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Behavior Driven Acceptance Criteria for Features, User Stories and Tests

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Behaviour Driven Development (BDD) is an evolutionary outcome of  Test Driven Development (TDD) and Acceptance Test Driven Development (ATDD). BDD focuses on business values and is designed to remind everyone that business outcomes are the top priority. Drive repeated iteration around the desired business outcomes. Projects can often get distracted and drift away from the desired functions. Think “from the outside in”. Focus on the behavior that directly targets the desired business outcomes. Do not start inside a system or with a discussion on how tools can be used. Use a standard notation for describing behaviors and acceptance criteria. Select a form that can be understood by Subject Matter Experts and delivery. Some teams pick a syntax that is friendly to automated test tools. Apply these techniques at the top, working down into the different

Why do internet sites trust that they know who we are talking to or who they are talking about?

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We're flooded with data.  Customers and fraudsters have the ability to submit data, purchase services or products, and interact with corporate edge systems.  Every transaction should be wrapped with the following questions. Who are we talking to?  What is the risk if we don't know? Who are we talking about?   What is the risk if we tie it to someone we already know about? What is the risk of poisoning other data? Be skeptical my friend. Video Presentation Presentation Content Speakers notes will be added later

A sordid tale of customer identifiers - the complexity of knowing when we know

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Customer identifiers are the keys we use to bind different bits of information together that we believe represent the same person. This can be more complex than it sounds when you take into account the changing amount of what we know, corporate acquisitions, and partner company interactions. Video Presentation Content Speaker's notes to be added at some future date. A corporation, with divisions that each have apps and with partners. The corporation runs with a single id per person and handles any merge or separation actions by updating all parties. Conway's law: Architecture and communication paths align with organizational structure. Every team does their own thing. Division IDs are bound to the corporate ID at the corporate level. Corporate IDs are bound to the division at the division level.   The corporation creates link ids there shared with the other orgs. The other orgs create link ids and share with the parent corporation.

Non Functional Requirements - NFRs - in Software Systems

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NFRs are requirements that do not relate to business functionality. They relate to attributes like reliability, efficiency, and portability. Non Functional Requirements are architecturally significant requirements because they impact the system architecture. They are properties of a system that sit outside of specific business features or functionality. NFRs are sometimes called constraints. Other times they are called Quality Attributes. Constraints generally change the shape of architecture or design. Capturing NFRs early is part of a shift left where we surface the non-business value needs earlier in the process. Non-functional requirements impact the system as a whole and are cross-cutting across business features. when the non-functional requirements are done well, you may eliminate 50 to 80 percent of product defects.   Credit: Jamsoft Project efforts really need to be explicit about capturing their NFRs and updating them. Everyone has been on projects where some technical requi

Event the heck out of it so that you can drive insights and and keep options open

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Business and Technical events are an early, easy, way to capture activity, notify other systems of activity, capture technical changes, and log executed business functions. The information needed for those events tends to reside in specific steps in an execution flow. This means we often need to insert event generation probes in multiple places and at multiple levels. Product owners need visibility into any business functions or services that are performed.  Technical teams need visibility into the detailed activities executed in a system.  Partner business functions and data stores need a way to reconstruct the data as it existed at a specific times Databases often only provide a current or point-in-time state.  Logs have PII restrictions. Metrics are statistical by their nature. 

Urban Dictionary - training wheels for inclusion?

Slang and culture dictionaries can help us understand others without forcing them to completely code switch for all our interactions.  We don't want to remove bans on insulting or demeaning speech.  We do want to let people use their native phrasing and nuance and find the tools that bring us to their world.   The Urban Dictionary and others have a bunch of terms that don't belong in the workplace.  They also have a lot in them that pushes some of us at least one step closer to the sphere of others. Consider inclusion separately from diversity.   Research shows  that valuing diversity is not enough to reduce discrimination toward minorities. In addition to focusing on diversity, organizations need to  create inclusive environments  for employees to feel comfortable bringing their authentic selves to work.  "The Cost of Code-Switching" Harvard Business Review.     

Management by Impossible Objective

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Management by Impossible Objective  is a style based on the idea that people will produce more in less time if they are given goals that are difficult to achieve.  It often morphs into goals that are impossible to achieve based on the notion that the only way to max out productivity is to pick a target that is above what is achievable causing people to work as fast as possible. There is some truth to the argument that people can procrastinate until they have well-defined targets. The idea breaks down when people realize or come to believe that the targets are unreasonable or made without an understanding of the details that went into the estimate. Agile takes a different approach that delivers continuous incremental value. Work is done until the backlog is complete or the ROI is less than the cost being invested. Video Images Used Speaker notes at some future date References https://hbr.org/2017/01/managing-a-team-thats-been-aske