Citati iz knjige “The Subtle Art of Not Giving a F*ck – Mark Manson”

Oko generalnog stava i teme knjige “Profinjeno umijeće stava j** mi se” se slažem. Prema životu ne treba biti indiferentan i nije cilj biti ravnodušan prema svemu i svakome. Ono što je važno je znati za što se boriti.

Ako sami uzimamo vlastiti život u svoje ruke i biramo bitke koje ćemo voditi biti ćemo zadovoljni bilo kojim ishodom jer smo ga sami odabrali. Pa ako i izgubimo, jer ne možemo sve dobiti, opet možemo znati da smo dali sve od sebe i “mirno spavati”.

Ipak, prevelika očekivanja od knjige dovela su do razočaranja pročitanim. Prvi dio knjige je solidan, a sve nakon polovice i prema kraju mi je izgledalo kao ponavljanje već rečenog.

Na Goodreadsu sam joj zbog toga dao ocjenu 3/5.

“The desire for more positive experience is itself a negative experience. And, paradoxically, the acceptance of one’s negative experience is itself a positive experience.”

“Suffering through your fears and anxieties is what allows you to build courage and perseverance.”

“To try to avoid pain is to give too many fucks about pain. In contrast, if you’re able to not give a fuck about the pain, you become unstoppable.”

“To not give a fuck is to stare down life’s most terrifying and difficult challenges and still take action.”

“Not giving a fuck does not mean being indifferent; it means being comfortable with being different.”

“Indifferent people are afraid of the world and the repercussions of their own choices. That’s why they don’t make any meaningful choices.”

“You can’t be an important and life-changing presence for some people without also being a joke and an embarrassment to others.”

“No matter where you go, there’s a five-hundred-pound load of shit waiting for you. And that’s perfectly fine. The point isn’t to get away from the shit. The point is to find the shit you enjoy dealing with.”

“As with being rich, there is no value in suffering when it’s done without purpose.”

“Happiness comes from solving problems. The keyword here is “solving.” If you’re avoiding your problems or feel like you don’t have any problems, then you’re going to make yourself miserable.”

“To be happy we need something to solve. Happiness is therefore a form of action…”

“True happiness occurs only when you find the problems you enjoy having and enjoy solving.”

“Everything comes with an inherent sacrifice—whatever makes us feel good will also inevitably make us feel bad. What we gain is also what we lose.”

“Our values determine the metrics by which we measure ourselves and everyone else.”

“If you want to change how you see your problems, you have to change what you value and/or how you measure failure/success.”

“Denying negative emotions leads to experiencing deeper and more prolonged negative emotions and to emotional dysfunction. Constant positivity is a form of avoidance, not a valid solution to life’s problems—problems which, by the way, if you’re choosing the right values and metrics, should be invigorating you and motivating you.”

“When we force ourselves to stay positive at all times, we deny the existence of our life’s problems. And when we deny our problems, we rob ourselves of the chance to solve them and generate happiness. Problems add a sense of meaning and importance to our life.”

“This, in a nutshell, is what “self-improvement” is really about: prioritizing better values, choosing better things to give a fuck about. Because when you give better fucks, you get better problems. And when you get better problems, you get a better life.”

“Often the only difference between a problem being painful or being powerful is a sense that we chose it, and that we are responsible for it.”

“There is a simple realization from which all personal improvement and growth emerges. This is the realization that we, individually, are responsible for everything in our lives, no matter the external circumstances.”

“We don’t always control what happens to us. But we always control how we interpret what happens to us, as well as how we respond.”

“The more we choose to accept responsibility in our lives, the more power we will exercise over our lives. Accepting responsibility for our problems is thus the first step to solving them.”

“You are already choosing, in every moment of every day, what to give a fuck about, so change is as simple as choosing to give a fuck about something else. It really is that simple. It’s just not easy.”

“Growth is an endlessly iterative process. When we learn something new, we don’t go from “wrong” to “right.””

“Certainty is the enemy of growth. Nothing is for certain until it has already happened—and even then, it’s still debatable.”

“Some of the most difficult and stressful moments of our lives also end up being the most formative and motivating. Some of the best and most gratifying experiences of our lives are also the most distracting and demotivating.”

“The more something threatens your identity, the more you will avoid it.”

“When we let go of the stories we tell about ourselves, to ourselves, we free ourselves up to actually act (and fail) and grow.”

“The narrower and rarer the identity you choose for yourself, the more everything will seem to threaten you.”

“It’s worth remembering that for any change to happen in your life, you must be wrong about something. If you’re sitting there, miserable day after day, then that means you’re already wrong about something major in your life, and until you’re able to question yourself to find it, nothing will change.”

“Improvement at anything is based on thousands of tiny failures, and the magnitude of your success is based on how many times you’ve failed at something.”

“Our most radical changes in perspective often happen at the tail end of our worst moments.”

“If we follow the “do something” principle, failure feels unimportant. When the standard of success becomes merely acting—when any result is regarded as progress and important, when inspiration is seen as a reward rather than a prerequisite—we propel ourselves ahead.”

Citati iz knjige “Okruženi idiotima – Thomas Erikson”

Prema autoru knjige i korištenoj DISC metodologiji ljudi svrstani u 4 kategorije. Svaki čitatelj se može pronaći u nekoj od boja ili više njih. Dobra knjiga koja može poslužiti kao uvod u detaljnije istraživanje sličnosti i razlika među ljudima i olakšati međusobnu komunikaciju i suradnju.

Razumijevanje ljudi uvijek će ostati ključan čimbenik u ostvarivanju životnih ciljeva sa što manje poteškoća, bez obzira na to o kakvim je ciljevima riječ.

Odmah bih na početku želio istaknuti da uvijek moramo biti oprezni kad govorimo o mladim ljudima, u ovom slučaju o tinejđeru. Oni još nisu kompletne ličnosti niti karakteri. Mladi još moraju mnogo naučiti o životu općenito. Svi dojmovi koje imaju nisu konačni.

Često se govori da moramo biti fleksibilni i prilagodljivi kako bismo se mogli nositi sa širokim spektrom situacija i kako bismo bili u stanju reagirati na mnogo različitih tipova ljudi. Postoji čak i ime za to – emocionalna inteligencija.

