in reply to Rediscovering Hubris
What you're saying sounds reasonable if working solo ... but not if working in a large team for a large organisation. How many developers are in your team at work? How do you organise your teams at work and how do you go about improving teamwork?
To illustrate where I'm coming from, some points derived from Why Create Coding Standards and Perform Code Reviews? follow.
Successful software tends to live a long time: bugs are fixed; new features added; new platforms supported; new versions of the language and its libraries are released; the software adapted to new markets. That is, successful software development is a long term activity. Planning for success means planning for your code to be maintained by a succession of many different programmers over a period of many years. Not planning for that is planning to fail.
Programming is easy, Engineering hard. You need to hire programmers with sound technical skills and domain knowledge, enthusiastic, motivated, get things done, keep the code clean, resilient, innovative, team players ... and then motivate them, train them, keep them happy so they don't want to leave, yet have effective handovers when they do ... a hard problem. Yet to be successful that's what you need to do.
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Re^2: Rediscovering Hubris
by dsheroh (Monsignor) on Jan 18, 2021 at 09:28 UTC