Jesus of Bagada

Chapter I – The Boy Who Raised the Devil

Religious Education filled the graveyard slot on a Friday afternoon. Pupils and teachers stifled yawns, mopped sweat from their brows and prayed hard for the bell to ring. Minds were elsewhere; splashing playfully in streams, sitting in cool shade, gambling for childish treasures, fishing, eating, playing games. Nothing could have been less interesting than the subject of the day: The Role of Omens and Portents in Religious History. Normally, Evelyn ‘The Holy’ Roly would have told the class to read their textbooks quietly while she perfected the art of dozing open-eyed. Today however a strange feeling beyond her control compelled her to deliver the lesson.

Evelyn removed the nylon beehive wig that was helping to slowly cook her brain and placed it on the table in front of her. She cleared her throat to attract the children’s attention and proceeded to recite her notes to a class of bored, listless, eleven year olds. Given that she had not explained the meaning of the words ‘omen’ or ‘portent’ to children for whom English was a second language, the attention she commanded from the clearing of her throat was fleeting.

Like the rest of his classmates, Emeka Ejoh heard little as he stared wistfully out of the window. He was lost in a daydream, blissfully unaware that this particular lesson had been engineered for him from the moment of his birth. In his final year of school he would write an essay in answer to the question ‘Discuss the role of omens and portents in governing the timing and nature of ancient conflict’. He would get an A-plus for it as a piece of work, proving that he understood divine signals in the theoretical sense, but he failed miserably to see the signs in his own life.

Why did he not realise that the cross on the chain around his neck had mysteriously turned upside down? When he rubbed his head and found the two little bumps growing under his hair, why did he not run and consult Mama Isoro, the local herbalist, immediately? How could it be that when he cut the yolk of his egg and saw blood come pouring out of it, his only action was to screw his nose up in distaste, scrape the plate into the bin and eat a slice of toast instead? Surely God moves in mysterious ways.

It was strange that he should have missed all the signs, for Emeka Ejoh was otherwise quite clever. He might have become an academic had he been educated in his native tongue. As it was, his lips moved when he read, right up until the age of thirteen and by then nurture had defeated nature and it was too late. Though he trounced his classmates in every subject, he was no more than first among unequals. At his final year prize-giving in secondary school, his Headmaster, handing him his third award of the day, turned to the audience and told them that here was a boy who would leave an indelible mark upon the world as a man. Never was a more prophetic statement uttered.

Early indications were that Emeka would become a man of means. His entrepreneurial spirit was far in advance of his age and an early foray into business reaped spectacular results. Like many of the boys in his neighbourhood he spent his afternoons catching catfish in the swamplands near his home. Not for Emeka a mother’s approbation as he laid the day’s catch on the kitchen table, Emeka sold his fish door-to-door on the way home. And instead of spending his profits on sweets, like any other, normal boy would do, he invested in more rods and lines and hooks, with which he caught more catfish. Soon he had more rods and lines than he could set or collect on his own and he began to employ friends, whose labour and naivety he ruthlessly exploited. With their input he rapidly outgrew his door-to-door customer base and in no time at all expanded his market to include the stallholders who sold food, cooked by the roadside, and all the small bars and restaurants in the neighbourhood.

This expansion marked a turning point in his life. Suddenly his success became measurable by the trappings of wealth. He bought a bicycle, a much coveted chopper, with gears in the middle of the crossbar; a radio, and a Polaroid camera. Such possessions in an impoverished neighbourhood were real status symbols. They earned him recognition, which he mistook for popularity, and respect which he misinterpreted as admiration.

And then, one summer, for no good commercial reason, the catfish business ended. Emeka’s hormones kicked in and like many a young boy standing at the crossroads of life he dumped his past like so much old rubbish. He got so torn between the stress of acne and the wonder of masturbation that he quite simply forgot to catch catfish. He forgot where he had laid his lines, forgot who owed him money, forgot everything that now belonged to the life of the child that he no longer was. Emeka Ejoh, child star, metamorphosed into the most pathetic creature of all; the lonely, angst-ridden teenager. He had been respected for his academic prowess and admired for his financial acumen, but he had never been liked. Even his mother didn’t like him. There wasn’t much to like. He had not been pleasant or handsome to start with and manhood did not improve him one bit. He remained short and bow-legged, with lips that were too large for his small, round face. Bright, piggy eyes bulged out of his head so that when he smiled he took on an uncanny resemblance to the catfish he’d so passionately hunted. His physical appearance might not have mattered had there been anything that could be described as endearing in his personality. He did not even possess the redeeming feature of being good at sport or games. His one and only girlfriend, who had accepted this dubious status on account of his previous wealth, dealt the final, fatal blow to any chance he had of popularity when she cruelly announced that she’d dumped him because he always smelt of fish.

While his classmates smooched behind the bushes Emeka consoled himself with music. From the time he bought his first record and stuck it on his mother’s gramophone player, his trading instincts told him he would one day own a record shop. His future opened up before his eyes in a manner so clear that a suspicious mind might have described it as a vision. He would listen to music all day and make a vast profit from the inexhaustible supply of music lovers who would patronise his establishment. If he closed his eyes he could almost see the crowds and smell the money.