Crveni su nervozni tragači za rezultatima, Žuti su kreativni bonvivani, Plavi su perfekcionistički vitezovi tablica u Excelu, a Zeleni su najuravnoteženiji od svih boja.

Dakle, osnovno pravilo je da Crvenome odgovorite crvenim ponašanjem, Žutome žutim, Zelenome zelenim i, naposljetku, Plavome plavim.

Crveni (dominantni)

Crveni su brzi i, ako je potrebno, vrlo rado će uzeti uzde u svoje ruke. Oni će se pobrunit da se stvari obave. Međutim, kad se previše zalete, postanu opsjednuti kontrolom, pretjeraju u šefovanju i katkad su posve nesnosni. I redovito gaze po tuđim prstima.

Crvene pojedince ne zabrinjavaju rizici. Mnogi Crveni u aktivnoj su potrazi za riskantnim situacijama samo zbog uzbuđenja koje donose.

Trebali biste se odmah usprotiviti njegovu ponašanju. Ne dopustite nikakve prijestupe, nego recite jasno i glasno da nećete tolerirati ružne primjedbe, neugodnosti i ničim izazvane ispade. Zahtijevajte odraslo ponašanje, a ako Crveni izgubi živce, jednostavno izađite iz prostorije. Važno je nikad mu ne dopustiti da vikanjem dobije ono što želi.

Za davanje negativnih komentara Crvenima ne treba vam velika vještina. Treba vam jedino odijelo od azbesta i kosa otporna na vatru. Jer kako god da to učinite, temperatura u prostoriji sigurno će porasti. Ali ako se dobro pripremite, neće biti većih problema. Međutim, ako Crveni ne reagira na to što ste mu rekli, imate razloga za brigu.

Gradite odnose koliko god procjenite da je potrebno. Samo to ne činite s Crvenima. … Pravi Crveni bit će isprovocirani i čak će postati agresivni zapaze li da se netko pokušava sprijateljiti s njima.

Svaljuje krivnju na sve ostale. Crveni je često okružen idiotima, pa mu nije teško izdvojiti žrtvene janjce. I uvijek može preuveličati stvar kad nekoga želi dobrano iskritizirati jer je zabrljao. Pazite se! To je moj savjet jer ćete sigurno osjetiti peckanje kad on zamahne svojim bičem.

Žuti (druželjubivi i optimistični)

Žuti mogu biti zabavni, opušteni i popraviti atmosferu u svakome društvu u kojem se nađu. Međutim, kad dobiju neograničen prostor, isisat će sav kisik iz prostorije, neće nikome dati da dođe do riječi, a njihove će priče imati sve manje veze sa stvarnošću.

Stvar je u tome da je Žuti često nezainteresiran za ono što drugi govore jer bi on to mogao reći neizmjerno bolje od njih. Nije usredotočen, počne razmišljati i drugim stvarima i počne raditi druge stvari. Žuti ne želi slušati, on želi govoriti.

Žuti se boje sukoba. … Žuti može biti izrazito osjetljiv na to jesu li drugi dobro raspoloženi ili ne. Ako ljudi u grupi u kojoj se nalazi nisu dobre volje i agresivnost jednostavno pljušti, Žuti neće biti nimalo sretan.

Da sam dobio jedan dolar svaki put kad sam čuo Žutoga kako svoju totalno suludu odluku objašnjava argumentom da je imao dobar osjećaj, mogao bih jesti u Esplanadi.

Žutome novo znači uzbudljvio. Žuti su tzv. rani usvajači ili, drugim riječima, obično će prvi isprobati nešto novo.

Priče im najčešće počinju riječju ja. Ja želim, ja mislim, ja mogu, ja znam, ja ću… To je za njih prirodno. Dragi su im ljudi, ali postoji nešto što im je još draže: oni sami.

Žuti više govore nego što rade. Rado će pričati o svemu što bi trebali obaviti umjesto da se prihvate posla i obave ga.

Žutom ćete prijatelju pomoći tako da se pobrinete da zabije lopatu u zemlju i počne kopati. Pogurajte ga, ali učinite to vrlo nježno. Odnosite se prema njemu kao što biste se odnosili prema djetetu. Budite ljubazni, ali nedvosmisleni. Zamijeti li da mu pokušavate biti menadžer, stvar bi se mogla prilično zakomplicirati. Žuti mrze osjećaj da ih se nadzire. Nema sumnje da su oni boja koja treba najviše pomoći da se pokrene, ali to im se nimalo ne sviđa. Žuti su slobodne duše i ne slušaju nikoga osim sebe.

Žuti su odlični u mnogim stvarima. Jedna od njih je da vole mijenjati stvari. Po mogućnosti stalno.

Kad je riječ o promjenama, Žuti su nesumnjivo njihovi zagovornici, ali trik je u tome da prijedlog za promjenu mora doći od njih samih. Povratne informacije izvana ne padaju uvijek na plodno tlo.

Možda to ne biste očekivali, ali Žute je zapravo najteže promijeniti – zbog njihove fleksibilnosti i kreativnosti. Ne slušaju vas i provest će samo one promjene koji su se sami dosjetili. Najbolji pristup je da im što više masirate ego i da im stavljate riječi u usta. Isplati se zapamtiti da se njhova loša memorija odnosi i na ljutnju. Premda se osjećaju grozno kad ih netko kritizira, čak i to vrlo brzo padne u zaborav.

Prije nego što vam padne na pamet dati negativne povratne informacije Plavome – za Boga miloga, pobrinite se da znate o čemu govorite. Dopustite da vas podsjetim da Plavo točno zna što je učinio i ima mnogo bolje oko za detalje od vas. Zato se pobrinite da imate spremne sve činjenice prije nego što uopće dođete na tu pomisao.

Plavi (organizirani i analitični)

Katkad je moguće da se Plavi posve suzdrži od ulaska u bilo što jer ne može procijeniti rizike.

Malo je onih koji mogu beskonačan broj puta ponoviti iste radne aktivnosti, svaki put na posve identičan način, kao što to Plavi mogu. Krasi ih jedinstvena sposobnost kategoričkog pridržavanja uputa od slova do slova bez propitivanja – pod uvjetom da su ih razumjeli i da su ih od početka smatrali dobrima.

