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Toward a More Agile Culture
Esther Derby, Esther Derby & Associates
Culture is all about values and beliefs in action. Every team and organization has a culture that shows up in the way people are treated and promoted, how rewards are allocated, and even what’s considered an acceptable topic for conversation. Esther Derby examines four common corporate cultures—cultures where power is the currency, cultures which control through policies and procedures, cultures that define clear goals and attract people to achieve them, and cultures where people are motivated by close relationships with co-workers. Agile methods flourish in some cultures and are quashed in others. If the values that underlie agile practices are at odds with established cultural norms within your team and company, what can you do personally to begin making changes? You’ll learn a simple method to “see” culture and begin to consciously create a more agile micro-culture within your team. Take back new ideas and approaches to help foster the cultural changes that support agile development within your team—and eventually, in your company.
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Esther Derby is well known for her work in helping teams grow to new levels of productivity and coaching technical people who are making the transition to management. Focusing on interpersonal, group, and organizational dynamics, Esther co-authored Behind Closed Doors: Secrets of Great Management (with Johanna Rothman) and Agile Retrospectives: Making Good Teams Great (with Diana Larsen). Esther’s articles have appeared in Better Software magazine, Software Development, CrossTalk, and on-line at StickyMinds.com, CIO.com, scrumalliance.org, and ayeconference.com. |
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Agile Processes and Organinzation |
Five Practical Solutions to Agile Myths
James Coplien, Nordija A/S
The results are in—many ideas in the agile canon can actually decrease your velocity and slowly poison your code. James Coplien examines five of these common practices, why they can be harmful, and how to avoid their pitfalls. [1] TDD: Avoid architecture rot with a lightweight architecture and an appropriate level of testing. [2] YAGNI: Avoid being blind-sided by unexpected requirements by employing use case slices and lightweight architecture. [3] On-Site Customer: Avoid burning out the customer by adding a product owner. [4] User Stories: Instead of deferring detailed scenario development, employ use cases to bring the analysis out to the person who matters—your market constituency. [5] Domain-Specific Languages: Building a domain-specific engineering environment buys you only more costs and more headaches; so take the value from the analysis and run with it.
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A Senior Agile Coach and Software Architect at Nordija A/S in Copenhagen, James Coplien is the co-author of Organizational Patterns of Agile Software Development. Cope's perspectives are grounded not only in extensive empirical research but also in his long-standing and ongoing work writing production software. His current endeavors include consulting on software architecture and organizational structure, agile readiness assessments, software usability consulting and training, and research into patterns for highly dynamic systems. James has never designed a programming language and has never created a methodology. |
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Decision Making in Agile Teams
Jean Tabaka, Rally Software Development
Agile teams are encouraged to act collaboratively and make decisions as a team. And yet, some decisions must occur outside of the full team’s consensus. For example, business or product owners ultimately must set their value and priority decisions even though they need to negotiate with the delivery team. Jean Tabaka explores the variety of decision modes and roles that are required for agile teams while they still maintain a high degree of trust and safety. Learn why agile teams rely so heavily on good decision-making. Discover consensus-driven decision making—what it is and when it can be applied. Find out about other decision modes available to effective agile teams and the roles involved in making great decisions. Jean shares some practical tips on how agile teams can keep their meetings decisions- and results-focused. As a bonus, she offers “inspect and adapt” tools that your agile team can use to constantly improve their decision modes.
