Quote: Walking skeleton definition A “walking skeleton” is an implementation of the thinnest possible slice of real functionality that we can automatically build, deploy, and test end-to-end. -- Alistair Cockburn (src: Book_ Growing Object Oriented Software, Guided By Tests - Steve Freeman & Nat Pryce) (origin: [Cockburn04]) keep the skeleton’s application functionality so simple that it’s obvious and uninteresting For example, for a database-backed web application, a skeleton would show a flat web page with fields from the database....

(https://www.youtube.com/watch?v=3vX2iVIJMFQ) anecdote: vietnam war overwhelming victories for USA lost the war Book: Finite and Infinite Games - James Carcey If you have at least one competitor, you have a game Model_ finite vs infinite games When you play an infinite games, with finite rules. You race through your recourses and will infinite games: marriage friendships global politics business When you play an infinite game with finite mindset decline of trust decline of cooperation decline of innovation anecdote: apple vs microsoft...

I was working in a new project that had a microservice architecture at TomTom since January. I was enrolled in the Course_ Cloud Native Entrepreneur - Patrick Lee Scott since December. In this course he teaches about cloud native (microservices and devops) and entrepreneurship. I was thinking about solving my problem of better highlighting / note-taking while reading. I enrolled in the Course_ Advanced Distributed System Design - Udi Dahan where I picked up the idea that deciding which things are deployed on the same machine can be decided later Oh and a year I learned CQRS and eventsourcing, mainly from Greg Young’s materials...

https://martinfowler.com/articles/agileFluency.html Lens: Model_ estimates in Agile Fluency Lens: Model_ team composition in Agile Fluency

A couple of us in the team wanted to experiment with slicing stories smaller. And hammering out some of the details about complexity. So we came up with slicing smaller. At the time we were working a bit less as a team than we wanted to. So we wanted to add something to prevent pushing ideas through without the buy-in from the entire team. So we added another part to the challenge....

In Model_ 3 stages of relational dependence there are 3 stages of dependency. Dependent Independent Interdependent The first stage and the third are often confused It’s even said that people going from independent to Interdependent “fear they’re going backwards”. While this is only natural progression. Model_ Agile Fluency with relation to estimates Lvl1 estimates not possible Lvl2 estimates possible / easy Lvl3 estimates not valuable, just work on the next most valuable thing (team knows what that is, because they have the market knowledge) At fluency 1 there is not enough stability in the system to make estimates....

While I was walking this morning, I suddenly connected 2 ideas. Quote_ win a beautiful game Model_ company success = business + technology + personal success To win a beautiful game. That is what I’m looking for in my career. Long-term business success is a beautiful game. And it requires: business success technology success personal success In my career as a software developer, I focus mainly on (2) technology success. That is where many of my quests come from:...

The hero stories I’m talking about are described in Model_ hero stories to get the real culture. The summary is that the stories people tell, are a very good indication of what the culture values. But what if we flip this around? We select and search out stories that match certain values. And we keep telling those stories to newcomers and regulars alike. Say you want your culture to value ‘openness / transparency’ more....

I make the distinction between a team a a workgroup. For many team means people I work with people who work on the same thing people who report to the same manager I call all that a workgroup To call it a ‘real’ team, I need the following aspects: we take decisions together we want to collaborate on tasks we share ownership of everything we do Indications of a non-team workgroup:...

Known cost: extra checking, extra work Hidden cost: no learning, no improvement We can’t know in advance if a potential problem is real or imagined. The only way to know it to not prevent it, and monitor whether it happens. If we always try to solve all potential mistakes before they happen, we will never know which actually happen, and which didn’t. Preventing a potential problem that won’t actually occur, is waste....