Emeka did indeed buy a record shop when he grew up. Intellect and determination made the first step in the fulfilment of his dreams easy. All might have gone well but for his nascent dalliance with business and economics, which left him with a proclivity to reinvest his profits in a winning formula that bordered on the obsessive. It might have worked for catfish but with records it was to prove a disaster. In complete defiance of normal economic principles, it was when he started to trade profitably that he found himself in trouble.

From the proceeds of selling records, Emeka bought more records, until he had so many records that one could hardly move in his shop for fear of knocking a towering pile of vinyl to the floor. In such cramped and precarious conditions he began to lose his customers, who preferred to browse through a selection of records like cows grazing in a large, open field, not jammed up tight against the merchandise unable to see beyond the top layer.

Faced with the calamity of a mountain of stock that nobody bought, in a space that was far too small to hold it, Emeka had three stark choices. He could move to a bigger shop, he could change his business model, or he could become a gifted crank who lived above a dusty old record shop that was packed full of beautifully preserved but ancient records which would never sell. With his usual determination and certainty, Emeka chose the last option, and in taking such a dramatic step crossed the border into eccentricity that sealed his alienation from his friends and neighbours.

“He’s mad,” they all said, the chorus of condemnation growing over the years, “hoarding those stupid records that nobody wants. Hasn’t he heard of CDs and DVDs, and files that you can download over the Internet? I tried to go in there the other day and you can’t even get the door open properly because there’s a dirty great pile of records in the way.”

Day after day, the numbers of people who came to the shop dwindled. At first Emeka tried to entice his customers back with ‘two for the price of one’ offers and free posters, which brought in a handful of bargain hunters. Soon even they stopped coming. After a while it became pointless dusting the records or sweeping between the irregular gaps on the floor, or even switching the lights on. Emeka stood on the brink of ruin.

A less conceited man, staring disaster in the face, might have sought advice. But Emeka remained as certain of his own logic as ever before. In the dark depths of his predicament he was convinced that he saw a shaft of light glimmering at the end of the tunnel. His problem wasn’t that he had too many records it was that he didn’t have enough. He was in the wrong market. Retail was not the answer; he needed to become a wholesaler!

So he took out a loan and began a new business, importing crate-loads of cheap records made by obscure artists. He classified them by genre, ascribed a rating to each and sold them by the crate to local DJs who had discovered that if you play bad records loudly enough to people who are drunk, nobody notices.

Emeka’s new business left him with an even greater mountain of useless records because the vast majority of his new stock was outdated junk that he couldn’t give away if he tried. His gleaming shaft of light turned out to be nothing more than the dull glow of a foolish idea, and everyone thought him more cuckoo than ever before.

Emeka ceased to be ‘normal’. His superstitious neighbours feared eccentricity, no matter how harmless, and ascribed all kinds of extreme outcomes to the gentlest forms of insanity. Which is why, if anyone had told them that Emeka Ejoh would raise the Devil they would have nodded sagely and said “you know, it doesn’t surprise me one bit. I mean look at his record shop!”

To obtain further chapters or the full manuscript please email Dele Sikuade at Dele@Gogojaja.com

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The Dreamkeeper

Chapter 1 – The things worth dying for

It was the time of year when the days are unbearably hot and the nights are cooled by the dry, harmattan wind that flows down from the Sahara, sucking out all the moisture that it can from the lips and skin of the people in its path. The last rays of the sun lingered still behind the hills but the wind was cool enough to give goose bumps to bare flesh. A small group of men stood in a circle as dust devils whipped about their feet. A blast of air stoked the fire in their midst and as one they drew their cloths tighter about their shoulders and edged closer to the flames.

Shola crawled through the undergrowth to the edge of the clearing, to better see from the light of the flame the faces of the men who had gathered there. She was too far away to hear what was being said so she crawled forward on her belly until she lay beneath a row of low shrubs close to the back of the group. She prayed that there were no snakes or scorpions nearby to be attracted to the warmth of her body.

A guttural cry and the squawk of a startled cockerel heralded the start of proceedings. The low hubbub of voices ceased as the ceremony began. Men took on the appearance of statues: grim faces alternately illuminated and cast in shadow by the flickering flames. The wind whipped away the last strangled cry of the cockerel as its throat was cut. The Babalawo, Shonubi, spoke in the strange high-pitched language of the spirits that only he understood. Holding the dead bird by its feet, he placed a fist beneath its headless body so that blood poured over his hand and spilled onto the ground. That done, he tossed the carcass carelessly behind him and cast whatever had been in that blood-soaked fist into the fire.

Blue-green flame shot up and all bar Shonubi stepped back in surprise. In the brief breaking of the circle, Shola got a good look at the man in all his ceremonial glory. He wore a leather loincloth and anklets of cowrie beads. A necklace made from the bleached skulls of small birds and animals hung around his neck and his body glistened from the red paint and palm oil smeared about his face and torso. Suddenly his head spun in her direction and the mop of thick, black, matted hair that hung down to his shoulders swung apart to reveal hard, narrowed eyes and deeply gouged tribal marks on his cheeks. Shola’s heart was in her mouth when he stared in her direction, as if he sensed an unwanted presence. She felt that she was being drawn towards him and dug her fingers into the soil in resistance, but to her great relief he looked away again and she was released from his spell.

