(luKa) http://blogs.ugidotnet.org/luKa/Default.aspx People, Scrum, XP, Lean, Complexity, Creativity, Fun en-GB Luca Minudel Subtext Version 2.6.0.0 (luKa) http://blogs.ugidotnet.org/images/RSS2Image.gif http://blogs.ugidotnet.org/luKa/Default.aspx 77 60 Per chiudere il cerchio 2004-2021 sulla Complessità Team Work http://blogs.ugidotnet.org/luKa/archive/2021/12/21/per-chidere-il-cerchio-2004-2021-sulla-complessita.aspx <div><br /> </div> <div><br /> </div> Un video per condividere le lezioni che ho imparato e maturato,  a partire dalla proma Keynote di Joseph Pelrine al Agile Day nel 2004.<br /> <div><br /> </div> <div>E il relativo <a href="https://leanpub.com/livingcomplexity/">ebook Living Complexity.<br /> </a></div> <div><br /> </div> <div><br /> </div> <div><br /> <div style="padding:56.25% 0 0 0;position:relative;"><iframe src="https://player.vimeo.com/video/649159298?h=cdbf5ca8f6&amp;title=0&amp;byline=0" style="position:absolute;top:0;left:0;width:100%;height:100%;" allow="autoplay; fullscreen; picture-in-picture" allowfullscreen="" frameborder="0"></iframe></div> <script src="https://player.vimeo.com/api/player.js"></script> <p><a href="https://vimeo.com/649159298">Applicazioni pratiche della Complessità nello sviluppo software &amp; di prodotti digitali - Luca Minudel</a> from <a href="https://vimeo.com/italianagileday">Italian Agile Movement</a> on <a href="https://vimeo.com">Vimeo</a>.</p> <p>Questa sessione illustra un panorama di pratiche ispirate dalla Human-Complexity che possono essere usate ogni giorno nello sviluppo software e di prodotti digitali. Viene presentato anche un nuovo approccio per adottare Human-Complexity thinking per farsi strada verso il nuovo modo di pensare attraverso la pratica.</p> </div> <div><br /> </div><img src="http://blogs.ugidotnet.org/luKa/aggbug/102626.aspx" width="1" height="1" /> Luca Minudel http://blogs.ugidotnet.org/luKa/archive/2021/12/21/per-chidere-il-cerchio-2004-2021-sulla-complessita.aspx Tue, 21 Dec 2021 11:31:45 GMT http://blogs.ugidotnet.org/luKa/archive/2021/12/21/per-chidere-il-cerchio-2004-2021-sulla-complessita.aspx#feedback http://blogs.ugidotnet.org/luKa/comments/commentRss/102626.aspx http://blogs.ugidotnet.org/luKa/services/trackbacks/102626.aspx Summer 2021 reading list Progettazione Software Team Work http://blogs.ugidotnet.org/luKa/archive/2021/07/21/summer-2021-reading-list.aspx <div>Quest'anno come reading-list propongo un libro che ho scritto.</div> <div>Non è come un romanzo di Camilleri, ma anche per i piu esperti di Agile contiene concetti e modelli sconosciuti a molti.<br /> E per molti che lavorano in varie aziende contiene idee che potrebbero essere 20 anni avanti a alcuni dei modi di pensare consolidati.<br /> <br /> Vado oltre il fatto che trovo di cattivo gusto fare questa forma di auto-promozione qui solo per il fatto che il contenuto di questo libro è maturato in un contesto particolare all'estero e credo che condividere queste idee nuove e avanzate con chi opera in un contesto prevalentemente Italiano possa essere molto utile: <a href="https://leanpub.com/livingcomplexity/">Living Complexity</a><br /> </div> <div><br /> </div> <div><br /> </div> <div style="text-align: center;"><a href="https://leanpub.com/livingcomplexity/"><img src="/images/blogs_ugidotnet_org/luKa/CVPpng thumbnail.png" style="width: 238px; height: 358px;" alt="" /></a><br /> </div> <div><br /> </div><img src="http://blogs.ugidotnet.org/luKa/aggbug/102625.aspx" width="1" height="1" /> Luca Minudel http://blogs.ugidotnet.org/luKa/archive/2021/07/21/summer-2021-reading-list.aspx Wed, 21 Jul 2021 18:30:03 GMT http://blogs.ugidotnet.org/luKa/archive/2021/07/21/summer-2021-reading-list.aspx#feedback http://blogs.ugidotnet.org/luKa/comments/commentRss/102625.aspx http://blogs.ugidotnet.org/luKa/services/trackbacks/102625.aspx Summer 2019 reading & watching list Progettazione Software Team Work http://blogs.ugidotnet.org/luKa/archive/2019/08/03/Summer-2019-reading-watching-list.aspx <div>Ecco una selezione di post e video per l'estate :-)<br /> </div> <div><br /> </div> <div><br /> </div> <div><span style="font-weight: bold;">Agile &amp; Agility</span> </div> <div><br /> </div> <div>- L'essenza del Agile e della Agility: <a href="http://www.smharter.com/blog/2019/05/29/the-three-pillars-of-agile/">http://www.smharter.com/blog/2019/05/29/the-three-pillars-of-agile/</a></div> <div><br /> </div> <div>- Teorie e modelli utili al Agile: <a href="https://www.linkedin.com/pulse/manoeuvre-agility-meta-agility-only-complexity-geeks-luca-minudel/">https://www.linkedin.com/pulse/manoeuvre-agility-meta-agility-only-complexity-geeks-luca-minudel/</a></div> <div><br /> </div> <div>-  Un aggiornamento al linguaggio datato del Manifesto Agile (utile solo per Training, non è una evoluzione del manifesto ... un altro post su questo tema stà per arrivare): <a href="http://www.smharter.com/blog/2019/06/12/freshened-up-agile-manifesto/">http://www.smharter.com/blog/2019/06/12/freshened-up-agile-manifesto/</a></div> <div><br /> </div> <div><br /> </div> <div> <div><span style="font-weight: bold;">Fraintendimenti e incomprensioni del Agile</span></div> <div><br /> </div> - SAFe il framework che più e più esperti sconsigliano: <a href="https://www.linkedin.com/pulse/safe-lean-agile-modern-management-theory-luca-minudel/">https://www.linkedin.com/pulse/safe-lean-agile-modern-management-theory-luca-minudel/</a><br /> </div> <div><br /> </div> <div>- Figuracce delle grandi aziende di consulenza che si improvvisano esperte di Agile: <a href="https://www.linkedin.com/posts/lucaminudel_misunderstoodagile-misappliedagile-missoldagile-activity-6564484028391583744-1yKP">https://www.linkedin.com/posts/lucaminudel_misunderstoodagile-misappliedagile-missoldagile-activity-6564484028391583744-1yKP</a><br /> </div> <div><br /> </div> <div>- Ossessione per le metriche: <a href="https://www.linkedin.com/pulse/metrics-obsession-lean-agile-bean-counters-luca-minudel/">https://www.linkedin.com/pulse/metrics-obsession-lean-agile-bean-counters-luca-minudel/</a></div> <div><br /> </div> <div><br /> </div> <div> <span style="font-weight: bold;">Libro</span> </div> <div> <div> <div><br /> </div> - Enterprise Agility: Being Agile in a Changing World by Sunil Mundra (ThoughtWorks): <a href="https://www.amazon.co.uk/Enterprise-Agility-Being-Agile-Changing/dp/1788990641">https://www.amazon.co.uk/Enterprise-Agility-Being-Agile-Changing/dp/1788990641</a><br /> </div> <div><br /> </div> <div><br /> </div> <div> <div> <div><span style="font-weight: bold;"><span style="font-weight: bold;">Video</span> </span></div> <div><br /> </div> - How F1 teams crack technical debt <a href="https://youtu.be/4C2hOC0WbcA">https://youtu.be/4C2hOC0WbcA</a></div> <div><br /> </div> <div>- Cultural Change: Startups wish they were bigger, big companies dream of being Startup-ish. So what? <a href="https://youtu.be/Ue2XXWOulM0">https://youtu.be/Ue2XXWOulM0<br /> </a></div> <div><br /> </div> <div><br /> </div> <div><br /> </div> <div><br /> </div> </div> <div><br /> </div> </div> <div><br /> </div><img src="http://blogs.ugidotnet.org/luKa/aggbug/102617.aspx" width="1" height="1" /> Luca Minudel http://blogs.ugidotnet.org/luKa/archive/2019/08/03/Summer-2019-reading-watching-list.aspx Sat, 03 Aug 2019 18:08:23 GMT http://blogs.ugidotnet.org/luKa/archive/2019/08/03/Summer-2019-reading-watching-list.aspx#feedback http://blogs.ugidotnet.org/luKa/comments/commentRss/102617.aspx http://blogs.ugidotnet.org/luKa/services/trackbacks/102617.aspx Summer reading list for the (to be) reformed leader. Progettazione Software Team Work http://blogs.ugidotnet.org/luKa/archive/2018/07/04/Summer-reading-list-for-the-to-be-reformed-leader.aspx <div><br /> </div> <div>Qui trovate la reading list sul blog della mia azienda: <br /> </div> <div>- <a href="http://www.smharter.com/blog/2018/07/04/summer-reading-list-for-the-to-be-reformed-leader/">http://www.smharter.com/blog/2018/07/04/summer-reading-list-for-the-to-be-reformed-leader/</a></div> <div><br /> </div> <div><br /> </div> <div>E qui una selezione di posts da questo blog:<br /> - <a href="http://blogs.ugidotnet.org/luKa/archive/2012/06/25/summer-posts-selection-again.aspx">http://blogs.ugidotnet.org/luKa/archive/2012/06/25/summer-posts-selection-again.aspx</a></div> <div><br /> </div> <div><br /> </div><img src="http://blogs.ugidotnet.org/luKa/aggbug/102607.aspx" width="1" height="1" /> Luca Minudel http://blogs.ugidotnet.org/luKa/archive/2018/07/04/Summer-reading-list-for-the-to-be-reformed-leader.aspx Wed, 04 Jul 2018 13:41:00 GMT http://blogs.ugidotnet.org/luKa/archive/2018/07/04/Summer-reading-list-for-the-to-be-reformed-leader.aspx#feedback http://blogs.ugidotnet.org/luKa/comments/commentRss/102607.aspx http://blogs.ugidotnet.org/luKa/services/trackbacks/102607.aspx Nuova azienda, nuovo blog Progettazione Software Team Work http://blogs.ugidotnet.org/luKa/archive/2017/10/10/Nuova-azienda-nuovo-post.aspx <br /> <br /> <span style="font-family: Verdana;">Ho realizzato non tutti sanno che da qualche tempo mi sono messo dinuovo in proprio, ho aperto la mia azienda, e ho creato un blog aziendale.<br /> <br /> Questa è la mia nuova avventura: <a href="http://www.smharter.com/">http://www.smharter.com/</a><br /> <br /> E questo è il blog aziendale. Qui pubblico guide o post sul tema lean-agile IT/Business/Coaching, che a differenza di questo mio blog in UGIdotNET più riflessivo e personale, li i post sono piu pensati e con il lettore in mente: <a href="http://www.smharter.com/blog/">http://www.smharter.com/blog/</a><br /> <br /> Accetto volentieri commenti e feedback.<br /> <br /> <br /> <br /> <br /> </span><img src="http://blogs.ugidotnet.org/luKa/aggbug/102506.aspx" width="1" height="1" /> Luca Minudel http://blogs.ugidotnet.org/luKa/archive/2017/10/10/Nuova-azienda-nuovo-post.aspx Tue, 10 Oct 2017 14:17:37 GMT http://blogs.ugidotnet.org/luKa/archive/2017/10/10/Nuova-azienda-nuovo-post.aspx#feedback http://blogs.ugidotnet.org/luKa/comments/commentRss/102506.aspx http://blogs.ugidotnet.org/luKa/services/trackbacks/102506.aspx Summer reading list Team Work Progettazione Software http://blogs.ugidotnet.org/luKa/archive/2017/06/28/Summer-reading-list.aspx Summer is here.<br /> <br /> Time for a break, to re-energise, and explore.<br /> <br /> Here a summer reading list, books, for the (to be) reformed manager. It's from my company blog:<br /> - <a href="http://www.smharter.com/blog/2017/06/28/summer-reading-list-for-the-to-be-reformed-manager/">http://www.smharter.com/blog/2017/06/28/summer-reading-list-for-the-to-be-reformed-manager/</a><br /> <br /> And here a selection of posts from this blog of mine:<br /> - <a href="http://blogs.ugidotnet.org/luKa/archive/2012/06/25/summer-posts-selection-again.aspx">http://blogs.ugidotnet.org/luKa/archive/2012/06/25/summer-posts-selection-again.aspx</a><br /> <br /> Have a nice summer !<img src="http://blogs.ugidotnet.org/luKa/aggbug/102456.aspx" width="1" height="1" /> Luca Minudel http://blogs.ugidotnet.org/luKa/archive/2017/06/28/Summer-reading-list.aspx Wed, 28 Jun 2017 13:48:22 GMT http://blogs.ugidotnet.org/luKa/archive/2017/06/28/Summer-reading-list.aspx#feedback http://blogs.ugidotnet.org/luKa/comments/commentRss/102456.aspx http://blogs.ugidotnet.org/luKa/services/trackbacks/102456.aspx Notes from Cynefin article: focus on how to act on different contexts Progettazione Software Team Work http://blogs.ugidotnet.org/luKa/archive/2016/03/02/notes-from-cynefin-article-focus-on-how-to-act-on.aspx <br /> <span style="font-family: Verdana;">Here follow my notes and excerpts from the article: <br /> - <a href="https://hbr.org/2007/11/a-leaders-framework-for-decision-making">A Leader’s Framework for Decision Making by David J. Snowden and Mary E. Boone. HBR, Nov. 2007</a><br /> I advise to look also at the article's section: Decisions in Multiple Contexts: A Leader’s Guide.<br /> <br /> And here there is an extrimely short and simplified version from Alistar Cockburn: <a href="http://alistair.cockburn.us/Simplifying+Cynefin">http://alistair.cockburn.us/Simplifying+Cynefin</a><br /> </span><br /> <img width="426" vspace="10" border="0" hspace="10" height="443" alt="" src="https://upload.wikimedia.org/wikipedia/commons/1/15/Cynefin_as_of_1st_June_2014.png" /><br /> <br /> <span style="font-family: Verdana;"><br /> <br /> <br /> <span style="color: rgb(0, 153, 255);"><font size="5">Obvious</font></span><br /> <span style="font-weight: bold;">Sense-Categorise-Respond</span><br /> Sense =  assess the facts of the situation.<br /> Categorise = categorise 😃 It's easily discernible by everyone. Often, the right answer is self-evident and undisputed.<br /> Respond = base their response on established practice.<br /> <br /> <span style="font-weight: bold;">Example</span><br /> Event: loan payment processing, are often simple contexts. If some- thing goes awry...<br /> Sense = an employee can usually identify the problem when, say, a borrower pays less than is required.<br /> Categorise = review the loan documents to see how partial payments must be processed.<br /> Respond = either not accept the payment or apply the funds according to the terms of the note.