It is said that spoken languages shape thoughts by their inclusion and exclusion of concepts, and by structuring them in different ways. Similarly, programming languages shape solutions by making some tasks easier and others less aesthetic. Using F# instead of C# reshapes software projects in ways that prefer certain development styles and outcomes, changing what is possible and how it is achieved.

F# is a functional language from Microsoft's research division. While once relegated to the land of impractical academia, the principles espoused by functional programming are beginning to garner mainstream appeal.

As its name implies, functions are first-class citizens in functional programming. Blocks of code can be stored in variables, passed to other functions, and infinitely composed into higher-order functions, encouraging cleaner abstractions and easier testing. While it has long been possible to store and pass code, F#'s clean syntax for higher-order functions encourages them as a solution to any problem seeking an abstraction.

F# also encourages immutability. Instead of maintaining state in variables, functional programming with F# models programs as a series of functions converting inputs to outputs. While this introduces complications for those used to imperative styles, the benefits of immutability mesh well with many current developments best practices.

For instance, if functions are pure, handling only immutable data and exhibiting no side effects, then testing is vastly simplified. It is very easy to test that a specific block of code always returns the same value given the same inputs, and by modeling code as a series of immutable functions, it becomes possible to gain a deep and highly precise set of guarantees that software will behave exactly as written.

Further, if execution flow is exclusively a matter of routing function inputs to outputs, then concurrency is vastly simplified. By shifting away from mutable state to immutable functions, the need for locks and semaphores is vastly reduced if not entirely eliminated, and multi-processor development is almost effortless in many cases.

Type inference is another powerful feature of many functional languages. It is often unnecessary to specify argument and return types, since any modern compiler can infer them automatically. F# brings this feature to most areas of the language, making F# feel less like a statically-typed language and more like Ruby or Python. F# also eliminates noise like braces, explicit returns, and other bits of ceremony that make languages feel cumbersome.

Functional programming with F# makes it possible to write concise, easily testable code that is simpler to parallelize and reason about. However, strict functional styles often require imperative developers to learn new ways of thinking that are not as intuitive. Fortunately, F# makes it possible to incrementally change habits over time. Thanks to its hybrid object-oriented and functional nature, and its clean interoperability with the .net platform, F# developers can gradually shift to a more functional mindset while still using the algorithms and libraries with which they are most familiar.

Related F# Resources:

F# Programming Essentials Training

Being treated like a twelve year old at work by a Tasmanian-devil-manager and not sure what to do about it? It is simply a well-known fact that no one likes to be micro managed. Not only do they not like to be micro managed, but tend to quit for this very reason. Unfortunately the percentage of people leaving their jobs for this reason is higher that you would imagine. Recently, an employee retention report conducted by TINYpulse, an employee engagement firm, surveyed 400 full-time U.S. employees concluded that, "supervisors can make or break employee retention."

As companies mature, their ability to manage can be significant to their bottom line as employee morale, high staff turnover and the cost of training new employees can easily reduce productivity and consequently client satisfaction.  In many cases, there is a thin line between effective managing and micro managing practices. Most managers avoid micro managing their employees. However, a decent percentage of them have yet to find effective ways to get the most of their co-workers.  They trap themselves by disempowering people's ability to do their work when they hover over them and create an unpleasant working environment. This behavior may come in the form of incessant emailing, everything having to be done a certain way (their way), desk hovering, and a need to control every part of an enterprise, no matter how small.

Superimpose the micro manager into the popular practice of Agile-SCRUM methodology and you can imagine the creative ways they can monitor everything in a team, situation, or place. Although, not always a bad thing, excessive control, can lead to burnout of managers and teams alike.  As predicted, agile project management has become increasingly popular in the last couple of decades in project planning, particularly in software development.  Agile methodology when put into practice, especially in IT, can mean releasing faster functional software than with the traditional development methods. When done right, it enables users to get some of the business benefits of the new software faster as well as enabling the software team to get rapid feedback on the software's scope and direction.

Despite its advantages, most organizations have not been able to go “all agile” at once. Rather, some experiment with their own interpretation of agile when transitioning.  A purist approach for instance, can lead to an unnecessarily high agile project failure, especially for those that rely on tight controls, rigid structures and cost-benefit analysis.  As an example, a premature and rather rapid replacement of traditional development without fully understating the implications of the changeover process or job roles within the project results in failure for many organizations.  

IT jobs are without a doubt some of the highest paying jobs with information architects, data-security analysts and UX designers taking home $100,000 or more a year. But then again, these are high demand; high expertise jobs so don’t jump with joy as yet. But like every job and IT industry to be specific, not everyone commands such higher salaries. There are a large number of IT professionals who at some point of their career feel that their salaries have hit a standstill. Even if you are an IT professional and a great one at that, your technical expertise alone may not help you exceed the IT earning barrier. To continuously exceed your salaries, you need to work hard and smart. Here is how you can exceed the earning barrier in IT.

·         Gain Business Knowledge and Move Up The Management Ladder: IT departments for the most part are considered a part of “back office” operations. What this means is that despite being a core part of the business, IT professionals do not often get enough say in revenue generating components of the business and as a result seldom have a chance to take up senior management roles.  So if you do not want to stay content with a project manager or senior project management salary, invest time and money in gaining business knowledge. It could be through a formal business degree, online training courses or just by keeping your eyes and ears open while in the organization. Having the technical experience with business knowledge will instantly make you stand apart and open the doors for you to draw senior management salaries. For example, a survey conducted highlighted that CIOs were the biggest salary winners which clearly demonstrates the value of technical and business knowledge

·         Gain expertise on the “Hot” Technologies and Keep Learning: Say you are an expert in Java and draw a respectable salary in the industry. However, someone with less years of experience than you joins the organization and draws a higher salary than you! Why you ask. It could very well be because he/she is an expert in say big data technology such as Hadoop. Information Technology is one of the most dynamic industries with new technologies and languages coming up every now and then. When a new technology comes to the foray and gains traction, there is an instant demand-supply gap created which means that those with the specific skill sets are in a position to demand high salaries. If you have to break the IT earning barrier, always be ready to reinvent yourself by learning new technologies and this way you will be well positioned to jump on the high paying opportunities in the IT industry

·         Work On Your Own Side Projects: This one might seem controversial but let me clarify that I do not mean doing freelance work because even though your organization may never find out, it is ethically in breach of contract with your contract. If you have been lucky enough to be trained in some web based technologies such as Java, .NET or even HTML etc. spare sometime after office to build your own side projects. They could be very small projects tackling some problem that only you might have but there are multiple benefits of developing side projects. Worst case scenario, you will improve your technical skills. On the up side, you might end up creating your own business. A lot of technology start-ups were actually side projects the founders tinkered on with while they were employed full-time. You may not always succeed but there is no downside to the same

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.