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  • Top Tier, A-Game Talent - How to Land em'

    - by GeekAgilistMercenary
    Recently the question came up from a close friend of mine, "will my PhD help me attain a higher income in the north west?"  I had to tell him, that it might get him a little more, but it won't get him in the top income brackets for the occupation.  Another time, a few days later, someone else asked this too.  Then again, I see a job posting that requires a Bachelors Degree and some other nonsense.  The job posting even states they want "A-Game" talent. I am almost shocked at how poorly part of this industry doesn't realize how unimportant a degree is to getting real top tier, a-game talent.  (and yes, I get a little riled up about this matter) You Can't Make Good Software Developers.  No college out there is going to train someone to be in the top 10%, and absolutely not to be in the top 5% of skill levels.  Colleges can NOT do this.  It is up to the individual, and the individual alone.  If top tier talent seems to come from a college, one should check their premise and look at the motivations the individuals have to go to that school.  There is most likely a reason that top tier talent appears to be made there.  The college however, can only guide or assist, but I repeat that "top tier talent is a very individualistic endeavor". Some might say, well a group is needed, support is needed, this and that are needed.  True, an individual needs a support system and a college can provide that, but it generally ends there.  The support group helps, provides a sounding wall, and provides correlation to good ideas for the a-game top tier geek.  But again, the endeavor is the individuals desire. top tier talent is a very individualistic endeavor - Me Hiring Top Tier, A-Game Talent There are a few things when trying to hire this level of game player. The first thing is to not require a degree of any sort.  Sure, it looks good, but it won't dictate anything other than the individual was able to go through the regimented steps of college. List the skills and ideas that you would like to find in an individual.  Think of two people meeting for the first time, what do you want to know about the other individual.  Team fit is absolutely fundamental for top tier talent.  That support group that I mentioned above, top tier talent works best with a solid group of players. Keep your technology up to date, moving forward, and don't bore your top talent if you manage to get it.  If the company slows down, they will leave.  The more valuable they find out they are, the lower tolerance they'll have for this.  For managers, directors, and leaders in an organization this is THE challenge for them. Provide opportunities not just for advancement, but ways for them to advance their knowledge such as training, a book budget, or other means.  Even if some software they want to use isn't used ton the project, get it for them (within reason of course ? couple $100 or even a few $1000 for a good software license to MSDN, Tellerik, or other suite of software is ideal). Don't push them to, and don't let them overwork themselves into burnout.  This, as a leader in an organization is easy to do if one finds themselves actually hiring top talent.  Because top talent just provides results and more results.  But they are human, they will break, don't be the cause of that or you'll lose your talent. For now, that is it from me on this topic, back to the revenue, code, projects, and pushing forward. For the original entry, check out my personal blog with other juicy tech tidbits, rants, raves, and the like. Agilist Mercenary

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  • Agile Manifesto, Revisited

    - by GeekAgilistMercenary
    Again, conversations give me a zillion things to write about.  The recent conversation that has cropped up again is my various viewpoints of the Agile Manifesto.  Not all the processes that came after the manifesto was written, but just the core manifesto itself.  Just for context, here is the manifesto in all the glory. We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more. Several of the key signatories at the time went on to write some of the core books that really gave Agile Software Development traction.  If you check out the Agile Manifesto Site and do a search for any of those people, you will find a treasure trove of software development information. My 2 Cents First off, I agree with a few people out there.  Agile is not Scrum for instance.  Do NOT get these things confused when checking out Agile, or pushing forward with Scrum.  As David Starr points out in his blog entry, "About 35 minutes into this discussion, I realized I hadn?t heard a question or comment that wasn?t related to Scrum. I asked the room, ?How many people are on an agile team that is NOT using Scrum?? 5 hands. Seriously, out of about 150 people of so. 5 hands." So know, as this is one of my biggest pet peves these days, that Scrum is not Agile.  Another quote David writes, "I assure you, dear reader, 2 week time boxes does not an agile team make." This is the exact problem.  Take a look at the actual manifesto above.  First ideal, "Individuals and interactions over processes and tools".  There are a couple of meanings in this ideal, just as there are in the other written ideals.  But this one has a lot of contention with a set practice such as Scrum.  There are other formulas, namely XP (eXtreme) and Kanban are two that come to mind often.  But none of these are Agile, but instead a process based on the ideals of Agile. Some of you may be thinking, "that?s the same thing".  Well, no, it is not.  This type of differentiation is vitally important.  Agile is a set of ideals.  Processes are nice, but they can change, they may work for some and not others.  The Agile Manifesto covers the ideals behind what is intended, that intention being to learn and find new ways to build better software. Ideals, not processes.  Definition versus implementation.  Class versus object.  The ideals are of utmost importance, the processes are secondary, the first ideal is what really lays this out for me "Individuals and interactions over processes and tools".  Yes, we need tools but we need the individuals and their interactions more. For those coming into a development team, I hope you take this to mind.  It is of utmost importance that this differentiation is known and fought for.  The second the process becomes more important than the individuals and interactions, the team will effectively lose the advantages of Agile Ideals. This is just one of my first thoughts on the topic of Agile.  I will be writing more in the near future about each of the ideals.  I will make a point to outline more of my thoughts, my opinions, and experience with the ideals of Agile and the various processes that are out there.  Maybe, I may stumble upon something new with the help of my readers?  It would be a grand overture to the ideals I hold. For the original entry, check out my personal blog with other juicy tech tidbits, rants, raves, and the like. Agilist Mercenary

