing to have a PIM as part of a commerce offering (especially for SMBs who have to do more with less), our customers have typically found that PIM in a commerce platform is largely redundant with what they already have in-place, and is not fully-featured or robust enough to handle the complexity of the product data sets that B2B distributors and manufacturers usually handle. To meet the PIM needs for commerce, Oracle offers enterprise PIM (Product Hub/Fusion PIM) and a robust enterprise data quality product (EDQP) integrated with the Oracle Commerce solution. These are key differentiators of our offering and these capabilities are becoming even more tightly integrated with Oracle Commerce over time. For Commerce, what customers really need is a robust product catalog and content management system for enabling business users to further enrich and ready catalog and content data to be presented and sold online.  This has been a significant area of investment in the Oracle Commerce platform , which continue to get stronger. We see this combination of capabilities as best meeting the needs of our customers for a commerce platform without adding a largely redundant, less functional PIM in the commerce front-end.  On the topic of web content management, we were pleased to see Forrester cite Oracle’s differentiated digital experience capability in this area and the “unique opportunity in the market to lead the convergence of commerce and content management with the amalgamation of Oracle Commerce with WebCenter Sites (formally FatWire).” Strong content management capabilities are critical for distributors and manufacturers who are frequently serving an engineering audience coming to their websites to conduct product research in search of technical data sheets, drawings, videos and more. The convergence of content, commerce, and experience is critical for B2B brands selling online. Regarding order management, Forrester notes that many businesses use their existing back-end enterprise resource planning (ERP) systems to manage order life cycles.  We hear the same from most of our B2B customers, as they already have an ERP system—if not several of them—and are not interested in yet another one. So what do we take away from the Wave results? Forrester notes that the Oracle Commerce Platform “has always had strong B2B commerce capabilities and Oracle certainly has an exhaustive list of B2B customers using the solution.”  What makes us excited about developing leading B2B solutions are the close relationships with our customers and the clear opportunity in the market – which we'll address in an exciting new release planned for the next 12 months. Oracle has one of the world’s largest B2B customer bases, providing leading solutions across key business-to-business functions – from marketing, sales automation, and service to master data management, and ERP. To learn more about Oracle’s Commerce product vision and strategy, visit our website and check out these other B2B Commerce Resources: -       2013 B2B Commerce Trends Report -       B2B Commerce Whitepaper: Consumerization, Complexity, Change -       B2B Commerce Webcast: What Industry Trend Setters Do Right -       Internet Retailer, Web Drives Sales for B2B Companies -       Internet Retailer Article, The Web Means Business: B2B Companies Beef Up Their Websites,        borrowing from b2c retailers and breaking new ground -       Internet Retailer Article, B2B e-Commerce is poised for growth

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  • Vim: What do these short names / verbs like <leader>, <C-r> mean?

    - by Ambidex
    I'm using Vim for a while now, starting to like it more and more. But when searching for some new features that Vim has in it's goodie bag, I'm often slapped in the face with things like <Leader> <C-r>, etc... I'm feeling really stupid for not being able to relate these to keys, commands, or what soever they should mean. I've also been searching multiple times for the use of these verbs, but I think I'm not using the correct search queries to get to the right explanation pages. Could someone give me a push in the right direction or maybe summarize the meaning / workings of these verbs? I thank you in advance!

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  • Leave approval hierarchy in openERP

    - by Miraj Baldha
    I am new to openERP and facing issues with HR module. I have this structure Project Manager-Team Leader-Developer Team Leader is a manager of developer Project Manager is manager of Team Leader. So, if developer asks for leave then first leave request should be sent to Team Leader (mail notification to Team Leader and Project Manager) and once TL approves Leave then automaitically request sent to Project Manager for second level approval. With openERP 6.1, there is no possibility to approve leave by Team Leader unless and until Team Leader is specified as a HR manager which is inappropriate. Anybody have any solution then let me know. Thanx..

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  • Leadership Tip&ndash;Vent Up!

