263 Matching Annotations
  1. Last 7 days
    1. Assuming that we can determine that we are dealing with the same document

      This can be (nearly always) determined using "Matt's Rule of Text" which is as follows: "Any 8 to 10 word string uniquely identifies a document". Yep, mind-boggling, I know.

      Here's an example (for this page): https://www.google.com/search?q=%22Assuming%20that%20we%20can%20determine%20that%20we%20are%22

      Another example for this page: https://www.google.com/search?q=%22this%20fast%20and%20straightforward%20method%20will%20find%20a%22

      And for completeness, one more: https://www.google.com/search?q=%22This%20is%20an%20old%20problem,%20and%20over%20the%22

      Note that the last example returns two results. The second result does not include the quoted ",". The first result is (nearly always) the source document.

      This algorithm has some very important ramifications, I feel. Its use here, in this type of application (e.g. documents returning a 404 could be passed to Google for reattachment of annotations) and another pressing one, determining the source of fake news. There are other uses clearly.

      Please share with those who care. Thank me later. :)

      ASIDE: I "discovered" this algorithm in 2003 during my work with PurpleSlurple and QuIP.

    1. In February 2017, the World Wide Web Consortium, or W3C, the international standards body for the web, formally recommended a web-annotation standard that allows developers to make annotation a native feature of their browsers. So far, none has done so.

      We fight on! (See for example: https://keynet.blogs.com/networks/2004/06/purpleslurple_m.html and https://hyp.is/TpluxHsuEembdFcYuJI8_Q/knutties.livejournal.com/24270.html)

      I do feel some satisfaction :) in the appearance of "purple numbers" in numerous document systems now (Github, Microsoft, for example)

    1. I agree that functionality like this should be natively built into browsers.

      Still not available in 2019.

  2. May 2019
    1. We don’t have to “move fast and break things.” We can move slowly and build good things to last. We can return to the traditions of architects that built cathedrals to last hundreds of years, mathematicians who have collaborated on imaginary structures for thousands of years, and scientists who have pulled back the curtain on reality since people began to doubt their senses.

      I'll be a stone on which giants might pass.

    2. the web was created by unsophisticated perspectives (Tim Burners-Lee has apologized for missing Engelbart).

      TBL missed Engelbart (what? really?)

    3. Alan admires his former professor Bob Barton. Despite not liking students or teaching, Bob spent the time to do it “for the field.” I think that’s ultimately Alan’s aim in meeting with people like me. Maybe there’s a fraction of a percent chance that I have the potential to help the field and so Alan was there to nurture that chance. In other words, he was getting lunch with me in for pure benevolence. He wants there to be good people in his field (don’t ask him what it should be called unless you have all afternoon), ultimately to further humanity.

      Cool Alan Kay.

    1. What makes it different, though, is that you can export your Collection to Word or Excel, and Microsoft will add a bit of intelligence to make it even more useful: citations within Word

      Finally. Something I've wanted since 2002.

      Automatically creating bibliography, and footnotes (or endnotes) from my clippings. (Planned for but never delivered in PSNotes.)

      For collecting notes, Opera had a very similar capability years and years ago.

      See the image here: https://images.idgesg.net/images/article/2019/05/collections-4-100795598-large.jpg

    1. KayhaswrittenofthefactthatthegenesisofSmalltalklayinthecoincidentalappearanceonhisdeskofbothadistributiontapeofSimulaandacopyofSutherland'sSketch-padthesis[5]

      Noted in Rheingold's "Tools for Thought".

    2. NygaardandDahl'sSimula[7]wastherstconventionalprogramminglanguageincorporatingtheprinciplesofobjectorientation,butSketchpad'simplementationofclassandinstance-basedinheritance(thoughnotcalledobjects)predatedSimulabyseveralyears.

      And both influenced Alan Kay and Smalltalk.

    1. You can't understand where mind-amplifying technology is going unless you understand where it came from.

      So much seems to be crumbling away. Often previous hard earned gains are reinvented. How does one find this knowledge in the flood of information? I'm not sure even Google can help in some cases.

  3. Apr 2019
    1. The budget is ‘the elephant in the room.’ An organization can never be truly agile unless you also address that budget mindset

      Where does this leave us in our "transformation"?

    2. Their success has been less obvious in big top-down siloed, inward-looking hierarchies that are faced with the challenge of delighting external customers.

      Our situation.

    3. As a result, “fixing the budget” usually involves a lot more than fixing the budget. You have to fix a tangle of other big issues if you are really going to make sustained progress.

      "Fixing the budget" then seems nearly insurmountable for the Air Force. If agile (implementation) is truly crippled by this, our agile prospects seem dim.

    4. The notion of throughput accounting, which measures and tracks progress of delivering value to customers, is still unknown in many large organizations.

      Hmm... throughput matters?