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Jean Tabaka is an Agile Mentor and Coach with Rally Software Development. In addition to being a Certified Scrum Trainer and Practitioner, she is also a Certified Professional Facilitator. Her unique blend of passions and skills has been applied in a variety of organizations—large and small, co-located and distributed—eager to adopt the best of agile and bring out the best in their teams. Author of the Agile Software Development Series book Collaboration Explained, Jean holds a Masters in Computer Science from Johns Hopkins University. When not sharing her agile passion with clients, she resides in beautiful Boulder, Colorado. |
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Guerilla Agile: Stop Playing Schedule Games
Johanna Rothman, Rothman Consulting Group
Chances are good that if you’ve worked on a project, you’ve encountered a schedule game or two (maybe, three or four). As part of a team, you may have seen Schedule Chicken played by management or Ninety Percent Done played by team members. If you’re a project manager, you’ve probably pushed back against games such as: We Gotta Have It–We’re Toast Without It, Queen of Denial, We’ll Go Faster Now, or Split Focus. Using time-boxed iterations and other agile practices will help you stop playing—and even avoid—these schedule games. However, you can’t do it alone. First, you need to help your team and your management understand they are playing schedule games. Once they understand that games are being played, enlist their help in solving the underlying problems that lead to this dysfunctional behavior. Even if you feel stuck—“my management won’t help; they’re part of the problem”—you can begin employing agile practices to work your way out of schedule games from the bottom up.
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Johanna Rothman consults, speaks, and writes on managing high-technology product development. She assists managers, teams, and organizations to become more effective by applying her pragmatic approaches to the issues of project management, risk management, and people management. She’s helped engineering organizations, IT organizations, and startups hire technical people, manage projects, and release successful products faster. Johanna is the author of Manage It! Your Guide to Modern Pragmatic Project Management and Hiring the Best Knowledge Workers, Techies & Nerds: The Secrets and Science of Hiring Technical People, and coauthor of the pragmatic Behind Closed Doors, Secrets of Great Management. |
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Do the Right Things: Adapting Requirements Practices to Agile Projects
Ellen Gottesdiener, EBG Consulting
Break out of the cookie-cutter mentality that some agile teams take toward requirements. Join Ellen Gottesdiener to explore what requirements models you should use to supplement (or replace) user stories for large projects. Ellen looks at the factors to consider when deciding on a requirements approach, including your project’s size and technology characteristics and your team’s domain expertise. Find out when to engage the product owner in requirements work and discover ways to leverage the role of business analyst in agile projects. Explore new ways to adapt your existing documentation for product and project needs while enhancing requirements to drive development on large agile projects. Gain an appreciation and understanding of ways to adapt requirements practices to fit various agile project situations so you can do the right things for your project.
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Principal Consultant of EBG Consulting, Ellen Gottesdiener helps business and technical teams get product requirements right so projects start smart and deliver the right product at the right time. She helps agile teams define their product and release roadmaps and elicit just enough requirements to achieve iteration and product goals. Ellen is the author of Requirements by Collaboration and The Software Requirements Memory Jogger. In addition to direct project consulting, Ellen writes articles, speaks at industry conferences, and provides seminars to clients. You can contact Ellen at www.ebgconsulting.com.
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Agile Design and Programming |
Balancing Emergent Design with Big Design Up Front
James Waletzky, Microsoft
Big Design Up Front (BDUF) is a design technique that has been part of the development cycle for decades. Unfortunately, fully specifying a software design in the presence of change without a crystal ball is rarely effective. Agile principles and practices leverage feedback-oriented techniques such as emergent design to embrace change and design “just-in-time.” By balancing BDUF and agile emergent design practices such as test-driven development to avoid “cowboy coding,” we can develop just enough design documentation to guide our development toward the project’s big-picture goals. This balanced approach has been employed successfully at Microsoft to develop large software systems. James Waletzky discusses the pitfalls of BDUF and how agile methods help you reduce design risk. Learn what emergent design is and is not, how refactoring keeps designs clean, and ways to document your design with “just enough” detail. James introduces tools to help your design efforts, including XML comments, Sandcastle, and a C# Design By Contract language extension called Spec#. Take away practical design techniques that will improve your software designs in a world where predicting the future is impossible.
