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Renting your expertise to high-profile individuals, celebrities, and corporations could be your way to millions.
— Read on www.inc.com/carol-sankar/dont-have-a-product-renting-your-expertise-could-make-you-millions-here-is-how.html
If you want to better understand U.S. politics, history, and culture, AMERICAN NATIONS: A History of the Eleven Rival Regional Cultures of North America, by Colin Woodard should be required reading.
He argues there isn’t, and never has been one America, but rather several Americas. In American Nations, Woodard leads us through the history of our fractured continent, and the rivalries and alliances between its component nations. It’s a revolutionary take on America’s myriad identities, and how the conflicts between them have shaped our past and mold our future. Continue reading “The US has 11 separate ‘nations’ with entirely different cultures”
Microsoft has release its Framework Design Guidelines guidelines for designing libraries that extend, and interact with the .NET Framework. The goal is to help library designers ensure API consistency and ease of use by providing a unified programming model that is independent of the programming language used for development. They recommend you follow these design guidelines when developing classes and components that extend the .NET Framework because inconsistent library design adversely affects developer productivity and discourages adoption.
Continue reading “Framework Design Guidelines”
Data science is becoming a reality for change management, and although it may not have arrived yet, it is time for organizations to get ready. The companies best positioned to change in the next decade will be the ones that set themselves up well now, by collecting the right kind of data and investing in their analytics capacity. Continue reading “Change Management Is Becoming Increasingly Data-Driven. Companies Aren’t Ready”
Workplace researchers conservatively claim we spend a third of our life working. Given that we’re living longer, I believe it’s closer to half our lives or more. And as we spend more time working, we’re beginning to understand the effects of bad management better. Gallup’s research finds that 70 percent of employees have a negative experience of work. Unfortunately, both Gallup and Hay Group in separate studies found that 70 percent of the experience of work is shaped by the manager. Oddly the percentages are the same, but the relationship between underperforming managers and business results cannot go unexamined. Continue reading “Want to Achieve Superior Business Results? Focus on the Experience of Work”
Requirements have gone from lengthy specifications that state “The system shall…” for dozens of pages, ad nauseam, to a single sentence story. But stories aren’t meant to capture all the details needed to build a feature, so where do those details come from? Continue reading “Use Examples”
Many teams and organizations try to create one-quarter roadmaps. Here are the problems I see:
- Teams spend a ton of time estimating what they might do and then they select what will fit into a quarter. They feel or are asked to commit to all that work.
- The product managers and project portfolio managers depend on the team finishing everything the team commits to. Too often, they use the team’s commitments to create external dates.
Continue reading “Alternatives for Agile and Lean Roadmapping: Part 1, Think in Feature Sets”
In 1965, Ralph Nader became a household name with the publication of “Unsafe at Any Speed”, his pointed critique of the serious safety risks foisted upon consumers by the American automotive industry at the time. The oligarchs, ahem, leaders of this industry remained complacent with the delivery of their killing machines, emboldened further by an inept, if not corrupt, Federal Trade Commission. Companies were not held to account for their safety records, all of which were problematic. Because of this widespread lack of accountability, safety was not seen as a competitive advantage. And without fear of corporate downside, investments to address these risks were neither seen as prudent nor as a competitive advantage. Such is the state of some key aspects of application security today. Continue reading “Insecure at Any Speed”
Rapid changes in competition, demand, technology, and regulations have made it more important than ever for organizations to be able to respond and adapt quickly. But according to a recent McKinsey Global Survey, organizational agility—the ability to quickly reconfigure strategy, structure, processes, people, and technology toward value-creating and value-protecting opportunities—is elusive for most. Continue reading “How to create an agile organization”
A few weeks ago we looked at the Definition of Done, which describes the conditions which must be satisfied before a team’s deliverables can be considered fit for release. That’s the acid test of what “Done” ought to mean.
Can a team’s output actually be deployed into production and used immediately, or is any work still outstanding?
