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10 episodes with Iji
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2 episodes with Iji
10 episodes with Iji
2 episodes with Iji
Uutisotsikoissa juttua mm. Breath of Fire IV:n lisäyksestä GOGin Preservation Programiin ja Technos Japanin uudesta pelikokoelmasta. Jakson pääaiheena Daniel Remarin kehittämä indiepeli Iji vuodelta 2008. ((00:55:37)) Uutisotsikot yms. ((01:36:29)) Jakson pääaihe
A masterclass from the legend Zahid Hussain. A must-watch for anyone interested in learning the fundamental problems with Pakistan's political structure and the historical fault lines.On this podcast, we discuss Zia-ul-Haq's era, Iskander Mirza and the early years, Bacha Khan, Jamat-e-Islami, MRD, Jam Saqi, Zulfiqar Ali Bhutto, Mohajir Nationalism, The creation of MQM, IJI, TTP, Balochistan and more. Zahid Hussain is a Pakistani journalist, writer and television analyst. Hussain is a correspondent covering Pakistan and Afghanistan for The Times of London and The Wall Street Journal. His work has included assignments for Newsweek, the Associated Press, The Economist and several other international publicationsThe Pakistan Experience is an independently produced podcast looking to tell stories about Pakistan through conversations. Please consider supporting us on Patreon:https://www.patreon.com/thepakistanexperienceTo support the channel:Jazzcash/Easypaisa - 0325 -2982912Patreon.com/thepakistanexperienceAnd Please stay in touch:https://twitter.com/ThePakistanExp1https://www.facebook.com/thepakistanexperiencehttps://instagram.com/thepakistanexpeperienceThe podcast is hosted by comedian and writer, Shehzad Ghias Shaikh. Shehzad is a Fulbright scholar with a Masters in Theatre from Brooklyn College. He is also one of the foremost Stand-up comedians in Pakistan and frequently writes for numerous publications. Instagram.com/shehzadghiasshaikhFacebook.com/Shehzadghias/Twitter.com/shehzad89Join this channel to get access to perks:https://www.youtube.com/channel/UC44l9XMwecN5nSgIF2Dvivg/joinChapters:0:00 Introduction and Imran Khan interview4:50 Zia ul Haq's era10:00 Pakistan is a multi nation state18:16 Iskander Mirza and the Early Years23:21 Bacha Khan and Quaid e Azam28:30 Professor Ghaffor Ahmad and Jamaat-e-Islami36:00 Does Jamiat do violence on campus39:30 MRD Movement43:00 Jam Saqi and Zulfiqar Ali Bhutto45:00 Mairaj Muhammad Khan and Faces of Resistance51:00 MRD, Benazir Bhutto and resistance to Zia ul Haq59:30 Hamida Khuhro and Sindhi Nationalists1:03:08 Mohajir Nationalism and MQM1:19:00 1988 Elections and IJI1:22:40 Nawaz Sharif's interview1:26:50 Establishment vs PPP1:32:40 How the Establishment took control of Pakistan1:40:00 When Zahid Hussain met General Bajwa1:42:20 General Pervez Musharraf and TTP1:45:09 Balochistan1:58:00 Audience Questions
Esta semana, en Islas de Robinson, sesión de actualidad. Fabulosos discos presentes. Suenan: GUM & AMBROSE KENNY-SMITH - "ILL TIMES" ("ILL TIMES", 2024) / BEING DEAD - "PROBLEMS" ("EELS", 2024) / FRANCES CHANG - "YA A MIRAGE" ("PSYCHEDELIC ANXIETY", 2024) / BLUE BENDY - "COME ON BABY, DIG!" ("SO MEDIEVAL", 2024) / MARTHA SKYE MURPHY - "SPRAY CAN" ("UM", 2024) / JULIA HOLTER - "SOMETHING IN THE ROOM SHE MOVES" ("SOMETHING IN THE ROOM SHE MOVES", 2024) / MOL SULLIVAN - "GOOSE" ("GOOSE", 2024) / WAY DYNAMIC - "WE ARE ALL ALONE" ("DUCK", 2024) / IJI - "FEAR OF WHAT" ("AUTOMATICALLY", 2024) / ADRIANNE LENKER - "CELL PHONE SAYS" ("BRIGHT FUTURE", 2024) / NAIMA BOCK - "FURTHER AWAY" ("BELOW A MASSIVE DARK LAND", 2024) / BINGO FURY - "LEATHER SKY" ("BATS FEET FOR A WIDOW", 2024) / CHRIS COHEN - "DAMAGE" ("PAINT A ROOM", 2024) Escuchar audio
Esta semana, en Islas de Robinson, territorio 2024. Suenan: ERIK VOEKS & THE GHOSTERS - "EVERYTHING DISSOLVES" ("IT MEANS NOTHING NOW", 2024) / MADDENING FLAMES - "I DON'T WANT TO KNOW YOU" ("MADDENING FLAMES", 2024) / CASSANDRA JENKINS - "CLAMS CASINO" ("MY LIGHT, MY DESTROYER", 2024) / ROSALI - "SLOW PAIN" ("BITE DOWN", 2O24) / KATY J PEARSON - "LONG RANGE DRIVER" ("SOMEDAY, NOW", 2024) / FINOM - "A PETUNIA" ("NOT GOD", 2024) / DEHD - "DIST B" ("POETRY", 2024) / KATY KIRBY - "DROP DEAD" ("BLUE RASPBERRY", 2024) / IJI - "SILVERLAKE FLAMES" ("AUTOMATICALLY", 2024) / JESSICA PRATT - "GET YOUR HEAD OUT" ("HERE IN THE PITCH", 2024) / ALEX IZENBERG - "DRINKING THE DUSK AWAY" ("ALEX IZENBERG & THE EXILES", 2024) / JANE WEAVER - "ROMANTIC WORLDS" ("LOVE IN CONSTANT SPECTACLE", 2024) / LIZ LAWRENCE - "NO ONE" - "TOP LEVEL JOY" ("PEANUTS", 2024)Escuchar audio
Gäst i veckans podd är Mårten Schultz, professor i civilrätt vid Stockholms universitet. Förutom forskare och lärare är Mårten Svenska Dagbladets juridiske kommentatort, expert åt Statens medieråd och medgrundare och ordförande för Institutet för juridik och internet (IJI).Hur skiljer sig yttrande- och tryckfriheten åt beroende på vilka medier man använder? Vilka juridiska strukturer är föråldrade och kräver nytänkande idag? Och vad kan filosofen David Hume lära oss i en rättslig kontext? Foto: Severus Tenenbaum Hosted on Acast. See acast.com/privacy for more information.
Hoy Nando y Gemma nos proponen actividades culturales navideñas. Nando nos cuenta como está preparando el espectáculo "La dolçaina màgica" junto a la Colla de dolçainers de Almussafes. Nos recomienda ver Burundanga del 20 de diciembre al 15 de enero de 2023 en el Teatre Talia como espectáculo gamberro. Como propuesta familiar pone el acento en Parade, el circo de los valientes, montaje para toda la familia. Para ir con los amigos, nos invita a conocer el Circo de los Horrores y su último espectáculo "Bacanal" Por último nos explica en que consiste el proyecto "Teatre del poble" y su MOSTRA TALLER TEATRE en el Teatro Círculo. Por su parte, Gemma nos descubre la exposición de Lego Navidad en el incomparable marco del Castillo de Alaquás. Nos habla del Dreamhack, evento de videojuegos en la Feria de Valencia. Como propuesta musical, nos trae a Serafín Zubiri y el concierto de Navidad en Castellón. Y en teatro recomienda la actuación Escolta'm en el paraninfo de la IJI. Nuestros oyentes en Italia, pueden disfrutar de L'amore violento en el Auditorium Chioggia y Heroes. Cronache dal muro di Berlino. A Gemma podéis seguirla en su página de Facebook y en su perfil de Instagram. A Nando podéis seguirlo en su Instagram y ver sus proyectos en la fera teatre. Si os ha gustado podeis suscribiros en Spotify, Amazon Music, Apple Podcasts, Google Podcast y Ivoox
We are joined today with Johnny Tureaud to discuss Judo for Law Enforcement. He began training in Judo in 1990 at the Dearborn Judo Club under Fred Farley Sensei where he earned his Shodan. Upon moving to Sioux City he continued his study of Judo at the American Judo Club under Frankie Williams Sensei. After Williams Sensei's untimely passing, Johnny continued to teach Judo at American Judo & Jujitsu in both Sioux City and North Sioux City. He is a former Iowa, Michigan and Nebraska State and State Games champion as well as a State Kata champion and has competed in both the United States and Canada. He has instructed many local, state and national champions (both junior and senior) at IJI, MJI, NJI, AAU, USJA and USA Judo sponsored competitions.In addition to Judo, Johnny has intensely studied several additional martial arts. He is Shodan in Jujitsu and a Certified Jujitsu Coach – Level D through the USJA Jujitsu Program. Johnny holds a Menkyo (license to teach) at the Shoden level in Kenjutsu under George Alexander Hanshi and holds the rank of Yonkyu in Shotokan Karate through both the Shotokan Federation of Michigan and Global Martial Arts Association.Learn more about our Risk Management department here --> https://ibcins.biz/risk-management/
A KO GBODO JE KI IJI, EEFIN, ERUKU KI O WO OJU WA; DARIJI AWON TI O SE O
A KO GBODO JE KI IJI, EEFIN, ERUKU KI O WO OJU WA; DARIJI AWON TI O SE O
Bio Ian Spence is the Chief Scientist at Ivar Jacobson International. He spends his time coaching the teams working on some of the world's largest and most technically challenging endeavours - such as the Square Kilometre Array (SKA) project, building the world's largest radio telescope to explore the Universe - and working with industry thought leaders such as Dean Leffingwell, Dr Jeff Sutherland and Dr Ivar Jacobson to improve the art of software development. He led the creation of the OMG's Essence Kernel and many of the most popular Essence Practices. He has many certifications the most prestigious of which is SAFe Fellow. Social Media/ Website: LinkedIn https://uk.linkedin.com/in/ian-spence-agile1 IJI website: ivarjacobson.com Resources/ Books Learn more about Essence https://essence.ivarjacobson.com/ Location to get the Essence game cards (and others) – pdf: http://www.ivarjacobson.com/cards To browse the cards electronically https://pex.ivarjacobson.com/sites/default/files/practice/scrum_at_scale_2020_11.html Link for ‘Better Scrum Through Essence' Nov 2021 course: https://www.ivarjacobson.com/training-courses/better-scrum-through-essence-remote-nov-2021/tue-2021-11-23-0900 Book: Training from the Back of the Room by Sharon Bowman https://www.amazon.co.uk/Training-Back-Room-Aside-Learn/dp/0787996629/ Book: Turn the Ship Around! by David Marquet https://www.amazon.co.uk/Turn-Ship-Around-Building-Breaking/dp/0241250943 Video: David Marquet on Leadership in a Submarine https://www.youtube.com/watch?v=HYXH2XUfhfo Article: Google's 10 Traits of the Best Managers https://www.businessinsider.com/google-discovered-traits-of-the-very-best-managers-2019-6?r=US&IR=T#6-have-a-clear-vision-for-the-team-6 Interview Transcript Ula Ojiaku: My guest today is Ian Spence. He is the Chief Scientist at Ivar Jacobson International and amongst his impressive string of achievements and accomplishments, he is a SAFe Fellow and an SPCT. Ian in this episode talks about Essence in more detail. And before we move on to the conversation, Ian will be running a Better Scrum through Essence course this November, 2021. And for you, our Agile Innovation Leaders podcast listeners, they are offering a 5% discount if you use the code AILP5OFF. Just go to ivarjacobson.com and search for the training. On to my conversation with Ian Thank you so much, Ian, for joining us on the Agile Innovation Leaders podcast. Ian Spence: Thank you for having me. Ula Ojiaku: I've been looking forward to having this conversation with you. I've been to a couple of your courses, you know, the Agile Contracting course, as well as the alpha version of the Better Scrum through Essence. And each instance I had lots of aha moments and lots of learnings. But before we get to that, could you tell us a bit about yourself Ian? Ian Spence: I'm Ian Spence. (I'm an) Agile coach and consultant, I've written some books, I've done various things. I'm a SAFe Fellow. I've worked with quite a few of the main figures. Jeff Sutherland, Dean Leffingwell. And I was with David Anderson, (Kanban man) last week. And of course Ivar. Over the years, I've spent as a coach trying to help people - sharing knowledge and getting good practice into people's hands so that they can master the basics of the agile practices and then use that as a foundation to then innovate and develop, themselves and their workforce. My job is to make others successful. That's what I like to do, Ula Ojiaku: And how did you get onto this path? Ian Spence: When I got around to the age of sort of going to university, at one point I was going to be a Civil Engineer, but