The fire burned a brilliant white and Shonubi, dancing drunkenly around its base, seemed to be able to wrap his arms around it and exhort the flames to rise ever higher. Shola was just getting used to the new level of illumination when darkness fell on the gathering. It looked as if the fire had burned itself out but it was only a trick of the light; the fire had died down, burning normally once more, so that its light was reduced to a dull, orange glow. Shonubi trembled violently and screamed, possessed by the spirits that his black magic had summoned. Pointing one shaking, bony finger at the stars above, he declared in his shrill, unnatural voice, that the Gods, speaking through him, had decided the matter before them. Their judgement was death! The men nodded sagely at this news. In the conversations that had preceded the ceremony none had expressed any doubt that this would be the outcome.

Shola felt sick and placed a hand over her mouth for fear that she might betray herself. Despite the presence of her husband, her life could be forfeit for daring to be in a place where no woman was permitted to be. She wanted to slip away right then but she felt faint. She continued to watch in a state of curious detachment, unwilling to believe what she had just seen and heard. Shonubi picked up the dead bird and began to walk around the circle, daubing its blood on every man present. As he marked each man he assured him of the Gods’ protection if he did their bidding.

Faint or not, Shola knew she had to go. Stealing silently away from her hiding place she crawled backwards until she was back in the bush bordering the shrine. Then she got to her feet and ran, thrashing carelessly through the leaves and branches until at last she reached the open fields.

The moon was out and the trees were silvery ghosts swaying seductively in the breeze. Visibility was good and she could no longer afford to run in case she was seen. A woman out for a stroll could simply nod goodnight to her neighbours and pass unmolested but a running figure would attract attention and questions could be asked to which she had no answers. Shola wrapped her arms around her shoulders, bent her head to the ground and tried to focus only on the uneven road beneath her feet.

A sudden cheer rang out and when she turned in the direction of the shrine she saw the unmistakable yellow glow of torches being lit and raised. She had to go faster! Adopting a half jogging, half walking gait, she pressed on. The men she had left behind were drowning their inhibitions in a sea of palm wine and religious fervour that would soon give them the reckless courage they needed to carry out their dark intentions.

Rounke was putting her children to bed when Shola burst into the room.
“Shola, what’s up? Are you okay? You nearly scared me to death.”
“Rounke quickly, take the children and go!”
“What? Go? Go where? What is it, what’s up with you?”
“Rounke please just do what I say. Take the children and run! Go to the old guava tree. You remember our guava tree in the bushes? Go there and I will come and find you as soon as I can. Oya! Everybody get dressed. Quickly! Iyabo, Olu, help Kunle, we have no time.”
Since she seemed not to be paying any attention to her, Rounke seized her sister by the arm and spun her round to face her.
“Shola, what are you doing? What is the matter with you? Stop this!”

Shola stopped. Her head was swimming. She closed her eyes, took a deep breath and tried to compose herself. She pulled her sister into the corner of the room and whispered fiercely in her ear.
“Rounke, Shonubi said that the children are witches and they must be killed.”
“What?” It was Rounke’s turn to feel faint. She clutched her sister’s arm tightly as she held on for support. “No. No! How can he do such a thing? Who would believe him?”
“They all will! They all will because of the dreams that people are having about them…” Shola’s voice fell to an almost inaudible level “…even my husband believes him. I heard him talking with his friends, saying that the elders were going to see Shonubi to find out what these dreams meant. I followed him. Oh Rounke, I followed him!” Shola began to cry and even though she still did not comprehend the meaning of her sister’s words, Rounke began to cry with her.

A faint, alien cry reached their ears from far away. Rounke raised her eyebrows quizzically but Shola recognised its pitch. She wiped the tears from her eyes with a fierce determination to put all anguish behind her so that she could act.

“Come!” Shola twisted her arm free, grabbed her sister by the shoulders and steered her outside.
“Look!” She said, pointing to a procession of torches winding its way down the hillside above the village and snaking in their direction. “You see that? They are coming here to kill the children. Stop wasting time. Take them and go!”

Rounke froze and no amount of pleading could get her to move. It was as if she had been struck deaf and dumb and rooted to the spot by the enormity of what she was seeing. Even the children, when they emerged from the house, confused and scared, were unable to galvanise their mother into action.

Shola, seeing that they would soon be in clear sight of the mob, abandoned her sister, picked up the infant Kunle and made Olu and Iyabo follow her.
“Come on!” she urged the children, though she turned her face away so they would not see her tears, “Your mum will follow us. Come on!” And such was the force of her command that the children, believing that their mother would indeed follow, ran behind her.

At the edge of the village, Shola cast one last despairing look over her shoulder. Her sister was a small figure illuminated by the pool of light from the house. She would not be coming. Shola’s sadness, deep though it was, was now matched by a deeper emotion, a growing fear that made her weak at the knees. Once she had left the children in the relative safety of the bush, she knew that she would have to go back to face her own fate.

Shonubi rounded the bend at the top of the street, his body now covered in markings of white chalk that would ward off evil spirits. In one hand he held a flaming torch, in the other a knife. The sight of him finally spurred Rounke into action. She stepped back into the house with grim purpose. She quickly stuffed some clothes under the sheets so that it would look as if the children were lying in their beds. Then she extinguished the flame of the oil lamp, plunging the house into darkness, and took up a position behind the front door. She was standing there, trying to remain still and quiet when her foot came into contact with hard, cold, metal. It was the machete that she used on the farm. Bending her knees, she felt for its handle in the dark and picked it up.

