Agile Experiences
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The document discusses Diego Pacheco's experiences with various agile frameworks and practices over his career, including Scrum, Lean, Kanban, and DevOps. He outlines some of the challenges faced with early software factories and waterfall approaches, as well as issues implementing Scrum. The presentation then covers experiences and lessons learned from adopting XP engineering practices, Lean, Kanban for change management, and building the right organizational culture to support agile. Pacheco also discusses DevOps experiences in overcoming barriers between development and operations teams. The presentation concludes by considering where agile practices are headed next.
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Naming Things Book : Simple Book Review!
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Holacracy
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AWS IAMDiego Pacheco This document discusses AWS Identity and Access Management (IAM). It provides an overview of IAM including its ability to provide fine-grained access control and integrate with SAML 2.0 and LDAP. It notes issues with passwords and credentials like entropy and rainbow table attacks. The document outlines IAM roles and policies and recommends making credentials temporary to improve security.
CDKs
CDKsDiego Pacheco This document is a profile for Diego Pacheco, who is a cat's father, head of software architecture, agile coach, SOA/microservices expert, DevOps practitioner, speaker, and author. He has expertise in topics such as Terraform, CDKs, and CDKs code generation and maintains GitHub repositories on these subjects.
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Sec 101Diego Pacheco This document profiles Diego Pacheco and provides an overview of key software security principles including defense in depth, the least privilege principle, encryption, TLS and mTLS, misconfiguration and error handling, input sanitization, cross-site scripting (XSS), insecure serialization/deserialization, known vulnerabilities, logging and audit trails, threat analysis, and engineering friction. The document emphasizes applying security best practices to protect customer experience, brand integrity, and compliance while avoiding friction for engineering teams.
Management: Doing the non-obvious! III
Management: Doing the non-obvious! IIIDiego Pacheco This document discusses various management concepts and techniques, including:
- Biases that can negatively impact decision-making like planning fallacy and availability bias.
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Design is not Subjective
Design is not SubjectiveDiego Pacheco Design is Not Subjective! Software design and Lean UX, Ux, Design Thinking are not that different after all. UML was in the right direction the problem was where we applied. In this video, I will explain why Design is not subjective. Video https://www.youtube.com/watch?v=ijGR6Tbhr54
Architecture & Engineering : Doing the non-obvious!
Architecture & Engineering : Doing the non-obvious!Diego Pacheco Diego Pacheco is a software architect, agile coach, and speaker who focuses on non-traditional approaches. Some of his views include that requirements can change and duplication is okay, tests don't always improve design or find bugs, and complexity sometimes needs abstractions but other times they add unnecessary complexity. He also believes teams will always have technical debt so it's important to prioritize fixing quick wins over deep technical issues, and that architecture is about people and enabling teams.
Management doing the non-obvious II 
Management doing the non-obvious II Diego Pacheco This document discusses various management concepts and principles:
- You cannot regulate failure in complex systems and it is better to focus on recovering from failures rather than trying to predict and prevent them.
- Product teams are more effective than feature teams because they are focused on discovering customer needs rather than having predefined solutions.
- Sharing a vision rather than a detailed roadmap allows for more flexibility and ability to change tactics.
- Psychological safety and an environment where people feel included, safe to learn and contribute, and safe to challenge the status quo is important for teams.
- Discipline is needed to successfully execute digital transformations but often lacks longevity and focus shifts to short term goals.
Testing in production
Testing in productionDiego Pacheco The document discusses testing in production environments using "dark canaries". Dark canaries involve deploying code changes to a small percentage of real users without their knowledge to test for issues before broad deployment. The key benefits are that it allows testing with real users and traffic in the actual production environment and catching problems early before they affect everyone. Some challenges are potential privacy issues if users are not informed and ensuring changes don't negatively impact the small group of unaware users.
Nine lies about work
Nine lies about workDiego Pacheco The document outlines 9 common lies about work and proposes alternative truths. The lies discussed include that people care most about the company they work for rather than their team, that the best plan wins rather than intelligence in real-time, and that feedback and performance reviews can reliably rate people. The author argues that people primarily care about their team, intelligence is needed to adapt to a dynamic world, and that reviews mostly reflect raters rather than ratees. The truths proposed emphasize caring for one's team, prioritizing real-time intelligence over static plans, and that people can best rate their own experiences.
Management: doing the nonobvious!
Management: doing the nonobvious!Diego Pacheco This document provides advice and perspectives on management and leadership from Diego Pacheco. Some of the key points discussed include:
- Ego can distort reality and inhibit innovation, so leaders should suppress ego with humility.
- Not all communication needs to happen between all people; structured teams are better models than rigid organization charts.