<br /> <br /> <span style="font-family: Verdana;"><span style="font-weight: bold;">Extra notes:</span> Exhaustive communication among managers and employees is not usually re- quired because disagreement about what needs to be done is rare.</span><br /> <br /> <br /> <br /> <span style="color: rgb(0, 153, 255);"><font size="5">Complicated</font></span><br /> <span style="font-weight: bold;">Sense-Analyse-Respond</span><br /> Analyse =  Expert diagnosis required. Often requires expertise, investigating several options.<br /> <br /> <span style="font-weight: bold;">Examples</span><br /> - A motorist may know that something is wrong with his car because the engine is knocking, but he has to take it to a mechanic to diagnose the problem.<br /> - The search for oil or mineral deposits. The effort usually requires a team of experts, more than one place will potentially produce results, and the location of the right spots for drilling or mining involves complicated analysis and understanding of consequences at multiple levels.<br /> - Engineering a new cell phone might emphasize feature A over feature B, but an alternative plan—emphasizing feature C—might be equally valuable.<br /> <br /> <span style="font-family: Verdana;"><span style="font-weight: bold;">Extra notes</span>: innovative suggestions and controversial ideas by nonexperts may be overlooked or dismissed.<br /> Another potential obstacle is “analysis paralysis,” where a group of experts hits a stalemate, unable to agree on any answers because of each individual’s entrained thinking—or ego.<br /> <br /> <br /> <br /> <span style="color: rgb(0, 153, 255);"><font size="5">Complex</font></span><br /> <span style="font-weight: bold;">Probe-Sense-Respond </span><br /> Probe =  Leaders conduct experiments that are safe to fail. Leaders must patiently allow the path forward to reveal itself: set the stage, step back a bit, allow patterns to emerge. <br /> Sense = Determine which patterns are desirable<br /> <br /> <span style="font-weight: bold;">Examples</span><br /> - Some major change—a bad quarter, a shift in management, a merger or acquisition—introduces unpredictability and flux.<br /> - The Brazilian rainforest, is in constant flux—a species becomes extinct, weather patterns change, an agricultural project reroutes a water source—and the whole is far more than the sum of its parts.<br /> <br /> <span style="font-family: Verdana;"><span style="font-weight: bold;">Extra notes:</span> Of primary concern is the temptation to fall back into traditional command-and-control management styles—to demand fail-safe business plans with defined outcomes.<br /> May also find it difficult to tolerate failure, which is an essential aspect of experimental understanding. Trying to overcontrol the organisation will preempt the opportunity for informative patterns to emerge.  <br /> <br /> <br /> <br /> <span style="color: rgb(0, 153, 255);"><font size="5">Chaos</font></span><br /> <span style="font-weight: bold;">Act-Sense-Respond</span><br /> Act = Stanch the bleeding. Establish order. Communication of the most direct top-down or broadcast kind is imperative; there’s simply no time to ask for input.<br /> Sense = Sense where stability is present and from where it is absent.<br /> Respond = Working to transform the situation from chaos to complexity.<br /> <br /> <span style="font-weight: bold;">Examples</span><br /> - The events of September 11, 2001.<br /> <br /> <span style="font-weight: bold;">Extra notes</span>: A specific danger for leaders following a crisis is that some of them become less successful when the context shifts because they are not able to switch styles to match it.<br /> <br /> </span></span></span><img src="http://blogs.ugidotnet.org/luKa/aggbug/102108.aspx" width="1" height="1" /> Luca Minudel http://blogs.ugidotnet.org/luKa/archive/2016/03/02/notes-from-cynefin-article-focus-on-how-to-act-on.aspx Wed, 02 Mar 2016 01:27:47 GMT http://blogs.ugidotnet.org/luKa/archive/2016/03/02/notes-from-cynefin-article-focus-on-how-to-act-on.aspx#feedback http://blogs.ugidotnet.org/luKa/comments/commentRss/102108.aspx http://blogs.ugidotnet.org/luKa/services/trackbacks/102108.aspx Modern Quality Assurance: prescriptive vs reactive Progettazione Software Team Work http://blogs.ugidotnet.org/luKa/archive/2015/11/02/modern-quality-assurance-prescriptive-vs-reactive.aspx <img vspace="10" border="0" align="left" hspace="10" alt="" style="width: 261px; height: 174px;" src="http://blogs-images.forbes.com/rodgerdeanduncan/files/2014/09/excellence.jpg" /><br /> <br /> <br /> In traditional industrial mass production, quality can be defined as conformance to specifications. And it can be assessed upfront in a prescriptive way. <br /> <br /> For complex industrial products this definition of quality at times can be not enough. While for digital products from the information-age, this definition is largely insufficient. <br /> <br /> <br /> <br /> <br /> <br /> <br /> <br /> As surfaced during <a href="https://disqus.com/home/discussion/mountaingoatsoftware4/what_is_quality/#comment-1623940639">a discussion with Mike Cohn</a>, nowadays quality is also: <br /> <br /> <ul> <li><span style="color: rgb(0, 153, 255);"><span style="font-weight: bold;">Fitness for use and fitness for purpose </span></span><br /> Sometimes products, especially new ones, can get used in ways and for purposes that cannot be anticipated nor conceived. When people start using a product in totally unanticipated ways, will it display the same quality? <br /> <br /> </li> <li><span style="color: rgb(0, 153, 255);"><span style="font-weight: bold;">Contextual and subjective </span></span><br /> Different people can also look at a product's quality in different ways and from different prospectives. Indeed quality is in part in the eye of the beholders, depends on the person that judge it. An engineer for example could look at product’s maintainability, extensibility and evolvability while an end user could look at how well the product works. A casual user for example could look at product’s learnability and understandability, while a frequent user could look at configurability and speed. <br /> <br /> </li> <li><span style="color: rgb(0, 153, 255);"><span style="font-weight: bold;">Relative </span></span><br /> A product for example can be superior or inferior to a competitor’s product or to a cheaper product.<br /> <br /> </li> <li><span style="color: rgb(0, 153, 255);"><span style="font-weight: bold;">In evolution and changes over time </span></span><br /> The product and its users change and co-evolve together over time. Think for example at the history of tools and humanity and how these are inextricably intermingled.