Pragmatic Coders
@pragmaticcoders.bsky.social
Our goal is to become the most effective software company in the world.
pragmaticcoders.com
pragmaticcoders.com
The cheapest code is often the code you never write.
We put together four practical ways to actually bring costs down — without the usual “just hire fewer people” advice: www.pragmaticcoders.com/blog/how-to...
We put together four practical ways to actually bring costs down — without the usual “just hire fewer people” advice: www.pragmaticcoders.com/blog/how-to...
How to Reduce Software Development Costs: 4 Proven Ways
Is your software budget slipping away with little to show for it? Here are 4 proven ways to cut development costs and boost efficiency.
www.pragmaticcoders.com
July 20, 2026 at 12:04 PM
The cheapest code is often the code you never write.
We put together four practical ways to actually bring costs down — without the usual “just hire fewer people” advice: www.pragmaticcoders.com/blog/how-to...
We put together four practical ways to actually bring costs down — without the usual “just hire fewer people” advice: www.pragmaticcoders.com/blog/how-to...
The budget usually isn’t leaking because developers type too slowly. It leaks because you’re paying for activity — features nobody uses, too many things in progress at once, code you still maintain years later, cloud resources nobody turned off.
July 20, 2026 at 12:04 PM
The budget usually isn’t leaking because developers type too slowly. It leaks because you’re paying for activity — features nobody uses, too many things in progress at once, code you still maintain years later, cloud resources nobody turned off.
We wrote about what real cost transparency looks like from week one: what you should see, what questions to ask, and what often gets left out on purpose.
Worth a read if you’re the person signing off on the budget: www.pragmaticcoders.com/blog/cost-t...
Worth a read if you’re the person signing off on the budget: www.pragmaticcoders.com/blog/cost-t...
Cost Transparency in a Software Project. What Your Vendor Doesn't Want to Show You
Learn what cost transparency in software really means, what to expect from week one, and what your vendor may not want to show you.
www.pragmaticcoders.com
July 7, 2026 at 10:00 PM
We wrote about what real cost transparency looks like from week one: what you should see, what questions to ask, and what often gets left out on purpose.
Worth a read if you’re the person signing off on the budget: www.pragmaticcoders.com/blog/cost-t...
Worth a read if you’re the person signing off on the budget: www.pragmaticcoders.com/blog/cost-t...
And you only find out when the invoice lands — or when someone asks why progress is so slow.
A lot of vendors call that transparency. Usually it’s just a list of hours.
A lot of vendors call that transparency. Usually it’s just a list of hours.
July 7, 2026 at 10:00 PM
And you only find out when the invoice lands — or when someone asks why progress is so slow.
A lot of vendors call that transparency. Usually it’s just a list of hours.
A lot of vendors call that transparency. Usually it’s just a list of hours.
Full article: www.pragmaticcoders.com/blog/is-you...
Is Your IT Project Slipping Out of Control? Why Detailed Timesheets Aren't Enough
Detailed timesheets won't save an IT project slipping out of control. Learn what they miss, what to ask your vendor, and how to regain control over scope, budget, and delivery.
www.pragmaticcoders.com
June 29, 2026 at 10:04 PM
Full article: www.pragmaticcoders.com/blog/is-you...
A good vendor doesn’t sell you a sense of control through longer comments on every task.
They show you outcomes: what you got for the budget, what you didn’t, why, and what decision you need to make next.
You’re not buying minutes. You’re buying control over outcomes.
They show you outcomes: what you got for the budget, what you didn’t, why, and what decision you need to make next.
You’re not buying minutes. You’re buying control over outcomes.
June 29, 2026 at 10:04 PM
A good vendor doesn’t sell you a sense of control through longer comments on every task.
They show you outcomes: what you got for the budget, what you didn’t, why, and what decision you need to make next.
You’re not buying minutes. You’re buying control over outcomes.
They show you outcomes: what you got for the budget, what you didn’t, why, and what decision you need to make next.
You’re not buying minutes. You’re buying control over outcomes.
