Move cliff's notes to blog website

8 files changed, 308 insertions, 285 deletions

diff --git a/README.md b/README.md
index ec8b359e..542383e7 100644
--- a/README.md
+++ b/README.md
@@ -15,7 +15,7 @@ Como nunca tengo oportunidad de trabajar en modo monorepo, hay que aprovechar es
 * [Unos cuantos scripts que uso en mis "estaciones de trabajo"](scripts/) y [un par de barbaridades para montar un contenedor para Distrobox/Toolbox con algunas de las herramientas que uso](workstation/).
 * [La definición del modelo de datos del sistema que uso para registrar métricas de salud](weight/), que se convierte en una web gracias a [zqxjkcrud](https://github.com/alexpdp7/zqxjkcrud/), mi framework para desarrollo rápido de CRUD.
 * [Algunas cosas que sigo en RSS](FUENTES.md)
-* [Resúmenes de libros](cliffs_notes/), aunque la verdad no hay mucho.
+* [Resúmenes de libros](https://alex.corcoles.net/notes/), aunque la verdad no hay mucho.
 * [Alguna cosilla de ficción que he escrito](fiction_writing/)
 * [Mi blog personal](blog/), que podéis ver más fácilmente en https://alex.corcoles.net/ (y en Gemini, aunque por algún motivo no puedo enlazar a Gemini con el Markdown de GitHub).
   Podéis enviar cambios para correcciones y demás.
@@ -34,7 +34,7 @@ Como nunca tengo oportunidad de trabajar en modo monorepo, hay que aprovechar es
 * [My emacs config](emacs/).
 * [Scripts I use on my workstations](scripts/) and [some bizarre stuff to build Distrobox/Toolbox containers with some tools I use](workstation/).
 * [The database schema for my health metrics tracking system](weight/), which has a web UI via [zqxjkcrud](https://github.com/alexpdp7/zqxjkcrud/), my CRUD rapid development framework.
-* [Cliffs' notes of books](cliffs_notes/), fairly barren.
+* [Cliffs' notes of books](https://alex.corcoles.net/notes/), fairly barren.
 
 ## Other usable projects of mine
 
diff --git a/blog/build.sh b/blog/build.sh
index 58aaeb3b..6d6f817c 100755
--- a/blog/build.sh
+++ b/blog/build.sh
@@ -21,6 +21,7 @@ cat >index.gmi <<EOF
 Envíame email a alex arroba corcoles punto net.
 
 => notas Notas
+=> notes Notes
 
 EOF
 find . -path './2???/??/*.gmi' -type f -print0 | coppewebite-indexer . >>index.gmi
diff --git a/cliffs_notes/governable-spaces.md b/blog/content/notes/cliffs/governable-spaces.gmi
index 0669148c..39941093 100644
--- a/cliffs_notes/governable-spaces.md
+++ b/blog/content/notes/cliffs/governable-spaces.gmi
@@ -1,6 +1,8 @@
-https://luminosoa.org/site/books/m/10.1525/luminos.181/
+# Governable spaces
 
-# Introduction: democracy in the wild
+=> https://luminosoa.org/site/books/m/10.1525/luminos.181/
+
+## Introduction: democracy in the wild
 
 * Online communities are different to in-person communities.
 * Online politics in the small reflect in the large.
@@ -38,7 +40,7 @@ https://luminosoa.org/site/books/m/10.1525/luminos.181/
 * Sometimes governable spaces should be highly participative, in others, use representation.
 * Governance designs sensitive to economy of attention.
 
-# Implicit feudalism. The origins of counter-democratic design
+## Implicit feudalism. The origins of counter-democratic design
 
 * A popular group that called for accountability had a flagship organization with a single board member.
 * Facebook claimed having "the hacker way": open, meritocratic, but Mark Zuckerberg has majority control.
diff --git a/blog/content/notes/cliffs/mythical-man-month.gmi b/blog/content/notes/cliffs/mythical-man-month.gmi
new file mode 100644
index 00000000..81080c62
--- /dev/null
+++ b/blog/content/notes/cliffs/mythical-man-month.gmi
@@ -0,0 +1,19 @@
+# The mythical man-month
+
+## Chapter 1: the tar pit
+
+"Program": complete in itself, ready to be run by the author on the system on which it was developed. What we initially develop and delivers some value is normally a program.