<br /> <br /> Mike Cohn: "I remember many many years ago Borland’s Turbo C 1.5 came with source code to a sample spreadsheet application. It didn’t do much but it was as good as the VisiCalc I’d run on CP/M years earlier. I remember thinking I wanted a time machine—If I’d had a time machine and that spreadsheet source code I could have gone back to before VisiCalc came out and sold the little Borland mcalc spreadsheet and have made millions. And 10 years later simple spreadsheets were so simple Borland just tossed them into their compilers as freebies. So, a “quality spreadsheet” does depend on context—neither of those would be viewed as a quality spreadsheet today. "<br /> <br /> </li> <li><span style="color: rgb(0, 153, 255);"><span style="font-weight: bold;">Intangible </span></span><br /> I find it hard (impossible?) to define quality as much as I find hard to define and measure intangible things like humour, kindness, grace or personality.<br /> <br /> Mike Cohn: " And good points about comparing quality to humour, grace, kindness, and such. Those are very similar—perhaps definable only in context and subjectively.: <br /> </li> </ul> <br /> Because of this, there is an inherent limit for how much quality problems can be prevented with a <span style="color: rgb(0, 153, 255);">prescriptive</span> upfront approach to quality assurance. Over that limit, investing more time and effort wont produce any improvement in quality. <br /> <span style="color: rgb(0, 153, 255);">Reactive</span> approach to quality assurance consist in quickly spotting and reacting to quality problems, diagnosing and solving them so quickly and effectively that there are no or very little consequences. <br /> Some of the learnings made using <span style="color: rgb(0, 153, 255);">reactive</span> approach, once acquired can then be incorporated into the <span style="color: rgb(0, 153, 255);">prescriptive</span> approach, for others will only be possible to spot them in a reactive way. <br /> <br /> <br /> <br /> <br /> <div style="text-align: center;"><span style="font-style: italic;">So in the end <span style="color: rgb(0, 153, 255);">reactive</span> approach is used in combination with <span style="color: rgb(0, 153, 255);">prescriptive</span> approach, balancing the two in a way that fits the circumstances. </span><br /> As <a href="https://twitter.com/alshalloway/statuses/347014513012387840">Alan Shalloway put it in a very concise way</a>: <br /> <span style="font-style: italic;">Focusing on quality doesn’t mean focusing on getting it right the 1st time. it means improving the system to avoid &amp; detect errors.</span><br /> <br /> <br /> <br /> <br /> </div><img src="http://blogs.ugidotnet.org/luKa/aggbug/102066.aspx" width="1" height="1" /> Luca Minudel http://blogs.ugidotnet.org/luKa/archive/2015/11/02/modern-quality-assurance-prescriptive-vs-reactive.aspx Mon, 02 Nov 2015 23:36:48 GMT http://blogs.ugidotnet.org/luKa/archive/2015/11/02/modern-quality-assurance-prescriptive-vs-reactive.aspx#feedback http://blogs.ugidotnet.org/luKa/comments/commentRss/102066.aspx http://blogs.ugidotnet.org/luKa/services/trackbacks/102066.aspx Product Owner role, tweets selection Progettazione Software Team Work http://blogs.ugidotnet.org/luKa/archive/2015/10/03/product-owner-role-tweets-selection.aspx <img src="http://kenshoo.com/digitalmarketingtechnology/wp-content/uploads/2014/10/iStock_000024621267_Large.jpg" style="width: 302px; height: 200px;" alt="" vspace="10" hspace="10" border="0" align="left" /><br /> <br /> <br /> <br /> This is a selection <span style="font-family: Verdana;"><span style="font-family: Verdana;"><a href="https://twitter.com/lukadotnet">from 6000+ tweets and retweets posted here in 6 years</a>. </span><br /> <br /> <br /> <br /> <br /> <br /> <br /> <br /> <br /> <br /> <br /> <br /> <br /> <div style="font-size: 13px; font-weight: normal;"> <p><span style="font-weight: bold;"><span style="font-family: Verdana;">Product Owner role</span></span><span style="font-family: Verdana;"><br /> Confessions of a serial #ProductOwner, based on a true story by Anna Forss <a href="https://onedrive.live.com/?cid=4467acc01c1ec5b7&amp;id=4467ACC01C1EC5B7!225">link</a><br /> RT <a href="https://twitter.com/@RonJeffries">@RonJeffries</a>: We don't want a Product Owner. We want a Product Champion. <a href="http://ronjeffries.com/articles/2015-03-25-champion/ ">link</a><br /> #ProductOwner  Embrace Uncertainty by Jeff Patton <a href="http://www.infoq.com/news/2008/12/Uncertainty-Jeff-Patton ">link</a><br /> Many key success factors for IT projects I worked with,very well explained in "Agile Product Ownership in a nutshell" <a href="http://blog.crisp.se/2012/10/25/henrikkniberg/agile-product-ownership-in-a-nutshell ">link</a><br /> 5) Don’t know what I want, but I know how to get it: <a href="http://jpattonassociates.com/dont_know_what_i_want/">link</a></span><br /> RT ‏<a href="https://twitter.com/lgoncalves1979">@lgoncalves</a> 20 Product Owner Anti Patterns <a href="http://lmsgoncalves.com/2014/09/29/product-owner-anti-patterns/">link</a> #scrum #coaching #agile #productowner <span style="font-family: Verdana;"><br /> An example of expected skills set for a Product Owner about Product Development: <a href="http://www.tbkacademy.com/wp-content/uploads/2014/07/TBK-AKA-001.5.pdf ">link</a><br /> Obliquity, another key skill for Product Owners :  <a href="http://www.johnkay.com/2004/01/17/obliquity">link</a> </span></p> </div> <div style="font-size: 13px; font-weight: normal;"> <p><span style="font-family: Verdana;"><br /> </span></p> </div> <div style="font-size: 13px; font-weight: normal;"> <p><span style="font-family: Verdana;"><span style="font-weight: bold;">User Stories</span><br /> Patterns for Splitting User Stories <a href="http://www.agileforall.com/2009/10/patterns-for-splitting-user-stories/ ">link</a></span><span style="font-family: Verdana;"><br /> RT <a href="https://twitter.com/@giusdesimone">@giusdesimone</a>: <a href="https://twitter.com/@ralfhh">@ralfhh</a>: <a href="https://twitter.com/@rslawrence">@rslawrence</a>: Just published a new story splitting resource, "How to Split a User Story" flowchart:  <a href="http://www.agileforall.com/2012/01/new-story-splitting-resource/">link</a><br /> #ProductOwner How to split a user story <a href="http://rslawrence.wpengine.com/wp-content/uploads/2012/01/Story-Splitting-Flowchart.pdf ">link</a></span><span style="font-family: Verdana;"><br /> #xpitlondon Elephant Capaccio exercise facilitated by <a