Mnogi Plavi koje sam u životu upoznao ne kažu ni jednu nepotrebnu riječ. Jednostavno su takvi. Znači li to da nemaju što reći? Ili da nemaju mišljenje o različitim stvarima? Ne, ne znači ništa od toga. Samo su vrlo, vrlo introvertirani. Plavi su mirni i vrlo stabilni ljudi. … Koji je razlog njihove šutljivosti? Jedan od njih je što oni, za razliku od Žutih, ne osjećaju potrebu da ih se čuje. Nije im nikakav problem sjediti u kutu gdje ih nitko ne čuje i ne vidi.

Analitički su Plavi smireni, staloženi i uvijek dobro promisle prije nego što progovore. Sposobnost da zadrže hladnu glavu nesumnjivo je zavidna osobina za sve koji to ne mogu. Međutim, njihovo se kritičko razmišljanje lako može pretvoriti u sumnjičavost i preispitivanje ljudi oko njih.

Plavoga ne zanima čavrljanje. Lako će ostaviti dojam da ga nije briga za druge jer s drugima ne njeguje odnose. Zapravo mu je stalo, ali su njegove potrebe na drugačijoj razini u odnosu na potrebe ostalih. Voli biti sam sa sobom i s najužom obitelji i to je to. Posljedice su očite za sve oko njega: smatraju ga bezosjećajnim i distanciranim. Njegova je zona posve očita i može biti vrlo hladna, osobito za Žute i Zelene.

Dopustite mi da vas ponovno podsjetim da je Plavi introvert, a to znači da je većina njegovih emocija ispod površine.

Plavi će se vrlo studiozno pripremiti. Ako ste se dogovorili naći na određenome mjestu u određeno vrijeme, budite sigurni da će se pojaviti. Plavi će proučiti materijal od početka do kraja, proanalizirat će sve do najmanjega detalja i bit će spreman za razgovor o svemu u okviru zadatka. Imat će alternativan plan kao i plan za slučaj nepredviđenih okolnosti.

Plave mušterije ne postavljaju pitanja da nešto doznaju, nego da potvrde ono što su već provjerili.

Podsjetite se da će Plavi rijetko ili čak nikad pitati što ima novoga ili pokazati zanimanje za vaše osobne probleme. Ni vi njega ne pitajte kako mu ide na osobnome planu. … S vremenom će se otvoriti, bude li htio. Nije riječ o tome da mu se ne sviđate, samo ponajprije želi raditi.

Detalji su važni, ako ne i ključni. Želite li doista doprijeti do Plavoga, morate se pobrinuti da budete vrlo precizni. Aljkavost, odnosno napraćenje detalja, nikad neće naići na njegovo odobravanje.

No stvar je u tome da kad introvertirani Plavi počne govoriti, nikad ne prestaje. Sve mora opisati. I što posebno izluđuje, čini se da se sjeća… baš svega.

Plavi pod stresom dodatno uspore tempo jer se nema vremena ni za kakve pogreške. Bolje je biti vrlo pažljiv kako bi se izbjegli popravci koji gutaju vrijeme.

Plavi nema ego koji treba napuhivati i odmah će prozreti vaše pokušajte da upakirate kritiku koju mu zapravo želite uputiti. Zato se držite činjenica.

Usto morate zapamtiti i da će Plavi, premda je jako teško uspjeti u tome da povratne informacije dopru do njega i da ih prihvati, istodobno spremno kritizirati druge. Sjetite se da on vidi sve pogreške koje drugi rade i može vam ukazati na vaše pogreške kad to najmanje očekujete. Ne zato što je otvoreno osvetoljubiv, nego zato što ste jednostavno zabrljali.

Raširena je zabluda da Plavi nisu u stanju donositi odluke, jer to zapravo nije točno. .. U načelu su iznimno oprezni i sigurnost im je često na prvom mjestu. Dok bi Crveni ili Žuti bez problema riskirali, Plavi će uvijek pričekati i o svemu još jednom razmisliti.

Metaforički rečeno, Plavi imaju jednako veliku bačvu za pivo kao i Zeleni, ali među njima je jedna presudna razlika. Na dno bačve postavljena je praktična mala slavina koja Plavome služi kao ventil kroz koji može ispustiti dio sadržaja. A ako želi, može i regulirati tlak. … Nezadovoljstvo koje Plavi osjeća iz njega izlazi u obliku sitnoga gunđanja.

Zeleni (opušteni i prijateljski nastrojeni)

Ljubazni su Zeleni ugodno društvo jer su opušteni i vedri. Nažalost, mogu biti pretjerano neodlučni i nejasni. S osobom koja nikad ne zauzima stav naposljetku postane vrlo teško jer s njima nikad ne znate na čemu ste. Neodlučnost ubija energiju u drugim ljudima.

Ostanete li kod kuće, malo što može poći po zlu, zar ne? No Zeleni ne razumiju da mnogi drugi žele nešto raditi. Zelenome se podrazumijeva da svi razmišljaju poput njega i ne diže se s kauča. Zadovoljan je time da ne radi ništa. Sve što ugrožava to gledište postaje prijetnja. A rezultat? Rezultat je još više pasivnosti.

To je paradoks Zelenoga što su planovi veći, njegova je predanost manja. Želi samo mir i tišinu i ništa više od toga.

To je još jedna vještina koja krasi Zelene – držati frustriranost u sebi i osjećati se grozno tako da svi to vide.

Kad se moraju osloboditi pritiska, Zeleni će govoriti o vama iza vaših leđa. … Sve dok misle da mogu umaknuti vašem pogledu, ogovarat će vas iza leđa onako kako nikad ne biste očekivali od Zelenoga.

Sigurnost će uvijek biti važna. Zeleni se doista brine oko svega što bi se moglo dogoditi. Nesigurnost mu se nimalo ne sviđa.

Zeleni ne želi biti nigdje gdje je previše nesigurno. Teži isključivo stabilnosti i ne želi znati ništa o ludom kockanju.

Zeleni koje sam tijekom godina upoznao u svojoj ulozi trenera rekli su mi da ih sve te potencijalne opasnosti u većoj ili manjoj mjeri paraliziraju. Ne uspijevaju pronaći izlaz iz svojih kaotičnih razmišljanja o rizicima i grozotama. Kao da posve izgube moć djelovanja. A budući da nemaju potrebu smišljati stvari koje će raditi, mnogo je lakše jednostavno ostati kod kuće. Kod kuće kraj ognjišta gdje je lijepo i sigurno.

