Since graduating from Stanford University, Sam has spent over 2 decades in just about every aspect of coding, research, product definition, customer understanding, system architecture, data modeling, team building, strategy formulation, corporate startups, executive management, private equity placement, and entrepreneur mentoring. In some of these positions, he has also been responsible for product management and sales as well. Sam was the first at TRW (and possibly elsewhere) to architect systems that integrated relational database management systems, hypertext, vector and raster-based cartography, elevation data, multiple sources of intelligence data (yes this must be vague!), image processing, document management, character recognition, text indexing, search, and reasoning systems as early as the mid-80's. Sam was responsible for 4 development teams at Siebel Systems (web engine, handheld, eService, and Sales.com) in his 7 years there. As one of the core architects at Siebel, Sam oversaw research in presentation technology initiatives, including metadata-driven portal frameworks. Sam was co-founder, VP of Engineering, and CTO of DocuMagix (now part of eFax.com), and has also held VPE positions at Sales.com and Purisma. Sam is a partner at Sand Hill Angels, and now advises entrepreneurs in startup strategies and companies on effective application of Chasm and Agile thinking and practices. Attempting to live an enlightened life, he is too often tempted by sushi, Cambodian food, and white mochas with soy, only somewhat balanced by his enjoyment of tai chi. Please agree, disagree, laud, personally or professionally engage Sam via S@mHahn.com Sam Hahn - UCSC Extension in Silicon Valley
Since graduating from Stanford University, Sam has spent over 2 decades in just about every aspect of coding, research, product definition, customer understanding, system architecture, data modeling, team building, strategy formulation, corporate startups, executive management, private equity placement, and entrepreneur mentoring. In some of these positions, he has also been responsible for product management and sales as well. Sam was the first at TRW (and possibly elsewhere) to architect systems that integrated relational database management systems, hypertext, vector and raster-based cartography, elevation data, multiple sources of intelligence data (yes this must be vague!), image processing, document management, character recognition, text indexing, search, and reasoning systems as early as the mid-80's. Sam was responsible for 4 development teams at Siebel Systems (web engine, handheld, eService, and Sales.com) in his 7 years there. As one of the core architects at Siebel, Sam oversaw research in presentation technology initiatives, including metadata-driven portal frameworks. Sam was co-founder, VP of Engineering, and CTO of DocuMagix (now part of eFax.com), and has also held VPE positions at Sales.com and Purisma. Sam is a partner at Sand Hill Angels, and now advises entrepreneurs in startup strategies and companies on effective application of Chasm and Agile thinking and practices. Attempting to live an enlightened life, he is too often tempted by sushi, Cambodian food, and white mochas with soy, only somewhat balanced by his enjoyment of tai chi. Please agree, disagree, laud, personally or professionally engage Sam via S@mHahn.com A “Journaling” Mindset
On Wednesday I mentioned that I carry a digital voice recorder with me at all times. I like to record meetings. I like to record them in person, and I like to use conference call services that make it easy for you to record conference calls (eg. *9, PIN, done).
Simple skills, like learning to count…
Luckily for me, I learned how to count in early life… probably elementary school. Or sometime… (This used to be called math, for those of us who are not math majors.) I find now that learning to count was a pretty good skill, once I learned how to apply the skill.
Idea #1 in Agile
Agile isn’t about producing products faster than other methods. Agile isn’t about working faster than other people. The single most fundamental concept in “agile” is the speed of feedback. There are at least 2 very important sources of feedback that can be leveraged in this way.
The Problem with Performance Reviews
Probably everyone accepts that a business rarely has the same priorities during an extended period when performance objectives apply, whether it’s 6 months, 12 months, or some other duration, right? Unless you’re in a very long-established business (and even then, departmental priorities can change focus over such durations), it’s likely that what priorities you understood [...]
Everything I Know about Management I Learned as an Orchestra Conductor
There’s been an oft-repeated observation that there’s a high incidence of classically trained musicians in the software industry. I’ve seen this myself; it’s not hard to identify enough people for a jam session or chamber ensemble in any association meeting here in Silicon Valley. I had the good fortune to be trained in orchestral conducting [...]
40 Years Ago
40 years ago this December, something extraordinary was offered to us. It became known as the “mother of all demos” (MOAD): Douglas Engelbart showed the world what collaboration could look like in this new world empowered by the technology that can connect each of us. He had not only seen the future decades before everyone [...]
Is Agile Enough (part 2)
So what is the result? Today, usually only one team member has spoken directly with a customer, and this understanding isn’t typically captured in written form anyplace to share with the rest of the product development team members. So when a technical tradeoff needs to be made, there is a 50/50 likelihood that the tradeoff [...]
Is Agile Enough? (part 1)
Agile project team values and their embodiment in actual practice are highly subject to personal interpretation on the parts of practitioners, and thus necessarily suffer criticism for its wide-ranging variety of acceptable variations, all claiming to be agile. So a significant percentage of projects that claim to be agile, yet not adopting all of the [...]
“Friends Don’t Let Friends do Outsourcing”
I have a friend (let’s call him Andy) who used to work for me and was a good engineer. He subsequently became VP Engineering at an outsourced software development company overseas. I have another friend (let’s call him Don) who also worked with me at a large software company in the sales group; we went [...]
