It’s no secret that from time to time, us testers feel that we get the blame for delays in projects. The impression is that we have not tested well enough and as a result defects and issues cause projects to need extra time.

Sometimes this is true – when we are not fully prepared before the test period.

Maybe we “guesstimated” and not estimated the amount of testing work needed to be done, and then copied old (not updated) test scripts with the approach of testing everything all over again. Quite often we even try to test poor quality systems until the quality improves, and that can be a rather expensive approach with a low success rate. 

 So here is a list of possible reasons why the test team are delayed or not able to deliver:

- Activities in earlier phases, for example in requirements, design, development, were not fully completed before the next test phase started up.

- The code is not delivered to test according to the agreed schedule.

- Deliveries from earlier phases were handed over to the test phase with poor quality.

- The test team receives a delivery with defect(s) that make it impossible to start the test execution, and therefore a lot needs to be tested again.

- The test environment is not delivered according to the agreed schedule.

- The test environment is not complete with sub-systems, configuration management, databases etc., or is unstable.

- The test environment does not contain complete and coherent test data.

- Test resources are not delivered according to agreement (often key resources from business).

- Other projects change the code that is integrated with the code under test.

- Other projects disturbing with their activities in the test environment.

Let’s stop playing the blame game, find the bottlenecks and improve the development and test processes instead. How other areas of the business approach and achieve these is up to them, but testers can start by doing a Test Process Improvement (TPI) assessment and documenting the maturity level of the current test process. If you use the TPI NEXT® model it will also provide a better understanding of the correlation between the test process and adjacent processes. It will help extensively in discussing and addressing issues for improving the overall software development lifecycle process.

Gro Rognstad AUTHOR: Gro Rognstad
Gro Rognstad has a passion for Testing and Quality. She is Chief Technology Officer in Sogeti Norway and responsible for bringing our testing services and innovations to customers and employees. She is a senior advisor with a broad background and 27 year in IT - the last 17 years focusing on Testing and Quality.

Posted in: A testers viewpoint, Opinion, Performance testing, Test Environment Management, Working in software testing      
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InnovationAs we all know, “innovation” is a popular buzzword for companies to describe how they are developing new services/merchandise for their customers. How they approach this development can differ: some  have full-time research and development (R&D) departments; some conduct focus groups with their customers; and some hold employee idea “jams” or brainstorming sessions. These companies are all trying to find the “next big thing” or to get ahead of their competition.

However, it is tough to create inspiration out of nowhere. And it is even tougher to try to manage it.

I am currently working with a client that is trying to create new ways to communicate with its customers and to excite them about interacting with the organisation. The client has several strong competitors, and even competes with several of its own partners for market share. While my client is top in its industry, they know they cannot just wait for new ideas to come to them … they must create them.

One of the first hurdles they faced was: “How can you be results-oriented with something as ethereal as inspiration?” It seems counter-intuitive to put structure around brainstorms is it tough enough deciding how to choose the idea that is the right one to pursue, let alone choosing it.

The client did their research with University students, consulting companies and entrepreneurs to find out how others had been successful with innovation. They found that no one had a good answer, so they ‘innovated’ a way to do it.

Here’s a high-level view into how they have been running a results-oriented innovation lab:

Keep it small – the organisation can’t be so big that it loses flexibility and cannot change direction quickly. The client has many partners who do a lot of work for them, but the client only has 2 people in their group.

Remember the purpose – define what you are trying to accomplish, then measure all ideas against that vision. Sounds simple, but you can spread yourself very thin very quickly if you lose focus.

Experiment – get the idea out into the real world fast. The world does not always work or react in the way you think it should.

Measure – look at the results of your experiment. What did you learn that was new? Does your idea of success look different retrospectively?

Decide – now that you have results, then what do you do? Keep going down the same path? Tweak something? Or just throw it away and try something completely new?

Rinse and repeat – if you stick with the original idea, then experiment again, measure it and learn again. Keep this cycle short in order to get results quickly.

Learn – success or failure all render education that must be used to influence the next iteration.

So far, my client is poised to put one of its first innovations into the marketplace, with two others just going into the ‘Experiment’ phase. This process is clearly working for them, and thso they plan to continue the innovation effort for the long term.

How does your company approach innovation? Let us know!

