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Remember, only dead fish go with the flow.

"How do we deal with resistance to change" Cherie "Stop creating it" 🎤 dropped

I've been banging this drum for a while, and much of it is taught and learnt in the ICF, client centred method. People are not resistant to change, they're resistant to how the intervention is designed. Agency is the key.

Thank you Dr. Bob & Gene! Very informative interview.

His book 'Wild West to Agile' is the worst book I've ever read. It is just 'sea stories'. The cover states he worked for NASA on the Apollo project. He had two jobs at NASA. One was to go to sea and in the middle of the Pacific and supervise the radar guys who looked for space capsules returning to earth. The other job was a scheduling job with NASA subcontractor Pan Am Airlines. Despite what is on the cover of the book, he didn't work for NASA on the Apollo project. In the rest of the book he tells about managing projects, instructing and managing instructors. Not a single concept of structured development or OOAD is explained in any depth in the book, he just name drops tech jargon and writes about business deals and meetings and schmoozing. The craziest part of the book is he says that he got his grasp of OO from a book about faith and another book by physicist Murray Gell-Mann. In short, he's a fraud. I've had a long and broad career. I got my start at university in the mid 80s first with classes in very structured Pascal and COBOL and then I taught at the university. A decade later I got my start with Java and OO and (horrors) UML. Nothing in Jim's book reminded me of anything I did. Avoid at all costs.

Thanks for sharing Gene

It was a really interesting chat - I enjoyed it along with the comments and questions at the end. "Agile methodologies might change, but the need for agility won't." - Jim Highsmith. 👍🙂

It's always great listening to Jim.

👋🏻​ Like it! ​💫

​💪🏻 I like it ​

Thanks for this

Excellent material. Thanks Gene!

45:24 - Timeboxes in DSDM - Allows self organization "We'll deliver something between this value and that value, with somewhere between this resources and those resources, but we'll deliver it *on this date*". In a multi-project environment, from business environment, dates matter. Other resources are already commited. 46:17 - Software based retrospectives. Involve users, record micro-narratives. Vector measurement instead of outcome based target - vector indicates direction and speed for intensity of resources use. The problem with outcome measurement is people game it. Also requires to predetermine upfront what value will be, in reality when you engage in projects the nature of what value is can actually change. Vectors are more important measure and you can't game it. 48:06 - Whenever people are working for explicit goals, it destroys intrinsic motivation. OKRs got the science wrong. One of the reasons - any explicit goal is an approximation of what we think we know in advance of where we want to get to, and in a complex system you can't know in advance. 48:49 - It's a lot easier to train users to talk to IT people than the other way around. Engage users in micro-design process, not just writing down a set of stories.

Thanks for this Gene

amazing presentation - first 35min. horrible layout - not to bring Dave's face to full-screen

What is the website for the open source methods ?

Fantastic discussion. Really powerful stuff. Thank you

𝖕𝖗𝖔𝖒𝖔𝖘𝖒 😌

【ｐｒｏｍｏｓｍ】 🌹

Ｐｒⓞм𝕠𝕤𝐌

🔥🚀

You try to give the video more brightness it will be great if you do

the video image is too poor, you need to fix it more

the video image is too poor, you need to fix it more

the video image is too poor, you need to fix it more

how did you do it can you share with me , thank you

how did you do it can you share with me , thank you

Keep up the great interviews! Thanks.

This states that you only need 2 hours to know by if a refactor is going to work, or throw it away. Can't agree with this. People need time to get code to a working state. The common solution of including unfinished broken code in production behind a "hide" toggle is begging for bugs and for end users to find your toggle and look past it. Strict religion doesn't work for one side or the other.

Thank You! Posting on Facebook...

I'm really neither pro and anti Trunk vs Feature/Branch development. What I will tell you is in experience I find that it's really a decision based on your technology stack and system/security processes. For example, for .Net developers using Visual Studio in which a large portions of their code is automatically generated (designer, EF, DevExpress, etc.), are going to find they are dealing with large volumes of merge conflicts regularly, and one check in can result in your entire development team stuck saying they're resolving conflict issues. So, in this scenario, I find having development/feature branches you work in with a common testing branch everyone is merging to works much smoother for the development team and for testing to be able to regression test the composite of all changes. I then have the team decide on when this "bleeding edge" branch should merge into Trunk or a version release either just based on Sprint completion or a viable release candidate state. On the flip side, I've also worked in the WebDev world and find Trunk based development to be the best. Dealing with conflicts is usually minor and trivial in this context and saves a lot of headache. I believe scale has a large part to play in this discussion too. Typically when we're talking WebDev, it's a single project and pretty direct to deal with and you maybe have some Nuget packages you use. However, on the desktop development side, you're dealing with multiple projects, multiple class libraries, stacked on top of all the UI, plus Nuget and 3rd party packages you may also integrate with. So, while a Web project may be considered "large" at about 30k lines of code, in the desktop development world I've worked with products that have 1-4 million lines of code, in which I believe isolating the change areas a developer is working in becomes much more important.

Was interesting to hear the guys to say that they didn’t appear to care where the backlog items came from (or how they were created), and nothing was discussed about the outcome of what was built, and teams were called ‘build’ and ‘ development’ teams. Lots of good in there too.

Great one. I’ve been waiting for an analysis between LeSS and Nexus like this. 👍

good session Gene, I like the way the model ended up looking like a brain.

Link to this PPT I had a copy of it once upon a time but can't find it now.

Probably one of the worst recorded videos, with awesome content, thanks!

Thanks Gene for the opportunity to talk about this subject. Cheers Wolfi

What is wrong here is an assumption that "technical excellence" even exists. In code development each goal can be achieved by different means. One's person vision of clean code may differ completely than others. Who will make final decision about code shape in microservices? It's difficult to agree on common approach within group of few closely cooperating with each other people (Scrum team) so how to achieve that having dozens of people messing around with the same source of code splited into micorservices. Complete chaos.

Great job Gene and Viktor.

Scrum teams win again (by definition in the Scrum Guide)

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Great talk, thank you

Good session! Is there's any chance to get these papers that Viktor mentioned about superiority over one another of co-located work over the remote one? It's easy to find research on counter hypothesis.

It was in a two day Scrum Course followed by an open book examination some ten years ago I learned about the Cynefin framework for the first time. Since then I have been extremely fascinated by complexity theory and the differences between the 4 or 5 domains. Why am I saying this? two days courses followed by a multiple-choice test aren't all bad. Scrum is on my CV but not Cynefin - because of the reluctance towards certifications from the father(s) of the philosophy. However - always entertaining to listen to grumpy old men! (I am one of them). Steinar Heskestad

As brilliant as it is opinionated and honest. The two biggest causes of Agile transformation failures I see are (1) Focus on the frameworks/process rather than focusing on the Agile values and principles, and (2) Management not becoming Agile themselves, and that includes among other things, calling something a failure when it's a failure and changing course.

Good information

Very nice. Thanks for sharing about some options for folks to use for remote collaboration.

Amazing vids. 😊 Keep it up! Do you know of SMZeus”dot”com!!? You should use it to promote your videos and grow your channel.

🎶🔥

This is a great presentation of modern DevOps and DevSecOps! Thank you for sharing!