thirty-oneGETTING THINGS DONE WHENYOU'RE ONLY A GRUNT

TUESDAY, DECEMBER 25, 2001

This book is supposed to be about software management. But sometimes you don't have the power to create change in your organization by executive fiat. Obviously, if you're just a grunt programmer at the bottom of the totem pole, you can't exactly order people to start creating schedules or bug databases. And in fact even if you're a manager, you've probably discovered that managing developers is a lot like herding cats, only not as fun. Merely saying "make it so" doesn't make it so.

It can be frustrating when you're working in an organization that scores low on The Joel Test.1 No matter how good your code is, your coworkers write such bad code that you're embarrassed ...

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