SDEC 2014 Keynote - Among the traits that distinguish a good team from a great team is their ability to innovate. And despite the rhetoric in favor of innovation, most organizations are stuck in an implementation mindset, stifling creativity, excellence, and the resultant innovation. The experimentation mindset frees us from self-imposed constraints, allowing us to continually learn and improve.
Switching horses midstream - From Waterfall to AgileDoc Norton
You’ve been working for several months on a key software initiative for the company and leadership has decided they want it faster than projected, so the team has been told they’re getting “the agile” installed next week.
“Great.”, you think, “Right in the middle of the project. Nothing like changing horses in midstream. One way or another, this will go swimmingly.”
Sarcasm and puns aside, you’ve got a point. It isn’t easy to switch methodologies in the middle of a project. Doc shares some stories from his own experiences helping teams make this change and provides a few pointers that can help you do the same.
While this talk is focused on testing, it involves the whole team, as agile methods usually do.
Among the traits that distinguish a good team from a great team is their ability to innovate. Despite the rhetoric in favor of innovation, most organizations are stuck in an implementation mindset, stifling creativity, excellence, and the resultant innovation. The experimentation mindset frees us from self-imposed constraints, allowing us to continually learn and improve. In this session, we'll talk about how we learn as individuals and how we learn as organizations. We'll take a look at some examples of the experimentation mindset happening in the agile community today and we'll talk about how you can foster such a mindset in your own organization.
Building Blocks of a Knowledge Work Culture - NDC London 2016Doc Norton
Re-designed presentation on Autonomy, Connection, Excellence, and Diversity. This version shows a bit more about the management styles appropriate in different domains of complexity, connects knowledge work to Complicated and Complex, and then walks through the Building Blocks.
Agile and Beyond 2017 Presentation on Tuckman's Theory of Team Development. This theory was based on non-scientifically gathered surveys and has never been empirically proven despite dozens of scientific attempts. This talk covers why stable teams may have been a good thing and why we want to consider dynamic teams as we face new challenges.
#CrazyOKC Building a More Innovative Oklahoma City - InternOKC Program June 2013Daniel Maloney
Presentation by Danny Maloney of PinLeague to the InternOKC participants on June 19th, 2013. Includes a framework for building an innovative career, personal lessons learned while at Google, YouTube, AOL and prior startups and some perspective on the unique challenges OKC faces in building an entrepreneurial ecosystem.
Key Takeaways:
- A diagramming method that helps discuss roles
- A one page analysis heuristic for roles
- Why roles matter on projects
https://huddle.eurostarsoftwaretesting.com/resource/people-skills/thinking-through-your-role/
Technical Debt has become a catch-all phrase for any code that needs to be re-worked. Much like Refactoring has become a catch-all phrase for any activity that involves changing code. These fundamental misunderstandings and comfortable yet mis-applied metaphors have resulted in a plethora of poor decisions. What is technical debt? What is not technical debt? Why should we care? What is the cost of misunderstanding? What do we do about it? Doc discusses the origins of the metaphor, what it means today, and how we properly identify and manage technical debt.
Switching horses midstream - From Waterfall to AgileDoc Norton
You’ve been working for several months on a key software initiative for the company and leadership has decided they want it faster than projected, so the team has been told they’re getting “the agile” installed next week.
“Great.”, you think, “Right in the middle of the project. Nothing like changing horses in midstream. One way or another, this will go swimmingly.”
Sarcasm and puns aside, you’ve got a point. It isn’t easy to switch methodologies in the middle of a project. Doc shares some stories from his own experiences helping teams make this change and provides a few pointers that can help you do the same.
While this talk is focused on testing, it involves the whole team, as agile methods usually do.
Among the traits that distinguish a good team from a great team is their ability to innovate. Despite the rhetoric in favor of innovation, most organizations are stuck in an implementation mindset, stifling creativity, excellence, and the resultant innovation. The experimentation mindset frees us from self-imposed constraints, allowing us to continually learn and improve. In this session, we'll talk about how we learn as individuals and how we learn as organizations. We'll take a look at some examples of the experimentation mindset happening in the agile community today and we'll talk about how you can foster such a mindset in your own organization.
Building Blocks of a Knowledge Work Culture - NDC London 2016Doc Norton
Re-designed presentation on Autonomy, Connection, Excellence, and Diversity. This version shows a bit more about the management styles appropriate in different domains of complexity, connects knowledge work to Complicated and Complex, and then walks through the Building Blocks.
