Wednesday, 28 August 2019

The Sagrada Familia: What Gaudi's masterpiece teaches us about "Digital Transformation"

If you're even remotely interested in architecture (the bricks-and-mortar kind), then you are surely familiar with Antoni Gaudi's grand cathedral, the Basílica de la Sagrada Família. If not, you should offer yourself an opportunity to explore this (as yet uncompleted) basilica in Barcelona. Wikipedia (https://en.wikipedia.org/wiki/Sagrada_Fam%C3%ADlia) is a great starting point, but a return ticket to Barcelona is probably best.


Starting in 1883, and continuing until his death in 1926, Gaudi devoted much of his life to this project which manifested his vision of architecture. To this day, work continues on the Sagrada, funded from a multitude of sources. The current projected completion date is 2032.

In modern times, you would be hard-pressed to find a better example of a single person's passion and vision that carries a project though to completion long after the original driving force has left. I'm just spit-balling here, but if everyone's favourite innovator, Elon Musk, were to pass away today, I find it extremely unlikely that Tesla would still be around 10 years from now. At best, it would be a division of Toyota :)

But besides passion and vision, what makes the Sagrada amazing (in my opinion) is that it is more than just a grand design to be admired from a distance. If you zoom in, it is immediately clear that there has been an immense attention to detail.



Pushed by Gaudi's passion, each artist, designer, sculptor, glazier and engineer considers their work on the Sagrada to be the best they can produce. It defines their lives to realise Gaudi's original vision.

Now, while I don't propose that we should embrace 150-year-long IT projects any time soon, I believe the lesson we can all learn from the Sagrada is this:

Dream Big; and then do the small things well.


Often I see projects in our industry, especially the ones claiming to fall in the category of "Digital Transformation" to be heavyweight on the vision side, but lightweight on doing the small things well. This is a topic I have some strong opinions on, because without quality execution, even the most amazing ideas will not see the light of day (or will not stand the test of time).

Below is an, admittedly incomplete, list of disciplines that would (if we took them seriously) really go a long way to ensuring more successful projects, more fulfilling engagements and consistent innovation. I really hope to explore these topics individually at some stage in the future:

  • Framework-driven solution architecture
  • Carefully crafted exception handling
  • Comprehensive (and sensible) logging at business and technical levels
  • Defect logging and tracking
  • Writing and grooming user stories
  • Documenting architecture and design decisions
  • Static code analysis
  • Automated testing
  • Load and performance testing

More often that not, the disciplines listed above are the ones people always talk about, but tend to ignore when the deadlines loom. I'm not sure why, because these things, if done well, are the disciplines that pull projects through to success.


Wednesday, 5 June 2019

My Favourite van Gogh painting (and why)

After admiring the golden colours of Three smooth Ships earlier this evening I realised that I should probably write something down about my favourite van Gogh painting.


It's titled "The Harvest" and is probably one of his most optimistic works. As can be expected, it was painted before the onset of his illness and also prior to the arrival of Gauguin for their short "friendship" at the yellow house in Arles.

Although The Harvest is not universally known (Unlike many of his other works), it always strikes a chord with me - Both as a masterpiece in it's own right, but also within the context of a broader understanding of van Gogh's fragile existence.

To fully understand why I would want to write about a van Gogh painting on my IT-focused blog, it is useful to be aware that I was also listening to a Decemberists song titled "Don't Carry it All"

Here's the opening verse:

Here we come to a turning of the season
Witness to the arc towards the sun
The neighbors blessed burden within reason
Becomes a burden borne of all in one

With triggers from multiple angles, the synapses fired in unison and here we are: exploring the relationship between a Post Impressionist masterpiece and modern software development.

Within the context of a small town (like Arles), harvest time represents a time of substantial work for the whole community. Everyone pitches in to ensure that the full value of a long season's effort is realised. Moreover, it also represents a period of plentiful food, festivals and celebration.