More detailed chaos is still chaos.
Detailed reporting makes sense when it answers a real question: incident cost, maintenance vs. dev, extra scope, stabilization after takeover.
It stops making sense when it becomes the substitute for project management.
Detailed reporting makes sense when it answers a real question: incident cost, maintenance vs. dev, extra scope, stabilization after takeover.
It stops making sense when it becomes the substitute for project management.
June 29, 2026 at 10:04 PM
More detailed chaos is still chaos.
Detailed reporting makes sense when it answers a real question: incident cost, maintenance vs. dev, extra scope, stabilization after takeover.
It stops making sense when it becomes the substitute for project management.
Detailed reporting makes sense when it answers a real question: incident cost, maintenance vs. dev, extra scope, stabilization after takeover.
It stops making sense when it becomes the substitute for project management.
→ Is the team working on the right things?
→ Is budget going to development or firefighting?
→ Is the scope still realistic?
→ Does the project need a course correction — or a full rescue?
Perfect time logs + wrong priorities = budget still gone.
→ Is budget going to development or firefighting?
→ Is the scope still realistic?
→ Does the project need a course correction — or a full rescue?
Perfect time logs + wrong priorities = budget still gone.
June 29, 2026 at 10:04 PM
→ Is the team working on the right things?
→ Is budget going to development or firefighting?
→ Is the scope still realistic?
→ Does the project need a course correction — or a full rescue?
Perfect time logs + wrong priorities = budget still gone.
→ Is budget going to development or firefighting?
→ Is the scope still realistic?
→ Does the project need a course correction — or a full rescue?
Perfect time logs + wrong priorities = budget still gone.
The lesson is simple: if you cut your dev team off from users, you're paying for guesswork. And guesswork in software is very expensive.
We talk about this in the full episode here: www.youtube.com/watch?v=Idp...
---
We talk about this in the full episode here: www.youtube.com/watch?v=Idp...
---
Why Companies Ask for Help Too Late When Software Projects Go Wrong?
Why do founders, CEOs, and product leaders wait too long before asking for help with a failing software project?In this episode of Pragmatic Talks, Wiktor Żo...
www.youtube.com
June 28, 2026 at 10:04 PM
The lesson is simple: if you cut your dev team off from users, you're paying for guesswork. And guesswork in software is very expensive.
We talk about this in the full episode here: www.youtube.com/watch?v=Idp...
---
We talk about this in the full episode here: www.youtube.com/watch?v=Idp...
---
The real problem was sitting right next to it. A bit different. A bit deeper. And it could be solved simpler and cheaper than what the board had cooked up from behind a desk.
The client got a better product than they ordered. Because tech finally got out of the basement.
The client got a better product than they ordered. Because tech finally got out of the basement.
June 28, 2026 at 10:04 PM
The real problem was sitting right next to it. A bit different. A bit deeper. And it could be solved simpler and cheaper than what the board had cooked up from behind a desk.
The client got a better product than they ordered. Because tech finally got out of the basement.
The client got a better product than they ordered. Because tech finally got out of the basement.
After a long conversation, they finally unblocked it. Our developers started talking to the people who would actually use the system.
And you know what happened?
The problem the client asked us to solve wasn't the real problem.
And you know what happened?
The problem the client asked us to solve wasn't the real problem.
June 28, 2026 at 10:04 PM
After a long conversation, they finally unblocked it. Our developers started talking to the people who would actually use the system.
And you know what happened?
The problem the client asked us to solve wasn't the real problem.
And you know what happened?
The problem the client asked us to solve wasn't the real problem.
It's one of the biggest mistakes we keep seeing.
We had a project where the client deliberately blocked our contact with the end users. We were supposed to deliver exactly what was ordered. No more, no less.
We pushed back hard: you can't build a good product this way.
We had a project where the client deliberately blocked our contact with the end users. We were supposed to deliver exactly what was ordered. No more, no less.
We pushed back hard: you can't build a good product this way.