    - by D'Arcy Lussier
    Leadership is difficult, for many reasons. One of those reasons is that we not only need to keep ourselves motivated when difficult or challenging times come, but we also need to motivate our teams and keep them focussed on the tasks at hand regardless of the mortars being rained down around them. Inexperienced (and experienced) leaders can fall into the “me-too” mentality – that is, the leader sees themselves as part of the team member instead of the leader of the team. Once a leader changes the teams view that he/she is a peer and not the leader, dynamics can change on the team. One of the biggest dangers is that the leader starts sharing frustrations, fears, concerns, etc. with the team that they’re supposed to be leading on to victory. This can destroy a team’s morale and productivity. One simple thing you can do to counter this is remember this rule when it comes to venting: Vent Up! Don’t vent sideways or down, vent up. Vent to the people above you – they’re the ones that tend to have the power to actually change things anyway. You as a leader stay healthy by getting your frustrations and concerns off your chest, your team is still insulated from it, and your superiors are aware of issues that need to be addressed or can coach you through the obstacles. D

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  • Producing an view of a text's revision history in Python

    - by hekevintran
    I have two versions of a piece of text and I want to produce an HTML view of its revision similar to what Google Docs or Stack Overflow displays. I need to do this in Python. I don't know what this technique is called but I assume that it has a name and hopefully there is a Python library that can do it. Version 1: William Henry "Bill" Gates III (born October 28, 1955)[2] is an American business magnate, philanthropist, and chairman[3] of Microsoft, the software company he founded with Paul Allen. Version 2: William Henry "Bill" Gates III (born October 28, 1955)[2] is a business magnate, philanthropist, and chairman[3] of Microsoft, the software company he founded with Paul Allen. He is American. The desired output: William Henry "Bill" Gates III (born October 28, 1955)[2] is an American business magnate, philanthropist, and chairman[3] of Microsoft, the software company he founded with Paul Allen. He is American. Using the diff command doesn't work because it tells me which lines are different but not which columns/words are different. $ echo 'William Henry "Bill" Gates III (born October 28, 1955)[2] is an American business magnate, philanthropist, and chairman[3] of Microsoft, the software company he founded with Paul Allen.' > oldfile $ echo 'William Henry "Bill" Gates III (born October 28, 1955)[2] is a business magnate, philanthropist, and chairman[3] of Microsoft, the software company he founded with Paul Allen. He is American.' > newfile $ diff -u oldfile newfile --- oldfile 2010-04-30 13:32:43.000000000 -0700 +++ newfile 2010-04-30 13:33:09.000000000 -0700 @@ -1 +1 @@ -William Henry "Bill" Gates III (born October 28, 1955)[2] is an American business magnate, philanthropist, and chairman[3] of Microsoft, the software company he founded with Paul Allen. +William Henry "Bill" Gates III (born October 28, 1955)[2] is a business magnate, philanthropist, and chairman[3] of Microsoft, the software company he founded with Paul Allen. He is American.' > oldfile

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  • What do you do when your team leader doesn't know something simple?

    - by leppie
    What do you do when your team leader does not know why the following is wrong: a.SomeProp = a.SomeProp; // no funny side-effects, plain old property He claims 15 years of programming experience, and 7 years of C#/.NET. To me, someone of 3-6 months experience should know this. What I have done: Tried to make him understand why it is wrong. He told me not to criticize him. Told him it's not about criticism, but project risk. He got upset with me. I have addressed the risk of this person with our manager (few weeks back). I have addressed my concerns with this person with our manager several times, since 1 month after I started there (7 months now). Currently, I just feel like just not going back to work... I hardly have any nails left, and this is really just the tip of the iceberg. As nothing has changed after I have spoken to the manager for the last 6 months, I feel like I need to make some sort of ultimatum. Do you have any suggestions? PS: Please do not make this subjective. I have no need for arguing. The level of incompetence is pretty clear. I just need some advice before going insane. Update: Thanks for all the answers (trying to update before close, buggers). I think I will forward this thread to our manager :) Update 2: I sent my manager another mail with my concerns, and a link to this question. Awaiting response.

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