Constraints & Principles
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The document discusses key assumptions and principles of lean and Kanban approaches. It notes that mature organizations look at whole systems rather than optimizing parts in isolation and focus on effective learning by empowering workers. The essence of Kanban is outlined as visualizing workflow, limiting work-in-progress, managing flow, making process policies explicit, and improving collaboratively. Quotes emphasize that better systems help people's behavior and that Kanban is largely about people.
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The document discusses principles for naming identifiers in code such as variables, classes, and functions. It notes that naming is important because identifiers make up 70% of code and influence comprehension, recall, and bug fixing time. Good naming follows principles like understandability, using names that describe concepts, and consistency. It provides specific rules for naming classes, variables, functions for conciseness, consistency, and distinguishability. The goal is to use names that are understandable to both current and future engineers working on the code.
Continuous Discovery Habits Book Review.pdf
This document summarizes key points from the book "Continuous Discovery Habits" by Diego Pacheco. It advocates for continuous discovery through an outcome-oriented and customer-centric mindset. Discovery requires the collaboration of product managers, designers, and engineers to iteratively test assumptions and validate ideas with customers. The goal is to ensure teams are creating value for users and addressing their needs, pain points, and desires on an ongoing basis through experimental and visual approaches.
Thoughts about Shape Up
This document discusses the Shape Up methodology for agile software development projects. It introduces Shape Up as similar to Dual Track Agile, with an initial 6-week discovery process. Key aspects of how shaping works include setting boundaries, roughing out elements, addressing risks, writing a pitch, and creating simple breadboarding prototypes. Other topics covered are cutting scope, how the pitch works, using betting tables instead of backlogs, dealing with bugs, and making progress on the whole stack through scope mapping and discovery charts.
Holacracy
This document discusses Holacracy, an alternative organizational structure to traditional hierarchies. It notes that current management structures were designed for factories, while Holacracy is designed for humans. Holacracy eliminates hierarchies and instead focuses on clearly defined roles and circles within an organization. It aims to embrace autonomy through separating people from roles and having roles, not managers, make decisions. While challenging to implement due to issues of power, some companies have adopted aspects of Holacracy.
AWS IAM
This document discusses AWS Identity and Access Management (IAM). It provides an overview of IAM including its ability to provide fine-grained access control and integrate with SAML 2.0 and LDAP. It notes issues with passwords and credentials like entropy and rainbow table attacks. The document outlines IAM roles and policies and recommends making credentials temporary to improve security.
CDKs
This document is a profile for Diego Pacheco, who is a cat's father, head of software architecture, agile coach, SOA/microservices expert, DevOps practitioner, speaker, and author. He has expertise in topics such as Terraform, CDKs, and CDKs code generation and maintains GitHub repositories on these subjects.
Encryption Deep Dive
Encryption Deep Dive: Randomness, Entropy, RNG, PRNG, AES, AES Operational Modes, Data Rotations, Java Encryption APIs, Tradeoffs, challenges, Envelope Encryption, KMS, and much more on all things encryption.
Sec 101
This document profiles Diego Pacheco and provides an overview of key software security principles including defense in depth, the least privilege principle, encryption, TLS and mTLS, misconfiguration and error handling, input sanitization, cross-site scripting (XSS), insecure serialization/deserialization, known vulnerabilities, logging and audit trails, threat analysis, and engineering friction. The document emphasizes applying security best practices to protect customer experience, brand integrity, and compliance while avoiding friction for engineering teams.
Reflections on SCM
Reflections on SCM: DevOps, CI/CD, Branches, Architecture, PRs, and many more considerations and thoughts.
Management: Doing the non-obvious! III
This document discusses various management concepts and techniques, including:
- Biases that can negatively impact decision-making like planning fallacy and availability bias.
- How work is becoming indistinguishable from sabotage due to bureaucracy and predictability.
- The importance of having "skin in the game" and being willing to be wrong to drive change and learning.
- Dealing with scarcity by identifying high and low performance areas and reallocating resources accordingly.
Design is not Subjective
Design is Not Subjective! Software design and Lean UX, Ux, Design Thinking are not that different after all. UML was in the right direction the problem was where we applied. In this video, I will explain why Design is not subjective. Video https://www.youtube.com/watch?v=ijGR6Tbhr54
Architecture & Engineering : Doing the non-obvious!
Diego Pacheco is a software architect, agile coach, and speaker who focuses on non-traditional approaches. Some of his views include that requirements can change and duplication is okay, tests don't always improve design or find bugs, and complexity sometimes needs abstractions but other times they add unnecessary complexity. He also believes teams will always have technical debt so it's important to prioritize fixing quick wins over deep technical issues, and that architecture is about people and enabling teams.
