This talk was given at YOW 2016 in Melbourne, Brisbane & Sydney Australia, December 2016.
Change in an organization is really hard. This is especially true when a company that was once on the forefront of innovation finds itself having lost that luster through its own growth & success. The past few years there has been a transformation happening at PayPal that is touching every part of the organization to make it innovative again. At the heart of this change is engineering innovation coupled with a new, close partnership between product, design and engineering.
Can your organization be changed? From Bill’s experience at Yahoo!, Netflix, PayPal and consulting with numerous companies he believes there are some core principles you can employ to drive transformation that are all centered around the customer. The question Bill will explore is “How can engineering and design be the catalyst for that change?” While this talk will be inspirational, it will take an honest (and humorous) look at what has worked and what hasn’t worked so well in trying to scale change.
Fluent Conference WebCast from 5/15. I talk about the technology stack that we specifically are employing at PayPal to enable rapid experimentation with Lean UX. The use of nodejs as a prototyping stack is discussed as well as the use of javascript templating (with Dust JS) to allow for an efficient way to refactor a legacy stack.
Listen to the webcast here: http://www.livestream.com/oreillywebcasts/video?clipId=pla_554d1581-9104-4721-8985-5d7b9f3e4a6c&utm_source=lslibrary&utm_medium=ui-thumb
My talk starts at 12:22
Clash of the Titans: Releasing the Kraken | NodeJS @paypalBill Scott
FluentConf 2013 Plenary.
http://www.youtube.com/watch?v=tZWGb0HU2QM&list=SP055Epbe6d5avZGXwE5u039VQq_oQFgrc&index=9
How do you take a large titan like PayPal and move it from a culture of a long shelf life to a culture of rapid experimentation? You set the UI free by adding liberal doses of NodeJS, JavaScript templating & libraries, JSON, Github and Lean Startup/UX. Bill will explain the transformation that is in process to revolutionize the technical and experience stack at PayPal.
8 Principles for Enabling Build/Measure/Learn: Lean Engineering in ActionBill Scott
Keynote for eBay Classifieds TechCon 2013, Tues June 25, 2013.
This is a variation on previous lean engineering talks but focuses on 8 principles for enabling build/measure/learn.
bringing design to life with lean ux & lean engineering - Lean Day West 2013Bill Scott
What does a good Lean UX working rhythm look like for designers & engineers? In this workshop, Bill & one of his design partners at PayPal, Cody Evol, will guide you through this experience. A set of principles, patterns (and anti-patterns), best practices, technologies & tools will be explored in this hands-on workshop leaving you with a clear understanding of how to mesh prototype & production.
6 Principles for Enabling Build/Measure/Learn: Lean Engineering in ActionBill Scott
Presented at Lean Day West - Portland, OR. Sept. 17, 2013
How do you take a gigantic organization like PayPal and begin to transform the experiences? Engineering is often the key blocker in being able to achieve a high rate of innovation. In this talk, Bill Scott will give specific examples on implemented Lean UX in a 13,000 person company, re-factored the technology stack and changed the way engineers work with design & product partners. In addition, Bill will provide additional examples that go back to his early days writing one of the first Macintosh games to his more recent work at Netflix and the power of treating the user interface layer as the experimentation layer.
More and more organizations are following a Lean model for creating products. This model has been popularized by LeanUX and the Lean Startup movements which emphasize build-test-learn in rapid iterations. This talk (given at Open Web Camp 2012) looks at what has changed in the landscape and the lessons learned in creating user experiences in a lean manner.
Lean Engineering: How to make Engineering a full Lean UX partnerBill Scott
In 1999, PayPal's name was synonymous with innovation. In fact, the so called PayPal Mafia (original founders) went on to establish Tesla, SpaceX, YouTube, Skype and other startups. They also provided the early investments of many of the most innovative companies on the internet today. But over time that innovation slowed to a crawl.
In 2011 a number of things begin to come together for PayPal that started its journey back to innovation. This is the story of that reboot and how engineering has played a key role in partnering directly with product and design to move from a culture of products having a long shelf life, to one of rapid experimentation.
In this talk, Bill will outline the principles of Lean Engineering; principles for engineering that enable learning. Drawing from his experience leading User Interface Engineering at both Netflix & PayPal, Bill will walk you through the key principles your engineering team will need to adopt to be that enabler for product and design in your organization. This talk will not just inspire you, but it will also give you some hard earned advice on making this a reality in your organization.
Fluent Conference WebCast from 5/15. I talk about the technology stack that we specifically are employing at PayPal to enable rapid experimentation with Lean UX. The use of nodejs as a prototyping stack is discussed as well as the use of javascript templating (with Dust JS) to allow for an efficient way to refactor a legacy stack.