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A Development Lead at Microsoft for more than six years, James Waletzky currently works in Microsoft Engineering Excellence, teaching developers about agile and other software engineering practices. In addition, James consults with internal product groups to improve their engineering practices. He also has worked on Content Management Server and a human workflow engine. Prior to Microsoft James focused on Web content management systems and COM development. James maintains a blog about software engineering at http://blogs.msdn.com/progressive_development. |
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Artful Making for Agile Teams
Stacia Broderick, AgileEvolution, and Lee Devin, Swarthmore College
The phrase “working together” is based on a team collaboration metaphor. However, Stacia Broderick and Lee Devin have found that most teams don’t actually collaborate—rather, they consist of modular parts that are steeped in competition and oriented to reward the “stars.” Stacia and Lee use a metaphor drawn from theatre art, a form of group work that requires collaboration, encourages interdependency, eschews competition, and emphasizes the project rather than any particular member of the group. Going from simply “working together” to “innovating collaboratively” requires a quantum shift in our thinking about teamwork. This is not a “techniques” workshop—in the kind of work they advocate, there are no quick fixes. However, Stacia and Lee introduce a frame of mind that’s necessary if a person or group wants to break out of the box of conventional teamwork.
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Stacia Broderick has helped more than 150 software development teams embrace the principles of and transition to agile. Stacia has seen agile implemented in just about every sector possible from Fortune 500s, startups, government, service, financial and manufacturing. She was fortunate to be cast in the role of ScrumMaster at Primavera Systems where she “went agile.” Stacia believes that agile practices present a humane, logical way for teams and organizations to deliver innovative products to market. She is a Certified Scrum Trainer and a PMP, a mix that proves valuable when assisting organizations as they transition from traditional to modern practices. |
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Lee Devin has taught theatre at the University of Virginia (1962-1966), Vassar College (1966-1970), and at Swarthmore College (1970-2002). In 1975 he became a member of the artistic staff of the People’s Light and Theatre, acting, teaching acting, doing dramaturgy, and currently Senior Dramaturg. With Rob Austin of the Harvard Business School, Lee wrote Artful Making; What Managers Need to Know about How Artists Work (2003). In 2005 it won LMDA’s Elliott Hayes Award for dramaturgy. Lee is at work on writing projects that not only interfere with his trout fishing but also cause him to neglect his grandchildren. |
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The First Thing to Build: Trust on Agile Teams
Diana Larsen, FutureWorks Consulting
Trust is the bedrock of self-organizing agile teams. Trust allows agile teams to communicate quickly and respond rapidly to changes as they emerge. Without sufficient trust, team members can waste effort and energy hoarding information, forming cliques, dodging blame, and covering their tracks. A climate of trust provides the foundation for effective team processes, adaptability, and high performance. How can we help this essential trust to emerge and shatter the deep-seated cycle of distrust in many organizations? By paying attention to membership, interactions, credibility, respect, and behaviors, team leaders can both stimulate and accelerate trustworthiness and the resulting trust that is essential among team members and between the team and its stakeholders. Diana Larsen describes ways to accelerate trust-building within your team, including a working definition of professional trust, a model for team interactions that leverages trust, ways to recognize when a team has “trust issues,” and skills that help teams develop greater trust.
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Diana Larsen consults with leaders and teams to improve project performance, support innovation, and establish satisfying, results-oriented workplaces. With more than fifteen years of organizational development experience working with technical professionals, Diana brings focus to the human side of software development. Her clients value her collaboration in building their capability to interact, self-organize, and shape an environment for productive teams. A former board member of the Agile Alliance, Diana co-authored Agile Retrospectives: Making Good Teams Great. |
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Agile Processes and Organization |
Automating Builds: Bringing Quality and Testing Forward
Zach Nies, Rally Software Development
Many software teams do not have continuous visibility into the ongoing quality of their software releases. Although agile practices emphasize the value of bringing testing forward in the development process, many teams lack the infrastructure required to make this a reality. Testers often depend on development or operations to produce, install, or deploy builds. Zach Nies discusses how build automation provides an effective platform to bring quality and testing earlier into the development process. Zach shows how automated deployments give testers many more opportunities to do meaningful testing during each release iteration. At the same time, testers will greatly enhance the quality feedback loop for the entire organization. During this class, participants will work through an exercise to provide insights into ways to improve their development process and infrastructure.
