Our blog contains posts written by Callibrity consultants on topics they find interesting. We encourage each other to participate in the virtual business and technical communities on the Internet, to raise our voices and share our passions.
A button is clicked, a modal opens, and a form requests more information. A lot of information to parse, but visually, such things are easy: the button has a visual indicator of when it has been pressed: the modal grays out the site as it opens, bringing visual focus to it; and the form has a message in its space so that the context is not lost.
How do big brands like Subway drive customer engagement when there are manual processes in place, hundreds of transactions per second worth of data, and the competition for hiring top software developers continues to rise?
In this series on the management of skill acquisition, the ways in which skills are acquired was discussed in the first part, and the mathematical modeling of skill acquisition and atrophy was discussed in the second. But no modeling can capture all the complexity and nuance of the real world, especially in the ways the members of a team acquire skills. There are always exceptions to rules, and consequences that follow from them.
A smart manager will carefully choose members of a team to work together, trying to maximize the team’s proficiency without compromising the quality of
The managers of development teams are in serious trouble! Since they are responsible for the people maintaining and enhancing an existing set of products and services, and possibly creating and developing new ones, enough people with the right skills are needed to get all these jobs done. Anything less will cause the team to collapse from being under-skilled or overworked. And they’re being squeezed hard to do more with less.