Listen to the webcast here: http://www.livestream.com/oreillywebcasts/video?clipId=pla_554d1581-9104-4721-8985-5d7b9f3e4a6c&utm_source=lslibrary&utm_medium=ui-thumb
My talk starts at 12:22
Clash of the Titans: Releasing the Kraken | NodeJS @paypalBill Scott
FluentConf 2013 Plenary.
http://www.youtube.com/watch?v=tZWGb0HU2QM&list=SP055Epbe6d5avZGXwE5u039VQq_oQFgrc&index=9
How do you take a large titan like PayPal and move it from a culture of a long shelf life to a culture of rapid experimentation? You set the UI free by adding liberal doses of NodeJS, JavaScript templating & libraries, JSON, Github and Lean Startup/UX. Bill will explain the transformation that is in process to revolutionize the technical and experience stack at PayPal.
8 Principles for Enabling Build/Measure/Learn: Lean Engineering in ActionBill Scott
Keynote for eBay Classifieds TechCon 2013, Tues June 25, 2013.
This is a variation on previous lean engineering talks but focuses on 8 principles for enabling build/measure/learn.
bringing design to life with lean ux & lean engineering - Lean Day West 2013Bill Scott
What does a good Lean UX working rhythm look like for designers & engineers? In this workshop, Bill & one of his design partners at PayPal, Cody Evol, will guide you through this experience. A set of principles, patterns (and anti-patterns), best practices, technologies & tools will be explored in this hands-on workshop leaving you with a clear understanding of how to mesh prototype & production.
6 Principles for Enabling Build/Measure/Learn: Lean Engineering in ActionBill Scott
Presented at Lean Day West - Portland, OR. Sept. 17, 2013
How do you take a gigantic organization like PayPal and begin to transform the experiences? Engineering is often the key blocker in being able to achieve a high rate of innovation. In this talk, Bill Scott will give specific examples on implemented Lean UX in a 13,000 person company, re-factored the technology stack and changed the way engineers work with design & product partners. In addition, Bill will provide additional examples that go back to his early days writing one of the first Macintosh games to his more recent work at Netflix and the power of treating the user interface layer as the experimentation layer.
More and more organizations are following a Lean model for creating products. This model has been popularized by LeanUX and the Lean Startup movements which emphasize build-test-learn in rapid iterations. This talk (given at Open Web Camp 2012) looks at what has changed in the landscape and the lessons learned in creating user experiences in a lean manner.
Lean Engineering: How to make Engineering a full Lean UX partnerBill Scott
In 1999, PayPal's name was synonymous with innovation. In fact, the so called PayPal Mafia (original founders) went on to establish Tesla, SpaceX, YouTube, Skype and other startups. They also provided the early investments of many of the most innovative companies on the internet today. But over time that innovation slowed to a crawl.
In 2011 a number of things begin to come together for PayPal that started its journey back to innovation. This is the story of that reboot and how engineering has played a key role in partnering directly with product and design to move from a culture of products having a long shelf life, to one of rapid experimentation.
In this talk, Bill will outline the principles of Lean Engineering; principles for engineering that enable learning. Drawing from his experience leading User Interface Engineering at both Netflix & PayPal, Bill will walk you through the key principles your engineering team will need to adopt to be that enabler for product and design in your organization. This talk will not just inspire you, but it will also give you some hard earned advice on making this a reality in your organization.
Lean engineering for lean/balanced teams: lessons learned (and still learning...Balanced Team
Bill Scott, PayPal
How do you take a gigantic organization and begin to transform the products? One key is to change the way teams work together to build experiences by following a Lean UX methodology. However, essential to this is to have engineering fully onboard as an integrated partner in the process. In this talk, Bill Scott will share 6 principles gleaned from the last two years to transforming engineering and the technology stack to support this working model.
Lean Engineering. Applying Lean Principles to Building ExperiencesBill Scott
Highlights a couple of principles that we have been applying to our UI engineering teams to move us to applying Lean UX to our products.
This was a 25 minute talk from Lean Day UX in NYC on March 1, 2013.
Given at Agile Camp 2013, San Jose, CA. Sept. 21
How do you take a gigantic organization like PayPal that was entrenched in a culture of a “”long shelf life”” and transform it to a culture of rapid experimentation? Bill will give 3 principles applied to PayPal engineering to make it a full partner with Lean UX. This will be illustrated by showing how they re-factored the tech stack and changed the way engineers work in Lean streams with design & product partners and how it plays with agile.
As a backdrop Bill will discuss several historical factors in the field of software engineering that are antithetical to the Lean Startup mindset but still find their way into most large enterprises. By understanding this historical context and applying lean principles he will demonstrate how a lean transformation can take place in any enterprise.
my understanding of fundamentals of DevOps and how it relates conceptually to Agile, Scrum, Kanban, etc.
SlideShare does not allow uploading a new version of existing presentation. Hence I have to upload the new verson.
Goto https://www.slideshare.net/nitinbhide/devops-understanding-core-concepts for latest version.
Node.js is one of those technologies that should not exist. Definitely, theoretically, is not supposed to have this kind of success. But like the bumblebee he don't know he can't and so it goes :-)
De facto DevOps, de facto Agile. Today DevOps is the Manufacturing Revolution of Our Age. There is no escape for us. When got a DevOps, you got a DevOps.