Once the harvest is complete, the town would slowly begin shutting down for the quiet (and cold) winter months. With little input from humans or technology, nature imposes a clear rhythm to life:

  • Renewal in Spring
  • Continued work and growth in Summer
  • Hard work and feasts in the Autumn harvest
  • Resting and preparation in Winter

In our modern world, we are less exposed to these clear rhythms. Our tomatoes come from a store surrounded by tarmac parking spaces, so it's difficult to imagine a world where you have:

  • More tomatoes than you can ever use, or
  • No tomatoes at all, and no reason to expect any to be available for many months 

In our unnatural world, every day becomes just another slog. Always more work and "stuff" to get done. Get up, chase approaching deadlines, sit in meetings, go home, update Facebook, housework, sleep.

Repeat.

And while we sing the praises of technology and Digital Transformation, I suspect our concrete jungle and "Agile" timelines are exacerbating our disconnection from the real world. With ever-shortening delivery timelines and longer working days, our daily work has the risk of simply being a consistent repetition of the hard work of harvest time.

But we should not forget that the hard work of the harvest must necessarily be accompanied by feasting and joy - and then followed by a period of rest and preparation for the next season.

While it is easy to romanticise harvest time in rural France, I do think it is essential that we wrap this discussion up with a critical aspect of the harvest: An aspect that Colin Meloy perfectly depicts in these lines:

You must bear your neighbour's burden within reason
And your labours will be borne when all is done

If nothing else, I would like to work towards an IT industry where individuals are willing to help their colleagues in times of need, with the natural expectation that the favour would be returned when one's own deadlines loom. But moreover, that we gain the experience and maturity to plan our work in a way to allows quiet times for preparation and recovery.

This is my mission.


Wednesday, 29 May 2019

DevConf videos published

DevConf Johannesburg videos from earlier this year have finally been released. If you missed it, check it out here:




Saturday, 4 May 2019

The Programmer's Oath - by Uncle Bob

I've been thinking about the fate of our profession a lot lately. That thinking has been focused on the reduction in professionalism I am noticing all around me.

This problem seems a bit overwhelming and certainly too large for an individual to solve on his/her own. But I think a good place to start is by helping to create awareness of the Programmer's Oath.

So he we go:

In order to defend and preserve the honor of the profession of computer programmers,

I Promise that, to the best of my ability and judgement:

1. I will not produce harmful code.

2. The code that I produce will always be my best work. I will not knowingly allow code that is defective either in behavior or structure to accumulate.


3. I will produce, with each release, a quick, sure, and repeatable proof that every element of the code works as it should.

4. I will make frequent, small, releases so that I do not impede the progress of others.

5. I will fearlessly and relentlessly improve my creations at every opportunity. I will never degrade them.

6. I will do all that I can to keep the productivity of myself, and others, as high as possible. I will do nothing that decreases that productivity.

7. I will continuously ensure that others can cover for me, and that I can cover for them.

8. I will produce estimates that are honest both in magnitude and precision. I will not make promises without certainty.

9. I will never stop learning and improving my craft.


The oath on Uncle Bob's page:
https://blog.cleancoder.com/uncle-bob/2015/11/18/TheProgrammersOath.html

And a quick YouTube video that breaks the items down a bit:


Saturday, 23 March 2019

Don't be a hero :: How to build successful software in a skills-deprived world

I used to be a nice guy.

In the early days of my career I did a lot of training, both business and technically-focused. One of the most regular bits of feedback I got from course attendees was that I showed boundless patience with people who really struggle with the material.

I appreciated those comments and it is something I strive for every day.

But lately, I haven't really succeeded.

Lately, and by lately I mean the last couple of years:
  • My temper has gotten shorter and shorter.
  • My overall frustration levels have been increasing steadily (like my weight)
  • I have been sleeping less and less
  • I have gone on fewer holidays
And perhaps most importantly, while I've experienced a lot of "success" in my professional career, my overall job satisfaction has dropped significantly.

These days, I VERY frequently contemplate selling everything I own and going to stay in the mountains for a number of months.

To quote Bilbo Baggins: "I want to see mountains again. Mountains Gandalf"

So what happened?

Well, you can probably describe it as burnout in some sense, but the short answer is: I became a hero, and I got addicted to it. I got addicted to be the linchpin guy that the project depended on. 

