Tag Archives: productivity

Minding your 0s and Os

Some font choices, good and badI was recently burned by a very simple failure of a programming tool I didn’t even know I was using.

We were debugging a SQL statement that was embedded in a Java class (we’ll set aside for now the wisdom of embedding SQL statements into your code; yes, it’s best to parameterize at the very least). The SQL statement looked something like this:


When I ran the code in the Java class, it consistently returned zero rows. But when I ran the query in a SQL console, it returned significantly more records. We spent a lot of time looking at permissions, table structures, Java DAO models, but nothing was explaining the problem.

Until I pasted that code into the SQL console, that is; and then the console returned exactly the same results as the Java class. I pasted the code into a text editor, and pasted the working SQL statement right under it, and fiddled with the font size until it was obvious what the problem was:



Do you see it?

“0” and “O” were not obviously different in my IDE’s default font. Side by side, I could see the difference, but otherwise they were indistinguishable. At some point, this query–which had been sent back and forth through various e-mails–was mistyped into the code, and the expected “O” was replaced with “0”. The default font–the old standby Courier New, as it turns out–was a poor choice for a programmer’s font.

“0” and “O” aren’t the only characters that can make a programmer’s life difficult. “I”, “l”, and “1” have a habit of blending together, and the results can be annoyingly difficult to untangle. And “( )” and “{ }” characters can be devilishly difficult to distinguish in a JSP with a tangle of JSTL, jQuery, and scriptlets.

When I think of my development tools, I seldom think of my font selections. And while an IDE, text editor, browser plugins, and other software are obvious parts of the toolkit, font choices ought to be, too. In my experience, a good programming font should:

  • Distinguish between easily confused characters, like “0” and “O”
  • Make formatting code easy by exaggerating the differences between parentheses and curly braces
  • Belong to the “monospace” family, for easy layout on the screen
  • Be easy on the eyes, scaling well to different monitor resolutions

In my hunt for a good replacement font, I landed on Ubuntu Mono. It puts a dot inside the zero, adds curly flourishes to the lower-case “L” and “I”, has nice big serifs on the capital “I”, and gives a stroke and a bottom serif the “1”. Curly braces, parentheses, and square brackets are easily distinguished. And as an added bonus, its proportional space relative, Ubuntu, is a nice looking font for dialogues and titles inside the IDE. The result is something like this (assuming my @font-face code is working …):

for int l=0; l < O; l++) {      System.out.println("SELECT * FROM CUSTOMERS WHERE STATUS='O' AND ID='" + l + "'");      if(l==1)      {         System.out.println("l==1 but does not equal i or I");      } }

It’s pretty easy to tell which character is which.

I also like Anonymous, which features a slash in the “0”:

for int l=0; l < O; l++) {      System.out.println("SELECT * FROM CUSTOMERS WHERE STATUS='O' AND ID='" + l + "'");      if(l==1)      {         System.out.println("l==1 but does not equal i or I");      } }

And Anonymous Pro, which has an exaggerated stroke on the “1”:

for int l=0; l < O; l++) {      System.out.println("SELECT * FROM CUSTOMERS WHERE STATUS='O' AND ID='" + l + "'");      if(l==1)      {         System.out.println("l==1 but does not equal i or I");      } }

All are clearly preferable to Courier New:

for int l=0; l < O; l++) {      System.out.println("SELECT * FROM CUSTOMERS WHERE STATUS='O' AND ID='" + l + "'");      if(l==1)      {         System.out.println("l==1 but does not equal i or I");      } }

There are a good many other programming fonts that fit my criteria; a search for “programming fonts” turns up handy lists, like Top 10 Programming Fonts” at Hivelogic and a rundown of programming fonts by Jeff Atwood. Whichever font you choose, though, do choose, and choose wisely: you could end up saving yourself quite a bit of trouble and eye strain down the line.

every day, in every way, getting better and better

Pardon our improvements? by John MortonI’ve worked on a variety of projects in my IT career, from small Lotus Notes applications where I’ve been the business analyst, developer, tester, system administrator, and support engineer, to multi-year enterprise initiatives with far-flung teams and huge project management systems where my role has been very narrowly defined. I’ll admit to a preference for the former–I like to write code, and waiting weeks or months for the first solid requirements to trickle in is painfully dull. But all of the projects, like most IT projects, have been plagued by the usual disconnects, missed opportunities, and frustrations with delivering what the users really want on time and on budget.

My current project, though, has been surprisingly successul. We released our first version in November, after two months of development and testing on top of about six months of thorough analysis (most of which happened before I joined the project), and since then we’ve released new and improved versions on a monthly schedule. The customer has been pleased, the application has been solid, and we continue to meet the users’ expectations.