Agile and Beyond 2017 Presentation on Tuckman's Theory of Team Development. This theory was based on non-scientifically gathered surveys and has never been empirically proven despite dozens of scientific attempts. This talk covers why stable teams may have been a good thing and why we want to consider dynamic teams as we face new challenges.
#CrazyOKC Building a More Innovative Oklahoma City - InternOKC Program June 2013Daniel Maloney
Presentation by Danny Maloney of PinLeague to the InternOKC participants on June 19th, 2013. Includes a framework for building an innovative career, personal lessons learned while at Google, YouTube, AOL and prior startups and some perspective on the unique challenges OKC faces in building an entrepreneurial ecosystem.
Key Takeaways:
- A diagramming method that helps discuss roles
- A one page analysis heuristic for roles
- Why roles matter on projects
https://huddle.eurostarsoftwaretesting.com/resource/people-skills/thinking-through-your-role/
Technical Debt has become a catch-all phrase for any code that needs to be re-worked. Much like Refactoring has become a catch-all phrase for any activity that involves changing code. These fundamental misunderstandings and comfortable yet mis-applied metaphors have resulted in a plethora of poor decisions. What is technical debt? What is not technical debt? Why should we care? What is the cost of misunderstanding? What do we do about it? Doc discusses the origins of the metaphor, what it means today, and how we properly identify and manage technical debt.
Agile Metrics : Velocity is NOT the Goal - NDC Oslo 2014Doc Norton
Velocity is one of the most common metrics used-and one of the most commonly misused-on agile projects. Velocity is simply a measurement of speed in a given direction-the rate at which a team is delivering toward a product release. As with a vehicle en route to a particular destination, increasing the speed may appear to ensure a timely arrival. However, that assumption is dangerous because it ignores the risks with higher speeds. And while it’s easy to increase a vehicle’s speed, where exactly is the accelerator on a software team?
Michael “Doc" Norton walks us through the Hawthorne Effect and Goodhart’s Law to explain why setting goals for velocity can actually hurt a project's chances. Take a look at what can negatively impact velocity, ways to stabilize fluctuating velocity, and methods to improve velocity without the risks. Leave with a toolkit of additional metrics that, coupled with velocity, give a better view of the project's overall health.
Even high functioning teams occasionally have a hard time making decisions or coming up with creative ideas. There are times when the conversation seems to drag on long after a decision is reached. There are times when we have too many people involved in the discussion or the wrong people involved. There are times when we’re not sure whose the actual decision maker. And there are those times when we just seem to be out of synch with each other. This creative collaboration workshop provides tools that help resolve all of these issues.
This is a version of the talk given at Dev Bootcamp in Chicago.
Technical Debt has become a catch-all phrase for any code that needs to be re-worked. Much like Refactoring has become a catch-all phrase for any activity that involves changing code. These fundamental misunderstandings and comfortable yet mis-applied metaphors have resulted in a plethora of poor decisions. What is technical debt? What is not technical debt? Why should we care? What is the cost of misunderstanding? What do we do about it? Doc discusses the origins of the metaphor, what it means today, and how we properly identify and manage technical debt.
The world as we know it is growing more complex. As we automate away those things that can be easily repeated, we leave ourselves with ever more challenging work. The way we've worked in the past won't necessarily work for today's problems¦ or will it? Join Diane and Doc as they explore dimensions of complexity in software development and look at how teams and leaders might adjust their behaviors (and the software they create) based on the complexity of the problem at hand.
This hands-on, interactive workshop will provide a practical introduction to Cynefin (a sense-making framework for complexity) and show how it applies to the work we do every day as creators of software. You'll map your own work to Cynefin and learn about applicable management styles and optimal team interactions for each of the Cynefin contexts.
Autonomy, Connection, and Excellence; The Building Blocks of a DevOps CultureDoc Norton
DevOps, to a great extent, is about people working together. Without true cross-discipline collaboration, the full value of DevOps cannot be realized.
But you can’t just mandate collaboration. Many organizations do more than separate developers and operations, they design systems, metrics, and rewards that make the two seem like natural enemies. “They don’t get it.”, you hear from both sides.
In this talk, Doc will take a look at what motivates teams, how our systems produce the exact results we design them to produce, and how we can use simple (but not necessarily easy) techniques to counter years of “us versus them” conditioning.