We saw that a team’s Definition of Done will often fall short of this essential standard, and “technical debt” will be incurred as a result. This debt reflects the fact that certain things still need doing, no matter how small or trivial they might be held to be. Additional work will need to be carried out before the increment under development is truly usable. Perhaps there might be further tweaks to be done, or optimizations, or tests, or integration work with the wider product. Any such technical debt will need to be tracked, managed, and “paid off” by completing the outstanding work so the increment is finally brought up to snuff. Continue reading “Walking Through a Definition of Ready”
Google studied 180 teams through its Project Aristotle over two years. They were on a quest to find the common traits among the most successful ones. Going in, they assumed the best teams were comprised of the most skilled people. But that wasn’t the case. Instead, they found 5 core characteristics of high-performing teams:
- Structure and Clarity
- Psychological Safety
How can we incorporate these important characteristics into your team? Continue reading “Google Says These 5 Characteristics Can Make or Break a Successful Team”
Most of you probably have some tried-and-true best practices that you lean on to formulate requirements and articulate what needs to be done.
In many cases, that may involve the creation of use cases and user stories. While both are valuable tools, neither go quite far enough in defining the problem and desired outcome. But as I think you’ll see, a very simple change in the user story format will profoundly impact the finished product. Continue reading “How to Write Smarter User Stories for Product Design and Development”
Getting software updates to users quickly is paramount in today’s world. You know from your own phone, mobile, and computer usage that software updates for applications are a daily occurrence. We live in “internet time.” The ability to be quick and responsive with value to meet users’ needs can mean great success for a company, but the inability to do so could mean the death dive.
In order to survive in this world, you must be able to produce both swiftly and frequently. This is how you get ideas out fast and bring business value to customers. And, being able to do this requires agility. Working in the traditional Waterfall process of software delivery where there was a long drawn-out series of investigation, analysis, and planning doesn’t cut it anymore. Agile development allows you the framework that is critical to optimize planning, testing, and implementation. Agile development is a way to have faster cycle times, the goal being to achieve “internet time.”
Achieving Continuous Delivery and Continuous Deployment in the Solution Delivery Pipeline means your organization is nimble and can release updates to users in a responsive manner; these 2 phases in the pipeline are very important to the overall goal of fast, responsive deployments. However, sometimes there is confusion about what they are. In this article, we clarify the difference between Continuous Delivery and Continuous Deployment and describe how each fits into an Agile environment. Continue reading “Continuous Delivery vs. Continuous Deployment: An Overview”
It’s time to retire the saying “Don’t bring me problems, bring me solutions.” Even though advocates of this approach believe it reduces whining, increases empowerment, helps employees manage up, and boosts careers, it’s fraught with challenges.
Not every problem has an easy solution. Tackling the complexity of most significant business issues can take a pool of talented people with diverse points of view. What’s more, according to Wharton professor Adam Grant, solution-only thinking creates “a culture of advocacy instead of one of inquiry,” where each person comes into the situation locked into their way of solving the problem and lobbies hard for that particular solution rather than considering multiple perspectives. Continue reading “The Problem with Saying “Don’t Bring Me Problems, Bring Me Solutions””
Lawrence officials say they are recovering from financial mismanagement and budget challenges of the past several years—and gearing up to invest in the future. Continue reading “Lawrence cleans up financial turmoil, seeks boost in utility’s junk bond rating”
“Why aren’t software developers in charge of the software development industry? Developer Hegemony explains why not, and it explains how we fix that problem.” Continue reading “Developer Hegemony: The Crazy Idea that Software Developers Should Run Software Development”
Leaders can’t rely on organizational mission statements to inspire employees. They have to help their people find inner purpose. One way is through action identification theory, exploring levels of meaning attached to any task. Another is through regular check-ins that help employees think about what they’re good at, what they enjoy, what makes them feel useful, what propels them forward, and how they relate to others. Continue reading “How can leaders help employees find meaning at work?”