What’s the secret?

To a great extent, it’s due to a very talented team of developers, testers, project managers, analysts, and business users. We work together well, have open and honest communication, and set up realistic and reachable goals for each release. The problem with talent, though, is that it’s not necessarily reproducible; you can’t bank on having good people in every role, or even on having good people at the top of their game most days. A project that relies on talent alone is bound to fail eventually.

What has really worked for this project is a philosophy of continual improvement. Our driving principal has been, to borrow a line from Jeff Atwood, version 1 sucks; ship it anyway.

My current workplace doesn’t have a formal “methodology” for development, no waterfall gate-checks or SCRUM masters, at least that I’ve encountered. There are rudimentary project controls and such to meet corporate governance requirements, but development teams are left largely to organize their own efforts. As a result, we’ve landed on some practices that borrow heavily from various flavors of “agile” development without professing the full “agile” theology; the guidelines that I’ve found work best on this project, and that may be reproducible on other projects, are pragmatic and contingent, flexibly implemented within a loose framework. This may not work everyplace, on every project, and it doubtless has some scalability issues, but for a mid-sized project with an aggressive schedule, these are some practices that have worked for us:

Manage the requirements to the schedule: hit the dates by containing the enhancements

We have a huge list of things we’d like the application to do, ranging from simple tweaks to pipe-dream fantasies. They’re all good requirements, all worth meeting because they represent what the users really want. But they’re not all going to go into the first, second, or third release.

Instead, we’ve promised a monthly release with at least one major system enhancement, and as many smaller enhancements as can be realistically squeezed into the time frame. Like the big rocks fable suggests, we focus on the one big thing first, and then categorize the other requirements as hard, challenging, or low-hanging fruit. Once the big requirement for the next release is ready, we knock off the smaller requirements as time permits, always mindful that no small enhancement should jeopardize the big one. It sucks to leave low fruit on the branch, but we keep our spirits up in the knowledge that we’ll have a long harvest season if we keep the customer happy.

A little spice and sizzle helps, though

The “one big rock” is usually a meat-and-potatoes affair, and it’s always filling and nutritious. But we’re also sure to include a little spice among the smaller enhancements. Refreshing the style sheet, adding a more attractive screen layout, or providing an extra screen of administrative information on the application’s performance is often cheap, easy, and low risk, but it’s very useul for maintaining customer satisfaction. The users may not notice that you’ve shaved an average two seconds off the web service response time and implemented a really nifty sorting algorithm–indeed, you’d better hope they don’t notice those things, because their only evidence should be when they fail–but they’ll ooh and ahh over a nicer interface.

Track every requirement, no matter how small

Indeed, make your requirement-tracking as granular as possible. Break the big requirements up into bite-sized chunks, and build good estimates for them (this is where something like the Pomodoro Technique can really shine). You don’t know which rocks are big and which are small unless you track them, and you don’t know if you need to scale back your release features unless you do estimates.

Open up the black box and let everyone see the work list

Having a good requirements and bug-tracking system is critical to managing in a progressive-enhancement environment. We’re using FogBugz, but other tools–Roundup and Bugzilla come to mind–are also useful. Even a shared spreadsheet is better than nothing. The key requirement is that everything is on the table and visible to the entire project team; having the project progress available at a glance, and maintained in real time, is the only way to keep everyone honest and ensure that releases happen on schedule.

Build plenty of testing time into the schedule

I’ve known thin-skinned developers who don’t like testers. Personally, I’d rather have someone on my team find my bugs before a customer does: it’s easier and cheaper to fix problems before your release date, and a good, thorough tester can be the difference between a product that people love and one that makes their jobs harder. In our current project schedule, we have a code cut-off date a week before the release date, after about three weeks of development; this should be adjusted for larger and more complicated projects, with even more time dedicated to serious testing.

Release early and often

That “three weeks of development” in our project is really three weeks of development and testing. As soon as you have something to show, even if you know it’s not ready for release, get it out there for your testing team to break. If you’ve got users who can spend time looking at things that are in development, so much the better: unvarnished responses to early iterations can flesh out requirements and ensure that you’re meeting the customer’s needs. There’s nothing worse than releasing something that’s been carefully developed, thoroughly tested, and still misses the customer’s core requirements. During the last two weeks of development on my current project, I’m deploying something to the shared development environment nearly every day (and if I had an automated build and deploy system, I’d be checking in updates even more often).