DevOps simply is the combination of cultural philosophies,practices,and tools that increase an organization’s ability to deliver applications and services at high velocity : evolving and improving products at a faster pace than organizations using traditional software development and infrastructure management processes.
when you want to create your dynamic web site you must learn html css3 and php,jee,rails,asp.net but nodejs affourd meteor js which you can create your dynamic web site by using meteor only
Presented on 3/16/2014 as Keynote for the MXConference.
Change in an organization is really hard. This is especially true when a company that was once on the forefront of innovation finds itself having lost that luster through its own growth & success. The last couple of years there has been a transformation happening at PayPal that is touching every part of the organization to make it innovative again. At the heart of this change is a new, close partnership between design and engineering.
Can your organization be changed? From Bill’s experience at Yahoo!, Netflix, PayPal and consulting with numerous companies he believes there are some core principles you can employ to drive transformation that are all centered around the customer. The question Bill will explore is “How can design be the catalyst for that change?” While this talk will be inspirational, it will take an honest (and humorous) look at what has worked and what hasn’t worked so well in trying to scale change.
3 Cs of Design - Charters, Critique, and Culture - Amuse ConferenceRuss U
I’ve worked for a lot of idiot managers in my career. And then, one day, after I had become a design manager myself, it finally dawned on me: Now I’m the idiot! I had a lot of ideas about what a good manager is, how one acts, and the exact positioning of where the spotlight should land on the hero, which was absolutely supposed to be me. Thanks, ego.
Heroically speaking, I failed on many, many levels. I didn’t understand how to understand a team, and help turn their perceptions and expectations into something shared and agreed upon. I didn’t understand how to foster critique; I only knew that I was in charge of design and that I had the final say. Most of my career has been an exercise in “trial by fire” and this process worked well when I was a designer and was trying to master the art of the task flow, site map, wireframe, prototype, personas, and so on. In leadership positions, the option to go back to the drawing board or to iterate hasn't always been readily available--nor as painless to my pride and potentially my pocketbook.
The passing of time, the second and third chances that I’ve been given, and the sound advice that I didn’t want to listen to in the past have opened me up to a much different perspective. Oh, I’ve still got plenty to learn, and I’m excited to share some of what I’ve learned about charters, critique, and culture of design organizations.
Real World Lessons Using Lean UX (Workshop)Bill Scott
Half Day Workshop given 5/22/2013 at WebVisions Portland.
In this workshop Bill will explore the mindset of LeanUX and how it relates to bring products to life in the midst of big organizations that don't normally think "Lean". He will look at how teams can create a strong partnership between product, design & engineering in a way that tears down the walls and instead focuses on three key principles:
Shared understanding
Deep collaboration
Continuous customer feedback
The workshop will take a look at how Bill has been able to apply Lean UX at PayPal — a place that in recent years has been the total antithesis of the lean startup idea. With very specific examples, he will share lessons learned applying lean to the full product life cycle as well as how it relates to agile development.
Finally, the workshop looks at the technology stack. In the last few years there has been an explosion of open source technology stacks that can support rapidly creating products, launching them to scale and rapidly iterating on them when live. While startups embrace these stacks from the get-go, large organizations struggle with how to embrace this change. This workshop will also look at the shift that has happened, what is driving this change, and how organizations can embrace this stack and how to marry Lean Tech with Lean UX.
Lean engineering for lean/balanced teams: lessons learned (and still learning...Balanced Team
Bill Scott, PayPal
How do you take a gigantic organization and begin to transform the products? One key is to change the way teams work together to build experiences by following a Lean UX methodology. However, essential to this is to have engineering fully onboard as an integrated partner in the process. In this talk, Bill Scott will share 6 principles gleaned from the last two years to transforming engineering and the technology stack to support this working model.
Lean Engineering. Applying Lean Principles to Building ExperiencesBill Scott
Highlights a couple of principles that we have been applying to our UI engineering teams to move us to applying Lean UX to our products.
This was a 25 minute talk from Lean Day UX in NYC on March 1, 2013.
Given at Agile Camp 2013, San Jose, CA. Sept. 21
How do you take a gigantic organization like PayPal that was entrenched in a culture of a “”long shelf life”” and transform it to a culture of rapid experimentation? Bill will give 3 principles applied to PayPal engineering to make it a full partner with Lean UX. This will be illustrated by showing how they re-factored the tech stack and changed the way engineers work in Lean streams with design & product partners and how it plays with agile.
As a backdrop Bill will discuss several historical factors in the field of software engineering that are antithetical to the Lean Startup mindset but still find their way into most large enterprises. By understanding this historical context and applying lean principles he will demonstrate how a lean transformation can take place in any enterprise.
my understanding of fundamentals of DevOps and how it relates conceptually to Agile, Scrum, Kanban, etc.
SlideShare does not allow uploading a new version of existing presentation. Hence I have to upload the new verson.
Goto https://www.slideshare.net/nitinbhide/devops-understanding-core-concepts for latest version.