But saying I got addicted to being the hero is a radical oversimplification. 

In reality, I would give almost anything to have a normal life. To go cycling on Saturday mornings. To improve my landscape photography. To fix the irrigation in my vegetable garden. 

In reality, I don't want to be the hero on projects. And given my specific role in my company I actually should NOT be getting involved in the nitty-gritty of projects at all.

In reality, I just often found myself in a position that I literally HAVE TO step in and become the hero, else projects fail. And I simply cannot handle failure.






Of course, it isn't all bad, and I have had many successes over the years. This article explores my journey, looking at:
  • Some of the things that cause projects to need a hero
  • What you can do to prevent it
  • Why you should focus all your energy on not becoming the hero

A teenie bit of context might be useful here: 

I play a leading role in the bespoke software development area of a large South African IT company. Which means we are often involved in projects where there isn't a pre-baked solution that can be purchased off the shelf.

Most of our projects start off on day 1 being under pressure, because:
  • It took the customer ages to get through the business case and get budget allocated
  • The procurement cycle took ages
  • And then more time was spent getting the project team assembled and ready to rock and roll
  • And of course, requirements are never defined or well thought through at the start.


But despite all of that, some big-shot exec has already made a delivery date commitment to the board of directors in order to get the money for the project.

So at the best of times, most projects have to start by wriggling themselves out of a hole dug by business people.

Understanding the different role-players in projects

Of course it differs from project to project, but I tend to see the following breakdown on most of the projects we get involved with (note: most projects tend to be a joint effort with the customer and sometimes even including other vendors)

  • Heros - People who REALLY know their stuff. Passionate about delivering the project - 15%
  • Divas - Passionate technologists who think they are too good to be on the project -  5%
  • Talkers - People who add little value except for the fact that they're old or seem to talk a lot in meetings - 10%
  • Workers - Worker bees who do one thing well and put in a solid 6-8 hours of work - 40%
  • Strugglers - People who want to work. And think they do, but they never seem to deliver anything - 20%
  • Dead wood. People who are literally just on the project to fill a seat - 10%
So based on these (admittedly very anecdotal) numbers, it turns out that most projects are actually delivered by about 50% of the team. 

But remember, when you originally do proposals and quotes, you can't double your estimations simply because you expect a bunch of team members to not really pull their weight. If you're in my business - the business of making a profit out of software development - then your Go To strategy must be to change the layout of project teams to something like the chart on the left.

It's probably obvious that we've killed off the Divas, the Talkers, the Strugglers and the Dead Wood, but what is also interesting is that:

We didn't remove Heros entirely - Every project, no matter how well planned will need some instance of heroic programming at some point. Let's not live in a dream world.




Building your pack

The best analogy that I can come up with for a project team is a pack of sled dogs. I'm not sure if it's just me, but I loved watching the Discovery series on the Iditarod, the epic dog-sled race in Alaska. In typical Discovery channel fashion they constantly tried to manufacture intrigue and surprising plot twists. But what I loved about the show was not so much the intrigue, but rather learning more about how these racers assembled their packs of dogs prior to the race and how they cared for them during the race.


A key measure of success for a pack of dogs is that they work together. If one of dogs has an issue and needs to slow down, there are two options: 
  • The whole pack slows down until the slow dog recovers
  • You remove the slow dog from the pack
But as lead developers, people with built-in Type-A personalities, that isn't often our instinct. My natural response, if I see members of my team struggling, is to run harder myself - Thinking that by running harder, I will balance out the slow team member(s).

Although this approach can sometimes counteract a performance problem with one team member, it has a significant unintended consequence - It pulls the WHOLE TEAM off balance. And once the team loses balance it is very difficult to get your delivery velocity back.

Depending on the project, there are two possible outcomes:
  • Small projects become a one-man show with other project team members feeling useless and just sitting on the side-lines
  • Large projects fail outright, because it is impossible for one person to carry a 10 or 20 person project.
So our goal is to go from an inefficient project make-up, like the one on the left, to an efficient make-up, like the one on the right.