Leigh Sperberg AUTHOR: Leigh Sperberg
Leigh Sperberg has been a consultant in the Dallas office since 2007. During that time, he has served as practice lead for Advisory Services, Microsoft and Business Applications practice. In those roles, he has supported customer engagements in the Texas region and nationally focusing on Microsoft technologies and enterprise architecture.

Posted in: Business Intelligence, Innovation, Opinion, Research      
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Would you ever think it possible that we could recover intelligible speech, music, or ambient sound from the vibrations of a crisp packet, photographed from 15 feet away, through soundproof glass? Or extract useful audio signals from videos of aluminum foil, the surface of a glass of water, or even the leaves of a potted plant? Sounds like Science-Fiction, right?

In actual fact the possibility has become a reality. Researchers at MIT, Microsoft, and Adobe have developed an algorithm that can reconstruct an audio signal simply by analysing minute vibrations of objects depicted in a video. They will present their findings in a paper at this year’s Siggraph, the premier computer graphics conference See this link for more details:

Here’s how it works: imagine you are in a closed room, talking with a friend, and there is an empty crisp packet on the table in front of you. The sound of your voice will make the air all around you move and when that sound hits the crisp packet it causes it to vibrate. These vibrations are invisible to the naked eye, but with a high frequency camera and the right algorithm, you can retrieve this information. There is no need for expensive equipment – researchers are already able to achieve similar results with a regular 60FPS video camera.

Let’s think about the application of this – “spies”, or more importantly the police, could retrieve sounds from any room just by using a video camera focused on a plant, a glass of water, or a bag present in the room – without physically filming the people speaking – and retrieve the sounds and speech even months later if the video is recorded.

Have a look at the video below, and imagine recovering ambient sounds and speech from the many silent movies available on the Internet, in National video archives, or even at your home:

David Excoffier AUTHOR: David Excoffier
David Excoffier worked for seven years in the aeronautic and spatial fields in Toulouse (France) on civil and military projects. He coached customer's architects and developers teams to properly build embedded software on international projects such as Earth observation satellites, or Flight Management System of the military Airbus A400M.

Posted in: Innovation, Microsoft, MIT, SogetiLabs, Technology Outlook      
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Faced with stories of new technologies and innovations, companies often make one of these two mistakes, either:

- Organisations feel they don’t need to know more about the technolgy or innovation andare convinced and determined to start implementing a radically new way of working immediately. Perhaps overly ambitious, they want to jump but forget that they risk falling.

- Organisations (the majorityof them) applaud the innovator but, as far as their own firm is concerned, think that the advantages that can be seen from implementing the innovation don’t apply to them and they anticipate too much trouble implementing them. They keep doing business as they used to. They stand still.

It is hard to say which is worse; the truth is that both attitudes can kill your business.

Even though innovation may sound like something sudden and disruptive, and is often marketed as such, the best implementation strategy is a gradual one. What distinguishes sustainable, truly innovative companies is that they manage to cycle through that gradualness at a very fast pace, without jumping from one innovation to the other. (There may have been some unsustainable companies like the latter though.)

As is common in life, you have to find the middle ground. You may feel uncomfortable jumping, but you really don’t want to be standing still. So it is important that you continually find ways to move ahead, step by step. So feel inspired by stories of innovation and look for steps to take in your organisation. They don’t necessarily need to “change the game” or “cause a sudden turnaround” overnight; they just need to keep the company moving forward.

Much of finding that middle groundcan be achieved through self-reflection. Ask yourself not only: Which innovations could be of the most advantageous for my firm in the short and long term? But also: At which maturity level are we now? What are the right steps right now and what are the right next steps for tomorrow?

To answer these questions, it helps to discuss your thoughts with co-workers, friends from other firms, people from Sogeti. Once you begin this exercise, you are already setting things in motion to bring about innovation in your firm. Because innovation is often exactly that: rethinking known ways to apply in different contexts. So, whenever you hear the great story about innovation, or you are reading an inspiring blog post, think what it could mean for you and how it could improve your business, step by step.

AUTHOR: Wannes Lauwers
Wannes Lauwers has been working with Sogeti since 2012 as a versatile software testing professional who manages to bridge the gap between business and IT in a variety of industries thanks to his broad interests and educational background in business administration. With his process mindset, Wannes is committed to deliver long term solutions well aligned with business needs, thus guiding companies’ convergence of business and IT into true business technology.

Posted in: Collaboration, communication, Digital strategy, Innovation, SogetiLabs      
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RelaisMany people that have been around for some time in the IT business tend to feel a little bit puzzled nowadays. “The IT world is changing but what does that mean for me?” Join me in this blog post to look into the trends and how they affect anyone working in IT.