+
+"Programming product": can be run by anybody, in any operating environment, for many sets of data.
+
+* A programming product is thoroughly tested.
+* A programming product is thoroughly documented.
+* A programming product costs three times the cost of the program.
+
+"Component in a programming system": works as a part of a larger product.
+
+* A component in a programming system follows a well-defined interface.
+* A component in a programming system is tested in integration.
+* A component in a programming system costs three times the cost of a program.
+
+"A programming systems product" is a programming product and a component in a programming system. A programming systems product costs nine times the cost of a program.
diff --git a/blog/content/notes/cliffs/peopleware.gmi b/blog/content/notes/cliffs/peopleware.gmi
new file mode 100644
index 00000000..d7dee8de
--- /dev/null
+++ b/blog/content/notes/cliffs/peopleware.gmi
@@ -0,0 +1,272 @@
+# Peopleware
+
+## I. Managing the human resource
+
+People are different from software.
+
+### 1. Somewhere today, a project is failing
+
+* 15% of all projects deliver nothing.
+* 25% for projects >25 work/years
+* Not for technical reasons, "politics" => sociology
+
+### 2. Make a cheeseburger, sell a cheeseburger
+
+* Errors should be encouraged
+* A project objective is to be ended. Therefore, a project is never steady. Therefore, a project is always changing and there is no steady state
+* Need to think more about "why" this task needs to be done rather than how the task must be done
+
+### 3. Vienna waits for you
+
+* Spanish Theory Management: increase productivity by extracting more work for the $
+* Mechanizing development, lowering quality, standardizing procedure reduces enjoyment of work
+
+### 4. Quality-if time permits
+
+* Self-esteem makes people emotional
+* Self-esteem is tied to the quality of our work
+* Deadlines conflict with quality
+* Manager: Market wants time-to-market over quality
+* Builders: want to match their past best achieved quality, more than what the market wants
+* But quality is a means to productivity
+
+### 5. Parkinson's law revisited
+
+* "Work expands to fill the time allocated for it"
+* Parkinson was a humorist
+* Motivated people do not want to work forever in the same task
+* The team can motivate people better than the manager
+* Productivity by task estimator. No estimate > Systems analyst (unbiased expert) > Programmer > Programmer + supervisor > Supervisor
+* Bureaucratic work does expand
+
+### 6. Laetrile
+
+People are desperate to increase productivity, fall to the seven sirens, seven false hopes of software management 
+
+* Missed something obvious: no
+* Others are succeeding, you are getting outdated, not using the right programming language, need more automation: technical gains affect just a small part of the total effort
+* Need to get to the bottom of the backlog: bottom of the backlog is worthless
+* Workers need more pressure
+
+## II. The office environment
+
+It's hard to increase productivity, but easy to decrease it
+
+### 7. The Furniture Police
+
+Optimizing for cost, and uniformity is not productive
+
+### 8. You never get anything done around here between 9 and 5
+
+Top performers work in quieter, more private, with less interruption, bigger spaces
+
+### 9. Saving money on space
+
+Cost of workplace is a small past of cost of worker
+
+### Intermezzo. Productivity measurement and unidentified flying objects
+
+* Gilb's Law: Anything you need to quantify can be measured in some way that is superior to not measuring it at all
+* Individual productivity should only be measured by the invidivual
+
+### 10. Brain time versus body time
+
+Interruptions are expensive
+
+### 11. The telephone
+
+Ensure people attend their email with reasonable frequency (3/day) to allow prioritizing non-interrupting communication
+
+### 12. Bring back the door
+
+People work better in quiet environments
+
+### 13. Taking umbrella steps
+
+* Developers should design the working environment
+* Windows
+* Provide outdoor space, public space
+
+## III. The right people
+
+Get the right people, make them happy, let them work
+
+### 14. The Hornblower factor
+
+* Difficult to improve people, choose well
+* Appearances << capabilities
+* Do not hire for uniformity in the company
+* No dress codes
+
+### 15. Hiring a juggler
+
+* Interviews are about performing, not talking
+* Portfolios
+* Aptitude tests are not for hiring, they are for self-assessment
+* Audition on topic related to work selected by the candidate
+
+### 16. Happy to be here
+
+* Turnover is expensive and leads to short term planning => needs quick promotions, leads to inexperienced people doing the building
+* Company moves are the worst
+* Good companies *retrain*
+
+### 17. The self-healing system
+
+* Humans can improvise, automated process cannot
+* Big M Methodologies automate: a) No improvisation, so must grow to cover all cases b) Lots of documents
+* Big M Methodologies take responsibilities away from people into the Methodology
+* Big M Methodologies lead to malicious compliance- follow the Methodology even if it has bad outcomes
+* Convergence of methods is good, easier to onboard, etc.