then I discovered that very few of them actually get to build bridges. So that took the fun out of that. So I thought I'd like to know how to build robots. And this is a long time ago and there was one course on robotics in the UK. But robots are computers and control systems. So I did a degree in Computer Science and Control Systems Engineering thinking this would be computer controlled, but they're actually two discrete subjects in different buildings. I ended up with a degree in Computer Science and Control Engineering and I got a job as a COBOL programmer in Sheffield. My job existed to fund my musical endeavors at that time. And then I got too old for musical endeavors. So I wondered what would happen if I actually paid some attention to my career. And since then I've had some books published, become a conference speaker, worked on some of the largest, most complex projects in the world. I mean the Square Kilometer Array. I like to talk about them because one I'm allowed to. Most of the exciting things I work on - some of them nano medical technology I was involved in. I can't even talk up. I don't understand what it did and I'm not allowed to tell you, but the Square Kilometer Array is the world's biggest science facility ever built. It's a big radio telescope. It's in Wikipedia. They have a lovely public website and I'd been coaching them probably for three years now. So they're developing the software for that using the Scaled Agile Framework and agile techniques. And that's the kind of software you build super computers for. Ula Ojiaku: I wouldn't have guessed you had, any musical endeavors. And I'd love to know more about it. If that's something you're comfortable with sharing. Ian Spence: Oh! That's all in the shady past now. The keyboard player in my band has gone on to be quite a successful electronic musician and producer, but it's all very niche market stuff. So, it was fun for a bit, but that's oh, years ago now. Ula Ojiaku: So, am I right in the understanding you were part of a band and did it involve, lots of tours and did you release any records? Ian Spence: If anyone wants to do some archeology on the internet, you may possibly be able to find out the name of the band, but there's no music available. We were okay , we were pretty good, but we didn't have that magic ingredient you need to be successful. Ula Ojiaku: And what sort of instrument did you play Ian or were you the lead vocalist? Ian Spence: Oh no. I was the guitarist - that's what I played Ula Ojiaku: So how did you, arrive at IJI (Ivar Jacobson International) as the Chief Scientist? Ian Spence: Well, I was a software engineer for many years, and I was one of the first people in the UK to learn Java. I wrote the first commercially available Java course in the UK. I was doing small talk programming. Got a job with a, consultancy, started doing a little bit of consulting and then unfortunately that company – the owner decided to shut it down. So we went and had some interviews and I had job offers to go and be a serious Java programmer, or to join Rational as a consultant. So I started doing a lot of work or consulting around the Rational Unified Process. Met people like Dean Leffingwell when I was working at, Rational Software. Rational was a good place, but that got purchased by IBM. So, me and some of my colleagues decided this was an opportunity to leave. And then we sort of merged. Ivar was also leaving Rational and setting up a consultancy at the same time. So we came together then. So I ended up as Chief Scientist at IJI. Ula Ojiaku: So let's go on to, Better Scrum with Essence. Could you tell us about the course and your involvement with the Essence standard? Ian Spence: So a long, long time ago in a land far, far away, a group of people had started a new company and they had been doing a lot of work with the rational unified process. Not surprising as Ivar was one of them. And we were looking at how can we, what can we do to make this more agile? So we started looking at, is there any way we can have the practice be the first class citizen? So if you look at, Practices say like use cases as a practice, Ivar came up with that. It was the foundation for the Objectory process. It was in the Rational Unified Process. It was in lots of other processes. Most of those have gone, but use cases is still one of the most popular ways for people to capture requirements. I mean, the term use cases actually entered the English language. So practices last a lot longer. Many of the agile practices, people think they're discovering as shiny new things have been around 50 years or more. What we wanted to do was free the practices. So we did, something we called the essential unified process, which actually was made out of practices. And he thought this is a good idea, how can we make this more popular? So Ivar founded this organization CEMA, other luminaries, Tom Gilb, Hollister Coburn was there. They had set some introductory meetings. They were quite successful and, donated the underlying language. Right? So maybe more people could do practices. Ivar loves to talk about the method, prisons and method wars, but (Essence is a way to) basically free the practices. So the owners, the people who come up with a practice don't have to see their work rewritten, rebranded, recast every time someone built a method. So that teams can put together and plug their own way of working. And we've just been working on that ever since, so we've been trying to get a healthy, vibrant practice community. And one of the biggest things that's happened for Essence in the last few years is Jeff Sutherland's involvement. So scrum is described in the scrum guide as you know, 19 pages or something, maybe a few (pages) less in the last version, very succinct, very accessible, very good. Lots of good scrum training. And Scrum is in SAFe. Scrum is in LeSS, Scrum is in Scrum at Scale. People use Scrum in software, they use it everywhere. But if you look at the numbers over 50% of the people who say they're doing scrum are failing or doing it badly. So Jeff is very keen to find any way that can help people do better Scrum. Ivar and I went out to Amsterdam, met Jeff introduced him to the idea of Essence and he got the idea very quickly. He liked the idea. And I worked with him to create the first set of scrum essential cards. And these have been around; they've escaped into the ether. Lots of people have them and use them. But Jeff really liked the cards. He started using them in his training courses and he found that just as a simple, an active glossary, you can engage with, you can do lots of exercises. He likes to play a game he calls build your own Scrum. So he gives people the cards, but no context, and they have to assemble Scrum and a lot of the time, somebody on one of Jeff's course that he learned more in the hour, they spent doing that than he had in the last three years doing scrum. The idea is to bring practices to life and make them more accessible and actionable to people. You know, having things on cards, isn't a new idea. People have done that for years, but there's a language and semantics behind these cards that allow you to compose practices together. You can actually execute the language so you can generate the task. It's possible to generate the tasks from the Essence definition. If you want it to go down that route, there are checklists to help with quality. There's also the other thing we have, which we call the kernel, which is… ( holding a little card up to the camera). This defines what it entails to do software engineering, not how to do it, just the what, and that defines the methods space for software engineering. So when you load up practices into the kernel, you can see where you haven't got anything where there's things missing. You can use it to try and get balanced between the seven key aspects identified in the kernel. So, you know, as you're building your solution, are you keeping your stakeholders on board? Do you know what the requirements are? Have you got a healthy team? So much can be done with it. The Scrum Essentials are literally a hundred percent aligned with the Scrum guide, but they bring it to life. You can interact, you can play games and you can say which bits you like, and you don't like. You can look at the connection. So a really good aid for teams starting out, or just to refresh the Scrum - revisit what you're doing. A lot of people are using them and coming up with new games and ways to play them. And the, the goal is there to be a viable set of practices. And then, you can pull them together. You know, a lot of teams mix Scrum and Kanban together. Wouldn't it be great if you could take David Anderson's Kanban practice and Jeff's scum practice and have the pieces there. so you could, you could see how they fit together, where they reflect, you could merge items together. You know, I don't really care what you call the person who facilitates the agile team. You call it a scrum master. Do you call it a flow master? Do you call it a team coach, an agile coach? I don't care. What's important is that someone is playing that- has those accountabilities. Agile teams really benefit from someone who's looking, being the conscience of the team, helping them to improve. Recently I ran some workshops at the SKA. Like I say, they're very nice, cause I'm allowed to talk about them. We used Scrum Essentials - one of the scrum practices we've developed with Jeff called the scrum accelerator to help their scrum teams within a safe environment, get better at Scrum. Right? So you can take things from different places and mix them together and benefit from that knowledge. And that's, that's really what it's all about. It's a kind of Ivar's 'change the world' mission. We don't make a lot of money from the cards - we give them away for free, but hopefully it's helping people get better. And that the idea of Essence will spread and every team will be able to pick up and play with the right practices and organizations will be able to establish the kind of common operating model they need. So they have a local vocabulary within their organization, but the teams can then pick up whatever practices are going to help them the most. And even organizations, if they want to, they could mandate some practices. Most companies mandate some financial and accounting practices, because if you don't, you might well not be a legal entity and things like that. Safety critical you have standards. So we can do all kinds of great stuff. Quality checks, checklists, build life cycles. But the idea is to stop having these big descriptions of everything, which will never last because you know, which practices are improving change in new ideas all the time and have something where the way of working for the organization is as agile and as flexible and learning as much as the people in the organization as a whole. And that's the end game. It fits very well with scrum, because to use a scrum practice, you've got to pick a load of other practices. You don't have to do user stories, you could do use cases or other stuff. And it works really well with Kanban because it's all based on the idea of evolution. Ula Ojiaku: I'd have to say, having used the scrum cards that you've talked about, they are really very helpful and it does, I can testify in the sessions I've run, you know, with the teams, I support. It kind of brings things to life and it just helps. They're not wondering, 