Have you noticed that every decade has its own focus in the computer business? The eighties were about new technological possibilities, e.g. the introduction of the PC. The nineties were about using IT to support daily activities, e.g. using a word-processor instead of a typewriter. The zeros were about getting connected – the internet came to every house. And the current decade is about ubiquitous IT – everything is connected.

But I noticed that creating applications has followed an unchanged pattern all through these decades. When I started in the IT business over three decades ago it was all about the process we had to follow to reach success, and in later decades it was still about process. I noticed that sometimes projects were very successful, whereas other projects were a disaster (and many projects worked out sort of well). If we compare those projects to sports, they were organised like the decathlon, everybody doing their own thing in their own little playground and passing the baton to each other. I started wondering why there was a difference in the success rate for projects even though they all used a similar approach. Obviously the process was not the differentiator.

Currently times are rapidly changing. IT watchers discovered that a good process in itself doesn’t bring success. The real key to success is… People! This marks the current trend in IT, less emphasis on process and more room for the initiative of people. People are flexible, adaptive, and agile. People can adjust their behaviour to a new context, especially when people get the trust and confidence of stakeholders to work together and pursue the project goals in the way the team thinks most appropriate. Making the comparison to sports again, nowadays IT is seen as a team sport – everybody in the team has complementary and overlapping skills that result in the famous statement “1 + 1 = 3”. Teams that are empowered in this way can move mountains, so to say. And working together in a good team also is much more fun.

More and more organisations recognise this trend in IT – less process, more empowered people. But, you may ask yourself, what does this mean for me? Forget your nice job title and your official role. In this new world of empowered teams it’s all about your skills. Every team needs a mix of skills and you must contribute by applying the unique skills you have. Skills may be in all sorts of professional and personal areas, don’t think from a professional perspective anymore. Someone who used to be called “analyst” may now just as well contribute by writing some code, a “tester” may contribute to the designs and a “developer” will also do testing activities. Applying a process whenever necessary is just one of the skills the team members need to possess. Another skill is to change the process if that is better, do retrospectives, and actually use the feedback to continuously improve in the spirit of “kaizen”.

Success is based on the mix of skills from people that don’t bother about the title on their business card, but work together and pick up the most important task that is waiting! So don’t let a process limit your success, but work together with inspired colleagues in an empowered team to achieve more success!

Rik Marselis AUTHOR: Rik Marselis
Management Consultant, Quality & Testing

Posted in: Agile, Collaboration, communication, Human Resources, Innovation, IT strategy, Open Innovation, Opinion, Technology Outlook, Transformation, Transitioning, Working in software testing      
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SustainabilityThe cloud today is THE choice in terms of services, infrastructure, virtualisation, etc… We can find plenty of features that respond to business needs and list all the benefits such as achieving economies of scale, reducing costs, increasing flexibility, etc…

Besides the technological advantages, there is also something else that can provide a different perspective about the cloud, for us as well as for our clients.

The concept of “green computing” is topical today and events and conferences are taking place on this topic every year around the globe. In 2010, the IEEE Computer Society sponsored the first International Green Computing Conference in Chicago with the title of “Sustainable computing and computing for Sustainability” (November 2014 will be in Texas), where the main topics were energy efficiency, optimisation of algorithms for energy consumption, and carbon footprint.

Many companiesNestle, Adidas, Siemens, to name few – have already made the choice of sustainability, and this doesn’t mean just a green approach. Sustainability is based on what we call the triple bottom line, where people, profit, and planet are linked together, and where the business meets ethics.

How can the cloud help with this? The answer stands in the fact that it can provide to our clients not only advantages in terms of technology, efficiency, and cost savings, but also a real chance in terms of carbon footprint.

In 2009. former Microsoft CEO Ballmer committed Microsoft to reducing its carbon footprint by 30% in 2012. This goal has been achieved by investing both in people and technology. Microsoft made each division responsible for their carbon footprint emissions, but also major efforts have been made with cloud innovation. This is why Microsoft asserts that moving business applications to the cloud can reduce the carbon footprint by 30% for normal companies and by 90% for small companies.

CarbonMany other companies (Facebook, Google, Amazon, etc…) leverage the cloud to achieve a better impact in terms of emissions and carbon footprint.