+* Achieve convergence of methods by training, tooling and peer review, without forcing a Methodology
+* Hawthorne Effect: people perform better when trying new approaches
+* Do new things on every project to benefit from the Hawthorne Effect
+* But have a 10-page max. standard
+
+## IV. Growing productive teams
+
+Teams working as one on a challenge are the objective. Help the team form
+
+### 18. The whole is greater than the sum of the parts
+
+* Jell: a jelled team is more than the sum of its members. Jelled teams enjoy the work
+* Jelled teams have a common objective, low turnover, strong sense of identity, feel elite, join ownership of product, enjoyment
+
+### 19. The black team
+
+* The black team tested other teams code.
+* The black team outlived the original members
+* Identity: dressed in black, some evil mustaches, mystique
+
+### 20. Teamicide
+
+You can't make a team jell, but you can prevent it from jellying:
+
+* Defensive management: preventing people from making mistakes. If the team cannot do the job, they cannot do the job.
+* Bureaucracy
+* Physical separation
+* Fragmentation of people's time: the team must be together most of the time
+* Quality reduction of the product: quality jells a team
+* Phony deadlines
+* Clique control (preventing the team for working together in further projects)
+
+### 21. A spaghetti dinner
+
+* Small successes lead to bigger successes
+* Perform small projects, demos, etc.
+
+### 22. Open kimono
+
+* Trust the team
+* Get them out of the office
+* Let skunkworks projects happen
+* Let people choose their peers and project
+* Natural authority by being competent
+
+### 23. Chemistry for team formation
+
+Some organizations have environments that favor team formation
+
+Managers do not seem busy nor manage a lot, they maintain the chemistry
+
+Chemistry building:
+
+* Cult of quality
+* I told her I loved her when I married her. Provide closure to each task. Small tasks for frequent closure
+* The Elite Team. Allow and grant uniqueness.
+* On not breaking up the yankees.
+* A network model of team behavior. Managers are not part of the team. Occasional leaders inside the team
+* Selections from a Chinese menu. Do not have a uniform team
+
+## V. It's supposed to be fun to work here
+
+### 24. Chaos and order
+
+Constructive reintroduction of small amounts of disorder:
+
+* Pilot projects. All projects as pilots, but limit experimentation
+* War games
+* Brainstorming
+* Provocative training experiences
+* Training, trips, conferences, celebrations, and retreats.
