In the Memory of Bhagat Singh

In a letter to an Indian publication, The Tribune of December 24, 1929, Bhagat Singh explained beautifully the meaning he and fellow socialists tried to convey by the phrase, Long Live Revolution. He wrote that by revolution, they did not so much mean violence, as "the spirit, the longing for a change for the better." Since people generally get accustomed to the established order of things and begin to tremble at the very idea of a change, they needed to be roused from their lethargy and the revolutionary spirit had to be instilled in them.

A brutal attack by the police on veteran freedom fighter Lala Lajpat Rai at an anti-British procession caused his death on November 17 1928, in Lahore.

Bhagat Singh determined to avenge Lajpat Rai's death by shooting the British official responsible for the killing, Deputy Inspector General Scott. He shot down Assistant Superintendent Saunders instead, mistaking him for Scott.

Then he made a dramatic escape from Lahore to Calcutta and from there to Agra, where he established a bomb factory.

The British government responded to the act by imposing severe measures like the Trades Disputes Bill. It was to protest against the passing of the Bill that he threw bombs in the Central Assembly Hall while the Assembly was in session. The bombs did not hurt anyone, but the noise they made was loud enough to wake up an enslaved nation from a long sleep.

After throwing the bombs, Bhagat Singh and his friend deliberately courted arrest by refusing to run away from the scene. During his trial, Bhagat Singh refused to employ any defence counsel.

In jail, he went on hunger strike to protest the inhuman treatment of fellow-political prisoners by jail authorities. Along with fellow comrades, Sukh Dev and Raj Guru, he was awarded the death sentence for his terroristic activities by a special tribunal on October 7, 1930.

Despite great popular pressure and numerous appeals of political leaders of India, Bhagat Singh and his associates were hanged in the early hours of March 23, 1931. Their bodies were cremated on the bank of the Sutlej in Ferozepur. Bhagat Singh was just 23 at that time. Legends say that in many places, not a single hearth fire burned that day.

The last paragraph of the leaflet that he distributed (and wrote) in the Assembly said: "We are sorry that we who attach such great sanctity to human life, we who dream of a very glorious future when man will be enjoying perfect peace and full liberty, have been forced to shed human blood. But sacrifice of individuals at the altar of the revolution will bring freedom to all, rendering exploitation of man by man impossible. Inquilaab Zindaabad (Long live the revolution)."

There was a time when the very mention of the name of the young revolutionary stirred the passions of most Indians. Today, the name evokes little emotion.

The method of remembering him, too, has become mechanical. The day Bhagat Singh was hanged is observed as Martyr's Day, when the chief minister of Punjab makes a trip for a memorial function in Bhagat Singh's memory. Needless to say, the politicians have used this occasion more for their ends.

And as for the children of the village, the high point for them is seeing the helicopter in which the chief minister travels.

Bhagat Singh continues to be martyred by the very people of the country whose freedom he fought for. And that is the biggest irony of all.

More than a process

Once upon a time, whenever people talked about quality they talked about process. They talked about documented, repeatable process. They talked about unified process. And they talked a lot about metrics. Quality management was a synonym for being obedient, and quality was all about discipline.

But something has changed. More and more people realize now that software development is more complex than any formal process can capture. Software development is a creative activity. It involves people.

In fact, it revolves around people. Customers, developers, managers, testers, marketing people, are all part of this challenging activity. Each of them is required to be creative. Each of them has his own thoughts and opinions. All of them even have emotions.

Capturing the infinite number of interactions between all these people in a formal process is practically impossible. Trying to formalize each and every aspect of the daily work of each of these people is not feasible. Trying to bury the thoughts, opinions, intuition, and emotions of the people creating software under a formal process is dangerous.

It’s not that a formal process is not important. It is important. A process should provide a framework for people to operate in. People should know what they are expected to do, and a process is a great tool for that. But the process alone cannot make a significant change. A process is a necessary ingredient in improving quality and optimizing software development, but it is in no way sufficient.

Some software practitioners understand the relation between quality, process, and people intuitively. But others still don’t get it. For them, this whole thing sounds kind of flaky. For these people intuition, emotions, passion, satisfaction, and even professionalism have nothing to do with quality management, productivity, and business results.

And then today I came across this page. There, just beneath the ISO logo, I found a bunch of familiar and warm concepts:

Considering the needs of all interested parties including […] employees

Establishing a clear vision […]

Establishing trust and eliminating fear.

Providing people with the required resources, training and freedom to act with responsibility and accountability.

Inspiring, encouraging and recognizing people’s contributions.