'oh, what's a daily stand up. Oh, what's a retrospective', because the definition is there you know, it's clear for them to just read and do the exercises. And one of the things I'm also in the process of trying out is designing an exercise for a team that wants to maybe start adopting some scrum practices, but they are Kanban. kind of build your own scrum, you know, pull what practices you want and don't take anything else - no more, no unnecessary overheads. I know that you have a (Better Scrum with Essence) course coming up. Do you want to tell us about this and what the, audience might expect to experience on your course? Ian Spence: Well, as you mentioned, you went on the alpha course. Ula Ojiaku: I was and I thoroughly enjoyed it Ian Spence: So it's covers quite a lot, but I did one with Jeff Sutherland on Better Scrum with Essence. You (Ula) are one of the very select few who got to go on the course and the course is, basically it doesn't teach you Scrum and it's not an alternative scrum master course. It teaches you how to use the scrum practices to play games. It covers sort of learning games, things you could use just to learn about Scrum. It covers, uh, how you can use the kernel to understand where you are. It covers the scrum accelerator and other games you can play to improve Scrum and it does cover some scaling stuff, how you can use some of Jeff's Scrum at Scale ideas, just to assess and play around with things. , you can use Scrum Essentials, you can use this with teams using SAFe -anyone, any scrum team, whether they're doing software can benefit. One of my colleagues is working at the Royal Navy, 30,000 people learning about Scrum and he's been using the cards an awful lot too. And they're not doing software development. And a lot of it is hands-on because you start playing the games. Actually, the one we're going to deliver in November is going to be a bit longer so it's very much playing games, exploring things in your groups rather than being lectured. And a lot of the games are transferable to any practice, but it's particularly useful, given that we have the access to the Scrum practices that Jeff helped us develop. So a great course for any coach, any scrum master, or any, we used to call people, call them process freaks. So if you're really interested in the ideas of Essence, this is a great way to, to learn the practicalities and how Essence would help you before you start going into the language and how to write things in Essence, but you know, people can produce their own practices. There are companies out there who are using these ideas to document their own ways of working. And it's interesting because the course would have been so much better if we'd been able to be face-to-face we'd have had so much fun playing the game. There would have been things stuck on the walls everywhere. It would have been great, but it works well online. We use Mural boards and stuff. So when people leave the course, they've got the cards, they've got the templates. You can literally, the next day I've known people go and start using the stuff that they've learned so that that's great, but you can sit down and very simple in an unobtrusive way with a team, find out which bits of scrum they like which bits they don't like, which bits they're doing, which bits they're not doing and get those conversations started. Um, I did it with a team recently. They didn't have any Sprint goals. And they didn't know anything about product goal, which was introduced in the latest scrum guide. So that uncovered that in a way that was sort of non-judgmental. And then we could talk about, well, you know, how do you think it would be useful? Well, why don't you try having some things like that? You know? And if, if we say daily, stand up, we hate it. Well, there you go. There's a, there's a, that's straight away. You've got something to think about how to improve and it gets you away from all of the ‘mad, sad, glad' and all of that. And you could be proactive. One of my favorite things is just, uh, in a retro pick a card and say, ‘well, how's this one going?' So you don't have to look at everything just randomly pick one and have a discussion about it and see if we're doing it well, if we could improve. If you were a new team, and you're coming together for the first time, Scrum is a great way to start building that team working. Right. But scrum does not give you all the processes and practices you need, but some of them you'll have in your heads. Some of them, you can pull it and as you go forward, you might move away from Scrum that's fine. But if you start, if you don't do all of the essential things, then you're not doing Scrum - we're doing something else, but that's fine. It's Scrum-like as opposed to Scrum but at least everyone will know you've got this different. We can start to share those values and we can start to have stuff to build, to build out on that. And it's the same with, with other practices. Essence is quite big in the academic community. There's a whole community of university lecturers, building courses, based on essence to teach software engineering and to be able to teach software engineering in a way that's independent of the practices, some of the management practices. So they can teach software engineering and they can use scrum as a tool, but they get that nice separation so that people know what's going on. Ula Ojiaku: There's something you said earlier on about, teams being able to choose their practices and evolve. And you said something that some people might find heretic, which is that, you know, as they evolve they might move away from scrum practices. Could you expand on that? Ian Spence: Uh, well, there's two sides to this. If you, if you're doing scrum, you should be doing scrum. Well, there's a lot of people out there blaming scrum and saying it's not working and they're not, they've never done it properly. They've always done some spray, you know… water, scrum, fall, or whatever. so it's nice if we can actually have meaning behind the words we use and the practices. A lot of the time people say they're doing one thing as an excuse not to do another, right? But software development should be a profession. People should be professional. We should maintain certain standards. And if we say we're doing X, we should be doing X. But a lot of agile coaches are familiar with Shu Ha Ri. . This comes from martial arts and in martial arts Shu - you are studying the standard forms and you're doing them by the letter. And that's how you build your muscle memory. That's how you build your basics. And then when you get to Ri - you start to be able to mix and match the forms and adapt them a bit. When you get to Ri - you have transcended. If you're starting out as agile, basic forms, you need to learn as a team, Scrum and Kanban. I think every Agile coach should have their Scrum and Kanban experience. They should have the experience of doing it. Right? And, um, the cards are to help the teams get that, get that muscle memory. And then when you go up the levels, at some point, you might get to the Ri level and transcend that's when you, uh, that's when you can really invent new forms, that's when you can pick up the existing forms and put a twist on them, but it takes many years to get there. And seriously, I don't believe there are any, any shortcuts. Right. And a lot of people seem to forget how they got where they are. Practices and frameworks are where you start even things like the Scaled Agile Framework. But for me, that's not an end point it's a starting point because if you're Agile, you're inspecting and adapting. So you have to inspect and adapt your way of working, right? Now, the problem is with anything that's popular, many people have inspected and adapted it and broken it. One of my SAFe training courses, I did, someone came along from this major company and they said, well, the team have told me they're doing SAFe and she listened and she enjoyed the course and she went back and said, ‘you're not doing SAFe but you ought to be doing SAFe. So we're going to get these people to come in and help us.' So I went in to do some coaching. Now, let's say I was told that there were eight agile teams . Now, the person who was like the lead agile person in the technical side of the organization. ‘What teams have you got?' By the time they've got to team number 15, which is two testers working alone. They, they were so agile. They had self organized themselves out of agility. to get them go back again, they got put back into scrum teams and then we did the PI planning and they went and they actually delivered the MVP that they'd missed a date for three times before. So it was a very successful adoption. But what the practices do is they keep you on the straight and narrow. So master the form and then as you go up from Shu to Ha to Ri, you will be able to start adapting and inventing new practices. But you don't get to that state without going through the hard work of learning, the basic forms and the basics. I have delivered, SAFe training with Dean Leffingwell. And I delivered Scrum at Scale training with Jeff Sutherland. And I've had some very, uh, interesting experiences where people on Scrum at Scale are trying to bash SAFe; they're more similar than they are different. Your job, as a coach, isn't to rip the foundation out and say to people ‘you're not agile, you're doing SAFe. You're not Agile, you're doing that.' What your job is, is to say, ‘Ah, you're doing great. What could we do better?' And if we bring some ideas, what are the other frameworks in… Lots of great ideas in SAFe, lots of great ideas in Scrum at Scale, lots of great ideas in LeSS - you're looking to improve. And, you know, if you are still doing those essential things from that framework from that practice at least you've got the commonality that people need to work as a large organization. You can start to evolve and play around and then practices can move about . I see all the frameworks as a starting point. SAFe is brilliant for lifting and shifting large numbers of traditional people and making them all agile. Ula Ojiaku: This brings me to a question really. You mentioned earlier on, , that organizations, potentially can build their own Agile framework from the ground. Ian Spence: Um, well we have to be careful when we say Agile framework. An agile framework is a pre-constructed set of practices and a reference model to help organizations create their own operating model. So every organization needs, their own operating model and that could include mandating frameworks and practices, but everyone, you know, you get your competitive advantage by having your own way of working. All right. So as organizations evolve from that standard model, that's useful in many contexts and create the one that's working specifically, uh, you know, optimized for ourselves. And reflects our learning and our skills and our recruitment policies and all those things that are part of a healthy organization. Ula Ojiaku: Thank you for clarifying Ian, however, would I be right in the understanding that what you're saying is for it to work, that has to be a shared language across the board as a fundamental… Ian Spence: I'm going to do a conference talk in Russia called, um, Agile Horror Stories. About how things go wrong. And one of the ways things go wrong is people take a challenge and blow it up and they start blaming other parts of the organizational