And there are many tricks of the trade to achieve that. This article will focus on one specific side of the problem an how to fix it: How can we CONVERT THE STRUGGLERS INTO WORKERS?


We can probably debate for hours about how we should fix the education system in South Africa, or how we should improve recruitment to ensure strugglers don't get onto our projects, or why we should move to San Francisco to give ourselves the opportunity to work with the best teams of our industry.

Those are interesting discussions, but it is not the discussion I'm having today.

My question is: How do we convert the STRUGGLERS who are already on our projects into WORKERS.

And there really is only one answer: Teach them.

Accepting the Kruger Dunning Effect

So let's talk about South Africa for a bit. In South Africa we have people from many different languages, many different cultures, males, females, different religions, different races, different economic statuses.

And yet, there's one thing that brings us together as a Nation: We all believe we are ABOVE AVERAGE DRIVERS.

And that's a key observation I've made with strugglers on software projects. They don't consider themselves strugglers. They actually think they are experienced software developers.

Most CVs here in South Africa include a skills-matrix of some kind where the candidate lists their skills along with a rating from 1 to 5. In every single CV that I see from a young software developer, they drastically overestimate their own abilities. I've observed this over many years.

When I started to investigate this problem, I came across a phenomenon called the Kruger Dunning effect. But to really appreciate the Dunning Kruger effect, you need to hear the story that inspired it.



In 1995, a 45 year old guy walked into a Pittsburg bank and robbed it at gunpoint. Later that same day he robbed another bank. What was most interesting about this bank robbery is that the perpetrator didn't wear any mask or use any method to conceal his identity.

As could be expected, he was quickly identified and arrested. When the cops entered his house and placed him under arrest, the first words out of his mouth was: "But I wore the juice"
"BUT I WORE THE JUICE!?" 
You see, McArthur isn't very smart. He had heard about the fact that you could use lemon juice to write in a type of "invisible ink" which is undetectable to the naked eye. He then reasoned that if he rubs lemon juice over his face, people in the bank, and the security cameras would be unable to see his face. Master plan!

What is interesting about this story is not just the complete ignorance of the perpetrator (which, let's be honest, is pretty interesting), but rather how utterly convinced he was that the lemon juice plan would work.

Psychology researchers Justin Kruger and David Dunning were inspired by this story to explore the idea that people who have low levels of competence in a specific field seems to greatly overestimate their own abilities.

The Kruger-Dunning Effect describes this phenomenon where someone with a low level of competence in a subject, let's say Programming, also lacks the knowledge to accurately assess their own competence. As a result, they greatly overestimate their own capability.

You can summarise this as: A little knowledge is a dangerous thing.

The graph below depicts this phenomenon by showing how someone, once they start to get experience in a subject, slowly begins to realise how little they really know.



This is what happens to a Struggling junior developer if left to his/her own devices. They literally don't know that they aren't adding any value to the project. They actually think they are experts in their field.

So let me give a practical example of this effect from my day to day life: On a recent project, we had a junior developer who was very clearly VERY Afrikaans. For some reason, however, he was under the impression that his English grammar was impeccable and that it was his duty to correct people at every opportunity. It was so bad that I once had to privately address the issue with him, when he "corrected" the client's product owner in a meeting.

Here's one of the classics he added into JIRA as a defect:

Yes, perhaps a whimsical example, but it applies to most aspects of young developers who fall into the "Struggler" category. It's not just that they lack the required competence, they also lack the knowledge to realise their lack of competence.

Your goal as a senior developer should not be to criticise their lack of competence, but rather guide them along the path, helping them realise what they don't know and then encourage them to learn it. We'll touch on some approaches just now.

The Curse of Knowledge

But first I want to address another cognitive bias that makes it difficult for experienced developers to teach younger ones. It's called, the "Expert Paradox", or sometimes the "Curse of Knowledge"



As a senior technologist, many things may seem easy or self-evident to you. This is function of your competence as well as years of experience. This knowledge and experience makes it difficult for you to actually empathise with the position of the inexperienced person. Your knowledge actually becomes an impediment to teaching.