    5. Organizational structure: The budget often reflects, reinforces and aggravates the siloed organizational structure, which gets in the way of delivering value to customers. Rather than having truly cross-functional teams, with end-to-end responsibilities to deliver value to customers, Agile teams work within their silo (say Tech) and hand off work to another silo (say Product) to be incorporated in their work program. If Product has yet to embrace Agile, then Product is likely to be working at a slower pace than Tech, so Product–and subsequently Sales–become the key organizational constraints to gaining the real value from Agile.

      Herein lies our problem.

    1. Agile Uprising is a purpose-built network that focuses on the advancement of the agile mindset and global professional networking between leading agilists. We will remain agnostic of certifying bodies and focus purely on the advancement of the agile craft. Our network will evolve over time, and at the core our online community will remain free to join – forever.

      Yea, paying to access the SAFe community... is a prospect that grated on me.

    1. Or they say, that the failures in the SAFe community surround folks who haven’t had enough training (sigh!) or invested in enough SPC qualified consultants (bigger sigh!).

      Cha-ching!

    2. I just can’t be associated any longer with something this big, this focused on pursuing revenue, and this far removed from true agile principles.

      I was a skeptic going in...

    3. It’s too focused on certifications and training – a cash cow.

      Ditto.

    4. It creates far too many roles, layers, flows, etc.

      Way too complex. Can't be done without training the troops (i.e. $$ for SAI).

    5. As I looked at the diagram, I imagined $$$ at specific points where the SAFe folks (Scaled Agile proper, consulting firms, SPC consultants, tooling firms, etc.) could “cash in” on SAFe training, consulting, and tooling.In other words, I followed the path and heard an ongoing CHA-CHING in the air!

      This was precisely the impression I had when I took SAFe Implementation training!

    1. Hire and develop the right mix of talent: The report cites Millennials as “particularly well-suited to enhance an Agile enterprise’s talent pool.”

      Out with the old, in with the new.

    2. A huge majority – 83 percent – of leaders surveyed cited their talent mix as being crucial to their organizations increased agility.   Meanwhile, 70 percent of respondents reported that lack of engagement on the part of executives and employees to the main factor to hold back transformational success in their organization.

      Maybe it's who you ask?

    1. The software industry, in general, has become obsessed with measuring the inputs and outputs of Agile at the employee level—an obsession that has resulted in the neglect of the original Agile ethos, and a misguided focus on employee-level work statistics instead of process improvement on the organizational level
    1. Reduce resistance to change when moving to agile by showing critics that agile represents a better way of doing business using the data collected on your projects.

      We need data!

    1. Exploitation Measures:  some suggestions for exploiting agile productivity gains include:

      How do we address these short comings / problems with Enterprise Agile?

    2. Product versus project management conflicts that can raise questions as to who’s in charge.

      Portfolio Kanban.

    3. those firms that use Kanban principles and lean approaches as part of their methodology tend to make better productivity gains because they focus their energy on getting rid of waste and inefficiency.

      Can you say Kanban?

    4. they replace instead of reduce management overhead and bureaucracy with a rebranded set of practices.

      So agile in name only, for management.

    5. It is interesting to note that these software productivity increases are not being realized by those pursuing either large agile projects or enterprise-wide utilization.  These productivity gains, while still advantageous, drop to just 3 to 5 percent better than their previous norms.

      Only 3 to 5 percent better for enterprise wide initiatives.

    1. Percent Complete and Accurate (%C&A).  A quality metric used to measure the degree to which work from an upstream supplier is determined by the downstream customer to be complete and accurate (or error free).  In other words, to what degree does the downstream customer need to:  1) correct information that is incorrect; 2) add missing information that should have been supplied by an upstream supplier; and/or 3) clarify information provided.  Out of 100 “things” passing to the downstream customer, what percentage of them are complete and accurate and do not require one of the three above actions before completing the task?  The number is obtained by asking the immediate, or successive, downstream customer(s) what percentage of the time they receive work that is 100% complete and accurate.

      A critical metric. Each team member in the process chain should strive for 100% (be accountable).

    1. To set themselves up for success, software development and operation teams need to allocate 20% of their schedule (e.g. one day per week or one week per month) to slack time. That is, time they won’t have to spend implementing any new functionality, but rather investing on refactoring, automation, architecture, design, and other non-functional requirements that can improve quality.

      Long live Technical Debt Friday!

    2. The deal [between product owners and] engineering goes like this: Product management takes 20% of the team’s capacity right off the top and gives this to engineering to spend as they see fit. They might use it to rewrite, re-architect, or re-factor problematic parts of the code base…whatever they believe is necessary to avoid ever having to come to the team and say, ‘we need to stop and rewrite [all our code].’ If you’re in really bad shape today, you might need to make this 30% or even more of the resources. However, I get nervous when I find teams that think they can get away with much less than 20%.

      The 20% Rule (of technical debt)

    1. Reckless Accidental debt is the least desirable, since the team has no choice about incurring it and either doesn’t recognize it or cannot correct it once it exists. This quadrant is red, because ideally the team should stop and self-improve (through training, hiring, or whatever other means is available) such that it is able to at least recognize the kind of debt it is incurring currently.

      We can move towards reducing/alleviating Reckless Accidental technical debt through training.