A minute later, the shadows of men with sticks and machetes were crowding through the open doorway. She pressed her back hard against the wall and hoped that no light would give her away. Shonubi crept forward cautiously and peered into the gloom, his torch held in front of his face. He walked stealthily forward and put his head around the bedroom wall. Seeing shapes in the bed he tiptoed back to his followers and announced in a loud whisper: “The children are here. Look for their witch of a mother; she seems to have abandoned them. Or maybe they have killed her.”

The mob gave a collective gasp at the pronouncement that the children might have killed their mother and one or two faint hearts took a backward step.

Rounke held her breath. Shonubi had passed within inches of her and now was only a foot away. She could smell his rancid sweat. Her heart beat so hard that all she could hear was the blood rushing in her ears and she had to clench her buttocks to stop her bowels from opening in fear. She closed her eyes and prayed for divine intervention but opened them seconds later knowing that none would come. Her salvation, if such a thing were possible now, lay in her hands.

Rounke had not known what she would do, right up until the moment that she saw Shonubi raise his arms and throw back his head to receive the adulation of his followers. That gesture, the raising of his arms, that one, small thing, triggered something in her so deep that she could no longer feel fear. She no longer felt anger. She became cold, devoid of all emotion. All of her body was possessed by one overwhelming feeling – hatred; her mind consumed by one thought – revenge!

Shonubi never heard the parting words that were spoken to him. Rounke was not even sure she had uttered them. All her thoughts, her words, her life, became entwined in a maelstrom of blind fury that reached its crescendo in the sickening thud of her machete cutting deep into the back of the Babalawo’s head. The men outside, who were preparing to enter the house after their leader, backed away as he staggered out of the doorway towards them. Still holding his knife and torch, the look of surprise on his face caused them too to be surprised. Then he fell forward, dead.

For Rounke, the storm of emotion now gave way to a deathly calm. She stepped out from the doorway behind him, covered in his blood.
“You came to kill my children eh? You dogs. Just try it and you shall live to regret that your mothers were not barren.” The thin cloth that she wore for sleep dropped to the floor. Naked, she drew the bloody blade of the machete across her torso, in a line running from above her left breast to her right hip and her blood began to flow freely from the wound.

“If you want my children then you must first pass me.” She smeared blood from the cut across her face. “But I want you to see what I am prepared to do to myself so that you will know what I am prepared to do you. Let the first one of you whose genitals are bigger than those of the red-headed lizard’s, whose genitals are so small you cannot see them, step forward so that I can send you to join this animal.”

So saying, she spat on Shonubi’s dead body, placed a bare foot between the shoulder blades of his corpse and waited. Rounke had no illusions as to her fate. Not now that she had killed the Babalawo. The mob would not be denied, but while these murderous men delayed in confrontation with her, the children were escaping. Nobody had expected this sudden turn of events and she had bought them precious time.

She caught sight of her brother-in-law, hiding shamefully at the back and at last the thought process that had led her to this point slipped easily into focus. She could not have asked Shola to stop them. The crowd would have pushed her aside in seconds and what would have happened to the children then? Kunle was too small to outrun grown men and she could never have hoped to outrun them carrying him. Somehow she had known that this was the only way. The thought of her sacrifice did not trouble her. She had no regrets, the children were her life. ‘The joys of living are worth dying for,’ were the last words her dear husband had said to her before the fever had taken him and now, as the crowd began to rumble with anger and inch closer, she knew exactly what he’d meant.

To obtain further chapters or the full manuscript please email Dele Sikuade at Dele@Gogojaja.com

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Dev Team Rescues Chilean Miners

It was fascinating and uplifting to watch the Chilean miners being winched to safety in their tiny capsule. But what would have happened if the operation had been handled as a typical software project?

Month 1
First there would have to be a plan. The Chilean rescue team had a plan but any good PM would surely have spotted straight away that a plan of the plan was the proper place to start. To get the plan of the plan to have all the right elements requires a kickoff meeting and there can be no kick off meeting without the client. After all, who are the team working for? Clearly, the client being twenty-three hundred feet underground without any decent conference call facilities would have posed severe problems.

Month 2
Software developers are nothing if not resourceful. After one unheralded genius finds a way to convert sonic vibrations transmitted through rock and receive same, thereby creating a two-way communications channel, the project can move into the next phase – requirements gathering:

    Question to client: So what exactly are your requirements?
    Client response: Er it would be nice to be rescued.
    Question to client: And what sort of timescales were you thinking of?
    Client response (unreasonable): ASAP would be nice.
    Question to client: And in terms of budget, what sort of cost were you thinking of. Ball park of course.
    Etc.

Eventually it would have been made clear that cost was not an issue as the government would be paying. This is just as well as the project has already racked up a load of time from the Creative team who, as usual, have some f-a-b-u-l-o-u-s ideas.

Month 3
The usual problems of organizing a steering committee, defining escalation paths, reporting mechanisms and scope change would now be tackled. Much toing and froing over sign-off would occur. Do the miners have to sign off the specs too and does that require a unanimous vote or a simple majority? Project temporarily halts when it is discovered that nobody has been taking minutes at any of the meetings.

Month 4
Software development leads are brought in. Much sucking in of breath through teeth ensues and the salesman is called every name under the sun for having declared that this type of rescue would only take the intern twelve minutes. Team lead declares that this rescue will be done in java and will result in the creation of the open source rescue system CMRescue. PM applies for planning permission to spread his mile long gantt chart over half the countryside.

