manager : Dictionary / Wörterbuch (BEOLINGUS, TU Chemnitz)

Proverbs, aphorisms, quotations (English)	by Linux fortune

backup tape overwritten with copy of system manager's favourite CD
manager in the cable duct
A manager asked a programmer how long it would take him to finish the program on which he was working. "I will be finished tomorrow," the programmer promptly replied. "I think you are being unrealistic," said the manager. "Truthfully, how long will it take?" The programmer thought for a moment. "I have some features that I wish to add. This will take at least two weeks," he finally said. "Even that is too much to expect," insisted the manager, "I will be satisfied if you simply tell me when the program is complete." The programmer agreed to this. Several years later, the manager retired. On the way to his retirement lunch, he discovered the programmer asleep at his terminal. He had been programming all night. -- Geoffrey James, "The Tao of Programming"
A manager was about to be fired, but a programmer who worked for him invented a new program that became popular and sold well. As a result, the manager retained his job. The manager tried to give the programmer a bonus, but the programmer refused it, saying, "I wrote the program because I though it was an interesting concept, and thus I expect no reward." The manager, upon hearing this, remarked, "This programmer, though he holds a position of small esteem, understands well the proper duty of an employee. Lets promote him to the exalted position of management consultant!" But when told this, the programmer once more refused, saying, "I exist so that I can program. If I were promoted, I would do nothing but waste everyone's time. Can I go now? I have a program that I'm working on." -- Geoffrey James, "The Tao of Programming"
A manager went to his programmers and told them: "As regards to your work hours: you are going to have to come in at nine in the morning and leave at five in the afternoon." At this, all of them became angry and several resigned on the spot. So the manager said: "All right, in that case you may set your own working hours, as long as you finish your projects on schedule." The programmers, now satisfied, began to come in a noon and work to the wee hours of the morning. -- Geoffrey James, "The Tao of Programming"
A manager went to the master programmer and showed him the requirements document for a new application. The manager asked the master: "How long will it take to design this system if I assign five programmers to it?" "It will take one year," said the master promptly. "But we need this system immediately or even sooner! How long will it take it I assign ten programmers to it?" The master programmer frowned. "In that case, it will take two years." "And what if I assign a hundred programmers to it?" The master programmer shrugged. "Then the design will never be completed," he said. -- Geoffrey James, "The Tao of Programming"
A programmer from a very large computer company went to a software conference and then returned to report to his manager, saying: "What sort of programmers work for other companies? They behaved badly and were unconcerned with appearances. Their hair was long and unkempt and their clothes were wrinkled and old. They crashed out hospitality suites and they made rude noises during my presentation." The manager said: "I should have never sent you to the conference. Those programmers live beyond the physical world. They consider life absurd, an accidental coincidence. They come and go without knowing limitations. Without a care, they live only for their programs. Why should they bother with social conventions?" "They are alive within the Tao." -- Geoffrey James, "The Tao of Programming"
If a group of _N persons implements a COBOL compiler, there will be _N-1 passes. Someone in the group has to be the manager. -- T. Cheatham
It is a very humbling experience to make a multimillion-dollar mistake, but it is also very memorable. I vividly recall the night we decided how to organize the actual writing of external specifications for OS/360. The manager of architecture, the manager of control program implementation, and I were threshing out the plan, schedule, and division of responsibilities. The architecture manager had 10 good men. He asserted that they could write the specifications and do it right. It would take ten months, three more than the schedule allowed. The control program manager had 150 men. He asserted that they could prepare the specifications, with the architecture team coordinating; it would be well-done and practical, and he could do it on schedule. Furthermore, if the architecture team did it, his 150 men would sit twiddling their thumbs for ten months. To this the architecture manager responded that if I gave the control program team the responsibility, the result would not in fact be on time, but would also be three months late, and of much lower quality. I did, and it was. He was right on both counts. Moreover, the lack of conceptual integrity made the system far more costly to build and change, and I would estimate that it added a year to debugging time. -- Frederick Brooks Jr., "The Mythical Man Month"
