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Lots of our people have lots of opinions. Here are just a few of them

ThoughtWorks embraces the individuality of the people in the organization and hence the opinions expressed in the blogs may contradict each other and also may not represent the opinions of ThoughtWorks.

MVP and Remaining Required Product

I have been applying the lean MVP approach for product delivery in many organizations; from startups and smaller ventures to large corporations. Lately I came to the realization that large corporations have a tendency to track requirements or product plans way beyond the MVP. The minimum viable product is very well suited for small and […]

Paulo Caroli
2 March 2015

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Bliki: BeckDesignRules

Kent Beck came up with his four rules of simple design while he was developing ExtremeProgramming in the late 1990's. I express them like this. [1]

  • Passes the tests
  • Reveals intention
  • No duplication
  • Fewest elements

The rules are in priority order, so "passes the tests" takes priority over "reveals intention"

Kent Beck developed Extreme Programming, Test Driven Development and can always be relied on for good Victorian facial hair for his local ballet.

The most important of the rules is "passes the tests". XP was revolutionary in how it raised testing to a first-class activity in software development, so it's…

Martin Fowler
2 March 2015

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Validity of Electronic Signatues in India; Its legal requirements


Recently we received an email from one of the prospective clients for executing (signing) a non-disclosure agreement (which came as an attachment to the mail) by just sending a “yes, I agree” reply to the email. We felt this approach as an over simplification of a due process of execution and just a mail confirmation is not a fool proof mechanism for either of the parties to prove a contractual obligation. Also, it raises certain fundamental questions: Is this approach acceptable to an organization from compliance (and a subsequent audit) perspective? Most importantly, whether a simple mail confirmation is a

Suresh Babu
1 March 2015

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Activist Investing in Strategic Software

A few years ago, I felt I had enough experience - and had put enough thought into the matter - to write a book on governance in software development. I had observed that most tech firms and captive IT organizations are largely left to self-govern, and both are pretty light touch about it. I had also observed that governance is widely misunderstood and the term is used in technology in a lot of different ways, almost universally incorrectly. With more ambitious investments being made in software and the success rate of large projects not improving terribly much, the need for…

noreply@blogger.com (Ross Pettit)
28 February 2015

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Back to back

Back to back is a fun energetic activity with a strong and simple message about collaborative work. Running the activity Instruct the participants to find a pair of similar size[...]

Paulo Caroli
27 February 2015

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markdown – Casa do Código

Recomendo a Casa do Código para gerar e publicar seu próximo livro! Segue abaixo uma pequena lista de dicas de markdown que usei enquanto gerava o livro Thoughtworks Antologia Brasil. Capítulo: [chapter nome do capítulo] Seção: [section nome da seção] Referência: coloca um [label chapter-1] na definição do capítulo e depois usa [ref-label chapter-1] Itálico: […]

Paulo Caroli
26 February 2015

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Announcing Infrastructure as Code: the book

I’ve worked with many infrastructure teams who’ve adopted virtualization, cloud, and automated configuration tools, but struggle to keep everything patched, consistent, and generally as well managed as they’d like. I’ve also worked with many teams who’ve found very effective ways to work with these technologies, and met and spoke with many others besides. I’ve decided to share what I’ve learned from these teams in book form, and O’Reilly publishing have agreed to publish it!

We should have an early release available in the next few weeks, with a draft of the first three chapters of the book. We’ll then put…

kief.com
25 February 2015

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Hubris versus Humility and the Search for Adaptive Leadership

The most extreme case of hubris in recent memory involved the leaders of Enron. As an Amazon review says, “They make a mockery of conventional accounting practices and grow increasingly arrogant and blind to their collective hubris.” (The Smartest Guys in the Room, Bethany McLean and Peter Elkind). Hubris, from the Greek, defines a sense […]

The post Hubris versus Humility and the Search for Adaptive Leadership appeared first on Jim Highsmith.

Jim
23 July 2014

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Mountain Station

Mountain Station

adams.co.tt blog
21 February 2015

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Coles Bay

Coles Bay

adams.co.tt blog
21 February 2015

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Singapore

Singapore

adams.co.tt blog
21 February 2015

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adams.co.tt blog
21 February 2015

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Longji

Longji

adams.co.tt blog
21 February 2015

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Visual retrospective prime directive

Playing around with how to visually represent Norm Kerth's Retrospective Prime Directive:


Jason Yip
21 February 2015

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Retreaded: ConversationalStories

Retread of post orginally made on 04 Feb 2010

Here's a common misconception about agile methods. It centers on the way user stories are created and flow through the development activity. The misconception is that the product owner (or business analysts) creates user stories and then put them in front of developers to implement. The notion is that this is a flow from product owner to development, with the product owner responsible for determining what needs to be done and the developers how to do it.

A justification for this approach is that this separates the responsibilities along the lines…

Martin Fowler
19 February 2015

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Experiences from webinar on "Build the 'right' regression suite using Behavior Driven Testing (BDT)"

I did a webinar on how to "Build the 'right' regression suite using Behavior Driven Testing (BDT)" for uTest Community Testers on 18th Feb 2015 (2pm ET).