+
+### 25. Free electrons
+
+Some people should be left to work at what they want
+
+### 26. Holgar Dansk
+
+A "sleeping giant" can oppose any bad change
+
+## VI. Son of Peopleware
+
+### 27. Teamicide revisited
+
+* Those damn posters. Motivational posters tell obvious things people already know. It is demeaning
+* Overtime: An unanticipated side effect. If someone is exent of overtime, it is even more damaging
+
+### 28. Competition
+
+Internal competition inhibits jell, Prevents internal coaching. Can come from:
+
+* Annual salary or merit reviews
+* Management by objectives
+* Praise of certain workers for extraordinary accomplishment
+* Awards, prizes, bonuses tied to performance
+* Performance measurement in almost any form
+
+Musical ensembles are better metaphors of good development teams than sport teams. Individual sport teams members can have differing valoration from the rest of the team
+
+### 29. Process improvement programs
+
+* Standardized interfaces are good, standardized processes are not
+* Goal is a good product, not building it efficiently
+* Good products are risky projects, process improvement avoids risky projects
+* Better teams do more complex projects, more risk
+
+### 30. Making change possible
+
+People fear change
+
+Degrees of fear to change:
+
+* Blindly loyal (ask no questions)
+* Believers but questioners: skeptics (show me), passive observers (what's in it for me?), opposed (fear of change), opposed (fear of loss of power), militantly opposed (will undermine and destroy)
+
+Blindly loyal can abandon a change for a newer one. Only Believers but questioners can be allies to a change. Work with them to make change successful
+
+
+elebrate the old system
+
+Phases of change
+
+* Introduce foreign element/catalyst
+* Chaos
+* Transforming idea (finding the "correct training"/correct way to adopt change)
+* Practice & Integration
+* New status quo
+
+People need to feel safe for change, there should be room for some failure
+
+### 31. Human capital
+
+* Money spent of people is only lost if they leave
+* Replacing someone is expensive
+
+### 32. Organizational learning
+
+* Organizations can only learn if people stay for a long time
+* Organizations learn when middle management works together without competition and without reporting to upper management
+
+### 33. The ultimate management sin is...
+
+Wasting people's time:
+
+* Being late for meetings, blocking meetings, inviting people who don't need to be there
+* Status reporting meetings
+* Early overstaffing (and leads to fragmenting time of people)
+
+### 34. The making of community
+
+* Aristotelian politics is building communities, extending ethics to a group
+* Creatin
diff --git a/blog/content/notes/index.gmi b/blog/content/notes/index.gmi
new file mode 100644
index 00000000..ba7d6ab2
--- /dev/null
+++ b/blog/content/notes/index.gmi
@@ -0,0 +1,9 @@
+# Notes
+
+## Cliff's notes
+
+Notes about some books I like:
+
+=> cliffs/mythical-man-month The Mythical Man-Month
+=> cliffs/governable-spaces Governable Spaces
+=> cliffs/peopleware Peopleware
diff --git a/cliffs_notes/mythical-man-month.md b/cliffs_notes/mythical-man-month.md
deleted file mode 100644
index bf95c618..00000000
--- a/cliffs_notes/mythical-man-month.md
+++ /dev/null
@@ -1,16 +0,0 @@
-# The mythical man-month
-
-## Chapter 1: the tar pit
-
-* "Program": complete in itself, ready to be run by the author on the system on which it was developed.
-  What we initially develop and delivers some value is normally a program.
-* "Programming product": can be run by anybody, in any operating environment, for many sets of data.
-  A programming product is thoroughly tested.
-  A programming product is thoroughly documented.
-  A programming product costs three times the cost of the program.
-* "Component in a programming system": works as a part of a larger product.
-  A component in a programming system follows a well-defined interface.
-  A component in a programming system is tested in integration.
-  A component in a programming system costs three times the cost of a program.
-* "A programming systems product" is a programming product and a component in a programming system.
-  A programming systems product costs nine times the cost of a program.
diff --git a/cliffs_notes/peopleware.md b/cliffs_notes/peopleware.md
deleted file mode 100644
index 1264791f..00000000
--- a/cliffs_notes/peopleware.md
+++ /dev/null
@@ -1,264 +0,0 @@
-# I. Managing the human resource
-
-People are different from software.