`Lasu' Releases SAG 0.3 -- Freeware Book Takes Paves For New World Order by staff writers ... The central Superhighway site called ``sunsite.unc.edu'' collapsed in the morning before the release. News about the release had been leaked by a German hacker group, Harmonious Hardware Hackers, who had cracked into the author's computer earlier in the week. They had got the release date wrong by one day, and caused dozens of eager fans to connect to the sunsite computer at the wrong time. ``No computer can handle that kind of stress,'' explained the mourning sunsite manager, Erik Troan. ``The spinning disks made the whole computer jump, and finally it crashed through the floor to the basement.'' Luckily, repairs were swift and the computer was working again the same evening. ``Thank God we were able to buy enough needles and thread and patch it together without major problems.'' The site has also installed a new throttle on the network pipe, allowing at most four clients at the same time, thus making a new crash less likely. ``The book is now in our Incoming folder'', says Troan, ``and you're all welcome to come and get it.'' -- Lars Wirzenius <wirzeniu@cs.helsinki.fi> [comp.os.linux.announce]
Our documentation manager was showing her 2 year old son around the office. He was introduced to me, at which time he pointed out that we were both holding bags of popcorn. We were both holding bottles of juice. But only __he had a lollipop. He asked his mother, "Why doesn't HE have a lollipop?" Her reply: "He can have a lollipop any time he wants to. That's what it means to be a programmer."
Over the shoulder supervision is more a need of the manager than the programming task.
* STUDENT SUCCESSES * Many of our students have gone on to achieve great success in all fields of programming. One former student developed the concept of the personalized form letter. Does the phrase, "Dear Mr.(insert name), You may already be a winner!," sound familiar? Another student writes "After only five lessons I sold a "My Most Unforgettable Program" article to Corrosive Computing magazine. Another of our graduates writes, "I recently completed a database-management program for my department manager. My program touched him so deeply that he was speechless. He told me later that he had never seen such a program in his entire career. Thank you, Famous Programmers' school; only you could have made this possible." Send for our introductory brochure which explains in vague detail the operation of the Famous Programmers' School, and you'll be eligible to win a possible chance to enter a drawing, the winner of which can vie for a set of free steak knives. If you don't do it now, you'll hate yourself in the morning.
It is a very humbling experience to make a multimillion-dollar mistake, but it is also very memorable. I vividly recall the night we decided how to organize the actual writing of external specifications for OS/360. The manager of architecture, the manager of control program implementation, and I were threshing out the plan, schedule, and division of responsibilities. The architecture manager had 10 good men. He asserted that they could write the specifications and do it right. It would take ten months, three more than the schedule allowed. The control program manager had 150 men. He asserted that they could prepare the specifications, with the architecture team coordinating; it would be well-done and practical, and he could do it on schedule. Futhermore, if the architecture team did it, his 150 men would sit twiddling their thumbs for ten months. To this the architecture manager responded that if I gave the control program team the responsibility, the result would not in fact be on time, but would also be three months late, and of much lower quality. I did, and it was. He was right on both counts. Moreover, the lack of conceptual integrity made the system far more costly to build and change, and I would estimate that it added a year to debugging time. - Frederick Brooks Jr., "The Mythical Man Month"
The rule on staying alive as a program manager is to give 'em a number or give 'em a date, but never give 'em both at once.
A comment on schedules: Ok, how long will it take? For each manager involved in initial meetings add one month. For each manager who says "data flow analysis" add another month. For each unique end-user type add one month. For each unknown software package to be employed add two months. For each unknown hardware device add two months. For each 100 miles between developer and installation add one month. For each type of communication channel add one month. If an IBM mainframe shop is involved and you are working on a non-IBM system add 6 months. If an IBM mainframe shop is involved and you are working on an IBM system add 9 months. Round up to the nearest half-year. --Brad Sherman By the way, ALL software projects are done by iterative prototyping. Some companies call their prototypes "releases", that's all.
Famous last words: (1) Don't unplug it, it will just take a moment to fix. (2) Let's take the shortcut, he can't see us from there. (3) What happens if you touch these two wires tog-- (4) We won't need reservations. (5) It's always sunny there this time of the year. (6) Don't worry, it's not loaded. (7) They'd never (be stupid enough to) make him a manager. (8) Don't worry! Women love it!