structure. They'd start blaming all kinds of things for their inability to achieve the goals and outcomes that they had, you know. You don't have to change HR to go agile, but if you go agile, you can change HR to benefit things. So you've got to look across what, you know, what's the scope, what, what's the challenge, what commonality you need. No organization needs to have everything defined in the same way, but there are, if you want to do, you know, effectively portfolio management across the piece, you need some things that roll up and down across the backlogs and stuff like that. Then if you're going to go and talk to people, you need some consistent positions in the organization. So you know who you should be talking to, right? You shouldn't have to redefine the positions every time you changed the practice right. I did a talk at the SAFe summit a few weeks ago on the idea of the dual operating system. Now, a lot of agile people - I've seen a lot of articles - they said, ‘oh, we don't need any dual operating systems.' And what their people are showing is they haven't understood what it is. We want the agile, the value streams, which flow across our organization to work like a dynamic network. Self-organizing, self-determining we want that right now. Every organization, every human social structure will have a hierarchy in it. If you don't have a dual operating system where you separate the functional hierarchy or position in the organization, from the value streams on the network, the value is never going to have that beautiful unimpeded flow. Ula Ojiaku: Yes Ian Spence: What people are doing is they are not creating a network. They're creating a new hierarchy, right? And again, all these opposition are in pointless fights about stuff right. Now in the latest scrum guide they deliberately said, Scrum Master is not a role. It's a set of accountabilities. Basically, it's a card that someone picks up and goes, oh, I'm going to be the scrum master. I know people who act as scrum masters, who are, very senior in an organization because they run their leadership team. They run their lean portfolio management group as a Scrum. I worked at the, Gibraltar financial services commission where they did scrum all across. This is the business of regulations. They're not software. The first scrum team was the leadership team. And they were great. Every day, you'd see the CEO running to the daily stand up. It was brilliant. All right. And they were leading from the front, but you know, the person who was the, Product Owner for that group was the CEO and that's their position and that's their title. And they took on the accountability of Product Owner for the leadership team. And they had someone who was a senior coach who took on the role of the scrum master for that. But she was mainly coaching all the other people in Scrum. She was a scrum master for that particular group. So, you know, no, no changes of job titles. No, disenfranchising of people to start with, but yes, as you become more agile, you will improve everything, including the hierarchy. So yes, a lean hierarchy is better, but the big mistake too many people make is they create these sort of agile hierarchies and they do it and they haven't even dislodged the old one. So now they've got two hierarchies. So it's like, we don't need a dual operating system. We've got four hierarchies already. It's just crazy stuff. Ula Ojiaku: Some of the pitfalls you've mentioned, most recently being the one about agile hierarchy and multiple hierarchies instead of adopting the concept of dual operating systems in the spirit that it's meant to be, how can leaders in organizations, that have gone through transformations, recognize this sort of pitfalls and avoid them or remedy them if they've already kind of fallen into a rut. Ian Spence: I mean, the whole leadership question is an interesting one, particularly with some of the political leadership we're seeing in the world today. Um, but the, the idea of the leader that serves , of, uh, leaders who are empowering and delegating and stuff like that, um, is incredibly, incredibly powerful. So what leaders need is the agile mindset. Now, when you're looking at practices, right, there are millions of scrum teams in the world. So the higher up as a leader, the more it's about your mindset, your personal skill, you're not following practices. You're not doing routine type work in the same way. So what you've got to do is have that lean and agile mindset. Now, if you are leading a change, symbolic leadership is incredibly important. So you've got to lead by example. Um, you've got to understand the, the mindset and the principles. You've got to focus on outcomes, the real business outcomes, not output. You've got to learn how to use metrics and stuff like that, but you've got to go on a journey with your teams. You've got to do that kind of stuff. Um, And, you know, I've coached quite a lot of that. The biggest challenge I find when teaching, you know, leadership is something that you see at all levels of an organization as well. So every agile team will benefit from some agile leadership. Coaching is not something that's only done by coaches. Every good leader will… certainly a good agile leader will have coaching capabilities… will be developing their people. So you've got to learn about, about that kind of stuff. But the biggest problem I found when teaching, when coaching senior people say portfolio managers and stuff was basically just never turn up. they're too busy and that's not good. Don't be so busy that you haven't got time to get better. So take time to learn, take time to do experiments, do new practices. You've got to get into that. I mean, delegating authority is doing that. Doesn't mean I'm neglecting your own accountability and responsibility. So transparency and empowerment. Agility is there to empower leaders as much as the people being, led. And that's important. So all of these things can help you as an agile leader in agile, organization, you can be a better leader because you can really decrease the decision latency. You can spend much more of your time. Um, looking forwards, planning, forecasting, steering, creating the buzz, the vision and less time looking backwards. If you're learning to be an agile leader, don't get caught up in all the framework wars and all of that. It's about the mindset and about empowerment, autonomy, purpose, and all those, all those good things. I highly recommend... there's a video they use in the Scaled Agile course. David Marquee, a model of leadership, the nuclear submarine. Yeah. Yeah. So if you don't mind, um, all male or military type examples. It's a great about that leadership by intent and serves the those things. So as a leader, let's become about leading rather than chastising and administering. And management is incredibly important. Um, Google did some experiments where they tried to take a, we don't need no managers. They tried to get rid of the managers. Nobody was happy. So they bought them back. What they discovered was people like good managers. And I would assert, and I'm probably not the first person to assert this, but I can't attribute other assert anyway. Um, it's better to work for a good manager in a bad organization than a bad manager in a good one. And if you've ever worked there, I know people who have their whole career has just been moving, following a good manager anywhere. They went, wherever I go and stuff like that. And often they've gone to a bad company, but you know, you will be looked after because they have a good manager. So good managers develop the people and skills for sustainable organizations. They set the vision, they make the decisions quickly. Um, they involve more people in that decision making, but they keep their accountability, they keep their responsibilities. They don't pass the buck… Ula Ojiaku: If it goes well, it's the team. If it goes badly, the manager takes the bullets. Ian Spence: Yeah. The best managers to work for barely take that much credit. they get the credit because they've created that environment for everyone else to thrive. And, and, you know, the agile mindset, if you look at the qualities that Google said, a good manager needs, and if you compare it to the, you know, agile mindset, agile values, stuff like that, very closely aligned, they haven't normalized the vocabulary. People use the sport analogy and I'm a big arsenal fan. And I'm a big Arsene Venga fan. He would empower his players and send them out to play. He didn't have rigid systems. Jose Marino was the opposite kind of manager, right. The opposite kind of coach. But they were both fairly successful. Agile leadership is not the only style of leadership. Right? Many, many big things have been achieved by bad leaders, doing things I personally would consider unethical and stuff like that. Ula Ojiaku: But the question is how sustainable is it? People don't remember what you do per se, but they will always remember how you made them feel when they worked with you. Ian Spence: Yeah. There's stuff like that. But, um, I talked to David last week and he said that the, um, the longest living successful organization is the Roman Catholic church. Right. They go back thousands of years, and this is still the same organization and they have changed, changed considerably. But I wouldn't say necessarily of a particularly agile organization, they have quite rigid rules, but their leadership has, has, has learned and developed and listened to people and changed markets and all kinds of stuff over the years. So lean and agile leadership… it's what a lot of our organizations benefit from and need. So in basic learn about it and hopefully you're going to very successful. Ula Ojiaku: Where can the audience reach you if they want to get in touch with you? Ian Spence: well, I'm on LinkedIn. And that's the best way to contact me personally. If you want to investigate the Essence stuff, or get a hold of the scrum cards or the other cards. Then the Ivar Jacobson website. is the place to go. You can freely download that stuff and has articles about that, um, as well… Ula Ojiaku: Okay. All right, many thanks. And could you remind us the date of your Better Scrum through Essence course? Ian Spence: Possibly it's, uh, the 23rd of November. And it's a online course and it will start at nine o'clock each day, UK time. Ula Ojiaku: Okay. We'll have the Beatles and the show notes. So thank you so much again, Ian, for this. Do you have any final words of advice for the audience before we close this out? Ian Spence: The only final word of advice is stay be a lifelong learner, relentless improvement. That's something you should be looking at. So be, be curious, explore new things. Don't get you to let yourself get trapped in any of these, any of these boxes. And, uh, my other bit for the agile leaders is. If you are investigating agile, don't just allow it to clutter up what you say with more meaningless management speak. Okay. Keep it, think about it's about getting good outcomes, creating healthy, sustainable team environments, getting the flow of value, watch out for the buzzword bingo. Ula Ojiaku: Thank you so much, Ian. I've really enjoyed this conversation and I hope we'll get, to have you back on this, show some other time. That's all we have for now. Thanks for listening. I'd love to hear from you so please drop me an email at ula@agileinnovationleaders.com. Take care and God bless!