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  • What You Can Learn from the NFL Referee Lockout

    - by Christina McKeon
    American football is a lot like religion. The fans are devoted followers that take brand loyalty to a whole new level. These fans that worship their teams each week showed that they are powerful customers whose voice has an impact. Yesterday, these fans proved that their opinion could force the hand of a large and powerful institution. With a three-month NFL referee lockout that seemed like it was nowhere close to resolution, the Green Bay Packers and the Seattle Seahawks competed last Monday night. For those of you that might have been out of the news cycle the past few days, Green Bay lost the game due to a controversial call that many experts and analysts agree should have resulted in Green Bay winning the game. Outrage ensued. The NFL had pulled replacement referees from the high school ranks, and these replacements did not have the knowledge and experience to handle high intensity NFL games. Fans protested about their customer experience. Their anger-filled rants were heard in social media, in the headlines of newspapers, on radio, and on national TV. Suddenly, the NFL was moved to reach an agreement with the referees. That agreement was reached late in the night on Wednesday with many believing that the referees had the upper hand forcing the owners into submission. Some might argue that the referees benefited, not the fans. Since the fans wanted qualified and competent referees, I would say the fans did benefit. The referees are scheduled to return to the field this Sunday, so the fans got what they wanted. What can you learn from this negative customer experience? Customers are in control. NFL owners thought they were controlling this situation with the upper hand over referees. The owners figured out they weren’t in control when their fans reacted negatively. Customers can make or break you more now than ever before, which is why it is more important to connect with them, engage them in a personal manner, and create rewarding relationships. Protect your brand. Whether knowingly or unknowingly, the NFL put their brand and each team’s brand at risk with replacement referees. Think about each business decision you make, and how it may impact your brand at different points in time. A decision that results in a gain today could result in a larger loss down the road. Customer experience matters. The NFL likely foresaw declining revenues in ticket sales, merchandising, advertising, and other areas if the lockout continued. While fans primarily spoke with their minds in the days following the Green Bay debacle, their wallets would be the next things to speak. Customer experience directly affects your success and is one of the few areas where you can differentiate your business. What would you do if your brand got such negative attention? Would you be prepared to navigate such stormy waters? Would you be able to prevent such a fiasco? If you don’t have a good answer to these questions, consider joining us October 3-5, 2012 at the Oracle Customer Experience Summit in San Francisco. You’ll have the opportunity to learn even more about customer experience from industry experts such as best-selling author Seth Godin, Paul Hagen and Kerry Bodine from Forrester Research, Inc., George Kembel from the Stanford d.School, Bruce Temkin of The Temkin Group, and Gene Alvarez from Gartner Inc.. There will also be plenty of your peers and customer experience experts available for networking and discussions.

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  • How do you keep all your languages straight?

    - by Chris Blackwell
    I think I'm going a little crazy. Right now, I'm working with the following languages (I was just doing a mental inventory): C++ - our game engine Assembler - low level debugging and a few co-processor specific routines Lua - our game engine scripting language HLSL - for shaders Python - our build system and utility tools Objective C/C++ - game engine platform code for Mac and iPhone C# - A few tools developed in our overseas office ExtendScript - Photoshop exporting tools ActionScript - UI scripting VBScript - some spreadsheet related stuff PHP - some web related stuff SQL - some web and tool related stuff On top of this are the plethora of API's that often have many different ways of doing the same thing: std library, boost, .NET, wxWidgets, Cocoa, Carbon, native script libraries for Python, Lua, etc, OpenGL, Direct3d, GDI, Aqua, augh! I find myself inadvertently conflating languages and api's, not realizing what I'm doing until I get syntax errors. I feel like I can't possibly keep up with it, and I can't possibly be proficient in all of these areas. Especially outside the realm of C++ and Python, I find myself programming more by looking at manuals that from memory. Do you have a similar problem? Ideas for compartmentalizing so you're more efficient? Deciding where you want to stay proficient? Organizational tips? Good ways to remember when you switch from Lua to C++ you need to start using semi-colons again? Rants on how complicated we programmers have made things for ourselves? Any ideas welcome!