Oni koji su prije više od stotinu godina emigrirali u Ameriku sigurno nisu bili Zeleni. Zeleni se nikad ne bi ukrcali u brod jer tko zna što bi se moglo dogiditi na putu? A čak i ako prežive putovanje na drugu stranu svijeta, tko može sa sigurnošću reći da će vas ondje dočekati mjesto pogodno za život? … Zamislite da dođete tamo i budete još očajniji nego što ste bili kod kuće? Kod kuće barem znate što imate, a nemate pojma što biste mogli dobiti ako odete.

Ništa nije preveliko da se ne bi moglo ignorirati. Proaktivnost i motiviranost te aktivan stil života – sve te stvari narušavaju mir. I Zeleni time neće biti oduševljen. Neće biti nimalo sretan ako stalno smišljate nove aktivnosti.

Ne sviđaju im se vikendi s prenatrpanim rasporedom. Posjetiti punicu, organizirati piknik, odvesti sina na nogometni trening, očistiti garažu, pozvati susjede na večeru – Zelenome sve postaje teret, a naposljetku često završi tako da ne obavi ništa od onoga što je planirao. Zeleni sklizne ispod radara i posve nestane. Trebaju mu mir i tišina da bi bio u stanju raditi ono u čemu je najbolji. Od mira i tišine osjeća se dobro.

Stabilnost i predvidljivost su za Zelenoga iznimno vrijedni sastojci.

Čim se rasplamsa rasprava ili se namrštite u pogrešnome trenutku, Zeleni se odmah povlači. Sve bi moglo biti potencijalni sukob, a za Zelene je to vrlo loše stanje. Zatvore se u sebe, utihnu i postanu pasivni.

Kritiziranje Zelenoga može biti okrutno. Osjećat će se loše i neće više htjeti sudjelovati ni u čemu. U načelu imaju slabiji ego koji je često i vrlo samokritičan.

Mnogi Zeleni tumaraju kroz život sa željom da su brojne stvari drugačije. Ali rijetko imaju motivaciju učiniti nešto glede toga. I samo nastave biti nezadovoljni.

Zeleni bih temperament usporedio sa 400-litrenom pivskom bačvom. … Većina Zelenih funkcionira upravo tako. Primaju i prihvaćaju i nikad se ne bune. … Znači li to da nemaju mišljenje? Nikako. Zeleni imaju mišljenje o svemu i svačemu, baš kao i svi ostali. Samo ne govore o njemu. A to je često problem. Pune tu bačvu. Iz tjedna u tjedan Zeleni prihvaća jednu zamijećenu nepravdu za drugom – obratite pozornost na to da sam rekao zamijećenu. Može potrajati i nekoliko godina dok se bačva ne napuni.

Postane vrlo rezerviran i gotovo bezosjećajan. Govor tijela postane mu krut i zatvoren, a ako ste vi uzrok njegova stresa, jasno će vam pokazati da ne želi imati ništa s vama. Ima čak i Zelenih koji pokazuju snažnu apatiju. Postanu hladni i nezainteresirani, čak i prema ljudima do kojih im je u normalnim okolnostima jako stalo.

Citati iz knjige “Peer Reviews in Software – Karl E. Wiegers”

Vrlo zanimljiva knjiga koja može poslužiti kao smjernica za uvođenje peer review programa u proces razvoja softvera. Kako navodi autor, dalje sve ovisi o specifičnim potrebama organizacije koja uvodi novi proces.

Kao i kod drugih vrsta promjena stvara se otpor, a ova knjiga na praktičan način donosi potencijalna rješenja kako taj otpor savladati. Niti od najboljeg procesa neće biti koristi ako ljudi koji bi to trebali provoditi nisu spremni na promjenu ili joj se aktivno protive.

Code review je definitivno dobra praksa i svi iz toga mogu samo naučiti.

Ovo je samo jedna od knjiga koju sam pročitao tijekom 2022. godine.

[1] The Quality Challenge

Often you are too close to your own work to spot errors you’ve made.

You need a fresh perspective -a pair of eyes that hasn’t seen the code before and a brain that thinks in a different way.

Looking Over the Shoulder

The term ‘peer review’ is sometimes misinterpreted to mean that people are evaluating a coworker’s performance. Not so – the point of any peer review is to critique a work product, not the individual who created it.

Quality Isn’t Quite Free

Reviews don’t slow the project – defects do.

Reviews are waste of time only if your work products do not contain defects the reviews could find.

The defects are there whether you look for them or not; it’s just a question of how much it will cost to fix them when they finally raise their ugly heads.

It is cheaper to prevent defects than to remove them after you have completed implementation or shipped the product.

If the cost of establishing and sustaining a review program, training your team, and holding reviews (the investment) is less than what you save through reduced rework and enhanced customer satisfaction (the return), you come out ahead.

A common perception is that peer reviews are a luxury that schedule-driven projects cannot afford. Yes, reviews take time, but whether they take too much time is a business issue.

‘Good enough’ quality means the product must be good enough for the customer to willingly use it more than once.

[2] A Little Help from Your Friends

If you’re going to hold successful peer reviews, you have to overcome this natural resistance to outside critique of your work.

Scratch Each Other’s Back

Egoless programming addresses the fact that people tie much of their perception of self-worth to their work. You can interpret a fault someone finds in an item you created as a shortcoming in yourself as a software developer – and perhaps even as a human being.

Reviews and Team Culture

Reviews can result in two undesirable attitudes… Some people become lax in their work because they’re relying on someone else to find their mistakes, just as some programmers expect testers to catch their errors. The other extreme to avoid is the temptation to perfect the product before you allow another pair of eyes to see it.

Reviewers should thoughtfully select the words they use to raise an issue, focusing on what they observed about the product.

To accelerate this culture change, managers should encourage and reward those who initially participate in reviews, regardless of the review outcome.

The attitude and behavior that managers exhibit towards reviews affect how well the reviews will work in an organization.

If reviews aren’t planned, they won’t happen.