Interview video available on the Agile Innovation Leaders Youtube channel: https://youtu.be/FYFKaJoagTc Guest Bio: Dr. Ivar Jacobson is the Founder, Chairman and CEO of Ivar Jacobson International. He received his Ph.D. in Computer Science from KTH Royal Institute of Technology, was awarded the Gustaf Dalén medal from Chalmers in 2003, and made an honorary doctor at San Martin de Porres University, Peru, in 2009. Ivar has a flourishing career in both academia and business. He has authored ten books, published more than a hundred papers and is a frequent keynote speaker at conferences around the world. Ivar is a father of components and component architecture - work that was adopted by Ericsson and resulted in the greatest commercial success story ever in the history of Sweden, and it still is. He is the father of use cases and Objectory, which, after the acquisition of Rational Software in 1995, resulted in the Rational Unified Process, a widely adopted method. He is also one of the three original developers of the Unified Modelling Language. But all this is history. Ivar founded his current company, Ivar Jacobson International, which since 2004 has been focused on using methods and tools in a smart, super light and agile way. This work resulted in Ivar becoming a founder and a leader of a worldwide network, SEMAT, which has the mission to revolutionize software development based on a kernel of software engineering. The kernel has been realized as a formal OMG standard called Essence. Contact/ Social Media Email: ivar@ivarjacobson.com LinkedIn: https://www.linkedin.com/in/ivarjacobson Twitter: @ivarjacobson Books The Essentials of Modern Software Engineering by Ivar Jacobson et al https://www.amazon.co.uk/Essence-Software-Engineering-Applying-Kernel/dp/0321885953 Denotational Semantics by Joseph E Stoy https://www.amazon.co.uk/Denotational-Semantics-Computer-Science-Scott-Strachey/dp/0262690764 Resources/ Websites Essence for Agility Meetup https://meetup.com/essence-for-agility Essence Education Forum https://forum.essenceineducation.org Ivar Jacobson International https://ivarjacobson.com Interview Highlights: Timestamp 02:59 – Growing up in Sweden 07:05 – Coming up with concept for component-based software development and architecture 15:14 – On Essence OMG Standard as a unifying platform for methods 24:22 – Special offer announcement (Better Scrum Through Essence course) 29:41 – “Shy Boys Don't Kiss Beautiful Girls” – Swedish proverb 32:34 – “Doing it smarter…” Interview Transcript Ula Ojiaku: 0:04 Hello and welcome to the Agile Innovation Leaders podcast. I'm Ula Ojiaku. On this podcast I speak with world-class leaders and doers about themselves and a variety of topics spanning Agile, Lean Innovation, Business, Leadership and much more – with actionable takeaways for you the listener. Hello everyone! Welcome to Season 2 of the Agile Innovation Leaders podcast! I'm honoured to have Dr Ivar Jacobson – Founder, Chairman and CEO of Ivar Jacobson International (IJI - a global consulting and training organisation) as my guest on this episode. Known as one of the fathers of modern software engineering, he has many accomplishments under his belt including developing the concept of Use Cases and Use Case modelling. In this episode, Dr Jacobson shares his experience growing up in Sweden; how he came up with the concept for components and component architecture whist at Ericsson (which helped Ericsson with its remarkable commercial success) and his current focus on Essence, an Object Management Group (OMG) standard revolutionising the world of Software Development. Quick sidebar: Ivar Jacobson International Chief Scientist, Ian Spence will be delivering a training on ‘Better Scrum Through Essence' this November, 2021. Make sure you listen to the very end for details on offers available to AILP listeners. You won't want to miss this! Without further ado, ladies and gentlemen, my conversation with Dr Ivar Jacobson – enjoy! Ula Ojiaku: 02:28 Thank you so much Ivar for joining us on the Agile Innovation Leaders' podcast. It's a great pleasure to have you. Ivar Jacobson: 02:35 Thank you. Thank you. I'm looking forward to it. Ula Ojiaku: 02:40 Well, I've been very excited right from when I got your response saying “yes”, the honor is definitely mine. Now, with I know that our audience would be, you know, keen to know, who is Ivar, you know, can you tell us about yourself? Ivar Jacobson: 02:59 Yes, I can. I was born in a very nice family in a small city, in Sweden, in the very south of Sweden, very close to Denmark. And, I was an ordinary kid. Nobody in my family had ever studied, so to speak. My father had six years in school, and my mother, maybe one year more. And he was an entrepreneur, quite successful. And, I hated by the way when I was older, the idea that I would be an entrepreneur, but it always a seed in the blood. So, I was not very good at school, clear. And I remember my mother, when I had passed Junior High School. And I suggested, maybe I should go to high school, I have very low grades. And so, but I can work hard, I said. And my mother said, it's good if you can just pass junior high school. You know, you don't have a head for studies. So, I don't know what happened. But I really got the interest and succeeded to get up to high school. But in high school, I was not very good either. I was more interested in sports, I played handball, handball is similar to soccer, but you play with the hands instead of the feet and it's very popular in Europe, probably gets popular in US too, but it takes time. And I was passionate about it. But even if I worked harder than anyone else, I never really became the star. I was okay. But instead, I became a coach and now I found passion. I really worked hard as a coach, my team became the best team in the city, we had many handball teams, and not only in the city - in the province. And then what I started to know I loved to coach, I loved to feel that I could help people to become better and they became much better. I was a coach both for boys and ladies. So that made me popular. And so, I was very well treated and had a very hard time to imagine moving away from my small city. I went out High School and then I wanted to stay in the city, to be electrician. But my aunt decided differently - she applied to Chalmers which is an Institute of Technology. And, I actually was accepted as the last student, had so low grades, so last student (to be accepted to study) to Electric engineering. Ula Ojiaku: 06:28 Wow! Ivar Jacobson: 06:29 And yeah, I did quite well. I found it so fascinating - engineering, mathematics and so on, but became very different. So, I was the first one in my whole big family that ever passed junior high school, high school, and becoming a bachelor of electrical engineering or almost the master. It was unthinkable in my family. Ula : 07:04 Wow! Ivar Jacobson: 07:05 And then I was absolutely sure I should continue to do research. But I was smart enough, to say you need to know what it means to work in the industry. So, I took the most boring work I could imagine at Ericsson, working with old fashioned systems, not digital, it was a electromechanical. And I was sure after one year, I will go back to Chalmers to get the doctor (my doctorate degree). But after one year, I felt, “this is life!” Projects, people, collaborating, is very different from doing a research at Chalmers. So, it was not in my mind to go back. Instead I learned something absolutely fundamental, that impacted me for the rest of my life, namely, how to build systems. And in hardware, you build with components. So, after a couple of years, I was actually working with hardware system. And they had, the managers had seen something in Ivar. And so, they actually offered him to become project manager for the most mission critical system, which was based on computing. And that was absolutely unbelievable - I knew nothing at that time about computing. And I didn't, I've never written a code. (At the time) I never really understood how a computer works. But I was now Project Manager, and the reason was, they probably felt like I could manage a project and you don't need so deep knowledge, you're probably more difficult if you know too much. But to me, it was unthinkable to be a project manager without knowing how we work and what it was. So, I studied very hard every night. And at that time, there were no books, really, But after three months, I felt well, this was not so hard and now I became difficult. Because I couldn't see that the product we're building would ever be successful. Because Ericsson was selling to the whole world. But every country wanted their own market adaptation. And the way we built software - the standard way of building the software at that time, was not easy to change. Modularity was only in the code-oriented data structures. So, you separate the code and data and this separation meant, if you made a change, it could result in changes anywhere. Anyway, so that's how I came up with component-based development, which was the biggest fight I've ever had in my life. It was when I was 28 plus, and, no one did component-based development at that time, as we heard about Bell Labs, the other competitors did it the same way as Ericsson did. But for some reason, there was one guy ‘up there' who said, “Ivar is right. Let's do it”. And that resulted after some years in the greatest commercial success story in the history of Sweden. And it still is, it's even more successful than ABBA and Spotify – so you can imagine. I was rewarded, I got after 10 years people said, “oh, God that was so good”. And so, I could study, get the PhD during work hours. Ula Ojiaku: 11:34 Wow. Ivar Jacobson: 11:35 So, I think I leave it a little for you now. Ula Ojiaku: 11:40 Know this yours is a very fascinating story. So, there were lots I could pick on (to ask more questions) but the first one you said about, you know, playing handball, and despite how hard you worked, you didn't quite make it as a superstar you wanted to be in handball, but you found out that you did great at coaching. I think there's a parallel to that and coaching in real life as well. A coach doesn't necessarily have to be the expert in the area, but it's really about being able to draw out the best in people. Would you say… Ivar Jacobson: 12:18 And show a path forward… Actually, girls at that time were playing handball in a way that was very girlish, you know, balls like this and not like shooting it . I mean, very softballs. Whereas my girls were trained with my boys. So, I put together guys and girls in the same team and made two teams. And the girls started to play like boys, and that made them superior other teams because they didn't do it. So, I mean, I invented a new method, let's say that. Ula Ojiaku: 13:00 You definitely are an innovative inspiration. It seemed like everyone in your family knew you were barely getting by in Junior High school, High school. I'm wondering, what was it that your aunt saw that made her despite all the indications she went and registered you at Chalmers? Did you ask her? Ivar Jacobson: 13:25 No, I felt, I really didn't think about it. I felt I understood her. I mean, I had showed her that I was not very good at school. So… But then what really happened was that I was fed up by school in the last semester (of) Junior High and wanted to leave. Then she said to me, “No, no, you should at least go get the junior high school graduation”. Because we celebrated it in Sweden at that time, not anymore but at that time. But now when I relaxed and didn't study, didn't prepare for mathematics or anything like that. Really, I tried. I had private lessons in mathematics. I mean, it's hard to believe I had it. And the reason was that the way I had learned was by learning rules. I mean, not thinking. “This is the rule you use when you see this problem” and that limits you. So now for the first time, I had no rules to apply. I start to think, and I remember very well, after one exam that the teacher came in with