Node.js is one of those technologies that should not exist. Definitely, theoretically, is not supposed to have this kind of success. But like the bumblebee he don't know he can't and so it goes :-)
De facto DevOps, de facto Agile. Today DevOps is the Manufacturing Revolution of Our Age. There is no escape for us. When got a DevOps, you got a DevOps.
DevOps simply is the combination of cultural philosophies,practices,and tools that increase an organization’s ability to deliver applications and services at high velocity : evolving and improving products at a faster pace than organizations using traditional software development and infrastructure management processes.
when you want to create your dynamic web site you must learn html css3 and php,jee,rails,asp.net but nodejs affourd meteor js which you can create your dynamic web site by using meteor only
Presented on 3/16/2014 as Keynote for the MXConference.
Change in an organization is really hard. This is especially true when a company that was once on the forefront of innovation finds itself having lost that luster through its own growth & success. The last couple of years there has been a transformation happening at PayPal that is touching every part of the organization to make it innovative again. At the heart of this change is a new, close partnership between design and engineering.
Can your organization be changed? From Bill’s experience at Yahoo!, Netflix, PayPal and consulting with numerous companies he believes there are some core principles you can employ to drive transformation that are all centered around the customer. The question Bill will explore is “How can design be the catalyst for that change?” While this talk will be inspirational, it will take an honest (and humorous) look at what has worked and what hasn’t worked so well in trying to scale change.
3 Cs of Design - Charters, Critique, and Culture - Amuse ConferenceRuss U
I’ve worked for a lot of idiot managers in my career. And then, one day, after I had become a design manager myself, it finally dawned on me: Now I’m the idiot! I had a lot of ideas about what a good manager is, how one acts, and the exact positioning of where the spotlight should land on the hero, which was absolutely supposed to be me. Thanks, ego.
Heroically speaking, I failed on many, many levels. I didn’t understand how to understand a team, and help turn their perceptions and expectations into something shared and agreed upon. I didn’t understand how to foster critique; I only knew that I was in charge of design and that I had the final say. Most of my career has been an exercise in “trial by fire” and this process worked well when I was a designer and was trying to master the art of the task flow, site map, wireframe, prototype, personas, and so on. In leadership positions, the option to go back to the drawing board or to iterate hasn't always been readily available--nor as painless to my pride and potentially my pocketbook.
The passing of time, the second and third chances that I’ve been given, and the sound advice that I didn’t want to listen to in the past have opened me up to a much different perspective. Oh, I’ve still got plenty to learn, and I’m excited to share some of what I’ve learned about charters, critique, and culture of design organizations.
Real World Lessons Using Lean UX (Workshop)Bill Scott
Half Day Workshop given 5/22/2013 at WebVisions Portland.
In this workshop Bill will explore the mindset of LeanUX and how it relates to bring products to life in the midst of big organizations that don't normally think "Lean". He will look at how teams can create a strong partnership between product, design & engineering in a way that tears down the walls and instead focuses on three key principles:
Shared understanding
Deep collaboration
Continuous customer feedback
The workshop will take a look at how Bill has been able to apply Lean UX at PayPal — a place that in recent years has been the total antithesis of the lean startup idea. With very specific examples, he will share lessons learned applying lean to the full product life cycle as well as how it relates to agile development.
Finally, the workshop looks at the technology stack. In the last few years there has been an explosion of open source technology stacks that can support rapidly creating products, launching them to scale and rapidly iterating on them when live. While startups embrace these stacks from the get-go, large organizations struggle with how to embrace this change. This workshop will also look at the shift that has happened, what is driving this change, and how organizations can embrace this stack and how to marry Lean Tech with Lean UX.
The technologies and people we are designing experiences for are constantly changing, in most cases they are changing at a rate that is difficult keep up with. When we think about how our teams are structured and the design processes we use in light of this challenge, a new design problem (or problem space) emerges, one that requires us to focus inward. How do we structure our teams and processes to be resilient? What would happen if we looked at our teams and design process as IA’s, Designers, Researchers? What strategies would we put in place to help them be successful? This talk will look at challenges we face leading, supporting, or simply being a part of design teams creating experiences for user groups with changing technological needs.
An immersive workshop at General Assembly, SF. I typically teach this workshop at General Assembly, San Francisco. To see a list of my upcoming classes, visit https://generalassemb.ly/instructors/seth-familian/4813
I also teach this workshop as a private lunch-and-learn or half-day immersive session for corporate clients. To learn more about pricing and availability, please contact me at http://familian1.com
Speed up your front-end development with the Proxly chrome extensionDaniel Nakov
Speed up your front-end development by redirecting remote web resources to your local files.
Chrome extension and app Proxly can:
- run a web server
- redirect any web requests to local files
- monitor files for changes and live reload the tab
- modify web request and response headers
Enabling Lean with Tech: lessons learned applying lean at paypalBill Scott
Couple of lessons learned with changing the technology stack at PayPal to support Lean UX methodologies.
This talk is happening as part of the Lean Startup in the Enterprise talk with Jeff Gothelf on Tues, Dec. 4, 2012.