Without visible and sustained commitment to peer reviews from managers, only those practitioners who believe reviews are important will perform them.

A dangerous situation arises when a manager wishes to use data collected from peer reviews to assess the performance of the authors.

Software metrics must never be used to reward or penalize individuals.

Factors that contribute to the underuse of reviews include lack of knowledge about reviews, cultural issues, and simple resistance to change, often masquerading as excuses.

People who don’t want to do reviews will expend considerable energy trying to explain why reviews don’t fit their culture, needs, or time constraints.

Four cultural paradigms found in software organizations: closed, open, synchronous, and random.

Guiding Principles for Reviews

All peer reviews should follow several basic principles:
– check your egos at the door
– keep the review team small
– find problems during reviews, but don’t try to solve them
– limit review meetings to about two hours
– require advance preparation

[3] Peer Review Formality Spectrum

Several kinds of peer reviews that span a range of formality and rigor.

The Formality Spectrum

I recommend that you begin performing inspections at the outset to gain experience so you can judge when a less formal review approach is appropriate and when it is not.

An inspection is the most systematic and rigorous type of review.

Inspection has been identified as a software industry best practice.

An important aspect of an inspection is that participants other than the work product’s author lead the meeting.

Inspections are especially important for high-risk products that must be as free of defects as possible.

Team reviews are a type of ‘inspection-lite’, being planned and structured but less formal and less rigorous than inspection. … The author might lead a team review, whereas in an inspection the author is not permitted to serve as the moderator.

A walkthrough is an informal review in which the author of a work product describes the product to a group of peers and solicits comments.

Walkthroughs are informal because they typically do not follow a defined procedure, do not specify exit criteria, require no management reporting, and generate no metrics.

Authors can use walkthroughs to test their ideas, brainstorm alternative solutions, and stimulate the creative aspects of the development process.

In pair programming, two developers work on the same program simultaneously at a single workstation.

Pair programming is not specifically a review technique. Instead, it is a software development strategy that relies on the synergy of two focused minds to create products superior in design, execution, and quality.

Peer desk check – infrequent compilations to find errors in the hope of ensuring a clean execution.

A desk check is a kind of self-review, not a peer review.

In a peer desk check (also known as a buddy check and pair reviewing), only one person besides the author examines the work product.

A peer desk check depends entirely on the single reviewer’s knowledge, skill, and self-discipline, so expect wide variability in results.

The peer desk check is the cheapest review approach.

A passaround or distribution is a multiple, concurrent peer desk check. Instead of asking just one colleague for input, the author delivers a copy of the product to several people and collates their feedback.

Ad hoc reviews are the most informal type of review, having little impact beyond solving the immediate problem.

One way to select the most appropriate review method for a given situation is to consider risk: the likelihood that a work product contains defects and the potential for damage if it does.

[4] The Inspection Process

Inspector Roles

The most obvious role is that of the author, also called the producer or owner. The author usually created the work product being inspected, although he might be maintaining a product that someone else created.

The moderator works with the author to plan the inspection, keeps the meetings on track, and leads the inspection team to a successful outcome.

The reader (also known as the presenter) describes to the other participants the material being inspected during the inspection meeting. Logging the defects, issues, and comments raised during the meeting is the job of the recorder or scribe.

A fundamental characteristic of inspection is that the author is not permitted to serve as the moderator, reader, or recorder.

Although the author knows more about the product than anyone else does, he is too close to it to be objective. It’s hard for the author to remain egoless if he is controlling the inspection meeting or presenting the material to the other participants.

The reader typically paraphrases the work product, stating his interpretation in his own words.

The reader’s interpretation often reveals ambiguities, hidden assumptions, inadequate documentation, style problems that hamper communication, or outright errors.

Reading also gives at least one other inspector – the reader – a good understanding of the author’s work.

Rotate the reader role among your team members from one inspection to the next to share the burden of preparing for this challenging function.

Inspection Team Size

Keep your inspection teams small, between three and seven participants in most situations.

If the team is too large, distracting side discussions are likely to erupt.

The more people involved, the harder it is to schedule a meeting.

Inspection Process Stages

The author initiates planning by announcing that a deliverable will be soon ready for inspection.

The moderator is responsible for inviting the other participants.

The overview is typically conducted through an informal meeting in which the author describes the important features, assumptions, background, and context of the work product.

Defect detection begins during the individual preparation stage.

During the meeting, the reader describes the work product to the rest of the inspection team, one small portion at a time.

Issue log is the primary deliverable from the inspection meeting.

The next step is for the author to address each item on the issue log. The moderator might assign certain issues that arise during the meeting to people other than the author for resolution.

Typically, the moderator or another designed individual (the verifier) meets with the author to ensure that all issues and defects were resolved appropriately.

As with the other inspection activities, casual analysis is intended to explore shortcomings in the software development processes the team is using, not in the performance of individual team members.

Variations on the Inspection Theme

Measurement is a critical element of their inspection technique because it aids in determining and maximizing the return on investment from inspection.

Defect prevention is the ultimate reward from an inspection program.

Properly practiced, any inspection technique will give your team substantial improvements in quality, productivity, and knowledge exchange.

[5] Planning the Inspection

The first issue is to decide whether you really need an inspection.

When to Hold Inspections

Plan to inspect a work product when it reaches a completion milestone and is ready to be passed on to the next development step.

One company that began inspecting requirements specifications found that many inspection issues were questions of scope: does a specific requirement even belong in the product? If you resolve scope issues early in the project, people won’t waste time implementing unnecessary requirements.

The inspection Moderator

All of your team members should become comfortable with performing the roles of inspector, author, recorder, and reader. The moderator role, however, is more specialized.

The moderator plays a vital role in an effective inspection.

Avoid using nontechnical meeting facilitators to moderate inspections.

Also, do not allow anyone in the author’s management chain to moderate an inspection.

Selecting the Material

During the planning stage, the author and moderator decide whether to examine the entire deliverable or just selected portions.

Guidelines for choosing the artifacts to inspect:
– Fundamental and early-stage documents, such as requirements specifications and prototypes
– Documents on which critical decisions are based, such as architectural models that define the interfaces between major system components
– The parts you aren’t sure how to do, such as modules that implement unfamiliar or complex algorithms or enforce complicated business rules and other areas in which the developers lack experience or knowledge
– Components that will be used repeatedly

Inspection Entry Criteria

Entry criteria state the conditions that must be satisfied before you can execute a process with confidence of success.

