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Editor's Notes

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5. Creating great software isn't about doing great work as individuals. Its about coordinating our efforts and thinking better together.\n\nTogether we tend to be dumb. \n
6. Coordinating action together to create something beautiful\n
7. I'm an Agile coach. I started my career as ... and I've worked with companies like _____ \n\nBut I don't care about Agile. Agile is my means - and it's a good one. \n\n
8. I'm an Agile coach. I started my career as ... and I've worked with companies like _____ \n\nBut I don't care about Agile. Agile is my means - and it's a good one. \n\n
9. I'm an Agile coach. I started my career as ... and I've worked with companies like _____ \n\nBut I don't care about Agile. Agile is my means - and it's a good one. \n\n
10. I'm an Agile coach. I started my career as ... and I've worked with companies like _____ \n\nBut I don't care about Agile. Agile is my means - and it's a good one. \n\n
11. I'm an Agile coach. I started my career as ... and I've worked with companies like _____ \n\nBut I don't care about Agile. Agile is my means - and it's a good one. \n\n
12. I'm an Agile coach. I started my career as ... and I've worked with companies like _____ \n\nBut I don't care about Agile. Agile is my means - and it's a good one. \n\n
13. I'm an Agile coach. I started my career as ... and I've worked with companies like _____ \n\nBut I don't care about Agile. Agile is my means - and it's a good one. \n\n
14. I'm an Agile coach. I started my career as ... and I've worked with companies like _____ \n\nBut I don't care about Agile. Agile is my means - and it's a good one. \n\n
15. I'm an Agile coach. I started my career as ... and I've worked with companies like _____ \n\nBut I don't care about Agile. Agile is my means - and it's a good one. \n\n
16. I'm an Agile coach. I started my career as ... and I've worked with companies like _____ \n\nBut I don't care about Agile. Agile is my means - and it's a good one. \n\n
17. What I care about is making work work. making our lives on the job make sense. This means making great stuff that people love for a price they can afford in a way that makes us happy. A virtuous cycle.\n\n
18. Look at the global cell-phone business. Just five years ago, three companies controlled 64% of the smartphone market: Nokia, Research in Motion, and Motorola. Today, two different companies are at the top of the industry: Samsung and Apple. This sudden complete swap in the pecking order of a global multibillion-dollar industry is unprecedented. Consider the meteoric rise of Groupon and Zynga, the disruption in advertising and publishing, the advent of mobile ultrasound and other "mHealth" breakthroughs (see "Open Your Mouth And Say 'Aah!'). Online-education efforts are eroding our assumptions about what schooling looks like. Cars are becoming rolling, talking, cloud-connected media hubs. In an age where Twitter and other social-media tools play key roles in recasting the political map in the Mideast; where impoverished residents of refugee camps would rather go without food than without their cell phones; where all types of media, from music to TV to movies, are being remade, redefined, defended, and attacked every day in novel ways--there is no question that we are in a new world.\nAny business that ignores these transformations does so at its own peril. Despite recession, currency crises, and tremors of financial instability, the pace of disruption is roaring ahead. The frictionless spread of information and the expansion of personal, corporate, and global networks have plenty of room to run. And here's the conundrum: When businesspeople search for the right forecast--the road map and model that will define the next era--no credible long-term picture emerges. There is one certainty, however. The next decade or two will be defined more by fluidity than by any new, settled paradigm; if there is a pattern to all this, it is that there is no pattern. The most valuable insight is that we are, in a critical sense, in a time of chaos.\nTo thrive in this climate requires a whole new approach,\n
19. Look at the global cell-phone business. Just five years ago, three companies controlled 64% of the smartphone market: Nokia, Research in Motion, and Motorola. Today, two different companies are at the top of the industry: Samsung and Apple. This sudden complete swap in the pecking order of a global multibillion-dollar industry is unprecedented. Consider the meteoric rise of Groupon and Zynga, the disruption in advertising and publishing, the advent of mobile ultrasound and other "mHealth" breakthroughs (see "Open Your Mouth And Say 'Aah!'). Online-education efforts are eroding our assumptions about what schooling looks like. Cars are becoming rolling, talking, cloud-connected media hubs. In an age where Twitter and other social-media tools play key roles in recasting the political map in the Mideast; where impoverished residents of refugee camps would rather go without food than without their cell phones; where all types of media, from music to TV to movies, are being remade, redefined, defended, and attacked every day in novel ways--there is no question that we are in a new world.\nAny business that ignores these transformations does so at its own peril. Despite recession, currency crises, and tremors of financial instability, the pace of disruption is roaring ahead. The frictionless spread of information and the expansion of personal, corporate, and global networks have plenty of room to run. And here's the conundrum: When businesspeople search for the right forecast--the road map and model that will define the next era--no credible long-term picture emerges. There is one certainty, however. The next decade or two will be defined more by fluidity than by any new, settled paradigm; if there is a pattern to all this, it is that there is no pattern. The most valuable insight is that we are, in a critical sense, in a time of chaos.\nTo thrive in this climate requires a whole new approach,\n
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21. Linear System: hard to tell where it begins and ends\nPlan, Design, Build, Complain\n
22. Circular System: hard to tell where it begins and ends\n
23. Web System: hard to tell where it begins and ends\n
24. hard to tell where it begins and ends\n
25. Butterfly effect = Chaotic = Deterministic + Unpredictable \n
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31. iterate and get it in customers hands\n\nIncremental development graphs then \nPaper prototype video\n
32. Put Value at the center of your organization.\n\n
33. Which means putting the customer at the center of your organization. \n\n
34. Here’s the typical scrum engagement road map. explain the roadmap and the iterative nature of scrum.)\nInception…could be an iteration or not…Agile literature usually says “start…” not a lot of discussion about it.\n \nIteration 0 – figure out tools, integration environment, etc.\n\nAfter some cadence, release the software. (Note that Scrum calls them sprints....the Rally tool uses the more-generic iteration.) Include Inspect & Adapt. \n\nTypically don’t run teams in parallel releasing different versions. Products go on until software not delivering value any more…\n
35. Agile is value-focused. We iterate and deliver software on a value-focused cadence.\n
36. We have feedback everywhere throughout the process and it results in putting the framework in place for us to become a learning organization. We can inspect and adapt with our teams, our products, our stakeholders, and our end users.\n
37. Since we have the ability to defer commitment, we also have the ability to change our minds about what we are building. We can adjust. We can adjust continuously.\n
38. Since we have the ability to defer commitment, we also have the ability to change our minds about what we are building. We can adjust. We can adjust continuously.\n
39. Value focused small batches.\n
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50. As Geoffery Moore points out in “Dealing With Darwin” vector math tells us that the velocity of vectors going off in different directions is 0.\n
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52. Our usual way to create alignment is Command and Control. I do what my superior tells me and pass orders on to my subordinates. The problem is you often create compliance (and malicious compliance at that - as an old manager of mine used to call it) not alignment. \n
53. Collaborative work based on PULL not Push. An autonomous self managing and self organizing group. \n
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58. Incremental progress on something meaningful \n
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62. Plan for Change - : Space shuttle dynamic steering\n
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64. Cathy Sierra\n
65. Cathy Sierra\n
66. Cathy Sierra\n
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69. Think like a system and particularly adopt one or more of the practices I mentioned today. You’ll be happier and so will your customers. \n
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