Here are the tweets you likely missed last month!
— SonarQube (@SonarQube) August 4, 2016
— SonarQube (@SonarQube) August 26, 2016
— SonarLint (@SonarLint) August 1, 2016
— SonarLint (@SonarLint) August 5, 2016
— SonarLint (@SonarLint) August 17, 2016
I use Docker almost every day, at this point.
But, I’m not using it to deploy my applications or run them in production.
Instead, I’m using it because I need to continue development of multiple apps, with multiple versions of multiple services, and I don’t want to install those services on my laptop, directly.In the past, supporting many apps with different services was painful.
No one wants to install 3 versions of Visual Studio, SQL Server and Oracle. Yet this is what I’ve had to do, and have done a few times, to work on specific apps.
Because of this, I started using virtual machines to keep these services off my computer.
I use virtual machines for things like Oracle XE instances, or LDAP servers that require Java. I’ve had Visual Studio installations for development on older projects that needed updates.
And there was one time when I bought $75,000 worth of virtualization hardware. This kept a team of 60+ developers from clobbering each other’s environments, with 8+ active projects to support.
Virtual machines made my life as a developer, much easier. But, I’ve recently started to shut down and delete them.Instead of virtual machines, now I’m using virtual applications.
It started when I needed an Oracle installation for one of my client projects. I spent 2 weeks trying to install and configure Oracle on a Linux virtual machine.
It never worked.
Then, over in the WatchMeCode slack community, Fred Lackey suggested I grab this Oracle XE installation for Docker. So I grabbed Docker for Mac and read the most basic of instructions for getting the Oracle image pulled down and running.
In less than 30 minutes, I went from “I’ve never even installed Docker” to “Now, I’m using Docker to run Oracle XE for my development project!”You don’t need to deploy with Docker, to take advantage of it.
I have to admit, I largely avoided Docker in the past, because I assumed it was only useful for production environments. Clearly, I was wrong about that.
Docker is something every developer should use. Including you! Yes, you. Go install it. Today. Right now!
You’ll keep your laptop clean. You’ll run virtualized software and services for projects when you need them, and turning those services off when you don’t.
I have Oracle XE, MongoDB, RabbitMQ and other services in Docker, but none of them are taking any resources beyond a bit of hard drive space.Need help getting started?
I’ve got a few free episodes on installing Docker over at WatchMeCode. There are more episodes for members, covering the basics, and I’ve got many more in progress.
But I want to help with more than just the free installation videos.
Join my mailing list, below, and I’ll send you 2 free episodes, beyond the installation of Docker:
- Download and Run Example Images, and
- Basic Image & Container Management
With these two episodes and the three free covering installation, you’ll be up and running in no time!Tweet
How often have you asked friends or co-workers how they where doing and they respond that they have way too much on their plate and feel like they are constantly juggling things?
I often feel the same way. When I look the constant channels of input – email, texts, phone calls – it is no wonder that we’re drowning. It is clear that we have plenty of opportunities to stay busy, plenty to keep us busy.
But, is staying busy the goal? I think not. There is nothing wrong with staying busy but what we should be after are clear outcomes.
As I work with software development organizations, I’ve yet to find teams that aren’t super busy. But is busy good enough?The Importance of a Well-Defined Backlog
A core belief at LeadingAgile is that there must be clarity in the backlog – clarity on what we are asking our teams to deliver. Clarity in the backlog ensures that are teams are focused on the right outcomes.
I’ve seen situations where organization’s are super focused on keeping their teams busy but with a lack of clarity in the backlog. Even so, the organization feels they must keep the teams busy regardless of the state of the backlog. Even in the absence of a clear backlog, the teams forge ahead doing work with non-ready requirements. When our teams stay busy in this situation they end up filling in the blanks. They are not necessarily building what is needed to meet the needs of the business. I’ve seen situations where these busy teams end up reworking 50% of what they have completed, if not more! Yes, teams are staying busy…
There are many reasons why this might be the case and often I see that there isn’t sufficient resources involved with backlog refinement or they are refining requirements well past the last responsible moment. Any investment we can make in providing clarity in the backlog pays huge dividends. We have less rework, we have faster feedback, and reduced waste in delivering working tested software. It has been said that the number one reason agile teams fail is the lack of a well-defined backlog. I would agree and an early focus with any agile transformation is to invest in providing clarity in the backlog.