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Vice president of Product Development for Rally Software Development, Zach Nies is responsible for shaping Rally's products. Zach has worked in software development since 1991 with experience in all aspects of the development lifecycle—product design, architecture, and core development practices. He served as Chief Software Architect at Quark, Inc., where he led the company’s technological vision. Recently, he served as a Principal Architect and Director of Systems Architecture for Level 3 Communications. Zach also has served on standards bodies including the W3C’s HTML working group and currently serves on the board of Agile Denver. |
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Influence Strategies for Agile Developers
Linda Rising, Independent Consultant
Cognitive scientists have identified several influence strategies that can be used to more effectively convince others to see things your way. Agile developers face a host of encounters with “disbelievers” and must find ways to work together. Often, the only tool at hand is a logical argument—bullets on a PowerPoint slide or a step-by-step explanation. Unfortunately, these are rarely successful because convincing others really means appealing to their subconscious motivators rather than speaking to their rational, analytic side. Linda Rising introduces powerful strategies you can use to influence others and suggests ways you can incorporate them into your approach to agile development.
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Linda Rising has a Ph.D. from Arizona State University in the field of object-based design metrics and a background that includes university teaching and industry work in telecommunications, avionics, and strategic weapons systems. An internationally known presenter on topics related to patterns, retrospectives, and the change process, Linda is the author of Design Patterns in Communications, The Pattern Almanac 2000, A Patterns Handbook, and co-author with Mary Lynn Manns of Fearless Change: Patterns for Introducing New Ideas. Find more information about Linda at www.lindarising.org. |
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Introduction to Agile for Traditional PMI Project Managers
Stacia Broderick, AgileEvolution
You are a classically trained Project Management Institute (PMI) project manager. But now you’ve been assigned to manage an agile project. What do you do? Stacia Broderick explains how to relate PMI best practices to their equivalents in the agile world. By relating the agile philosophy to things with which you are already familiar, you can quickly develop a shared lexicon and clear knowledge of agile principles. In addition to mapping PMBOK areas to agile practices, Stacia focuses on how the job of the traditional project manager is re-defined into a new—and often more important—role in the agile development process. Learn about the changes you must make to lead and support an agile team.
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Stacia Broderick has helped more than 150 software development teams embrace the principles of and transition to agile. Stacia has seen agile implemented in just about every sector possible from Fortune 500s, startups, government, service, financial and manufacturing. She was fortunate to be cast in the role of ScrumMaster at Primavera Systems where she “went agile.” Stacia believes that agile practices present a humane, logical way for teams and organizations to deliver innovative products to market. She is a Certified Scrum Trainer and a PMP, a mix that proves valuable when assisting organizations as they transition from traditional to modern practices. |
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Introduction to User Stories
Alan Shalloway, Net Objectives
Agility is often described in terms of iterative development. In fact, it's more of an iterative analysis process with the code being written and tested immediately after the requirements are discovered. The heart of this process is the user Story, a collection of requirement descriptions, value statements, cost estimates, architecture designs, and test cases—all rolled into one. While at first glance user Stories seem simple, they play a key role in all agile methods. What makes a good one? How do you write it? How do you make them the right size? Alan Shalloway answers all of these questions and more in this thought-provoking class. Unfortunately, it is not enough just to create a collection of stories. We need a way to organize them and to plan for their release. Alan concludes by discussing these important organizational issues.