Accidentally Manager – A Survival Guide for First-Time Engineering ManagersTheo Jungeblut
This session is about your career perspective as an engineer, especially when the path may take an “unexpected” turn from technical lead to first-time engineering manager.
We will explore the differences between managing and leading, review different management styles, and discuss their impact on both the manager and the team member. Finally, we will find out why you do not want to treat everyone equally. I will share my personal experiences going from being one of the team to actually managing it: the pitfalls of suddenly being responsible for the team, typical problems surfacing, and how to avoid common mistakes. As part of the session,
I would also like to share thoughts and considerations about which career path could be the right one for whom, and what the advantages and disadvantages are going one way or the other.
This is not a “You get it all from the expert”- session, but a session to share experiences and discuss how this fits to your career path.
Note: Moving forwards this presentation will be updated with the latest version of the slides for the last event I did the presentation instead of creating new separate slide decks here on SlideShare.
Presentation dates and locations:
2015-10-03 Silicon Valley Code Camp, San Jose, CA
2015-06-27 SoCal Code Camp - San Diego, CA
2014-11-14 SoCal Code Camp - Los Angeles, CA
2014-10-18 Desert Code Camp - Chandler, AZ
2014-10-11 Silicon Valley Code Camp, Los Altos Hills, CA
Keeping Movies Running Amid Thunderstorms!Sid Anand
How does Netflix strive to deliver an uninterrupted service? This talk, delivered for the first time in November, 2011, covers some engineering design concepts that help us deliver features at a rapid pace while assuring high availability.
Recruiting great people is a priority for any company at any stage of their growth. In the early stages, finding and hiring your initial team is core to instilling the right company culture. To hire effectively, founders and managers need to be thoughtful and organized about their recruiting process — from the first screening until delivering an offer. A sloppy and inconsistent process reflects poorly on the company, and can be the difference between a “Yes, I want to join” and “No, I don’t think this is the right fit.”
As a Talent Partner at Greylock, I work with our portfolio and advise them on refining their recruiting processes. As such, I’ve become familiar with many of the common problems that both new and experienced teams face when recruiting.
Recently, I gave a talk that addresses some of these frequent “bugs” in the recruiting process, and want to share my presentation here more broadly. I go over the three stages of recruiting — sourcing, evaluation, and conversion — covering common mistakes made at each level as well as the questions you need to answer to avoid them.
The full talk will be available on video and podcast soon, but for now here are the slides from my deck. I hope these thoughts and questions are helpful when thinking about your recruiting process.
Slides from March 20, 2009 presentation to Damascus High School advanced web class for Jeffrey Brown.
Presentation introduces human factors, principles of human/computer interaction, and interaction design best practices.
The best way to explain what we do is by practicing what we preach! This short visual story illustrates the range of situations where we help bring clarity and focus, and the hybrid design skills we use to move from understanding to action.
Big Data Day LA 2015 - Building a Big Data Culture in the Entertainment Indus...Data Con LA
For decades the entertainment industry has relied on small data (e.g., test audiences, focus groups, etc.) when making decisions about programming and developing new projects. With the rise of online content distribution and internet TV, companies now have access to massive and unprecedented amounts of viewing data. This creates a new challenge: How to marry the power of big data and big analytics with the creative force of the entertainment industry to make both better. I will talk about how Netflix has tackled this issue, and in doing so, created a dynamic new force in Hollywood.
Lean Engineering: Engineering for Learning & Experimentation in the Enterpris...Rosenfeld Media
Bill Scott: "Lean Engineering: Engineering for Learning & Experimentation in the Enterprise"
Enterprise UX 2015 • May 13, 2015 • San Antonio, TX, USA
http://enterpriseux.net
stackconf 2023 | Better Living by Changing Less – IncrativeOps by Michael Cot...NETWAYS
DevOps has always been about dramatic changes to improve IT. You don’t only need to use a different set of tools, you need to change your entire IT culture! It’s all exhausting, really. Worse, this imperative to change never goes away. Will we ever actually be done and “be like Google”? Instead of carrying the flag of “change or die,” this talk proposes an alternate, more practical, sustainable, and comforting approach to improving: IncrativeOps.
Container Soup for Your Soul: The Microservice Edition, Building Deployment ...Amazon Web Services
The talk is the story of a Clever's journey to effectively use a container orchestration system (ECS) and a walk through decisions to create a simple and effective deployment pipeline. We will go through various aspects of building application deployment pipelines for microservices. Clever is an education technology company and we do hundreds of deployments of tens of thousands of containers every week to serve over 50% of K-12 public and private school districts in the US. Learn More: https://aws.amazon.com/government-education/
Tales of the mythical cloud-native platform - Container day 2022Jacopo Nardiello
In this presentation, I'm addressing all the organizational issues related to devops teams and the rise of platform engineering. The good, the bad, and the pitfalls of how to organize your team (effort, skills, and gtd).
This slide is translated version. Originally it was written in Korean. (http://www.slideshare.net/saltynut/how-do-we-drive-tech-changes )
It describes how do we drive technical changes onto our organizations had used old-fashioned java combinations(Java 1.6+Spring 3.x+MyBatis) and monolithic architecture.
