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It is not the critic who counts; not the man who points out how the strong man stumbles, or where the doer of deeds could have done them better. The credit belongs to the man who is actually in the arena, whose face is marred by dust and sweat and blood; who strives valiantly; who errs, who comes short again and again, because there is no effort without error and shortcoming; but who does actually strive to do the deeds.
— teddy roosevelt
like a ninja
like a samurai?
like a ninja samurai!
process and tools over individuals and interactions
documentation over working software
contract negotiation over customer collaboration
designing and following a plan over responding to change
let's dig deeper.
you know you're "enterprisey" if ...
you don't know that you're a software company.
Subversive Content Ahead
This advice is intended for full-time employees in non-agile circumstances.
This presentation represents my personal experience.
My views do not represent the views of Pivotal Labs, and I recommend that consultants ignore everything I'm about to say.
success is going to be a long, hard slog.
"do, or do not. there is no try."
When dealing with people, remember you are not dealing with creatures of logic, but creatures of emotion.
— dale carnegie
If he fails, at least fails while daring greatly, so that his place shall never be with those cold and timid souls who neither know victory nor defeat.
— teddy roosevelt
... give feedback,
... answer "why?"
... and lead you to the simplest thing that could possibly work.
... proxy (imperfectly) for user feedback,
... try hard to answer "why?"
... try to lead you the simplest thing,
... and act as a BS filter.
In the absence of real users,
there will be bikeshedding.
practice useful non-confrontational phrases:
working with people on their own terms
some people you'll be able to work with,
and some people will make it hard for you.
include in your estimates:
an experiment or "spike" with a goal to: