{"id":39339,"date":"2019-10-31T22:30:33","date_gmt":"2019-10-31T19:30:33","guid":{"rendered":"https:\/\/prohoster.info\/blog\/shorty-belokamentseva\/"},"modified":"2019-10-31T22:30:33","modified_gmt":"2019-10-31T19:30:33","slug":"shorty-belokamentseva","status":"publish","type":"post","link":"https:\/\/prohoster.info\/en\/blog\/news\/shorty-belokamentseva","title":{"rendered":"Shorts Belokamentsev","gt_translate_keys":[{"key":"rendered","format":"text"}]},"content":{"rendered":"

Recently, quite by chance, thanks to a good person, an idea was born \u2014 to attach a brief summary to each article. Not an annotation, not a teaser, but an actual summary. Something that allows one to skip reading the article altogether.<\/p>\n

I tried it, and I really liked it. But that doesn't matter \u2014 the main thing is that readers enjoyed it. Those who had long stopped reading, branding me as a hack, started coming back. And another good person suggested writing a summary for each old article. I agreed and now, in the meantime, I am writing these short pieces. I called them shorts.<\/p>\n

I present to you several such shorts, based on a few publications. Perhaps you will find something useful for yourself.
\n<\/a><\/noindex><\/p>\n

The cat has died, the tail is worn out.<\/h4>\n

\nMeetings very often end up being unproductive. They gather, chat, and disperse.
\nThe results, or products of a meeting \u2014 are decisions. And usually, they are absent. And if they exist, they are not always of good quality.
\nIf a meeting is time-limited and a decision must be made, then the decision may be of low quality.
\nIf a meeting is not time-limited and lasts until a decision is made, any decision will be accepted, just to end the meeting.
\nIf a decision is conceived in the meeting, it will be made \u2014 simply because the brain values what it created.
\nThe understanding of the low quality of the decision will come later, but by then it will be too late.
\nTo make an effective decision, it is better not to participate in the discussion, but to observe silently.
\nFirstly, the brain won't be occupied with coming up with answers.
\nSecondly, there is no pressure to make a decision.
\nAfter the meeting concludes, one can calmly think it over and make a decision. It will be of higher quality.
\nThe key: to be silent and listen during the meeting. To reassure others, say that this is a conscious position.<\/p>\n

\u2192 habr.com\/ru\/post\/341654<\/a><\/noindex><\/p>\n

Latent parasites<\/h4>\n

\nThere are fundamentally two approaches to task setting and performance control: parasitic and symbiotic.
\nThe symbiotic approach \u2014 is to ensure that the task is accomplished.
\nThe parasitic approach \u2014 is to ensure that the task is NOT accomplished.
\nThe symbiotic approach is straightforward and uncomplicated, but difficult to implement. Hence it is rarely encountered.
\nThe task is set in such a way that everything is clear \u2014 both the goals, resources, and constraints.
\nThe control is carried out in such a way that the task is solved precisely.
\nA symbiotic approach involves leaving a portion of the responsibility (specifically, a larger portion) for solving the problem to the initiator.
\nThe parasitic approach is convoluted and crafty, but simple to implement. Therefore, it is often encountered.
\nThe task is set up so that nothing is clear. The less clear, the better.
\nIdeally, control should not be exercised at all.
\nThere is no responsibility on the task initiator; all the 'monkey' is transferred to the performer.
\nThe goal of the parasitic approach is manipulation, ego gratification, and self-assertion. Hence, it is often seen in the work of mentors with novice employees.
\nOf course, the symbiotic approach is better.<\/p>\n