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  • Paypal Sandbox 2014 Non US test account Sign Up proper link

    - by Flood Gravemind
    Ok I had a Paypal Sandbox account a year ago. I am developing a new site for a client and when I try to Login it won't recognize my email address. I tried forgot my password forgot password still nothing. So I guessed that maybe due to inactivity for such a long time they may have deleted my account. So then I try to Sign Up for a new one. I entered my details 3 times now and spent 6 hours trying to figure out what is the proper link to do this. Then I went to another Sandbox link which required me to entered a US Zip code and its a dead end. I am not even sure which Paypal account I signed up for those three times. No email nothing at all. I am a Non US developer and the FAQ link for Non US developers just points to their REST API. Can someone please guide me to the proper Paypal Sandbox Setup for Non US developers including the proper sign up links please. And I know Stackoverflow does not like rants but from my experience dealing with Paypal, GTA 6 should make a satirical Paypal company in their next Game with Paypal Developer Rampage mode for the main protagonist who also happens to be a Developer. EDIT: REST API does not include UK :(

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  • Must-see sessions at TCUK11

    - by Roger Hart
    Technical Communication UK is probably the best professional conference I've been to. Last year, I spoke there on content strategy, and this year I'll be co-hosting a workshop on embedded user assistance. Obviously, I'd love people to come along to that; but there are some other sessions I'd like to flag up for anybody thinking of attending. Tuesday 20th Sept - workshops This will be my first year at the pre-conference workshop day, and I'm massively glad that our workshop hasn't been scheduled along-side the one I'm really interested in. My picks: It looks like you're embedding user assistance. Would you like help? My colleague Dom and I are presenting this one. It's our paen to Clippy, to the brilliant idea he represented, and the crashing failure he was. Less precociously, we'll be teaching embedded user assistance, Red Gate style. Statistics without maths: acquiring, visualising and interpreting your data This doesn't need to do anything apart from what it says on the tin in order to be gold dust. But given the speakers, I suspect it will. A data-informed approach is a great asset to technical communications, so I'd recommend this session to anybody event faintly interested. The speakers here have a great track record of giving practical, accessible introductions to big topics. Go along. Wednesday 21st Sept - day one There's no real need to recommend the keynote for a conference, but I will just point out that this year it's Google's Patrick Hofmann. That's cool. You know what else is cool: Focus on the user, the rest follows An intro to modelling customer experience. This is a really exciting area for tech comms, and potentially touches on one of my personal hobby-horses: the convergence of technical communication and marketing. It's all part of delivering customer experience, and knowing what your users need lets you help them, sell to them, and delight them. Content strategy year 1: a tale from the trenches It's often been observed that content strategy is great at banging its own drum, but not so hot on compelling case studies. Here you go, folks. This is the presentation I'm most excited about so far. On a mission to communicate! Skype help their users communicate, but how do they communicate with them? I guess we'll find out. Then there's the stuff that I'm not too excited by, but you might just be. The standards geeks and agile freaks can get together in a presentation on the forthcoming ISO standards for agile authoring. Plus, there's a session on VBA for tech comms. I do have one gripe about day 1. The other big UK tech comms conference, UA Europe, have - I think - netted the more interesting presentation from Ellis Pratt. While I have no doubt that his TCUK case study on producing risk assessments will be useful, I'd far rather go to his talk on game theory for tech comms. Hopefully UA Europe will record it. Thursday 22nd Sept - day two Day two has a couple of slots yet to be confirmed. The rumour is that one of them will be the brilliant "Questions and rants" session from last year. I hope so. It's not ranting, but I'll be going to: RTFMobile: beyond stating the obvious Ultan O'Broin is an engaging speaker with a lot to say, and mobile is one of the most interesting and challenging new areas for tech comms. Even if this weren't a research-based presentation from a company with buckets of technology experience, I'd be going. It is, and you should too. Pattern recognition for technical communicators One of the best things about TCUK is the tendency to include sessions that tackle the theoretical and bring them towards the practical. Kai and Chris delivered cracking and well-received talks last year, and I'm looking forward to seeing what they've got for us on some of the conceptual underpinning of technical communication. Developing an interactive non-text learning programme Annoyingly, this clashes with Pattern Recognition, so I hope at least one of the streams is recorded again this year. The idea of communicating complex information without words us fascinating and this sounds like a great example of this year's third stream: "anything but text". For the localization and DITA crowds, there's rich pickings on day two, though I'm not sure how many of those sessions I'm interested in. In the 13:00 - 13:40 slot, there's an interesting clash between Linda Urban on re-use and training content, and a piece on minimalism I'm sorely tempted by. That's my pick of #TCUK11. I'll be doing a round-up blog after the event, and probably talking a bit more about it beforehand. I'm also reliably assured that there are still plenty of tickets.