Key point is what we need to do to drive changes, and I'll discuss what we did during Phase1 and what we are doing at Phase 2 for architecture, frontend, backend, methodologies/process.
Phase1
- Architecture : Frontend / Backend Separation
- Frontend : Angular.js, Grunt, Bower
- Backend : Java 1.7/Spring4, ORM
- Methodology/Process : Scrum, Git
Phase2
- Architecture : Micro-Service Architecture(MSA)
- Frontend : Content Router, E2E Test
- Backend : Polyglot, Multi-Framework
- Methodology/Process : Scrum+JIRA, Git Branch Policy, Pair Programming, Code Workshop
DevDay 2013 - Building Startups and Minimum Viable ProductsBen Hall
DevDay (http://devday.pl),
20th of September 2013, Kraków
Video at http://www.youtube.com/watch?v=L4eTOvq2WmM&feature=c4-overview-vl&list=PLBMFXMTB7U74NdDghygvBaDcp67owVUUF
Scaling Autonomy in a FinTech Unicorn - WeAreDevelopers 2019Alvar Lumberg
TransferWise has grown from 10 to 300 product engineers in 6 years. When building a new product, nobody has the answers. Scaling decision-making is all-important. This talk explores some key tenets and painful learnings of product engineering in autonomous teams.
Nailing Distributed Development With Effective Collaboration - Matt RyallAtlassian
Distributed teams put additional strains on what is fundamentally a communication and collaboration challenge in building software. Matt Ryall, senior development manager for Confluence, shares his experience on how Atlassian and several of our clients are using collaboration tools like Confluence and HipChat to help overcome geographic boundaries, and ship great software on time.
Slides from my DevOpsExpo London talk "From oops to NoOps".
They tell you in these conferences that DevOps is not about tools, but about culture. And they are partially right. I am going to tell you that it’s not only about culture or tools but also abstractions.
It is a lot about how you see software and its value. About our mental model of what software is: how it runs, evolves, and interacts with the other facets of an enterprise.
We used to view software as code. As a state of code. Now we think about software as change, as a flow. A dynamic system where people, machines, and processes interact continuously.
At Platform.sh we spend a bunch of time asking ourselves not “How do you build?” - or even “How do you build consistently?” - but rather “What does it mean to consistently build in a world where change is good?” A world that lets you push security fixes into production as soon as they’re available because you don’t want to be an Equifax but you do want stability.
In this presentation, I will go over what we think software is and why having the right ideas about software will help you get your culture right and your tooling aligned, as well as gain in productivity, and general happiness and well-being.
Microservices, Microfrontends and Feature TeamsGiulio Roggero
Quali sono le buone pratiche per progettare un'architettura in stile Microservices?
Come rendere evolutiva un'applicazione Frontend senza che invecchi dopo poco tempo?
Come organizzare più team che lavorano su una Piattaforma che ha centinaia di Microservices e decine di Frontend?
A queste tre domande risponderò durante il talk con esempi pratici e casi di vita vissuta.
At some point, the code you write today will be deleted and replaced with something new. This talk will discuss the life cycle of a large code base, and how to manage it over time to accommodate rewrites, giving examples from a major rewrite of the Firefox build and release pipeline over the last two years. You'll learn how to replace components of a running distributed system while keeping it operational, the proverbial replacing the wing of an airplane in flight.
Similar to Bringing Change to Life | YOW 2016 | Melbourne, Brisbane, Sydney - Australia (20)
Presented at WebVisions May 2013 in Portland, OR.
What happens when you take teams that have traditionally not worked together closely? Teams that are used to the "delivery mindset" and instead try to bring great experiences to life in a collaborative manner?
All hell breaks loose!
We are all creatures of habit and we all bring baggage to the table. And events conspire to tear our teams apart. This talk takes the flip side of how teams work together well and instead looks at behaviors and events that can stifle team collaboration for Lean UX teams. 18 anti-patterns are used to sensitize you for what to watch out for as well as strategies to overcome each.
We are going full bore on LeanUX at PayPal. This presentation just captures a lot of cautions for our teams. These anti-patterns call out bad behaviors or situations that can become bad which will stifle collaboration.
Designing With Lenses (UxLx, CHIFOO, BigD)Bill Scott
Given CHIFOO in Portland OR (4/7/2010), UxLx in Lisbon, Portugal (May 2010) & BigD in Dallas, TX (May 2010)
In any field of design, designers can enhance their craft by studying the work of others. Through the careful exercise of breaking down real-world solutions into their underlying principles and patterns, previous lessons can be applied to new sets of problems we encounter. Designing for web interfaces is no different. By necessity we are constantly searching for inspiration and practical guidance in solving the problems we face as designers each day. A powerful approach is to capture these lessons into “design lenses”. A design lens allows you to view the user experience through the eyes of a single design principle. Lenses were originally created for game design but are just as powerful for user experience design.