\u2192 habr.com\/ru\/post\/343696<\/a><\/noindex><\/p>\n

Measurements vs Illusions<\/h4>\n

\nIf you evaluate the process and results of your activities without measurements, you will consistently make mistakes.
\nEvaluation without numbers depends on mood. A bad mood will make you feel like you're working poorly. A good mood will make the opposite seem true.
\nYou can spend a week working poorly, and then on Friday deliver a 'result,' making it seem like the whole week went well.
\nThere are fundamentally two types of metrics: quantitative and alternative (more commonly known to programmers as Boolean).
\n'The task was completed on time' is Boolean. It's the same as 'The part is usable' (an alternative quality indicator when numeric measurement is not possible).
\n'We are doing well,' 'We are meeting the plan,' 'I'm doing great' are also Boolean.
\nIt's difficult to build a management process based on Boolean-type evaluations. It is recommended to transition to quantitative metrics as soon as possible.
\nBoolean leads to bureaucracy and formalism. For example, completing tasks on time can be achieved by extending deadlines, creating tasks for oneself, and performing busywork.
\nManaging based on Boolean indicators requires a lot of time\u2014 for meetings, analysis, etc. Because the information is too scarce.
\nIt is recommended to measure both the process and the result. This will provide the most comprehensive picture.
\nFor programmers, the 'Planning Poker' method from Scrum is recommended.<\/p>\n

\u2192 habr.com\/ru\/post\/343910<\/a><\/noindex><\/p>\n

This is Sparta<\/h4>\n

\nSuppose you are a programmer, and you have been given a serious task. However, you believe that the task should not be solved\u2014it's foolish and harmful.
\nTypical behavior in such a situation: bring the task into the public arena. Send it for approval from the manager, launch the internal project, document it in the system, etc.
\nThis is where everything breaks down. The person who brought the task does not want to be seen as foolish. And since it went public, they will defend themselves.
\nIt\u2019s important for a person not to lose face, in a political sense. The main rule in politics is to never admit one\u2019s mistakes. You can do nothing, but the key is not to have recognized errors.
\nThe person will do everything possible to prove that the programmer is the villain, an idiot, an opponent of change. And the programmer still has to solve the task.
\nIn some cases, a person will arrange everything so that the programmer does not solve the task at all. Then the person will be \u2018white,\u2019 and the programmer will be completely \u2018black\u2019 (having resisted and ultimately not succeeded).
\nThere are several solutions.
\nThe first is to become a business programmer, understand related fields, and determine for oneself what needs to be automated and how.
\nThe second is to become the Chief of Changes. For example, the Director of Development.
\nThe third is to not stand out and simply do what is told.
\nThe fourth is the Spartan Way, a quick rejection of solutions. More commonly known as fail fast, fail cheap.
\nThe main thing is not to make it public. Tell the person \u2014 let\u2019s not waste too much time, let\u2019s make a prototype, and see if the solution is viable or not.
\nThe prototype will take little time. In case of success, both will benefit \u2014 a decent solution and political points.
\nIn case of failure, no one will suffer. Moreover, the person will have a better attitude towards the programmer.<\/p>\n

\u2192 habr.com\/ru\/post\/344650<\/a><\/noindex><\/p>\n

Surrogates<\/h4>\n

\nBusiness does not favor 1C and its products, web developers, quality management systems, accounting, economists, development projects, Scrum, TOC, controlling, KPIs, and motivation systems.
\nBusinesses seek profitability gains through automation, increasing revenue from online promotion, improving product quality, a simple and clear picture of business metrics, forecasts of company performance, real efficiency improvements, accelerating project completion by 2-4 times, drastically increasing profits and reducing inventories, precise management systems, and a clear assessment system for the business situation, along with labor evaluation systems that enable the dismissal of half the managers.
\nBusinesses love achieving their goals. Businesses dislike surrogates.
\nA surrogate occurs when the aim of achieving a business goal is replaced by an automation project, a website, a stack of paperwork, a baffling team of employees, or unreadable report formats.
\nA surrogate is when the goal is replaced by a means of achieving it. Meanwhile, everyone forgets the goal together.
\nThe production of surrogates relies on three pillars: formalism, gradualism, and collusion.
\nFormalism involves transferring goals to paper through decomposition. Essentially, it shifts focus from significant goals to minor details. No one remembers the goal anymore; everyone's discussing the details.
\nGradualism refers to the slow transition from goals to means. Initially, the goal may still be discussed occasionally. However, gradually, step by step, it gets mentioned less and less, until the client forgets about it entirely, drowned in the details.
\nCollusion manifests in the fact that all contractors behave similarly. There isn't a single automation specialist who genuinely increases profits. Thus, the client has limited recourse.
\nWhat to do?
\nAvoid surrogates and the first step towards their creation: formalism. At least in internal projects. Set a clear goal and continuously discuss it with the executor. Also address scale, resources, plans, etc. \u2014 but most importantly, focus on the goal.
\nOtherwise, the focus will inevitably shift, and you'll end up with yet another surrogate.<\/p>\n