Build a solid architecure in the beginning, and build out modularly

My current project lends itself well to continual improvement, because it was architected from the beginning to be modular. It’s a service-oriented architecture that uses the Apache Commons Configuration framework to abstract the business logic into XML documents. It’s developed to Java interfaces and abstract classes as much as possible, with an eye toward identifiying and reusing patterns; if something can be accomplished through XML rather than code, that’s the direction we go.

SOA is a good fit for continual enhancements because the application layers can be clearly separated from each other; you’re less likely to break something if you don’t have to touch it. But the same principals apply to any development platform: make code small, abstract, and reusable, and avoid great big tangles of spaghetti. If you can’t see the whole method on your screen without scrolling, don’t adjust your monitor resolution: break the code up and look for the patterns.

The next release will be better

Whether the customer is pleased as punch, or grinding their teeth in angst, that’s the appropriate response: the next release will be better. The requirements we missed in this release are first on the docket for the next; the new requirements that have emerged from the testing rounds have been captured and scheduled for future deployments; there’s nowhere to go but up.

Provided that you set a pattern of actually delivering on this promise, the customer will be willing to accept that they won’t have the perfect system out of the gate. And if the customer is involved at every stage, and has a hand in the requirements triage and testing, they’ll be happy to play along with incremental enhancements. Something is almost always better than nothing, and unless they’ve got the self-control of toddlers they’ll be willing to defer some of their gratification, especially if they get a little taste of real improvement at each release.

I can imagine projects where these guidelines would fail to deliver: big enterprise initiatives with lots of interrelated parts are hard to release quickly in small pieces. At the same time, though, this may be as much a matter of perspective as of scale: if the project is too big for continual enhancement, maybe it’s really two or three or ten projects that need to be broken up and managed independently, with a longer test and integration period set aside to mesh the components. If it’s possible to deliver a little bit more often, rather than a lot after a really long time, my bias is toward the former: it keeps everyone working, ensures that real requirements are identified early, and shines some light into IT’s darkest boxes.

Making a list and checking it twice

In keeping with my recent interest in the Pomodoro Technique, I’ve been on the lookout for other dead simple techniques to make my work life easier. This time, again via a couple of podcasts (the New York Times Book Review and Lucy Kellaway of The Financial Times), I’ve discovered the power of check lists.

In The Checklist Manifesto, Atul Gawande explores how the lowly check list can save lives in the operating room. By having everyone on the operating team follow a straightforward list of pre-conditions and procedures, the World Health Organization was able to increase survival rates among surgical procedures by 47%. The problem, as Dr. Gawande explains it, is one of extreme complexity: there are so many steps required, so many places where one error can cause severe failure, and the human brain simply is ill-equipped to handle such complexity by itself.

I don’t have nearly as complex a job as a surgeon or an airline pilot, and I’m very happy to say that no lives are held in the balance by my ability to execute my tasks without error. But there are a lot of details in my work, and a lot of places where things can go terribly wrong (on a small scale), and though no lives will be lost, there’s a good chance that my day (or the day of my customer) will be ruined by failure. I speak from bitter experience of overlooking a simple detail and seeing things spin badly out of control.

As a test of the manifesto’s thesis, I put together a check list for my application build process. It’s a terribly manual process, with lots of chances to make a bad build. Yes, it should be done on a build server directly from the source repository (at my last job, we used Hudson: I highly recommend it to anyone looking for a clean, simple, flexible build infrastructure), but as a contractor I’m a guest here and can’t really demand that kind of change. And yes, I could make things easier for myself with an ANT script, but I could also make things easier for myself with DTDs for my XML, more consistent use of jQuery, and some Eclipse plugins for my configuration system, but somehow I have to find time to implement features too; we must choose our battles, and I’m willing to defer this one. We’re running the development of this project on an aggressively iterative time line, so in the midst of development I may have one or more daily builds to release to the customer for review, and monthly deployments to production. That’s a lot of opportunity to miss a step and waste several hours of time.

Originally, inspired by the Pomodoro Technique’s paper system, I thought I’d print out a check list for each deployment. Having a physical object to mark the steps on seemed like a good way to ensure focus. But one of the hallmarks of a good check list is its flexibility and adaptability: my first list was obsolete after the second time I used it.

I looked at a few on-line tools–Toodledo and Remember the Milk seemed like the hot properties in to-do lists–but they didn’t quite fit the bill. The thing that makes a check list different from a to-do list is that it lives in multiple instances: the same steps repeated over and over, rather than tasks that are assigned and executed once. One of my requirements was that my check list be cloneable, while at the same time offering flexibility in adding and removing steps as the process changed.