Innovation. It's the heartbeat of today's economy. It's also where meeting professionals need to focus their attention, time and resources to compete in the meetings marketplace.
Average meetings are planned by average meeting professionals. Yet, most conference attendees don't want to pay for an average conference. They want a unique experience.
Innovative conferences are planned by innovative meeting professionals. Innovators think and act differently. Discover the Conference Innovators DNA
Love is a Contagion. Let's Start an Epidemic.
This is the slide deck to go along with the Keynote I gave at That Conference in August 2013. This talk is all about the stories. The visuals support the stories told, but do not tell them on their own. I will add details to my blog and may upload another version of the slide deck with notes.
How does the common cold spread through a group of friends or co-workers. What about other contagions? Can a contagion be used for good? Doc explores how things like disease, politics, and even moods travel through (meat-space) social networks. What impact do we have on others? What impact do they have on us? And what does this mean for members of the software development community?
Teamwork ain’t always easy. From meetings where everybody has something to say but nothing gets done to poor decisions being made because the most senior or most forceful team member won the argument; sometimes you long for the days of high-walled cubicles and lone ranger coding. Long no more.
In this workshop, you will learn a few simple techniques that drastically improve a team’s ability to work together toward common goals with less conflict and more genuine collaboration.
Business Model Innovation by ExperimentationYoav Aviram
How to maximize learning and minimize risk
All new products start as a series of unvalidated assumptions. The most critical assumptions are usually implicit and relate to the purpose of the product and the value it is intended to deliver. The more key assumptions involved, the greater the risk. It is enough to have 7 key assumptions about which you are 90% certain for the combined odds of success to be below 50%.
Contrary to popular belief, when we know very little about a situation, it only takes a small amount of new data to realise significant insights.
Unfortunately, people often underestimate the value of information and misunderstand risk. As Product Owners we are often afraid to test our assumptions. We routinely pile on additional risk without a second thought.
Risk management is the bread and butter of the finance and insurance industries. Isn't it time we evolved?
In this fast paced and practical session we will explore answers to the following questions:
- What is risk and how do we quantify and manage it?
- How do we assess the value of information?
- How can experimentation reduce risk and where does it fit in the product development cycle?
- What makes a good experiment?
- How to run experiments in a cost effective manner?
- What are good metrics?
Creating a Global Engineering Culture - Agile india 2014Doc Norton
A short (and incomplete) telling of how we got to where we are as an engineering organization for Groupon. A little philosophy about what motivates individuals and teams. And finally a little bit about what we're doing at Groupon.
When it comes to creating a global culture, remember that you are more archeologist than architect. Uncover the good that is already happening and help to share it rather than trying to design something new.
From NDC Oslo 2015 - Workshop with Denise Jacobs, Doc Norton, and Carl Smith
Even high functioning teams occasionally have a hard time making decisions or coming up with creative ideas. There are times when the conversation seems to drag on long after a decision is reached. There are times when we have too many people involved in the discussion or the wrong people involved. There are times when we're not sure whose the actual decision maker. And there are those times when we just seem to be out of synch with each other. This creative collaboration workshop provides tools that help resolve all of these issues. Come have some laughs with Denise, Doc, and Carl, play with new friends, and learn one or two new techniques you can try at home.
Creativity is a learned skills. Innovators learn to be more creative by focusing their time and efforts in 5 important discovery skills. A company can also shape their ability to be more innovative through a proper framework. Learn more from Innovation gurus, Jeff Dyer, Hal Gregersen and Clayton M. Christensen.
HBR's 10 must reads on Innovation. The author is Peter Drucker, the founder of modern management. The most innovative business ideas come from methodically analyzing seven areas of opportunity. You have to identify the opportunity and need a leap of imagination to arrive at the right response.
An interesting summary of the key takeaways from the famous innovation management book "The innovator's dilemma". The book won Global Business Book Award and was the best business book of the year in 1997.
Agile Metrics : Velocity is NOT the Goal - NDC Oslo 2014Doc Norton
Velocity is one of the most common metrics used-and one of the most commonly misused-on agile projects. Velocity is simply a measurement of speed in a given direction-the rate at which a team is delivering toward a product release. As with a vehicle en route to a particular destination, increasing the speed may appear to ensure a timely arrival. However, that assumption is dangerous because it ignores the risks with higher speeds. And while it’s easy to increase a vehicle’s speed, where exactly is the accelerator on a software team?
