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software development
A few days a week, I've been working with about eight other people to redefine the software development lifecycle for a large-ish organisation. We're trying to achieve compliance with the Sarbanes-Oxley Act for an IT organisation of about 1000 people, within a corporate headquarters of about 6000 people. (100k enterprise)
Within this organisation, they have varying levels of development immaturity. We're talking CMM level 1, with some groups peeking up at the floor of level 2. Not that I'm a big CMM fan, but I think it helps you get the picture.
I've noticed two things that I will call "amusing" for want of a better word. The first is that every company seems to feel the need to tailor their own SDLCs. Usually, they start cutting code and producing software without thinking about how to do so. Eventually, the whole things becomes unwieldy, and they think,"We need some process!"
Offshoring is scary!
Submitted by reeses on Sun, 2004-04-25 13:09. | software developmentThanks to the global consciousness that Jung predicted, reified in the modern media and globalhypermegasuperinformationhighway, my attention -- as has, I'm sure, yours -- been frequently drawn to a number of different reactions to the offshoring of primarily information-based jobs.
The first-order response is usually terror, because we've all seen the damage done to cities like Flint, Michigan, when other skilled trades crossed the point where they could be done more efficiently, and just as acceptably, overseas. Local economies were destroyed, families were rendered destitute, and the rest of us were subjected to Michael Moore films.