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Alan Shalloway is the founder and CEO of Net Objectives. With more than thirty-five years of experience, Alan is an industry thought leader, trainer, and coach in the areas of lean software development, the lean-agile connection, Scrum, agile architecture, and using design patterns in agile environments. He is a popular speaker at prestigious conferences worldwide as well as a trainer/coach. Alan is the primary author of Design Patterns Explained: A New Perspective on Object-Oriented Design and is currently writing a book on Lean Anti-Patterns. |
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Agile Design and Programming |
The Gentle Art of Pair Programming
Wendy Friedlander and Oksana Udovitska, Oxygen Media
Based on their experiences as software developers and the pair programming practices they use at Oxygen Media, Wendy Friedlander and Oksana Udovitska describe the principles of pair programming, explain why it is a worthwhile practice, and show you how to get started. They share ways to take full advantage of pairing and how to cope with its challenges. For those new to pair programming, this class serves as a good introduction and includes concrete first steps for getting into a new way of programming. For those already working in a pairing environment, Wendy and Oksana include some novel viewpoints and interesting discussions on familiar topics. Additionally, everyone will benefit from the interactive and fun games for improving and enhancing communication skills. Being women in a male-dominated profession gives Wendy and Oksana unique perspectives and insights into pairing which they are eager to share.
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Wendy Friedlander has been using and advocating agile methodologies for many years. She has introduced companies to user stories, iterative planning, and test-driven development, and other agile practices. At Oxygen Media, she works on an agile team that embraces XP practices. Wendy is an expert in test-driven development, object-oriented design, and C#, including threading, remoting, Web services, WinForms, and WPF. She offers consulting and agile coaching through her company, Agile Solutions LLC. |
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Currently a software developer with Oxygen Media, Oksana Udovitska spent five years programming in Java and Flash at the New York Stock Exchange where she helped create public-facing applications. At Oxygen, agile practices and pair programming have helped Oksana integrate her social nature with the demands of work. She made the transition from Java to C# and quickly became a strong and knowledgeable team member. Oksana believes the key to her lightning-fast transition is the agile methodology employed at Oxygen. |
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Refactoring Your Wetware: Thinking Differently About Thinking (Part 1)
Andy Hunt, The Pragmatic Programmers
Software development happens in your head—not in an editor, IDE, or design tool. We're well educated on how to work with software and hardware, but what about wetware—our brains? Join Andy Hunt for a look at how the brain really works (hint: it's a dual-processor, shared bus design) and how to use the best tool for the job by learning to think differently about thinking. Andy looks at the importance of context and the role of expert intuition in software development. Learn to take advantage of pole-bridging and integration thinking. Compare different laterally-specialized functions, including synthesis vs. analysis and sequential processing vs. pattern-matching. Go back to work with new techniques for harvesting your internal clues as you discover one simple habit that separates the genius from the “wanna-be.”
See W21 for Part 2 of this class.
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In the industry since the early 1980s, Andy Hunt is one of the seventeen founders of the Agile Alliance, which launched the Agile Manifesto and the agile movement. Andy is a programmer, consultant, author, publisher, and co-founder of the Pragmatic Bookshelf. He co-authored the best-selling book The Pragmatic Programmer and five others, including the recent award-winning Practices of an Agile Developer. At conferences and private corporations throughout the US and Europe, Andy is a frequent speaker on topics ranging from software development to management and cognition. When not working, Andy is an active musician composing, recording, and playing trumpet, flugelhorn, and piano. |
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Gradual Agile: From Here to There Gently
Jared Richardson, Agile Artisans
Agile practices are popular today because they are working so well for many projects and organizations. However, introducing new, agile practices—or any type of new practice—into an established organization can be difficult. One misstep during the introduction can set back change adoption for a long time. Jared Richardson explains why people tend to resist change and how you can side step that tendency. He describes a case study in which continuous integration was successfully introduced to a very large, established software company. Highlighting the principles he extracted from that success and other projects, Jared explains the eight practical steps that you can use to start or accelerate your plans to “go agile.” Learn how to identify a pain point, solve a problem, make it easy, speak the language, and more. Begin your first—or next—step transitioning to agile practices with new confidence and tools.
