This document discusses how software developers can transform organizations by adopting new perspectives and skills. It recommends that developers (1) reframe problems from an organizational design perspective rather than just a coding perspective, (2) apply techniques like bounded context and theory of constraints to help optimize organizational structures and processes, and (3) develop a deeper understanding of business strategy and customer needs to help inform technical strategy decisions. The document presents examples of how developers have helped transform organizations by addressing bottlenecks, realigning teams, and unwinding assumptions to solve the real problems. It encourages developers to conduct workshops to share these skills more broadly within their organizations.
Agile in the UK Government... An Infiltrator's SecretsNick Tune
Working in the UK government was like being part of an all-action, secret-agent spy movie involving dragons, zombies, and superheroes. Here are the slides from my experience report, presented at XP2017 in Cologne, explaining why.
Everyone is talking about bounded contexts, but nobody can agree on what they are. Are they microservices? Do they contain the UI? Do they exist in the real world? What if bounded contexts are actually an incredibly powerful tool for enabling your entire organisation to go faster?
Domain-Driven Design: Hidden Lessons From the Big Blue BookNick Tune
There are some hidden insights that a lot of us skipped over when we read the DDD book. 3 of these insights will fundamentally change how you approach building software systems.
Aligning Organisational & Technical Boundaries to Maximise Team AutonomyNick Tune
Combine strategic DDD and Theory of Constraints to align your teams and software. Create boundaries optimising flow to enable business agility.
Presented at Agile Manchester 2017.
Domain-Driven Design and particularly bounded contexts are a powerful organisation design tool in the modern era where high-performance organisations are practicing continuous discovery and delivery.
Great Technical Architects Must Be Great Organisation ArchitectsNick Tune
When we make software architecture decisions we are implicitly making choices about the design of our organisations. It's time to realise that software architecture is sociotechnical architecture.
Agile in the UK Government... An Infiltrator's SecretsNick Tune
Working in the UK government was like being part of an all-action, secret-agent spy movie involving dragons, zombies, and superheroes. Here are the slides from my experience report, presented at XP2017 in Cologne, explaining why.
Everyone is talking about bounded contexts, but nobody can agree on what they are. Are they microservices? Do they contain the UI? Do they exist in the real world? What if bounded contexts are actually an incredibly powerful tool for enabling your entire organisation to go faster?
Domain-Driven Design: Hidden Lessons From the Big Blue BookNick Tune
There are some hidden insights that a lot of us skipped over when we read the DDD book. 3 of these insights will fundamentally change how you approach building software systems.
Aligning Organisational & Technical Boundaries to Maximise Team AutonomyNick Tune
Combine strategic DDD and Theory of Constraints to align your teams and software. Create boundaries optimising flow to enable business agility.
Presented at Agile Manchester 2017.
Domain-Driven Design and particularly bounded contexts are a powerful organisation design tool in the modern era where high-performance organisations are practicing continuous discovery and delivery.
Great Technical Architects Must Be Great Organisation ArchitectsNick Tune
When we make software architecture decisions we are implicitly making choices about the design of our organisations. It's time to realise that software architecture is sociotechnical architecture.
Everyone says they're doing it. Everyone thinks they're the best at it. And yet... nobody knows what it actually means, but they're all making the same fundamental mistakes.
Team design and software architecture are heavily interdependent. Learn about the different types of patterns and you'll design better human and technical systems.
Coevolving Organisational and Technical BoundariesNick Tune
A shared language of the organisation design patterns and plays will enable all organisations optimise for their own needs rather than just copying the Spotify model.
How to Ride an Elephant in Digital TimesWolfgang Göbl
Let’s look back four years and remember what consultants predicted for the digitally transformed future of companies. Expectations were high, a bright, technology optimistic future was drawn in vivid colors – self-driving cars, disrupted businesses, AI automates all backoffice processes, etc. etc. And now – let’s compare this to the reality of enterprises of the old economy – yes, companies have run punctual innovation initiatives, banks have modernized their mobile payment apps . But substantially? Nothing has “transformed”! Digital transformation of the old economy is happening at a much slower pace than expected. So, the question is: why? Why are big companies still around without having changed their business models substantially?
