Then he worked on various production rendering technologies involving the Reyes algorithm, brute force path tracing and now advanced monte carlo ray tracing for Guerilla Render.
Guerilla Render. Guerilla Station. Easy and productive rendering. And More Graduation Films Hors Piste New in Guerilla Render. New Procedural System Give more power to creativity with the new procedural system which now counts 4 depth levels of instantiation.
Memory Footprint Reduce the memory footprint of your instances composed of several objects with the Group Instance Prims options of the instances procedural. Documentation Check the nice and up-to-date documentation.
See more… Check out the complete list. March 30, This seems to be a very common problem when your teams are structured by role rather than by business concern.
Structuring your teams by role also add immense communication overhead. This in turn then contributes to the slow delivery of projects, and to the reason that the ship can not turn.
Sure, creating teams as business concerns will also need communication, but that communication is much more natural as it represents your business. As soon as the pressure starts, role-teams start pointing fingers at each other and the project cost starts sky rocketing. I have never seen a company that is structured by role that just works. Now maybe you think that this structure will work if you just work harder and communicate better… the point is that your organisational structure should assist teams to deliver.
It should not only work with a lot of effort, it should come naturally. We have more than enough other challenges when it comes to delivering good software. An organisational structure that makes it harder to deliver is the reason the ship can not turn.
It promotes adaptive planning, evolutionary development, early delivery, continuous improvement, and encourages rapid and flexible response to change.
By definition, agile development can only really work if your organisation is structured around business concerns self-organizing, cross-functional teams. Implementing agile when your organisational structure is wrong might mean you miss out on a very important part of agile - cross-functional!
And all you end up doing is having costly stand-up meetings with all your developers. TDD is just a way to solve the problem of a structure where the software engineer is far removed from the testing team, and the testing team NOTE: not the tester is not adding value. The role of testing is now done with automated, repeatable test cases.
Again, by definition, if you want to make it very easy to enable DevOps, you will have to change your organisational structure to facilitate that. Ops is just a role, and big parts of that role can be automated. Agile development, TTD and DevOps is just a way to solve the value problem of a structure where the software engineer is far removed from the role. Some roles can be replaced by automation, some by bringing the role back closer to the developer.
These services are small, highly decoupled and focus on doing a small task. From a enterprise level, Microservice fits this operating model like a glove. You can now broaden your standardization of tools, processes language etc. This also widens your resource pool. Standardize only on the way in which we publish our use cases for other Guerrilla Teams to consume. If your Guerrilla Teams are small enough, it also allows you to experiment with new technologies on smaller use cases.
The risk that a certain technology might fail is less as the deliverable is much smaller and easy to be replaced. Centralizing teams around a business concern does not always mean that the business-concern-consumer is your end client.
The consumers might sometimes be other teams within your company. This means your consumers might be other software engineers. Theses are the most difficult consumers to have!
Example: A team that looks after the Client data, or a team that allows you to communicate to the client. These teams needs to be run like they provide a cloud service on the Internet to any software engineer.
If your communication team does not make it as easy as a mailchimp to send notifications, you need to ask yourself why are we not using mailchimp? As long as you consume these services in a pluggable way, you can always change later you rarely do. It should be easier for another guerilla team to use their service, than to write the software themselves.
Even though I warned against centralizing teams around technical concerns and then repeated it , you might still want to do that. If you do, these technical teams need to be treated like the shared business services teams.
Their main consumers are other guerrilla teams, and they need to also pass the 10 minute test. They need to add value to the software engineer.. If your team that provide hosting can not provide the same ease of use than a rackspace or even better a jelastic , why would a guerrilla team want to use them? If these teams purely exist because of a top-down company mandate, they really are very similar to a government funded company that should provide electricity to consumers and have a monopoly.
You will eventually have blackouts as there is no incentive for this company to provide good services. If you create an organizational structure as proposed in this blog, you might find that these shared technical services evolve naturally. Small Guerrilla Teams need these services and create them for themselves, and later find that other teams can use them, so they split off to create a new small team that do just that. Keep them small and it might work. Both shared technical services and shared business services are what I call enabling teams.
The enable the delivery teams. Credit Card Processing. Online Reviews. Subscription Billing. Office Management. Client Manager CRM. Route Optimization. GPS Technician Tracking. Field Operations. Mobile App. Digital Documents. Electronic Signatures. Device Tracking. Chemical Tracking. Customer Experience. Appointment Confirmations. Appointment Reminders. OMW Text Messages. Customer Portal. Customer Surveys. Grow your field service business. Free yourself from administrative work. Organize your operations.
Create a high-performance team that over delivers. Empower your technicians.
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