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Jared Richardson, co-author of Ship It! A Practical Guide to Successful Software Projects, is a speaker and independent consultant who specializes in using off-the-shelf technologies to solve tough problems. With more than ten years of experience, Jared has been a consultant, developer, tester, and manager, including Director of Development at several companies. Until recently he managed a team of developers and testers at SAS Institute, Inc., and deployed a continuous integration system for nearly 300 projects, five million lines of code, and more than 1,800 developers. He also led a company-wide effort to increase the use of test automation. Jared can be found online at JaredRichardson.net. |
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Agile Processes and Organization |
Maximizing ROI with Agile Release Planning
James Shore, Titanium IT
You're agile . . . great! Now what? What does this mean for the organization's bottom line profits? Actually, it means a lot. You can use your agility to dramatically increase the value of your project to its stakeholders. Join agilist James Shore for an in-depth discussion of when, why, and how to use agile release planning to improve the functional and economic success of your project. Learn how agile release planning can turn a losing project into a winner in mid-stream. James describes five specific ways to use agile release planning to increase ROI on your project—work on one project at a time, release early/release often, learn as you go, plan adaptively, and keep your options open. James explains when to use these techniques and how to avoid the pitfalls of each.
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James Shore is an award-winning agile practitioner and coach. A professional software developer since 1994, he has been leading teams since 1999. The Agile Alliance awarded James the Gordon Pask Award for Contributions to Agile Practice. His recent book, The Art of Agile Development (co-authored with Shane Warden), was published by O'Reilly in September. Find more of James’ work on his Web site, www.jamesshore.com. |
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Management Mindsets: What's So Different About Agile
Esther Derby, Esther Derby & Associates
You’ve probably heard of Theory X, Theory Y, and Theory Z management styles. Even though we’ve run out of letters at the end of the alphabet, it’s time for a new management theory for self-organizing agile teams. Esther Derby examines what parts of a manager’s job stay the same and what parts diminish as the team manages its own work. She discusses the new roles for managers in agile organizations: team coach—creating an environment for success and helping the team improve their teamwork; team champion—helping the team interface with the rest of the organization; boundary manager—keeping distractions at bay and making sure the team has what it needs; risk manager—anticipating and mitigating risks; and organizational influencer—looking across the organization and removing impediments. Although your role as manager changes as you embrace agile practice, there’s plenty to do. Plus, it’s even more fun!
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Esther Derby is well known for her work in helping teams grow to new levels of productivity and coaching technical people who are making the transition to management. Focusing on interpersonal, group, and organizational dynamics, Esther co-authored Behind Closed Doors: Secrets of Great Management (with Johanna Rothman) and Agile Retrospectives: Making Good Teams Great (with Diana Larsen). Esther’s articles have appeared in Better Software magazine, Software Development, CrossTalk, and on-line at StickyMinds.com, CIO.com, scrumalliance.org, and ayeconference.com. |
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Leading Agile Projects: Finding Your Groove
David Hussman, DevJam
There are many books about agile, but most fail as a guide for navigating the beginnings of an agile project. Whether you are preparing for your first agile project or taking the lead for the first time, David Hussman provides a guided tour of an agile project’s start-up filled with practical advice and a pile of anecdotes. David begins by walking you through a collection of preparatory techniques which foster a strong start—assessments, project chartering, setting up a lab, iteration 0, and creating a product backlog. From there, he moves into helpful coaching practices to feed an agile project and keep it going strong—fostering discussions, facilitating retrospectives, social radiators, developer manifestos, talking in tests, and more. These techniques will help you successfully lead and guide your newly forming agile community and get the project off to a good start.