I finally ended up at Checkvist, which met all my needs:

  1. I can create a master check list and copy it any number of times as needed
  2. I can add and remove steps on the master template, and can also modify the working copies
  3. Tasks can be arranged, rearranged, and put into hierarchies
  4. The interface is quick, clean, and simple, and a joy to use
  5. It’s free (though there is a paid version, which supports encryption and secure sharing of lists)

I have a master build check list that I’ve used for 10 builds so far; and so far, none of my builds have failed. The list is largely obvious, possibly even pedantic, but there’s a tale of woe behind almost every line: a build that failed because the application.xml file was corrupt, or because an external properties file was for the wrong environment, or because a network hiccup caused the compiled application to copy incorrectly to the deployment server. Most of the steps take only a few seconds to perform, but can save hours of effort to correct.

Dr. Gawande found that surgeons were initially resistant to using a check list. They consider themselves (perhaps rightly) above such things: they are as much artists as they are technicians, and going through a check list seems anathema to their skills and knowledge. And I had a little resistance to overcome myself in giving it a try; I think of myself less as a software engineer than a software sculptor, shaping the formless bits and bytes of data and code into a beautiful machine. But after giving the check list a chance, I found that it actually freed me up to think more about the creative parts of my work and less about the mundane but critical details. The benefits have included:

  1. More consistent success in getting a successful build released.
  2. Less anxiety: I’m both absent-minded and anxious, the sort of person who returns home after getting half way to work to make sure I really did unplug the coffee maker and lock the doors. The check list gives me confirmation that I did in fact take care of the details.
  3. Less time thinking about the details: I don’t have to remember where in the configuration settings I have pieces to switch for deployments to dev vs. cert, or which files point to service endpoints. I’ve spelled out the specifics in the check list, and I update the check list when the details change.
  4. Better development practices overall: I’ve been using the Apache Commons Configuration API to control the application’s setup, and the check list encourages me to put environment-specific information into consistent spots in the application. I am also far less tempted to hard-code things might have to change at deployment if I know that they need to go into the check list; externalization is good for maintainability, and also good for making a speedy list.
  5. A concrete log of my work: Checkvist lets me archive my check lists after I’ve finished with them, so I can go back over them and verify that each step was completed, and also see how the process has changed over time.
  6. A better understanding of the process: when I do get around to using ANT to simplify things, I’ll have a template to work from; steps that could benefit from improvement stand out in the list, and can be addressed before they become entrenched.

Using a check list for this particular set of tasks has encouraged me to identify other things that can benefit from this discipline. Adding configurable components to the application, branching the project in the repository, organizing requirements for future releases: all repeatable processes with the possibility of failure if a detail is missed. And all candidates for freeing up my brain to think of more interesting tings while the check list serves as my memory.

How a tomato helped me be more productive

Pomodoro TechniqueTask management is the bane of my existence. I’m easily distracted by shiny objects, prone to flights of fancy, and generally unreliable about estimating the time required to complete a project. In this, I don’t think I’m much different from the average software developer; we tend to be overly-optimistic about how easy a job will be, forgetting how many blind alleys we wander down before finding the “easy” road to success.

Recently, though, while listening to Rob Long’s Martini Shot podcast1, I discovered a deceptively simple and surprisingly effective approach to task management: The Pomodoro Technique.

The Pomodoro Technique (named after the whimsical tomato-shaped kitchen timer with which Francesco Cirillo perfected it) boils down to a very simple strategy:

  • Make a list of the things you need to finish.
  • Set your timer for 25 minutes and do one thing–only one thing, and only that thing–until the timer rings.
  • Take a 5 minute break.
  • Repeat.
  • After four of these 25-minute sessions (the unit is called a “pomodoro”), take a 15 minute break.
  • Repeat.

Simple, but surprisingly hard to do.

Multitasking has become the standard mode for most of us in this technologically-connected, ever-accelerating world. If we’re not doing two or more things at once, we feel like we’re not getting anything done. But a great deal of new research suggests that multitasking doesn’t really make us more productive; indeed, it can make us less productive.

Humans, it turns out, don’t run multi-core processors. We’re more like the old Windows 3.1 “multitasking” model: fast at switching between tasks, but really not capable of truly doing more than one thing at a time. As a result, the multiple things that we do suffer when we switch contexts, and we end up doing several things poorly instead of one thing well.

The Pomodoro Technique is explicitly anti-multitasking. During the “pomodoro” period, you just work on your task list: no checking e-mail, taking calls, surfing the web, talking to co-workers. It’s a heads-down, fully-focused sprint to the end of the task, with a much deserved rest at the end. And for someone who’s used to “busy-ness,” it’s exhausting.