One general entry criterion is that all participants have been trained in the inspection process.

For a reinspection, all issues from the previous inspection must have been resolved.

Assembling the Cast

Because inspections encompass both technical and social aspects, the success of an inspection depends heavily on who participates.

If you’re going to establish a successful inspection program in your organization, every team member must participate.

Consider whether interpersonal issues might inhibit the ability of certain individuals to inspect a particular author’s work.

The conventional wisdom is that managers may not inspect deliverables created by people who report to them. The rationale behind this restriction is that managers will be tempted to evaluate authors, even subconsciously, based on defects identified during the inspection.

Limit the presence of observers who do not actively contribute to the inspection. Observers increase the inspection’s cost while adding no value to the product.

The Inspection Package

The author should freeze the work product so it doesn’t change prior to the inspection meeting.

Inspection Rates

The more material the team covered in an hour, the fewer defects were discovered per page.

A single inspection meeting should not last more than about two hours.

Schedulig Inspection Events

Rather than using a fixed inspection schedule, allocate a portion of each week’s planned effort for inspections on an average basis, recognizing that some weeks will be busier than others.

[6] Examining the Work Product

The Overview Stage

The overview stage brings all inspection participants up to speed on the scope, purpose, context, history, and rationale of the initial deliverable.

The overview often is conducted as a meeting of 30 to 60 minutes in duration, which the author leads.

The primary goal of the overview is education.

The Preparation Stage

During preparation, all inspectors first read through the deliverable to make sure they understand it.

Preparation is especially critical for the reader and the recorder.

Preparation Approaches

The moderator can assign certain preparation objectives to specific inspectors to exploit their specialized technical knowledge or to ensure that all checklist items are addressed.

You don’t want everyone to look closely at the first one-third of a large work product, a few to get to the middle third, and just one stalwart inspector to flip through the final portion.

One disadvantage of having inspectors prepare in different ways is that you must rely on all of them to prepare effectively because there is no redundancy on which to fall back.

Checklists that identify typical defects found in various software work products are an important part of an organization’s inspection infrastructure.

Checklists are usually written in the form of questions for the inspector to ask about the deliverable he is examining, grouped into logical categories.

Rule sets provide an objective way for an inspector to judge whether a work product is correct and complete. Rule violations are defects.

Selecting appropriate analysis techniques from a palette of options is more powerful than always using checklist or just reading through the work product.

Evaluating requirements for testability reveals incomplete, ambiguous, and inconsistent requirements.

Perspective-based reading (PBR) defines steps that inspectors can follow when reading a specific type of document to improve their understanding of it and look for problems.

Scenarios are procedures that help inspectors find specific types of defects, such as missing requirements, inconsistencies, ambiguities, or incorrect functionality.

Missing requirements are among the most difficult requirement problems to detect.

An inspection that identifies unnecessary requirements pays for itself by reducing the project’s development effort.

Inspections can be applied to screenshots, prototypes, paper prototypes, and user interface architecture dedigns such as dialog maps.

Rather than reading sequentially through the code listing, inspectors traverse the hierarchical structure of the code, following function calls down the call tree as they are encountered.

[7] Putting Your Heads Together

The Moderator’s Role

The moderator leads the inspection meeting and plays a major part in a successful inspection.

Launching the Meeting

If the moderator judges that some participants are not properly prepared, he has the authority – and the responsibility – to reschedule the meeting.

The moderator should follow up with inspectors who did not submit any defects. If those inspectors didn’t prepare, either they do not attend the inspection meeting or the moderator reschedules the meeting for a later date.

Conducting the Meeting

Inspection meetings are draining and stressful, even when performed professionally by experienced participants.

During preparation, the reader chooses the most effective sequence and technique for presenting the material being inspected.

The moderator should watch the participant’s body language. A furrowed brow suggests that an inspector is confused or is contemplating making a comment.

Check the body language to see if the inspectors seem to be tuning out, tapping their feet in irritation, or displaying that „come on, let’s move along!“ facial expression.

Most commonly, the reader pauses briefly after presenting each section of material to permit inspectors to offer comments.

An alternative is to use a round-robin approach, asking each inspector in turn for his observation after the reader has presented each section.

[8] Bringing Closure

The Rework Stage

The author must address every issue on the inspection issue log and typo lists received from the inspectors.

The Follow-Up Stage

One purpose of follow-up is to verify that the author resolved all open issues from the inspection meeting appropriately.

Tracking inspection issues to closure is a characteristic of a mature inspection process.

A second objective of follow-up is to determine that the changes made in the initial deliverable were made correctly, without introducing secondary defects.

Inspection Exit Criteria

When you reach this point of stability in your inspections and your development processes, you can predict approximately how much material you can inspect per hour and how many defects you are likely to find.

[9] Analyzing Inspection Data

Why Collect Data?

Data answers important questions, provides quantifiable insights and historical perspective, and lets you base decisions on facts instead of perceptions or memories.

Don’t make your measurement process so elaborate that it inhibits the inspections themselves. Establishing a peer review culture and finding bugs is more important than meticulously recording masses of data.

Some Measurement Caveats

The first time a practitioner is punished for some data he reported is the last time the manager will get accurate data. Word of such misuse of the data spreads quickly among the other team members.

Beware the phenomenon known as measurement dysfunction. Measurement dysfunction arises when the measurement process or the ways in which managers use the data lead to counterproductive behaviors by the people providing the data.

Measuring the Impact of Inspections

A general heuristic is that each major defect that is not found by inspection requires an average of about nine to ten hours to correct later on.

[10] Installing a Peer Review Program

Simply knowing the mechanics of inspections and other types of peer review doesn’t guarantee that everyone will perform them routinely or effectively.

The Peer Review Process Owner

Look for a manager who strongly believes in reviews and is willing to devote energy to making the program succeed.

If no one has responsibility for adjusting the process, improvements won’t be made when the early adopters encounter problems.

Prepairing the Organization

Expect to hear, „We’re already too busy; we don’t have time for reviews,“ both as a genuine concern and as a sign of resistance.