The recording of the webinar is available here on utest site (http://university.utest.com/recorded-webinar-build-the-right-regression-suite-using-behavior-driven-testing-bdt/).

The slides I used in the webinar can be seen below, or available from slideshare.



Here are some of my experiences from the webinar:
  • It was very difficult to do this webinar - from a timing perspective. It was scheduled from 2-3pm ET (which meant it was 12.30-1.30am IST). I could feel the fatigue in my

noreply@blogger.com (Anand Bagmar)
18 February 2015

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培训的定位

有同事说他加入公司之前几乎不读书,入职后发现社交的主题全是书,为了寻找话题,他稀里糊涂的也读了不少书,最后居然也养成了爱好,这就是环境的力量。我也体会过环境带来的压力,在加入ThoughtWorks的前4,5年,周围优秀的同事压的我喘不过气来,他们即树立了目标又制造了压力,这些压力则成为倒逼自己成长的动力。这种压力随着团队变大往往会出现衰减,生动的故事和鲜活的同事形象随着团队变化会逐渐变为刻板的宣讲和陌生的名字,这样,接受者就很难被鼓舞,很难感受到压力也行动的意愿也会变低。 为了解决成长问题,有同事试图用培训解决问题,夜校、OO Bootcamp、ThoughtWorks Immersion等逐渐被设计出来,我自己也是其中很多培训的讲师,从个人感受来看,讲课、调动课堂气氛都不难,难的是难以评价学习后的效果,学员学到了知识嘛?他们有所改变吗?想想看,各种学习资料现在唾手可得,一个人如果四年都没在大学学到什么,我凭什么可以用给他们带来改变?如果自己最宝贵的经验来自于工作的磨练,我又凭什么认为苦口婆心的宣讲会带来思维上的转变? 改变周围环境的强烈愿望以及过去经历带来的质疑,这种冲突逼迫我更深入的思考培训这件事儿。 培训方向 一个组织应该提供什么培训? 《2014年中国培训行业调研报告》显示,全部企业的投入主要集中在领导力、营销、技术、讲师培训、基础素质5类: 具体到某个企业,它必然受到资金和精力的限制,不可能通盘开展所有培训,它又如何制定培训的策略呢? 我的看法是培训必须紧紧围绕企业战略与领导力。 战略定义了企业要做什么,它代表了企业资源的倾斜方向。作为智力资源和资金的综合体现,培训也必须具备服务战略的思维,必须学会与业务部门紧密配合,切忌另起炉灶。否则非常容易犯“为培训而培训”的错误,幸福课,交流课之类鸡汤课大行其道,正是培训脱离业务的症状,报告也显示“培训与业务脱节”位列挑战第二位: 发展是所有组织共同的战略,围绕着领导力的培训也是战略的体现。拉姆查兰的《领导梯队》总结了领导力发展的七个阶段: 管理自我:学会成为合格的个人贡献者,对能力的要求主要是专业化与职业化,从而能在计划的时间内完成任务,通过不断提高个人技能,在岗位上做出更大的空闲。 管理他人:学会把时间用于帮助他人、制定计划、教练与辅导。他们不仅自己要成为出色的业务专家还必须学会帮助他人高效工作。 管理经理:学会发现、选拔人才,分配管理工作,评估以及教练,学会超越小集团的利益考虑全局性战略。 管理职能部门:学会与其它部门团结协作,同时还能争取资源完成工作,还要学会制定战略。 管理事业部:学会制定并完成季度利润、市场目标、产品计划和人员管理目标,同时兼顾未来3~5年目标的实现。 集团高管:学会资金的调拨和人员配置的战略规划;学会培养事业部主管;学会评估业务的投资组合策略;学会评估自己。 首席执行官:学会从管理技能到经营理念的转变。 领导力培训必须避免眉毛胡子一把抓,根据自己的业务模式和企业文化规划领导力培训的投入方式,譬如很多企业强调扁平化,相应的,其管理方法就是管理下沉,要让决策和执行都在一线进行,那么帮助一线经理理解财务现状、公司政策以及提升领导力就必须成为培训重点。 培训无用论 把脏兮兮的汽车开进洗车店,开出来的时候车会变的干干净净。我们对培训的期待也往往是类似的:“培训可以让人胜任”。当发现培训无效时,我们的反应往往是:是不是投入不够?是不是讲师不好?是不是讲课方式不够先进?我们有没有想过培训也许根本是无用的? 员工学习成长90%来自于正式课堂之外:《The Career Architect Development Planner》一书中Michael M. Lombardo提出了著名的70-20-10原则:学习成果70%来自于工作历练;20%来自人际互动;10%来自课堂学习。这意味着无论课堂学习多完美,其对人的实际影响都可以忽略不计。 企业的问题90%都不是培训可以解决的:戴明在《戴明论质量管理》中提到94%的问题是系统导致的,他还提出“管理者不想了解或改善系统,却想通过训练员工或者激励员工得到更好的结果”。无论是对培训的依赖还是指责,都可能由于不了解系统的管理者误以为改善员工就等于改善系统。 员工90%的发展责任应该由直接主管承担:现代社会岗位本身的变化太快,一项技术从引起关注到投入使用再到衰落也许就是2年的光景,对于课程设计者来说,往往刚意识到趋势,还没来得及设计、推广课程,课程已经就落伍了。通过培训提高胜任力从这个角度看也是不可实现的。可以说,由员工的直接主管来负责发展是无奈的选择也可能是唯一可行的选择。 培训是战略转型的手段 如果培训无用,组织是否还需要投入资源进行培训? 怎么投入? 我们先来澄清培训这个概念。假如培训就等于上课,那确实没有投入的必要,花大量精力去抓10%的提升得不偿失。