Michael “Doc" Norton walks us through the Hawthorne Effect and Goodhart’s Law to explain why setting goals for velocity can actually hurt a project's chances. Take a look at what can negatively impact velocity, ways to stabilize fluctuating velocity, and methods to improve velocity without the risks. Leave with a toolkit of additional metrics that, coupled with velocity, give a better view of the project's overall health.
Even high functioning teams occasionally have a hard time making decisions or coming up with creative ideas. There are times when the conversation seems to drag on long after a decision is reached. There are times when we have too many people involved in the discussion or the wrong people involved. There are times when we’re not sure whose the actual decision maker. And there are those times when we just seem to be out of synch with each other. This creative collaboration workshop provides tools that help resolve all of these issues.
This is a version of the talk given at Dev Bootcamp in Chicago.
Technical Debt has become a catch-all phrase for any code that needs to be re-worked. Much like Refactoring has become a catch-all phrase for any activity that involves changing code. These fundamental misunderstandings and comfortable yet mis-applied metaphors have resulted in a plethora of poor decisions. What is technical debt? What is not technical debt? Why should we care? What is the cost of misunderstanding? What do we do about it? Doc discusses the origins of the metaphor, what it means today, and how we properly identify and manage technical debt.
The world as we know it is growing more complex. As we automate away those things that can be easily repeated, we leave ourselves with ever more challenging work. The way we've worked in the past won't necessarily work for today's problems¦ or will it? Join Diane and Doc as they explore dimensions of complexity in software development and look at how teams and leaders might adjust their behaviors (and the software they create) based on the complexity of the problem at hand.
This hands-on, interactive workshop will provide a practical introduction to Cynefin (a sense-making framework for complexity) and show how it applies to the work we do every day as creators of software. You'll map your own work to Cynefin and learn about applicable management styles and optimal team interactions for each of the Cynefin contexts.
Autonomy, Connection, and Excellence; The Building Blocks of a DevOps CultureDoc Norton
DevOps, to a great extent, is about people working together. Without true cross-discipline collaboration, the full value of DevOps cannot be realized.
But you can’t just mandate collaboration. Many organizations do more than separate developers and operations, they design systems, metrics, and rewards that make the two seem like natural enemies. “They don’t get it.”, you hear from both sides.
In this talk, Doc will take a look at what motivates teams, how our systems produce the exact results we design them to produce, and how we can use simple (but not necessarily easy) techniques to counter years of “us versus them” conditioning.
Innovation. It's the heartbeat of today's economy. It's also where meeting professionals need to focus their attention, time and resources to compete in the meetings marketplace.
Average meetings are planned by average meeting professionals. Yet, most conference attendees don't want to pay for an average conference. They want a unique experience.
Innovative conferences are planned by innovative meeting professionals. Innovators think and act differently. Discover the Conference Innovators DNA
Love is a Contagion. Let's Start an Epidemic.
This is the slide deck to go along with the Keynote I gave at That Conference in August 2013. This talk is all about the stories. The visuals support the stories told, but do not tell them on their own. I will add details to my blog and may upload another version of the slide deck with notes.
How does the common cold spread through a group of friends or co-workers. What about other contagions? Can a contagion be used for good? Doc explores how things like disease, politics, and even moods travel through (meat-space) social networks. What impact do we have on others? What impact do they have on us? And what does this mean for members of the software development community?
Teamwork ain’t always easy. From meetings where everybody has something to say but nothing gets done to poor decisions being made because the most senior or most forceful team member won the argument; sometimes you long for the days of high-walled cubicles and lone ranger coding. Long no more.
In this workshop, you will learn a few simple techniques that drastically improve a team’s ability to work together toward common goals with less conflict and more genuine collaboration.
Business Model Innovation by ExperimentationYoav Aviram
How to maximize learning and minimize risk
All new products start as a series of unvalidated assumptions. The most critical assumptions are usually implicit and relate to the purpose of the product and the value it is intended to deliver. The more key assumptions involved, the greater the risk. It is enough to have 7 key assumptions about which you are 90% certain for the combined odds of success to be below 50%.
Contrary to popular belief, when we know very little about a situation, it only takes a small amount of new data to realise significant insights.
Unfortunately, people often underestimate the value of information and misunderstand risk. As Product Owners we are often afraid to test our assumptions. We routinely pile on additional risk without a second thought.
Risk management is the bread and butter of the finance and insurance industries. Isn't it time we evolved?