    1. “Where in the organization will Scrum work best, and where will Kanban work best?”

      Choose Your WoW! (Way of Working): https://disciplinedagiledelivery.com/dad-handbook/

    2. When work item size and cycle time are consistent, it becomes relatively easy to forecast how long it will take to complete a known set of work.

      Yep, we might, just maybe, be able to produce reasonable schedules (once we have some real data).

    3. Kanban at the portfolio and program level to visualize and manage the top-level workflow in the product, product, or organization

      Portfolio Management? Yep doable.

    4. Kanban’s greatest strength is that it models anything and is very flexible.

      No special roles required. Start where you are!

    5. Its flow-based approach tolerates rapidly changing priorities much better than a timeboxed approach like Scrum.

      Some would argue (rightly IMO) that Kanban is better suited for our type of work than Scrum. See: DAD Lean Lifecycle: https://hyp.is/ne2_JFb-Eem8rVN2bpUt1g/disciplinedagiledelivery.com/lifecycle/lean-lifecycle/

    6. For a single person managing his or her work alone, a simple Kanban board similar to the one shown in Figure 1 is often all that is necessary.

      Great tool, even if only used in isolation. Because your work is "visualized" and WIP limited, it helps you to defend your time from the boss that wants to pile on everything and alleviates ever having to answer the question: "What's the status" (Simply [re]send your boss the link to the board.)

    7. WIP limits help unburden individuals and optimize flow

      If one's time is at full utilization, queue times to gain access to or assistance from that person are nearly infinite! (See resource utilization and wait time graph: https://hyp.is/ud84tFb2EemKoqfvc4mLJg/itrevolution.com/resource-guide-for-the-phoenix-project-kanbans-part-2/

    8. make the workflow visible

      Make it visible!

    9. Kanban advocates starting with how the work is done today

      Start today! (No new roles/processes needed.)

    10. drive evolutionary change

      It's evolutionary!

    1. Work is difficult to predict in advance. For example, teams that are focused on fixing defects or handling support issues are good candidates for this lifecycle

      Sounds like the work we do for HIH/HRSTS.

  4. Mar 2019
    1. A worksheet for collecting POA&M data is located in Appendix H5.T

      POA&M Data Collection worksheet

    2. For program-level issues,such as those that are enterprise-wide, the maximum time for remediation is five (5)years

      Enterprise wide program level is 5 years for remediation.

    3. controls to monitor and update the POA&M to demonstrate weekly to monthly progress

      Weekly to monthly progress updates

    4. Determining the severity level of the weakness in order to prioritize POA&M efforts according to risk factors

      Severity suggests priority.

    5. Component Information Systems Security Managers (ISSM): Monitor progress of POA&M implementation efforts

      ISSM Monitors progress.

    6. Component Information Systems Security Officers (ISSO): Develop, track, and manage POA&Ms for systems under their control.

      ISSO is responsible to Develop the POA&M (among other tasks).

    1. If an employee receives a Quality Step Increase or takes a Change to Lower Grade, their time before the action still counts toward their next Within-Grade Increase, but the step they are going to determines which waiting period (one, two, or three years) they will be in.

      How about a Quality Step increase?

    1. Temporary service performed after 1989 (FERS only)

      Not creditable towards SCD.

    2. Time not creditable for retirement that may affect the retirement SCD include

      Temporary service is not creditable.

    1. WGIs apply only to GS employees occupying permanent positions. "Permanent position" means a position filled by an employee whose appointment is not designated as temporary

      No WGI for temporary positions.

    2. Employees who occupy permanent positions earn WGIs upon meeting the following three requirements established by law

      Must occupy permanent positions.

    1. BREAK IN SERVICE—The time when an employee is no longer on the payroll of an agency. (In computing creditable service for benefits, e.g., leave accrual and reduction in force retention, a separation of 1, 2, or 3 calendar days is not considered to be a break in service; a separation of 4 or more calendar days is considered to be a break inservice and the days of separation are subtracted from the employee's total creditable service.)

      Break in service

    1. Although it’s nice to plan around the stability that Scrum promises – with a fixed sprint backlog of work – the reality is that teams have to deal with interrupt driven work and absorbing this isn’t a strong characteristic of Scrum.

      Scrum doesn't deal well with expedited workloads (changing priorities).

    2. To be successful at Scrum you have to allocate people roles, train them and arrange your work according to the methodology.

      Scrum requires change.

    3. Firstly it is an evolutionary method to introduce change in an organisation. Meaning that no additional roles or practices are introduced by organisations that adopt the method. Existing roles and processes are kept but are wrapped into Kanban. Workflows are investigated and visualised to provide control around the work but we don’t change how people do their jobs or interact.

      Kanban is evolutionary.

    1. Are suitable for deployment on modern cloud platforms, obviating the need for servers and systems administration;

      No servers or sys admin?

    1. Scrum Masters are servant leaders and coaches for an Agile Team. They help educate the team in Scrum, Extreme Programming (XP), Kanban, and SAFe, ensuring that the agreed Agile process is being followed.