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David Hussman leads DevJam, a company comprised of agile collaborators working on assignments worldwide. As mentors and practitioners, DevJam focuses on using agile methods to help people and companies improve their software production skills. In addition to coaching, teaching, and leading workshops and tutorials at conferences in the US and Europe, David has contributed to several books (Managing Agile Projects and Agile in the Large), worked on agile curriculum for The University of Minnesota and Capella University, and currently is writing a book for the Pragmatic Programmer series. |
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Building Agile Workspaces
Rachel Davies, Agile Experience
An agile team needs a workspace that supports highly collaborative ways of working together. The team needs to be able to sit together and have visible “information radiators” of the latest status on planned work and code quality. Some teams also boost their spaces with “eXtreme Feedback Devices” such as lava lamps and audio signals linked to automated processes. It is vital to ensure that feedback mechanisms within the agile workspace are easy to interpret and low maintenance. Join Rachel Davies to explore different ways to set up your agile workspace for maximum fun and productivity. Discover different ways to present information to the team and some snags to watch out for. If you or your team is new to agile development, this class is for you.
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Based in the UK with seven years of agile experience, Rachel Davies provides expert coaching to teams in agile software development techniques, including test-driven development, heartbeat retrospectives, and planning with user stories. She is passionate about agile software development because it increases the chance of successful projects in the face of complex problems. Director of the Agile Alliance, Rachel is internationally recognized in the agile community as a frequent presenter at industry conferences worldwide. You can contact Rachel at [email protected].
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Agile Design and Programming |
Agile Development with Dynamic Languages
Paul King, ASERT
Developer practices for traditional and agile Java development are well understood and documented. But dynamic languages—Groovy, Ruby, and others—change the ground rules. Many of the common practices, refactoring techniques, and design patterns we have been taught either no longer apply or should be applied differently. In addition, some new techniques can come into play to improve your development. Join Paul King as he discusses and demonstrates new and modified techniques for agile development with dynamic languages, including closure refactoring, better ways to implement the delegation pattern, rules for creating domain specific languages (DSLs), and the pros and cons of static and dynamic typing. Paul further explains the impact of dynamic programming on dependency injection, immutability, aspects, mocking approaches, and interface-oriented design.
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Paul King has broad experience in both technical and managerial roles across the telecommunications and information technology industries. He has a passion for innovation and often assists organizations in bringing new technologies or processes into their development practices. He has been contributing to open source projects for more than fifteen years, has contributed to international standards, has won prizes for his research, and is a frequent speaker at international conferences. His special interest areas are Java, Java EE, lightweight frameworks such as Spring, agile development, open source testing tools, XML and Web services, and dynamic languages such as Ruby and Groovy. |
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Pragmatic Learning: Improve Your Learning Skills (Part 2)
Andy Hunt, The Pragmatic Programmers
Your approach to learning a new technology or acquiring a new skill is key to your personal success. So, how do you learn how to learn? What tricks can you use to learn faster and retain more of what you learn? Andy Hunt presents a brief recap of The Dreyfus Model for learning and explains how you can learn more deliberately by managing your “knowledge portfolio.” Andy explores practical learning techniques including mind maps, reading techniques, and situational feedback. During this class, he shows how these techniques fit in to the cognitive model discussed in “Refactoring Your Wetware (Part 1).” Andy describes methods ranging from the tried-and-true to the truly exotic that he uses to cope with the veritable torrent of new information that assaults each of us. Andy’s promise? “You'll learn one proven technique that can improve your daily productivity by 20%-30%.”
See W14 for Part 1 of this class.
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In the industry since the early 1980s, Andy Hunt is one of the seventeen founders of the Agile Alliance, which launched the Agile Manifesto and the agile movement. Andy is a programmer, consultant, author, publisher, and co-founder of the Pragmatic Bookshelf. He co-authored the best-selling book The Pragmatic Programmer and five others, including the recent award-winning Practices of an Agile Developer. At conferences and private corporations throughout the US and Europe, Andy is a frequent speaker on topics ranging from software development to management and cognition. When not working, Andy is an active musician composing, recording, and playing trumpet, flugelhorn, and piano. |
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