-
-## 1\. Somewhere today, a project is failing
-
-* 15% of all projects deliver nothing.\
-  25% for projects >25 work/years\
-  Not for technical reasons, "politics" => sociology
-
-## 2\. Make a cheeseburger, sell a cheeseburger
-
-* Errors should be encouraged
-* A project objective is to be ended. Therefore, a project is never steady. Therefore, a project is always changing and there is no steady state
-* Need to think more about "why" this task needs to be done rather than how the task must be done
-
-## 3\. Vienna waits for you
-
-* Spanish Theory Management: increase productivity by extracting more work for the $
-* Mechanizing development, lowering quality, standardizing procedure reduces enjoyment of work
-
-## 4\. Quality-if time permits
-
-* Self-esteem makes people emotional
-* Self-esteem is tied to the quality of our work
-* Deadlines conflict with quality
-* Manager: Market wants time-to-market over quality
-* Builders: want to match their past best achieved quality, more than what the market wants
-* But quality is a means to productivity
-
-## 5\. Parkinson's law revisited
-
-* "Work expands to fill the time allocated for it"
-* Parkinson was a humorist
-* Motivated people do not want to work forever in the same task
-* The team can motivate people better than the manager
-* Productivity by task estimator. No estimate > Systems analyst (unbiased expert) > Programmer > Programmer + supervisor > Supervisor
-* Bureaucratic work does expand
-
-## 6\. Laetrile
-
-* People are desperate to increase productivity, fall to the seven sirens, seven false hopes of software management 
-  * Missed something obvious: no
-  * Others are succeeding, you are getting outdated, not using the right programming language, need more automation: technical gains affect just a small part of the total effort
-  * Need to get to the bottom of the backlog: bottom of the backlog is worthless
-  * Workers need more pressure
-
-# II. The office environment
-
-It's hard to increase productivity, but easy to decrease it
-
-## 7\. The Furniture Police
-
-* Optimizing for cost, and uniformity is not productive
-
-## 8\. You never get anything done around here between 9 and 5
-
-* Top performers work in quieter, more private, with less interruption, bigger spaces
-
-## 9\. Saving money on space
-
-* Cost of workplace is a small past of cost of worker
-
-## Intermezzo. Productivity measurement and unidentified flying objects
-
-* Gilb's Law: Anything you need to quantify can be measured in some way that is superior to not measuring it at all
-* Individual productivity should only be measured by the invidivual
-
-## 10\. Brain time versus body time
-
-* Interruptions are expensive
-
-## 11\. The telephone
-
-* Ensure people attend their email with reasonable frequency (3/day) to allow prioritizing non-interrupting communication
-
-## 12\. Bring back the door
-
-* People work better in quiet environments
-
-## 13\. Taking umbrella steps
-
-* Developers should design the working environment
-* Windows
-* Provide outdoor space, public space
-
-# III. The right people
-
-* Get the right people, make them happy, let them work
-
-## 14\. The Hornblower factor
-
-* Difficult to improve people, choose well
-* Appearances << capabilities
-* Do not hire for uniformity in the company
-* No dress codes
-
-## 15\. Hiring a juggler
-
-* Interviews are about performing, not talking
-* Portfolios
-* Aptitude tests are not for hiring, they are for self-assessment
-* Audition on topic related to work selected by the candidate
-
-## 16\. Happy to be here
-
-* Turnover is expensive and leads to short term planning 
-  * Needs quick promotions, leads to inexperienced people doing the building
-* Company moves are the worst
-* Good companies *retrain*
-
-## 17\. The self-healing system
-
-* Humans can improvise, automated process cannot
-* Big M Methodologies automate 
-  * No improvisation, so must grow to cover all cases
-  * Lots of documents
-* Big M Methodologies take responsibilities away from people into the Methodology
-* Big M Methodologies lead to malicious compliance- follow the Methodology even if it has bad outcomes
-* Convergence of methods is good, easier to onboard, etc.
-* Achieve convergence of methods by training, tooling and peer review, without forcing a Methodology
-* Hawthorne Effect: people perform better when trying new approaches
-* Do new things on every project to benefit from the Hawthorne Effect
-* But have a 10-page max. standard
-
-# IV. Growing productive teams
-
-* Teams working as one on a challenge are the objective. Help the team form
-
-## 18\. The whole is greater than the sum of the parts
-
-* Jell: a jelled team is more than the sum of its members. Jelled teams enjoy the work
-* Jelled teams have a common objective, low turnover, strong sense of identity, feel elite, join ownership of product, enjoyment
-
-## 19\. The black team
-
-* The black team tested other teams code.
-* The black team outlived the original members
-* Identity: dressed in black, some evil mustaches, mystique
-
-## 20\. Teamicide
-
-* You can't make a team jell, but you can prevent it from jellying 
-  * Defensive management: preventing people from making mistakes. If the team cannot do the job, they cannot do the job.