\u2192 habr.com\/ru\/post\/344844<\/a><\/noindex><\/p>\n

Wladimir Klitschko<\/h4>\n

\nThere's a boxer named Wladimir Klitschko. He has a unique characteristic \u2014 the constant use of the jab. More consistent than other boxers.
\nThe jab consistently keeps the opponent on edge, wearing them out.
\nKey features of Klitschko's jab: relative simplicity of execution and consistency.
\nMany authors talk about how simple, yet effective actions that are performed regularly can bring significant benefits.
\nI also decided to give it a try. I created a simple tracking system for the tasks I accomplished today.
\nIt happened at the factory. I worked on tasks during lunch (I don\u2019t take lunch breaks), that is, 1 hour a day. I did what others don\u2019t (they say this leads to success).
\nI configured checks for the self-learning system, brainstormed development ideas, implemented others' ideas for improvement, set up automated tasks, refactored, and optimized code.
\nEvery day \u2014 any task from this list. Complete one task \u2014 great job. You can do several.
\nI observed for 3 months. During this time, I conducted 30 checks, came up with 200 ideas, implemented 80 ideas from others, built automated processes for two departments, and made three significant optimizations.
\nCool, right? This is all done 'in the meantime'. I highly recommend it to everyone.<\/p>\n

\u2192 habr.com\/ru\/post\/344934<\/a><\/noindex><\/p>\n

Flexible surrogate<\/h4>\n

\nThe term 'Scrum' refers to at least two entities: a philosophy and a framework.
\nThe philosophy, or approach to work, is described in Jeff Sutherland's book.
\nThe framework, that is, the algorithm of actions, is outlined in a document called the Scrum Guide.
\nThe philosophy transformed into a framework because the authors wanted to profit from it (according to their own words).
\nThe framework is significantly simplified compared to the philosophy. The main thing \u2014 the goal is simplified or rather eliminated.
\nThe goal of the philosophy: acceleration of achieving results. In fact, by several times. The book includes examples of acceleration by 8 times.
\nThe goal of the framework: for you to have Scrum. It states: follow the instructions \u2014 you have Scrum, violate the instructions \u2014 you don\u2019t have Scrum.
\nThe framework does not imply acceleration of achieving results at all.
\nPeople who teach or implement Scrum work with the framework. They explain and implement an algorithm that leads to no results other than 'now we have Scrum.'
\nThe essence is clear. Selling the philosophy is very difficult. The framework is easier.
\nThe framework is a product. It has, as expected, gone through 'packaging.' It is simple, understandable, has support, and many specialists. Sounds familiar?
\nEverything is fine, except for the results \u2014 there aren\u2019t any.
\nIf the client is not familiar with the philosophy of Scrum, then implementing the framework will suit them just fine.
\nIf the client is familiar with the philosophy of Scrum, they will be disappointed by the implementation of the framework \u2014 there will be no acceleration in achieving results.
\nIt will be cool, trendy, and modern, but no business objectives will be achieved (other than spending the budget on something 'new').
\nWhat should you do? Study the philosophy of Scrum. It is based on the Japanese philosophy of quality management, which emphasizes measurement and continuous improvement.
\nUnfortunately, it requires a lot of thinking, experimenting, observing, and, sadly, working. If this does not suit you \u2014 just take the framework.<\/p>\n

\u2192 habr.com\/ru\/post\/345540<\/a><\/noindex>
\n
Source: habr.com<\/a><\/p>","protected":false,"gt_translate_keys":[{"key":"rendered","format":"html"}]},"excerpt":{"rendered":"

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