In this fast paced and practical session we will explore answers to the following questions:
- What is risk and how do we quantify and manage it?
- How do we assess the value of information?
- How can experimentation reduce risk and where does it fit in the product development cycle?
- What makes a good experiment?
- How to run experiments in a cost effective manner?
- What are good metrics?
Creating a Global Engineering Culture - Agile india 2014Doc Norton
A short (and incomplete) telling of how we got to where we are as an engineering organization for Groupon. A little philosophy about what motivates individuals and teams. And finally a little bit about what we're doing at Groupon.
When it comes to creating a global culture, remember that you are more archeologist than architect. Uncover the good that is already happening and help to share it rather than trying to design something new.
From NDC Oslo 2015 - Workshop with Denise Jacobs, Doc Norton, and Carl Smith
Even high functioning teams occasionally have a hard time making decisions or coming up with creative ideas. There are times when the conversation seems to drag on long after a decision is reached. There are times when we have too many people involved in the discussion or the wrong people involved. There are times when we're not sure whose the actual decision maker. And there are those times when we just seem to be out of synch with each other. This creative collaboration workshop provides tools that help resolve all of these issues. Come have some laughs with Denise, Doc, and Carl, play with new friends, and learn one or two new techniques you can try at home.
Creativity is a learned skills. Innovators learn to be more creative by focusing their time and efforts in 5 important discovery skills. A company can also shape their ability to be more innovative through a proper framework. Learn more from Innovation gurus, Jeff Dyer, Hal Gregersen and Clayton M. Christensen.
HBR's 10 must reads on Innovation. The author is Peter Drucker, the founder of modern management. The most innovative business ideas come from methodically analyzing seven areas of opportunity. You have to identify the opportunity and need a leap of imagination to arrive at the right response.
An interesting summary of the key takeaways from the famous innovation management book "The innovator's dilemma". The book won Global Business Book Award and was the best business book of the year in 1997.
Deliberate focus to get better by knowing what to get better at and how to get better, by self, through others and making others better and to focus on improvement every hour.
Beyond theory: Trials & tribulations in becoming a successful social businessFemke Goedhart
Session as delivered by Sasja Beerendonk & Femke Goedhart at ICONUK in London on September 12th 2014
Abstract: There is lots of theory about how to become a social business but what really does or doesn't work? We wanted to know and interviewed 32 companies in various stages of their journey to becoming a social business. Not just highlighting the big wins but also talking about the struggles and small successes that really made the difference.
Taking the experiences of 32 companies, we've created a Social Business journey scenario that can help you identify the successes and avoid the pitfalls in becoming a social business.
Final cycles overview jan 2019 with toolkitBryan Cassady
Scaling up is hard and deadly if done wrong. We would like to help you get it right.
This presentation introduces the ABCs method of innovation and provides toolkits you could use to grow fast while reducing riks
Details
A study by Startup Genome analyzed the results of 3,200 start-ups, they found that of the majority of start-ups failed. That shouldn’t come as a surprise to anyone. What is more important is they found, 70% failed because of premature or faulty scaling.
In this workshop, you learn about the ABCs method. The ABCs method is a system-based approach to growing your business. It has been proven to build ideas up to 6x faster while reducing risks 30-80%.
The 7 Habits of Highly Effective People (summary).pdfBishwajitSingh6
It's a summary of "The 7 Habits of Highly Effective People" a book written by Stephen R. Covey that is very useful for our life improvement if we can practice.
Agile Metrics: Velocity is NOT the Goal - Agile 2013 versionDoc Norton
A newly formatted version of "Velocity is NOT the Goal" for Agile 2013. I've removed some details about standard deviation, added a few more thoughts around the "psychology" of setting targets for metrics, and show a bit more about how we do this at Groupon.
Code PaLOUsa rendition of Velocity is NOT the Goal.
Velocity is one of the most common metrics used—and one of the most commonly misused—on agile projects. Velocity is simply a measurement of speed in a given direction—the rate at which a team is delivering toward a product release. As with a vehicle en route to a particular destination, increasing the speed may appear to ensure a timely arrival. However, that assumption is dangerous because it ignores the risks with higher speeds. And while it’s easy to increase a vehicle’s speed, where exactly is the accelerator on a software team? Michael “Doc" Norton walks us through the Hawthorne Effect and Goodhart’s Law to explain why setting goals for velocity can actually hurt a project's chances. Take a look at what can negatively impact velocity, ways to stabilize fluctuating velocity, and methods to improve velocity without the risks. Leave with a toolkit of additional metrics that, coupled with velocity, give a better view of the project's overall health.