href="https://twitter.com/@xpmatteo">@xpmatteo</a> <a href="http://twitter.com/lukadotnet/status/440943898190700545/photo/1 ">link</a></span><span style="font-family: Verdana;"><br /> Payroll is all or nothing right ? A forgot lesson about incremental releases: <a href="http://books.google.com/booksid=l4zO3OWkdIsC&amp;lpg=PA51&amp;dq=%22payroll%20is%20all%20or%20nothing%22&amp;pg=PA51#v=onepage&amp;q=%22payroll%20is%20all%20or%20nothing%22&amp;f=false ">link</a></span><span style="font-family: Verdana;"><br /> RT <a href="https://twitter.com/@StefanRoock">@StefanRoock</a>: User Stories are about conversations. <a href="https://image-store.slidesharecdn.com/0f9c7b66-c0d8-4bef-8e5e-9b1b5e00fdc5-original.jpeg ">link</a></span><span style="font-family: Verdana;"><br /> #ProductDevelopment. In solitude/isolation. Or as an interactive/iterative live performance act w/ an audience of real users/stakeholders </span> </p> </div> <div style="font-size: 13px; font-weight: normal;"> <p><span style="font-family: Verdana;"><br /> </span></p> </div> <div style="font-size: 13px; font-weight: normal;"> <p><span style="font-weight: bold;"><span style="font-family: Verdana;">Requirements</span></span><span style="font-family: Verdana;"><br /> We are not limited by what we don't know. We are limited by what we incorrectly think to know and what we don't even imagine we do not know</span><span style="font-family: Verdana;"><br /> The principles and laws and lemmas of sw requirements from sw engineering :  <a href="http://tinyurl.com/requirements-principles">http://tinyurl.com/requirements-principles</a> #requirements</span><span style="font-family: Verdana;"><br /> RT <a href="https://twitter.com/@Keinze">@Keinze</a>: <a href="https://twitter.com/@lukadotnet">@lukadotnet</a> Everyone should read your collection of requirements principles <a href="http://blogs.ugidotnet.org/luKa/archive/0001/01/01/requirements-principles.aspx ">link</a></span><span style="font-family: Verdana;"><br /> RT <a href="https://twitter.com/@sigsoft">@sigsoft</a>: "Walking on water and developing software from a spec are easy if both are frozen", Ed Berard. Agile &amp; Requirements Engineering</span><span style="font-family: Verdana;"><br /> Every project initially is based on unvalidated assumptions that are presented as requirements: <a href="http://blogs.hbr.org/cs/2012/07/a_better_project_model_than_the_waterfall.html ">link</a> and <a href="http://blogs.ugidotnet.org/luKa/archive/2010/09/23/requirements-principles.aspx ">link</a></span><span style="font-family: Verdana;"><br /> Gradual discovery and motivated confidence over the illusion of power and control  </span> <span style="font-family: Verdana;">The faster the target is moving,the more increasing inspect-adapt frequency is beneficial/advantageous/profitable over perfecting the plan <a href="http://alexkroman.com/what-the-f-86-can-teach-us-about-software-dev/">link</a> <a href="http://www.azarask.in/blog/post/the-wrong-problem/">link</a><br /> Are we creating better products? Are we executing vision faster? Are we spotting and exploiting opportunities sooner? If not, why?<br /> <span style="font-family: Verdana;">Good software design decisions lead to more future-proof,easy-to-maintain systems &amp; are well aligned w/ business requirements -<a href="https://twitter.com/@siebertlubbe">@siebertlubbe</a></span><span style="font-family: Verdana;"><br /> #Lean recognize both unknowns, uncertainties &amp; what cannot be measured i.e. in the principles:Deliver as fast as possible,Amplify learning</span><span style="font-family: Verdana;"><br /> 2nd red pill: sensing unknowns uncertainties and the unexpected over what is known, and explore them</span><span style="font-family: Verdana;"><br /> 3rd red pill:be aware of inherent ambiguities,incomplete info,fragmented realities,multiplicity of pnt of views.And strive for understanding </span> </span></p> </div> <div style="font-size: 13px; font-weight: normal;"> <p><span style="font-family: Verdana;"><br /> </span></p> </div> <div style="font-size: 13px; font-weight: normal;"> <p><span style="font-family: Verdana;"><span style="font-weight: bold;">Priorities</span></span><span style="font-family: Verdana;"><br /> RT <a href="https://twitter.com/@drunkcod">@drunkcod</a>: "If you have more than 3 priorities then you don't have any." -Jim Collins</span><span style="font-family: Verdana;"><br /> You literally ought to be asking yourself all the time what's the most important thing in the world I could be working on right now</span><span style="font-family: Verdana;"> ... and if you are not working on that why aren't you? -- Aaron Swartz</span><span style="font-family: Verdana;"><br /> "It requires more experience, discipline and skill to forgo a quick win today in favour of being in a better place tomorrow" - <a href="https://twitter.com/@patforna">@patforna</a></span><span style="font-family: Verdana;"><br /> (Low) costs of generating alternatives, experimenting &amp; iterating enable a new product development approach &amp; new management style #Agility</span><span style="font-family: Verdana;"><br /> Patience to conduct routine business routinely, talent to respond exceptionally to exceptional circumstances, wisdom to know the difference</span><span style="font-family: Verdana;"><br /> Former tweet an excerpt from Business stripped bare by Richard Branson, <a href="http://candeogroup.com/business-stripped-bare/">link</a></span><span style="font-family: Verdana;"><br /> Good software design decisions lead to more future-proof,easy-to-maintain systems &amp; are well aligned w/ business requirements -</span><span style="font-family: Verdana;"><span style="font-family: Verdana;"><a href="https://twitter.com/@siebertlubbe">@siebertlubbe</a></span></span> </p> </div> <div style="font-size: 13px; font-weight: normal;"> <p><span style="font-family: Verdana;"><br /> </span></p> </div> <div style="font-size: 13px; font-weight: normal;"> <p><span style="font-weight: bold;"><span style="font-family: Verdana;">Estimations and deadlines</span></span><span style="font-family: Verdana;"><br /> RT <a href="https://twitter.com/@tastapod">@tastapod</a>: The wonderful Allan Kelly: "We start with a ritual called estimation" <a href="http://www.agileconnection.com/article/dear-customer-truth-about-it-projects">link</a> /via <a href="https://twitter.com/@qedtherese">@qedtherese</a></span><span style="font-family: Verdana;"><br /> An explorer is not defined by the kilometres he travels, but by the places he discovers. SW development is about exploring new possibilities</span><span style="font-family: Verdana;"><br /> RT <a href="https://twitter.com/@fabioarmani">@fabioarmani</a>: Hofstadter's Law: It always takes longer than you expect, even when you take into account Hofstadter's Law.  — Douglas Hofstadter</span><span style="font-family: Verdana;"><br /> It is not possible to estimate what ... ?  <a href="http://blogs.ugidotnet.org/luKa/archive/2012/02/08/it-is-not-possible-to-estimate.aspx">link</a></span><span style="font-family: Verdana;"><span style="font-family: Verdana;"><br /> How to assess, communicate and manage uncertainty and risk with Agility? <a href="http://blogs.ugidotnet.org/luKa/archive/2015/03/22/how-to-assess-communicate-and-manage-uncertainty-and-risk-with.aspx">link</a><br /> RT <a href="https://twitter.com/@cyetain">@cyetain</a>: </span><span style="font-family: Verdana;"><span style="font-family: Verdana;"><a href="https://twitter.com/@lukadotnet">@lukadotnet</a></span> The important estimates are the ones that point out where the uncertainty lies (2/2) <a href="https://twitter.com/@kjscotland">@kjscotland</a></span><span style="font-family: Verdana;"><br /> RT <a href="https://twitter.com/@henrikkniberg">@henrikkniberg</a>: When developing, I have only 3 feature sizes. Small (&lt; 1 day). Medium (1-2 days). Large (too big, must be broken down).</span><span style="font-family: Verdana;"><br /> A tight deadline is just a simple reassuring problem.The real&amp;complex one is 'are we building the right product,will users/market like it?'</span><span style="font-family: Verdana;"><br /> “making promises to deliver sw by December, when engineers had said it wouldn’t be ready until April" sound familiar? <a href="http://evolver.fm/2012/03/02/beyond-oblivion-how-a-promising-music-startup-imploded/">link</a><br /> 1) Promise something you can't honor 2) Finalize the sell 3) Delegate someone else to keep your promise. Mmmh  <a href="https://www.linkedin.com/pulse/how-sell-anything-anybody-bruce-kasanoff ">link</a></span><span style="font-family: Verdana;"><br /> Estimation is Evil <a href="http://pragprog.com/magazines/2013-02/estimation-is-evil">link</a> &amp; The #NoEstimates Movement <a href="http://xprogramming.com/articles/the-noestimates-movement/">link</a> by </span><span style="font-family: Verdana;"><a href="https://twitter.com/@RonJeffries">@RonJeffries</a></span> </span></p> </div> <p> </p> </span><img src="http://blogs.ugidotnet.org/luKa/aggbug/102052.aspx" width="1" height="1" /> Luca Minudel http://blogs.ugidotnet.org/luKa/archive/2015/10/03/product-owner-role-tweets-selection.aspx Sat, 03 Oct 2015 02:31:26 GMT http://blogs.ugidotnet.org/luKa/archive/2015/10/03/product-owner-role-tweets-selection.aspx#feedback http://blogs.ugidotnet.org/luKa/comments/commentRss/102052.aspx http://blogs.ugidotnet.org/luKa/services/trackbacks/102052.aspx Truth & Reality: in general, in IT, and in Computer Science Progettazione Software Team Work http://blogs.ugidotnet.org/luKa/archive/2015/09/17/truth-in-computer-science-in-it-in-general.aspx <span style="font-family: Verdana;"><img src="https://image-store.slidesharecdn.com/bb154c10-198c-4592-b7f8-db033e2a891d-original.jpeg" style="width: 310px; height: 297px;" alt="" vspace="10" hspace="10" border="0" align="left" /><br /> <br /> <br /> This is a selection of tweets about truth &amp; reality, ideology, cult, orthodoxy and prejudices - </span><span style="font-family: Verdana;"><span style="font-family: Verdana;">in general, </span>in IT and in CS</span><span style="font-family: Verdana;"><span style="font-family: Verdana;">, </span><a href="https://twitter.com/lukadotnet">from 6000+ tweets posted in 6 years</a>. With minor edits to increase readability.<br /> <br /> <br /> Suggests additional tweets and comments, here and on <a href="https://twitter.com/lukadotnet/status/640251211959136256">twitter</a>. I'll add them to the list.<br /> <br /> <br /> <br /> <br /> <br /> <br /> <br /> <br /> <br /> <br /> <br /> <br /> <br /> <br /> </span> <br /> <span style="color: rgb(255, 255, 255);"><span style="background-color: rgb(51, 102, 255);">  <span style="font-weight: bold;">TRUTH    </span></span></span><br /> <span style="text-decoration: underline;">What's art, what's not? What's good, what's not? What's right, what's not? What's true, what's not?  And who decides?</span><br /> Philosophy is a handbook of life, Andrea Camilleri - <a href="https://en.wikipedia.org/wiki/Andrea_Camilleri">https://en.wikipedia.org/wiki/Andrea_Camilleri</a><br /> Social constructionism study the ways in which individuals and groups participate in the construction of their perceived social reality<br /> Consensus theory holds that #truth is whatever is agreed upon by some specified group<br /> Consensus reality is that which is generally agreed to be reality, based on a consensus view.<br /> W.James's Pragmatic theory of truth:a quality the value of  is confirmed by its effectiveness when applying concepts to actual practice<br /> Knowledge between truth and belief: <a href="https://commons.wikimedia.org/wiki/File:Classical_definition_of_Kno.svg#/media/File:Classical_definition_of_Kno.svg">image</a><br /> Superstition: the belief on imaginary cause-effect relations<br /> Various theories and views of truth continue to be debated among scholars and philosophers - <a href="http://en.wikipedia.org/wiki/Truth">link</a><br /> <a href="https://twitter.com/giulio_vian ">@giulio_vian </a>have read that for most of the religions "truth" is transcendent; and each religion have a different representation of that<br /> Lying is a cooperative act,a lie has no power until someone else agrees to believe the lie. Pamela Meyer <a href="http://www.ted.com/talks/pamela_meyer_how_to_spot_a_liar.html">video</a><br /> <br /> <br /> <span style="color: rgb(153, 204, 0);"><br /> <span style="color: rgb(255, 255, 255);"><span style="background-color: rgb(153, 204, 0);">   <span style="font-weight: bold;">TRUTH &amp; VALUE-FRAME    </span></span></span></span><br /> Value pluralism:the idea that there are several values which may be equally correct and fundamental, and yet in conflict with each other<br /> Realized value system: contains exceptions to resolve contradictions b/w values in practical circumstances,Is what ppl tend to use in daily life<br /> Idealized value system:a listing of values that lacks exceptions,absolute.Absolutists:who hold to idealized value sys &amp; claim no exceptions<br /> Every value system, like the Agile one,  inevitably is incomplete, has some inconsistencies, contradictions and ambiguities<br /> On Value systems pluralism and Realized value system Vs #Lean or #Agile cult/ideology: <a href="http://blogs.ugidotnet.org/luKa/archive/2012/10/14/why-you-should-not-be-an-agilist.aspx">link<br /> </a> <br /> <br /> <br /> <span style="color: rgb(255, 255, 255);"><span style="background-color: rgb(255, 102, 0);">   <span style="font-weight: bold;">RELIABLE SOURCES OF TRUTH    </span></span></span><br /> When validity of a concept is based on faith on the Master,who prove Master's correctness? When 2 Masters disagree, who decide who's right?