The Sociotechnical Organisation Design Playbook - Nick Tune - Codemotion Amst...Codemotion
We know that functional silos are bad and we should be moving towards autonomous teams aligned with business capabilities. But what are business capabilities and how do we find them? In this talk you will learn about Sociotechnical Organisation Design patterns. Patterns for designing teams and the software systems they maintain. You will learn about plays to optimise your organisation design and software architecture for the specific needs of your business, whether your goal is delivery speed, efficiency, user experience, or something else.
“From Waterfall to Dual track agile and back” - Nir Gazit @ProductTank Tel Av...ProductTank TLV
n the last 10 years Nir has been working in several companies in different product roles, from Product manager to Chief Product Officer. During this time, he has experienced first hand the migration from Waterfall to Agile and to Dual tracking agile.
Though Agile is becoming more common, many companies still fail to understand the essence of it and focus on the ritual or the technical aspects (continuous deployment, TDD, BDD, etc. ) rather than the essence of it.
In this session Nir shared insights from his own experience about the Agile methodologies and will highlight the important things that each Product Manager should focus on, on his path to the great product.
Shaping and implementing a DesignOps functionMatt Gottschalk
Matt Gottschalk and Ben Franck, both UX & DesignOps Managers at Centrica, will share the journey they have been on since setting up their DesignOps function at the beginning of 2018. They will discuss the types of problems that come with managing and supporting a de-centralised design team of 40+ User Experience designers, how they defined the role and how having a design operations function enabled them to streamline processes and drive efficiency and consistency.
NVIDIA makes a positive impact in the world through our inventions, the people who put them to use, and a culture that keeps them coming. Our employees are deeply passionate about corporate responsibility and drive our program and impact. Here are some of their successes in 2014.
Updated for the Vista UX/UI Summit in Dallas, TX
You can view a video of this presentation here: https://www.youtube.com/watch?v=NfASJamxjy4
User Experience has a direct impact on your bottom line, and it’s about time we start telling execs in their own language. I’m sure many of you spend a good amount of time evangelizing what it is that you do, and the value it adds. Over the past 15 years I’ve introduced User Experience to everyone from CEOs to developers — using storytelling, metrics, and case studies you can prove without a doubt the value that you bring.
In this talk I’ll explain what metrics to track, how to position your work, and stories where User Experience directly effected the bottom line.
Business Embraces Design: Getting a Seat at the Table Is Just the BeginningJose Coronado
The impact of design in organizations continues to grow. We see more designers rising to leadership roles in the executive suite, in venture capital and in founding teams.
Some would argue that design already has a seat at the table and we should stop talking about it. However, reality shows a different picture as there are thousands of design teams at different levels of influence in their organizations. We need to share our stories and lessons learned so others can avoid our mistakes and leverage what works as they pave their own leadership journeys.
Increasingly, companies succeed or fail not on superior technology but on superior user experience design. This talk looks at the ROI of UX design with three examples of startups that leveraged design to disrupt their fields and beat the competition.
Everyone says they're doing it. Everyone thinks they're the best at it. And yet... nobody knows what it actually means, but they're all making the same fundamental mistakes.
Team design and software architecture are heavily interdependent. Learn about the different types of patterns and you'll design better human and technical systems.
Coevolving Organisational and Technical BoundariesNick Tune
A shared language of the organisation design patterns and plays will enable all organisations optimise for their own needs rather than just copying the Spotify model.
How to Ride an Elephant in Digital TimesWolfgang Göbl
Let’s look back four years and remember what consultants predicted for the digitally transformed future of companies. Expectations were high, a bright, technology optimistic future was drawn in vivid colors – self-driving cars, disrupted businesses, AI automates all backoffice processes, etc. etc. And now – let’s compare this to the reality of enterprises of the old economy – yes, companies have run punctual innovation initiatives, banks have modernized their mobile payment apps . But substantially? Nothing has “transformed”! Digital transformation of the old economy is happening at a much slower pace than expected. So, the question is: why? Why are big companies still around without having changed their business models substantially?