June 28, 2026 at 10:04 PM
It's one of the biggest mistakes we keep seeing.
We had a project where the client deliberately blocked our contact with the end users. We were supposed to deliver exactly what was ordered. No more, no less.
We pushed back hard: you can't build a good product this way.
We had a project where the client deliberately blocked our contact with the end users. We were supposed to deliver exactly what was ordered. No more, no less.
We pushed back hard: you can't build a good product this way.
Dopóki nie wiemy, że jest problem, on rośnie, a my nawet nie zdajemy sobie sprawy, że trzeba nad nim pracować.
W tym artykule bez zbędnych technikaliów wyjaśniamy, co C-level powinien wiedzieć o observability w Waszych projektach IT: www.pragmaticcoders.pl/blog/observ...
W tym artykule bez zbędnych technikaliów wyjaśniamy, co C-level powinien wiedzieć o observability w Waszych projektach IT: www.pragmaticcoders.pl/blog/observ...
Observability w biznesie: jak przestać dowiadywać się o awariach od klientów
Chcesz wiedzieć o błędzie, zanim napisze do Ciebie klient? Przeczytaj artykuł i sprawdź, jak observability skraca time to discover z godzin do minut.
www.pragmaticcoders.pl
June 2, 2026 at 9:56 PM
Dopóki nie wiemy, że jest problem, on rośnie, a my nawet nie zdajemy sobie sprawy, że trzeba nad nim pracować.
W tym artykule bez zbędnych technikaliów wyjaśniamy, co C-level powinien wiedzieć o observability w Waszych projektach IT: www.pragmaticcoders.pl/blog/observ...
W tym artykule bez zbędnych technikaliów wyjaśniamy, co C-level powinien wiedzieć o observability w Waszych projektach IT: www.pragmaticcoders.pl/blog/observ...
Bez observability time to discover (czas do odkrycia błędu) liczymy w godzinach, a z observability – w minutach. O większości najczęstszych błędów powinniśmy dowiedzieć się w ciągu 10 minut od wdrożenia zmiany.
June 2, 2026 at 9:56 PM
Bez observability time to discover (czas do odkrycia błędu) liczymy w godzinach, a z observability – w minutach. O większości najczęstszych błędów powinniśmy dowiedzieć się w ciągu 10 minut od wdrożenia zmiany.
Observability z alertami powinno dać nam feedback na slacka o 16:22. 2 minuty po wrzuceniu wadliwej wersji lub wystąpieniu błędu, nie 2 godziny po incydencie nowy ticket w kolejce do supportu.
June 2, 2026 at 9:56 PM
Observability z alertami powinno dać nam feedback na slacka o 16:22. 2 minuty po wrzuceniu wadliwej wersji lub wystąpieniu błędu, nie 2 godziny po incydencie nowy ticket w kolejce do supportu.
O 18:00 mamy ticket na supporcie, ale programistów nie ma już w pracy.
Dopiero dzień później ktoś na to patrzy i rusza proces poszukiwania przyczyny i naprawy. Głuche telefony ciągną się, a userzy muszą chcieć zgłosić błąd, zamiast po prostu wyjść i pójść do konkurencji.
Dopiero dzień później ktoś na to patrzy i rusza proces poszukiwania przyczyny i naprawy. Głuche telefony ciągną się, a userzy muszą chcieć zgłosić błąd, zamiast po prostu wyjść i pójść do konkurencji.
June 2, 2026 at 9:56 PM
O 18:00 mamy ticket na supporcie, ale programistów nie ma już w pracy.
Dopiero dzień później ktoś na to patrzy i rusza proces poszukiwania przyczyny i naprawy. Głuche telefony ciągną się, a userzy muszą chcieć zgłosić błąd, zamiast po prostu wyjść i pójść do konkurencji.
Dopiero dzień później ktoś na to patrzy i rusza proces poszukiwania przyczyny i naprawy. Głuche telefony ciągną się, a userzy muszą chcieć zgłosić błąd, zamiast po prostu wyjść i pójść do konkurencji.
