I tried to "get" the philosophy of RoR, but ultimate failed. It seems RoR has a steep learning curve; but once mastered, one is allegedly more productive. Some use the analogy of becoming a medical doctor: a long slog through medical school, but big benefits (such as money) await you in the end. Do you agree with this alleged trade-off profile of RoR?
And, how can this approach work for decentralized departmental groups with lots of coder turn-over, especially if the bureaucracy makes it difficult to hire such that coders from other platforms are to be retrained? The ramp-up time for re-training seems hard to justify under such an environment without a RoR-only edict from on high. Would you agree RoR may not fit certain organizational environments? Thank You.
Ramp-Up Time (Score:3)
I tried to "get" the philosophy of RoR, but ultimate failed. It seems RoR has a steep learning curve; but once mastered, one is allegedly more productive. Some use the analogy of becoming a medical doctor: a long slog through medical school, but big benefits (such as money) await you in the end. Do you agree with this alleged trade-off profile of RoR?
And, how can this approach work for decentralized departmental groups with lots of coder turn-over, especially if the bureaucracy makes it difficult to hire such that coders from other platforms are to be retrained? The ramp-up time for re-training seems hard to justify under such an environment without a RoR-only edict from on high. Would you agree RoR may not fit certain organizational environments? Thank You.