I spent nearly an hour trying to figure out what was wrong with the deployment package:
When I went to another tab in the browser, the answer became obvious:
Angry Tech
Sometimes I just have to spout off. If my rant is related to IT solutions or impacts solutionists, this is one page you might find it.
I usually have a quote in my email signature, and one that I used for a long time at my old job was:
“But that’s just my opinion. I could be wrong.” – Dennis Miller
In that context, it had a double meaning. First, it was a disclaimer as a consultant. Second, it meant that the email could be a rant.
Why I Still Prefer Java to C#
While C# is a pretty robust language, the following production code would never get past any Java IDE I have ever used:
private void VerifyPrePopulate(string ReportQtr, string VerifyType)
{
try
{
}
catch (Exception ex)
{
lblErMsg.Text = "Error Message:" + ex.Message;
lblErMsg.Visible = true;
}
}
Today’s LinkedIn Answers-Inspired Rant
In response to the following question on LinkedIn today:
R&D time – how do folks manage it? – similar to Google’s 20% research time – free form, scheduled, pros-con’s – approved projects…looking for suggestions.
<RANT>
The old rule of thumb was that a senior IT professional should be engaged in deliverables only 65% – 85% of the time (depending on budget and the intelligence of management). The “unproductive” time was when R&D occurred, along with training.
These days, most R&D I see happening is when it is built into a project plan (either through creative padding or selling the ROI in advance and within a short time frame).
What little R&D I do see happening between projects these days is structured by people too far removed the deliverable level. As such, the time lines are too aggressive and the focus towards mindless repetition of simple examples rather than understanding the technology by stretching it to see what it is capable and where else it will apply.
</RANT>