As technology leaders, we always have to keep in mind that the cube of technology has multiple faces and that sustainability is something that matters today more than ever. Our clients are trying to achieve a real Common Shared Value that goes beyond the simple technology and being prepared on this will help them and will help us.[i]

[i] Part of this text has been already presented as assessment of Marketing Management exam for Robert Kennedy College, MBA in Leadership and Sustainability

Manuel Conti AUTHOR: Manuel Conti
Manuel Conti has been at Sogeti since 2010. With a technical background he leads onshore and offshore teams mainly in the use of the Microsoft SharePoint platform, building intranet and internet web sites.

Posted in: Cloud, Environmental impact, Events, Green, Innovation, Transitioning      
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Grassi1Some time ago I was reading an interesting book about distributed economy, which offered a way of thinking about production where, versus the classical centralised system, its purpose is to distribute production over the territory. The primary purpose is a more economic and efficient production system, but its implication will resolve a lot of modern problems, such as the overpopulation of cities, the loss of the territory, pollution, social conflicts arising from ‘zero’ living-space in modern life, and the reaction to the lifestyle that this ‘creates’ (for example: slow-food movements, ‘zero km’ products etc… etc…). [1]

One interesting aspect is that this way of rethinking things is not a modern one. Historical examples are present, as well as success cases,  but, until now, the limits for implementing an economy system was almost all about the lack of infrastructure and the need to replicate processes. Until now…

These days, technology is shaping economies to be more energy efficient and collaborative. Sharing resources, knowledge, and infrastructure is now an everyday occurrence! New ways of making this happen is not the future, it is the present! A global infrastructure is near to being born.

Grassi2What’s really interesting is the reason that’s giving birth to this new economic system. The reason is called ‘zero marginal cost’, which is the cost of producing additional goods and services after fixed costs are covered. The heart of this transformation is ‘collaborative common resources’. Reducing costs is always a goal of marketing experts. The technology revolution we are experimenting is so powerful in its productivity that it might reduce those margins of cost to near zero, making goods and services essentially free, priceless, and beyond the market exchange economy. [2]

This is not only for applications, it also regards the sharing of cars, homes, clothes, and other items via social media sites, rentals, redistribution clubs, and cooperatives at low or near zero marginal cost. The most important of those examples is perhaps energetic production.

If there’s an example of how the zero marginal cost phenomenon can change society and be really disruptive is how the World Wide Web invaded the newspaper industry, the magazine industry, and book publishing industry. What we are seeing is that millions of consumers became millions of prosumers (producer-consumer), consuming content and publishing it as videos, blogs, wikis etc…etc…

The zero marginal cost phenomenon disrupted major industries but also helped even the playing field. Many companies went out of business, but many new companies were able to rise up on the wave of this disruption. The Internet of Things will increasingly connect everyone and everything in a seamless network. Data will flow from a central system to one device and from device to device, giving the possibility for a direct share, better real-time planning, immediate feed-back, personalized algorithms, and a reduction of waste of time and materials.

We are experimenting in and experiencing the third industrial revolution. Although it is in its first steps, it is the most important transformation that our civilization has faced in the last two centuries!

[1]: Johansson A, Kisch P, Mirata M., 2005, Distributed economies – A new engine for innovation. Journal of Cleaner Production 2005

Mirata M.,Nilsson H., Kuisma J., 2005, Production systems aligned with distributed economies: Examples from energy and biomass sectors. Journal of Cleaner Production

[2]: Jeremy Rifkin, 2014, The Zero Marginal Cost Society: The Internet of Things, the Collaborative Commons, and the Eclipse of Capitalism


AUTHOR: Roberto Grassi
Roberto Grassi has been Mobile Technology Leader for Sogeti Spain since 2011. In this role, he is responsible for enter the new portfolio of the Mobile Era in Sogeti Spain offer and bring innovation in the production department.

Posted in: Infrastructure, Innovation, Internet of Things, IT strategy, Opinion, Transitioning      
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PrintPreviously in the Architecture Practice: Chief Architect Herbert Birchbranch (called Herb in the text) felt quite satisfied when the architecture service portfolio and next year’s budget was set. The service Concern Analysis became a hit, and the communication of the working model had worked out fine. Almost all different entities he had met were very positive.

From unstructured advices to service fulfilment

Before Herb entered the role as Chief Architect, the architecture practice was mainly active through architecture meetings and participation forums. No structured deliveries were done by the architects. The service portfolio, the communication of it and a more offensive way of taking position in different cases had turned things really upside down. The architecture practice had suddenly become a service organisation with expectations. And it has seen an explosion in workload!

