Diametrically opposed to that is.. At some point the "very skilled programmer" must transition from being a skilled programmer, to being able to *enable* average-skilled programmers to produce above-average code.
The true measure of a development manager isn't how many lines of code s/he puts out, but how much aggregate improvement s/he contributes to the team indirectly. That said, I fail on that particular metric. Which is why I am (no longer) in the business of managing developers. On 3/29/07, Zak B. Elep <[EMAIL PROTECTED]> wrote: ..
/me suddenly remembers one of PerlMonks' taglines: "you skill can accomplish what the force of many cannot"
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