      Scrum Masters are coaches.

  5. dataverse.org dataverse.org
    1. The Institute for Quantitative Social Science (IQSS) collaborates with the Harvard University Library and Harvard University Information Technology organization to make the installation of the Harvard Dataverse openly available to researchers and data collectors worldwide from all disciplines, to deposit data.

      Openly available to "Data collectors worldwide from all disciplines, to deposit data."

    1. Q13:  How do I identify the IAT workforce? A13: Two basic questions can help identify IA Technical (IAT) positions: Does the position require privileged access to a DoD Information System Computing, Network, or Enclave environment? Does the position include any of the functional requirements listed in Chapter 3 of DoD 8570.01-M for that level of the information system architecture? If the answer to both #1 and #2 is yes, the position is an IAT position. If the answer is no to both, then it is not an IAT Position. If the answer is yes to #1 and no to #2, it is not an IAT position. If the answer is no to #1 and yes to #2, it may be an IAM or other IA position

      How do I identify the IAT workforce?

    1. I’ve been there, but it doesn’t need to be this way! It took me literally 2 years to get from “uh what’s tcpdump?” to “I’ve HEARD of tcpdump but I don’t really get it” to “well I can blindly copy from stack overflow and sometimes it works” to, finally, “I can easily use tcpdump to debug firewall issues and I always completely understand the commands I run are doing”.

      Someday... :)

    1. Anytime you hear “cloud hybrid,” “hybrid cloud” or “on-prem plus cloud,” it’s a Strangler Pattern, as the organization must maintain connectivity between its legacy application and the microservices it’s pushing to the cloud.

      LOL. Yea we're using the strangler pattern. :)

    1. HTML, CSV, or JSON to search for matching Hypothesis annotations and display them in one of those formats.

      Export Hypothesis annotations.

    1. One of the natural wonders of this area are the huge strangler vines. They seed in the upper branches of a fig tree and gradually work their way down the tree until they root in the soil. Over many years they grow into fantastic and beautiful shapes, meanwhile strangling and killing the tree that was their host.

      Martin Fowler Strangler Pattern

    1. Instead of usingk-grams, the strings to fingerprint can be chosenby looking for sentences or paragraphs, or by choosing fixed-lengthstrings that begin with “anchor” words [4, 12].

      Or by using Matt's Rule of Text.

    2. even on text data the assumption thatone can always find reasonable sentences is questionable

      I can always find "reasonable sentences" (i.e. one which fingerprints the document), by applying Matt's Rule of Text.

    1. valuing organizational learning

      ... on subjects that matter (not e.g. Acquisition training).

    2. institutionalizing the improvement of daily

      Improve daily work.

    3. Creating fast feedback is critical to achieving quality, reliability, and safety in the technology value stream. We do this by seeing problems as they occur, swarming and solving problems to build new knowledge, pushing quality closer to the source, and continually optimizing for downstream

      Fast Feedback.

    1. David is now working with a new project organization that is based on Kanban teams. He has a core project team that uses Kanban to manage all their project tasks, but also to manage occasional duties for upcoming or past projects. He works with functional teams that use Kanban to manage the work that is coming from several projects at the same time. At the start of the project, capacity for the stream of work is reserved with each of the Kanban teams based on the time-criticality of the project. During the project, he authorizes work to the Kanban teams by replenishing their input queues.

      Is this described in David Anderson's Kanban?

    1. Increased predictability and an ability to respond with confidence to tough questions like “When will you deliver?”, “When should we start a job to deliver by a certain date?”.

      We should have data, and thus better estimates, after first cycle/batch.

      We'll never do so if we continue using PM methods that don't apply to our situation (i.e., a portfolio of product development [cyclical] projects under resource constraints. See: http://sbuweb.tcu.edu/tbrowning/Publications/Browning%20&%20Yassine%20(2016)--Managing%20a%20Portfolio%20of%20PD%20Projects%20under%20Resource%20Constraints%20(preprint).pdf

    1. 7. Specific certificationsMust have: 15%Nice to have: 49%Optional: 36%

      So certification and $3.50 gets you coffee at Starbucks.

    1. Let’s ditch that single person accountability concept and instead have a team of a Product Co-Lead, UX Co-Lead and Engineering Co-Lead all accountable.

      No. We still need the single point of contact (SPOC), but the good SPOC will get input from his "co-leads" to prioritize the backlog. I don't see the good SPOC working in a vacuum.

  6. Feb 2019
    1. A deficit implies that Scrum is not yet being implemented, and that there is likely to be technical debt.

      Done means done.

      Or maybe not: "I believe that the Definition of Done needs to align with the Scrum Team's value stream, and "Done" may very well be "ready for UAT" or "ready for IV&V". However, I do think that, in these cases, the Scrum Team should be careful to actually make sure that the work is done. These events should not find show-stopping issues, although they may result in feedback for future iterations." - Thomas Owens comments below.

    2. allow requirements to be traced to the code implementation such as by clear feature-relevant naming conventions.

      RTM by clear feature-relevant naming conventions.

