C. Keith Ray

C. Keith Ray writes about and develops software in multiple platforms and languages, including iOS® and Macintosh®.
Keith's Résumé (pdf)

Tuesday, November 19, 2013

Against Command And Control


(Originally posted 2003.Apr.23 Wed; links may have expired.)

Dale writes in "Dale Emery, Bureaucrat" that his department was being changed from serving others to ruling others.

I think this increase in command and control is a recent trend in the industry, a fear reaction to the current economic climate. But remember: "The more you tighten your grasp, the more star systems will slip through your fingers." -- Princess Leia, Star Wars.

Hmm. I suppose a quote from a fictional character isn't the most effective. How about this: "If you are distressed by anything external, the pain is not due to the thing itself but to your own estimate of it; and this you have the power to revoke at any moment." -- Marcus Aelius Aurelius (121-180 AD), Roman emperor. And this: "An intelligent fool can make things bigger, more complex, and more violent. It takes a touch of genius -- and a lot of courage -- to move in the opposite direction" -- Hoshang N. Akhtar

I'm going to have to read more about Deming. These are his "14 points":


  • 1. Create constancy toward improvement
  • 2. Adopt new philosophy
  • 3. Cease dependence on inspection for quality
  • 4. Minimize cost
  • 5. Improve constantly
  • 6. Institute job training
  • 7. Institute leadership
  • 8. Drive out fear
  • 9. Break down barriers
  • 10. Eliminate slogans
  • 11. Eliminate management by objective
  • 12. Right to pride of workmanship
  • 13. Institute self improvement program
  • 14. Accomplish transformation


  • Keith Ray is developing new applications for iOS® and Macintosh®.. Go to Sizeography and Upstart Technology to join our mailing lists and see more about our products.

    Sunday, November 17, 2013

    More on Reset, Encapsulation, Value and Immutable Objects

    (Originally posted 2003.Apr.19 Sat; links may have expired.)


    A reader suggests that I could use reference counted smart pointers to avoid problems I described previously.

    That would not fix the problem of violating encapsulation -- retaining one object's member data in multiple other objects. In fact, in this application, if we were using boost::shared_ptr or our own reference counted smart pointer, and did the 'delete'/'new' approach, the result would be multiple "platform independent document objects" in a program designed to have only one document object. The various distinct views of the document would get out of synch. (I do use boost::shared_ptr in my application, to enable passing around large image objects among image processing functions as if they were Value objects -- I don't have to worry about premature deallocation.)

    The same reader suggests that a Reset method isn't that bad... He writes "Functional requirements for cleaning self up logically belong in the object, not in delete/new."

    I would say that in C++, the requirement for an object cleaning self up belongs in the destructor, by definition of "destructor". Whether the coder does the same cleaning up in Reset is up to the coder.
    Probably the real reason for my dislike of Reset is that some coders using it seem to have confused "variables" with "objects". You reset a variable. You create and delete objects. In the application I was talking about, the object has effectively become a global variable, with all the problems that globals have, even though only member variables are being used.

    In some ways it is even worse, because these variables are actually pointers to a global object: those pointers can become dangling pointers if the object is deleted by what is supposed to be its sole owner. Using Reset hides the fact that this is a global... better to make it a real global variable, to avoid the dangling pointer problem, or not pass it around at all (which is what LoD recommends). The application I was describing is a single-document application, so the MFC document object is effectively a global variable/global object.

    My other point about Reset is that Value objects don't need it, and Immutable objects can't have it.
    Imagine a Dimension object. In Java or Smalltalk, you might want to make it immutable, so you can safely return Dimension member values without making copies. This assumes that you don't do lots of math on Dimension objects -- because that would require making copies. It is a choice of which is more efficient, and/or safer.

    In C++, I would implement Dimension as a Value object - one that implements the copy constructor and the assignment operator (and default constructor for STL compatibility). Returning this kind of object "by value" automatically makes a copy. If you want to reset a Dimension variable, just assign Dimension(0,0) to that variable. You minimize the number of methods to write, and you make it very clear what you're doing.