Yes, we are busy, but let’s make sure we are focused on clear outcomes.
Real Agility managers help create effective flows of communication and deep collaboration within their organizations. Real Agility is the merging of Agile, Lean, and Community Development. Find out how managers’ roles change in this short video by Mishkin Berteig.Learn more about our Scrum and Agile training sessions on WorldMindware.comPlease share!
More details on the Real Agility Program can be found at www.realagilityprogram.com.Learn more about our Scrum and Agile training sessions on WorldMindware.comPlease share!
Rachel Perry, Content & Community Coordinator
Not only do BERTEIG coaches have fantastic insights to contribute to the advancement of the Agile industry, but also our Learning Events – for CSM, CSPO, CSD, SAFe, or Leadership – in both Toronto and Vancouver – continue to expand. In addition, multiple avenues for offering encouragement and support in a variety of ways are opening up all the time.
We are excited to share that last month Agile Advice was viewed 18,000 times. Not only will you find more articles posted than ever before, but you will also discover a new development on the World Mindware page on Agile Advice; detailed accounts of hundreds of positive statements about BERTEIG’s coaches who are some of the leading Agile coaches in the world.
This week we featured Agile Leadership coach, Michael Sahota, on Agile Advice. In September, he will be presenting training for the Certified Agile Leadership (CAL1) training in Toronto. He was the second person to receive the designation to teach this class and the first to offer the training world-wide. He will also be offering a webinar this Wednesday, 24th Aug – register here.
If you haven’t checked out Agile Advice lately, I encourage you to consider taking a peek.Learn more about our Scrum and Agile training sessions on WorldMindware.comPlease share!
Aspirations over NeedsCustomer needs are immensely quoted in all Product Development, Innovation and Lean Startup alike approaches. Anyway, disruptive innovation rarely revealed from stating customer needs accurately. As Henry Ford coined it, if we stick to customer inquiry we'll all get incremental improvement ( e.g. of horses performances) over disruptive evolution. It is highlu probable that no hairy customer asked for a hair dryer before they were invented.So if not customer inquiry, what else? The first attitude of an entrepreneur that leads to innovation is genuine observation. Observe users ecosystem, be in there world, use the powerful idea of "get out and have walk". Don't ask, just see. Then, after have written down your observations, let's inquire about the behaviours of you've seen, and seek what are your customer aspirations.
Turn Problems into Aspirations Many techniques in Lean Startup focus on identifying customer problems. The bias with "problems" is that it puts us ( and the customers) in a "we're may be in trouble" state of mind and focuses our brain on task-handling the present. When focusing on what would a great world rather than a list of things to fix about the current world, human beings attitude changes. So customer inquiry, yes, and instead of asking problem focused questions let's try aspirations focused questions.So here is an behaviour-aspiration customer interview, with a twist: rather than asking all questions in the category:"What do you need to? What is more important to you?",inquire about the actuel behaviour you've observed and what customers would like to change about it:"Why did/do this like this? What would you dream to do differently?What stops today to do it differently"In every well formed epic story, the characters have a quest. In your Product Story, customers aspirations are their quest. Every story can exist because there is the tension between the current status (status quo) and the quest. When you know what is your customers aspirations and what keeps them in a current user journey they are not happy about, you have the driver of your product story. Eventually you may want to call it Business Model.Also, when you have an idea of what are customers aspirations are, and you can align your product features with them, you may have found the way to customer's long lasting delight.
Success Factors : Turn Aspirations ConcreteThe most common trap right now is the "getting something done" one. As an entrepreneur, I have vision, who are my customers,what are their expectations so let's start building!Here I invite you to take another moment to perform an imaginary conservation. All the questions ans exercices until now was about who are your customers and how looks a better world for them like. Before starting to design the product, let's focus a little bit more time about this "happy end" : your product allows your customers the access to a better world. To ensure that this has a chance to become true, let's picture this better world. Project your entrepreneur experience in the future and picture it as a fully successful one. What do you observe? What is now your customers behavior? What is the impact on their ecosystem and your ecosystem as an entrepreneur? Stay with that moment, write down your imaginary observations and mark down the key elements.They will be your success factors. And you'd better be clear about those before we dive into the playful world of designing features of your product and implement them. Or with a storyteller's words, draft how your story will unfold before writing it.