a book and he had all the books in a package and then he put it on the desk and he says, one of you have (has) decided to change his life; Ivar Jacobson - best in class. And you know, I was flabbergasted and not only me, the whole class. So, and then I understood that was something I could do. So, everything all my grades went up. Ula Ojiaku: 15:14 That's just amazing. So, you are currently, you are credited with you know, developing the used cases, components, the RUP rather the Rapid Unified Process, which is, you know, one of the ‘fore bringers' of Agile Methodologies. And currently you are working or you've been working most recently on Essence, can you tell us a bit more about Essence, what it is and you know, what's the story behind it? Ivar Jacobson: 15:52 Now we were around year 2000. And then, I was a rock star traveling around the world, talking about the UML and Rational Unified Process. And everyone wanted to have… use these things. They misused both UML and they misused RUP (Rational Unified Process), but they were wanted to have it. It's very similar situation with SAFe today. So anyway, at that time, it was very popular. But I… now Agile came. And I remember very well when I was at the OOPSLA (Object-oriented Programming, Systems, Languages and Applications) conference, the biggest conference at that time. And I was on a panel of 2000 people in the audience, and I was there with agilisters really great guys - people I'm very good friends with today. And the audience basically booed every time I was about to talk. Ula Ojiaku: 16:49 Why? Ivar Jacobson: 16:50 Because we're talking about the we enemy, the Empire, the old Empire, that the audience wanted to kill. And I listened very carefully, and then I went home and studied more about XP, it was about XP. And I said, “Okay, this will dramatically change the future”. I tried to convince my company at that time Rational, with the top stars in the company, many famous people. But it took a while; there was nothing new in XP is what I heard. But it was a lot of new (it had lots that were new) particularly about social engineering. So, and then a couple of years later Rational was acquired by IBM and I had a chance to be with IBM in a very interesting position. But I decided no, IBM is too big for me, I want to do my own business. So, but I also was thinking this is not sustainable. The world is ridiculous. Here you have gurus like me, and we play such an important role. And still, the guru is just a methodology salesperson. You can be an expert on a few things, but you're never an expert on all things you need to do when you develop software, or develop anything for that matter. Hardware systems… and anything. So I wanted to get rid of (this attitude). I felt this is stupid. And I use the word foolish because it's a little nicer. But having gurus that develop methods and ideas in the methods cannot be used in another method without rewriting it. So, for instance, Scrum has been used in SAFe, but it doesn't fit into SAFe without rewriting it. And that means with the original authors of Scrum are diminished, instead it moves into something else. So, we get no collaboration between these top guys. They don't like one another. And I'm not talking about any particular person, but that's the general problem. Instead, we want the top guys to collaborate and help to work. So, I came to the conclusion we need to do something dramatically different. Instead of having all these different methods and with nothing in common, nothing in common and that is visible and still a lot is common. It's just hidden, because everyone hides it without the purpose to hide, but it becomes hidden in a particular method. So, what I said is that every method has a number of ideas - you can call them practices or method precepts. They are in a precept guarded by a guru. Isn't this foolish? At least I think so. So, in 2005 we decided in my company to do something different and we started to identify a common ground between all methods. What is it that is essential… that we always do always produce, always have in terms of competences, for instance, and so on. And it created, let me call it the kernel. It's very small, it's very powerful. And it works as a platform to describe methods. So, instead of it (being that) every methodology has its own way of describing everything: its own language, its own terminology, its own isolated island, we created a common ground which has actually become a standard and on top of this standard, people now can describe their own method. So, Scrum, for instance, has become Scrum Essentials. (It) is described on top of this kernel, which is called Essence. A standard is very important, because… first of all, nothing should be standard without being such that everybody can accept it. If there is any, really controversial stuff, throw it out and keep it at such a small level. So, but big enough to be useful, and as useful for everybody. So, now many companies are using Essence to describe their own methods. We are working with Jeff Sutherland (co-creator of Scrum) - he has ‘Essentialised' as we call it, both Scrum, and his Scrum at Scale. We're also working with Scott Ambler (co-creator of Disciplined Agile Delivery, DAD) who has essentialised some of his practice. He has so many practices. So, he has to wait till we build a bigger library of practice. So, we have it today in my company, we have 100 practices, this guide; 50 of them are published and available. But there are many other people around the world, that develop practices. And we can put them in an ecosystem, which we are trying to do. So, people can go there and select the practices. And they (could) say, ‘I want user stories, I want to Scrum, I want test driven development..', compose, these three practices, and I have my method. And then you can add more and more as you become more and more competent, you scale up, you don't scale down, but you have to do with big frameworks, like RUP and SAFe. So, the idea is that we in this way by collecting knowledge and making it available at one place or many places - similar places can grow competency instead of having (this) so fragmented. You know, in one single company today, you may have 10 different ways of using use cases for instance. Ula Ojiaku: 24:07 True, true… Ivar Jacobson: 24:08 If they don't learn for one. Okay? Ula Ojiaku: 24:13 Because they work in silos, so everyone is just doing their own thing. Ivar Jacobson: 24:18 Yeah, they have their own methodology and everything you know. So… Interlude/ Announcement (Ula Ojiaku) 24:22 Hi again listeners. Quick message before we continue with Ivar Jacobson's interview. Did you know, according to Scrum Inc., 58% of Scrum implementations fail. Dr Jeff Sutherland, co-creator of Scrum says their investigation revealed that, of the 21 components of Scrum, an average Scrum team implements one-third well, one-third poorly and the last one-third not at all! Dr Sutherland also acknowledged that Essence ‘is the key to success…' As mentioned earlier, Ian Spence, Chief Scientist at IJI will be running a 3-day, live virtual training on ‘Better Scrum Through Essence with Essence Games Master certification' this November 2021. If you want proven ideas on how to address failed Scrum implementations, this course is for you! I know - because I'd attended the alpha version of the course earlier on in the year. Register on the website www.ivarjacobson.com at least 2 weeks before the training to take advantage of the early bird pricing. As a valued Agile Innovation Leaders podcast listener, you can also get an exclusive 5% off when you use the code AILP5OFF. That's AILP5OFF. Back to my conversation with Ivar Jacobson… Ula Ojiaku: 26:32 Wow, well, it does sound like Essence is going to be a game changer. Where do you see it? What's your ideal state for Essence, in terms of adoption? Ivar Jacobson: 26:44 Okay. So, the roadmap is we now have developed tools that we are using with clients and they're tools we never had before - the kind of tools we never had in the software engineering discipline before. And we are using web client learning, and we take, we work with one client after the other. We expect to, at the end of the year, have verified and vetted the work. Then the approach is that we make it more widely available. Okay, and we are looking more for volume than for big accounts. Ula Ojiaku: 27:34 Right, right. Ivar Jacobson: 27:35 So now we are extremely optimistic. There are as, you know, we have a forum … two forums…. One is a meetup called Essence for Agility, which has now in just a couple of months got 2000 members. And next time, we will get my good friend Grady Booch to speak together with (a) couple of other people about Architecture and Agile Methods. We also have created a forum in the academic world called Essence Education Forum; where more than 50 university professors are collaborating to create a material for training and so on, and also do projects and basically anything on top of Essence. So, it's… no I'm very bullish. I've never seen so much progress as now You know, if I look back on the things I have contributed to, and I can say basically all of them have been by first identifying a problem but no one else has identified. And then sell that problem, so other people think it is a problem. And that's not trivial, that's absolutely the hardest thing and once I have succeeded to sell it, then of course the solution is not so far away. Ula Ojiaku: 29:14 Wow. Now that is just fascinating. So, it seemed like in selling your idea, it wasn't really about the technical skill, it was more about what's … quote, unquote, you'd call the you know, “soft skills” of selling, marketing. That you had to…” Ivar Jacobson: 29:27 Yeah, that's it was the most important I mean, you can be the best technical guy had best ideas, but if you cannot sell them, you won't have them. Ula Ojiaku: 29:41 Okay, now it is kind of ties in with, you know one of your favourite (Swedish) quotes that you shared with me that “Shy boys don't kiss beautiful girls”, do you want to expand on that? Ivar Jacobson: 29:59 This is a Swedish expression. There is nothing similar that I know in English that you can say that is strong enough, probably similar but not strong enough. It means basically, that even if you have an idea that is controversial, you have to express it, because it will never … otherwise it will never happen. I remember a situation when I was in South (of) France and at the conference, for it was a conference for executives. And they I had a company with 10 employees and I was CEO. So, I was an executive. It happened that Bill Gates was also there. And he had a company with 10,000 employees. So, we were colleagues. And I was out jogging and came back after half an hour sweating and maybe smelling too. And I saw crowd standing beside the pool. And in the middle of that crowd was Bill Gates. Now is the chance. So, I ran up and I don't know, for what reason… if I was… I was not really rude in any way, but they moved around, they opened - the crowd… and I stood face to face with Bill Gates and I did my elevator pitch. And then we talked a little and when he said he welcomed me to Microsoft, he gave me his business card and said you have to come and talk about the engineering in software. So that's an example of that, shy boys may not kiss beautiful girls. So don't be shy. Ula Ojiaku: 32:09 It reminds me of the saying in English that Fortune favours the brave. So maybe that's the closest saying to that, but it's really about being bold and seizing the moment. Ivar Jacobson: 32:24 Yeah. That is exactly what it is. And by way it's valid in the other direction too. It's not the only boys you're talking about. It can be anything. Ula Ojiaku: 32:34 Well said Ivar. Well said. You also have another quote that you like… or that you use a lot in your organization, “Can we do it smarter?” What do you mean by that? Ivar Jacobson: 32:49 Basically in every situation where you meet difficulties, and you may come up with a solution, that