Mencken and Nathan's Fifteenth Law of The Average American: The worst actress in the company is always the manager's wife.
Minicomputer: A computer that can be afforded on the budget of a middle-level manager.
After two or three weeks of this madness, you begin to feel As One with the man who said, "No news is good news." In twenty-eight papers, only the rarest kind of luck will turn up more than two or three articles of any interest... but even then the interest items are usually buried deep around paragraph 16 on the jump (or "Cont. on ...") page... The Post will have a story about Muskie making a speech in Iowa. The Star will say the same thing, and the Journal will say nothing at all. But the Times might have enough room on the jump page to include a line or so that says something like: "When he finished his speech, Muskie burst into tears and seized his campaign manager by the side of the neck. They grappled briefly, but the struggle was kicked apart by an oriental woman who seemed to be in control." Now that's good journalism. Totally objective; very active and straight to the point. -- Hunter S. Thompson, "Fear and Loathing '72"
Weinberg, as a young grocery clerk, advised the grocery manager to get rid of rutabagas which nobody ever bought. He did so. "Well, kid, that was a great idea," said the manager. Then he paused and asked the killer question, "NOW what's the least popular vegetable?" Law: Once you eliminate your #1 problem, #2 gets a promotion. -- Gerald Weinberg, "The Secrets of Consulting"
In high school in Brooklyn I was the baseball manager, proud as I could be I chased baseballs, gathered thrown bats handed out the towels Eventually, I bought my own It was very important work but it was dark blue while for a small spastic kid, the official ones were green but I was a team member Nobody ever said anything When the team got to me about my blue jacket; their warm-up jackets the guys were my friends I didn't get one Yet it hurt me all year Only the regular team to wear that blue jacket got these jackets, and among all those green ones surely not a manager Even now, forty years after, I still recall that jacket and the memory goes on hurting. -- Bart Lanier Safford III, "An Obscured Radiance"
Brandy Davis, an outfielder and teammate of mine with the Pittsburgh Pirates, is my choice for team captain. Cincinnatti was beating us 3-1, and I led off the bottom of the eighth with a walk. The next hitter banged a hard single to right field. Feeling the wind at my back, I rounded second and kept going, sliding safely into third base. With runners at first and third, and home-run hitter Ralph Kiner at bat, our manager put in the fast Brandy Davis to run for the player at first. Even with Kiner hitting and a change to win the game with a home run, Brandy took off for second and made it. Now we had runners at second and third. I'm standing at third, knowing I'm not going anywhere, and see Brandy start to take a lead. All of a sudden, here he comes. He makes a great slide into third, and I scream, "Brandy, where are you going?" He looks up, and shouts, "Back to second if I can make it." -- Joe Garagiola, "It's Anybody's Ball Game"
I just know I'm a better manager when I have Joe DiMaggio in center field. -- Casey Stengel
If a team is in a positive frame of mind, it will have a good attitude. If it has a good attitude, it will make a commitment to playing the game right. If it plays the game right, it will win -- unless, of course, it doesn't have enough talent to win, and no manager can make goose-liver pate out of goose feathers, so why worry? -- Sparky Anderson
My first baseman is George "Catfish" Metkovich from our 1952 Pittsburgh Pirates team, which lost 112 games. After a terrible series against the New York Giants, in which our center fielder made three throwing errors and let two balls get through his legs, manager Billy Meyer pleaded, "Can somebody think of something to help us win a game?" "I'd like to make a suggestion," Metkovich said. "On any ball hit to center field, let's just let it roll to see if it might go foul." -- Joe Garagiola, "It's Anybody's Ball Game"
Pedro Guerrero was playing third base for the Los Angeles Dodgers in 1984 when he made the comment that earns him a place in my Hall of Fame. Second baseman Steve Sax was having trouble making his throws. Other players were diving, screaming, signaling for a fair catch. At the same time, Guerrero, at third, was making a few plays that weren't exactly soothing to manager Tom Lasorda's stomach. Lasorda decided it was time for one of his famous motivational meetings and zeroed in on Guerrero: "How can you play third base like that? You've gotta be thinking about something besides baseball. What is it?" "I'm only thinking about two things," Guerrero said. "First, `I hope they don't hit the ball to me.'" The players snickered, and even Lasorda had to fight off a laugh. "Second, `I hope they don't hit the ball to Sax.'" -- Joe Garagiola, "It's Anybody's Ball Game"
Mad Programmer Commits Suicide KENNETT, MO -- For two years Doug Carter toiled away in his basement computer lab working on his own 'Dougnix' operating system. Apparently he was sick of Windows 95 so he decided to create his own OS, based loosely on Unix. He had developed his own 'DougUI' window manager, Doug++ compiler, DougFS filesystem, and other integrated tools. All was going well until last week when he hooked his computer up to the Internet for the first time. It was then that he stumbled on to www.linux.org. Reports are sketchy about what happened next. We do know he committed suicide days after, leaving behind a rambling suicide note. Part of the note says: "I've wasted the past two years of my life... Wasted... Gone... Forever... Never return to. [illegible] Why did I bother creating my own OS... when Linux is exactly what I needed!?!?!?! If I had only known about Linux! Why someone didn't tell me? [illegible] Wasted! Aggghhh!" [The rest of the note is filled with incomprehensible assembly language ramblings.]
