In management courses they teach the topic of "chief vs leader". The leader inspire and the others follow it by mean of good examples. The chief commands and the others obey it by obligation.
If someone delegate tasks, he should trust the one in charge giving only non-mandatory feedback.
The ultimate goal is for a pure management is to delegate everything.
In software engineering it is to divide the complexity of the software and make it flow through persons or group of persons that can fully understand it.
In this book the author treat also the topic of why the industry should not be based in the inspiration of geniuses that could handle all the complexity of the software.
That's why the focus of the Book, and also the software development methodologies of the last decades, has been the "industrial strength software". They define such software as a software that has enough complexity that no person can not fully understand in details.
I don't know if an internet forum can achieve such a level of complexity, but a rule of thumb can fit here:
If just one person can understand it, then the software is not complex enough... or that person is a genius.
I would say in practice geniuses are good for a project, as long as they are humble and cooperative. I would hire them, but I would make them part of the design or the quality team. They would be only be able to touch the code by mean of pair programming, so that there is a redundant backup.
Geniuses trend to be a high demand resource, and there is not guarantee that they can be retained forever.
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That's a good approach for a leader.
In management courses they teach the topic of "chief vs leader". The leader inspire and the others follow it by mean of good examples. The chief commands and the others obey it by obligation.
If someone delegate tasks, he should trust the one in charge giving only non-mandatory feedback.
The ultimate goal is for a pure management is to delegate everything.
In software engineering it is to divide the complexity of the software and make it flow through persons or group of persons that can fully understand it.
In this book the author treat also the topic of why the industry should not be based in the inspiration of geniuses that could handle all the complexity of the software.
That's why the focus of the Book, and also the software development methodologies of the last decades, has been the "industrial strength software". They define such software as a software that has enough complexity that no person can not fully understand in details.
I don't know if an internet forum can achieve such a level of complexity, but a rule of thumb can fit here:
I would say in practice geniuses are good for a project, as long as they are humble and cooperative. I would hire them, but I would make them part of the design or the quality team. They would be only be able to touch the code by mean of pair programming, so that there is a redundant backup.
Geniuses trend to be a high demand resource, and there is not guarantee that they can be retained forever.