    3. EXAMPLE DEFINITION OF DONE Remember that a Definition of Done properly applies to an increment.

      We need remember this.

    4. They may need the courage to assert "We are not yet a Scrum Team, we will not pretend we are until the deficit for release we have highlighted is closed, and we will limit any commitments we are prepared to make accordingly".

      Yes, be brave (and demand respect - from management).

    5. a Development Team has the right to refuse to do any work, if they cannot commit to its completion by the end of the Sprint

      And yet we are forced to do this all the time.

    6. the first thing to do with a broken Scrum implementation -- such as a deficit for release -- is to make the problem clear to all.

      Make the problem clear to all.

    7. Of these three, transparency can arguably be said to come first. If a situation is not clear then it can hardly be inspected, and no sensible adaptation will be possible.

      We are clearly lacking in transparency!

    8. Definitions of Done that are of less than release standard have become, more or less, "industry normal".

      Our "done" does not require work be releasable.

    9. Yet any deficit in the standard needed to deploy an increment into production, by the end of a Sprint, really does mean that Scrum is not being implemented.

      So we aren't implementing Scrum.

    10. The problem usually boils down to this: organizational change is hard. When push comes to shove, it is all too often the Scrum Framework which is modified, and only lip service gets paid to the principles.

      So we're changing the framework.

    1. While the concepts of Lean and the Kanban system it uses are very easy to learn, it can be difficult to master the principles of lean flow and maximizing the throughput of the system.

      Baby steps...

    2. Lean does not prescribe this overhead and instead suggests that it be done if and when necessary.

      I hate "standing" meetings (not of the SCRUM sort, these can be valuable, but recurring/planned meetings, ostensibly for progress/status reports). They are seldom useful and generally the information could be better conveyed/updated using Kanban.

    3. a continuous stream of work (instead of fixed iterations)

      Seems like our CRs would better fit this Lean lifecycle.

    1. Teams who have many small, relatively independent requirements (be they change requests or potential defects) and who are working on an existing solution will often adopt this lifecycle.

      Our situation in HIH.

    1. It is important to note that AWS manages physical and logical access controls for the AWS boundary. However, the overall security of your workloads is a shared responsibility, where you are responsible for controlling user access to content on your AWS accounts.

      We got this.

    2. AWS Glue is a fully-managed Extract, Transform and Load (ETL) service that can read data from a JDBC-enabled, on-premise database and transfer the datasets into AWS services like Amazon S3, Amazon Redshift and Amazon RDS.

      Are we using AWS Glue?

    1. Weighted Shortest Job First (WSJF) is a prioritization model used to sequence jobs (eg., Features, Capabilities, and Epics) to produce maximum economic benefit. In SAFe, WSJF is estimated as the Cost of Delay (CoD) divided by job size.

      Any performance studies done on WSJF use in Kanban?

    1. Before you gather all those metrics and show how productive your teams are, ask yourself what value you’re producing. For whom? How do you measure if value is really being generated? How do you know your happy customers are happy? Actually, happy is not enough. Your customers have to be ecstatic about your solution. If they aren’t, metrics are irrelevant.
    2. Do not think of Kanban Project Management as a framework. We encourage you to start where you are and gradually find out what works best in your own context

      It's not a framework! :) Start where you are!

    3. forecasting that’s based on the actual data

      Yay for evidence!

    4. a scalable way to track one or multiple projects using hierarchical Kanban boards.

      So needed.

    5. We aim to provide practical guidance for Project Managers that are seeking ways to improve their workflows without necessarily adding more people or resources.

      Good, because we aren't getting any.

    6. Understanding of the work state and project status.

      What a concept!

    7. Survivability and sustainability of the business, if applied strategically.

      Examples?

    8. Compatibility with any process.

      Key point!

    9. Relief from overburdening and happier workforce.

      This is true no doubt.

    10. Dramatic improvements of your cycle times realized soon after starting out. The improvements usually go way beyond 100%

      Any basis for this? Certainly the promise of 10x is seldom if ever realized.

    11. The Kanban PrinciplesThere are three guiding principles that represent the Kanban way of thinking:1.Start With What You Do Now»Understanding current processes, as actually practiced»Respecting existing roles, responsibilities & job titles2.Gain agreement to pursue improvement through evolutionary change3.Encourage Acts of Leadership at All LevelsIf you compare these principles to any other popular approach, you will quickly realize that Kanban is very humane. It doesn’t tell you that there’s a right way of doing things and that you are doing it wrong. On the contrary, it respects the current situation and helps you improve from where you are.

      Improve from where you are!

    12. David J. Anderson published the first book about Kanban (also known as the blue book)

      Get it!

    13. One of the most important aspects is how to scale a successful practice from a team level to the portfolio level and we will explore it in detail.

      We need this knowledge.

    14. Continuous Improvement (Kaizen)It occurred to me rather late that continuous improvement is a risk management strategy.

      Good observation.

    15. Waste #3: Wishful ThinkingThis is the worst form of waste because it’s usually invisible. Wishful thinking means making decisions based on your gut feelings or opinions, without considering data.