To Be Continued
If you're happy with this series of posts, let me know, so I'll go further with the next sections of the Product Storytelling Canvas. If I don't have any news from you, I won't ;).
Related Posts Test Driven DevelopmentProduct StorytellingPurposeful AgileThe Product Storytelling Canvas - Act 1: From Business Model To UXWhy Agile Development Hooks US
Customer Development is a Kind of Customer Coaching
Listening To Awareness
Manage Like A Pirate
Storymapping is the plot of your product story
The post Link: Understanding Project Managers, ScrumMasters & Product Owner appeared first on Agile Advice.
Real Agility managers know Agile and Lean principles, practices, frameworks and techniques. Real Agility is the merging of Agile, Lean, and Community Development. Find out how managers’ roles change in this short video by Mishkin Berteig.Learn more about our Scrum and Agile training sessions on WorldMindware.comPlease share!
As I set out to discover just what all the buzz is about with Product Owners I thought it’d be best if I first knew how things used to be.
It used to be that Product Managers ran the show. Wikipedia says they would, “work on specific projects that have definite outcomes, are time limited and have to stay within a budget. These roles typically include: planning what work needs to be done, when and who’s going to do it. looking at the risks involved in a particular project and managing these risks.”
Product Owners, on the other hand, “The Scrum product owner is typically a project’s key stakeholder. Part of the product owner responsibilities is to have a vision of what he or she wishes to build, and convey that vision to the scrum team. This is key to successfully starting any agile software development project.”
The Product Owner is primarily responsible for ordering the items in a backlog in accordance with the vision for the product.
It isn’t hard to see why the shift is not easy for some people.
Here is a short clip which demonstrates the difference nicely.Learn more about our Scrum and Agile training sessions on WorldMindware.comPlease share!
The post Shifting from Project Manager to Product Owner Mindset appeared first on Agile Advice.
Many organizations are attempting to use Agile methods. Banks, telecom companies, government agencies, and all manner of mid-size and small organizations. Most of these attempts are limited in that they think of Agile as a solution instead of as a culture. In this video, I explore the paradigm shift which is needed for long-lasting change.Learn more about our Scrum and Agile training sessions on WorldMindware.comPlease share!
When I first met Andreas Schliep, he told me a consulting war story with the punch line, “Well, you can paint that wall with a screwdriver if you like…” There’s no stopping people who are intent to use the wrong tool for a job, or use it in the wrong way. Sometimes it even works. I’ve seen someone successfully, after a fashion, driving wood screws with a hammer.
Now, Karlo Smid complains that Gherkin (given-when-then) is unsuitable for writing Shakespeare’s Hamlet. There’s not much surprise to me in that complaint. I would never attempt to write a five act play in Gherkin. Nor would I try to describe the desired behavior of a system in Elizabethan iambic pentameter.
Gherkin is useful for documenting expected behavior in language close enough to “plain English” (or other language) that non-technical people can agree or disagree that it represents what they want. It’s also precise enough that we can use it to check that the software does what is wanted, at least as far as specified.
Note that people study Shakespeare’s plays in great detail for years to glean the meaning of them. Newcomers to the study of Shakespeare, e.g., high-school students required to read Hamlet, for example, turn to explanatory works, such as CliffsNotes to help them understand the very basics, such as the timeline of what happens. This level of difficulty and ambiguity is not what we want in a document that describes the desired behavior of a software system.
Neither Gherkin nor Elizabethan English is likely a good choice for general discussion about what is desired in a system to be build. When the Three Amigos meet, they should talk in the language they normally use, preferably based on the language the business uses. Because the technical and non-technical people have different, if overlapping languages, there will be some need to check the translation. One way to do this is to offer examples of what is understood. These examples provide a concrete description to accompany the abstract “requirements” and help ensure we have shared understanding. Otherwise it’s far too easy to agree on the words, but not the meaning. The examples test the “shared-ness” of our understanding.
The examples also provide a good basis for later checking that the resulting software behaves according to that shared understanding. That’s why we then translate them into Gherkin, and verify with the business that the Gherkin still says what they mean.
Sadly, in Karlo’s list of “the best sources of communication,” talking with the business people who know what they want the system to do is not mentioned. I wonder how he knows whether or not it meets their desires.