但如果重新丰富培训的内涵,把上课当作培训的一小部分,把培训定位为战略战略转型,那确实大有投入的必要,《将培训转化为商业结果》把这个过程定义为6D: 定义(Define)业务影响:从仅仅定义学习目标到定义学习后带来的业务收益以及如何衡量这些受益。 设计(Design)完整的培训体验:从仅关注课程到关注课程宣传、报名登记、课前准备、教学、学习转化以及获得收益的整个体验。 学以致用(Deliver):超越“下课”即培训结束,从一开始就要考虑好课程后学生应当如何实践。 驱动(Drive)学习转化:业务和培训相结合,通过制度设计让主管领导对学习转化负起责任。 实施(Deploy)绩效支持: 提供学员在学习转化中所需的材料、系统和人力,并且度量转化结果。 记录(Document)结果:从记录“课堂满意度”到记录业务收益和绩效改善。 传统的领导力学习往往利用振奋人心的演讲让学员明白领导力的重要性,掌握一些学习工具与方法,下课即完成学习。而按照6D设计的领导力学习可能是这样的: 定义(Define)业务影响:通过领导力课程提升一线经理的领导能力,增加杠杆,提升2个点毛利。 设计(Design)完整的培训体验:召集有潜力的一线经理,不仅设定学习目标,也设定好他们在后面工作中面临的挑战。 学以致用:培训伊始就考虑好对接项目,已经开始运作适合候选人的下一个充满挑战的项目。 驱动学习转化:告知学员下一任直线领导学员目前的学习状态、特长以及缺点,要求领导在未来的项目中针对某些缺陷进行教练工作。 实施(Deploy)绩效支持:度量结果,通过这样的课程,多少学员可以带更多的新人?多少学员可以让新人成长的更快? 记录(Document)结果:在某个阶段对学生的工作做出总结,记录整个学习花费的时间以及产生直接与间接价值,思考这些价值是否值得。 这就要求培训部门必须和业务部门紧密的合作在一起,围绕着业务目标展开工作。党校与挂职锻炼正是符合了6D模式的领导力发展计划。 其它设计原则 TWI课程是针对社招员工的培训课程,定期向全球的社招员工提供培训服务,几年前,因为协调学员上课太困难而被取消了,为了培训必要的工作方法和理念,有同事在中国区复活了这个课程,并运转至今。最近T项目提出想在西安自己开发简版TWI课程,原因是TWI课程开课间隔太长,项目上等不及,他们希望及早灌输基本工作习惯和理念。 这是培训“下沉”的典型的案例,这也是我想提到的一个设计原则: 90%的培训必须“下沉”,我们需要纠正花精力以集中授课的形式培训新员工的行为,集中授课就必然做不到及时,难以响应业务需求。除此之外,课堂学习本来效果就有限,如果直接领导再因此思想上变成“等、靠、要”,卸下培养人的担子,组织的长期发展也会受到影响。 对新员工的学习教导必须下沉到一线,由师傅、一线经理直接负责,而公司从直接培训新人转为设计材料、培训师傅。譬如新员工不会用git,公司的责任不应该是定期教新员工学git,而是去教师傅们如何有效的教授git技能,如何辨别新人是否掌握了技能。 …

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我是胡凯
17 February 2015

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Refactoring code that accesses external services

When I write code that deals with external services, I find it valuable to separate that access code into separate objects. Here I show how I would refactor some congealed code into a common pattern of this separation.

more…

Martin Fowler
17 February 2015

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Web Tech: An Accidental Abomination

The modern web is an amazing piece of technology. It is a platform for connecting people and technology in a way few imagined. This would never have happened by attempting to design it all up-front. As an industry, we have really started to care about the design of applications: from the implementation to the user’s experience. This is genuinely great, and I’m proud to use this tech to build apps. I’m also excited at the efforts of really smart people to improve this world. But as I’ve mentioned, I think the current stack is an abomination. Especially for people…

Giles Alexander
16 February 2015

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Mission is more than just the direction of the product

Jason Yip
15 February 2015

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