      Evidence-based decisions please.

    16. If you’ve heard about Jeff Bezos’s “two-pizza team”, then you’d know how to form teams that won’t suffer from hand-offs badly.

      Out teams are more like 5-6 pizza teams (maybe more).

    17. Many companies attempt to improve their delivery by adopting lean and agile methods. However, they rarely invest in the right tooling, which is a necessary step for each reasonable agile adoption.

      Stop using Gantt and schedules, start using Kanban.

    18. “Scatter can be defined as the actions or inactions that make knowledge and information ineffective by disrupting its flow.”With no intention of perpetuating the cliche that it’s always the management’s fault, it has to be noted that most of the Scatter is caused by bad management decisions or activities.

      It's the managers, I'm just sayin'.

    19. I’ll repeat: this tool randomly kills production servers.Please, pause for a second and ponder over this.

      Plan for failure.

    20. you will be able to forecast with big confidence using what we call Monte Carlo simulations.These simulations are based on your historical data (historical throughput) and surprisingly enough, you don’t need loads of it to get started.

      Evidence-based scheduling (not WAG scheduling)

    21. Peter Drucker said:“Nothing is less productive than to make more efficient what should not be done at all.”

      Like building our schedules.

    1. If you'd like to join via Instant Join, use the link "https://global.gotowebinar.com/join/<webinarID>?clientType=html5". Be sure to enter the webinar's unique 9-digit ID in place of "<webinarID>".

      Was difficult to find this info (most would be challenged to do so). A link to launch using the web browser should be sent with every invite. Many can not (not permitted) to install applications (it's 2019 folks) or may not be able to run unknown (not trusted) publisher apps or may simply prefer to us the web client in the context of a "safe" browser.

    1. Sometimes, even experienced project managers don’t differentiate between these words, and they should

      Yep, see above annotation.

    2. people don’t make any difference between planning, estimating and scheduling.

      because they don't understand the differences among these things.

    3. at the moment when you attach start and end dates to the individual work items, you become the root of all evil

      ... because Johnny can't schedule.

    4. As part of the Analytics module in Kanbanize, we do have Monte Carlo simulations, which we use to forecast how many work items we can deliver by a given date in the future. These simulations are based on real historical data, which makes them the most reliable way to answer the “When is it going to be done?” question.

      Evidence-based scheduling.

    5. However, we should accept the fact that we have no control over the future and we just can’t know how long things are going to take. Not even if it’s in our Gantt chart.

      So stop believing it.

    6. If someone claims that they can effectively schedule the work of a team of knowledge workers more than one week in the future (even this is questionable), slap them in the face and don’t talk to them ever again.
    7. Scheduling work means that we fix the start and end date of each individual task. Scheduling in knowledge work is a waste. Period.

      I couldn't say this more clearly.

    1. The public is going to pay for all of this change, so the public should get a return, is one way to look at this passage.

      Makes sense to me.

    2. some back-of-the envelope calculations on the cost for a federal jobs guarantee suggested the government could provide 9.7 million jobs to the under- or unemployed at a mean wage of $32,500 to account for different levels of experience, etc. Adding in taxes and benefits makes the annual cost of each job about $56,000. So the total cost to the government each year would be about $543 billion. That's less than the nearly $674 billion the government spends on the Pentagon's budget. It is much less than the government spends on safety net programs Medicare and Social Security each year.

      Smoke that.

    1. We would hope to see results in the next 8 months

      Why so long?

    2. 18 months until we will be ready for occupancy after they start.

      18 months, once they start. (Could be 26 months out, if we get a resolution with the insurance company within 8 months.) See below.

    3. This is a total of approximately $2,676,360.93 in reconstruction fun

      One-tenth of the funds needed.

    4. The initial cost estimatefor legal representationwas going to be approximately $8 million dollars. It was decided that it was not in the best interest of the owners without trying tonegotiate with the Insurance Carrier.

      $8 million for lawyer. Wanted to try to negotiate with the insurance carrier.

    1. For this reason, INTJs tend to prefer to work in tight, like-minded groups – a group of one, if necessary.

      Double yep. ;)

    2. INTJs have a fairly strict code of conduct when it comes to their work, and if they see coworkers valuing social activities and "good enough" workmanship over absolute excellence, it will be a turbulent environment.

      Yep.

    1. I've lived most of my life in enterprise applications: database-backed, GUI/web frontend kind of world.

      Me too (and us).

    2. In particular, one of the really central things that impressed me very much about the early agile advocates was this realization that people are operating at the best when they choose how they want to work.

      People choose their way of working.

  7. Jan 2019
    1. his book is the study guide for Disciplined Agile CDA and CDAP certifications.

      Hey I thought you weren't selling me certifications.

    2. No more simplistic, silver bullet methods or process frameworks that gloss over the myriad of challenges your organizations faces because to do so wouldn’t fit in well with the certification training they’re hoping to sell you.

      :) lol

    1. If you want to succeed at enterprise agile you need choices, not prescriptions.

      So the DA folks keep telling me.