Teamwork ain’t always easy. From meetings where everybody has something to say but nothing gets done to poor decisions being made because the most senior or most forceful team member won the argument; sometimes you long for the days of high-walled cubicles and lone ranger coding. Long no more.
In this workshop, you will learn about two simple techniques that drastically improve a team’s ability to work together toward common goals with less conflict and more genuine collaboration.
Updated version of this talk as presented at Pacific Northwest Software Quality Conference in 2012. This is a longer version, including content on scatter diagrams and standard deviation.
Growing Into Excellence talk given at the Pacific Northwest Software Quality Conference. This is yet another version on this theme. A little more on Collaboration 8 and Six Thinking Hats along with new material from Dave Hoover on stretching into incompetence.
Velocity is one of the most common metrics used—and one of the most commonly misused—on agile projects. Velocity is simply a measurement of speed in a given direction—the rate at which a team is delivering toward a product release. As with a vehicle en route to a particular destination, increasing the speed may appear to ensure a timely arrival. However, that assumption is dangerous because it ignores the risks with higher speeds. And while it’s easy to increase a vehicle’s speed, where exactly is the accelerator on a software team? This presentation covers Hawthorne Effect and Goodhart’s Law to explain why setting goals for velocity can actually hurt a project's chances. Take a look at what can negatively impact velocity, ways to stabilize fluctuating velocity, and methods to improve velocity without the risks.
Simple slide deck for a talk around velocity, how it should be used on a project, the common mistakes we make, why setting targets for velocity is a poor practice, and how to fix "bad" velocity.
CodeStock :: Introduction To MacRuby and HotCocoaDoc Norton
MacRuby is an implementation of Ruby 1.9 directly on top of Mac OS X core technologies. HotCocoa is a thin, idiomatic Ruby layer that sits above Cocoa and other frameworks. Together, they make building Mac applications pain free (for Rubyists). Doc shows us how to get started and then walks us through the creation of a simple app.
I continue to tweak this deck and presentation based on feedback from the audience. I had a very good discussion with Martin Fowler about this one and I've made adjustments based on that discussion.
Software Delivery At the Speed of AI: Inflectra Invests In AI-Powered QualityInflectra
In this insightful webinar, Inflectra explores how artificial intelligence (AI) is transforming software development and testing. Discover how AI-powered tools are revolutionizing every stage of the software development lifecycle (SDLC), from design and prototyping to testing, deployment, and monitoring.
Learn about:
• The Future of Testing: How AI is shifting testing towards verification, analysis, and higher-level skills, while reducing repetitive tasks.
• Test Automation: How AI-powered test case generation, optimization, and self-healing tests are making testing more efficient and effective.
• Visual Testing: Explore the emerging capabilities of AI in visual testing and how it's set to revolutionize UI verification.
• Inflectra's AI Solutions: See demonstrations of Inflectra's cutting-edge AI tools like the ChatGPT plugin and Azure Open AI platform, designed to streamline your testing process.
Whether you're a developer, tester, or QA professional, this webinar will give you valuable insights into how AI is shaping the future of software delivery.
Builder.ai Founder Sachin Dev Duggal's Strategic Approach to Create an Innova...Ramesh Iyer
In today's fast-changing business world, Companies that adapt and embrace new ideas often need help to keep up with the competition. However, fostering a culture of innovation takes much work. It takes vision, leadership and willingness to take risks in the right proportion. Sachin Dev Duggal, co-founder of Builder.ai, has perfected the art of this balance, creating a company culture where creativity and growth are nurtured at each stage.
"Impact of front-end architecture on development cost", Viktor TurskyiFwdays
I have heard many times that architecture is not important for the front-end. Also, many times I have seen how developers implement features on the front-end just following the standard rules for a framework and think that this is enough to successfully launch the project, and then the project fails. How to prevent this and what approach to choose? I have launched dozens of complex projects and during the talk we will analyze which approaches have worked for me and which have not.
Essentials of Automations: Optimizing FME Workflows with ParametersSafe Software
Are you looking to streamline your workflows and boost your projects’ efficiency? Do you find yourself searching for ways to add flexibility and control over your FME workflows? If so, you’re in the right place.
