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B’coz Women Journalists have ID card hanging on their Breast written PRESS !

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I got this fwd from one of my colleagues…

Have you ever waded through a mess so grave that it took weeks to do what should have taken hours? Have you seen what should have been a one-line change, made instead in hundreds of different modules? These symptoms are all too common.

Why does this happen to code? Why does good code rot so quickly into bad code? We have lots of explanations for it. We complain that the requirements changed in ways that thwart the original design. We bemoan the schedules that were too tight to do things right. We blather about stupid managers and intolerant customers and useless marketing types and telephone sanitizers. But the fault, dear Dilbert, is not in our stars, but in ourselves. We are unprofessional.

This may be a bitter pill to swallow. How could this mess be our fault? What about the requirements? What about the schedule? What about the stupid managers and the useless marketing types? Don’t they bear some of the blame?

No. The managers and marketers look to us for the information they need to make promises and commitments; and even when they don’t look to us, we should not be shy about telling them what we think. The users look to us to validate the way the requirements will fit into the system. The project managers look to us to help work out the schedule. We are deeply complicit in the planning of the project and share a great deal of the responsibility for any failures; especially if those failures have to do with bad code!

“But wait!” you say. “If I don’t do what my manager says, I’ll be fired.” Probably not. Most managers want the truth, even when they don’t act like it. Most managers want good code, even when they are obsessing about the schedule. They may defend the schedule and requirements with passion; but that’s their job. It’s your job to defend the code with equal passion.

To drive this point home, what if you were a doctor and had a patient who demanded that you stop all the silly hand-washing in preparation for surgery because it was taking too much time?2 Clearly the patient is the boss; and yet the doctor should absolutely refuse to comply. Why? Because the doctor knows more than the patient about the risks of disease and infection. It would be unprofessional (never mind criminal) for the doctor to comply with the patient.

So too it is unprofessional for programmers to bend to the will of managers who don’t understand the risks of making messes.

The above is an excerpt from a book by Robert Martin, titled, “Clean Code – A Handbook of Agile Software Craftsmanship”

There was a farmer who grew superior quality and award-winning corn. Each year he entered his corn in the state fair where it won honor and prizes. One year a newspaper reporter interviewed him, and learnt something interesting about how he grew it.

The reporter discovered that the farmer shared his corn seed with his neighbors!

‘How can you afford to share your best corn seed with your neighbors, when they too are entering their corn in competition with yours each year?’ the reporter asked.

‘Why sir’, said the farmer, ‘didn’t you know? The wind picks up pollen from the ripening corn and swirls it from field to field’.

If my neighbors grow inferior, sub-standard and poor quality corn, cross pollination will steadily degrade the quality of my corn. If I am to grow good corn, I must help my neighbors grow good corn.’

The farmer gave a superb insight into the connectedness of life. His corn cannot improve unless his neighbor’s corn also improves.

So it is in the other dimensions! Those who choose to be at harmony must help their neighbors and colleagues to be at peace. Those who choose to live well must help others to live well.

The value of one’s life is measured by the lives it touches.

Success does not happen in isolation. It is very often a participative and collective process.

So share the good practices, ideas, new learning with your family, team members, and neighbors.

In fact, TEAM is Together Everyone Achieves More

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BP doesn’t need an engineer at the helm. It needs a leader.

Of course engineers matter, when the task is stemming damage from the largest oil spill in U.S. history. BP needs all the talent it can get. Scientists, engineers, and technicians, including the 2500 BOP employees sent to the Gulf from all over the world, have a critical role to play in cleaning up the environmental mess.

But BP must also clean up an organizational and cultural mess. The company needs a leader who engenders confidence. CEO Tony Hayward has had over six weeks in the spotlight to demonstrate his leadership capabilities. Yet the situation keeps getting worse: escalating damage in the Gulf and a whopping 35% drop in BP’s stock price.

A true leader faces facts, presents a situation fully to all stakeholders, and models accountability. A leader does not attempt to minimize the extent of a problem or promise action faster than can be delivered. A true leader sets appropriate expectations and delivers. He or she does not duck responsibility by shifting the bulk of the blame to someone else.

About a week after the April 20 explosion, Hayward was quoted in the New York Times as asking his executive team, “What the hell did we do to deserve this?” Recently, he declared that “I want my life back.”

Mr. Hayward, it’s not about you. The only consideration should be what’s best for the institution and its stakeholders. Eleven workers are dead, and damage to the ecosystem and coastal livelihoods are incalculable. Tony Hayward’s actions have not been responsive, and when that happens, a manager is dispensable. He can’t be the only person who can run the company during this crisis — which means that BP has even more BP (big problems) ahead.

Though Hayward has received public support from the chairman and top managers, we can guess that they’ve already privately conferred about a successor — unless the board is asleep at the switch. How could there not be gossip, speculation, and jockeying for his job? Behind-the-scenes maneuvering like this is common at other major companies facing less financially and environmentally disastrous situations.

Hayward became CEO three years ago to help stem the loss of reputation from a 2005 refinery explosion in Texas, when the company was fined a record $87 million by OSHA for failing to correct safety violations, and a 2006 pipeline leak in Alaska, which resulted in $20 million in criminal penalties for neglecting to repair corrosion. Hayward came in on a promise to change the culture and emphasize safety. So much for the safety platform.

Pointing fingers at Transocean because it was their rig and a failure of their equipment further hurt Hayward, even though others, such as Halliburton, the company in charge of cementing the well, are also playing the blame-shifting game.

A company can outsource the work but not the responsibility for it. One failure surely was the failure to apply high standards to suppliers and partners. Companies are now expected to take end-to-end responsibility for what they produce and sell. The SODDI defense (”some other dude did it”) doesn’t get CEOs of major companies off the hook.

Lapses seem to have been everywhere; e.g., in preparedness, alert systems, communication, and worst case scenario plans. BP has hired a new U.S. media relations head who had once worked for former Vice President Dick Cheney. (Pause to ponder the irony of invoking the Cheney-Halliburton-Iraq connection, which surely was not positive PR.) How can the CEO hold anyone else accountable if he or she doesn’t model accountability?

The public doesn’t expect miracles. Stuff happens. But it’s reasonable for stakeholders to expect that every possible step will be taken to prevent the stuff from happening in the first place and then to keep it from get out of control if it does. When stuff happens, a true leader should apologize quickly and take responsibility. The focus of a true leader’s attention is on the victims.

Why is Hayward still running BP? He should be smart enough to resign before being fired. It’s well-known that CEOs of organizations on a losing streak are notoriously hard to dislodge — look at how much General Motors bled before Rick Wagoner was out the door. But this circumstance is not minor, unlike Hayward’s initial protestations. It is not a slow accumulation of losses — BP’s finances were in good shape before the explosion. This is an acute, explosive situation with short-term urgency and long-term consequences. The problem is not PR.

Before other executives shed crocodile tears for Hayward, with secret snickers of schadenfreude, they should heed the leadership lessons. Confidence (as I say in my book by that title) requires accountability first and foremost. Like Hayward, leaders must learn to say out loud three important little words: “I was wrong.”