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  • SQL SERVER – Curious Case of Disappearing Rows – ON UPDATE CASCADE and ON DELETE CASCADE – Part 1 of 2

    - by pinaldave
    Social media has created an Always Connected World for us. Recently I enrolled myself to learn new technologies as a student. I had decided to focus on learning and decided not to stay connected on the internet while I am in the learning session. On the second day of the event after the learning was over, I noticed lots of notification from my friend on my various social media handle. He had connected with me on Twitter, Facebook, Google+, LinkedIn, YouTube as well SMS, WhatsApp on the phone, Skype messages and not to forget with a few emails. I right away called him up. The problem was very unique – let us hear the problem in his own words. “Pinal – we are in big trouble we are not able to figure out what is going on. Our product details table is continuously loosing rows. Lots of rows have disappeared since morning and we are unable to find why the rows are getting deleted. We have made sure that there is no DELETE command executed on the table as well. The matter of the fact, we have removed every single place the code which is referencing the table. We have done so many crazy things out of desperation but no luck. The rows are continuously deleted in a random pattern. Do you think we have problems with intrusion or virus?” After describing the problems he had pasted few rants about why I was not available during the day. I think it will be not smart to post those exact words here (due to many reasons). Well, my immediate reaction was to get online with him. His problem was unique to him and his team was all out to fix the issue since morning. As he said he has done quite a lot out in desperation. I started asking questions from audit, policy management and profiling the data. Very soon I realize that I think this problem was not as advanced as it looked. There was no intrusion, SQL Injection or virus issue. Well, long story short first - It was a very simple issue of foreign key created with ON UPDATE CASCADE and ON DELETE CASCADE.  CASCADE allows deletions or updates of key values to cascade through the tables defined to have foreign key relationships that can be traced back to the table on which the modification is performed. ON DELETE CASCADE specifies that if an attempt is made to delete a row with a key referenced by foreign keys in existing rows in other tables, all rows containing those foreign keys are also deleted. ON UPDATE CASCADE specifies that if an attempt is made to update a key value in a row, where the key value is referenced by foreign keys in existing rows in other tables, all of the foreign key values are also updated to the new value specified for the key. (Reference: BOL) In simple words – due to ON DELETE CASCASE whenever is specified when the data from Table A is deleted and if it is referenced in another table using foreign key it will be deleted as well. In my friend’s case, they had two tables, Products and ProductDetails. They had created foreign key referential integrity of the product id between the table. Now the as fall was up they were updating their catalogue. When they were updating the catalogue they were deleting products which are no more available. As the changes were cascading the corresponding rows were also deleted from another table. This is CORRECT. The matter of the fact, there is no error or anything and SQL Server is behaving how it should be behaving. The problem was in the understanding and inappropriate implementations of business logic.  What they needed was Product Master Table, Current Product Catalogue, and Product Order Details History tables. However, they were using only two tables and without proper understanding the relation between them was build using foreign keys. If there were only two table, they should have used soft delete which will not actually delete the record but just hide it from the original product table. This workaround could have got them saved from cascading delete issues. I will be writing a detailed post on the design implications etc in my future post as in above three lines I cannot cover every issue related to designing and it is also not the scope of the blog post. More about designing in future blog posts. Once they learn their mistake, they were happy as there was no intrusion but trust me sometime we are our own enemy and this is a great example of it. In tomorrow’s blog post we will go over their code and workarounds. Feel free to share your opinions, experiences and comments. Reference: Pinal Dave (http://blog.sqlauthority.com) Filed under: PostADay, SQL, SQL Authority, SQL Query, SQL Server, SQL Tips and Tricks, T SQL, Technology