    Keith Ray is developing new applications for iOS® and Macintosh®.. Go to Sizeography and Upstart Technology to join our mailing lists and see more about our products.

    Thursday, November 14, 2013

    Law of Demeter and Encapsulation


    (Originally posted 2003.Apr.18 Fri; links may have expired.)

    The Law of Demeter (LoD) is a heuristic for good object encapsulation. Ignore the Law of Demeter (and other advice on encapsulation), and you'll find yourself in a debugging and refactoring hell. Applied too strictly, LoD forbids container objects and external iterators (there may be a loop-hole for that, which I'll get back to later).

    Yesterday, I wanted to eliminate a "reset" function in one object, and instead have its owning object delete and re-create that object. That should be straightforward, but it didn't work because encapsulation and the Law of Demeter were being violated.

    The problem here was that a pointer to member variable of this "reset-able" object was being passed around and retained by other objects, whose lifetimes are longer-lived than that member variable would be if I implemented the delete and re-create strategy.

    I've trained myself to never give out a member variable's address, just like a TV network never gives out a TV star's address. It's dangerous. It causes the program to be more brittle. It violates encapsulation. You never know what those obsessive fans or programmers might do. Other objects become too dependent on the internal state of another object -- changing the internals of an object becomes difficult. Polymorphism is overly restricted because any "replacement" class must also give out a member variable's address, and that variable's type must be compatible. As I said, I trained myself, but sometimes I forget, and I'm working with other people who sometimes also forget about this danger.

    In C++, an alternative to returning a pointer to a member object is returning a reference to a member object, but that turns out to be just as bad. I'll illustrate with some code.

    
    
    Pointer* ptr = obj.GetMemberAddress();
    delete obj;
    // ptr is now "dangling" - pointing to deleted memory.
    
    Reference& ref = obj.GetMemberReference();
    delete obj;
    // ref is now "dangling" - it also points to deleted memory.
    


    No one would write code that obviously bad, but put in an event-loop, lots of intervening functions and other objects, and maybe some threading, and the same thing can happen without anyone realizing it until the crash occurs.

    You could make a rule to never retain such a pointer or reference... that is an improvement (as long as no one breaks the rule), but it is awkward. It also requires that you never pass the pointer or reference into functions. It's too easy forget where the pointer came from, and create a persistent object holding that pointer. And that dangerous "persistence" include multi-threading as well as objects - a thread's lifetime is even less predictable than an object's, and it becomes much harder to diagnose dangling pointer problems in multi-threading programs.

    So LoD forbids this:

    
    
    memberPtr = obj.GetMemberAddress();
    memberPtr->DoSomething(); // potentially changing obj's member state.
    


    It also forbids this:

    
    
    obj.GetMemberAddress()->DoSomething();
    


    What you should do, is either return a copy of the member, and the copy's lifetime is no longer under the control of "obj", or incorporate DoSomething() into the API of "obj".

    So we can write:

    
    
    memberValue = obj.GetMemberValue(); // returns copy
    memberValue.DoSomething(); // doesn't affect obj's original member state.
    


    We can even write:

    
    
    obj.GetMemberValue().DoSomething();
    


    because DoSomething is operating on a copy. NOTE: if you write this sequence of calls more than once, XP requires that you remove this duplication, most likely by incorporating DoSomething into the API of "obj".

    Returning a copy is particularly useful for 'basic' types like String, Date, and so on. The safe programmer will return a copy of a string or date member variable, so that callers can not change the state of the member variable "behind the owner's back'".

    Some of the more rabid fans of the Law of Demeter say that even this operating on a copy is too fragile, and you really should do this:

    
    
    obj.DoSomething();
    


    The danger of over-applying this idea is that your object interfaces get really fat. You really don't want to re-implement all of the member functions of String for each of the String members in your EmployeeData class just because you think LoD tells you to. Because of this, I think of the "Law" as more of a "Recommendation".

    I assert that immutable objects are an exception to the Law of Demeter.

    Java's String class is immutable (once the object is created, it can't be changed), so Java programmers don't have to make copies of String member variables in their accessor functions.

    Some people have recommended declaring mutable and immutable interfaces, declaring the mutable object to implement both of those interfaces, and declaring this "accessor" function's return type be just the immutable interface, so that you can return a mutable object through that immutable interface. Of course, a programmer could "down-cast" back to the mutable type, but then all sorts of bad things can be done if you work at it. Probably better to create a copy of the object to avoid the down-casting trick. And, in languages like Smalltalk and Python, you don't have variable and function type declarations to make this immutable interface idea work (though you could create and return an Immutable Adapter to enclose your mutable member.

    And what about that loophole for containers and external iterators?

    LoD says you can't return references or pointer to your object's own member data, but containers are given data to hold, and so they can return that data.

    External Iterators are new objects, not member objects, created when you call the a function that returns the iterator.

    So what am I going to do about my hard-to-modify program?

    Well, changing it to conform to LoD is going to be at least a day's worth of work. And we violated LoD on purpose, though now I regret that decision. We have a MFC Document object that owns a platform-independent "document" object. We pass the MFC Document object to other MFC classes, and pass the platform-independent "document" object around to the rest of our code. But we're not consistent about that.

    To make this conform to LoD, the platform-independent object must never be passed around to other objects at all -- everywhere we currently do this, we should be passing around that MFC Document object instead. That means that the complete interface of platform-independent "document" object must be implemented in the MFC Document object, delegating to the member object. However, the "type" we pass into various part of our program doesn't have to always be the MFC Document type, it can be a base-class type -- the platform-independent "document" interface -- we just have to declare the MFC Document type to subclass from that interface.

    Then, and only then, could I have the MFC Document object have full control over the lifetime of its member objects (and even then, I have to be careful about threads - I can't delete an object if another thread is still using it.)

    And why would I want to eliminate a "reset" member function and instead delete/re-create the object? Because it's too easy for a reset member function to forget to clean up all of its state. I object to "reset" functions generally, for both small objects and large objects like documents. For small objects, I prefer immutable objects that I can easily recreate on demand, because then copies don't have to made in accessor methods, and immutable objects are more easily made multi-thread safe.

    For future thinking: how can LoD work with threads? Can we think of the thread as an object? Some platforms do.

    Here's a "formal" version of LoD: A method "M" of an object "O" should invoke only the the methods of the following kinds of objects:

  • itself
  • its direct member objects
  • its parameters
  • any objects it creates/instantiates
  • [my extension] any objects created but not retained by a member object or parameter


  • Here's the informal version attributed to Peter Van Rooijen:

  • You can play with yourself.
  • You can play with your own toys (but you can't take them apart).
  • You can play with toys that were given to you.
  • And you can play with toys you've made yourself.


  • See http://c2.com/cgi/wiki?LawOfDemeter for more discussion on this topic.

    See http://www.ccs.neu.edu/home/lieber/LoD.html for a list of LoD links.



    Keith Ray is developing new applications for iOS® and Macintosh®.. Go to Sizeography and Upstart Technology to join our mailing lists and see more about our products.

    Tuesday, November 12, 2013

    Frequent Releases to End User

    (Originally posted 2003.Apr.14 Mon; links may have expired.)


    One of the best books on Extreme Programming is Planning Extreme Programming by Kent Beck and Martin Fowler. It doesn't tell the customer how to gather requirements, but it gives lots of advice on how to do XP from the customer side... particularly Release Planning and Iteration Planning, and why, of four variables (Time, Scope, Resources, and Quality), he suggests only letting Scope vary.


    Kent Beck's prose is highly factored -- he tends to say things once and only once -- so you have to read carefully. He doesn't explicitly define what a "release" is, but there are clues that he really does mean releasing to the end-user... when he talks about releasing to internal testing, or to the Customer (standing in for the end-user), he uses the phrase "interim, internal release". Here are few quotes from the book about how often to release:
    Often the dates for a project come from outside the company: 
    * The date on the contract. * COMDEX * When the vc money runs out. 
    Even if the date is of the next release is internally generated, it will be set for business reasons. You want to release often to stay ahead of your competition, but if you release too often, you won't ever had enough new functionality to merit a press release, a new round of sales calls, or champagne for the programmers. (page 40) 
    Short Releases 
    Sometimes you can release much more often, maybe every iteration[....] However there is danger to never having "a release". The customer may lose strategic vision of where the software needs to go. (page 79) 
    Long Releases 
    What happens if you can only release once a year? [...] Another case is shrink-wrap software [...] look for a way to send intermediate releases to those customers that may be more interested in these versions. Call them service packs or something[....] Frequent releases are good, but if you can't release frequently you don't have to abandon XP completely. You may need to create interim releases that are only available internally. (page 80) [Bold emphasis is mine.]




    Keith Ray is developing new applications for iOS® and Macintosh®.. Go to Sizeography and Upstart Technology to join our mailing lists and see more about our products.

    Thursday, November 7, 2013

    Proposal: an Information Radiator for Feature Requests

    (Originally posted 2003.Apr.13 Sun)


    Consider tracking feature requests using a cork board... (one cork board per product) each time a feature request comes in, compare it to what's already on the cork board. If it's not there, find a place on the cork board for it, write it on a sticky note or index card, and post it. If it's already there, add a hashmark to indicate multiple requests for that feature.

    At some point, start grouping the feature requests that are on the cork board... this set of 9 feature requests can be grouped under "scriptability", this set can be grouped under "import/export", this group can be grouped under XX or YY.

    Imagine this cork board visible to everyone at the company... other people could add cards to the cork board, because they see a missing area. The VP could add a comment to the XX grouping, saying that these features are not valuable to the more profitable customer base they want to target, only those laggards that haven't upgraded to the latest product version. Customer Support representatives could add to the cork board those off-hand comments said by end-users that they didn't think important enough to file as a formal feature requests.

    Imagine being able to see patterns and order emerge out of the chaos of individual feature requests... someone sees this and says "I have an idea for a new product line!"


    Keith Ray is developing new applications for iOS® and Macintosh®.. Go to Sizeography and Upstart Technology to join our mailing lists and see more about our products.

    Tuesday, November 5, 2013

    Bits and Pieces

    (Originally posted 2003.Apr.12 Sat; links may have expired.)


    Yesterday afternoon, the Bay Area weather was so nice that I dragged myself to work with some effort. I had previously signed up and worked on a story that I knew I could finish off by the end of the day, and I didn't want to not finish it and loose the three story points from my team's velocity. So I do the hard thing and get the work done. And today, Saturday, it is raining. Bleh.

    I'm sure that the weekly traffic patterns affect the weather -- all that automobile pollution keeps the area warmer than normal, and then on Saturday the cold and rain comes in because there's little traffic. Or something like that. I've read that California gets some of the pollution generated by China, so maybe Beijing's weekly traffic/pollution patterns are at fault.

    Another bit on agile requirements... XP doesn't say how to gather requirements. RUP does. I attended one of the presentations by Dan Rawsthorne of Net Objectives, a presentation called Comparing RUP, XP, and Scrum: Mixing a Process Cocktail for Your Team (Check that link for their slides in PDF form). Dan recommends combining RUP's Use Case creation techniques, with Net Objective's own "Ever Unfolding Story" technique, to create stories for XP's release plan/iteration plan. He says that a typical Use Case can create up to forty XP stories. Maybe ten of the stories are the "core" of the Use Case and can be delivered in one or two iterations. Another ten may be important for the final release but of lower priority. The other twenty stories may not need to be implemented at all -- but a typical heavyweight RUP project probably would have implemented them. If you have question about this or the "Ever Unfolding Story", please talk to Dan at www.netobjectives.com... I'm just reporting here.
    I do want Dan to correct one of the slides... the one about XP and the "business levels". The slide about RUP shows RUP "touching" the business level at "kickoff", "delivery 1.0", "delivery 2.0", and so on... Dan asserted that XP doesn't "touch" the business level, and drew the slide on page 22 of the PDF file that way. That's WRONG. XP's "Small Releases" correspond exactly to the RUP process slide's "delivery 1.0" and "delivery 2.0". Those releases every three or six months are at the business level, to get feedback from actual users.

    I also attended a one-day class on Project Management recently. The simulated project was waterfall, but the word "waterfall" was never mentioned. There was no mention of the possibilities for iteration, incremental development, or even feedback. I don't think any of those terms were in the vocabulary taught as part of class. The instructor had never even heard of Rational Unified Process ("Rational Who?"), much less Extreme Programming, Scrum, Feature Driven Development, etc. That's scary.

    So what did I learn in this project management class? Well, the project process has Initiating, Planning, Executing, Controlling, and Closing. No mention of maintenance. Not much about people issues.

    Planning included the "Work Breakdown Structure" (a rather unfortunately overly task-oriented breakdown of features that does have some resemblance to XP's "Release Plan", sorta.) We saw a "Responsibility Matrix" correlating tasks with "do, review, and approve" columns. We learned about finding the Critical Path on a Gantt Chart. A little bit of Risk Management and mitigation planning. And of course, "resource" allocation and management. [I'm having a vision ala Solyent Green: "Resources are people!"]

    The "trade-off triangle" of Time, Cost, and Scope/Requirements was mentioned. No mention of the zeroth law of software engineering: "If you do not care about quality, you can meet any other requirement."

    We learned a lot of vocabulary, with emphasis on "crashing" (adding resources to decrease the project schedule -- hmm -- like getting nine women to have have a baby in one month? No mention of Brook's law.) and "fast-tracking" (defined as "compressing the schedule by overlapping activities normally performed in sequence").

    My hand-out from this one-day class says "the PMBOK is the standard knowledge source for project management," and lists a bunch of books. Some of the books I've heard of -- Critical Chain by Goldratt, some of them I've read -- The Deadline by DeMarco (I wish he could go back and write an "agile" second edition or sequel), some of them sound good Customer-Driven Project Management by Barkley & Saylor, and some of them are just scary -- The Complete Idiot's Guide to Project Management.



    Keith Ray is developing new applications for iOS® and Macintosh®.. Go to Sizeography and Upstart Technology to join our mailing lists and see more about our products.

    Thursday, October 31, 2013

    Agile Writing


    (Originally posted 2003.Apr.07 Mon; links may have expired.)

    A writing collaboration is taking place in the Agile Modeling mailing list. Scott Ambler posted a draft of a paper he's writing, about the rights and responsibilities of stakeholders and developers.

    Scott: So, I'd appreciate any feedback that you might have. Thanks in advance.

    Ron Jeffries: Here it is. It was wise to thank me in advance, because in a few minutes you may no longer feel that way.

    Anne & Larry Brunelle's idea of no longer separating developers from the other stakeholders has resulted in a new paradigm. Ron's combined-rights draft has phrases like:



  • You have the right and responsibility to show and to observe progress in a running system, proven to work by repeatable tests specified by customers and programmers alike.



  • You have the right and responsibility to know what is needed, with clear declarations of priority. You have the right and responsibility to contribute as much as you can to determining needs and priorities.



  • You have the right and responsibility to ask for and receive help from everyone on the project, peers, superiors, subordinates, programmers, or customers. You have the responsibility to give help when it is asked for.


  • Keith Ray is developing new applications for iOS® and Macintosh®.. Go to Sizeography and Upstart Technology to join our mailing lists and see more about our products.

    Tuesday, October 29, 2013

    Incremental Requirements

    (Originally posted 2003.Apr.05 Sat; links may have expired.)


    The great thing about agile projects, is that you don't have to have ALL the requirements up-front, just enough to get started. Once you see the software working (minimally), you can change your mind about the requirements that are not yet implemented or have been implemented.

    Consider a non-XP project, one that is not incrementally implementing features. If the customer decides in the middle of the project to change some requirements, the project may have to throw away lots of partially-completed code.

