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Being Thankful, Looking Back Over 16 Years

It’s that time of year so many of us look forward to; celebrating with our family and friends around the dinner table, and thinking through how to hide those presents we’ll be giving out soon. It’s also that time when I look back and reflect on how Bridge360 became 16 years old last month.
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Fake News – Java is Dead!

Roger FrechBy Roger Frech, Senior Software Engineer

“Java is Dead”, “Java is Dying”, “Java is Obsolete” and other variations on the meme of Java mortality appear frequently on line in the IT “press”.  These are click-bait, intended to draw your attention to a headline, or get some cheap SEO.  For the more complex and nuanced truth about trends in Java usage – look beyond opinions for evidence.

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VPN = Virtual Productivity is NONSTOP!

By James Cavazos, Senior Performance Test Engineer

In most tech companies, it has become commonplace to have VPN access to allow for working remotely. This can allow for greater productivity and flexibility for employees should they need to work from home or during business trips. It can also lead to some drawbacks. If you are not careful you could see a lot of your time-off spent doing work to the point that it feels like you never left the office. This can be especially difficult for workaholics and people with mindsets that can’t leave things unfinished.

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A Practical Look at Go, Part 1

By Ken Walker Senior Software Engineer

About two years ago, I was working on a project written in the Go language. Go was originally developed by Google in 2007 for internal use, but was later released (open source) for general use. The project I was on was a large enterprise-wide service that collected large amounts of data (and did it well). This article introduces some of the interesting aspects of the language that might entice you to consider it for your own use, while pointing out a few things of which to be aware if you do.

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The State of Being Secure: A Primer on Security in your Organization

Karel Gonzalezby Karel Gonzalez, Senior Software Engineer

A few weeks ago, I had the opportunity to attend the Lonestar Application Security Conference here in Austin. Security is something I have always been mindful of during my development, but I still felt a sense of futility about it. I ask myself on a fairly regular basis “I’m doing something, but am I doing enough?” Continue reading


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Continued Education: Whose Responsibility Is it – Employer or Employee?

by Phil Smith, Vice President Client Services

PhilThere is a large volume of material circulating on the Internet, providing philosophical approaches to lifelong learning for individuals. The concept of “continuous learning”, as it applies to the workplace, tends to revolve around these two generally accepted definitions:

  1. “Ongoing learning process that seeks to incorporate the lessons learnt (from the results of already implemented changes) into a continuous improvement program” (http://www.businessdictionary.com/definition/continuous-learning-activity.html), and…
  2. “Total quality philosophy in which every process and system in a firm is subject to constant scrutiny to (1) eliminate waste, (2) reduce response time, and (3) simplify process or product design” (http://www.businessdictionary.com/definition/continuous-improvement-program.html).

These links will take you back to the core concept that organizations must base their manufacturing and/or services on processes, and that once established, processes must always be under formal measurement, scrutiny, and improvement. If you are in a knowledge-based industry, such as software engineering and quality, then you have to extend the concept into your training program. Training must be viewed as a process and must always be improving. This applies to your own skill set as well—it’s not just about process capability, but also about people capability.

There is some overlap with workplace continuous learning (employer sponsored improvement) and self-improvement (individual sponsored improvement) in a few articles that I recently stumbled onto where the authors were clearly unhappy with current or past employers’ training programs. I’m not providing links because in many cases it was obvious which employer had caused enough emotion to ignite a blog. However, these articles do raise interesting points, specifically, who is responsible for an employee remaining current with their technical skills:  the employee, or the employer?

I’m referring to widely accepted workplace concepts related to improvement; not just improvement of the product or service, but also improvement of the human capital used to deliver. I’ll state my opinion clearly right here: the employer is responsible. Organizations that rely on people’s knowledge, skills, and efficiencies have a significant responsibility and market incentive to keep their workforce as far ahead of the competition’s workforce as possible.  These organizations have a social and economic responsibility to provide formal plans for training and they need to execute those plans with relevant material. The results and methods the training uses must be measured and improved over time.

I use the term “economic responsibility” because training is actually a pursuit of efficiency and improvement. Without these investments, companies lose ground to competition and ownership value erodes. Additionally, leaving training solely in the hands of employees will result in poor alignment with company objectives and unpredictable results.

I use the term “social responsibility” because the software industry typically keeps people so busy working billable hours that we don’t make time for training programs. We create them; we just don’t execute them. Cost pressure from offshore providers has left US-based resources in a predicament, because training costs are no longer easily hidden inside billing rates. Therefore training programs get sorted to the bottom of the priority list and do not receive attention. In some cases, recent graduates end up more qualified in relevant technologies than long-term industry experts. Technologists who do not take it upon themselves to learn relevant technologies may end up on the wrong side of the cost benefit curve, which certainly feels unfair to the many who work long billable hours to make their company successful.

Other industries such as health and legal, which are knowledge based, require that people be licensed, and that licenses be maintained over time on the basis of formal, ongoing education. We’ve missed this concept in the software industry, which has been convenient in that it allows us to be informal with our staffing decisions and enables us to exchange hours that should be dedicated to training and certification for more billable hours.

On the flip side, you can’t argue with free market economics. Graduating students will always have some advantages that may or may not outweigh their lack of experience, and offshore resources will always have some cost advantage that may or may not outweigh distance and other factors. Employers will always have challenges with cost and commitments, resulting in pressure for more billable hours. In the end, the only person that can be held responsible for a person’s career plan, training, and marketability is the person. Life just works that way.  Making sure you are marketable is basically the same as being a gazelle out on the plains. Fast and capable is essential. With that in mind, if I could personally meet the people whose blogs read like, “it’s not my fault,” I think I’d have difficulty finding sympathy.

So, is the employer responsible for training, or is it the employee? Yes.