Model

something that has happened in the past that is relevant to the business (src’s src: from summary book Eric Evans (not the blue book) ) (src: Video_ Design Heuristics - Mathias Verraes - KanDDDinsky 2018)

Model: how beliefs are formed Hear Believe (check) Hearing is believing Hearing is confirming Fake news does not change beliefs, but it confirms/entrenches already existing beliefs (src: Book_ thinking in Bets - Annie Duke)

decision quality != decision outcome resulting happens when you mix those two Is driving a good or bad decision? You’re drunk, you drive, you have an accident -> bad You’re drunk, you drive, you get home safely -> good You’re sober, you drive, you have an accident -> bad You’re sober, you drive, you get home safely -> good If you answered bad / good as above, you were resulting. You conflated decision outcome with decision quality...

Model: 3x for estimates “No estimates” idea is great or bad depending on which phase you’re in explore: estimates are waste -> great idea in exploration, because you’ve never done it before -> estimate is just a guess, no value, wasted effor expand: (not mentioned in talk) extraction: -> estimates are important data for making decisions -> do I do project A or project B -> estimates are useful input for ROI...

(src: Course_ ADSD - Fallacies of Distributed Computing) role: Business Analist role: Architect role: Project Manager Estimates Given a - well-formed team (worked together) - with required skills (has done such things before) - of size S I like how estimates formulated this way, drive Proof-of-Concepts with the sole focus of getting better estimates. This then lowers risk & variability by shifting that to the beginning of the project....

Lens: Estimates Focusing - not possible Delivering - possible / easy Optimising - not valuable At Focusing (zone 1) there is not enough stability in the system to make estimates. Hidden technical debt can pop up when working, delaying otherwise simple things. At Delivering (zone 2) there is wel maintained code. Little or no hidden bugs or nasty surprises. Previous work is representative of future. So it’s possible to do pretty accurate estimations....

Lens: Team Composition (1) Focusing developers testers operations security business expert business decision (2) Delivering developers testers operations security business expert business decision (3) Optimizing developers testers operations security business expert business decision (src: Model_ Agile Fluency)

why? - faster feedback - fit in sprint slice vertically → faster feedback only when makes sense & so it fits in a sprint (src https://www.youtube.com/watch?v=ZHtSogsF8Yc)

Explore Expand Extract Explore: This is in a startup phase You don’t know if anyone would use your product You want to run a lot of experiments as quick as possible. Focus: speed of experiments, time between idea and “is anyone interested” Expand: solve bottlenecks This is where you try to scale up your offering. But there are bottlenecks blocking you from doing that. Solving this bottleneck (just enough so that it is not the bottleneck anymore) is the most important thing to do....

Questions to Find People’s Native Genius What do they do better than anything else they do? What do they do better than the people around them? What do they without effort? What do they do without being asked? What do they do readily without being paid? (src: Book_ multipliers by liz wiseman)