In this talk, Bill introduces the idea of design lenses and discuss several lenses inspired from fields of study as diverse as theater, magic, game & car design, Shaker furniture, motion graphics, and comics for inspiration in designing rich, interactive interfaces. By teasing out some of the key takeaways from each of these disciplines, a fresh light can be shed on our own corner of the design universe.
(Given at Google campus for IxDA, Microsoft campus in Redmond to UX team, Ruby Meetup Group at CMU/Moffett Field & The Ajax Experience 2009. Will be giving again in Florida at Rich Web Experience.)
Did you know that there are at least 16 different moments of interaction during drag and drop? And that there are at least a half-dozen elements on the page that conspire with these points in time to form a drag and drop interaction? With almost all user interactions there are lots of interesting moments that you can use to enhance the user experience -- or worse to create confusion in the user's mind.
In this talk, Bill slows down time and puts dozens of interactions under the microscope to study what works and what doesn't work when creating interactive applications. Nuances from 80+ examples illustrate both what should be emulated (design patterns and best practice tips) as well as what should be avoided (design anti-patterns).
These are conveniently summarized in six over-arching design principles.
* Input where you output.
* Require a light footprint.
* Maintain flow.
* Invite interaction.
* Show transitions
* Be reactive.
This talk goes hand-in-hand with Bill Scott & Theresa Neil's book, Designing Web Interfaces and will provide you with dozens of clear take-aways for designing rich interactions on the web.
I gave this talk at WebVisions 09. May 21 2009.
DESCRIPTION
"Any sufficiently advanced technology is indistinguishable from magic."
-Arthur C. Clarke, "Profiles of the Future", 1961 (Clarke's third law)
At most companies, designers and engineers live in completely different worlds. For many designers the work of engineering is indistinguishable from magic. This unfortunately makes creating a finely crafted user experience much harder than it should be. Not knowing what is possible or proposing the impossible both hinder the synergy between design and engineering. Understanding the interface engineer's bag of tricks can go a long way to closing the gap between these two worlds.
What is now possible in the browser? And what is still hard to do? In this session, Bill will focus specifically on the challenges and the opportunities for DHTML-based web sites and applications.
Drawing from 25 years of experience in designing and engineering interface solutions as well as leading design and engineering organizations, Bill will provide a set of guiding principles as well as concrete, real world examples of what is now possible and what is still hard to do given the current technology landscape.
Designing Web Interfaces Book - O'Reilly WebcastBill Scott
This is an update to the previous Designing Web Interfaces talk. This presentation was given on Feb. 3, 2009 over a live webcast via an O'Reilly Author Webcast special.
This presentation goes hand in hand with our book (Bill Scott & Theresa Neil) called Designing Web Interfaces: Principles and Patterns for Rich Interaction.
This presentation is much better suited for Slideshare than previous presentations as I took a lot of time to turn the movie screencasts into individual keyframes. All interactions now show in this presentation (that is why there are 300+ slides; in reality the presentation was more like 50 slides.)
You can see the recorded video & audio of the webcast in high resolution on YouTube at: http://www.youtube.com/watch?v=LW4MwvgW_ww&fmt=18
http://designingwebinterfaces.com
http://looksgoodworkswell.com
http://designgenie.org
(Also this is similar to the Big D 09 presentation on 5/30/2009. You can find that exact presentation at http://billwscott.com/share/presentations/2009/bigd/DWI.pdf)
Keynote for the Yahoo! Frontend Developer's Summit 2008 held at the Yahoo! campus in Sunnyvale, CA. Looks at lessons from programming from the past and applies to web developer's today.
Presented in the Lightning Rounds at the 2008 Ajax Experience. Rapid tour through the Netflix API and some examples of using the APIs in the first Netflix Hack Day. See http://developer.netflix.com for more information.
Design Anti Patterns - How to Design a Poor Web ExperienceBill Scott
Sometimes it is most instructive to look at design patterns in reverse-- as a set of anti-patterns. In this talk, Bill Scott will explore the common mistakes that designers & developers make when attempting to craft a rich web experience. Bill will use counter-examples from consumer facing web sites (both inside & outside of Yahoo!) as well as from enterprise web applications to illustrate the right way to design.
Protoscript - Simplified prototype scriptingBill Scott
Given at the Rich Web Experience 2007.
http://protoscript.com
Protoscript is a simplified scripting language for creating Ajax style prototypes for the Web. With Protoscript it's easy to bring interface elements to life. Simply connect them to behaviors and events to create complex interactions.
Introduction to programming with Ajax. Covers XMLHttpRequest, XML, JSON, JavaScript, HTML, CSS, Dom Scripting, Event Handling with some examples from YUI library. I gave this talk a dozen or more times in workshops throughout the U.S. & in Amsterdam (AdaptivePath, Yahoo!, Federal Reserve, Ultimate Software, VeriSign, United Online, etc.) . Jan 2006 - Feb 2007.
Given for Easy7 SIGCHI-SI in Bangalore 1/5/2007
With the advent of Ajax, new patterns of interaction have emerged on the Web. Bill Scott provides insight on how to best take advantage of the power of Ajax technology for designing a great user experience through a series of best practices, summarized as eight key principles. Each principle and its nuances are illustrated in detail with real world examples and counter-examples from both inside and outside Yahoo!