People accepting ownership of problems and their responsibility for solving them.

People openly discussing problems and issues.

Providing people with training […]

Recognizing and acknowledging improvements.

Making decisions and taking action based on factual analysis, balanced with experience and intuition.

[…] balance short-term gains with long-term considerations.

…

For me, ISO was always about formal process. I guess in a sense it still is. But these quality management principles are more than that. Their spirit is different. They acknowledge the importance of the human element. They accept the fact that there are some things that cannot be formalized, but that this fact does not make them any less important to achieving quality.

I urge you to read this list of principles. Maybe you won’t find anything new in it. But I believe that reading it in the context of the formal ISO standard is thought-provoking. Or maybe just refreshing.

In any case, this list provides, once again, formal recognition to the idea that achieving business goals and creating high-quality products have everything to do with the people who are actually doing the work

nice post

http://where-i-want-to-see-myself-in-2016.blogspot.com/

Bit Busy

Hi Friends i am quit a bit busy with my work.I learnt lot of things these days and i was involved in a project so i didn't find time to post the blogs.Will come back soon.

In the Memory of Maharana Pratap May 22 2004

We may or may not know about Maharana Pratap outside of the stories we were told in our childhood, but considering the times we are in, it is only befitting that we remember this eternal patriot who is credited as having fought the first war of Independence.

Maharana Pratap was born on May 9th 1540 in Kumbhalgarh, Rajasthan. His father was Maharana Udai Singh II and his mother was Rani Jeevant Kanwar. Maharana Udai Singh II ruled the kingdom of Mewar, with his capital at Chittor. Maharana Pratap was the eldest of twenty-five sons and hence given the title of Crown Prince. He was destined to be the 54th ruler of Mewar, in the line of the Sisodiya Rajputs.

He left his body at Chavand, aged 56, on January 29, 1597. He died fighting for his nation, for his people, and most importantly for his honour.

His last moments were an appropriate commentary on his life, when he swore his successor, Crown Prince Amar Singh to eternal conflict against the foes of his country's independence. Maharana Pratap was never able to win back Chittor but he never gave up fighting to win it back.

It is difficult not to draw parallels with what is happening in India these days - the Jagmals and Man Singhs are back in power. Even though India is not subjugated and its spirit is still free, one cannot but wonder at the alacrity with which some of our own were ready to offer India's crown to an outsider. It is not that India would have been brought under foreign rule - it would just be a symbolic rule by an outsider. At 32 years of age, not much older than I am today, Maharana Pratap was leading his men, and people, in a battle to prevent just that - a rule by an outsider, if only in name - Akbar only wanted Maharana Pratap to say that Akbar was his king, his Jahanpanah. Considering that Maharana Pratap had fought the most important battle of his life by the time he was 36 years old, it gives me some cause to pause and reflect how I look at myself today, now that I have entered the 24s. This great man died because he would not agree to be ruled by an outsider, even in name. I, like many other Indians, would have been anguished, dejected, heart-broken for 10-15 days and then life would have returned to "as-is" had an outsider ascended to the throne of India. Where are the Maharana Prataps today? Would he not be thinking, wherever he may be today, as to why we find so much trouble peforming our duty to our country when he underwent a lifelong penance? He too was aware of Vaasudhaiv Kutumbakam but he did not misuse it nor mistake where it was applicable.

I want to be one man think tank

Hard Fact

People don't grow if you're soft with them.

Things to take care to start a company

1.Finance and Fund Rising
2.Law and Regulations
3.Education and Training
4.Sales and Marketing
5.Planning and Operations
6.Managing People
7.Websites
8.Registration of Company
9.R & D
10.Health and Safety
11.news
12.events and workshops
13.student project university
14.Tenders
15.Shares and others...
16.Developing Ideas
17.Softwares
18.Net Connection
19.Power Supply (both direct and UPS)and Water
20.Business Contacts

and think man..........still think............think..........

On thinking to become entrepreneur 4----Intellectual property rights

An important method of preventing theft of info or piracy is to ensure that intellectual property (IP) rights are understood and protected.

On thinking to become entrepreneur 3--Proposals, client quotes and terms & conditions

Creative businesses that provide services or are commissioned often have to provide proposals. These can include a brief, a financial quote, and terms and conditions.

Proposals are an important tool for the client when deciding whether to use you or a competitor, but they are also communication tools before and during the process of delivering services to your client. Both parties need to agree what will be provided, how long it will take and what the costs are.

Doing business without detailed quotes and terms and conditions often leads to miscommunication, which can result in increased stress and time-wasting on both sides, resulting in loosing customers and money.