Patrick Smith @logitron

patricksmith.dev Atlanta, GA Joined April 2008

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Doc Norton @DocOnDev

2 years ago

In my observation - Sprint commitments lead more often to adverse behavior than healthy interaction. #agile #scrum

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Sahil Bloom @SahilBloom

3 years ago

The most powerful paradoxes of life:

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I'm observing more and more startups choose a 'TypeScript stack' for their tech: - Node.JS w TypeScript on the backend - React with TypeScript on the frontend - Some standard enough API approach (eg GraphQL) This is both easy to hire for + easy to pick up for any developer.

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Allen Holub. https://linkedIn.com/in/allenholub @allenholub

3 years ago

In Lean thinking, there is no target metric for improvement. It's cultural. When you see waste, remove it. When you see something that doesn't work, fix it. There is no target. Goodhart's Law ("When a measure becomes a target, it ceases to be a good measure") applies.

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Power to the People ☭🕊 @ProudSocialist

3 years ago

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Allen Holub. https://linkedIn.com/in/allenholub @allenholub

3 years ago

Bugs do not appear by magic. Somebody was paid to write them. Somebody was encouraged to work in a way that bugs would be created. The inevitability of bugs (beyond a very small number) is a myth. Their presence reflects the culture.

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Allen Holub. https://linkedIn.com/in/allenholub @allenholub

3 years ago

Agile software projects cannot be late, so "are we on schedule" and "will we meet our deadline" are meaningless questions. 1/7

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Allen Holub. https://linkedIn.com/in/allenholub @allenholub

3 years ago

The carrot does not work, even when there's no stick. Incentives are actively destructive "1. Pay is not a motivator… 2. Rewards punish… 3. Rewards rupture relationships… 4. Rewards discourage risk taking… 6. Rewards undermine interest…" hbr.org/1993/09/why-in…

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Allen Holub. https://linkedIn.com/in/allenholub @allenholub

3 years ago

If your only purpose in adopting agile ways of working is to increase throughput, you'll be sorely disappointed. It's perfectly okay for throughput to go down if you're delivering more value.

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Patrick Smith @logitron

3 years ago

As long as your company has a 'Product' and 'Engineering' organization, you'll always have 'Product' vs. 'Engineering'.

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Allen Holub. https://linkedIn.com/in/allenholub @allenholub

3 years ago

A "QA Team" doesn't exist in an Agile org. Single cross-functional teams take an idea (a story) all the way into the user's hands. A separate QA team is a gated waterfall phase by definition—a bottleneck that adds too much delay into your feedback loop & destroys agility. Don't.

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Allen Holub. https://linkedIn.com/in/allenholub @allenholub

3 years ago

"Programmers are drawn to complexity like moths to a flame, often with the same results." @neal4d

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Allen Holub. https://linkedIn.com/in/allenholub @allenholub

3 years ago

@tottinge Real work: delivering small things every few days max, and then adjusting based on feedback from actual customer/users. Silliness: everything else that people think of as "agile," particularly the things mandated by the frameworks.

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Allen Holub. https://linkedIn.com/in/allenholub @allenholub

3 years ago

Good list. When you hear any of these, trouble is brewing.

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Allen Holub. https://linkedIn.com/in/allenholub @allenholub

3 years ago

Accountability and commitment are the language of violence. They imply a hierarchy of punishment and control. I'd rather see a culture of collaboration, cooperation, and excellence.

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Allen Holub. https://linkedIn.com/in/allenholub @allenholub

3 years ago

Things to do to reduce agility: • Plan ahead • Implement any Agile™ framework • Impose process • Track people, rely on metrics • Strengthen hierarchy, create silos • Reward solo work and heroics • Separate customers from devs 2/3

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Michael Callaghan @walkingriver

3 years ago

Am I the only software developer who absolutely despises doing development estimates? It can't just be me, right?

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Fabrizio Calderan @fcalderan

3 years ago

“As you continue on in your career, your value is measured not just by the code you write, but the impact you have on your team, product, and company as a whole.” — human who codes newsletter, by @slicknet

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Gergely Orosz @GergelyOrosz

3 years ago

The worst product and engineering directors/executives I’ve worked with or observed shared this one thing: They refused to write their strategy and goals down and share it. Instead, they kept changing it on the go. Not writing down was a strategy to avoid accountability.

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Allen Holub. https://linkedIn.com/in/allenholub @allenholub

3 years ago

This is the core of the bloated-process problem. It's management that picks processes like SAFe. When (not if) it fails, it's the developer's fault. It's like politics—a system of power with no consequences for abusing that power and plenty of easily found scapegoats.