Month 5
Devs stand around an array of potholes arguing. Bemused project owner walks up to them and asks what they are doing. Discovers that they have made several different shaped holes and are debating the relative merits of drilling in circles, squares or triangles.

Month 6
The triangle won! CMRescue moves into beta release. Devs busy reworking all known tools to fit with their paradigm shifting solution. They could have gone with the circle but they are all experts at circle programming, which is now just so passé.

Month 7
Finally drive triangle shaped wedge in what is now known as “Operation Toblerone” into underground chamber, destroying the toilet in the process. As cock-ups go this is pretty small beer, drunken devs have been pissing in hole for weeks so it is quite appropriate that this is where the breakthrough occurs.

Month 8
Twitter and facebook accounts set up for miners. They will be up in a week so skilled copywriters sent down to teach them the rudiments of blogging.

Month 9
Last of the miners reaches the surface. Horde of PMs and devs rush to slide down the tunnel into the vacated chamber which has now been turned into the coolest den on the planet with its own freaky lighting, funky cameras and a totally unique atmosphere. Vibrations from music cause triangular rescue vent to collapse in on itself and up on the surface a new team is mobilised to develop and implement CMRescue V2.0

QA Lead turns up. At the wrong mine!

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PM Creates face of Jesus in Gantt chart

We’ve seen his image on toast, in pancakes and in vegetables. We’ve even seen it photographed in a bowl of cheerios, but in a surprising new twist, Project Manager Jake Ronay of e-Cripes Inc claims that he created the face of Jesus in a Gantt Chart. When we interviewed him he had this to say:

When I adjusted the timeline to take into consideration the fact that Big Joey, our QA tester, was going to be off work having his piles done and then I brought in Bob KDR Lazenby’s development work, on account of the fact that he’d downloaded some shareware that did the same job… Well there it was: eyes, ears, nose, mouth, a beard formed by eleven weeks of iterative bug fixing. It was amazing! I took my laptop over to Elma in reception, and said ‘hey Elma, take a look at this’. She said she couldn’t see nuthin’ on account of her cataracts, but I tell you it was there.”

Unfortunately we cannot bring you a picture of the image. A meeting with the client earlier today where major changes were pushed through, have meant that the structure of the Gantt chart, which had not been backed up, is now lost forever. Our appeal to the development team at e-cripes to look for a backup was met with scorn and laughter at the very idea that a PM would have the technical know-how or good sense to backup his laptop. Jake Ronay has refused point blank to put the Gantt chart back the way it was because he says “that would be like using the hand of man to undo that which has been done by God. The project has changed. We are moving forward. Either you have faith in the new timeline or you are lost.”

Jake wants it to be known that rumours he was hallucinating after being bitten by one of his pet rattlesnakes, or drunk on his uncle’s moonshine, are nothing more that vicious slurs on his reputation.

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Dumber than a bag of hammers

As they worked late into the night, senior software developer Ezon Fyre of e-Cripes Inc and his code warrior buddy, Bob KDR Lazenby, just could not get one question out of their heads. How exactly does one calibrate the Intelligence Quotient of a bag of hammers? As Bob told our reporter, “Ezon was steaming man, jus’ steaming. I thought he was going to break somethin’ or somethin’ like that. He jus’ kept swearing that that moron salesman, Schlepski, was dumber than a bag of hammers! It was about an hour later when I was kicking some butt with the clan in COD4 that it occurred to me to ask ‘well exactly how dumb is that?’ It was just one of those questions y’know? But I s’pose that was how it started. Well Ezon doesn’t like questions like that going unanswered, so we rustled up the crew, got Busy With EZ, as we like to say, and around about four o’clock the next morning we had killed the question. Man, it was D-E-A-D.”

A software industry expert told us that “although it may mean little to the uninitiated, what was particularly impressive about this feat of IQ calibration is that it took less than four hundred lines of code.” As Bob further elaborated: “We were going nowhere in C Sharp, Java, C plus plus; any of that crap. Then ol’ Wakky Baccy, who we’d hustled in to help on the problem (Isiumo Nwakatome, a Software Developer based in Japan), suggested we get ol’ style on its ass and mash it all up in Fortran.”
“I tell you, that was a work of genius!” said a sleepy Ezon when we managed to catch up with him after he had ‘Force Crashed’ on encountering daylight.

In case any of our readers are wondering, the calculations reveal that the IQ of a bag of hammers is exactly 3.7, which our experts tell us is probably on a par with a man who does nothing in life but bang his head against hard resistant objects. We have no definitive proof, but Ezon swears that the only way that Schlepski could register a score at all was if Brownian motion applied to number scales and somehow nudged him above zero. Having been given brief insight into what Schlepski told the client could be delivered in the timescales and for the quoted price, our software industry expert concurred with Ezon’s assessment, calling it “harsh but fair”.

Ezon, Bob and the crew will be posting their Genetic Algorithm of Bayesian Inference on the IQ of Inanimate objects (parts I – IV) on the dev ninja boards just as soon as they can restart the servers that unfortunately crashed in the interests of great science.

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The myth of fixed price projects

Published on collectivematters.com as “Mind the gap”

It’s the age-old Project Manager’s nightmare; dodgy specification, difficult client and a fixed-price project. Why doesn’t everyone accept that people will do their best and go for the flexibility and realism of Time & Materials (T&M)? These days there seems to be a strong leaning towards fixing the price of software development projects; after all, the budget is fixed so it doesn’t make sense not to fix the price as well. The trouble is, as many experienced PMs know, things are rarely that simple.

