This chapter talks about how you should be very selective of what you say when conducting an interview to attract the right professionals to your company. Do not make yourself look smarter or better than the person you are interviewing, rather as an equal who you are looking to recruit. Don’t ask questions with no relevance to the job requirements and don’t try to impress them with your job title. You might even learn something from them. So riddles and brain teasers should never be used to determine someone’s passion towards work or their ability to produce a good product. If you want someone to love what they do, you mustn’t belittle them or make them look like a fool. Internet being a very large part of a developer’s arsenal to better themselves, where ever they feel, shouldn’t be taken away in an interview, nor should candidates be made to write code on pieces of paper. Conducting interviews on the phone should also be the last option, only when you have no other choice because they are very poor ways to assess people, their skills, and work ethics.
This chapter gets into low morale and how that affects a company and its projects. With companies who are struggling and having a hard time with good delivery, their problems probably lie within the low morale of all its workers, architects, managers, and clients. This could be a problem from bad communication where the manager doesn’t even like to talk to his or her developers who are having a hard time figuring out what it is that the manager actually wants. With no one to talk to and no direction, people can easily go off to make something that isn’t much of the same as where they started and might not match what the client wants. this all can also lead to low morale when you might not even want to do you work, or know what its used for, which you might not even know beforehand. You need to be motivated to do your job to make yourself proud, but that is lacking at these companies. Sometimes people might not feel empowered to change these situations and they don’t want to be pushy. They also don’t believe that things could be changed and that it is just a hassle to do anything about it. So either no one agrees with the fact that there is a problem present and everyone goes back to doing their work because this is just a job. The only thing that can inspire developers is other good developers to share their knowledge, stories, and passions with.
This chapter talks about big companies and their recruitment process. The process itself is flawed. Many problems such as not knowing the people themselves, but just searching through resumes using keywords. These people getting hired might not even be too good at what the company is looking for. This makes it harder to find more dedicated and passionate people who really care about what they do and their jobs rather than people who are just trying to do the bare minimum and make money. This makes it hard for companies to care about their clients’ cultures and values. That is why they should be used as a last resort. It also retells us how we should never think one developer is better than another, just because they have been in the field for longer. Only passion can drive innovation, it can not be taught. I can agree with this because the smartest people, the ones that are the best at their work are always outliers.
This chapter talks about the interview process from both the perspective of the interviewer, and the interviewee. It tells us how we can tell a lot about someone, by the way they give their interview and how they act in it. It can tell you how they feel about others and even where they place themselves among them. We can learn if they want the job just for the money or if they even care about what they are doing. Because if they answer questions like a robot, like some sort of test, they aren’t really a good candidate. You need to find a person that can hold a good conversation that is trying to figure out if this job is right for them or not. This shows that they are interested in benefiting the company as much as they want to benefit themselves. A good partnership between the company and themselves where they actually enjoying working and not dread coming in everyday.
We split into teams and it turns out that it was a good decision. This way we can tackle more problems than before. We are working on three separate issues. We are close to being able to push for our current issue but not just yet. Working on the button to fit into a better location is our priority because we have already made it so that it stays in place, even if the page is being scrolled. We are planning to put it near the top. It should be finished by the end of the sprint with the requirements the developers wanted.
This chapter talks about many technical practices and how useful they are. It also talks about how developers struggle to convince others to adopt certain practices because they are unable to explain the usefulness of them. Even though they might be useful for one reason in an area doesn’t mean they will also be useful in another. Also adopting new practices is always a struggle. It takes time to get adjust and get used to a new way of doing things and reforming habits. We also get into the importance of fixing new problems and bugs that occur as fast as we can to try to reduce the pain that we will have to deal with later. Making sure every time a change is made, that everything still works together is important. It helps save time and makes you much more efficient. Most of all we need to know what section we are trying to improve ourselves in. Because without that, you wouldn’t even know what practice to use. I can relate to this because I didn’t realize that different practices could be better utilized in different situations and I thought I could have just stuck to one until a better one came out.
This chapter talks about the steps to make a career and advancing in it, not getting stuck at your job. Hoping for a new promotion instead of asking yourself if what you’re doing is still helping yourself grow and love your job with the want to gain knowledge and not just being an overqualified manager that doesn’t do anything new. These things fall into three sections, autonomy, purpose, and mastery. I can relate to this because I never want to get stuck at a job, especially one I didn’t like. A job where I wasn’t learning anything new or contributing much. I would want to keep moving if needed and find a new place where I would find that I contributed to more.
This chapter talks about the fact that a good developer does not consist of a mindless worker that does whatever the client asks of him. It tells us that we are in charge of our projects and only we know what is really good for our clients over what they want. It is our job to say no when needed and figure out what the solution to their problem really is and to advise them the right way instead of just doing whatever they ask. We do what we can to make sure everything they want is in their own best interest. They will never understand how you would go about your work so make choices based on your own well being and make sure to give them options and say no if ever needed.
This chapter goes into the details of the quality of code. You can’t make quality code that will last a long time if there is no quality in it. It will not last, and eventually it will be worthless. So don’t skip steps and make sure you take the long and hard road rather than the short one to a quicker fix. Many people fall problem to this because they are working on deadlines and need to finish in time which makes them take short cuts. Good softwares can change and adapt their ways quickly, that is how you know they are quality. Also unit tests are important and should always be used. No excuses. Time is in your hands, you always have it. It is just your choice of what you decide to do with it.
We talk about what software craftsman is certainly not; test driven development, clean code, clarifications, or specific technologies. Software Craftsman is a metaphor for software development. It is a long journey of mastery, its core being professionalism. Everyone needs to contentiously change and adapt to the new technologies and soft wares to stay on top of their craft. It is their job as a software craftsman to stay up to date with the new and innovative techniques that replace the old ones. I agree with this because it teaches us not only to respond to change but to also add as much value as we can.
In this chapter we learn about our careers, and who is in charge of them. We are in charge of them, only we can strive to be better. We should never blame others for our failures and continue to strive to be better even if something or someone is actually holding us back. We should always be determined and make sure that there is passion in what we’re doing. We should try to track our progress and read books and blogs to help us to stay sharp.
We didn’t do much over this sprint because of spring break. I was working almost everyday and didn’t get to see my team at all. When we came back we were finally able to come together and talk about the response we got for the button problem that we solved and pushed. We were met with a new set of requirements to change what we had fixed to better accommodate everyone. We want to make sure we have everything they want with our fix this time before we push it. We also picked new problems to work on with our team members in smaller groups. I think we are much better as a team now.