Don’t waste a lot of energy trying to convert people who aren’t going to be willing review participants no matter what you say or do. The train is coming through; they can get on board or get out of the way.

Establishing and sustaining a new process in a software organization. First, you need a documented process.

If you’re serious about incorporating reviews into routine use, issue a written review policy.

A policy without accountability is merely a suggestion.

A meaningful policy demands management commitment at all levels. If your project manager isn’t interested in reviews despite the organizational policy, you’ll conduct reviews only if they are personally important to you.

The bottom line from any process improvement effort is that the team members apply the new practices routinely, not just when it is convenient or when someone reminds them.

Process Assets

Don’t expect your team members to perform peer reviews effectively unless they have a written process description and supporting work aids, collectively termed process assets.

At a minimum, start with one review procedure and the basic review forms.

Rather than trying to devise the ultimate review process right out of the gate, start with a non-intimidating process that provides a solid foundation on which your review program can grow.

The Peer Review Coordinator

Organizations should identify an individual to coordinate the program on a day-to-day basis.

The ideal peer review coordinator is an experienced inspector and moderator who thoroughly understands the technical and social aspects of reviews.

Moderators give him the size, time, effort, and defect data from their inspections, and he generates summary reports and analyzes the metrics. Based on this data analyzis, the coordinator offers process improvement suggestions.

Peer Review Training

It’s demoralizing for developers to walk out of a seminar motivated to use new software practices, only to face resistance from a manager who doesn’t understand or value the new techniques.

Piloting the Review Process

New processes that look good on paper often require adjustment in practice.

[11] Making Peer Reviews Work for You

Weaving peer reviews into the cultural fabric of an organization takes time.

Critical Success Factors

The people involved and their attitude toward quality are the greatest contributions to a review program’s success.

Even motivated team members will struggle to perform reviews if you don’t obtain management commitment.

Critical elements:
– Train reviewers and review leaders
– Allocate time in the project plan for reviews and rework
– Set goals for the review program
– Identify a review champion
– Review early and often, formally and informally
– Analyze your early reviews

Review Traps to Avoid

Participants don’t understand the review process.

The review process isn’t followed.

The right people do not participate.

Review meetings drift into problem-solving.

Reviewers focus on style, not substance.

Troubleshooting Review Problems

People who strongly oppose the review program can damage it, but don’t be held captive by the most recalcitrant members of your organization. If managers and opinion leaders instill pride of craftsmanship and an appreciation of software engineering best practices in the organization, most team members will give reviews a try.

[12] Special Review Challenges

Large Work Products

To get the greatest return from your review investment, use risk analysis to identify the components in which undetected errors could cause the greatest future problems.

Sampling portions of a large work product provides an indication of its overall quality and helps you judge whether it’s worth looking carefully at more than just a few pages.

Generated and Nonprocedural Code

There is little point in manually reviewing code generated by graphical user interface builders, visual development tools, and the like.

Too Many Participants

Sometimes people invite themselves to inspections for political or managerial, not technical reasons.

Citati iz knjige “Izvan reda: još 12 pravila za život – Jordan B. Peterson”

Nakon knjige “12 pravila za život” došao je na red i njegov nastavak pod naslovom “Izvan reda: još 12 pravila za život”.

Ova me knjiga nije toliko oduševila. Vjerovatno sam imao puno veća očekivanja.

Nisam se u njoj toliko pronašao niti sam imao osjećaj da se autor obraća meni.

Neke ideje su reciklirane iz prve knjige na način koji mi nije toliko “sjeo”.

U nastavku izdvajam nekoliko citata kao i popis novih 12 pravila.

1. pravilo – nemojte olako kritizirati društvene institucije i kreativna postignuća

1.1. – Međutim, ljudi su društvena bića par excellence i posvuda oko sebe možemo pronaći i mudrost i vodstvo ugrađene u društveni svijet. Zašto se oslanjati na vlastite ograničene sposobnosti da zapamtimo put ili da bismo se znali orijentirati na novom teritoriju kad se možemo osloniti na znakove i putokaze koje su drugi s toliko truda već postavili?

2. pravilo – zamislite tko biste mogli biti i svesrdno tome težite

2.1. – Zadajte si nekakav cilj. Izaberite ono najbolje što trenutno možete zamisliti. Bezglavo se tome posvetite. Putem uočavajte svoje pogreške i zablude, suočavajte se s njima i ispravljajte ih.

3. pravilo – ne skrivajte neželjene stvari u magli

3.1. – Prvo, ako se nešto događa svakoga dana, važno je, a ručak je svakodnevna stvar. … Drugo, ljudi često dopuštaju da navodno sitne iritacije (koje, kako rekoh, nisu sitne ako se stalno događaju) traju godinama, bez komentara ili rješenja.

3.2. – Uostalom, put do Svetoga grala počinje u najmračnijem dijelu šume, a ono što trebate skriveno je tamo gdje najmanje želite gledati.

4. pravilo – uočite da prilike leže tamo gdje su se drugi odrekli odgovornosti

4.1. – Nije dobro biti najstarija osoba na studentskoj zabavi. To je očaj prerušen u ležerno buntovništvo, a s njim dolaze i osjetljiva malodušnost i arogancija. To odiše Nigdjezemskom. Jednako tako, privlačni potencijal talentirana dvadesetpetogodišnjaka bez cilja u tridesetoj počinje izgledati beznadno i patetično, a u četrdesetoj je već odavno premašio rok trajanja. Morate žrtvovati nešto od svoga mnogostrukog potencijala u zamjenu za nešto stvarno u životu. Ciljajte na nešto. Dovedite se u red. Ili snosite posljedice. A koje posljedice? Sva patnja života, bez trunke smisla. Ima li boljega opisa pakla?

5. pravilo – ne činite ono što mrzite

5.1. – Ako se zbog onoga što radite impulzivno istresate na druge; ako vam ono što radite podriva motivaciju da idete naprijed; ako i zbog onoga što radite i zbog onoga što ne radite osjećate prijezir prema samom sebi i prema svijetu (što je još gore); ako vam se zbog načina na koji živite teško buditi ujutro s vedrinom i radošću; ako vas muči snažan osjećaj da ste sama sebe izdali – onda možda ignorirate taj tihi, mali glas jer ste skloni misliti da na njega pozornost obraćaju samo slabi i naivni.

