Continuous improvement is based on balancing what we desire with the practicalities of time and effort. Continuous improvement gives us control of our changes and our situation, guided by feedback and reflection. But change is not always ours to control and, if we are honest, some changes are better carried out discretely than discreetly.

Change from outside can arrive gradually and then all at once. It can be a surprise because we could not have known, or it can be a surprise because we chose not to know. Most changes described as disruptive were there all along and, in truth, are only disruptive because of attitude and entrenchment. But whether the change forced upon is sudden and catastrophic because it is sudden and catastrophic or simply because we didn't know better, we may find that evolution is forced upon us.

How can we respond?

Continuous improvement is based on balancing what we desire with the practicalities of time and effort. Continuous improvement gives us control of our changes and our situation, guided by feedback and reflection. But change is not always ours to control and, if we are honest, some changes are better carried out discretely than discreetly.

Change from outside can arrive gradually and then all at once. It can be a surprise because we could not have known, or it can be a surprise because we chose not to know. Most changes described as disruptive were there all along and, in truth, are only disruptive because of attitude and entrenchment. But whether the change forced upon is sudden and catastrophic because it is sudden and catastrophic or simply because we didn't know better, we may find that evolution is forced upon us.

How can we respond?

Continuous improvement is based on balancing what we desire with the practicalities of time and effort. Continuous improvement gives us control of our changes and our situation, guided by feedback and reflection. But change is not always ours to control and, if we are honest, some changes are better carried out discretely than discreetly.

Change from outside can arrive gradually and then all at once. It can be a surprise because we could not have known, or it can be a surprise because we chose not to know. Most changes described as disruptive were there all along and, in truth, are only disruptive because of attitude and entrenchment. But whether the change forced upon is sudden and catastrophic because it is sudden and catastrophic or simply because we didn't know better, we may find that evolution is forced upon us.

How can we respond?

Continuous improvement is based on balancing what we desire with the practicalities of time and effort. Continuous improvement gives us control of our changes and our situation, guided by feedback and reflection. But change is not always ours to control and, if we are honest, some changes are better carried out discretely than discreetly.

Change from outside can arrive gradually and then all at once. It can be a surprise because we could not have known, or it can be a surprise because we chose not to know. Most changes described as disruptive were there all along and, in truth, are only disruptive because of attitude and entrenchment. But whether the change forced upon is sudden and catastrophic because it is sudden and catastrophic or simply because we didn't know better, we may find that evolution is forced upon us.

How can we respond?

Velocity. Sprints. More points, more speed

An obsession with speed often overtakes the core values of agile software development. It's not just development of software; it's development of working software. Sprints are not about sprinting; they're about sustainable pace. Time to market is less important than time in market. Full-stack development is normally a statement about technology, but it also applies to individuals and interactions. The full stack touches both the code and the world outside the code, and with that view comes responsibility and pause for thought. Doing the wrong thing smarter is not smart. The point of a team is its group intelligence not its numbers. Is scaling up the challenge, or is scaling down the real challenge?

The distraction and misuse of speed, velocity, point-based systems, time, team size, scale, etc. is not the accelerant of agile development. Agility lies in experimentation, responsiveness and team intelligence.

In most disciplines built on skill and knowledge, from art to architecture, from creative writing to structural engineering, there is a strong emphasis on studying existing work. Exemplary pieces from past and present are examined and discussed in order to provoke thinking and learn techniques for the present and the future. Although programming is a discipline with a very large canon of existing work to draw from, the only code most programmers read is the code they maintain. They rarely look outside the code directly affecting their work. This talk examines some examples of code that are interesting because of historical significance, profound concepts, impressive technique, exemplary style or just sheer geekiness.

In most disciplines built on skill and knowledge, from art to architecture, from creative writing to structural engineering, there is a strong emphasis on studying existing work. Exemplary pieces from past and present are examined and discussed in order to provoke thinking and learn techniques for the present and the future. Although programming is a discipline with a very large canon of existing work to draw from, the only code most programmers read is the code they maintain. They rarely look outside the code directly affecting their work. This talk examines some examples of code that are interesting because of historical significance, profound concepts, impressive technique, exemplary style or just sheer geekiness.

The SOLID principles are often presented as being core to good code design practice. Each of S, O, L, I and D do not, however, necessarily mean what programmers expect they mean or are taught. By understanding this range of beliefs we can learn more about practices for objects, components and interfaces than just S, O, L, I and D.

This talk reviews the SOLID principles and reveals contradictions and different interpretations. It is through paradoxes and surprises we often gain insights. We will leave SOLID slightly more fluid, but having learnt from them more than expected.

The SOLID principles are often presented as being core to good code design practice. Each of S, O, L, I and D do not, however, necessarily mean what programmers expect they mean or are taught. By understanding this range of beliefs we can learn more about practices for objects, components and interfaces than just S, O, L, I and D.

This talk reviews the SOLID principles and reveals contradictions and different interpretations. It is through paradoxes and surprises we often gain insights. We will leave SOLID slightly more fluid, but having learnt from them more than expected.

The SOLID principles are often presented as being core to good code design practice. Each of S, O, L, I and D do not, however, necessarily mean what programmers expect they mean or are taught. By understanding this range of beliefs we can learn more about practices for objects, components and interfaces than just S, O, L, I and D.

This talk reviews the SOLID principles and reveals contradictions and different interpretations. It is through paradoxes and surprises we often gain insights. We will leave SOLID slightly more fluid, but having learnt from them more than expected.

In most disciplines built on skill and knowledge, from art to architecture, from creative writing to structural engineering, there is a strong emphasis on studying existing work. Exemplary pieces from past and present are examined and discussed in order to provoke thinking and learn techniques for the present and the future. Although programming is a discipline with a very large canon of existing work to draw from, the only code most programmers read is the code they maintain. They rarely look outside the code directly affecting their work. This talk examines some examples of code that are interesting because of historical significance, profound concepts, impressive technique, exemplary style or just sheer geekiness.

Velocity. Sprints. More points, more speed.

An obsession with speed often overtakes the core values of agile software development. It's not just development of software; it's development of working software. Sprints are not about sprinting; they're about sustainable pace. Time to market is less important than time in market. Full-stack development is normally a statement about technology, but it also applies to individuals and interactions. The full stack touches both the code and the world outside the code, and with that view comes responsibility and pause for thought. Doing the wrong thing smarter is not smart. The point of a team is its group intelligence not its numbers. Is scaling up the challenge, or is scaling down the real challenge?

The distraction and misuse of speed, velocity, point-based systems, time, team size, scale, etc. is not the accelerant of agile development. Agility lies in experimentation, responsiveness and team intelligence.