It looks like Xamarin and Microsoft are converging to one compiler collaborating instead of fighting each other.
Io li odio gli uffici open space e sono uno che tende al multitasking.
Tra le tante pagine web che parlano di come si conduce una riunione quella citata in fondo al post è una delle più sintetiche e carine. Secondo me manca solo il 6 consiglio: una riunione deve avere un oraro di inizio e uno di fine. Il primo è da rispettare da parte di tutti il secondo deve essere fatto rispettare da chi la riunione l’ha indotta e la porta avanti.
L’articolo è tutto da leggere per cui vi invito a seguire il link alla fine del testo che cito.
La parte più importante per me è questa:
In their final report the LiMux project officials set out eight points that are crucial to a migration as large and unprecedented as the Munich case:
- Political support is crucial. Without a person like Mayor Ude, and similar supporters at all levels of the administration, the whole process would have failed. The ability to stand up to lobbyists and handle conflicts without cancelling the project is vital. An interview showing Christian Ude’s commitment can be found here.
- Migrating PCs and networks is an ongoing project, not a single step. Acknowledging that migration is a long process, not a “big bang”, has been another important lesson.
- Staff are important. A migration project starts with the IT staff. Motivation is absolutely crucial for both IT staff and users, and needs care and organisation. People have to feel that the project is meant to improve and ease their daily work.
- Respect all levels of organization. The LiMux project had recognized that leaders on all levels of organization were important for the whole project, because their positive role model would have a very strong impact on the motivation of the IT users before and during the migration.
- In most cases, projects like these cannot be planned in advance. The first steps have to be to count, identify and structure the existing IT landscapes. One of the most important benefits for the city of Munich was the reorganisation of the IT structure. For the first time, the admins would know exactly by whom, where, when and why a programme was running – not as a matter of control, but for organisational and quality assurance purposes.
- Beware of heterogeneous IT landscapes. They are far more complex in terms of both administration and migration.
- Professional management of requirements, testing, releases and patches is fundamental.
- Again: Only motivated staff can do this. Keeping staff motivated is a very important factor.