To begin with, we're talking about the implementation's source code. Here's the situation: Ann says that Bob's code is no good, and she's provided an alternative implementation. How do we choose?

The first part of any scorecard is the SEI Quality Measures Taxonomy . It's marked "Legacy", but I haven't seen …

See The hubris of calendrical calculations. And Calendrical Calculations, Part 2.

"Here are the exact words from the client when I suggested using the "official calendar": I’m aware of other systems having tables for Holidays but I don’t know that we can piggy back off any of them …

This is the part that helped me understand this: "It was kind of like a miracle drug," [Ruth Samuelson] said. "It's going to do all this stuff and I just didn't think it was possible."

It appears to me, just reading this account, that there wasn't a clearly articulated problem …

Having problems with possibly the dumbest strategy of all time. It's difficult to work around because it comes from a management interrupt, and all my lands are tapped out. I've got nothing left to do except to sit around and watch bad things happen.

It's not the whole crew; it's …

This is what I remind myself to do on a daily basis. It forces me to be problem-focused, not technology focused. It also enforces the design principle of "deferred decision-making".

• Isolate design decisions (via proper allocation of responsibility) so that the final, final decision can be made as late in …

I've seen two common varieties of management trump cards. These are played by managers who don't like the architecture, and want to make changes. These are a little bit like the spell cards in Magic:The Gathering. These cards can either change the state of the game (different requirements, context …