    2. adopt what works well for you and to abandon or better yet improve upon what doesn’t.

      Does it hurt when you do that? Don't do that.

    3. several

      be

    4. to

      too ;)

    5. virtually every single DevOps success story is based on a multi-year kaizen-based continuous improvement strategy

      multi-year kaizen

    1. Teams pull work when they know they have the capacity for it, rather than having scope pushed on them

      Critical.

    1. Hypothesis syncs annotations across copies of the same PDF based on a “fingerprint” or unique ID.

      How is this calculated/determined? [Full disclosure: have not looked in the fine manual.]

      Does this work for local HTML files? [Haven't tested :)]

      If not, could we simply save the HTML file to a common location locally (e.g. C:/Temp/SomeDoc.htm) and share annotations in that fashion (i.e. emailing the file and saving to the same local path)?

    1. Owners are responsible for Privacy overlay assessments of the P/SaaS CSOs used and any applications built on I/PaaS. Specific guidance regarding what Privacy overlay C/CEs apply to CSPs vs Mission Owners will be provided in a future release of this SRG

      Where's the guidance? (We're nearly two years on now.)

    1. We plan to publish continued guidance on how to implement these current best practices quickly and efficiently, while reducing an agency’s overall complexity.

      Where is it?

    2. Compliance documentation doesn’t tell me what the security posture of a system is now. It’s a point in time analysis that’s useless the moment it’s “saved.”
  8. Dec 2018
    1. Crowdsource the information and documentation that is an essential part of the architectural design, which is actually the only sustainable way to keep it up-to-date, ie allow your data citizens to wikipedia-like feed in a controlled, but yet flexible and open way

      Yep, we know this (but never, ever do it).

    1. Before you implement any data-centric projects, you must know what data you have, where it is located, and how it relates between various systems.
    1. How can you improve both test data preparation and usage? First, you’ll need to develop a strong test data management strategy.
    2. Typical approaches to test data preparation can include cloning production databases, subsetting data from production databases or writing scripts to synthetically create test data

      Hi Jack! :)

    1. Amazon Macie is a security service that provides customers both visibility and security for the content that they store in Amazon S3.

      Will our data be stored in S3?

    1. Enough time has gone by now that I have now lost complete hope that SAFe will realise agility in organisations. Over a dozen senior leaders in organisations that have implemented SAFe have declared that it is not working for them

      Ouch!

    1. The next thing is to see if what you have planned actually makes sense.

      It might make sense in a "truly project-oriented organization", but will likely fail this analysis in the RCMPSP real world. See page comment.

    2. Note that this discussion is for a single project - in isolation. Not to be confused with the real world situation most of us live in of the Resource Constrained Multi-Project Scheduling Problem (RCMPSP). See: http://sbuweb.tcu.edu/tbrowning/Publications/Browning%20&%20Yassine%20(2016)--Managing%20a%20Portfolio%20of%20PD%20Projects%20under%20Resource%20Constraints%20(preprint).pdf

    1. Whilst this level of the implementation is still in its infancy, it is already yielding significant benefit – primarily through the power of visualisation and communication. Week by week the demand management team finds itself able to lift focus from a “project by project” view to a living “whole of portfolio” view.

      We need a "demand management team".

    1. One other piece worth noting is that we are not yet describing a full enterprise-level SAFe implementation.   It is being actively explored, and what is known so far is that it will require 2 additional portfolio layers as the various groups are brought together.  I will be describing an implementation keeping 3 programs or delivery groups and roughly 200 people busy, but the eventual target involves more than 5,000.

      Sounds like us (uh, sort of)

    1. Overloading teams and programs with more work than can be reasonably accomplished is a common and pernicious problem. Having too much WIP confuses priorities, causes frequent context switching, and increases overhead. It overloads people, scatters focus on immediate tasks, reduces productivity and throughput, and increases wait times for new functionality. Like a highway at rush hour, there is simply no upside to having more work in a system than the system can handle.

      Hello, management, read this and grok!

    1. Without effective Agile Teams, composed of empowered and motivated individuals, organizations cannot achieve the larger business benefits of Lean-Agile development.

      "Empowered and motivated"

    1. The WIP limit for this state must account for the availability of Product Management, the capacity of teams and other subject matter experts.

      We have to have resources.

    1. Government leaders and practitioners alike, along with their industry partners, must understand how and why Lean-Agile is fundamentally different than past approaches to technology development.

      Must understand (i.e. training required).

    2. Lack of a common enterprise Lean-Agile framework leads to a limited synergy between programs

      We need to pick a common framework.

    3. SAFe has emerged as the leading framework of practices for Lean-Agile at scale

      Says who? Source?