    In the middle of an XP project, a requirement is either implemented or not -- the only time a requirement may be partially implemented is during the two-week iteration it was schedule for. Any requirements that haven't been implemented yet can be changed at zero cost. A change for requirements that have already been implemented is essentially the same as adding a new requirement -- it will cost something to be re-implement, and an equivalent amount of other non-implemented requirements should be dropped to keep the project on schedule.

    Developers are the genie in the magic lamp - delivering any features that the customer wishes - so long as the customer is willing to pay the price (time and money). With this power comes rights and responsibilities.

    In Extreme Programming, rights and responsibilities are divided between "business" and "developers". The "business" side has the business analysts, the QA testers, domain experts, users, stakeholders, and so on. All wrapped up in the single word "Customer". They are all involved in defining, specifying, and creating tests for the requirements. If you have business analysts in your team, it is the job of business analysts to help the stakeholder come up with requirements.

    The "developer" side has the programmers, DBA, and so on. They translate requirements into code, databases, web servers, and so on. User interface experts may be either side, depending on whether they do programming as well as user interface design.

    The business side is responsible for the requirements, the wishes they make of the genie, because they are responsible for running their business. To avoid this responsibility is to let the developers run your business. Unless the business is making tools for other software developers, it's unlikely that the developers have the expertise to satisfy your customers and make a profit.

    The responsibilities of the two sides are clearly divided to reduce risks: if the business guys (who are not programmers) start telling the developers how to do programming, they risk technical failure. If the programmers tell the business guys what features should be implemented, there is a risk that project will not meet business needs.

    When talking about what to ask the genie in the magic lamp, I've never seen anyone with a lack of ideas. They may not know HOW to get what they want, but they always know enough of what they want to start a conversation. Like the following:


  • "Wouldn't it be great if we could do x?"
  • "Could you make it so that y happens when I do z?"
  • "I want this..." (drawing on whiteboard).
  • "Our customers are doing this manually, and we want to sell them software that does it for them."
  • "This is what I do all day, I want it simpler and faster."
  • "Our competitor has product x with feature y, we need something like that."

  • In XP a requirement is expressed as one or more stories. I've heard that one UML Use Case, RUP style, can translate into 40 XP stories, of which 20 stories could be optional. An XP story is a promise for future conversation about the details of that requirement. You don't have to think them up all at once, you don't have to have all the details up-front, you don't have to write up a thick document. You do talk with the developers, other stakeholders, and business analysts if you have them.

    Recommended reading:

    Exploring Requirements: Quality Before Design by Gause and Weinberg

    Planning Extreme Programming by Beck and Fowler



    Keith Ray is developing new applications for iOS® and Macintosh®.. Go to Sizeography and Upstart Technology to join our mailing lists and see more about our products.

    Thursday, October 24, 2013

    Leadership is not Herding


    (Originally posted 2003.Apr.04 Fri; links may have expired.)

    I don't like hearing people refer to managing programmers as "herding cats". Probably because I am a programmer and I have cats (for a short time, living in a really nice house in a suburb in Texas, my wife and I had five cats).

    It is easy to lead cats... in fact, when I'm trying to take a picture of one, it's hard to keep him from following me around. Trying to make cats go somewhere, without leading them, can be very hard, if you don't consider what motivates them.

    So when I hear someone comparing programmer management as "herding cats", it makes me think that they're trying to make them go somewhere, not leading them.

    A particularly good book on project leadership is Powerful Project Leadership by Wayne Strider. (Order direct or via amazon). It's good enough that I just bought a second copy for lending to others. This book's first lessons in leadership are to help you become aware about yourself, others, and your shared context. In fact, the book is divided into three divisions: leading yourself, leading others, shaping your project's context.

    Check out a sample of Wayne's writing here: Leading Projects in Stressful and Chaotic Situations.



    Keith Ray is developing new applications for iOS® and Macintosh®.. Go to Sizeography and Upstart Technology to join our mailing lists and see more about our products.

    Tuesday, October 22, 2013

    Summary of today's news from Apple


    New versions of iPhoto, iMovie, GarageBand, Pages, Keynote, Numbers, are free with new hardware. Also new collaborative remote "cloud" editing in some (or all?) of these apps.

