I suspect that many of you are familiar with the term "hard coding a value" whereby the age of an individual or their location is written into the condition (or action) of a business rule (in this case) as shown below:

if customer.age > 21 and customer.city == 'denver'

then ...

Such coding practices are perfectly expectable provided that the conditional values, age and city, never change. They become entirely unacceptable if a need for different values could be anticipated. A classic example of where this practice occurred that caused considerable heartache in the IT industry was the Y2K issue where dates were updated using only the last 2 digits of a four digit number because the first 2 digits were hard-coded to 19 i.e. 1998, 1999. All was well provided that the date did not advance to a time beyond the 1900’s since no one could be certain of what would happen when the millennia arrived (2000). A considerably amount of work (albeit boring) and money, approximately $200 billion, went into revising systems by way of software rewrites and computer chip replacements in order to thwart any detrimental outcomes. It is obvious how a simple change or an assumption can have sweeping consequences.

You may wonder what Y2K has to do with Business Rule Management Systems (BRMS). Well, what if we considered rules themselves to be hard-coded. If we were to write 100s of rules in Java, .NET or whatever language that only worked for a given scenario or assumption, would that not constitute hard-coded logic? By hard-coded, we obviously mean compiled. For example, if a credit card company has a variety of bonus campaigns, each with their own unique list of rules that may change within a week’s time, what would be the most effective way of writing software to deal with these responsibilities?

How Can Managers Work More Efficiently with IT?

Would you rather work under someone who is an excellent developer but lacks people skills or leadership capabilities - or for someone that has excellent people skills, communicates well, and is a great leader but has limited understanding of productive coding practices? That’s not to say that the choice is one or the other but in many professional situations it does.

Managing an IT staff comes with numerous challenges, especially if the manager has no previous experience with the coding necessary for completing the project. Managing a business and IT's execution of tasks vary greatly in required skill sets, but it's important to find a cohesive and cooperative middle ground in order to see a project to its end. To fully grasp the intricacies of IT's involvement in the project at hand, managers can do the following to help further their efforts.

Get a basic understanding of coding and technical practices necessary for the project at hand by taking the time to research and practice enough to get a grip on the concept. This will allow managers insight on what their IT folks are really working on daily. Expertise in a programming language is not required, only an overview of the stuff that matters, i.e. understanding the concept of OOP (Object Oriented Programming.) Having this knowledge cannot be overlooked and will gain respect among multiple spectrums in the organization.

As part of our C++ Tutorials series, here is a tutorial on the tricks of the trade for using C++ I/O.  Keep in mind that an application without I/O is just a black box; no communcation is taking place. 

Tricks and Tips for using C++ I/O

Anonymous reprint from Quora (career advice)

Occasionally we come across a unique profound perspective that makes one stop and really listen. The following advice is one such as this.

1. Small actions compound: Reputation, career trajectory, and how others perceive you in the workplace can come down to a handful of things/moments that seem inconsequential/small at the time but compound. Random Thought: Redwood trees come from small seeds and time. With every action you're planting small seeds and these seeds can grow into something bigger (sometimes unimaginably bigger) over time. Don't let small basic mistakes sabotage your reputation because it only takes a few small snafus for people to lose confidence/trust in your ability to do more important tasks. Trust is a fragile thing and the sooner people can trust you the faster they'll give you more responsibility. Some Examples: Being on time (always) or early (better); spending an extra 10-15 minutes reviewing your work and catching basic mistakes before your boss does; structuring your work so it's easy for others to understand and leverage (good structure/footnotes/formatting); taking on unpleasant schleps/tasks (volunteer for them; don't complain; do it even when there's no apparent benefit to you)  


2. Rising tide lifts all boats: Fact: You don't become CEO of a multi-billion dollar public company in your 30s based purely on ability/talent. Your career is a boat and it is at the mercy of tides. No matter how talented you are it's a lot harder to break out in a sluggish situation/hierarchy/economy than a go-go environment. Even if you're a superstar at Sluggish Co., your upside trajectory (more often than not) is fractional to what an average/below average employee achieves at Rocket Ship Co. There's a reason Eric Schmidt told Sheryl Sandberg to "Get on a Rocket Ship". I had colleagues accelerate their careers/income/title/responsibility simply because business demand was nose bleed high (go go economy) and they were at the right place at the right time to ride the wave. Contrast that to the 2008 bust where earnings/promotions/careers have been clamped down and people are thankful for having jobs let alone moving up. Yes talent still matters but I think people generally overweight individual talent and underweight economics when evaluating/explaining their career successes. Sheryl Sandberg Quote: When companies are growing quickly and they are having a lot of impact, careers take care of themselves. And when companies aren’t growing quickly or their missions don’t matter as much, that’s when stagnation and politics come in. If you’re offered a seat on a rocket ship, don’t ask what seat. Just get on.


3. Seek opportunities where the outcome is success or failure. Nothing in between! You don't become a star doing your job. You become a star making things happen. I was once told early in my career that you learn the most in 1) rapidly growing organizations or 2) failing organizations.  I've been in both kinds of situations and wholeheartedly agree. Repeat. Get on a rocket ship. It'll either blow up or put you in orbit. Either way you'll learn a ton in a short amount of time. Put another way; seek jobs where you can get 5-10 years of work experience in 1-2 years.


4. Career Tracks & Meritocracies don't exist: Your career is not a linear, clearly defined trajectory.  It will be messy and will move more like a step function.


5. You will probably have champions and detractors on day 1: One interesting byproduct of the recruiting & hiring process of most organizations is it can create champions & detractors before you even start the job. Some folks might not like how you were brought into the organization (they might have even protested your hiring) and gun for you at every turn while others will give you the benefit of the doubt (even when you don't deserve one) because they stuck their neck out to hire you. We're all susceptible to these biases and few people truly evaluate/treat folks on a blank slate.


6. You'll only be known for a few things. Make those labels count: People rely on labels as quick filters. Keep this in mind when you pick an industry/company/job role/school because it can serve as an anchor or elevator in the future. It's unfortunate but that's the way it is. You should always be aware of what your "labels" are.


7. Nurture & protect your network and your network will nurture & protect you: Pay it forward and help people. Your network will be one of the biggest drivers of your success.