  9. Nov 2018
    1. This is where I'm going with PS3x5 which I described earlier today in another post: http://bootstrap.org/lists/ba-unrev-talk/0210/msg00069.html    (03) I have for several weeks now been playing around with a multipaned browser and some php and javascripts in an attempt to tie PS into a usable patchwork. PS3x5 (working name ;) is analogous to taking notes on 3x5 cards. 1. Do your research. 2. Take notes and bibliography info on your 3x5s. 3. Sort, reorder, toss, the 3x5s to create your outline. 4. Write "stuff" to fill in between the 3x5s.    (04) Granular links remain in the finished document. All done in the context of a browser.    (05) Radio, Blogger, iHarvest (now defunct) have much of that functionality but you don't get linked back granularly but to the page. Also, there is no way (to easily) rearrange the "notes". Nor is a snap shot of the page taken, so if you follow the link back the page may have changed. Each of these products has the bookmarklet functionality Barry describes - select, edit and post. I'm looking to add the ability to reorder and to get back to the paragraph level via the link (we could also possibly highlight the selected text in the paragraph) and ensure link integrity. I think it's doable.

      PurpleSlurple3x5

    1. Gyuri: But we’re not working together. I’m working on this system for more than 5 years, even before finding out about OHS, and now even the Augment Research Community is not looking at it, if not now/here, when ever?

      This has been going on for years.

    1. I’m currently running chrome on Windows 10 (no insider build). Go to chrome://flags and disable the Direct Manipulation Stylus option.

      SOLVED!

    1. Example Use Case: Valeria selects a typo ('anotation') in a web page and adds a comment that it should be replaced with the correct spelling ('annotation').

      My use case in the comments of PurpleSlurple, typo in Eric Raymond's "Cathederal and the Bazaar".

    1. Whichever tools you use, ensure your internal team and stakeholders are in agreement, and know how to use them effectively.

      Key: know how to use them.

    1. but there are many types, especially those with a combination of the Observant (S) and Feeling (F) traits, who will find a work (or any other) relationship with INTJs extremely challenging.

      Anonymous version.

    2. but there are many personality types who will find a work (or any other) relationship with Architects extremely challenging.

      Logged in version.

    1. IRI offers four methods for producing safe, intelligent test data in referentially correct database, flat-file, semi-structured file, and formatted report targets: Production data masking/scrambling in IRI FieldShield or IRI Voracity Database subsetting & masking in FieldShield or Voracity Synthetic test data creation (via random generation/selection) in RowGen or Voracity A combination of the above techniques in Voracity

      Some options for producing safe test data.

    1. If you are relying on production data for access and masking in the first place, consider the risk of those things ahead of time, and consider the ‘generation from scratch’ alternative.

      Smarter option.

  10. Oct 2018
    1. WhileIRIFieldShieldandCoSortsoftwarecanmorphproductiondatatomakeitsafefordisclosureandusefulfortesting,sometimesthatproductiondatadoesnotyetexistorcannotbeused.Insuchcases,atestdatagenerationtoolisneeded.IRIRowGensoftwareusesthesamedatadefinitionsyntaxtorandomlygenerateorselectdatafromonlythemetadataofproductiontablesorfiles,accuratelysimulatingtheirvalueranges,targetstructures,andprimary-foreignkeyrelationships.

      Use safe test data, maybe the way forward.

    1. Effective governors communicate what the priorities of your organization are and what is expected of people.

      Largely missing in HIH.

    2. most IT governance strategies prove to be ineffective in practice due to application of traditional strategies and ways of thinking.
    3. Lean IT governance balances your short-term and long-term needs. Too many organizations have allowed technical debt to grow in recent years, for the skills of their IT staff to stagnate, and to continue to tolerate traditional IT process strategies from yesteryear. This is because they allowed short-term priorities to trump long-term health. We must do better.

      Sounds like HIH.

    1. Agile methods are agile. If you have hours of meetings, a three-month increment, if you have to commit to a fixed set of deliverable functionality and a firm schedule months in advance, you're doing a waterfall project, or nearly so. Even if you call the requirements "use cases" and call the meetings "stand ups."

      HRSTS way.

    1. We have also begun developing an instrument to assess organizations' readiness to adopt Agile and DevOps. We would welcome opportunities to pilot this assessment instrument with your organization.

      How do we get involved in the pilot?

  11. Aug 2018
    1. Revocation CheckingMethods and Failover ConfigurationThe best practice for certificate revocation checking mechanisms is to provide multiple methods with failover capabilities. In general, DoD’s preferred order of revocation checking methods (where the first method is primary, with failover to the subsequent methods in listed order) is:1)Online Certificate Status Protocol (OCSP)2)Local Certificate Revocation List (CRL) cache3)CRL distribution points (CRL DP)

      Solution for us?

    1. Ideally the citation’s target (if 404) could also be retrieved, e.g. from Wayback, and used to anchor the annotations.

      Right. Time I revisit this idea: "Robust Hyperlinks"

    1. This adaptation can be done at a content server, a proxy, or a client device. Such adaptation results in better presentation and faster delivery to the client device. An original HTML document, authored for a specific client such as a PC, can be augmented with annotations, which provide hints for adapting the document to the other client devices. It is important to note that a result of applying an

      some note.

  12. Dec 2017
    1. never losing sight their primary goal.

      typo? should be "never losing sight of their primary goal"