“As a manager, when someone on a team has an obstacle, your first question should be, ‘how can I remove that obstacle?’ ”
This tip and more is introduced in this video.Learn more about our Scrum and Agile training sessions on WorldMindware.comPlease share!
The new Scrum Guide, released recently, has the five Scrum values added back!!!
Many here voted on uservoice.com – and our community had an impact!!!
Congratulations to you all! Check out the new Scrum Guide at http://www.scrumguides.org/ – the paragraph on values is close to the start of the guide.Learn more about our Scrum and Agile training sessions on WorldMindware.comPlease share!
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Learning the Value of Transparency Through Agile
by Valerie Senyk
I am intrigued by the principle of transparency which my employer, BERTEIG, models so beautifully.
When we have company (team) meetings, the owners practice complete transparency in regards to company finances, including profits and salaries. As we discuss various agenda items in our meetings, we are encouraged to be completely frank in order to make good team decisions. If personal issues are affecting a team member, he or she is respectfully listened to. If an employee needs time off, the need is not questioned. These are just some concrete examples of BERTEIG’s transparency.
Yet I don’t know how transparency is understood and practiced in other Agile environments or teams.
In the official Scrum website authored by Jeff Sutherland and Ken Schwaber (www.scrumguides.org), transparency is described as one of the three “pillars” of Scrum Values:
When the values of commitment, courage, focus, openness and respect are embodied and lived by the Scrum Team, the Scrum pillars of transparency, inspection, and adaptation come to life and build trust for everyone. The Scrum Team members learn and explore those values as they work with the Scrum events, roles and artifacts.
Successful use of Scrum depends on people becoming more proficient in living these five values….The Scrum Team members have courage to do the right thing and work on tough problems….The Scrum Team and its stakeholders agree to be open about all the work and the challenges with performing the work. Scrum Team members respect each other to be capable, independent people.
From the above description, one understands that transparency exists along with other values such as commitment and courage, and that it is one of the necessary ingredients to building trust in a team.
Yet trust seems to be a deficient commodity in our times. There are so many reasons in everyday life to not trust, that trusting others becomes a challenge and perhaps even an obstacle.
The above site goes on to describe what is meant by transparency in a specific Scrum IT environment, which I believe is applicable in diverse organizations:
Significant aspects of the process must be visible to those responsible for the outcome. Transparency requires those aspects be defined by a common standard so observers share a common understanding of what is being seen.
Those performing the work and those accepting the work product must share a common definition of ‘Done’
Further in the same site there is a heading for “Artifact Transparency” which gets a little closer to the bone of understanding transparency’s importance:Scrum relies on transparency. Decisions to optimize value and control risk are made based on the perceived state of the artifacts…To the extent that the artifacts are incompletely transparent, these decisions can be flawed, value may diminish and risk may increase.
The Scrum Master’s job is to work with the Scrum Team and the organization to increase the transparency of the artifacts. This work usually involves learning, convincing, and change. Transparency doesn’t occur overnight, but is a path.
What the above description does not include is corporate or personal transparency as practiced at BERTEIG. Transparency in an organization at the level the authors are talking about is impossible as long as a hierarchy exists whereby ascending the corporate ladder needs to be on the proven merits of things that a person has done instead of their attitude and willingness to walk a new path.
However, the above does make it clear that decisions will be sound, risk will be controlled, and value is optimized when transparency is practiced.
Overall, how do these ideas co-exist with the general Agile framework? From an article by Sameh Zeid on the Scrum Alliance website, he discusses six ways a product owner can increase transparency, then writes:
…without transparency we may not succeed in implementing Agile — and even if we can, the project can revert to command and control. Transparency implementation starts by leadership as represented by the product owner.
There is a plethora of resources that one can access regarding Agile values and how to make it work. I believe transparency is a value that requires courage to begin with – courage which is facilitated by having an Agile culture.
BERTEIG is one company I know of that whole-heartedly practices transparency – – In fact, that element of “heart” may be exactly what’s needed in many organizations. It seems transparency can truly occur when there is caring between employer and employee.
How do you experience transparency, or lack of it, in your workplace?
Learn more about our Scrum and Agile training sessions on WorldMindware.comPlease share!