Linux Advocacy Crackdown SHERIDAN, WY -- In an unprecedented blow to Linux advocacy, Aaron McAdams, an employee at the Sheridan Try-N-Save Discount Store, was fired last week. According to the store's general manager, McAdams was fired because "he constantly rearranged items on shelves so that Linux-related books and software boxes would be displayed more prominently than Windows merchandise." McAdams' boss added, "If he would have spent as much time actually working as he did hiding Windows books at the back of shelves, he wouldn't have received the pink slip." The general manager supplied Humorix with videotapes from the store's security cameras showing McAdams in action. In one scene, he takes a whole stack of "...For Dummies" books and buries them in the Cheap Romance section, an area of the store rarely visited by computer users. In another, McAdams can be plainly seen setting copies of Red Hat Linux in front of a large, eye-catching display of various Microsoft products at the front of the store. Finally, at one point McAdams can be seen slapping huge tags reading "DEMO DISPLAY BOX -- NOT AVAILABLE UNTIL 1999" on boxes of Windows 98. McAdams disputes his bosses accusations. "If he would spend more time actually working instead of peering over security camera footage for hours on end, this store might actually turn a profit for a change."
Programming for money sucks... you have to deal with PHBs, 16 hour days, and spending the night in your cubicle half of the time to avoid the Commute From Hell... I minored in Journalism, so I tried to switch into a job as an IT pundit. You'd think they'd welcome a geek like me with open arms, but they didn't. Ziff-Davis wouldn't even give me an interview. I was "too qualified" they said. Apparently my technical acumen was too much for their organization, which employs Jesse Berst and the ilk. It gets worse. I tried to get an entry-level reporting job for a local-yokel paper. After the interview they gave me a "skills test": I had to compose an article using Microsoft Word 97. Since I've never touched a Windows box, I had no clue how to use it. When I botched the test, the personnel manager spouted, "Your resume said you were a computer programmer. Obviously you're a liar. Get out of my office now!" -- Excerpt from a horror story about geek discrimination during the Geek Grok '99 telethon
Brief History Of Linux (#18) There are lies, damned lies, and Microsoft brochures Even from the very first day, the Microsoft Marketing Department was at full throttle. Vaporware has always been their weapon of choice. Back when MS-DOS 1.25 was released to OEMs, Microsoft handed out brochures touting some of the features to be included in future versions, including: Xenix-compatible pipes, process forks, multitasking, graphics and cursor positioning, and multi-user support. The brochure also stated, "MS-DOS has no practical limit on disk size. MS-DOS uses 4-byte Xenix compatible pointers for file and disk capacity up to 4 gigabytes." We would like to emphasize in true Dave Barry fashion that we are not making this up. Big vaporous plans were also in store for Microsoft's "Apple Killer" graphical interface. In 1983 Microsoft innovated a new marketing ploy -- the rigged "smoke-and-mirrors" demo -- to showcase the "overlapping windows" and "multitasking" features of Interface Manager, the predecessor to Windows. These features never made it into Windows 1.0 -- which, incidentally, was released 1.5 years behind schedule.