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Case Analysis - The Sky is the Limit | Principles of Management
Bringing Change to Life | YOW 2016 | Melbourne, Brisbane, Sydney - Australia
1. bringing change
to life lessons learned at
netflix & paypal
Bill Scott
VP, Consumer & Venmo Engineering | Identity | Next Gen Commerce
YOW!
December 2016
Melbourne | Brisbane | Sydney
@billwscott
twitter | linkedin | paypal
2. outside-in culture
continuous customer feedback (get
out of the building - GOOB)
customer data central to decisions
think it. build it. ship it. tweak it
fail fast. learn fast.
experimentation... build/measure/
learn
16. one of many comments…
thank you for making it fun
again to develop code at
PayPal
17. from 2012 to now…
went from 1 app on nodejs to 120+
apps on node; went from a couple of
engineers working on nodejs to 100s
of engineers across PayPal, Xoom &
one of many comments…
thank you for making it fun
again to develop code at
PayPal
18. from 2012 to now…
went from 1 app on nodejs to 120+
apps on node; went from a couple of
engineers working on nodejs to 100s
of engineers across PayPal, Xoom &
from 2012 to now…
went from arguably the worst
frontend tech stack in Silicon Valley to
be being recognized as industry
leader in nodejs & javascript
one of many comments…
thank you for making it fun
again to develop code at
PayPal
35. core belief: what teams need to succeed
it’s who you
work with
who
we changed
who we hired
36. core belief: what teams need to succeed
it’s who you
work with
who
it’s what you
work on
what
we changed
who we hired
37. core belief: what teams need to succeed
it’s who you
work with
who
it’s what you
work on
what
we changed
who we hired
we wrote a
new story
38. core belief: what teams need to succeed
it’s who you
work with
who
it’s what you
work on
what
it’s how you
work
how
we changed
who we hired
we wrote a
new story
39. core belief: what teams need to succeed
it’s who you
work with
who
it’s what you
work on
what
it’s how you
work
how
we changed
who we hired
we wrote a
new story
we moved to
lean ux/
engineering
49. prototype the change
whiteboard
to code
code to usability
product/design/engineering in a tight loop with our customers
lean ux & lean engineering in action
51. most organizations biggest challenge is moving
from a culture of delivery to a culture of learning
LEANENGINEERING
engineering for learning
52. software must adapt
Our software is always tearing itself apart
(or should be)
Recognize that different layers change at
different velocities
All buildings are predictions.
All predictions are wrong.
There's no escape from this
grim syllogism, but it can be
softened.
- Stewart Brand
53. launching the ps3 (2010)
4 unique experiences launched the same day
several variations on each: 16 different test cells
2 different tech blogs simultaneously gave great review —
but were reviewing difference experiences
focus was on build/measure/learn
54. enable lots of little bets
the big bet. ramping model results in
one experience (with some tweaks
along the way) after a long ramp up
time
lots of little bets. experimentation
model results in many experiences
being tested all along the way
vs
55. @netflix: engineered for learning
netflix chose html5 for mobile (iOS, android) and
for game consoles, blu-ray players, hd-tvs, etc.
more recently moved to react native variant (JS)
to drive native experiences without the DOM
in both cases why?
path to build/measure/learn
56. enable prototyping in the engineering stack
the whole history of our newest
tech stacks has been to enable
rapid engineering
engineer for the “living spec”
57. enable prototyping in the engineering stack
the whole history of our newest
tech stacks has been to enable
rapid engineering
engineer for the “living spec”
make prototyping a first
class member of tech
stack
58. a tale of two trains - the product manager’s dilema
59. a tale of two trains - the product manager’s dilema
departs infrequently
“gotta get my features on this train
or I will have to wait a long time”
60. a tale of two trains - the product manager’s dilema
departs infrequently
“gotta get my features on this train
or I will have to wait a long time”
departs all the time
“if I miss this train another one comes
in a few minutes”
62. democratize the code base
starting to use git repo model for continuous deployment
marketing pages
product pages
content updates & triggers into i18n, l10n, adaptation
components
works well with cloud deployment (devops model)
enables the train to be leaving all the time
63. work in open source model
internal github revolutionizing
our internal development
rapidly replacing centralized
platform teams
innovation democratized
every developer encouraged
to experiment and generate repos
to share as well as to fork/pull request
64.
65. we gave agile a brain
illustration credit:
Krystal Higgins
http://bit.ly/18uP7N1
66. agile is just a machine
it will crank ‘stuff’ out
it can be good or bad stuff
please don’t waste the machine
have a tight loop with our users
iterate to get experience “in the ballpark”
make it easy to iterate designs ahead of agile sprints
67. agile is just a machine
it will crank ‘stuff’ out
it can be good or bad stuff
please don’t waste the machine
have a tight loop with our users
iterate to get experience “in the ballpark”
make it easy to iterate designs ahead of agile sprints
the “brain” is our user