The issue is one of risk and who takes it. With a fixed price project the risk is deemed to be the supplier’s, with T&M it is the customer who takes the risk. This risk is presumed to be the risk of overrun. In other words if the project is not completed on time the cost of resources to continue working on it will be borne by one party or the other.

In the fixed price scenario, the supplier is in theory happy to accept the risk because it is the supplier who names the price and sets the timeline. If the project comes in early then the supplier makes a super profit because the engagement was profitable even if it was only on time, and the supplier is usually allowed to add a mark-up to the project for accepting fixed price risk in the first place. Everybody is happy unless the project comes in so late that it eats into the supplier’s contingency and extra margin, but if that should happen it is the supplier’s fault anyway for getting it so wrong in the first place. Or is it?

In reality the supplier rarely sets the price or the timeline. Customers don’t just sit back and accept the estimates they are given; they negotiate and they usually negotiate the fixed price risk factor away. Suppliers need the business and recognize that if they don’t do it their competitors will, so they take the risk of a fixed price project scoped out to meet exact deadlines. However, if they fail to meet those deadlines, they do not passively accept the cost of the overrun either! Even if it is entirely their fault, suppliers will do their utmost to stay in business, and running unprofitable projects is not a good way to remain solvent. They will under-deliver on what was promised, scale back on resources allocated to the project, either by using less or cheaper labour, and they will hit back with that dreaded weapon, the Change Request. When the arguments start over the Change Requests then nobody wins.

If we look at what was intended rather than the means of getting and paying for it we might be able to see a way out of the problem. Customers want good, reliable software that addresses a need that they have. However, suppliers cannot give customers what they want; they can only give them what they ask for. Customers, not being experts in the software development business frequently don’t know how to ask for what they want. Sometimes they do not even know if it is possible to get it. If you know that there is a gap between what the customer asks for and what they want, and you have enough experience to know that they rarely like what they are given first time, then the solution is to show them what they are going to get, early.

Project managers should try to minimize the size of the gap by making sure that, as far as possible, the customer sees what they are going to get as soon as possible, in small chunks. The sooner the “what you want” vs “what you get” battle is fought, the sooner the “risk” vs “pricing” issue gets resolved and the more likely the project is to succeed.

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A Breed Apart

A Breed Apart
A wise man once said “beware of software developers for they are very chivalrous and will need to find a dragon to slay”. If you spend as much time as I have around programmers you will know what he meant. Back in the eighties, a smart and eager young COBOL programmer became the butt of many a joke when, entirely unbidden, he wrote some assembler code to read and write records. This he claimed was more efficient than using the equivalent COBOL statements. Now it does not matter if you are technical or not, suffice to say this is the equivalent of putting a small motor in your wall with a gyroscope attached in order to keep your pictures level when you hang them; it might work but it is complete overkill and totally unnecessary. He must have looked at the statements READ RECORD and WRITE RECORD and thought, “nah, nowhere near challenging enough, I’ll find out what that does and then improve on it (somehow).”

The knowledge that this type of behaviour is prevalent amongst the technically gifted is what allows urban legends such as the NASA space pen to flourish. This apocryphal story states that while America spent millions developing a pen that would write in zero-gravity space, the Russians simply used pencils. It is a pretty outrageous slur on NASA’s competence but many of us are prepared to believe it because we just know that huge sums of money are wasted on extravagant technical wizardry to address problems that have a simple, everyday solution.

When profit-driven business leaders, customer-focused sales executives and pragmatic, non-technical Project Managers face off with overly inventive developers there is always a capacity for misunderstanding and distrust. Sometimes we can laugh at these Quixotic acts of geek chivalry but more often than not we are frustrated and annoyed by them. We shouldn’t be. The mistake that those who mock and scorn are making is to assume that the world works better if only everyone thought like them. Clearly it would be a general disaster of Orwellian proportions if we were all obsessed with profits, brand identity and timelines. If we lived in a world where nobody really cared to understand how the TV actually worked who would invent the most brilliant labour-saving device known to man: the remote control?

All forms of creativity left unchecked produces bizarre results. We have only to look at the recent credit crisis to see that financial gurus need checks and balances. Marketing disasters are everywhere. Small fortunes are spent on sales and advertising that produce near zero returns and in some cases are positively harmful to brand identity. Every year, hundreds of projects run by highly-trained, pragmatic and sensible project managers, overrun by millions. In this context, the developer’s equivalent of writing his own linked list with binary chop algorithm, when the simple statement SEARCH has already been provided by the tool vendor, is a small price to pay for genius on tap.

And what genius! The next time you might be tempted to poke fun at software developers just remember that every word you read on this website, every phone call you make, every car you drive, every show you watch, every plane you fly in, every-just-about-everything has been studied, mastered and improved by this special breed, who some people will just never understand.

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A penny for your thoughts

Your blogger was in Nigeria a week ago, trying to think above the incessant wheeze-choke-rattle of the neighbours’ generators, which kick into life every evening to compensate for the appalling absence of state-generated power. Perhaps ‘think’ is too rich a word for what was going through my mind as I daydreamed about a Call of Duty style raid that would leave said generators scattered over a ten mile radius. My dear Mama must have sensed that I was troubled because she innocently offered me a penny for my thoughts.

