I think the derogatory remarks are aimed at managers as opposed to management. I think most people see two things: 1) Management is, for better or worse, a necessity for a large organization. 2) Individual actual managers are far, far too often in that 'or worse' category.
The fact that nearly everyone has had an unfortunate experience with a manager is a testament to the difficulty of doing that job well. If you're headed in that direction, don't take it lightly. Study up, learn how not to be part of the problem.
So is the problem that the people going into b school are stupid, or is it the teachers who are incompetent? Because that's definitely not what's coming out.
2 is dangerous advice. It leans towards metrics that will tend to reward behavior that you may not want to encourage. Better to understand why targets aren't being met. Does your best developer take on the highest risk assignments, and frequently overshoot optimistic estimates?
4 discourages team buy-in. Everyone should be involved in the plan in order to encourage commitment to the result. The further you get from direct development work, the worse are the chances that you'll formulate the most effective plan anyway.
5 makes sense only for a low-level manager with a small team. It's also a substitute for other practices that might more effectively reach the same goal (for example: a more agile process).
So in the end you can deliver something that doesn't do what the client needs?
If a 'minor enhancement that shouldn't affect the schedule' is a big deal to you, you have a serious process problem. It's probably time to learn something from the agile development folks.
This is why even the most minimally competent project managers record fine grained estimates and actual velocity, so that they can uncover how many days work (often called points) per week their team can actually deliver. Then delivery estimates are based on the estimated points total divided by the actual points delivered per week, yielding an estimated number of weeks to completion.
Slightly better managers know that you don't trust your estimate until you have at least a quarter-year of history, and still pad the estimate to account for surprises.
In the next step up, those managers are properly setting expectations, and moving the client base towards the agile model where you have what is delivered, and if you want something else you rank the priority so you get it as soon as possible, etc.
You have to be careful of going to far the other direction as well. The hospital administrator is a good example. Do you want to pick someone for that job who has never worked in a hospital, and therefore has no idea the impact of their decisions? Neither pure professional management, nor pure technical advancement into management is the right path. The ideal manager is going to be a skilled technician who happens to have a natural talent for and interest in management. Which should be followed up with training to address any skills deficits missed by not going for the lifetime pure professional management route.
Show a little respect. Reverend lovejoy is a badass preacher who can take on a tribe of baboons bare handed. Being gay wouldn't be compatible with his christian values, and you can tell he's not gay because he has kids with his beard, I mean, his wife.
You can't just do that in a library. You actually have to build your game around the notion that some content is going to potentially take a long time to load. It's a huge burden.
No, they'll go with blu-ray. Anything else would drive up the price of the console dramatically, and yield only a competitive disadvantage since it won't allow them to play movies.
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I somewhat duplicated your recommendation elsewhere, so I'll just say 'seconded' since neither of us seems to have been modded up yet.
Likewise, The Art of War (Sun Tzu) and The Prince (Machiavelli) are two great older texts for developing great interpersonal management technique.
I think the derogatory remarks are aimed at managers as opposed to management. I think most people see two things:
1) Management is, for better or worse, a necessity for a large organization.
2) Individual actual managers are far, far too often in that 'or worse' category.
The fact that nearly everyone has had an unfortunate experience with a manager is a testament to the difficulty of doing that job well. If you're headed in that direction, don't take it lightly. Study up, learn how not to be part of the problem.
So is the problem that the people going into b school are stupid, or is it the teachers who are incompetent? Because that's definitely not what's coming out.
http://manager-tools.com/
Go there and start learning.
Things are going swimmingly for us, and have been for years.
Exactly. As I said, it's a serious process problem if you can't accommodate change requests.
2 is dangerous advice. It leans towards metrics that will tend to reward behavior that you may not want to encourage. Better to understand why targets aren't being met. Does your best developer take on the highest risk assignments, and frequently overshoot optimistic estimates?
4 discourages team buy-in. Everyone should be involved in the plan in order to encourage commitment to the result. The further you get from direct development work, the worse are the chances that you'll formulate the most effective plan anyway.
5 makes sense only for a low-level manager with a small team. It's also a substitute for other practices that might more effectively reach the same goal (for example: a more agile process).
So in the end you can deliver something that doesn't do what the client needs?
If a 'minor enhancement that shouldn't affect the schedule' is a big deal to you, you have a serious process problem. It's probably time to learn something from the agile development folks.
This is why even the most minimally competent project managers record fine grained estimates and actual velocity, so that they can uncover how many days work (often called points) per week their team can actually deliver. Then delivery estimates are based on the estimated points total divided by the actual points delivered per week, yielding an estimated number of weeks to completion.
Slightly better managers know that you don't trust your estimate until you have at least a quarter-year of history, and still pad the estimate to account for surprises.
In the next step up, those managers are properly setting expectations, and moving the client base towards the agile model where you have what is delivered, and if you want something else you rank the priority so you get it as soon as possible, etc.
You have to be careful of going to far the other direction as well. The hospital administrator is a good example. Do you want to pick someone for that job who has never worked in a hospital, and therefore has no idea the impact of their decisions? Neither pure professional management, nor pure technical advancement into management is the right path. The ideal manager is going to be a skilled technician who happens to have a natural talent for and interest in management. Which should be followed up with training to address any skills deficits missed by not going for the lifetime pure professional management route.
This improves the ability of the gestapo to avoid getting lost on their way to pick you up.
Good point. He probably wasn't.
Show a little respect. Reverend lovejoy is a badass preacher who can take on a tribe of baboons bare handed. Being gay wouldn't be compatible with his christian values, and you can tell he's not gay because he has kids with his beard, I mean, his wife.
That iron core is still a gas. We're just not used to iron being a gas because we live at such cold temperatures.
About 9 km.
LOL.
Yes please!
And for the best realism, go ahead and have everyone die from minor accidents once their bones have atrophied in extended zero-g!
You can't just do that in a library. You actually have to build your game around the notion that some content is going to potentially take a long time to load. It's a huge burden.
Putting the streaming content burden onto every developer for your platform is sure to make you the winner in the next round of platform wars.
Small country. Easier to lay fiber across the country when that means 160 miles than when it means 3600.
No, they'll go with blu-ray. Anything else would drive up the price of the console dramatically, and yield only a competitive disadvantage since it won't allow them to play movies.
Probably not. A warp core explosion can actually happen faster than the speed of light, so potentially this is just not fast enough.
But if you want a smooth playback you should watch at 240 hz. So that would only take you most of your adult life to observe a single bounce.