Automated tests are the ones that are usually called unit tests or integration tests, or just any tests that are being executed automatically. That’s the difference between them and manual tests. What is the purpose of automated tests? First and foremost, they reduce the amount of routine work: we don’t need to remember how to test a module, the tests remember. We just click a button and a suite of tests, which may consist of hundreds or thousands, runs and reports errors, if any are found. Saving time is important, but it’s not the only and, if you ask me, not the most important purpose of automated tests. A more important one is their role as a safety net.

When I make a slide deck for a new presentation, invent a new domain name, think about a name for a new Java class, itemize bullet points in an academic paper, even write an email—I try to follow a simple principle which helps me make my content more solid. Well, at least I believe it does. Maybe it will help you as well. The principle is simple: at all costs, try to squeeze the content into one word, one sentence, one paragraph, or one page.

Reflective programming (or reflection) happens when your code changes itself on the fly. For example, a method of a class, when we call it, among other things adds a new method to the class (also known as monkey patching). Java, Python, PHP, JavaScript, you name it—they all have this “powerful” feature. What’s wrong with it? Well, it’s slow, dangerous, and hard to read and debug. But all that is nothing compared with the coupling it introduces to the code.

For each accepted explanation of a phenomenon, there may be an extremely large, perhaps even incomprehensible, number of possible and more complex alternatives. The principle of parsimony, also known as Occam’s razor, suggests we prefer the simplest one. For example, “I can’t open the door and can’t attend the meeting” is a description of a problem, which could be reduced to “I can’t open the door” without losing any information, which might be important for those who are waiting for me in the meeting room. I suggest applying the same principle to bug reports.

A few days ago, DeepMind (acquired by Google in 2014) released AlphaCode and self-published a paper explaining how their artificial intelligence (AI) can “understand” a programming contest task written in English and then write a Python, Java or C++ program, which would work in about 30% of cases. Earlier last year OpenAI ($1B-funded by Microsoft in 2019) released Codex and published a paper, claiming that their AI can also solve around 30% of the programming tasks it was tested with. Wired, the Financial Times, The Verge and many others have already announced the victory: AI will replace programmers and we are all going to lose our jobs.

A few months ago I got an opportunity to teach a single course for 3rd-year BSc students at Innopolis University (Russia). The title was “System Software Design.” The size of the group was about 150 people and the duration was 8 weeks. I was supposed to give them sixteen lectures, two lectures per week. And I was asked to examine their knowledge by the end of the course. Pretty much a normal job for a university teacher. And you know, in my opinion, I failed most parts of it. Here is what I learned.

Since the time of Kernighan and Ritchie we share binary code in libraries. You need to print some text with printf() in C++? You get libc library with 700+ other functions inside. You need to copy a Java stream? You get Apache Commons IO with copy() and 140+ other methods and classes. The same happens in all languages I’m aware of, like Ruby, Python, JavaScript, PHP: you need an object, or a class, or a function, or a method—you have to add the entire library to your build. Wouldn’t it be more elegant to deal with individual objects instead?

It’s a well-known problem nowadays: how can we measure the performance and productivity of individual contributors who do non-routine creative work? The best examples are research and development (R&D) teams, which usually consist of software engineers, designers, scientists, architects, quality experts, product managers, and so on. Such professionals deliver results that are hard to get down to simple numbers. Many authors argue that the very idea of measuring individual performance is toxic and may only lead to negative consequences. We tried to challenge this point of view and did an experiment in our team, which demonstrated that individual performance can indeed be measured, even if people’s work involves creativity, and results are hard to predict. We designed a system of Calibrated Achievement Points (CAPs), which are rewarded to those who deliver visible and tangible results of different kinds. This article explains how CAPs work and summarizes the results of the experiment.

Here is a very simple management framework, which we have used in our teams for the last two years. We came to it experimentally, trying to merge some Agile principles, PMBOK ideas, and common sense. Our experience so far is positive, even though the proposed rules of work are not really about project management, but more about keeping an eye on the situation and making sure it’s not falling apart. This is the best most modern teams can afford anyway.

Logging is an inevitable part of debugging. Well, at least in modern high-level programming languages and architectures. It wasn’t thirty years ago, in Assembly, but it is now. Sometimes we trace variables, but rarely. More often we just print them to console. Moreover, we don’t just print them using println or whatever it is we have for console printing; instead, we send messages to a logging framework, which deals with the console or any other logging destinations, like files. The beauty of such frameworks is that we don’t need to remove logging after debugging is finished—we just configure the framework to suppress all debug-level messages in the production environment. Some logging may happen inside unit tests. Do we also leave them there or maybe not?

Making constructors pre-process the arguments before encapsulating them seems to be bad practice. However, very often it’s necessary to do exactly that: perform some manipulations with the objects provided as arguments and only then assign them to the attributes of the constructed object. For this purpose I suggest using prestructors, which could be methods or stand-alone objects.

Recruiters, you know what we programmers think about you, don’t you? Read this and this, to get the full picture. You are still here because we still don’t have good tools and we still enjoy being enslaved. One day this will be over and you will stop exploiting our drawbacks, will lose your “Senior Recruiter” jobs, and start doing something useful and meaningful. However, until this day comes, here is some advice, to help you be a less annoying better head hunter.

First, let me clarify what kind of conference we are talking about. There are two types: professional and academic. The difference is huge. My understanding is that professional conferences are for practitioners, while academic ones are for researchers. ICCQ, which we organized this year, was an academic conference. I haven’t had any expertise in organizing such things, and had to go through it all for the first time. Here is a more or less detailed description of the journey. Feel free to learn from it and make a better conference yourself. We will try to make a better one next year, ICCQ 2022.

The time of objectivity is fading out. Meritocracy is now a rude word. Metrics in management will soon be considered as harassment. Productivity is already a false objective. It’s time to start taking advantage of this era of nonsense. The era of imposters is coming! Don’t miss the opportunity to become a great one. Here is a quick summary of key techniques to make you highly successful in any argument you may have in your flat democratic organizations of the future without any skills, knowledge, education, or real achievements. Just pure love and emotions.

There are three things in EOLANG (and the 𝜑-calculus which we based it on): data, atoms, and objects. There is a dataization function, which puts all three together in order to make an EO program alive. Here is how it works together with Java, for example.

You have an objective, a budget, and a team. You are a manager and you want the project to be done. You get your team together in a meeting room to discuss the plan. You tell them what needs to be done and ask them how fast they can do it. Then, you do the motivational dance and beg ask them to commit. They nod and go back to their cubicles. Of course, after a few months of “hard work” all the milestones are missed and you get back to the planning meeting. And, yes, you pay their salaries anyway.