Well, that got me thinking. A penny ? Is that all my thoughts were worth. I live in a world where people are paid vast sums of money for their thoughts but what if all along they should just have been given pennies for them? Eager to seize on any distraction from the wretched generators I grabbed a piece of paper and started doing some calculations. Here they are, poor fare though they may represent:

First we must assume that some bloke is trying to sell you a thought for a pound (we are talking pennies so let’s stick to British currency). He is in fact going to exchange some carefully formulated words and nothing else for some hard-earned cash. Now, let’s try to put a value on these words.

If Alexander Graham Bell and Elisha Grey both independently came up with devices to transmit speech electronically, it follows that our man’s thought is highly unlikely to be unique. He may be the smart kid in the dumb class but that doesn’t mean that there are not a lot of other smart kids around, some of whom may be smarter than him. To me that fact alone loses the thought 90% of its value. That anyone could have had the same thought is not the great devaluer, it is that many other people have had exactly the same thought and our man is trying therefore to sell something he does not really own.

In today’s money the thought is now worth 10 pence, which is still ten times more than my mother would pay for it. To understand the loss of the rest of its value we should go back to the preceding paragraph and the words “smarter than him”. Yes, while a thought remains unproven as fact, the possibility exists that it is not very good and that better thoughts can be freely had. One can picture Mrs Bell looking at her husband’s device and thinking “all very well but who can I call?” It took a long while for the telephone to reach the level of utility that it has today and I’m not sure that many people would pay premium price for an acorn in the hope that one day it will become a mighty oak. Nope, for me the thought has now lost half its value.

Five pence for a thought missus? My mother shakes her head and holds out her shiny penny. It is all she will give because she knows there is more. In a world full of thoughts, many of those thoughts cannot be achieved. Let us be generous and assume that just over half of thoughts have practical merit; and because my maths is very poor let’s round that up to 60%. This means that our man’s thought is now worth 3 pence.

If I were him I’d sell now if there were any buyers because the real kicker is beginning to occur to me. If we take some studies seriously, 80% of new businesses fail in the first 3 years. Now nobody starts a business thinking that’s a really bad idea, I’ll do it anyway. This means that 80% of thoughts are positively bad for you. Our man’s thought could be seriously detrimental to your wealth! So now we should only give him 20% of the 3 pence for his thought. Luckily for him there is nothing in British currency as low as 0.6 of a penny, so we generously round it up and hey presto, 1p.

It turns out my mother was not being harsh, she was being gloriously generous. Well that’s what I think anyway and now you know what my thoughts are worth…

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The jargon of innovation

While doing some research on usability as part of a review of a Computer User Interface I happened upon thousands of pages of what looked like complete gibberish. Then I noticed a pattern; the gibberish repeated itself! What did this mean? Was this the verbal equivalent of the mystery of Pi?
It didn’t take long to realise that I had observed no more than what I advocate in consulting on innovation; the evolution of a common jargon that is a shorthand way to express complex ideas. When an accountant talks about Balance Sheets and P&L accounts, he or she is saying an awful lot more than that there are two types of accounts. My builder can mutter something about an RSJ and splints to his mate Jack and for all I know they are talking Martian. Half a dozen words thus exchanged and bish-bash-bosh the wall comes down, but the roof stays in place – marvelous! I wish I knew what they had said.
Jargon is an absolute necessity in life. If you don’t speak the jargon for a process then you probably do not understand enough of how it works to be able to have any impact upon it. Understanding this is fundamental to introducing a culture of innovation into our workplaces. If you are trying to introduce innovation into your organization you should ask yourself if you speak Innovationspeak and if not, I believe that you suffer from the Man Friday Syndrome – you’re doing something you are not skilled at simply because you are the resource to hand.
There isn’t really a word like ‘innovationspeak’, that was just to illustrate a point, but I do advocate that organizations learn to speak the Language of Value. Value is a simple concept to get across and it goes something like this:
To be valuable something has to be:
a) Rare
b) Hard to obtain
Or
c) A competitive advantage with a barrier to duplication (time to copy is a good barrier)
Once we establish that we want to talk about value, we then have to agree how to talk about it. The only way to talk about things that are valuable is to talk in value terms. So, everyone must learn about investments and returns on investments, business cases and monetization of measure of progress.
The mistake that exists in a lot of organizations is to assume that jargon is hard to learn or hard to teach. Both are false assumptions. If you cannot teach the language of ‘valuation of initiatives’ to anyone of moderate intelligence in fifteen minutes then you are a ‘Man Friday’, trying to do something at which you have no skill. If you want an example of what you are aiming for then this is the type of desired outcome:
Have your employees recommend a retention programme with significant financial benefits (as per the numbers) that might include such incentives as nursery vouchers (costed).

This is the type of thing you definitely do not want:
Let’s build a crèche.
There are enough studies out there to prove that innovation is extremely valuable and it is not hard to create a culture of innovation. If you don’t see straight away how you would do it in your organization then it’s probably because you don’t yet speak the jargon.

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Don’t ask me, I just work here

Her jaw worked with mechanical efficiency on the wad of gum in her cheek. Every now and again she would pause in her chewing and push it out between her teeth to show the world the extent to which she had battered all colour, shape and taste from it; a latter-day Neanderthal hunting out the last whiff of marrow in a dry, old bone. I held my cowardly tongue. She was the wrong person to ask whether they had size 10 Predator football boots in stock. Instead, I set about seeing if I could find a size 10 of any boot on display, which I could try on without disturbing this mean spirit. If I found one that fit then I could just ask to buy it and its pair and perhaps she wouldn’t bite my head off and start chewing that.