<br /> Validity of a theory can't be proved by consensus except for cults &amp; superstitions.While magic &amp; any suffic adv technology are on their own league<br /> RT <a href="https://twitter.com/demingSoS">@demingSoS</a>: "Do not believe anything because I have told you so. Only believe it when you have tested it for yourself." Buddha<br /> RT <a href="https://twitter.com/TheBuddhaNature">@TheBuddhaNature</a>: "Believe nothing, no matter where you read it or who said it, no matter if I said it." ~Buddha<br /> RT <a href="https://twitter.com/MarkGraban">@MarkGraban</a>: When somebody says "I am a professor" and therefore can't be argued with... they aren't a very good professor.<br /> <a href="https://twitter.com/giulio_vian ">@giulio_vian</a> The difficult one, choosing Masters that encourage to develop personal insights rather than to subscribe to one given truth<br /> Can you imagine a scientific field where validity of an hypothesis is decided by the proposing scientist's popularity &amp; the current trend?<br /> While your opinion, belief,intuition,feeling can be right you need facts,evidences,arguments to share it,discuss it,improve it with others<br /> <br /> <br /> <span style="color: rgb(255, 204, 0);"><br /> <span style="color: rgb(255, 255, 255);"><span style="background-color: rgb(255, 153, 0);"><span style="font-weight: bold;">  TRUTH AND OPENNESS    </span></span></span></span><br /> Openness <a href="https://en.wikipedia.org/wiki/Openness">https://en.wikipedia.org/wiki/Openness</a><br /> The beginning of wisdom is found in doubting; by doubting we come to the question,and by seeking we may come upon the truth - Pierre Abelard<br /> RT <a href="https://twitter.com/cyetain">@cyetain</a>: "Doubt is not a pleasant condition, but certainty is absurd."- Voltaire<br /> RT <a href="https://twitter.com/TheBuddhaNature">@TheBuddhaNature</a>: "The truth you believe and cling to, makes you unavailable to hear anything new." ~ Pema Chodron<br /> All models, frameworks &amp; well established knowledge may blind us when facing raw talent, unconventional approaches, creativity &amp; innovation<br /> "There always are 2 options:A)Disagree B)Learn something new. Smart people usually try option B multiple times first. It's called Listening"<br /> Explore the unknown,learn a new thing,try something different,cross a border,build a bridge,connect the dots in unprecedent ways,be a pioneer<br /> What we know, what we believe to know, what we know and is wrong, what we don't know, what is uncertain, what change, what we'll never know<br /> Self-transcendence, Openness to change, Self-enhancement, Conservation <a href="http://twitter.com/lukadotnet/status/472745476513861632/photo/1">image</a><br /> RT <a href="https://twitter.com/DerailleurAgile">@DerailleurAgile</a> The six blind men and the elephant <a href="http://blogs.ugidotnet.org/luKa/archive/0001/01/01/the-six-blind-men-and-the-elephant-again.aspx">link</a> // This is also known as cognitive bias. via <span style="font-family: Verdana;"><a href="https://twitter.com/lukadotnet">@lukadotnet</a></span> HT <a href="https://twitter.com/YannPdeM">@YannPdeM</a><br /> RT <a href="https://twitter.com/migueldeicaza">@migueldeicaza</a>: "opinion without experience is called prejudice" by <a href="https://twitter.com/natfriedman">@natfriedman</a><br /> "Prejudice has 2 characteristics: 1)Everyone has prejudices 2)Nobody realizes that they are prejudiced"-<a href="https://twitter.com/RisingLinda">@RisingLinda</a>: <a href="http://www.infoq.com/articles/Who-Do-You-Trust-Linda-Rising">link</a><br /> When intuition is to put an experience into a known sys of thought/theory instead of expanding the boundaries of understanding, is prejudice<br /> When dealing with unknowns with a limited time to decide, a #belief is called #intuition. Over a long period is called #superstition<br /> When dealing with principles at some point you will most likely face the choice of being pragmatic/contextual vs ideological/maximalist<br /> <a href="https://twitter.com/giulio_vian ">@giulio_vian</a> A principle imply judgement of situation,evaluation of context,dealing w/ exceptions. Ideology is absolutist, totalitarian<br /> To be cynical is to submit fully to an ideological structure despite knowing better - Slavoj Zizek.  What ideology are you submitting to?<br /> RT <a href="https://twitter.com/LeanVoices">@LeanVoices</a>: The arrogant man thinks he is entirely right and never wrong, the wise man knows he is often wrong and never<span class="st"> entirely right. <br /> </span>"Arrogance: believing you know the *right* answers better than any other. Confidence: knowing that you can cope with what will be."<br /> "Confidence of knowing the right answer is arrogance in disguise. Real confidence is knowing to be able to cope with what will be."<br /> Arrogance often indicates loss of contact w/ reality,affect learning,was considered the greatest crime of ancient Greek <a href="http://en.wikipedia.org/wiki/Hubris">link</a><br /> IMHO good consultants are those who can be confident without being arrogant, who have initiative without lacking empathy &amp; ability to listen<br /> When arrogance meet lack of empathy, groupthink is just one step away. Add a dash of violent communication &amp; bullying is just one step away.