A new problem comes to the surface

As per definition with the earlier way of working in mind, there were no useful tools in place to support the architecture practice. It was not only about managing the service delivery activities; the new way of working also drove production of documents. Another perspective that required tools support was the fact that the team was distributed. Support for collaboration was needed.

Herb checked around to see what possibilities were available. The answer was Jabber, Lync, SharePoint, G: and a project management tool. SharePoint could be used for the documents, but none of the actual tools were supporting the urgent needs of activity management. Herb started to get a headache. It was impossible to get an overview and control without spending a huge amount of time.

First attempt to solution

Suddenly one morning while drinking a cup of coffee, Herb remembered how the system development unit manager, Harry Olson, proudly talked about his digital Kanban board a month ago. Could that be something?  Herb called Harry and asked if he could set up a Kanban board for the architecture team. “I will fix that,” Harry said, “but it will take a few days.” A week later Herb was adding the actual actions into the architecture practice Kanban board. At the next architects meeting Herb introduced the Kanban board and assigned his project office architect Roberto to manage the board further on. The complementing directive was that everything we do has to be put on the board, and that it shall be followed-up weekly in an architecture office meeting taking place after the project office meeting.

Finally Herb got in control of the teams’ work again and it became possible to prioritise.

The board, though, brought a new concern to the surface. The architecture team had too many on-going actions, which in turn lead to a very poor throughput. Too few actions got finalised.

Herb decided that the way of working with actions had to be changed.


Figure: The Architecture practice Kanban board after the re-structuring.

After a discussion meeting with the team a new way of using the board was decided. It was based on a couple of rules to support the way of working:

  • Minimize the number of on-going activities
  • Structure the backlog content into different domains
  • All activities shall have a demanded end date
  • All activities shall have one responsible
  • Actual status is written into the Kanban card as a note
  • If related to a project office order, set the reference number in the action header
  • Attach documents related to the delivery onto the Kanban card

There was also a possibility to use colour coding for the actions, or in other terms, to categorise them. Herb decided to use the following categories to start with:


Architecture Start Assurance is related to the same architecture service
Concern is related to the architecture service Concern Analysis
Assessment could be any assessment ordered via the project office
Task is usually an internal architecture office task
Project is architecture capacity dedicated to a project
Participation is participation in any forum as an architect
Delivery object, may sound strange, but it relates to deliveries that are not architecture or output from an architecture service.

There are also attributes available for an activity. Some are graphically depicted in the overview. The following are used from start.


Attributes on an activity

  • Title / Headline
  • Initials of the Responsible (“CB” in this case).
  • Date (if demanded ready date is set)
  • Attachment (if there is one or more files attached )
  • Exclamation mark – Critical priority
  • Triangle in circle – High priority

Herb was aware that this is the starting set-up. Evaluations have to be done continuously to trim the use of the Kanban board.


When an architecture practice starts to work with its “customers” with increased seriousness around a structured service portfolio, the likely result is a lot of tasks, tougher pressure, and higher demand. This is good. It is very good. Because it is proof that the architecture practice has got acceptance as a valuable resource, and that the right playng field has been set. With business demand looming, the problem of lack of resources isn’t pleasant.

The architecture practice always will suffer from lack of capacity. To introduce more lean oriented ways of working is one way of taking care of the issue. Use a Kanban board. It suits architecture work well and keeps the administration to a moderate level. Just keep the number of on-going assigned actions to a minimum. The rest can be parked in the backlog.

A tool is just a tool. The way we work is still the most important aspect. Use of tools, though, may act as a catalyst to develop our thinking and working practices.

Blog to be continued…

Per Bjorkegren AUTHOR: Per Bjorkegren
Per Björkegren is an Enterprise Architect and IT strategist in Sweden. He has worked within Capgemini Group since 1991 and is the practice leader for Enterprise Architecture and IT Governance within Sogeti Sweden, developing the service offerings and speaking at open seminars. He is also the founder and president of SWEAN (Swedish Enterprise Architecture Network), which currently has close to 1000 members.

Posted in: Agile, Collaboration, communication, Developers, Enterprise Architecture, IT strategy, Opinion, User Experience      
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One of the main challenges affecting today’s business is ‘Digital Transformation’. In a recent article – The Five Keys to a Digital Mindset – by the renowned IESE Business School, analysts make it clear what we mean by this:

“In boardrooms around the world “digital” is on everyone’s lips. Executives ask questions like, what is our strategy in relation to mobility, social media, the cloud or big data?”

