An Agile A to Z

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Keynote for Agile .NET 2011 conference in Ghent, Belgium

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  • An Agile A to Z

    1. 1. A-Z
    2. 2. Jon JaggerBlog: http://jonjagger.blogspot.comEmail: jon@jaggersoft.comTwitter: @JonJagger
    3. 3. Adaptation
    4. 4. Adaptive v
    5. 5. Brakes
    6. 6. Where are the brakes?
    7. 7. What happens if your brakes dont work?
    8. 8. Why do cars have brakes?
    9. 9. Cars have brakes so you can drive faster
    10. 10. Capacity
    11. 11. over undercapacity capacity
    12. 12. undercapacity ◦For a while increasing the density increases the flow. ◦Increasing the flow causes the density to reduce. ◦ Thus you have a stabilizing feedback loop helping to increase the flow.
    13. 13. ◦As you continue to increase the density you reach the top of the flow-curve.
    14. 14. overcapacity ◦As the density increases the flow decreases. ◦Decreasing the flow causes the density to further increase. ◦Thus you have a different destabilizing feedback loop helping to decrease the flow.
    15. 15. Dojos
    16. 16. The total absence of meaningful practice... is probably the predominant factor that keeps... teamsfrom being effective learning units
    17. 17. CyberDojoDeliberateSoftware Team Practice
    18. 18. Effort
    19. 19. Effort is one of the things that givesmeaning to life. Effortmeans you care about something
    20. 20. Failure
    21. 21. Learn from success
    22. 22. Learn from failure
    23. 23. Its not the event that counts, its yourreaction to the event
    24. 24. "Theres nothing on the internet about X"
    25. 25. "I cant findanything about Xon the internet"
    26. 26. "Dad. Will youhelp me with my homework?"
    27. 27. (over)Generalization
    28. 28. H??????
    29. 29. Hávamál
    30. 30. The ethics of theHavamal are above all rooted in thebelief in the value of the individual
    31. 31. A logs flameleaps to anotherfire kindles fire. A man listens thus he learns
    32. 32. Iterations Boyds Law
    33. 33. Boyd’s Law The speed of an iteration trumps thequality of an iteration Jeff Atwood
    34. 34. When in doubt,iterate faster. Jeff Atwood
    35. 35. John Boyd
    36. 36. the ability to quickly . slow down is as important as the ability to quickly speed up Boyd despised optimization
    37. 37. .Boyd worked daily to remove things Again and again they practised Boyd liked ambiguity
    38. 38. Kaizen
    39. 39. Improvementis easier than perfection Chinese saying
    40. 40. Listening
    41. 41. As consultants, weve found that the quickest and surest way to classify organizations intosimilar patterns is bythe way people think and communicate
    42. 42. No other observation skill may be moreimportant to software engineering than precision listening
    43. 43. Inconceivable
    44. 44. Motivation
    45. 45. When an actor comes to me... If he says "whats my motivation?" I say...
    46. 46. "Your salary"
    47. 47. Ninety Seven
    48. 48. Do MoreDeliberate PracticeYou do deliberate practiceto master the task not tocomplete the task.
    49. 49. Options
    50. 50. Binary TweetsReadability is one optimizationthat can never be too prematureNever listen to anyone who hasnever made a mistake
    51. 51. Paradox
    52. 52. Virtually all truth is paradoxical
    53. 53. It is not the strongest of the species that survive, nor the most intelligent, but the ones most responsive to changecommonly mis-attributed toCharles Darwin
    54. 54. The better adapted you are, the lessadaptable you tend to be Sir Ronald Fisher
    55. 55. Quiz
    56. 56. If people knew howhard I worked to get my mastery, it wouldn’tseem so wonderful after all
    57. 57. Michaelangelo
    58. 58. Babe Ruth
    59. 59. Rushing
    60. 60. “Whats the biggest change youd like to see in the softwarePhoto by Fiona Charles
    61. 61. “Slowing down in order to do things right”
    62. 62. “What would it take to makethis happen?”
    63. 63. “Hell would have to freeze”
    64. 64. “Things take the timethey take, not the timeyou hope they will take. Pushing for half time produces half baked”http://jonjagger.blogspot.com/2010/09/interview-with-jerry-weinberg.html
    65. 65. SystemsThinking
    66. 66. The Causation Fallacy
    67. 67. Every effect has a single cause...
    68. 68. Unary TweetsThe real problem is...The problem withmotivational speakers is...
    69. 69. Every effect has a single cause...
    70. 70. Every effect has a single cause......and we can tell which is which.
    71. 71. The more errorprone a module isthe later it will be.
    72. 72. The later a module is the more error prone it will be.
    73. 73. CODE TESTS
    74. 74. Systems inherently resist change
    75. 75. . ...more usableenergy goes into a system than comes out, because there is always unavailable energy called entropy
    76. 76. Team
    77. 77. As teenagers,band X worked inHamburg, ... doing 8 hour sets, 7 days a week,for months on end
    78. 78. C++ C
    79. 79. Unconscious
    80. 80. Dont be afraid to cultivate your unconscious
    81. 81. The development of consciousness is thus, among other things, aprocess of the consciousmind opening itself to the unconscious in order to
    82. 82. Visibility
    83. 83. Make the InvisibleMore VisibleYou manage things betterwhen you can see themand see them constantlychanging
    84. 84. Worship
    85. 85. XP
    86. 86. XP:Courage
    87. 87. The absence of fear isnot courage; the absence of fear is some kind ofbrain damage. Courage isthe capacity to go ahead in spite of fear
    88. 88. XP:Communication
    89. 89. The meaning of acommunication is the behaviour that results
    90. 90. XP:Simplicity
    91. 91. The art of maximizingthe amount of work not done.
    92. 92. XP:Feedback
    93. 93. Just calling it“feedback” doesn’t mean that it has actually fed backIt hasn’t fed back until the system changes course
    94. 94. Courage Communication Feedback Simplicity... tell us howsoftwaredevelopmentshould feel.
    95. 95. Yes
    96. 96. Bureaucrat One who has the power to say “no”,but none to say “yes”
    97. 97. Bureaucracy Each thing in control,but the whole thing out of control
    98. 98. BureaucracyCan be measured by how much people dont know why their doing what their doing
    99. 99. Zen
    100. 100. Wisdom is not something you learn. Wisdom is something which will come out of your mindfulness.
    101. 101. Right practice,Right attitude,Right understanding
    102. 102. Thank youfor listening
    103. 103. Jon JaggerBlog: http://jonjagger.blogspot.comEmail: jon@jaggersoft.comTwitter: @JonJagger

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