<br /> Mastering the art of being humble toward unknowns and experts, and at the same time seamlessly being courageous with plenty of initiative<br /> <br /> <br /> <span style="color: rgb(255, 255, 255);"><span style="background-color: rgb(128, 0, 128);"><br /> <span style="background-color: rgb(204, 153, 255);">  <span style="font-weight: bold;">POWER &amp; TRUTH    </span></span></span></span><br /> How discipline, community, action and vision can lead to a disaster <a href="http://en.wikipedia.org/wiki/The_Third_Wave">link</a><br /> False statements that support the power structure of the hierarchy get precedence over true statements that put the power struct in question<br />  ... from S. Denning about struggle between power and truth<br /> Facing an inconvenient truth can be harder than reveling an inconvenient truth #transparency<br /> There is no tech argument that can be decided by authority except in religion, in politic, in sects, in authoritarian &amp; totalitarian regimes<br /> having the authority to decide does not imply bening authoritative<br /> <a href="https://twitter.com/ZJemptv">@ZJemptv</a> what you call critique could be moralism: judging someonelse behaviour based on own subjective values &amp; morality  <a href="https://twitter.com/coreyhaines">@coreyhaines</a><br /> Moralist is someone who judges others according to his/her own values &amp; beliefs &amp; doesn't recognize to others the right to choose their own<br /> What if #Agile #Orthodoxy is used as a weapon to oppose disagreement and dissent in support of some1 authoritativeness? <a href="http://blogs.ugidotnet.org/luKa/archive/2012/10/27/recognizing-and-accepting-what-we-dont-know-about-professional-software.aspx">link</a><br /> Critical thinking and independent judgment over the cult of personality and cult leaders: The 5th value of the #Agile Manifesto<br /> <a href="https://twitter.com/ImaginaryTime">@ImaginaryTime</a> that move the focus from the cult of personality (of the master) to the scientific method to objectively demonstrate a theory<br /> <a href="https://twitter.com/ramtop">@ramtop</a> yep forgot self-appointed high priests of agile methodologies &amp; their churches.After all IT too deserve its Scientology... or not?<br /> RT <a href="https://twitter.com/RonJeffries">@RonJeffries</a>: <a href="https://twitter.com/agilemanager">@agilemanager</a> do you imagine, somehow, that dragging agile down with misstatements will somehow make your ideas taller?<br /> <br /> <br /> <br /> <span style="background-color: rgb(51, 102, 255);"><span style="color: rgb(255, 255, 255);"><span style="font-weight: bold;">  TRUTH IN IT &amp; COMPUTER SCIENCE    </span></span></span><br /> RT <a href="https://twitter.com/LeanVoices">@LeanVoices</a>: You might be entitled to your own opinion but you are not entitled to your own facts. R Dawkins<br /> Distinction between exact sciences &amp; humanities, demarcation problem b/w science &amp; pseudoscience: good to know for software production pros<br /> Exact science <a href="http://en.wikipedia.org/wiki/Exact_science">link</a> Humanities <a href="http://en.wikipedia.org/wiki/Humanities">link</a> Demarcation problem <a href="http://en.wikipedia.org/wiki/Demarcation_problem">link</a><br /> <a href="https://twitter.com/jchyip">@jchyip</a> <a href="https://twitter.com/marick">@marick</a> and at the same time science progress also with help by unproven conjectures and intuitions <a href="https://watertank.livejournal.com/788012.html">link<br /> </a>RT <a href="https://twitter.com/LeanVoices">@LeanVoices</a>: There is a world of difference between those who seek the truth and those who want to win a debate at the expense of truth.<br /> <a href="https://twitter.com/tobiasmayer">@tobiasmayer</a> Can we say is Dogma-free when each rule have a purpose and when the beliefs are supported by facts? <a href="https://twitter.com/OlafLewitz">@OlafLewitz</a> <a href="https://twitter.com/waynerpalmer">@waynerpalmer</a><br /> proven facts/data, subjective perspectives, personal opinions &amp; preferences, science/engineering,politic,religion/cult, superstition,trend<br /> In pub talks belief and opinions suffice. (SW) Engineers instead should use facts, evidences and good arguments<br /> Science uses external reviews &amp; experiment replication. What about  methodologists that use only data from their own projects, is it enough?<br /> Case-based reasoning, Retrieve-Reuse-Revise-Retain: turning anecdotal evidence into science? <a href="http://en.wikipedia.org/wiki/Case-based_reasoning">link</a><br /> Professional software development between science, sound experience and beliefs: <a href="http://blogs.ugidotnet.org/luKa/archive/2013/09/14/professional-software-development-between-science-sound-experience-and-beliefs.aspx">link</a><br /> Many ways of looking at Software development, from software religions to computers programming: <a href="http://blogs.ugidotnet.org/luKa/archive/2012/05/24/many-ways-of-looking-at-software-development.aspx">link</a><br /> Free yourself from cargo cult software development, recognize the unknowns in professional software production <a href="http://blogs.ugidotnet.org/luKa/archive/2012/10/27/recognizing-and-accepting-what-we-dont-know-about-professional-software.aspx">link</a><br /> #SoftwareAdvertising is tools vendors &amp; consultants advertising themselves w/ smoke&amp;mirrors as opposed to sharing valuable content/insights<br /> #SoftwareFashion is about following new trends as opposed to developing mastery in one area and develop useful evolution<br /> #SoftwarePolitic is about collecting consensus &amp; search for supporters as opposed to searching for solutions that actually works well enough<br /> #SoftwareSuperstition is about counting on unproven cause-effect relationships as opposed to empirical evidences, proven facts,real data<br /> #SoftwareReligion is about believing something as opposed to having experienced it hands-on directly<br /> IT magic: where people love superstitions, illusions, silver bullets, magic tricks over professionally expertise competence and perseverance<br /> IT religion: where people love opinions beliefs rituals sermons tribal belonging over facts, evidences, good arguments, hands-on experience<br /> IT fashion: where people love the newest and the trendy! Yesterday science/progress/discoveries are outmoded<br /> <a href="https://twitter.com/migueldeicaza">@migueldeicaza</a> <a href="https://twitter.com/natfriedman">@natfriedman</a> opinion not based of facts/evidence is called superstition or arrogance<br /> <a href="https://twitter.com/migueldeicaza">@migueldeicaza</a> <a href="https://twitter.com/natfriedman">@natfriedman</a> opinion based only on own idea and point of view is called conservative narrow minded<br /> <a href="https://twitter.com/migueldeicaza">@migueldeicaza</a> <a href="https://twitter.com/natfriedman">@natfriedman</a> opinion based only on previous experiences is called preconceived idea<img src="http://blogs.ugidotnet.org/luKa/aggbug/102043.aspx" width="1" height="1" /> Luca Minudel http://blogs.ugidotnet.org/luKa/archive/2015/09/17/truth-in-computer-science-in-it-in-general.aspx Thu, 17 Sep 2015 10:39:24 GMT http://blogs.ugidotnet.org/luKa/archive/2015/09/17/truth-in-computer-science-in-it-in-general.aspx#feedback http://blogs.ugidotnet.org/luKa/comments/commentRss/102043.aspx http://blogs.ugidotnet.org/luKa/services/trackbacks/102043.aspx