We call this Social, Mobile, Analytics and Cloud - SMAC, with a T added to cover the Internet of Things.

Between 2010 and 2020, the development of  the SMACT platform can be pictured as follows, with the Uber-Intelligence of Big Data Analytics in the middle:


With such rapid progress in the last 10 years alone, your business can not afford to sit back as Social, Mobile, Analytics, Cloud and ‘Things’ become further ingrained in society. Not only are your customers using these technologies every single day – and producing reems of Big Data as they do so - your competitors are also leveraging these technologies and making sense of the data gathered to gain intelligence on the products or services your customers want to buy, and to target them in increasingly clever ways.

Digital Transformation is therefore fundamental to even keeping up with the curve.

We recommend the following further reading to help you to shape your digital strategy:

1 – The 4I Revolution: Industrial – Information Tech – Internet – and Industrious Once More
2 – RoboThings, Awake!
3 – The IT+OT+IOT “Pervasive Interaction Engine” (PIE)
4 – Grab Your Piece of the PIE: Internet of Things to Fuel the Digital Customer Experience
5 – Your Internet of Things Tinkering Kit: 10 Necessary Tools & Tips
6 – Digital Disneyfication Is What M2M and Internet of Things Means
7 – The New PC or Pitching Convergence: Both Industry AND Business!

Jaap Bloem AUTHOR: Jaap Bloem
Jaap Bloem is in IT since the PC and now a Research Director at VINT, the Sogeti trend lab, delivering Vision, Inspiration, Navigation and Trends.

Posted in: A testers viewpoint, Behaviour Driven Development, Big data, Business Intelligence, Digital strategy, Innovation, Performance testing, Test Automation, Test Environment Management, Uncategorized, Working in software testing      
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‘A good developer is a lazy developer’. That was the first thing I heard during my first Computer Science course. To put this in context, ‘Lazy’ here does not mean ‘work allergic’, but rather ‘doing less to be more efficient’. It is a reality: doing less makes your projects shorter, reduces the need of application maintenance, and is less risky.

In my own opinion, the most important steps – and those that require the biggest efforts in a project - are as follows:


I recently had to implement some new functionalitiy on an application extracting interesting data from big log files. This application was implemented in an old low-level programmatical language (for rapidity and optimisation purposes). I started to develop new functionality on this application with this dummy language, but after having written a huge amount of complicated and unstable code, I realised that the application could be simplified with a high-level language.

Fortunately, it then took me only a very short time to completely rewrite the application with the new functionality because the high level language was easier to use, needed less effort, and was more ‘test and debugging friendly’. You might ask why the application was originally developed with this dummy outdated language. The answer is simply for performance and rapidity reasons. Indeed, the new application did become slower using the high-level language, but after replacing the machine hosting the application with a new one, the application actually ran faster than before! As Google says, “Do not waste your time on optimising an application. If your application is too slow, move it on  to 10 machines. If the application is still too slow, move it on to 100 machines …”. Remember to Keep in mind “high level programming” to provide “first class deliveries.”

So what is the role of the modern developer? Nowadays, good developers are no longer crazy geeks who forego sleep one week before a deadline to write as many lines of codes as possible. Good developers are people that are able to select, aggregate, and parameterise the best tools, answering as many of the clients requirements as possible.

Web services are a good example of API not requiring any business developments. They are externally hosted and the functionalities offered are well tested.

So now every time you have something to develop, just keep in mind that it’s highly likely someone has already done it, maintained it, and provided support on it. The more universal your deliveries are, the more they will be understood and accepted by the majority of people. Your real added value is not the number of lines of codes you can write, but how you select the best tools to satisfy your customer. Mr Gates agrees:


Tristan Zwingelstein AUTHOR: Tristan Zwingelstein
Tristan Zwingelstein is a software developer. He is particularly attracted by open sources technologies even if he began his career as a web developer on Microsoft technologies. Then he became owner for maintenance and development of web sites and applications at a web hosting and internet provider company (specialized in open source technologies as Linux/Php/Java JEE). In 2013, he joined Sogeti as a consultant.

Posted in: architecture, Behaviour Driven Development, Developers, Rapid Application Development, Requirements, Software Development, Working in software testing      
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