My first few days trying the technique were frustrating and tiring. I felt the oppression of the ticking clock, the twitching desire to check my e-mail once or twice just in case, and an exhausted relief at the end of a session. But then I started to internalize the “pomodoro” time unit; I found myself adapting to the rhythm quite naturally, and the time allotted to a task seemed to expand into an ample amount. Indeed, I’ve begun to feel time slow down in a surprising way: if I glance at my timer now and see that I still have five minutes left, I know that I can still get quite a bit done.

The technique also helps me be a little smarter in how I do my job. Before, when I wasn’t letting the timer set my pace, I was prone to investigate many more blind alleys. I might end up losing an entire day to one bad decision, backing out hours of effort. But knowing that I have a limited amount of time in which to finish my task, I now opt for the simpler approach. Rather than re-architect a huge chunk of code, I’ll stop and think things through, and usually find that a simple, elegant, and easily-implemented solution is available.

That five-minute break at the end is just as important as the twenty-five minutes before. It’s the time to take care of the coffee cup and the restroom, to stretch and crack knuckles and read the news, but it’s also time to switch off the task-oriented part of the brain and let the unconscious burble up a bit. If a “pomodoro” ended in frustration, with a task unfinished and more tasks piling up, I’ll often find this five-minute break from the project lets me come back refreshed and more likely to see my way out.

The Pomodoro Technique works very well in some phases of software development, and is easily incorporated into Agile and other iterative methodologies. When I have a nice collection of features to implement with clear requirements, or when I’ve got a set of bugs that the testing team has sent my way, the Pomodoro Technique excels: my tasks are clearly defined, easy to organize, and I can put my head down and get to work. And I could imagine a development team adopting the technique very effectively (especially if they use a timer in meetings: meetings that end when the buzzer goes off! There’s a concept worth implementing … ).

I’m not sure, though, that it’s as easy to apply to every technology job. I’ve had positions in the past that were much more reactive, where my daily work was largely driven by incoming requests and messages from customers and co-workers. In a culture that insists on “urgency” as a core value, the Pomodoro Technique’s managing of interruptions and “protection” of the “pomodoro” could be problematic. Of course, there are more problems than just task management in a culture like that …

I’m also unsure that it is as easy to apply in the more nebulous “design” phases of a project. There’s a good deal of exploration, guess-work, and fiddling about that goes into discovering an architecture for a reasonably-sized application. When I’m developing something from scratch, with sketchy requirements and an unfamiliar environment, it’s difficult to identify the kinds of clear-cut tasks that the Pomodoro Technique demands. And fuzzy, indeterminate tasks are exactly the kind of thing that lead one down the rabbit hole of multitasking chaos.

The other trap that I find myself trying to avoid is biting off less than I can chew. Given the time constraints, and the focus on completing a task (or set of clearly-defined tasks) before moving on, I sometimes defer larger jobs that might span multiple “pomodoros.” I feel a bit like a member of a millenarian cult, unsure if I start darning my socks because the Lord might return while I’m in the middle of it.

All in all, though, I’ve found it to be a productive technique. By turning off the multitasking trap and setting boundaries around my work, I’ve managed to become far more productive in a few weeks than I would have expected. I only hope that no one notices and starts to expect it to continue …

I should note a few of the tools I’ve found useful in exploring the Pomodoro Technique:

  • Task list worksheets (and a free download of the book) are available at the official Pomodoro Technique website; I use the paper worksheets and a pen rather than any fancy-schmancy technology, though there are quite a few programs based on the method (even an iPhone app or two if that’s your thing).
  • A simple timer program, Egg Timer Plus 3.12, from Sardine Software. Though available in a free version, I recommend spending the $5 to get the license: I created three pre-set timers (25, 5, and 15 minutes), and set different sounds to go off at the end of each. It was about the same price as a real egg timer, and less likely to get lost.
  • This whimsical introductory slideshare from Staffan Nöteberg makes the case for the technique, and offers a good thumbnail sketch of its methods.

All in all, a pretty cheap investment for some very good initial returns.

1I highly recommend the Martini Shot podcast to anyone who works in a technical or creative role. Mr. Long is a veteran sitcom writer who made his mark with “Cheers”; his brief spots are largely about the plight of Hollywood writers, which may seem a far cry from the life of the code monkey but is actually quite applicable. Sitcom writers get “notes,” we get bug reports; they have producers, we have project managers; they produce their work in lonely seclusion only to face the ignorant and capricious criticism of the suits in the corner office, and we … well, we do the same thing. Almost every week I find some little nugget of wisdom and insight that, if it doesn’t improve my work, at least gives me a wry and knowing chuckle.