- Feedback is difficult to give and receive but is important for growth if approached without emotion or defensiveness.
- Scenario modeling and role playing exercises can help train leaders by anticipating problems before they occur.
AI and the Future
AI and the FutureDiego Pacheco The document discusses several topics related to artificial intelligence and the future, including:
1) Whether AI-generated music has soul or not.
2) The possibility of AI judges making faster parallel decisions.
3) Elon Musk's view that we are all already cyborgs.
4) Musk's proposal that augmented humans could regenerate organs and tissues by 2100 through technologies like neuralink.
5) The potential to reengineer humans and expand lifespans to 120-150 years through these technologies.
Dealing with dependencies
Dealing with dependenciesDiego Pacheco This document discusses dealing with dependencies between teams when developing software. It acknowledges that fixed release schedules and monolithic codebases can create issues. Some potential solutions proposed include using contracts and mocks between teams, restructuring code using domain-driven design principles, and creating lean shared libraries to reduce duplication while allowing independence. The document advocates for moderate approaches between extremes rather than ignoring problems with dependencies.
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Kanban 2020
Kanban 2020Diego Pacheco This document discusses issues that can arise with Scrum implementations and introduces Kanban as an alternative. It notes problems with a focus on dates in Scrum and retaining the process rather than changing it. Kanban is presented as a lean approach that emphasizes continuous learning and improvement rather than utilization. The document outlines Kanban concepts like value stream mapping, cost of delay, Kanban boards, and metrics that can be used to test if a Kanban approach is being implemented.
Lean 2020
Lean 2020Diego Pacheco Lean is about eliminating waste and continuously improving processes. It focuses on only doing things that add value, questioning whether steps are truly necessary, considering tradeoffs, and identifying waste. Even with existing processes or structures, they need to be revisited and changed if no longer making sense in order to always strive towards improvement goals. The underlying principles of Lean can be applied to areas like manufacturing, healthcare, software development, and startups.
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Agile Experiences
- 2. @diego_pacheco ❏ Cat's Father ❏ Principal Software Architect ❏ Agile Coach ❏ SOA/Microservices Expert ❏ DevOps Practitioner ❏ Speaker ❏ Author diegopacheco http://diego-pacheco.blogspot.com.br/ https://goo.gl/eEqvzl About me...
- 3. Agenda ❏ What agile means for us ❏ Some “Agile” Experiences ❏ SW Factories age ❏ Scrum ❏ Lean ❏ Kanban ❏ DevOps ❏ Engineering Culture ❏ Where are we going Next ❏ Agile ORG ❏ Lean Startup ❏ Holacracy ❏ Questions & Feedbacks
- 4. What is agile anyway?
- 5. Discipline
- 6. Principles
- 9. CMMI, RUP, Factory Experiences ❏ Software Factory: MPS.BR and CMMI level 2 ❏ Issues ❏ Process Focus => No Continuous Improvement ❏ Very High LEAD time ❏ Waterfall => Low feedback system ❏ Mgmt and Developers was not happy ❏ Lack of customer collaboration => Focus on Negotiation ❏ Software Quality(Tests & Refactoring) was always the first thing to be dropped ❏ Just “Functional(QA)” tests - no unit tests ❏ Focus on process rather than CUSTOMER and TECH.
- 10. Scrum issues ❏ Issues: ❏ It's hard to work with Dates ❏ Lack of POs that make calls - POs proxy problem ❏ Scrum does not work well with dependencies ❏ Daily meeting lost the value pretty quickly - focus on status ❏ Prioritization issues: Dev Stories VS Ops Tickets(ITIL) ❏ Teams often lack of proper DoD and Acceptance Criteria
- 11. XP ❏ Tech Savvy ❏ Basy Steps ❏ How we do things? Matters! ❏ Engineering Practices ❏ Spikes ❏ Refactoring ❏ Tests are important ❏ Dimensional Quality =>
- 12. Lean
- 13. Kanban Change MGMT approach
- 15. Kanban Practices
- 16. Building the Right culture
- 21. DevOps Issues ❏ 2 Contracts - 2 Mgmt schools - 2 priorities. 1 big wall! ❏ Tickets X Post its: Speed VS Stability ❏ Ops does not want learn how to CODE ❏ Dev does not want worry about STABILITY ❏ UX creates the waterfall(new Analyst) ❏ Bi-MODAL does not work for everyone ❏ Hard to change Culture ❏ Companies are not agile ❏ Sabotage ❏ Dependency kills innovation ❏ Hard to change structures
- 26. Self-Service
- 27. Software as a change agent! Software Scales way better than Process.
- 29. Whats Next?