I generally like to use a puzzle analogy: Think of your whole IT carreer as building a puzzle. It's the puzzle of knowledge. Each piece of the puzzle is a new bit of isolated knowledge - It only becomes valuable when you can look at it in context. As an experienced practitioner, your puzzle is already well established, so when you find a new piece, you have a much better overall picture and you can more easily understand where this fits in. Even if you find a difficult piece of blue sky or ocean water, you can more easily find where it belongs because you can compare it with the other patterns you've already constructed.

To a young and inexperienced person, they have barely begun assembling their puzzle. Each piece is a brand new experience and is often very difficult to see in context.

Practical mentoring





So how, in a practical sense, do you mentor inexperienced developers? I've seen ways that work and ways that definitely do not work.

Here's one way that absolutely does not work: You pick a small, apparently easy bit of work and give it to the new guy to implement. And then you wait. This fails for a number of reasons:

  • You wait too long
  • By the time you receive something back the learning opportunity is lost
  • You probably implemented it yourself, so the new person loses conffidence

I learnt a better way from one of my colleagues, William Gadney. I'm not sure if it is his own method or whether he read about it somewhere, but the process is both deceptively simple and yet deceptively difficult to execute.

But it is almost guaranteed to work. I refer to it as the 3-Stage Journeyman approach and it looks like this:





The idea is simple:

  • First, you find a piece of functionality that you will need to implement at various points in your project. A good example would be if you had to build a number of different REST services.
  • Stage 1: When building the first one, the inexperienced developer sits next to you. While coding you "Think out loud", explaining what you're doing as you proceed.
  • If it seems that the new person understands, you move on to stage 2, else you repeat stage 1 
  • Stage 2: At this point you switch seats. The inexperienced developer does the coding, but the mentor is right there, guiding, correcting and helping the whole time.
  • If the learner gets the hang of things, you move onto stage 3, else you can repeat stage 2, or even go back to stage 1.
  • Stage 3: At this point, the inexperienced developer goes away and writes the code by themselves. Followed by a detailed code review.
  • If all went well, the rookie has become a journeyman in this particular skill, and you can pick the next one.

Help the team see the bigger picture 


The next bit of advice I use to help inexperienced developers escape the Kruger-Dunning trap is by constantly assisting them with seeing the bigger picture. Effectively, I overshare information about the project so that they are always 100% aware that there is more to the project than the bit they are involved with.

This has two consequences:

  • They are frequently reminded that there is stuff they don't know, but
  • They have full access to learn that stuff - It isn't hidden from them

My strategy includes the following tactics:

Tip 1: Err on the side of a mono-repo
A multi-repo scenario might have many benefits, but it has one critical flaw: It entrenches a fragmented view of the solution. Even the most astute learner will struggle to fully understand how a solution fits together if he doesn't even know that he is looking at a partial picture.

A mono repo helps greatly with this. In fact, I prefer using a single repo that includes Documentation, BDD Testing code and Load testing projects all into one Git repo. If you do prefer a multi-repo scenario, then ensure that the repos are clearly documented and referenced in a single Master project repo.

Tip 2: Get the documentation into the repo
Add the project documentation into the single repo (or the project master repo if you follow a multi-repo approach). I use Sphinx, which makes this a breeze. You document right there in your IDE making it quick and intuitive. And you can generate and publish the docs as part of your CI/CD pipeline which means that the docs and the code are always in sync.

If your company uses Confluence, you don't have that option, so you just need to work hard to make the documentation accessible.

Irrespective of which approach you use, you will always need to work hard to make sure developers access the documentation. Trust me, it is a never-ending battle. 

Tip 3: Make the architecture visible
Architects tend to create their diagrams in isolated CASE tools that nobody else has access to. This is one of my most fundamental critiques against the discipline of Architecture, and is a problem that I have been fighting against my entire life. 

My mantra is simple: "An invisible architecture is just as bad as no architecture." 

All you need to do is to add the architecture diagrams into the project documentation. I use the 4+1 Architecture framework on almost all projects, and it provides a great skeleton for the project documentation as well. 

By following this approach you make the architecture accessible to the masses.

Tip 4: Create an Architecture Overview Diagram
Sometimes people get lost in the details of UML and they forget that architecture is about communication. The most successful approach I've followed is to create a bastardized UML diagram called the AOD - An Architecture Overview Diagram. It's like a component diagram, but it also includes Actors.

The result is a diagram that can depict the main Solution Building Blocks (as defined by TOGAF) as well as the context of the solution in a single diagram.

The goal is to create a single diagram, at a high-enough-level that it can depict your whole project on an A4 page, but still shows the salient aspects of the entire solution. Creating a proper AOD is an artform - it forces you to think hard about which details to include and which to exclude. It's almost like the battle Picasso went through while deciding which details to include in Guernica.

But if you get it right, the result is amazing and the resulting diagram serves as a reference point for everyone for years to come.

And, of course, the inexperienced developers can use it to assemble their own puzzles (Almost like looking at the picture on the box of the puzzle).



I have a few other tips as well, that have helped me in the past, I'll briefly list them here:
  • Add a GETTING STARTED section in the docs. Include reference links and introductory notes for each of the technologies used on the project.
  • Do VERY FREQUENT code reviews. Not just at the end of a piece of work, but while they are busy.
  • Establish a formal avenue for knowledge sharing. In our company we call it Lunch Time Learning - Every fortnight we have a team learning session on a Wednesday during lunch.
  • Introduce project team sharing sessions. We do it after retro each sprint, where one team member explains a piece of the project to others in detail - A level of detail that doesn't make sense when the product owner is in the review session

The Benefits

All of these tips and tricks take time and effort, so it is important to be patient. If you rush it, for example, by skipping stage 2 of the 3-stage journeyman process, you are dooming yourself to failure.

Also, it is important to be aware of the benefits that await you. So let me help by summarising the medium term and long term benefits.

In the medium term you will create a situation where you DON'T ALWAYS HAVE TO BE THERE.

  • You can afford to take a week off and go hike in the mountains where there is no cellphone signal. 
  • You don't have to be online with each deployment
  • You don't have to prepare fully for each sprint-review
Also, you create an overall reduction of the Bus Factor of your project - So if you leave (by choice or otherwise), the project will survive without you.



But the long term benefits are the most rewarding, and as someone who's been in this business for many years, I've now experienced it a few times. It's when one of the junior developers you had under your wing becomes a master in their own right.

It might take years, but the day will come when you can hand over an entire project to someone and know ABSOLUTELY that it will be a success and that you don't have to get involved at all.

That's the greatest feeling in our business.

And of course, if you have aspirations to begin that Tech Start-up you've always dreamt of, you are finally ready to get it started as well, because you now have people you can trust to get the job done.

References:
http://www.kiwireport.com/heres-man-rubbed-lemon-juice-face-rob-bank/
https://en.wikipedia.org/wiki/Dunning%E2%80%93Kruger_effect
https://rationalwiki.org/wiki/Dunning-Kruger_effect




Saturday, 19 January 2019

Weeding your garden :: Ignore the small things at your peril

I'm not sure whether it is caused by the pervasive reality of TED talks, or whether the MBA-culture has finally screwed up the world permanently, but I frequently find myself in boardrooms where people insist that we should stop worrying about the small things - and rather focus our attention on the big, strategic decisions. "Blue sky thinking" is a phrase that has come up a lot.

I disagree.

Strongly.

Here's why:

My leadership role in technology teams (both on projects and in organization structures) shares many similarities with my role at home as a VERY ENTHUSIASTIC amateur vegetable gardener. For starters veggie-gardening is a long game, just like running a sustainable business. It requires careful planning, diligent execution and frequently addressing unexpected curve-balls..

Currently the "big-blue-sky" vision for my garden is to reach the point where all the vegetable needs of our household can be supplied from the garden. This vision will have many benefits to us, but I'm most interested in the benefits of keeping my diet pesticide-free and saving some cash.

Typical Saturday harvest from my garden (Check out the Jalapenos!)

