If you're someone who's interested in computer programming, chances are you've considered pursuing a career in it. However, being a computer programmer is definitely not for everyone, as it takes some special characteristics to succeed as a computer programmer.

Good at Math

While you don't have to be a math genius in order to be a good computer programmer, being good at math really does help. In general, as long as you know your trigonometry and advanced high school algebra, you should be set for programming.

However, in a few instances, knowledge of more advanced math ends up being necessary. For example, for shader programming, you should be familiar with integration of multiple variables, matrix algebra, and basic differentiation. You will also require considerable math skills in order to program 3D.

Excellent Problem Solver

To be a successful computer programmer, you definitely need to be an excellent problem solver. It is vital for a computer programmer to break a problem down into small parts. They must then be able to decide the best way to approach individual pieces of the problem. Computer programmers also need to know how to anticipate and prevent potential problems. While problem-solving, they also need to keep in mind things like user experience and performance.

If you're not a good problem solver, knowing a particular language and syntax will be useless if you can't even identify the problem at hand. Therefore, excellent problem solving skills are a critical foundation for computer programming.

Patience

If you are not a patient person, you will quickly become very frustrated with computer programming. Problem-solving is not always easy and fast. In fact, it may take a very long time, especially if you're either inexperienced or working on an especially hard project.

Debugging after the coding process is also very frustrating and tedious. No matter how hard you try, you will always have bugs in your coding, and these bugs, while often easy to fix, tend to be very difficult to detect. Therefore, you will end up spending a lot of your time searching for bugs that take very little time to fix.

Well-Rounded Skills

Generally, computer programmers who are very skilled in one area tend to stick around longer than jack-of-all-trades, as specialized programmers are harder to replace with outsourcing than general programmers. Therefore, it will do you well to specialize in one area of computer programming.

However, while specializing is good, you should still know at least a little about everything, especially skills that relate to the area you specialize in. For example, if you're a core Java programmer, you should know about SQL programming and ideally a scripting language or some regular expressions.

As you can see, not everyone has what it takes to pursue computer programming as a career and succeed at it. In fact, just because you love to program doesn't mean it's a good career choice for you. However, if you feel that you possess all the characteristics listed above, then you should definitely consider computer programming as a career.

Smart Project Management –Best Practices of Good Managers

Project management could be one of the easiest jobs on the planet, and could also be the worst nightmare. The difference between the two extremes depends on smart management of a project. According to the project management institute, there are five phases in project management - Initiating, Planning, Executing, Monitoring & Controlling, and Closing.

Every manager has his own style of project management. But there are a lot of contributing factors that result in a successfully managed project. These factors vary from project to project, but they all contain some common elements.

1. Setting SMART Goals

It is hard not to wonder how current technology would have altered the events surrounding the tragic death of John F. Kennedy. On the afternoon of November 22, 1963, shots rang out in Dallas, TX, taking the life of JFK, one of the most beloved Americans. Given the same circumstances today, surely the advances in IT alone, would have drastically changed the outcome of that horrible day. Would the government have recognized that there was a viable threat looming over JFK? Would local and government agencies have been more prepared for a possible assassination attempt? Would the assortment of everyday communication devices assisted in the prevention of the assassination, not to mention, provided greater resources into the investigation? With all that the IT world has to offer today, how would it have altered the JFK tragedy?

As many conspiracy theories have rocked the foundation of the official story presented by government agencies, realization of the expansive nature of technology provides equal consideration as to how the event would have been changed had this technology been available during the time of the shooting. There were T.V. cameras, home 8mm recorders, even single shot-hand held cameras snapping away as the car caravan approached. Yet, there remains little documentation of the shooting and even less information pertaining to the precautions taken by officials prior to JFK's arrival. Theorists consider these possibilities along with how the world would have turned out had the great John F. Kennedynever been assassinated on that day.

Information Technology (IT) tools are here to support your business in the global market. Effective communication is key for IT and business experts to collaborate effectively in search of solutions. Consulting, reaching out for help to a third-party, can bridge the gap between your business marketing experts and IT operations experts, especially with the emergence of big data analytics and its implication on the global market. Having the right consultants equipped with business knowledge and data technology expertise can make a difference.

Your marketing organization is probably familiar with digital tools and conducting global research. Its results can uncover the journey customers take to purchase your products or use your services. It can highlight the pain points and frictions that prevent their experiences with you to be delightful and amazing. Armed with this knowledge and beautiful compelling presentations, marketing executives expect that IT operations leaders will translate these insights into actions.

But people in IT operations are too involved in meeting key performance indicators that have nothing to do with the end customers. Meeting requirements of faster and cheaper don't translate very well into customer satisfaction. A classic breakdown in communication is described in a Harvard Business Review article, “A Technique to Bridge the Gap Between Marketing and IT.” The author goes on to describe how a new CIO at a bank found IT to be focused on the internal organization as their customers, rather than the real end customer. Moreover, no one was looking at the incident reports which clearly showed that incidents were increasing. And nobody looked at what these incidents were doing to the bank’s customers. The startling and scary numbers of incidents were caught and addressed and brought down from 1,000 to 600 or (40%) and later to 450 per week.

Surprisingly, these type of seemingly isolated scenarios are still being discovered within organizations presently, sometimes internally, and through third party insights such as consultants.  By engaging consultants to provide a perspective based on what they’ve experienced before, they can often bring new and innovative ideas or possible challenges to the table that an internal processes probably wouldn’t have been able to see on their own.  Often, third party input can help to provide the translation needed to go from marketing research results into actions that IT operations can understand and make sense in their high-performance culture. When companies understand and use this knowledge to reassess how to improve their customer experiences, they work backward from what customers want to achieve significantly higher improvements. 

IT and business management are more and more being asked to move away from their traditional roles, such as IT being the "technology infrastructure gatekeeper", and instead become enablers across the enterprise of effective collaboration, big data consumers, and key players in driving desired business outcomes. Marketing leaders look to technology as a way to facilitate the customer's journey and his positive experience of it, bring more clients, and meet increasingly higher loyalty goals. They rely on IT projects to enable big data-based behavioral targeting anywhere in the global market. This means projects to analyze search engine results, improve website personalization and optimization, and building of mobile applications for a more personal experience. All these are projects that consultants with their communication, consulting and technical expertise are well prepared to help in order to bridge the expectation gap between IT and other business organizations.

In order to meet these 21st-century business challenges, Information Technology organizations have been transitioning from waterfall stage-gate project management approaches to agile development. The stage-gate method applies a step-by-step approach where waiting, reviewing and approving are required before moving to the next step in the project. Agile management emphasizes collaboration, no decision hierarchies, and few people roles for making quick, customer-focused small changes over time to deliver solutions that delight and amaze customers. Agile development has allowed many businesses to respond quickly to changing customer desires and expectations. But moving to continuous delivery is a struggle requiring focused, dedicated teams that are not well suited to the traditional matrix organization where people are resources whose time must be "chopped" into many pieces and shared among many projects. Agile teams meet frequently as often as daily but never waiting more than a week to do so.

Marketing people are externally focused. IT people are internally focused. The first works with customer emotions. The second works to increase efficiency. Big data analytic tools are used by the first and supported by the second. Consultants can be the glue that helps both come together in effective collaborations that deliver positive business outcomes in both global and local markets.