Joel Lim

  • primarily to document this journey for myself
  • to share when discussing specific topics
  • I don’t think I’ll have much novel things to say, but believe in the value of aggregation
  • any extracts and examples from people I know are not made in any way personal
  • I express views knowing full well my fallibility and stupidity is limitless
  • my actual views can change over time
  • comments, discussion and critiques are most welcome
  • sometimes I just like to rant

Other philosophy

  • Read as close to primary source as possible

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32:00 There is a new activity — creating, maintaining, evolving the suite of automated tests. If you went to your manager right now and said please can we invest 23% of our budget in test automation what would your manager say? That’s a rhetorical question. Yet here we have the business case of doing that. Despite you have 23% of your budget in test automation, that has enabled an 8x improvement in cost spent on innovation. It has massively reduced the amount of non-added value activities we are doing. Lean works by investing in removing waste so that you can increase throughput. … Here is the number to take to your CFO

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11:14 That’s the reason that we want to do fast cycle time. It’s because we want this early information. We want the ability to scratch the first number off and see if we are on the right path or not. It’s actually worth paying more money than we would instinctively think to get that degree of information. That is why we want a highly efficient and technical organization. What a good technical organization looks like from the outside — it’s an organization that can give you rapid cycle time. It allows you to take ideas, quickly put them into production, see whether they are working and then be able to pursue, switch or do the rest of it.

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“A late change in requirements is a competitive advantage”

- Mary Poppendick

10:00

You see more sophisticated agile teams focusing a lot on things like cycle time — we are able to change things very fast. Of course this makes success a lot more complicated to measure. Success is no longer going according to plan because the plan changes every week. How can you base success on that? Instead you have to base success on things like business value and are we actually improving, .. are we more efficient as a whole …. It is the responsibility of everybody involved in the organization. It’s hard to point fingers around … It’s still true, if you measure success based on on time and on budget you’re missing the key point of what agile is about.

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