I'm calling this my vision, because it is a state that I have not yet reached, and I may likely never reach it. But having that vision defined guides me when making big plans for my garden. For example, during the spring of last year it guided me to a decision to build 5 new beds as a dedicated planting area for squash and pumpkins. My own little pumpkin patch.

Squash plants take up a lot of space, so we freed up a lot of it. We laid out the beds using concrete StumbleBlocs, filled them with a mixture of compost and potting soil, and even played around with different options for covering them up (to protect them from the chickens)



I laid down some drip-irrigation and popped a bunch of plants in the ground. Bob's your uncle.

Of course, Bob was a tired uncle because getting those beds ready and planted was a huge effort. And it cost a lot of money as well.

A few weeks go by and I proudly share the progress of my pumpkin patch on social media:


Aaah, this bliss of ignorance.

You see, even though I strategically laid mulch inside and between the beds to keep weeds under control, they still started popping up here and there. And squash plants grow very quickly once they get started - So even walking between the beds became difficult by mid summer.

And since these beds are not my primary vegetable garden, I really struggled to pay as much attention to them as was needed. In my primary garden I spend a few minutes every day just walking through the garden; having a look around, pulling a couple of weeds, tying up a cucumber, etc. You know, the run-of-the-mill stuff. This daily chore didn't really get carried over to the Pumpkin patch.

Then the pests arrived. They started eating my Zuchini and then the Patti Pans. But because the beds were quite crowded I barely noticed initially. And since I wasn't there often enough, by the time I realised what was going on it was far too late. Eventually everything succumbed.

In the end I harvested 1 Watermelon and 2 Butternuts from the entire endeavor :(

Luckily I still had my primary garden to keep my hopes up:


So what is the lesson here?

Well, there are a few, but I believe one stands out: Big, bold strategic thinking is essential. It gives you something to aim at, and the vision motivates you to push through the hard work needed to get results you may never have thought possible.

But it isn't enough.

My strategic plan was accurately compiled. It was diligently executed and it was perfectly aligned with my overall vision.

But because it over-extended my capacity, I started to drop the ball on the day to day necessities of running a veggie-garden. The mundane things. Like walking through the garden, pulling weeds, assessing the state of the plants, etc.

In business, and certainly in Software development, there are LOTS of mundane, run of mill tasks that need to get done. And yes, it is very often possible to employ other people to take care of those things. However, I'm of the opinion that the leadership (whether business leadership in a company, or technical leadership on a software project) should NEVER forget to focus on the small things too.

Unfortunately, it isn't just a matter of spending more time focusing on the small things, because if you spend all of your time pulling weeds, you'll never have sufficient time to do anything else - and then you won't be able to execute on the vision. If I followed that approach, my main veggie garden would still have looked like it did at the beginning:

6 years ago

2 years ago

This morning
IMHO the real answer lies in fully understanding all of the details. Assess them and then categorise them into two broad categories:
  • Small things that we should pay careful attention to once, so that we can forget about them. For example watering your garden. If you spend time thinking about and establishing an effective irrigation solution, then you never have to think about it again. The software equivalent is a continuous integration solution.
  • Small things that will always be part of your world. Like weeding. These problems are different, because they never go away, well, almost never.
If you're a leader (Whether by title or by personality), the approach to weeding-type responsibilities is to understand them well enough, to spend enough time on them so that you can standardise, document and communicate how to handle them. To really understand them, you need to pull out the weeds yourself - Don't sit in the office and think about what it might possibly be like to pull out weeds. Take off your shoes and go walk in the dirt!

That experience in the sun, working with your team will be invaluable for fully understanding the problem at hand, not to mention a huge opportunity to build rapport with the team. And once you understand the problem fully, then you can standardise the solution, and document it, and communicate it, and establish processes for monitoring that your standards are followed.

Of course, perhaps I'm just a control-freak.

It might be due to the pesticides that still flow through my veins - I really need to expand this garden!

The Sagrada Familia: What Gaudi's masterpiece teaches us about "Digital Transformation"

If you're even remotely interested in architecture (the bricks-and-mortar kind), then you are surely familiar with Antoni Gaudi's gr...