is very straightforward. Most uncontroversial story, solution, but it's really not fantastic. It just is a solution. In this situation, I ask all.. almost always, “can we do it smarter?” And the interesting thing is but if people start to think like that, can we do it smarter? They often come up with smarter solutions. And I have my own experience has been exactly that. Ula Ojiaku: 33:43 Would you tell us about the book you're writing for your son? You said you have a five-year-old son, and you're writing a book for him that's titled “What They Don't Teach You in School?” Ivar Jacobson: 33:58 Yes, I am a very lucky man. I have a five-year-old son. My name is Ivar in Swedish. And his name is Ivar Theodor, which becomes IT. And the thing was not on purpose. It just happened. We like to name; my wife liked the name Ivar Theodor. Ivar is a Viking name. Theodor means God's gift. And then you know, I am not 20 years old. So, (to) get the son is really God's gift if I may use these words. So I want to write the book for him that he can read when, when I don't know where I will be. I'm certain if I will be somewhere else, than on this planet, it will be in heaven, that's for sure. So, he will get the book. And this book is about smart cases. So, I describe situations in life, when you can do something smart or not so smart. I mean, first of all, there is a huge difference between being intelligent and being smart. I have a lot of friends that are extremely intelligent, analytical, and so on, but I wouldn't say they are smart. I have written about the 100 pages, it takes quite a lot of time. And it must be funny or entertaining, otherwise, he will not read it. Ula Ojiaku: 35:44 Now, what books have you found yourself recommending to people, or giving as a gift to people the most and why? Ivar Jacobson: 35:59 Yes, I think two books I would mention and this is also where I could recommend others. One of the most influential books on my career was about the denotation semantics as it's called. It's a way to mathematically describe, for instance, a language. And, I have used it to describe several languages. Ula Ojiaku: 36:35 Denotational Semantics. Okay. Do you know … what was the name of the author, please? I can always (look this up) ... Ivar Jacobson: 36:43 First book I learned was pure mathematics. It was Discrete Mathematics in computer science. And when it comes to Denotational Semantics, I read a book about the Vienna Development Method. The Vienna Development Methods, it was developed by a Dines Bjorner, and Chris, Chris Jones, I think, and a couple of our people at IBM. But then there are later versions on Denotational Semantics that may be that I don't know that. But this is a book I read. Ula Ojiaku: 37:21 It's been a fascinating conversation Ivar, and I really appreciate your time, where can the audience find you, if they you know, want to learn more, or if they want to contact you? Ivar Jacobson: 37:34 They can always contact me via email. And they are welcome to do that. And also, I get a lot of emails, so it may take a couple of days. But I always respond, even if I had to work many hours to do it. But I think attending this Essence for Agility meet up a there will be a lot related to what we have been talking about. And if you're an academic, I would recommend (you) join Essence Education Forum. Ula Ojiaku: 38:20 Okay. And we will put all the links and you know, the resources you mentioned in this, in the show notes. So just to wrap up, then do you have any final word of advice for the audience? What would you like to leave us with, as we end this conversation? Ivar Jacobson: 38:42 Yeah, in some way, the books I mentioned, and the quotes about, the shy boys becoming smarter. But I think what really has helped me has been that if I have an idea, and I believe in it, I don't give up. So, perseverance is probably a very important property. And some people when things were not so good, after introduce components, people will replace perseverance with stubbornness. So, the difference is: if it's good, it's perseverance; if it's bad, it's stubbornness. So, I may be a little stubborn, but I think it's more being persevere. Ula Ojiaku: 39:48 Depends on who you ask. Ivar Jacobson: 39:52 Yeah. So don't give up. Push your ideas. And also, I'm very lucky, I think what I'm doing is fun. I don't do anything for money. I do it for fun. But of course, it's very important to have money. So, I do my best to help my company to make a profit so we can invest in doing these things. It's not money for me, it's money for the company. Ula Ojiaku: 40:29 Thank you for sharing those wise words. Ivar, thank you so much for your time. Ivar Jacobson: 40:35 Thank you. It was a pleasure. Ula Ojiaku: 40:38 The pleasure is mine. Thanks again. That's all we have for now. Thanks for listening. If you liked this show, do subscribe at www.agileinnovationleaders.com. I'd also love to hear from you, so please drop me an email at ula@agileinnovationleaders.com
OLORUN WA PELU WA NINU IJI
OLORUN WA PELU WA NINU IJI
MAA BA AWON TI O FEE SE AWOKOSE WON D'ÓRE
MAA BA AWON TI O FEE SE AWOKOSE WON D'ÓRE
[00:01:21] Yeah, but I actually did I still do consultations all over the world, so I do consultations with the gut healthy effects on oral health. And now that I've had this new challenge with cancer, I've been consulting with a number of people that have malignancies. So I'm still working but not seeing patients clinically. [00:01:41][19.4][00:05:04] What is going on? Because in an ecologist, they do a whole bunch of other tests, a lot of different chemistry, blood work for four malignancies. A biopsy of this soft tissue mass as a PET scan turns out that I am diagnosed with IJI, a cap of light chain multiple myeloma with innumerable Lytic lesions throughout my skeleton, meaning I have holes everywhere my but my heart tissue of the skeleton. And that's what was happening. I was having pathological fractures that I had no idea I was having and then he gave me three to six months to live if I did nothing to hunt it out. [00:05:48][43.9][00:09:38] Absolutely, and and a reduction in the quality of my life, which is the only thing that really mattered to me, and I'm 73 years old, I was 71 years old when I had this diagnosis and I wasn't ready to die. But if I had to die, that would be fine as long as I felt good and then drop dead. You know, that's that's my goal at that point. One year later, I'm standing in my bathroom. I know that my bones are fragile because I've had all these pathological fractures, but I'm standing in my bathroom brushing and flossing my teeth, which I kind of know how to do pretty well. And and I'm standing there playing my dad on the floor and I twist 90 degrees to the left to throw my dental floss away. I don't pick up my feet. [00:10:23][44.9][00:14:45] And I feel great. I mean, I feel great, so this is where I am today, I have great energy. I am not in remission. I still have malignant plasma cells, but not as many as I had. I still have dysfunctional EGA antibodies that are produced by these malignant plasma cells. I can walk a mile a day, which I do outside. I do a modified sit push ups and squats in the house. I feel great and that's awesome. I don't know that I'll ever be in remission, but I'm hopefully if I say the way I am, I can live another 10, 20 years and maybe I'll call myself curable. I don't know. [00:15:26][41.8][00:20:37] I had no problem. No problem. I had no problem. Now, that's not chemotherapy. Interestingly, when you do immunotherapy, if you're a candidate, only 20 to 25 percent of people that do immunotherapy are successful. And there was a recently published Pay Oncology magazine a year or two ago that said that the people that are not successful with therapy generally have unhealthy guts. [00:21:08][30.7][00:22:05] Have you got heavy plants? I mean, heavy and fat, heavy in organs. So, you know, muscle meat is important, but that's not the critical muscle meat is important. Most people think about an animal based diet or on a diet. You're just eating steak all the time. Steak and eggs. And that's it. That would be an unhealthy diet, actually. Some muscle meat, of course, pastured muscle meat, but more saturated fats, organs and all the largeness material. You need to balance the proteins from collagen with the proteins and muscle fiber, because if you don't, it's just not a healthy diet for a variety of reasons. [00:22:48][42.5]
TI A BA GBEKELE OLORUN, A LEE SE ASEYORI; OLORUN WA PELU WA NINU IJI AYE YII
TI A BA GBEKELE OLORUN, A LEE SE ASEYORI; OLORUN WA PELU WA NINU IJI AYE YII
ONA ABAYO KURO NINU IJI AYE NI JESU
ONA ABAYO KURO NINU IJI AYE NI JESU
Novedades esta semana en Islas de Robinson y algunos de nuestros discos favoritos de 2020. Suenan: JANE WEAVER - "THE REVOLUTION OF SUPER VISIONS" ("FLOCK", 2021) / ALBERTO MONTERO - "MIRA" ("EL DESENCANTO", 2020) / THE WEATHER STATION - "ROBBER" (2020) / LUKA KUPLOWSKY - "POSITIVE PUSH" ("STARDUST", 2020) / NATIVE HARROW - "THE DYING OF AGES" ("CLOSENESS", 2020) / LAURA MARLING - "SONG FOR OUR DAUGHTER" ("SONG FOR OUR DAUGHTER", 2020) / ALLEGRA KRIEGER - "THE PUSH AND THE PULL" ("THE JOYS OF FORGETTING", 2020) / ANDY SHAUF - "LIVING ROOM" ("NEON SKYLINE", 2020) / IJI - "PARTY'S TURN" ("IJI", 2020) / MEGA BOG - "I HEAR YOU LISTENING (TO THE BUG ON MY WALL)" ("DOLPHINE", 2019) / AIOFE NESSA FRANCES - "HEARTBREAK" ("LAND OF NO JUNCTION", 2020) / DANA GAVANSKI - "CATCH" ("YESTERDAY IS GONE", 2020) / Escuchar audio
Esta semana en Islas de Robinson, novedades. Un puñado de esplendorosos discos recientes que estábamos deseando compartir. Suenan: iji - "MUCH OBLIGE" ("IJI", 2020) / GREGORY UHLMANN - "COOL BREEZE" ("NEIGHBORHOOD WATCH", 2020) / DANA GAVANSKI - "GOOD INSTEAD OF BAD" ("YESTERDAY IS GONE", 2020) / WOODS - "LIGHT OF DAY" ("STRANGE TO EXPLAIN", 2020) / PABLO SOLO - "BOW DOWN" ("ALONDRAS", 2020) / SLEEPY GAUCHO - "HALFWAY" ("MORNING LIGHT", 2020) / JAMES MATTHEW VII - "STONED WHEN I PRAY" ("STONED WHEN I PRAY", 2019) / IAN SKELLY - "JOKERMAN" ("DRIFTER'S SKYLINE", 2020) / PETER BRODERICK - "WHAT HAPPENED TO YOUR HEART" ("BLACKBERRY", 2020) / COLORAMA - "EXCEPT YOU" ("CHAOS WONDERLAND", 2020) / MIKE POLIZZE - "VERTIGO" ("LONG LOST SOLACE FIND", 2020) / ALLEGRA KRIEGER - "I'M GONNA DRIVE" ("THE JOYS OF FERGETTING", 2020) / Escuchar audio
ERE ORI ITAGE ATI IPORUURU OKAN; JESU WA PELU WA NINU IJI AYE, YOO SI JA SOPE FUN WA
ERE ORI ITAGE ATI IPORUURU OKAN; JESU WA PELU WA NINU IJI AYE, YOO SI JA SOPE FUN WA
Episode 451: February 9, 2020 playlist: Jan St. Werner, "VS Cancelled (feat. Mark E. Smith)" (Molocular Meditation) 2020 Editions Mego Marisa Anderson and Tara Jane O'Neil, "You'd Be So Nice To Come Home To" (You'd Be So Nice To Come Home To / Polly) 2020 Jealous Butcher Pauline Oliveros / Stuart Dempster / Panaiotis, "Nike" (Deep Listening) 1989 New Albion / 2020 Important Big Blood, "A Message Sent" (Deep Maine) 2019 dontrustheruin Sarah Davachi / Ariel Kalma, "Hack Sat Zoom" (Intemporel) 2019 Black Sweat His Name Is Alive, "Guitar Echo" (Return To Never (Home Recordings 1979 - 1986 Vol 2)) 2020 Disciples Matt Jencik, "Dead Comet Return" (Dream Character) 2019 Hands in the Dark Espers, "Flaming Telepaths" (The Weed Tree) 2005 / 2020 Drag City iji, "Faster" (iji) 2020 Feeding Tube Ian William Craig, "Weight" (Red Sun Through Smoke) 2020 130701 Email podcast at brainwashed dot com to say who you are; what you like; what you want to hear; share pictures for the podcast of where you're from, your computer or MP3 player with or without the Brainwashed Podcast Playing; and win free music! We have no tracking information, no idea who's listening to these things so the more feedback that comes in, the more frequent podcasts will come. You will not be put on any spam list and your information will remain completely private and not farmed out to a third party. Thanks for your attention and thanks for listening.
Iji é um jogo facilmente subestimado. A jogabilidade é algo entre Another World e BlackThorne, que […] O post Iji apareceu primeiro em 365 Indies.
