--- In [EMAIL PROTECTED], Larry Brunelle
<[EMAIL PROTECTED]> wrote:
> I have some interest. I would also have some
> interest in a union, or, perhaps better, a guild.
>
> A few thoughts.
>
> o What's wrong with making a profit? It is entirely
> OK for a profit-making enterprise to distribute its
> profits entirely to its owners. And, curiously, it's
> also OK for a non-profit to make money - but NOT to
> distribute profits. It is also a bit of a hurdle
> to achieve 501(c)(3) status. And there are more
> legal protections for staff at a for-profit than
> at a non-profit (been there, done that, have the
> t-shirt).
There's nothing wrong with making a profit. What's
wrong (at least in my view) is that the profit be
distributed to a class of people called stockholders
rather than a class of people called variously
workers or contributors.
[snip]
> the
> firm or union has to be able to identify an individual
> or group as having sufficient ability to undertake a
> particular assignment. This may be accomplished through
> a number of means from references (or examination)
> verifying existing abilities to explicit training,
> and must include some verification of the ability to
> perform necessary interaction as well as design/coding.
> However accomplished, the identification of competence
> and competencies is a necessity of doing business,
> and harder to provide for than immediately apparent.
That's a definite issue, and may be one that Kent
dealt with when he talked about the skills matrix.
>
> o It's obvious from many posts on this list that often
> the biggest problem in project management is, uh,
> Project Management. The PMI view of a project is a
> pretty good fit for building aircraft carriers and other
> large artifacts made out of cut metal. It is not such a
> good fit for the R&D phase of discovering and dealing
> with unknowns, which is the essence of software development.
> A clear benefit of contracting out software development
> (when it is not one of a firm's core competencies) is that
> the associated PM is abstracted to communication with
> the vendor. If the vendor is an XP shop, the PM is handled
> integral with the development and is well-directed and
> accurate, and far better than the customer could ever
> achieve with traditional methods. An enterprise such as
> you suggest would have this to offer as a value-add.
Uh, yes.
John Roth
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