This is from NASA. Good stuff. People alway say things like "we can't be agile because [regulatory, large, lives on the line]. If NASA can be agile, I'll bet you can.
Dealing with "Coupling" is one of the things that makes SW a genuinely difficult activity. But I think Coupling is at least as big a deal for SW dev teams as it is for the software itself.
Here's a #Thread
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I've been thinking that if you're creating events (or data within them) for specific consumers, you should probably orchestrate it and consume your own event and then send a specific command with the data required.
Writing clean, high-quality code is part of being Agile. It's right there in the Agile Manifesto: "Continuous attention to technical excellence and good design enhances agility." 1/2
Agility is impossible if you let an in-agile customer dictate how you do your work. It's that simple. I get a lot of questions along the line of "how can I be agile when my customers demand estimates and deadlines and fixed scope?" You can't. 1/2
Study this picture. This is what happens when you don't have teams that can do -all- the work necessary to get an idea into the customer's hands. IME, every time you split the work, you suffer. It's the whole system that matters, not the "performance" of individuals or teams.
This is a great video, even by Dave's already high standards! 😄
Are we waiters (order takers) or doctors (people who give advice based on expertise)? All of the "we must estimate the work to get customers" folks think we're waiters, a huge waste of talent and expertise.
The notion of "completing an epic" is wrongheaded, IMO. Most of the stories hinted at in an epic will be so low value that they're not worth doing. Other stories (from other epics, maybe) will be higher value. "Completing the epic" means "waste time on a lot of low-value stuff."
Demands for prior "proof that it works" before trying things is a cultural problem that has to be solved before you can do the real work. Agility is about experimentation. Run a small experiment to see if "it works" in your context.
In Lean thinking, there is no target metric for improvement. It's cultural. When you see waste, remove it. When you see something that doesn't work, fix it. There is no target. Goodhart's Law ("When a measure becomes a target, it ceases to be a good measure") applies.
@jon_dewitt_ts @tottinge@unclebobmartin@hamrin Mob/ensemble programming. [https://t.co/LweDGhnPqP] If people resist that, consider bringing me (or somebody like me, like Tim 😄) in for a hands-on workshop. Once people actually do it, they usually don't want to go back.
This is fantastic. Anyone using a coding "interview assignment" in production deserves this and so much more...
H/T:@TProphet who I unfortunately can't RT