The removal of sun.misc.Unsafe and other private APIs in Java 9 has in recent weeks divided the Java community perhaps as never before in its 20 year history. Even though a resolution has now been proposed and a migration path presented, the big question remains: What will a post sun.misc.Unsafe world look like?
OKR (Objectives and Key Results) is a goal setting framework adopted by Silicon Valley companies that can complement Agile and Lean, creating an agile approach for setting goals and measuring value. Used by Google, Twitter and LinkedIn, OKR can help evolve the Agile Community and the Agile Manifesto itself from a focus on outputs (delivering features) to a focus on outcomes (delivering results).
In the book Kanban Change Leadership Klaus Leopold and Sigi Kaltenecker explore how kanban can be deployed to get change done in organizations and to build a culture of continuous improvement.
This article describes learning from XING on how to scale mobile development from 2 to 10 teams, It summarizes all key decisions and structural changes they made in order to enable the scaling.
What teachers can do to ignite kid's enthusiasm for coding by using interesting and cool lessons to give them some pointers on how to code and then let the magic happen!
In this article Vijay Algarasan, a Principal Architect at Asurion, discusses how he and his teams have encountered microservices at various engagements and some lessons they have learned as a result. 1
The Four Spheres of Lean and Agile Transformation book by Thomas P. Wise and Reuben Daniel, is based on how management should create an organizational environment to implement Agile.
We take a look at Etsy's blameless postmortems, both in terms of philosophy, process and practical measures/guidance to avoid blame and better prepare for the next outage. Learning is the key outcome.
In the fourth article in the Conversation Patterns for Software Professionals series Michał Bartyzel focuses on asking the right questions. 3
The "Lean Enterprise" book authors discuss how traditional management practices fail to balance innovation and product exploitation as they require very different sets of capabilities.
Agile software development is in a rut. The most popular agile methods are consistently mis-applied, mis-understood, mis-used, and all too often abandoned. This article proposes a new approach.