Join us for an insightful dive into the world of FME parameters, a critical element in optimizing workflow efficiency. This webinar marks the beginning of our three-part “Essentials of Automation” series. This first webinar is designed to equip you with the knowledge and skills to utilize parameters effectively: enhancing the flexibility, maintainability, and user control of your FME projects.
Here’s what you’ll gain:
- Essentials of FME Parameters: Understand the pivotal role of parameters, including Reader/Writer, Transformer, User, and FME Flow categories. Discover how they are the key to unlocking automation and optimization within your workflows.
- Practical Applications in FME Form: Delve into key user parameter types including choice, connections, and file URLs. Allow users to control how a workflow runs, making your workflows more reusable. Learn to import values and deliver the best user experience for your workflows while enhancing accuracy.
- Optimization Strategies in FME Flow: Explore the creation and strategic deployment of parameters in FME Flow, including the use of deployment and geometry parameters, to maximize workflow efficiency.
- Pro Tips for Success: Gain insights on parameterizing connections and leveraging new features like Conditional Visibility for clarity and simplicity.
We’ll wrap up with a glimpse into future webinars, followed by a Q&A session to address your specific questions surrounding this topic.
Don’t miss this opportunity to elevate your FME expertise and drive your projects to new heights of efficiency.
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
Slack (or Teams) Automation for Bonterra Impact Management (fka Social Soluti...Jeffrey Haguewood
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on the notifications, alerts, and approval requests using Slack for Bonterra Impact Management. The solutions covered in this webinar can also be deployed for Microsoft Teams.
Interested in deploying notification automations for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
Neuro-symbolic is not enough, we need neuro-*semantic*Frank van Harmelen
Neuro-symbolic (NeSy) AI is on the rise. However, simply machine learning on just any symbolic structure is not sufficient to really harvest the gains of NeSy. These will only be gained when the symbolic structures have an actual semantics. I give an operational definition of semantics as “predictable inference”.
All of this illustrated with link prediction over knowledge graphs, but the argument is general.
De-mystifying Zero to One: Design Informed Techniques for Greenfield Innovati...
Experimentation mindset
1. Thank you to our Sponsors
Doc Norton
Groupon - Global Director of Engineering Culture
doc@groupon.com
@DocOnDev
Media
Sponsor:
The Experimentation Mindset
6. Novice
Novice
• Little or no knowledge
• Little or no experience
• Need rules
• Impatient for results
• focus on how over why
• Generally one teacher
Need a mentor and close monitoring
7. Advanced Beginner
Advanced Beginner
• Some experience
• Can find information
• Break free of some rules
• Can’t filter irrelevant information
• Can’t determine importance
Need experience in limited and controlled real-world situations
8. Competent
Competent
• Have a mental model
• Associations formed
• Can handle the unknown
• Methodical
• Thinking still steeped in “right” and “wrong”
Need a variety of real-world situations to form connections between already held ideas and models
9. Proficient
Proficient
• Interested in big picture
• Impatient with over-simplified information
• Grasp and apply maxims - YAGNI, Do the Simplest Thing That Can Possibly Work
• Internalization
• Potential to become an investigator / experimenter
Need a lot of practice, hindered as little as possible by policies or guidelines
10. Expert
Expert
• True Authority
• Developed Intuition
• Deep pool of knowledge
• Can Interlink Skills
• Tend to be inarticulate in how they arrive at conclusions
• Passionate Advocate for True Learning (having experienced it)
Continue to practice. Learn by teaching.
15. Implementation
Mindset
Get it Right
A+ To progress from beginner to competence and into proficiency, our focus is on getting it right. Earning good grades. NOT making mistakes. This is a focus
on implementation.
17. Experimentation
Mindset
Explore Different Ways
But to progress from Proficiency into Mastery, we must experiment and learn unencumbered by rules and constraints. We need to get it wrong and then
make it better. We need to explore different ways.
Need a lot of practice, hindered as little as possible by policies or guidelines
MUST EXPERIMENT to move PAST PROFICIENT
18. From Implementation to Experimentation
To progress from beginner to competence and into proficiency, our focus is on getting it right. Earning good grades. NOT making mistakes. This is a focus
on implementation.
But to progress from Proficiency into Mastery, we must experiment and learn unencumbered by rules and constraints. We need to get it wrong and then
make it better.
Need a lot of practice, hindered as little as possible by policies or guidelines
MUST EXPERIMENT to move PAST PROFICIENT
24. Weekly Sales Rankings
It didn’t go so GREAT
Ptolemy
Janet
Raphael
Susan
Kathy
Tommy
Doc
Chris P.