Management doing the non-obvious II
This document discusses various management concepts and principles:
- You cannot regulate failure in complex systems and it is better to focus on recovering from failures rather than trying to predict and prevent them.
- Product teams are more effective than feature teams because they are focused on discovering customer needs rather than having predefined solutions.
- Sharing a vision rather than a detailed roadmap allows for more flexibility and ability to change tactics.
- Psychological safety and an environment where people feel included, safe to learn and contribute, and safe to challenge the status quo is important for teams.
- Discipline is needed to successfully execute digital transformations but often lacks longevity and focus shifts to short term goals.
Testing in production
The document discusses testing in production environments using "dark canaries". Dark canaries involve deploying code changes to a small percentage of real users without their knowledge to test for issues before broad deployment. The key benefits are that it allows testing with real users and traffic in the actual production environment and catching problems early before they affect everyone. Some challenges are potential privacy issues if users are not informed and ensuring changes don't negatively impact the small group of unaware users.
Nine lies about work
The document outlines 9 common lies about work and proposes alternative truths. The lies discussed include that people care most about the company they work for rather than their team, that the best plan wins rather than intelligence in real-time, and that feedback and performance reviews can reliably rate people. The author argues that people primarily care about their team, intelligence is needed to adapt to a dynamic world, and that reviews mostly reflect raters rather than ratees. The truths proposed emphasize caring for one's team, prioritizing real-time intelligence over static plans, and that people can best rate their own experiences.
Management: doing the nonobvious!
This document provides advice and perspectives on management and leadership from Diego Pacheco. Some of the key points discussed include:
- Ego can distort reality and inhibit innovation, so leaders should suppress ego with humility.
- Not all communication needs to happen between all people; structured teams are better models than rigid organization charts.
- Feedback is difficult to give and receive but is important for growth if approached without emotion or defensiveness.
- Scenario modeling and role playing exercises can help train leaders by anticipating problems before they occur.
AI and the Future
The document discusses several topics related to artificial intelligence and the future, including:
1) Whether AI-generated music has soul or not.
2) The possibility of AI judges making faster parallel decisions.
3) Elon Musk's view that we are all already cyborgs.
4) Musk's proposal that augmented humans could regenerate organs and tissues by 2100 through technologies like neuralink.
5) The potential to reengineer humans and expand lifespans to 120-150 years through these technologies.
Dealing with dependencies
This document discusses dealing with dependencies between teams when developing software. It acknowledges that fixed release schedules and monolithic codebases can create issues. Some potential solutions proposed include using contracts and mocks between teams, restructuring code using domain-driven design principles, and creating lean shared libraries to reduce duplication while allowing independence. The document advocates for moderate approaches between extremes rather than ignoring problems with dependencies.
Dealing with dependencies in tests
This document discusses different types of test doubles (fakes, stubs, mocks, spies, and dummies) that can be used to deal with dependencies in tests. It explains what each type is and provides examples of when each might be used. It also discusses how to design code for better test isolation by reducing coupling and avoiding tightly binding components together, though this can sometimes make the code harder to test. Cross-cutting concerns like authentication are discussed as things that may be difficult to fully isolate or mock at a component level.
Kanban 2020
This document discusses issues that can arise with Scrum implementations and introduces Kanban as an alternative. It notes problems with a focus on dates in Scrum and retaining the process rather than changing it. Kanban is presented as a lean approach that emphasizes continuous learning and improvement rather than utilization. The document outlines Kanban concepts like value stream mapping, cost of delay, Kanban boards, and metrics that can be used to test if a Kanban approach is being implemented.
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Architecture & Engineering : Doing the non-obvious!
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Constraints & Principles
- 1. @diego_pacheco Software Architect | Agile Coach
- 12. Lean Assumption 1: A mature organization looks at the whole system; it does not focus on optimizing disagreggregated parts. Assumption 2 A mature organization focuses on learning effectively and empowers the people who do the work to make decisions.
- 13. Lean Why do it at all ? Remove Waste
- 17. "Putting people in good systems results in better results than putting people in bad systems – so attending to the systems will help the people's behavior" via @alshalloway Kanban is 80% about People!
- 18. The Essence of Kanban is… 1. Visualize the Workflow 2. Limit WIP 3. Manage Flow 4. Make Process Policies Explicit 5. Improve Collaboratively (using Models and the Scientific Method)
- 31. @diego_pacheco Software Architect | Agile Coach Valeu!!!