00:01Myth - Main Theme - C6404:28Monty on the Run - Metal Remix - Aki Jarvinen09:42Iji - 3 Cans Later - PC13:11Super Castlevania IV - Theme of Simon - SNES16:21Rambo II - Metal Remix - Aki JarvinenHosted by Ramtin Gomer DeyhimContact trackerpodcast@gmail.comVGM Shows Youtube
Dave West (@davidjwest) joined Ryan Ripley (@ryanripley) to discuss scrum.org’s new offering: PSM-II – An Advanced Scrum Master Course. [featured-image single_newwindow=”false”]Dave West CEO of Scrum.org[/featured-image] Dave is the CEO/product owner at Scrum.org. He is a frequent speaker and widely published author of articles and his acclaimed book, Head First Object-Oriented Analysis and Design. He led the development of the Rational Unified Process (RUP) and worked with Ivar Jacobson to run the North American business for IJI. Dave managed the software delivery practice at Forrester research where he was VP and research director. Prior to joining Scrum.org, Dave was chief product officer at Tasktop, where he was responsible for product management, engineering, and architecture. Professional Scrum Master II (PSM II) is an advanced course helping students to understand the stances that characterize an effective Scrum Master and servant-leader while diving deep into how they serve the Scrum Team, Product Owner, and organization. The class then teaches students about related practices and skills to enable them to have the right types of conversations and how to apply them to become better Scrum Masters. I’m personally excited about this course. PSM-II is a mind changer and is what's needed for the world to get to the next level. I am excited for how much I will learn by teaching this course and for the immense impact it will have on improving the profession of software delivery. I (Ryan Ripley) am teaming up with fellow Professional Scrum Trainer, Todd Miller to teach the PSM-II this year: Indianapolis, IN on October 3-4 Denver, CO on October 17-18 Johannesburg, South Africa on November 15-16 Washington D.C. on December 6-7 Tampa, Fl on December 11-12 Find a location near you and join us. Whether you are a CSM or a PSM-I, this Advanced Scrum Master Course is the next step on the Scrum master journey, created and present by trainers from scrum.org – The Home of Scrum. In this episode you'll discover: How scrum.org’s Advanced Scrum Master Course was created Why scrum.org is focusing on ScrumAnd Insights into the scrum.org trainer community Links from the show: PSM II – An Advanced Scrum Master Course How to Support the Show: Thank you for your support. Here are some of the ways to contribute that were discussed during this episode: Share the show with friends, family, colleagues, and co-workers. Sharing helps get the word out about Agile for Humans Rate us on iTunes and leave an honest review Join the mailing list – Check out the form on the right side of the page Take the survey – totally anonymous and helps us get a better idea of who is listening and what they are interested in Techwell events – use the code AGILEDEV when you sign up for Agile Dev East in Orlando, FL November 5th – 10th. Leadership Gift Program Make a donation via Patreon [callout]This pocket guide is the one book to read for everyone who wants to learn about Scrum. The book covers all roles, rules and the main principles underpinning Scrum, and is based on the Scrum Guide Edition 2013. A broader context to this fundamental description of Scrum is given by describing the past and the future of Scrum. The author, Gunther Verheyen, has created a concise, yet complete and passionate reference about Scrum. The book demonstrates his core view that Scrum is about a journey, a journey of discovery and fun. He designed the book to be a helpful guide on that journey. Click here to purchase on Amazon.[/callout] [reminder]Which topic resonated with you? Please leave your thoughts in the comment section below.[/reminder] Want to hear another podcast about the life of an agile coach? — Listen to my conversation with Zach Bonaker, Diane Zajac-Woodie, and Amitai Schlair on episode 39. We discuss growing an agile practice and how coaches help create the environments where agile ideas can flourish. One tiny favor. — Please take 30 seconds now and leave a review on iTunes. This helps others learn about the show and grows our audience. It will help the show tremendously, including my ability to bring on more great guests for all of us to learn from. Thanks! The post AFH 097: PSM II An Advanced Scrum Master Course appeared first on Ryan Ripley.See omnystudio.com/listener for privacy information.
Join the HG101 gang as they help themselves to a little JRPG comfort food. Patreon bonus for this episode is Iji. Outro music is from Armored Flagship Atragon (PC-98). Donate at patreon.com/hg101 to get this bonus content and much, much more! Follow us on Twitter @GC9X @HG_101 Check out the ongoing list bit.ly/47kgames Check out the earlier HG101 podcast Game Club 199X bit.ly/gc9x_linky
Dave West (@davidjwest) joined Ryan Ripley (@ryanripley) to discuss the latest updates to the Scrum Guide. [featured-image single_newwindow=”false”]Dave West hosting the Scrum Guild Update with Ken Schwaber and Jeff Sutherland[/featured-image] Dave is the CEO/product owner at Scrum.org. He is a frequent speaker and widely published author of articles and his acclaimed book, Head First Object-Oriented Analysis and Design. He led the development of the Rational Unified Process (RUP) and worked with Ivar Jacobson to run the North American business for IJI. Dave managed the software delivery practice at Forrester research where he was VP and research director. Prior to joining Scrum.org, Dave was chief product officer at Tasktop, where he was responsible for product management, engineering, and architecture. In this episode you'll discover: Insights into the recent updates to the Scrum Guide How the Scrum Guide is updated by Ken Schwaber and Jeff Sutherland All the many ways Scrum is used around the world. Links from the show: Scrum.org Scrumguides.org The Scrum Guide Update Webinar from Scrum.org The Scrum Guide Uservoice Site The Scrum Guide Revision History How to Support the Show: Thank you for your support. Here are some of the ways to contribute that were discussed during this episode: Share the show with friends, family, colleagues, and co-workers. Sharing helps get the word out about Agile for Humans Rate us on iTunes and leave an honest review Join the mailing list – Check out the form on the right side of the page Take the survey – totally anonymous and helps us get a better idea of who is listening and what they are interested in Techwell events – use the code AGILEDEV when you sign up for Agile Dev East in Orlando, FL November 5th – 10th. Leadership Gift Program Make a donation via Patreon [callout]Tired of reading Object Oriented Analysis and Design books that only makes sense after you’re an expert? You’ve heard OOA&D can help you write great software every time-software that makes your boss happy, your customers satisfied and gives you more time to do what makes you happy. But how? Head First Object-Oriented Analysis & Design shows you how to analyze, design, and write serious object-oriented software: software that’s easy to reuse, maintain, and extend; software that doesn’t hurt your head; software that lets you add new features without breaking the old ones. Click here to purchase on Amazon.[/callout] [reminder]Which topic resonated with you? Please leave your thoughts in the comment section below.[/reminder] Want to hear another podcast about the life of an agile coach? — Listen to my conversation with Zach Bonaker, Diane Zajac-Woodie, and Amitai Schlair on episode 39. We discuss growing an agile practice and how coaches help create the environments where agile ideas can flourish. One tiny favor. — Please take 30 seconds now and leave a review on iTunes. This helps others learn about the show and grows our audience. It will help the show tremendously, including my ability to bring on more great guests for all of us to learn from. Thanks! Have you ever been stuck on a project with questions or concerns on how best to move forward? Most of us have had a question or need some tips at some point in your career. Agile software development professionals have a free place to go for answers to their questions. Check out AgileConnection, the free, online community for all things agile. There are tons of free articles to search, interviews with software industry experts, a Q&A forum where you can ask your question and get peer responses, as well as experts, checking in to help you out. Create a profile and network with other professionals, leave comments on articles, get the weekly newsletter for the latest articles released, access the searchable archive of hundreds of issues of Better Software magazine, and so much more. AgileConnection is a robust directory of information for anyone using, implementing up, or growing their agile practices. Discover more at https://well.tc/agilecommunity The post AFH 081: The Scrum Guide Gets an Update with Dave West appeared first on Ryan Ripley.See omnystudio.com/listener for privacy information.
Surely nothing crazy would ever happen here in America....
00:01 Myth - Main Theme - C64 04:28 Monty on the Run - Metal Remix - Aki Jarvinen 09:42 Iji - 3 Cans Later - PC 13:11 Super Castlevania IV - Theme of Simon - SNES 16:21 Rambo II - Metal Remix - Aki Jarvinen Hosted by Ramtin Gomer Deyhim Contact trackerpodcast@gmail.com VGM Shows Youtube
Iji: http://www.remar.se/daniel/iji.phpCopyright Blog: http://www.rohanandersonphotography.com/Theme song by David TovezCheck out our Patreon at: https://www.patreon.com/azdproductionsSend your hatemail to atozdiscontent@gmail.comGive us a good-ol' tweet @ https://twitter.com/atozdiscontent
Various highlights from the IJI show, with skits and sessions with Satan (Steve). All the fun, goofy and naughty clips from the first few seasons.
Lute pela sua vida e seu planeta em Iji! Um jogo antigo, mas que trás consigo uma qualidade e carinho em sua criação que resultam em um jogo extremamente bem feito, porém esquecido pelo tempo por boa parte do povo.
Vi har gäster för första gången när vi diskuterar näthat med Johanna och Sebastian från Juridikinstitutet. Vi pratar om juridiska gränser och skolans ansvar som numera ligger även utanför vår dagliga verksamhet. Förutom vad som är rent olagligt så är det tydligt hur vårt värdegrundsarbete sträcker sig bra mycket längre än vad lagar och klassrummets väggar gör. Läs mer →
Una vez más llegamos cargados de noticias en Hyrule Project. Hablaremos de Yakuza Ishin, Kenji Inafune, Bethesda, 2ds y Mind os contará sus impresiones de los juegos que probó en la Gamescon de Alemania. Analizaremos para Playstation 3 y Xbox 360 Shadow of The damned y terminaremos con un juego para Pc llamado Iji.
Una vez más llegamos cargados de noticias en Hyrule Project. Hablaremos de Yakuza Ishin, Kenji Inafune, Bethesda, 2ds y Mind os contará sus impresiones de los juegos que probó en la Gamescon de Alemania. Analizaremos para Playstation 3 y Xbox 360 Shadow of The damned y terminaremos con un juego para Pc llamado Iji.
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