Deploying & Scaling OpenShift on OpenStack using Heat – OpenStack Seattle MeetUp 2014-01-23 by Diane Mueller @pythondj
Rothschild made her dream a reality last summer when she opened NextKids. NextKids is an offshoot of the popular co-working company NextSpace, which has eight locations in California and one in Chicago. NextKids, at the Potrero Hill, San Francisco location is like co-working meets daycare–with a community of working adults–graphic designers, biomedical engineers, app developers–and their kids. It’s like ‘it takes a village,’ only with more Wi-Fi.
Big data offers huge benefits that can’t be fully understood until you have some actual data to analyze.
(Full Story: http://ift.tt/1gLpMk6 )
If you’re a worker in a village who supplies said village with water, you are valuable to its people. There are two types of workers: Type 1 worker: Grabs an empty bucket or two, goes to the sweet water lake, fills them up, comes back and makes twenty people happy. He gets to drink some of that water along the way, and once he gets back, takes some of the water home.
Type 2 worker: Disregards how much of a “fair share” of water he’s getting. Instead of grabbing a bucket, grabs a shovel and a little cup, and disappears for a while. He’s digging a stream from the lake towards the village. Often he disappoints people for having returned from weeks of work with an empty cup. But the elders in the village for some reason believe in him and want to keep him (and throw him a bone so that he doesn’t starve for a little while). Some day, suddenly he shows up with a constantly flowing stream of water behind his back. He puts the Type 1 workers out of water delivery business. They’ll have to go find a different activity and “team” to work with. Type 2 worker, depending on how much control they retained on that stream, get to own a good chunk of it. Because the village wants to acquire and integrate that stream, they compensate the ownership of Type 2 worker in that stream with on par ownership in the village itself, typically land or such.
(Full Story: http://ift.tt/1gzIpXK )
1. Build strong teams first. Assign them problems later. 2. Keep teams together. 3. Go modular. Remove dependencies. 4. Establish a short, regular ship cycle.
(Full Story: http://ift.tt/1g6gCwC )
In the software industry, especially the startup world, Crunch Mode is a ubiquitous, unhealthy antipattern. Crunch Mode refers to periods of overtime work brought on by the need to meet a project deadline. Developers stereotypically glorify the ability and propensity to stay up all night grinding through a difficult problem. It’s part of our folklore. It’s part of how we’re measured. It’s something companies and leaders take advantage of in order to accomplish more with less. And it’s stupid.
(Full Story: http://ift.tt/1arPI4u )
1) Before every quarter starts, pose the question: “What would be stupid not to do in the next 90 days?” 2) Define and scope every idea on a single presentation slide. 3) Roughly calculate the engineering capacity needed for each of the ideas generated, and how much you have to leverage total. 4) Express this scope in dollar amounts: $5= the amount of work one engineer can do in one month. $10= two months. $15= three months. $30= two engineers for all three months. If you have 10 developers working for three months, you have $150 to play with. Include a dollar amount on each slide. 5) Pick a small team to participate in the prioritization process. Choose people who have the whole company’s best interest in mind. 6) If you pick 5 people, make 5 stacks of Post-Its with $5 written on them. Hand the same number of Post-Its to each person based on your engineering capacity. 7) Print out all your idea slides and hang them on the wall. Talk your prioritization team through each one.
(Full Story: http://ift.tt/1bqYvl1 )
most software projects will be focused not on remaking the same wheels, but instead integrating and adapting already existing code to a novel combination and context. The fraction of novelty always dominates software projects, and so, there isn’t nearly the same confidence in estimating time and materials.
(Full Story: http://gist.io/6949301 )