6. pravilo – napustite ideologije

6.1. – Put ressentimenta put je iznimne ogorčenosti. To je dobrim dijelom posljedica nastojanja da neprijatelja radije tražimo vani nego unutra. Primjerice, ako je problem bogatstvo, a bogate vidimo kao razlog postojanja siromaštva i svih drugih problema u svijetu, onda su bogati nužno neprijatelji – poistovjećuje ih se sa samim zlom i njegovim demonskim utjecajem na psihu i društvo. Ako je problem moć, onda oni koji imaju bilo kakvu vlast predstavljaju jedini uzrok sve patnje u svijetu. Ako je problem muževnost, onda sve muškarce (ili čak sam koncept muškoga)treba napasti i obezvrijediti. Takva podjela svijeta na druge kao đavle i nas kao svece opravdava sebeljublje i mržnju, a to su neophodne sastavnice za moral ideološkoga sustava.

7. pravilo – dajte sve od sebe barem u jednoj stvari i vidite što će se dogoditi

7.1. – Ciljajte. Gađajte. Sve je to dio sazrijevanja i discipline, sve je itekako vrijedno i dragocjeno. Ako ni da što niste usredotočeni, sve će vas mučiti. Ako nemate jasan cilj, nemate što činiti i nemate ništa iznimno vrijedno u životu, zato što vrijednost podrazumijeva vrednovanje opcija i žrtvovanje onih nižih u korist onih viših.

7.2. – Puno je bolje postati nešto, nego ostati bilo što i ne postati ništa.

8. pravilo – jednu sobu u svojoj kući nastojte učiniti što ljepšom

8.1. – Teško je nešto učiniti lijepim, ali je itekako vrijedno truda. Ako nešto u životu učinite istinski lijepim – barem jednu stvar – to znači da ste uspostavili vezu s ljepotom. Potom taj odnos možete početi širiti i na druge elemente svoga života i svijeta.

9. pravilo – ako vas progone stare uspomene, zapišite ih, pažljivo i u cijelosti

9.1. – Moramo se prisjećati svojih iskustava i iz njih izvlačiti pouke. U suprotnom ostajemo u prošlosti, a onda nas opsjedaju uspomene, muči nas savjest, cinični smo zbog gubitka onoga što je moglo biti, ne možemo si oprostiti i ne možemo prihvatiti izazove i tragedije s kojima se suočavamo. Moramo se prisjećati sebe samih, inače ćemo patiti proporcionalno svojem neznanju i izbjegavanju. Moramo iz prošlosti prikupiti sve ono što smo izbjegli. Moramo rasvijetliti svaku propuštenu priliku. Moramo se pokajati za svoje promašaje, razmišljati o pogreškama, postići ono što smo trebali postići i dovesti se u red.

10. pravilo – planirajte i marljivo održavajte romantiku u svojoj vezi

10.1. – Ako želite dugoročno sačuvati romantiku s partnerom, morate imati širu strategiju koja će obuhvatiti cijelu vašu vezu. Ma kakva ta strategija bila, uspjeh će joj ovisiti o vašim pregovaračkim sposobnostima. Za pregovaranje je potrebno da i vi i osoba s kojom pregovarate najprije znate što svatko za sebe treba (i želi) – te da i o jednom i o drugom otvoreno razgovarate.

10.2. – Ne uspijete li odrediti što želite, vaš će nesretni partner morati pogađati što vam se sviđa, a što ne – i vjerojatno ćete ga nekako kazniti ako pogriješi. Uostalom, s obzirom na sve ono što biste mogli željeti – a ne želite – gotovo je sigurno da će pogriješiti. Zbog toga ćete imati razlog kriviti ga – barem implicitno, barem neverbalno, možda i nesvjesno – jer mu nije dovoljno stalo da primijeti ono što ni vi sami niste spremni primijetiti. Mislit ćete, odnosno osjećati (i bez svjesnoga razmišljanja) ovako: “Da me zbilja voliš, ne bih ti trebao govoriti što bi me usrećilo.” To nije dobra strategija za sretan brak.

10.3. – Uostalom, život se uglavnom i sastoji od stvari koje se rutinski ponavljaju. Ili ćete pregovaranjem utvrditi tko je odgovoran za svaku od tih dužnosti ili ćete se zauvijek natezati oko njih neverbalnim borbama, tvrdoglavošću, šutnjom i napola ostvarenim pokušajima “suradnje”. Vaša se romantična situacija od toga neće baš popraviti. Zbog toga je od ključne važnosti da u svojoj kućnoj ekonomiji udarite čvrste temelje svemu što se tiče vođenja domaćinstva.

10.4. – Možda ćete se trebati posvađati na stotine puta. Desetke puta sigurno. No to su svađe sa svrhom, a svrha je raspravljati sve dok se ne pronađe rješenje nakon kojega više neće biti potrebno svađati se oko isstoga problema. Prema tome, cilj je mir, kojega nema bez pregovaranja, a to zahtijeva predanost koja je dovoljno snažna da možete izdržati ozbiljne i velike sukobe.

11. pravilo – nemojte postati ogorčeni, podmukli ni oholi

11.1. – Osim toga, ne možete pobjeći od sebe, a to nije šala. Odlugovlačite, lijeni ste, lažete i činite zlo i sebi i drugima. S obzirom na sve što se urotilo protiv vas, nije ni čudo da se osjećate kao žrtva: kaos, nemilosrdna sila prirode, tiranija kulture i zloća vaše vlastite naravi.

11.2. – Zapravo, mislim da opravdano možemo reći kako ogorčenost i kompleks žrtve često nalazimo kod ljudi kojima je odveć lako u životu, kod onih koji su razmaženi i imaju lažno visoko samopouzdanje.

12. pravilo – budite zahvalni usprkos patnji

12.1. – Prema tome, potpuni slom nakon gubitka voljene osobe više nalikuje izdaji preminuloga negoli dokazu naše ljubavi prema njemu zato što samo umnažamo posljedice te kobne katastrofe. Samo narcisoidni egocentrik može poželjeti da njegovi voljeni beskonačno pate nakon što on umre. Puno je bolje pokazati snagu pred licem smrti – bolje je i za osobu koja umire i za one koji za njom ostaju.