Thursday, June 30, 2011

progopedia

Encyclopedia of Programming Languages
http://progopedia.com/

Tuesday, June 28, 2011

Yoxos5 Share Eclipse Configuration

http://eclipsesource.com/en/yoxos/

Friday, June 24, 2011

Language Classifications

Strict (call-by-value)
Lazy (call-by-need)
Pure
Static
Dynamic
Duck-typed
Functional
Object-oriented













LanguagePureStrictNon-Strict (Lazy)
HaskellYesNoYes
ML
Erlang
Scheme
Java
C#
Scala
Ruby
F#
SQL
Regex

OCaml notes

Functional core of Objective CAML:

http://caml.inria.fr/pub/docs/oreilly-book/html/book-ora015.html

Variables are variable:
# let p = 10 ;;
val p : int = 10
# let k x = (x, p, x+p) ;;
val k : int -> int * int * int =
# k p ;;
- : int * int * int = 10, 10, 20
# let p = 1000 ;;
val p : int = 1000
# k p ;;
- : int * int * int = 1000, 10, 1010
 
http://caml.inria.fr/pub/docs/manual-ocaml/expr.html

Looping:
while expr1 do  expr2 done
for name =  expr1 to  expr2 do  expr3 done
for name =  expr1 downto  expr2 do  expr3 done 
Exceptions: try ... with ... -> ...
Objects
Coercion (casting to superclass): subobject :> superclass
Message sending (calling method on object): object # method
Object duplication: Oo.copy
Recursive functions: rec
String concatenation: ^
 
Characters delimited by ` not ': `a`
 
http://caml.inria.fr/pub/docs/oreilly-book/html/book-ora016.html#toc21 
Tuples
Records
Sum Types
Constant Constructor: type suit = Spades | Hearts | Diamonds | Clubs ;; 
  Constructor with Args: type card = King of suit | Queen of suit | Knight of suit | Knave of suit | Minor_card of suit * int | Trump of int | Joker ;;
Recursive Types
Parameterised Types: type ('a, 'b) list2 =

Monday, June 13, 2011

Yow Night - Cloud

Cloud
8/6/2011

Tim Buntel – MS SQL Azure
www.windowsazurepass.com
Promocode: Azurecloud

Clayton Brown – SalesForce
IaaS, PaaS, Saas

Hardy – Ninefold
Iaas
5 key concerns
• Latency
• Self-service
• Data jurisdiction
• Solid financial backing
• Local support
XenServer or VMWare
CentOS, Open SUSE, Ubuntu, Windows 2003/08
Upload ISO
Don’t pay if don’t use
Starts from 2.2c/hr ($30/m) 1 CPU, 384Mb RAM, 80Gb HDD


James Durell – SpringSource Cloud Foundry
Open PaaS
github.com/cloudfoundry


Security?
Risk?
Insurance?
DR?

Yow night – 12 Agile Adoption Failure Modes


Jean Tabaka
9/6/2011

Rally: Tim Miller, Ryan Martins

pm.stackexchange.com
Most orgs have suicidal tendencies
It’s about caring for your world
David Snowden sense making – failure stories are most powerful
Agile helps me be a better me/artist – create your own reality

  1. Checkbook commitment
    1. Unengaged – just do it
  2. Culture that doesn’t support change
    1. “Follow the plan”
    2. Need to change the metrics
    3. Best practices… good practices… emergent practices
    4. Standard of work enforced
                                                               i.      Governance = conformance
                                                             ii.      Standard of work is static
                                                            iii.      Cross-org uniform
                                                           iv.      Detailed documentation security blanket
                                                             v.      PMO as enforcers
  1. Ineffective use of retrospectives
    1. “This sucks” threshold  – if nothing’s gonna change, why bother?
    2. Should ask:
                                                               i.      What are we doing well?
                                                             ii.      What’s not serving us as a team?
                                                            iii.      What would we change to improve?
    1. No retrospective
    2. There is absolutely nothing wrong
    3. No action
  1. Stable environment?
  2. TANSTAAFL – There ain’t no such thing as a free lunch
    1. Will work for infrastructure
  3. Lack of full planning participation
    1. Waiting for decisions = waste
    2. Conversation
    3. Unavailable product owner
    4. Too many product owners
    5. Too busy for all the communicating
    6. Product owner = hardest role. What does product owner get out of it?
    7. Commitment with team
  4. Bad scrum masters
    1. Command and control
                                                               i.      Telling people what to do = Low morale and lower IQs
                                                             ii.      Cognitive abilities approve the more decisions we make
    1. Servant Leader
                                                               i.      Serve and facilitate
                                                             ii.      Remove impediments
  1. Not having an onsite evangelist
  2. Team lacking
    1. Red tape decisions
    2. Not forming, storming, norming, performing
  3. Testing not pulled forward
    1. Pushed to deliver
    2. Increased defects
    3. Failure-demand work vs value-demand work
    4. Piled up trash
    5. Stop the line
  4. Traditional performance appraisals
    1. Manager’s yearly evaluation
    2. Individual heroics rewarded – holds back agile success
    3. Frequent team evaluation
  5. Reverting to form
    1. Change is hard

“Drive” Daniel Pink

Saturday, June 11, 2011

Monads for Java Programmer

http://irekjozwiak.com/entry/2009/06/13/Monads-for-Java-C---programmers.html

(>>=) bind
a1 >>= a2 = join (fmap a2 a1)
 
fmap _            Nothing       = Nothing
fmap someFunction (Just a)      = Just (someFunction a)
 
> fmap (+ 2) (Just 4)
Just 6
> fmap (+ 2) (Nothing)
Nothing
join Nothing         = Nothing
join (Just Nothing) = Nothing
join (Just (Just x)) = Just x

Friday, June 10, 2011

Dan Pink: Team motivation

http://blog.agilegamedevelopment.com/2011/03/team-motivation.html

1. Money does not incentivise better work (except in monkey work).
2. If-then rewards often destroy productivity
3. The secret to high-performance is unseen intrinsic drive to do things because they matter
4. We already know this, the science confirms this, business ignores it

Building blocks for a new way of working:
Autonomy - The urge to direct our own lives
Mastery - The desire to get better at something that matters
Purpose - The yearning to do what we do in service of something larger than ourselves
Intinsic motivation

ROWE - Results Oriented Work Environment
No schedules - show up when you want
Just have to get their work done.  How, when, where up to them.