The Sociotechnical Organisation Design Playbook - Nick Tune - Codemotion Amst...Codemotion
We know that functional silos are bad and we should be moving towards autonomous teams aligned with business capabilities. But what are business capabilities and how do we find them? In this talk you will learn about Sociotechnical Organisation Design patterns. Patterns for designing teams and the software systems they maintain. You will learn about plays to optimise your organisation design and software architecture for the specific needs of your business, whether your goal is delivery speed, efficiency, user experience, or something else.
“From Waterfall to Dual track agile and back” - Nir Gazit @ProductTank Tel Av...ProductTank TLV
n the last 10 years Nir has been working in several companies in different product roles, from Product manager to Chief Product Officer. During this time, he has experienced first hand the migration from Waterfall to Agile and to Dual tracking agile.
Though Agile is becoming more common, many companies still fail to understand the essence of it and focus on the ritual or the technical aspects (continuous deployment, TDD, BDD, etc. ) rather than the essence of it.
In this session Nir shared insights from his own experience about the Agile methodologies and will highlight the important things that each Product Manager should focus on, on his path to the great product.
Shaping and implementing a DesignOps functionMatt Gottschalk
Matt Gottschalk and Ben Franck, both UX & DesignOps Managers at Centrica, will share the journey they have been on since setting up their DesignOps function at the beginning of 2018. They will discuss the types of problems that come with managing and supporting a de-centralised design team of 40+ User Experience designers, how they defined the role and how having a design operations function enabled them to streamline processes and drive efficiency and consistency.
NVIDIA makes a positive impact in the world through our inventions, the people who put them to use, and a culture that keeps them coming. Our employees are deeply passionate about corporate responsibility and drive our program and impact. Here are some of their successes in 2014.
Updated for the Vista UX/UI Summit in Dallas, TX
You can view a video of this presentation here: https://www.youtube.com/watch?v=NfASJamxjy4
User Experience has a direct impact on your bottom line, and it’s about time we start telling execs in their own language. I’m sure many of you spend a good amount of time evangelizing what it is that you do, and the value it adds. Over the past 15 years I’ve introduced User Experience to everyone from CEOs to developers — using storytelling, metrics, and case studies you can prove without a doubt the value that you bring.
In this talk I’ll explain what metrics to track, how to position your work, and stories where User Experience directly effected the bottom line.
Business Embraces Design: Getting a Seat at the Table Is Just the BeginningJose Coronado
The impact of design in organizations continues to grow. We see more designers rising to leadership roles in the executive suite, in venture capital and in founding teams.
Some would argue that design already has a seat at the table and we should stop talking about it. However, reality shows a different picture as there are thousands of design teams at different levels of influence in their organizations. We need to share our stories and lessons learned so others can avoid our mistakes and leverage what works as they pave their own leadership journeys.
Increasingly, companies succeed or fail not on superior technology but on superior user experience design. This talk looks at the ROI of UX design with three examples of startups that leveraged design to disrupt their fields and beat the competition.
This one weird trick will fix all your Agile problemsAnthony Marter
In this presentation I cover the importance of a well functioning Product Management practice to following the 12 Agile principles. Often we focus just on the process parts of Scrum, and here I cover why this misses half of the principles.
Lean Design Research - Why There’s No Excuse Wasting Money on Bad Products A...Dialexa
In the age of the consumer and consumerism of IT, there’s no question that design thinking is critical to new product success. The importance of design thinking has become so clear that there has been a surge in demand for design at the executive table.
http://by.dialexa.com/lean-design-research-no-excuse-wasting-money-on-bad-products
As products and technologies continue to evolve, so too does the role of Product Management. We take a look at what Product Management is in 2016 and also ask some product experts and influencers what it will look like in the future.
Ten lessons I painfully learnt while moving from software developer to entrep...Wojciech Seliga
My presentation from Devoxx Poland 2016 conference - the newest, slightly revised version.
For many years I was a software developer. I would concentrate on the code, software projects and the interactions with my closes team and the users. I was sure that Agile solves all world’s problems. I would laugh over Scott Adam’s Dilbert comics with his Point Hair Boss. Life was simple, life was good. Now for 8+ years I have been running a software company, not a small one anymore. I became myself a full-time boss who only codes sometimes at home or during hackathons.