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  • client problems - misaligned expectations & not following SDLC protocols

    - by louism
    hi guys, im having some serious problems with a client on a project - i could use some advice please the short version i have been working with this client now for almost 6 months without any problems (a classified website project in the range of 500 hours) over the last few days things have drastically deteriorated to the point where ive had to place the project on-hold whilst i work-out what to do (this has pissed the client off even more) to be simplistic, the root cause of the issue is this: the client doesnt read the specs i make for him, i code the feature, he than wants to change things, i tell him its not to the agreed spec and that that change will have to be postponed and possibly charged for, he gets upset and rants saying 'hes paid for the feature' and im not keeping to the agreement (<- misalignment of expectations) i think the root cause of the root cause is my clients failure to take my SDLC protocols seriously. i have a bug tracking system in place which he practically refuses to use (he still emails me bugs), he doesnt seem to care to much for the protocols i use for dealing with scope creep and change control the whole situation came to a head recently where he 'cracked it' (an aussie term for being fed-up). the more terms like 'postponed for post-launch implementation', 'costed feature addition', and 'not to agreed spec' i kept using, the worse it got finally, he began to bully me - basically insisting i shut-up and do the work im being paid for. i wrote a long-winded email explaining how wrong he was on all these different points, and explaining what all the SDLC protocols do to protect the success of the project. than i deleted that email and wrote a new one in the new email, i suggested as a solution i write up a list of grievances we both had. we than review the list and compromise on different points: he gets some things he wants, i get some things i want. sometimes youve got to give ground to get ground his response to this suggestion was flat-out refusal, and a restatement that i should just get on with the work ive been paid to do so there you have the very subjective short version. if you have the time and inclination, the long version may be a little less bias as it has the email communiques between me and my client the long version (with background) the long version works by me showing you the email communiques which lead to the situation coming to a head. so here it is, judge for yourself where the trouble started... 1. client asked me why something was missing from a feature i just uploaded, my response was to show him what was in the spec: it basically said the item he was looking for was never going to be included 2. [clients response...] Memo Louis, We are following your own title fields and keeping a consistent layout. Why the big fuss about not adding "Part". It simply replaces "model" and is consistent with your current title fields. 3. [my response...] hi [client], the 'part' field appeared to me as a redundancy / mistake. i requested clarification but never received any in a timely manner (about 2 weeks ago) the specification for this feature also indicated it wasnt going to be included: RE: "Why the big fuss about not adding "Part" " it may not appear so, but it would actually be a lot of work for me to now add a 'Part' field it could take me up to 15-20 minutes to properly explain why its such a big undertaking to do this, but i would prefer to use that time instead to work on completing your v1.1 features as a simplistic explanation - it connects to the change in paradigm from a 'generic classified ad' model to a 'specific attributes for specific categories' model basically, i am saying it is a big fuss, but i understand that it doesnt look that way - after all, it is just one ity-bitty field :) if you require a fuller explanation, please let me know and i will commit the time needed to write that out also, if you recall when we first started on the project, i said that with the effort/time required for features, you would likely not know off the top of your head. you may think something is really complex, but in reality its quite simple, you might think something is easy - but it could actually be a massive trauma to code (which is the case here with the 'Part' field). if you also recalled, i said the best course of action is to just ask, and i would let you know on a case-by-case basis 4. [email from me to client...] hi [client], the online catalogue page is now up live (see my email from a few days ago for information on how it works) note: the window of opportunity for input/revisions on what data the catalogue stores has now closed (as i have put the code up live now) RE: the UI/layout of the online catalogue page you may still do visual/ui tweaks to the page at the moment (this window for input/revisions will close in a couple of days time) 5. [email from client to me...] *(note: i had put up the feature & asked the client to review it, never heard back from them for a few days)* Memo Louis, Here you go again. CLOSED without a word of input from the customer. I don't think so. I will reply tomorrow regarding the content and functionality we require from this feature. 5. [from me to client...] hi [client]: RE: from my understanding, you are saying that the mini-sale yard control would change itself based on the fact someone was viewing for parts & accessories <- is that correct? this change is outside the scope of the v1.1 mini-spec and therefore will need to wait 'til post launch for costing/implementation 6. [email from client to me...] Memo Louis, Following your v1.1 mini-spec and all your time paid in full for the work selected. We need to make the situation clear. There will be no further items held for post-launch. Do not expect us to pay for any further items other than those we have agreed upon. You have undertaken to complete the Parts and accessories feature as follows. Obviously, as part of this process the "mini search" will be effected, and will require "adaption to make sense". 