    "If you’ve recently purchased a Mac that did not include the latest versions of Pages, Numbers, and Keynote, you may be eligible to download these apps for free."

    New MacBookPro with Retina displays

    • 2560 x 1600 pixels 13-inch $1299 
    • 2880 x 1800 pixels 15-inch $1999
    • 2.4 GHz dual core processors up to 2.3 GHz quad core processors
    • 4 GB RAM up to 16 GB RAM

    "flash" storage (solid-state pseudo hard disk) 128 GB, 256 GB, 512 GB
    says "configurable" to 512 GB or 1 TB "flash storage" (3rd party upgrades?)

    Non-Retina ipads (large and mini) = 1024 x 768 pixels
    iPad retina (large size and mini size) = 2048 x 1536 pixels

    Original iPad mini

    • 7.9-inch display, 32-bit cpu
    • original iPad mini with wifi at $299,
    • original iPad mini with cellular-data & wifi at $429,

    iPad mini Retina

    • 7.9-inch display, 64-bit cpu, 
    • iPad mini Retina at $399 with wifi,
    • iPad mini Retina at $399 with cellular-data & wifi $529,
    • iPad mini Retina memory available: 16 GB, 32 GB, 64 GB, 128 GB
    • maxed out 128 GB cell + wifi = $829

    Original iPad 2

    • 9.7-inch display, 32-bit cpu.
    • oiginal iPad 2 with wifi $399,
    • iPad 2 with cellular-data & wifi $529 (this is maxed-out model.)
    • iPad 2 memory available: ONLY 16 GB 

    iPad Air

    • 9.7-inch display, 64-bit cpu.
    • iPad Air has Retina display weights one pound, smaller bezel, 64-bit processor, faster wifi.
    • iPad Air with wifi at $499
    • iPad Air with cellular-data & wifi at $629
    • iPad Air memory available: 16 GB, 32 GB, 64 GB, 128 GB.
    • maxed-out 128 MB cell + wifi iPad Air = $929


    Training? We don't need no stinking training!

    (Originally posted 2003.Apr.03 Thu)


    A manager told me the other day that his annual budget for training was $800. For him and the four or five people under him.

    With most classes and conferences costing over $1200, there's no way that he or anyone working for him will get ANY training this year.

    What's up with that?


    Keith Ray is developing new applications for iOS® and Macintosh®.. Go to Sizeography and Upstart Technology to join our mailing lists and see more about our products.

    Thursday, October 17, 2013

    Reuse and Modularity

    (Originally posted 2003.Apr.02 Wed; links may have expired.)


    TWELVE|71 wrote a bit about reuse and modularity. "Modularity is the idea of having a tire that can be swapped on and off without affecting the car. Reuse is the idea that we can take a tire from an old car and use it without thought on a new car."

    Off the top of my head, I think software reuse projects often fail because (1) the needs of all the client projects are not considered when making the 'reusable' module, (2) the module is not documented well enough, (3) people on the client projects are motivated to not reuse modules, perhaps because they are rewarded for hours worked or lines of code written (or some other counter-productive measure), or (4) they are under time pressure, and don't have time to rewrite their app to use a module that they seem to be able to do without.

    Take the reverse approach. Instead of creating a module and telling projects to use it, create a small "Extreme Reuse" team: one to four people who join projects to (1) help them get things done (2) look for code that could be extracted for use by other teams (3) refactor project code to create and reuse shared parts. The Extreme Reuse team needs to join several projects before extracting code from any of them, in order to know all of their needs. How can a few people join a team and be immediately helpful and productive? Pair programming.

    Bryan Dollery has described this and other aspects of how to reuse parts here.

    I don't know anyone trying a "Reuse Team"; please let me know if you are. My small team works on several projects. We have code common to these projects in some separate directories, and it is mostly unit-tested. (Yes, we're not 100% pure XP.) We make minor changes to this common code, and avoid breaking the clients by continuing to pass the unit tests, and by building and testing the client projects.

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