This session is about sharing with you those critical lessons which I painfully learnt when trying to grow into this new role - transitioning from being a software engineer into being an entrepreneur and top manager. Wheres not all of the lessons may or will (if you dream about your own startup) apply to your case, being aware of them may save you tons of time, energy, money or even help you to avoid the total disaster - burying your own company or dreams. And after all, sharing war stories from the past is fun … when these stories are the past.
Case Discussion Board QuestionsIs it possible for a company to ha.pdffastechsrv
Case Discussion Board Questions:
Is it possible for a company to have such a strong technical community that technical integrity is
more important than the project itself?
What specific problems are present in the management of research and development projects?
What recommendations would you make?
Quasar Communications, Inc. (QCI), is a thirty-year-old, $350 million division of
Communication Systems International, the world’s largest communications company. QCI
employs about 340 people of which more than 200 are engineers. Ever since the company was
founded thirty years ago, engineers have held every major position within the company,
including president and vice president. The vice president for accounting and finance, for
example, has an electrical engineering degree from Purdue and a master’s degree in business
administration from Harvard.
QCI, up until 1996, was a traditional organization where everything flowed up and down. In
1996, QCI hired a major consulting company to come in and train all of their personnel in project
management. Because of the reluctance of the line managers to accept formalized project
management, QCI adopted an informal, fragmented project management structure where the
project managers had lots of responsibility but very little authority. The line managers were still
running the show.
In 1999, QCI had grown to a point where the majority of their business base revolved around
twelve large customers and thirty to forty small customers. The time had come to create a
separate line organization for project managers, where each individual could be shown a career
path in the company and the company could benefit by creating a body of planners and managers
dedicated to the completion of a project. The project management group was headed up by a vice
president and included the following full-time personnel:
Four individuals to handle the twelve large customers Five individuals for the
thirty to forty small customers Three individuals for R&D projects One individual for
capital equipment projects
The nine customer project managers were expected to handle two to three projects at one time if
necessary. Because the customer requests usually did not come in at the same time, it was
anticipated that each project manager would handle only one project at a time. The R&D and
capital equipment project managers were expected to handle several projects at once.
In addition to the above personnel, the company also maintained a staff of four product managers
who controlled the profitable off-the-shelf product lines. The product managers reported to the
vice president of marketing and sales.
In October 1999, the vice president for project management decided to take a more active role in
the problems that project managers were having and held counseling sessions for each project
manager. The following major problem areas were discovered.
R&D PROJECT MANAGEMENT
Project manager: “My biggest problem is working with these diverse groups t.
Exploring the pragmatic relationship between Goals, Strategies, and Tactics through the lens of goal-driven design. Learn how to lead with the "why" and eliminate waste by having form follow function in digital strategy.
Presentation by PRPL VP, Michael Parler, at iSummit 2014
Sanja Bonic: Developer Relations Is (Not) Sales, Community Management, Conten...Jakob Stubbe
While the role of Developer Advocate/Evangelist is relatively well-known in the US by now, European companies usually do not offer these roles as they do not see their direct business value. Or they have understood it as a buzzword like Big Data and now essentially call their Community Management positions Developer Advocates or think that the Developer Advocate is responsible for closing deals. This talk covers the basics of what a Developer Advocate is and isn't and why it is important to distinguish those terms - and how to measure the success of your Developer Relations.
Sanja Bonic: Developer Relations Is (Not) Sales, Community Management, Conten...WeAreDevelopers
While the role of Developer Advocate/Evangelist is relatively well-known in the US by now, European companies usually do not offer these roles as they do not see their direct business value. Or they have understood it as a buzzword like Big Data and now essentially call their Community Management positions Developer Advocates or think that the Developer Advocate is responsible for closing deals. This talk covers the basics of what a Developer Advocate is and isn't and why it is important to distinguish those terms - and how to measure the success of your Developer Relations.
