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QCon Beijing 2012- Predictably and Irrationally Agile
QCon Beijing 2012- Predictably and Irrationally Agile
QCon Beijing 2012- Predictably and Irrationally Agile
QCon Beijing 2012- Predictably and Irrationally Agile
QCon Beijing 2012- Predictably and Irrationally Agile
QCon Beijing 2012- Predictably and Irrationally Agile
QCon Beijing 2012- Predictably and Irrationally Agile
QCon Beijing 2012- Predictably and Irrationally Agile
QCon Beijing 2012- Predictably and Irrationally Agile
QCon Beijing 2012- Predictably and Irrationally Agile
QCon Beijing 2012- Predictably and Irrationally Agile
QCon Beijing 2012- Predictably and Irrationally Agile
QCon Beijing 2012- Predictably and Irrationally Agile
QCon Beijing 2012- Predictably and Irrationally Agile
QCon Beijing 2012- Predictably and Irrationally Agile
QCon Beijing 2012- Predictably and Irrationally Agile
QCon Beijing 2012- Predictably and Irrationally Agile
QCon Beijing 2012- Predictably and Irrationally Agile
QCon Beijing 2012- Predictably and Irrationally Agile
QCon Beijing 2012- Predictably and Irrationally Agile
QCon Beijing 2012- Predictably and Irrationally Agile
QCon Beijing 2012- Predictably and Irrationally Agile
QCon Beijing 2012- Predictably and Irrationally Agile
QCon Beijing 2012- Predictably and Irrationally Agile
QCon Beijing 2012- Predictably and Irrationally Agile
QCon Beijing 2012- Predictably and Irrationally Agile
QCon Beijing 2012- Predictably and Irrationally Agile
QCon Beijing 2012- Predictably and Irrationally Agile
QCon Beijing 2012- Predictably and Irrationally Agile
QCon Beijing 2012- Predictably and Irrationally Agile
QCon Beijing 2012- Predictably and Irrationally Agile
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QCon Beijing 2012- Predictably and Irrationally Agile

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Predictably and Irrationally Agile

People behavior is one of the centerpieces of Agile software development. Cognitive Psychology and Behavioral Economics have helped us achieve a better understanding of some human seemingly idiosyncratic behaviors, for example, the decoy effect on the decision-making process. Agile teams are constantly making decisions, for instance, while prioritising, estimating stories or choosing the size of an iteration.
This talk will compare and correlate Dan Ariely’s controlled experiments described in his book “Predictably Irrational” to Agile. The anticipated result should be an increased awareness of the reasoning behind some Agile values, principles and practices which, as a consequence, should improve the way we apply them as agile adopters and practitioners.

http://fabiopereira.me/blog/2012/02/05/speaking-at-qcon-beijing/

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QCon Beijing 2012- Predictably and Irrationally Agile

  1. 1. I71/ealir/ ’f‘abll1 anal lrra'HonaH!1 I ) A5116 A. ’ . . < . __ _ . - _, "1 ; ‘; www. fabiopereira. me Ths2ughtW. o.rks°
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