The Blue Screen Of Advocacy The Federal Bureau of Investigation & Privacy Violations has issued a national advisory warning computer stores to be on the lookout for the "Bluescreen Bandits". These extreme Linux zealots go from store to store and from computer to computer typing in "C:\CON\CON" and causing the demo machines to crash and display the Blue Screen Of Death. Efforts to apprehend the bandits have so far been unsuccessful. The outlaws were caught on tape at a CompUSSR location in Southern California, but in an ironic twist, the surveillance system bluescreened just before the penguinistas came into clear view. "We don't have many clues. It's not clear whether a small group is behind the bluescreen vandalism, or whether hundreds or even thousands of geek zealots are involved," said the manager of a Capacitor City store. The manager has good reason to be upset. The bluescreen raid was the top story in the local newspaper and quickly became a hot topic of discussion. As a result, the local school board halted its controversial plans to migrate their computers from Macs to PCs.
You know you're in trouble when... (1) You've been at work for an hour before you notice that your skirt is caught in your pantyhose. Especially if you're a man. (2) Your blind date turns out to be your ex-wife. (3) Your income tax check bounces. (4) You put both contact lenses in the same eye. (5) Your wife says, "Good morning, Bill" and your name is George. (6) You wake up to the soothing sound of flowing water... the day after you bought a waterbed. (7) You go on your honeymoon to a remote little hotel and the desk clerk, bell hop, and manager have a "Welcome Back" party for your spouse.
AP/STT. Helsinki, Dec 5th, 6:22 AM. For immediate release. In order to allay fears about the continuity of the Linux project, Linus Torvalds together with his manager Tove Monni have released "Linus v2.0", affectionately known as "Kernel Hacker - The Next Generation". Linux stock prices on Wall Street rose sharply after the announcement; as one well-known analyst who wishes to remain anonymous says - "It shows a long-term commitment, and while we expect a short-term decrease in productivity, we feel that this solidifies the development in the long run". Other analysts downplay the importance of the event, and claim that just about anybody could have done it. "I'm glad somebody finally told them about the birds and the bees" one sceptic comments cryptically. But even the skeptics agree that it is an interesting turn of events. Others bring up other issues with the new version - "I'm especially intrigued by the fact that the new version is female, and look forward to seeing what the impact of that will be on future development. Will "Red Hat Linux" change to "Pink Hat Linux", for example?" -- Linus Torvalds announcing that he became father of a girl
... before I could come to any conclusion it occurred to me that my speech or my silence, indeed any action of mine, would be a mere futility. What did it matter what anyone knew or ignored? What did it matter who was manager? One gets sometimes such a flash of insight. The essentials of this affair lay deep under the surface, beyond my reach, and beyond my power of meddling. -- Joseph Conrad
Dear Lord: I just want ___one one-armed manager so I never have to hear "On the other hand", again.
In the middle of a wide field is a pot of gold. 100 feet to the north stands a smart manager. 100 feet to the south stands a dumb manager. 100 feet to the east is the Easter Bunny, and 100 feet to the west is Santa Claus. Q: Who gets to the pot of gold first? A: The dumb manager. All the rest are myths.
Loan-department manager: "There isn't any fine print. At these interest rates, we don't need it."
The departing division general manager met a last time with his young successor and gave him three envelopes. "My predecessor did this for me, and I'll pass the tradition along to you," he said. "At the first sign of trouble, open the first envelope. Any further difficulties, open the second envelope. Then, if problems continue, open the third envelope. Good luck." The new manager returned to his office and tossed the envelopes into a drawer. Six months later, costs soared and earnings plummeted. Shaken, the young man opened the first envelope, which said, "Blame it all on me." The next day, he held a press conference and did just that. The crisis passed. Six months later, sales dropped precipitously. The beleagured manager opened the second envelope. It said, "Reorganize." He held another press conference, announcing that the division would be restructured. The crisis passed. A year later, everything went wrong at once and the manager was blamed for all of it. The harried executive closed his office door, sank into his chair, and opened the third envelope. "Prepare three envelopes..." it said.