-  * Bureaucracy
-  * Physical separation
-  * Fragmentation of people's time: the team must be together most of the time
-  * Quality reduction of the product: quality jells a team
-  * Phony deadlines
-  * Clique control (preventing the team for working together in further projects)
-
-## 21\. A spaghetti dinner
-
-* Small successes lead to bigger successes
-* Perform small projects, demos, etc.
-
-## 22\. Open kimono
-
-* Trust the team
-* Get them out of the office
-* Let skunkworks projects happen
-* Let people choose their peers and project
-* Natural authority by being competent
-
-## 23\. Chemistry for team formation
-
-* Some organizations have environments that favor team formation
-* Managers do not seem busy nor manage a lot, they maintain the chemistry
-* Chemistry building 
-  * Cult of quality
-  * I told her I loved her when I married her. Provide closure to each task. Small tasks for frequent closure
-  * The Elite Team. Allow and grant uniqueness.
-  * On not breaking up the yankees.
-  * A network model of team behavior. Managers are not part of the team. Occasional leaders inside the team
-  * Selections from a Chinese menu. Do not have a uniform team
-
-# V. It's supposed to be fun to work here
-
-## 24\. Chaos and order
-
-* Constructive reintroduction of small amounts of disorder 
-  * Pilot projects. All projects as pilots, but limit experimentation
-  * War games
-  * Brainstorming
-  * Provocative training experiences
-  * Training, trips, conferences, celebrations, and retreats.
-
-## 25\. Free electrons
-
-* Some people should be left to work at what they want
-
-## 26\. Holgar Dansk
-
-* A "sleeping giant" can oppose any bad change
-
-# VI. Son of Peopleware
-
-## 27\. Teamicide revisited
-
-* Those damn posters. Motivational posters tell obvious things people already know. It is demeaning
-* Overtime: An unanticipated side effect. If someone is exent of overtime, it is even more damaging
-
-## 28\. Competition
-
-* Internal competition inhibits jell 
-  * Prevents internal coaching
-  * Can come from: 
-    * Annual salary or merit reviews
-    * Management by objectives
-    * Praise of certain workers for extraordinary accomplishment
-    * Awards, prizes, bonuses tied to performance
-    * Performance measurement in almost any form
-* Musical ensembles are better metaphors of good development teams than sport teams. Individual sport teams members can have differing valoration from the rest of the team
-
-## 29\. Process improvement programs
-
-* Standardized interfaces are good, standardized processes are not
-* Goal is a good product, not building it efficiently
-* Good products are risky projects, process improvement avoids risky projects
-* Better teams do more complex projects, more risk
-
-## 30\. Making change possible
-
-* People fear change
-* Degrees of fear to change
-  * Blindly loyal (ask no questions)
-  * Believers but questioners 
-    * Skeptics (show me)
-    * Passive observers (what's in it for me?)
-    * Opposed (fear of change)
-    * Opposed (fear of loss of power)
-  * Militantly opposed (will undermine and destroy)
-
-  Blindly loyal can abandon a change for a newer one. Only Believers but questioners can be allies to a change. Work with them to make change successful
-* Celebrate the old system
-* Phases of change
-  * Introduce foreign element/catalyst
-  * Chaos
-  * Transforming idea (finding the "correct training"/correct way to adopt change)
-  * Practice & Integration
-  * New status quo
-* People need to feel safe for change, there should be room for some failure
-
-## 31\. Human capital
-
-* Money spent of people is only lost if they leave
-* Replacing someone is expensive
-
-## 32\. Organizational learning
-
-* Organizations can only learn if people stay for a long time
-* Organizations learn when middle management works together without competition and without reporting to upper management
-
-## 33\. The ultimate management sin is...
-
-* Wasting people's time 
-  * Being late for meetings, blocking meetings, inviting people who don't need to be there
-  * Status reporting meetings
-  * Early overstaffing (and leads to fragmenting time of people)
-
-## 34\. The making of community
-
-* Aristotelian politics is building communities, extending ethics to a group
-* Creatin
\ No newline at end of file