On Sun, Aug 1, 2010 at 3:15 PM, Fabrizio Giudici <
[email protected]> wrote:

>
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> On 8/1/10 14:56 , Viktor Klang wrote:
>
> >> Intel and GloFo spend billions of dollars in developing new
> >> factories to produce smaller transistors. Then they spend less
> >> money to refine the process, then they build newer factories that
> >> can produce smaller transistors. Sometimes it's worth investing 4
> >> months into tech (Scala) that will be more beneficient for you in
> >> the long run.
> There's a repeating error in this kind of discussions, that is the
> personal perspective. That is, the subject is always "I, the
> developer". I stressed the fact that the perspective in my previous
> post was the one of the employer (or project manager, or whatever). To
> try to be clear, let me just play with the roles: Victor is the
> developer, I am the employer / project manager and Victor currently
> works for me.
>
> Let's now assume that Victor is right, that is he saturated his
> potential with Java and he only can improve with Scala. So, for his
> own advantage, he's right in moving to Scala. Now, I can't be sure
> that Victor will always work for me. If at a certain point he decides
> to leave, he'll carry with him his Scala skills and he'll be able to
> spend them wherever he likes. Instead, I'm left alone. Victor is sure
> that what's planning for himself in a medium/long perspective can be
> achieved (unless he wins the Bingo and retires); I can't because a
> perspective of one year might be jeopardized by the fact that Victor
> might be leaving me earlier. So, the better solution for _him_ is not
> the better solution for _me_.


In fact, it turned out that learning Scala made me a better Java programmer
= win for my employer


> It's not reasonable to discuss the
> possible success of a programming technology in the industry from the
> developer perspective, since developers aren't the one who make decisions.
>

I agree that they cannot unchallenged choose their own tools, but if you as
a manager, choose the tools for your developers, they might in fact quit and
find somewhere else to go, where they actually value the professionalism and
know-how of their developers.


>
> Intel example is not relevant, in my opinion. It's a huge-scale
> enterprise that perfectly knows how relevant is R&D for the evolution
> of the business, and of course it spends a lot in R&D. This is not
> precisely the same perspective of a huge number of medium and small
> software corporates - not to say that when we talk about IT
> departments in corporates whose core business is different we should
> recall that the IT budget is typically anemic and doesn't allow for
> much fantasy.
>

"IT is not a core part of our business" - Gah, I'm so tired of that
argument.

"Accounting is not a core part of our business"
"Customer service is not a core part of our business"
"Warehouse management is not a core part of our business"
"Facility management is not a core part of our business"
"Project management is not a core part of our business"

Just face it, there is no such thing as a core part of your business.
That's like saying "That's not a core part of my body."
All parts of a corporation should definitely add to the success of said
business.

Having worked as a Java architect at a big company for the past 7 years,
building their ERP/CRM/whathaveyou solution, I know for a fact that the
success of a business can be directly enhanced by letting IT professionals
work professionally.


>
> - --
> Fabrizio Giudici - Java Architect, Project Manager
> Tidalwave s.a.s. - "We make Java work. Everywhere."
> java.net/blog/fabriziogiudici - www.tidalwave.it/people
> [email protected]
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-- 
Viktor Klang
| "A complex system that works is invariably
| found to have evolved from a simple system
| that worked." - John Gall

Akka - the Actor Kernel: Akkasource.org
Twttr: twitter.com/viktorklang

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