7. [email from me to client...] hi [client], RE: "There will be no further items held for post-launch. Do not expect us to pay for any further items other than those we have agreed upon." a few points to consider: 1) the specification for the 'parts & accessories' feature was as follows: (i.e. [what] "...we have agreed upon.") 2) you have received the 'parts & accessories' feature free of charge (you have paid $0 for it). ive spent two days coding that feature as a gesture of good will i would request that you please consider these two facts carefully and sincerely 8. [email from client to me...] Memo Louis, I don't see how you are giving us anything for free. From your original fee proposal you have deleted more than 30 hours of included features. Your title "shelved features". Further you have charged us twice by adding back into the site, at an addition cost, some of those "shelved features" features. See v1.1 mini-spec. Did include in your original fee proposal a change request budget but then charge without discussion items included in v1.1 mini-spec. Included a further Features test plan for a regression test, a fee of 10 hours that would not have been required if the "shelved features" were not left out of the agreed fee proposal. I have made every attempt to satisfy your your uneven business sense by offering you everything your heart desired, in the v1.1 mini-spec, to be left once again with your attitude of "its too hard, lets leave it for post launch". I am no longer accepting anything less than what we have contracted you to do. That is clearly defined in v1.1 mini-spec, and you are paid in advance for delivering those items as an acceptable function. a few notes about the above email... i had to cull features from the original spec because it didnt fit into the budget. i explained this to the client at the start of the project (he wanted more features than he had budget hours to do them all) nothing has been charged for twice, i didnt charge the client for culled features. im charging him to now do those culled features the draft version of the project schedule included a change request budget of 10 hours, but i had to remove that to meet the budget (the client may not have been aware of this to be fair to them) what the client refers to as my attitude of 'too hard/leave it for post-launch', i called a change request protocol and a method for keeping scope creep under control 9. [email from me to client...] hi [client], RE: "...all your grievances..." i had originally written out a long email response; it was fantastic, it had all these great points of how 'you were wrong' and 'i was right', you would of loved it (and by 'loved it', i mean it would of just infuriated you more) so, i decided to deleted it start over, for two reasons: 1) a long email is being disrespectful of your time (youre a busy businessman with things to do) 2) whos wrong or right gets us no closer to fixing the problems we are experiencing what i propose is this... i prepare a bullet point list of your grievances and my grievances (yes, im unhappy too about how things are going - and it has little to do with money) i submit this list to you for you to add to as necessary we then both take a good hard look at this list, and we decide which areas we are willing to give ground on as an example, the list may look something like this: "louis, you keep taking away features you said you would do" [your grievance 2] [your grievance 3] [your grievance ...] "[client], i feel you dont properly read the specs i prepare for you..." [my grievance 2] [my grievance 3] [my grievance ...] if you are willing to give this a try, let me know will it work? who knows. but if it doesnt, we can always go back to arguing some more :) obviously, this will only work if you are willing to give it a genuine try, and you can accept that you may have to 'give some ground to get some ground' what do you think? 10. [email from client to me ...] Memo Louis, Instead of wasting your time listing grievances, I would prefer you complete the items in v1.1 mini-spec, to a satisfactory conclusion. We almost had the website ready for launch until you brought the v1.1 mini-spec into the frame. Obviously I expected you could complete the v1.1 mini-spec in a two-week time frame as you indicated and give the site a more profession presentation. Most of the problems have been caused by you not following our instructions, but deciding to do what you feel like at the time. And then arguing with us how the missing information is not necessary. For instance "Parts and Accessories". Why on earth would you leave out the parts heading, when it ties-in with the fields you have already developed. It replaces "model" and is just as important in the context of information that appears in the "Details" panel. We are at a stage where the the v1.1 mini-spec needs to be completed without further time wasting and the site is complete (subject to all features working). We are on standby at this end to do just that. Let me know when you are back, working on the site and we will process and complete each v1.1 mini-spec, item by item, until the job is complete. 11. [last email from me to client...] hi [client], based on this reply, and your demonstrated unwillingness to compromise/give any ground on issues at hand, i have decided to place your project on-hold for the moment i will be considering further options on how to over-come our challenges over the next few days i will contact you by monday 17/may to discuss any new options i have come up with, and if i believe it is appropriate to restart work on your project at that point or not told you it was long... what do you think?

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