Similar to How Software Developers Can Tansform Organisations (20)
PHP Frameworks: I want to break free (IPC Berlin 2024)Ralf Eggert
In this presentation, we examine the challenges and limitations of relying too heavily on PHP frameworks in web development. We discuss the history of PHP and its frameworks to understand how this dependence has evolved. The focus will be on providing concrete tips and strategies to reduce reliance on these frameworks, based on real-world examples and practical considerations. The goal is to equip developers with the skills and knowledge to create more flexible and future-proof web applications. We'll explore the importance of maintaining autonomy in a rapidly changing tech landscape and how to make informed decisions in PHP development.
This talk is aimed at encouraging a more independent approach to using PHP frameworks, moving towards a more flexible and future-proof approach to PHP development.
Key Trends Shaping the Future of Infrastructure.pdfCheryl Hung
Keynote at DIGIT West Expo, Glasgow on 29 May 2024.
Cheryl Hung, ochery.com
Sr Director, Infrastructure Ecosystem, Arm.
The key trends across hardware, cloud and open-source; exploring how these areas are likely to mature and develop over the short and long-term, and then considering how organisations can position themselves to adapt and thrive.
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
Kubernetes & AI - Beauty and the Beast !?! @KCD Istanbul 2024Tobias Schneck
As AI technology is pushing into IT I was wondering myself, as an “infrastructure container kubernetes guy”, how get this fancy AI technology get managed from an infrastructure operational view? Is it possible to apply our lovely cloud native principals as well? What benefit’s both technologies could bring to each other?
Let me take this questions and provide you a short journey through existing deployment models and use cases for AI software. On practical examples, we discuss what cloud/on-premise strategy we may need for applying it to our own infrastructure to get it to work from an enterprise perspective. I want to give an overview about infrastructure requirements and technologies, what could be beneficial or limiting your AI use cases in an enterprise environment. An interactive Demo will give you some insides, what approaches I got already working for real.
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.
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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.
UiPath Test Automation using UiPath Test Suite series, part 3DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 3. In this session, we will cover desktop automation along with UI automation.
Topics covered:
UI automation Introduction,
UI automation Sample
Desktop automation flow
Pradeep Chinnala, Senior Consultant Automation Developer @WonderBotz and UiPath MVP
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
4. @ntcoding
“[company] send their developers to
regularly spend time on farms
understanding their users [farmers].
Melissa Perri
@lissijean
5. @ntcoding
“Consistently the best source of new ideas
are the developers!...
Good teams ensure their engineers
contribute to make the product better
Marty Cagan
@cagan
8. THE PROJECT FROM HELL
- Continuous meetings
- Constantly blocked by other teams
- Blamed for missed deadlines
- Nobody is happy
Photo: http://www.flickr.com/photos/flydime/4671890969/
9. @ntcoding
“I wish the managers would do their job
and fix all these problems so I can write
some beautiful code
-- Ex-colleague
12. @ntcoding
“If the architecture of the organization is at
odds with the architecture of the system,
the architecture of the organization wins
-- Ruth Malan
@ruthmalan
20. @ntcoding
Finding Service Boundaries: The One Rule
that Matters…
Maximise your ability to frequently deliver and
get feedback
ntcoding.co.uk/blog/2017/01/finding-service-boundaries-one-rule
21. @ntcoding
“We had 10 teams… we analyzed the
bottlenecks… we ended up with 3
teams… lead times improved massively
Anna Dick, Coop Digital
@Dixi_chick
26. @ntcoding
“Trade off collaboration costs [between
teams] with innovation speed, based on
current organisational needs
Matthew Skelton
@matthewpskelton
32. @ntcoding
Salesforce.org Mission Statement
Salesforce.org is based on a simple idea:
leverage Salesforce’s technology, people, and
resources to help improve communities
around the world. We call this integrated
philanthropic approach the 1–1–1 model…
37. @ntcoding
Why use tools like BMC?
• Learn to think like business/domain experts
• Learn to talk like business/domain experts
• Create company-wide shared vision
• Understand what really is core to business
38. @ntcoding
To create the optimal
strategy, you also need a
wide understanding of the
current landscape
42. @ntcoding
Time to Transform
- Learn Theory of Constraints
- Learn Business Model Canvas
- Run workshops in your organisation
- Think of the pyramid
- [optional] wear a superhero outfit