Wyobraźmy sobie typową ścieżkę użytkownika bez observability.
Zespół wrzuca zmianę na produkcję o 16:20. Pierwszy użytkownik trafia na problem o 16:22. Po prostu wychodzi, idzie do konkurencji albo porzuca proces zakupowy. Część z tych, którzy zostali, próbuje to zgłosić.
Zespół wrzuca zmianę na produkcję o 16:20. Pierwszy użytkownik trafia na problem o 16:22. Po prostu wychodzi, idzie do konkurencji albo porzuca proces zakupowy. Część z tych, którzy zostali, próbuje to zgłosić.
June 2, 2026 at 9:56 PM
Wyobraźmy sobie typową ścieżkę użytkownika bez observability.
Zespół wrzuca zmianę na produkcję o 16:20. Pierwszy użytkownik trafia na problem o 16:22. Po prostu wychodzi, idzie do konkurencji albo porzuca proces zakupowy. Część z tych, którzy zostali, próbuje to zgłosić.
Zespół wrzuca zmianę na produkcję o 16:20. Pierwszy użytkownik trafia na problem o 16:22. Po prostu wychodzi, idzie do konkurencji albo porzuca proces zakupowy. Część z tych, którzy zostali, próbuje to zgłosić.
Jeśli na większość odpowiedź brzmi "nie" – AI nic Wam nie da. Najpierw trzeba uporządkować fundamenty.
Zrobiliśmy z tego prostą checklistę. 19 pytań, cztery obszary, odpowiedzi tak/nie. Bez ściemy.
Pobierz, wypełnij, zobacz gdzie stoicie: www.pragmaticcoders.pl/zasoby/ai-r...
Zrobiliśmy z tego prostą checklistę. 19 pytań, cztery obszary, odpowiedzi tak/nie. Bez ściemy.
Pobierz, wypełnij, zobacz gdzie stoicie: www.pragmaticcoders.pl/zasoby/ai-r...
AI Readiness Checklist dla zespołów tworzących oprogramowanie
Sprawdź, czy Twój zespół jest gotowy do używania AI w pracy nad oprogramowaniem. Oceń proces, standardy, bezpieczeństwo i przejrzystość pracy.
www.pragmaticcoders.pl
May 31, 2026 at 10:03 PM
Jeśli na większość odpowiedź brzmi "nie" – AI nic Wam nie da. Najpierw trzeba uporządkować fundamenty.
Zrobiliśmy z tego prostą checklistę. 19 pytań, cztery obszary, odpowiedzi tak/nie. Bez ściemy.
Pobierz, wypełnij, zobacz gdzie stoicie: www.pragmaticcoders.pl/zasoby/ai-r...
Zrobiliśmy z tego prostą checklistę. 19 pytań, cztery obszary, odpowiedzi tak/nie. Bez ściemy.
Pobierz, wypełnij, zobacz gdzie stoicie: www.pragmaticcoders.pl/zasoby/ai-r...
– Czy zespół rozumie cel biznesowy tego, co robi?
– Czy macie testy, CI/CD i Definition of Done?
– Czy ktoś odpowiada za to, jak korzystamy z AI w firmie?
– Czy wiecie, jak mierzyć efekt, a nie tylko output?
– Czy macie testy, CI/CD i Definition of Done?
– Czy ktoś odpowiada za to, jak korzystamy z AI w firmie?
– Czy wiecie, jak mierzyć efekt, a nie tylko output?
May 31, 2026 at 10:03 PM
– Czy zespół rozumie cel biznesowy tego, co robi?
– Czy macie testy, CI/CD i Definition of Done?
– Czy ktoś odpowiada za to, jak korzystamy z AI w firmie?
– Czy wiecie, jak mierzyć efekt, a nie tylko output?
– Czy macie testy, CI/CD i Definition of Done?
– Czy ktoś odpowiada za to, jak korzystamy z AI w firmie?
– Czy wiecie, jak mierzyć efekt, a nie tylko output?