Clearly I am more pessimistic about the human spirit than my fellow man, because even as I was concluding that Gum-chewer was minded to be about as useful as a chocolate fireguard, some cheery chap, dressed in an outfit so garish and ill-fitting it had to be the store uniform, came bounding up to her, all smiles and good humour.

“Hi Sugarlitefairyplum,” he said – no that’s not her name but this is a blog so we can’t use real names – “Can you take over from Grumbleweed (fake names but accurate sentiment) on the till?”

Gum-chewer made it plain from the look on her face that she thought Cheery was something she’d scraped off the bottom of her shoe. She did her party trick of showing him her masticated-to-death gum in a defiant gesture, as if to say, yeh mista, but you can’t stop me chewing, and walked off in the direction of the till without uttering a word.

Wow, she’s cross about something I thought. Still, what did I care why she was cross, I had just found someone who looked like he would willingly go and get me the boots I wanted.

Cheery searched in vain. It wasn’t just the size 10 Predators he couldn’t find, it was the Mercurial Vapors, the Puma Kings the… well, let’s not get into football boot anorak territory here. Suffice to say there were lots of boots that he couldn’t find in my size. I looked around me at the piles of boxes and stray boots scattered everywhere; this was a mess. Cheery was an island, slowly sinking in a sea of chaos! It put me in mind of the Monty Python cheese shop sketch, but a version entirely bereft of humour. In the end I felt so sorry for him that I agreed to buy some frumpy looking things from the last century that I knew I would always hate but at least were comfy.

I made my way to the till, boots in hand, to find Gum-chewer engaged in animated conversation with Grumbleweed, who though relieved of his duty had nowhere better to be. Somehow she managed to serve me without ever making eye contact, breaking off her conversation, or pausing in her mastication. I listened to their inane chatter; she made the free time for me to engage in this fruitless pastime by being in no hurry to do anything, and so absent-minded that everything she did do was wrong so it had to be done twice. They spoke in txt, a modern language I only vaguely understand, but I gleaned from the words I caught, their body language, and the spite in their eyes, that they were furious with Cheery. He, it appeared, was some Johnny-come-lately who represented a new inventory management system and of course, as I could testify, it was not working very well (my description not theirs, which had a few added expletives).

New System, as we shall call it, knew nothing about local delivery schedules or the vagaries of the Warehouse Management system, people’s capacity to lie about whether they had actually counted what was in store, and much more, all of which meant that none of the stock levels in the shops were accurate anyway and the computer’s account of where everything is was a pack of lies – Duh, everybody knows that!
Cheery, struggling with the next hapless customer, called out a query to Gum-Chewer and Grumbleweed in plaintive tones, to which they shrugged and volunteered no reply or assistance. Gum-chewer leaned closer to Grumbleweed and in a conspiratorial tone that I had to strain to hear, said the words that this blog is all about, “Don’t ask me, I just work here.”

So that was it! These two miserable misanthropes were angry because someone had done something that had ignored their knowledge. Nobody had allowed them to participate in the genesis of New System so nothing about it, and certainly not its problems, were their concern. They were not going to voice their objections or make any statement whatsoever that might be construed as either negative or positive regarding the system; they chose instead to engage in Passive Blocking.

We’ve all heard Gum-chewer’s view expressed in the workplace. Some of us (at ALL levels) have even voiced the same words ourselves. It happens when people above us in the hierarchy assume that we do not know when we are inhabiting a sub-optimal world. When we see a process and think ‘that’s rubbish’ our most common mistake is to believe that the people working within that process don’t think it is rubbish too. Our mistake is to not understand the concept of Workplace Evolution, a Gogojajaism that states that everything is as it is for a reason, so understand the reason before you act.
If you fail to take into account the knowledge of the workers in the process, that there are flaws you cannot see which they are working their way around, then when you hit those flaws yourself (as you surely will) they will not help you! This is Passive Blocking, the destruction of an initiative by a person or persons whose knowledge has been ignored.

We know that Passive Blocking exists because we are all capable of engaging in it. Translated into idiom it is the capacity to cut off one’s nose to spite one’s face. It is a uniquely human quality that if our knowledge is ignored we are so insulted that we are prepared to allow any venture to fail, no matter whether we stand to gain from it or not. Yet despite the fact that we know this, great men and women choose to ignore it. The boss will launch the vision statement, empower the hell out of his lieutenants and give lung-bursting, morale-boosting speeches to the troops. The new initiatives are launched with much fanfare and all is well with the world. Yet one year down the line these same initiatives lie buried under so many weeds of inactivity they shall never be seen again. They have been blocked! Easily! Simple non-participation can kill any initiative. A Passive block is the spanner in the works of the mightiest machine and it can bring the whole thing to a juddering halt.

How then do you get rid of Passive Blocking? Why, you institutionalize peer representation in decision-making. Gum-chewer and Grumbleweed might not be minded to volunteer any information whatsoever on anything, but if they thought that they could, if they were so minded, and someone would have to listen to their opinion if it were ventured, then they wouldn’t have blocked anything and I might not now have these hideous boots from that stupid shop that I shall never go back to again.

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