3 weeks in a row below the line and you’re out. 5 weeks in an 7 week period and you’re out.
The line was not a set sales target. This was strict rank and yank. 25% of people were ALWAYS below the line.
33. Not the feedback I was expecting
“The script is proven. It is a best practice. We need to follow best practices to get the best results.”
34. My last day
On the day I decided was my last day, for my last phone call, I stood on my desk. Then Tommy stood, then Kathy, then Ptolemy, then others….
I closed that call. I sold a gentleman 3 years of Field and Stream Magazine.
And I gladly left.
35. “Best” Practices
Best Practices are a misnomer. The very notion is steeped in a Fixed and Implementation Mindset. They create artificial boundaries for our learning.
36. Implementation
Mindset
Get it Right
A+ They wanted me to get it right. Follow the script. Practice the script. Get better at the script. The script was their Best Practice. I was violating best
practices.
More organizations need an experimentation mindset
37. Single Loop
Learning
Assumptions Actions Outcomes
Get it Right
This is what Chris Argyris calls Single Loop Learning.
We hold fast to underlying assumptions, such as the notion of a best practice. Operating in this context, we prioritize how good we are at following the
practice over how well we’ve achieved the actual goal.
Incremental Improvement & Little innovation (if any at all)
A focus on getting it right creates an environment where failure is hidden. Want to look good.
Deceit => Suspicion => Contempt => Dark Side
38. Double Loop
Learning
Assumptions Actions Outcomes
Get it Right
Explore Different Ways
Double Loop Learning
Challenge our base assumptions - remember your purpose
• Don’t just get better at code reviews; consider how else you can
• Share knowledge, Enforce Standards, Maintain Quality
• What if we didn’t have - Annual goals, quarterly financials, managers or hierarchy…
• How do we KNOW the latest management/leadership/process trend will work here?
39. Experimentation
Mindset
Explore Different Ways
The experimentation mindset moves us from not only getting better at how we do things, but finding better ways to do them.
53. Interest Leagues
Interest Leagues
Communities of people with common interests, related to work, but not directly about delivery of a Groupon project.
Java League, Node League, Ruby League, On-Boarding League, Speaker League
These groups create our standards. Standards come from the people who do the work. They come from a team self-selected and self-organized people
from all over the globe.
54. Internal Hack Fest
GeekOn
Two (or more) times per year - Engineering and Product take a week to hack.
Cannot be part of your regular work
Have to be able to squint at it and see Groupon
Projects are voted on and Executive team funds them for additional 20% time
55. Culture Clubs
Culture Clubs
Volunteers in each office. Plan office events - parties, charity drives, in-chair massage
Culture clubs meet to share ideas and tips. Coordinate events across offices for some occasions.
57. 360 Feedback
360 Feedback
Several Teams were doing this already.
Launched multi-team pilot to see if we could spread this throughout the organization.
58. The Check-In
The Check-In
Form => Histograms => Overall
01 - I know what's expected of me at work.
02 - I have the materials and equipment I need to do my work right.
03 - At Groupon, I have the opportunity to do what I do best every day.
04 - In the last seven days, I have received recognition or praise for doing good work.
05 - My manager, or someone at Groupon, seems to care about me as a person.
06 - There is someone at Groupon who encourages my development.
07 - At Groupon, my opinions seem to count.
08 - The mission/purpose of Groupon makes me feel my job is important.
09 - My co-workers are committed to doing quality work.
10 - I have a best friend at work.
11 - In the last six months, someone at Groupon has talked to me about my progress.
12 - This last year, I've had opportunities at Groupon to learn and grow.
60. Know your purpose
What problem are you trying to solve? What value are you trying to create?
Without this, you are not experimenting, you are meandering aimlessly.
Are you building educational software or are you making education available for all, regardless of their financial standing?
Are you selling coupons on the internet or are you empowering local business?
Tesla Motors recently open-sourced their patents.
Their purpose is to reduce carbon emissions and revolutionize the automotive industry. Knowing this, it was the obvious choice. They are blazing the trail,
but cannot do it alone.
61. “Failure is simply the
opportunity to begin again,
this time more intelligently.”
– Henry Ford
Make Failure Acceptable
When failure is acceptable, success is more likely
62. THINK BIG… start small…
Don’t scale too soon. Test in multiple ways. Iterate. Learn.