Podcasts about object oriented

In this conversation, Ben and Derrick discuss the challenges of growing a business and the decision to target specific market segments. They explore the trade-offs between serving a broad audience and focusing on a niche market. They also discuss the technical choices and architectural decisions in building a product, with Derrick sharing his positive experience with Elixir and the Phoenix framework.LinksTuple.app (https://tuple.app) - The best app for pair programmingSavvyCal.com (https://savvycal.com) - The scheduling tool Derrick createdPhoenix (https://www.phoenixframework.org) - the Elixir framework SavvyCal is built onRails (https://rubyonrails.org) - the Ruby framework Ben worked withKey TakeawaysElixir and the Phoenix framework offer a maintainable and explicit approach to building applications.Functional programming paradigms can simplify code organization and improve maintainability. Object-oriented programming and functional programming have different approaches to code organization and maintainability.The active record pattern in Rails can lead to large and complex models, while the repository pattern in Phoenix provides a more modular and explicit approach.Open source contributions can be seen as a good faith contribution to the commons and can provide benefits such as status and marketing opportunities.Developers can improve their design skills by studying resources like the book 'Refactoring UI' and being introspective about user interfaces in their daily lives.Chapters(00:00) - Introduction and Background (02:12) - Savvy Cal and Horizontal Products (05:56) - Choosing Between Niche and Broad Audience (15:59) - Phoenix vs. Rails (22:20) - Object Oriented vs. Functional Programming (36:02) - The Motivations Behind Open Source Contributions (43:20) - Improving Design Skills as a Technical Person

Link and references from the video:https://williamdurand.fr/2013/06/03/object-calisthenics/https://www.learnagilepractices.com/posts/decoding-oop-complexity-how-objecthttps://github.com/dan-the-dev/object-calisthenics-rules #objectorientedprogramming #programming #softwaredevelopment #softwareengineer ___________________________________________________________________ Discover Learn Agile Practices: https://learnagilepractices.com/Subscribe to the newsletter: https://learnagilepractices.com/subscribeJoin the free Telegram channel: https://t.me/+2QAtoLNIgVU0NmU0Need help in developing your career in Software? Discover my coaching and mentorship program: https://learnagilepractices.com/coachingFollow me: https://danthedev.carrd.co/

In this episode, Thomas Betts talks with Sophia Prater about Object-Oriented UX (OOUX). OOUX focuses on identifying the objects and relationships within a system, allowing for better communication and collaboration among designers, product owners, engineers, and architects. Prater explains the process of OOUX, which involves multiple rounds of discovery, requirements, prioritization, and revision. She emphasizes the importance of establishing a shared language and understanding of the core concepts in a system, which can lead to more efficient and effective software development. Read a transcript of this interview: https://bit.ly/4beOXLf Subscribe to the Software Architects' Newsletter for your monthly guide to the essential news and experience from industry peers on emerging patterns and technologies: www.infoq.com/software-architects-newsletter Upcoming Events: InfoQ Dev Summit Boston (June 24-25, 2024) Actionable insights on today's critical dev priorities. devsummit.infoq.com/conference/boston2024 InfoQ Dev Summit Munich (Sept 26-27, 2024) Practical learnings from senior software practitioners navigating Generative AI, security, modern web applications, and more. devsummit.infoq.com/conference/munich2024 QCon San Francisco (November 18-22, 2024) Get practical inspiration and best practices on emerging software trends directly from senior software developers at early adopter companies. qconsf.com/ QCon London (April 7-9, 2025) Discover new ideas and insights from senior practitioners driving change and innovation in software development. qconlondon.com/ The InfoQ Podcasts: Weekly inspiration to drive innovation and build great teams from senior software leaders. Listen to all our podcasts and read interview transcripts: - The InfoQ Podcast www.infoq.com/podcasts/ - Engineering Culture Podcast by InfoQ www.infoq.com/podcasts/#engineering_culture - Generally AI Follow InfoQ: - Mastodon: techhub.social/@infoq - Twitter: twitter.com/InfoQ - LinkedIn: www.linkedin.com/company/infoq - Facebook: bit.ly/2jmlyG8 - Instagram: @infoqdotcom - Youtube: www.youtube.com/infoq Write for InfoQ: Learn and share the changes and innovations in professional software development. - Join a community of experts. - Increase your visibility. - Grow your career. www.infoq.com/write-for-infoq

(Nederlands volgt Engels) We think wrongly about the world, argues American philosopher Graham Harman. The world is not as processual, dynamic and changeable as we often think. It consists mostly of unruly objects that rarely actually change. It is precisely this stubbornness of objects that makes it so incredibly difficult to effect change, whether you want to save an ecosystem or change an organization. Learn from philosophers Graham Harman and Arjen Kleinherenbrink why objects are so important and why their nukkiness determines the fate of the world. The Importance of Object Oriented Philosophy | Lecture and conversation with philosophers Graham Harman and Arjen Kleinherenbrink | Thursday 18 april 2024 | 20.00 – 21.30 hrs| De Vasim, Nijmegen | Radboud Reflects, Faculty of Philosophy, Theology and Religion Studies and Publisher Boom Read the review: https://www.ru.nl/en/services/sport-culture-and-recreation/radboud-reflects/news/the-importance-of-object-oriented-philosophy-lecture-and-conversation-with-philosophers-graham-harman-and-arjen-kleinherenbrink Or watch the video: https://www.youtube.com/watch?v=awmnBEUFJ94&t=2s Never want to miss a podcast again? Subscribe to this channel! Also don't forget to like this podcast and leave a comment. Radboud Reflects organizes in-depth lectures about philosophy, religion, ethics, society and culture, check our website for upcoming in-depth lectures: https://www.ru.nl/en/services/sport-culture-and-recreation/radboud-reflects/agenda Do you want to stay up to date about our activities? Please sign in for the English newsletter: https://www.ru.nl/en/services/sport-culture-and-recreation/radboud-reflects/services/radboud-reflects-newsletter NL: We denken verkeerd na over de wereld, stelt de Amerikaanse filosoof Graham Harman. De wereld is veel minder procesmatig, dynamisch en veranderlijk dan we vaak denken. Hij bestaat vooral uit weerbarstige objecten die slechts zelden werkelijk veranderen. Juist die koppigheid van objecten zorgt ervoor dat het zo ontzettend moeilijk is om verandering te realiseren, of je nu een ecosysteem wil redden of een organisatie wil veranderen. Leer van filosofen Graham Harman en Arjen Kleinherenbrink waarom objecten zo belangrijk zijn en waarom hun nukkigheid het lot van de wereld bepaalt. The Importance of Object Oriented Philosophy | Lezing en gesprek met filosofen Graham Harman en Arjen Kleinherenbrink | Donderdag 18 april| VASIM, Nijmegen| Radboud Reflects, Faculteit der Filosofie, Theologie en Religiewetenschappen en Uitgeverij Boom Lees het verslag: https://www.ru.nl/services/sport-cultuur-en-ontspanning/radboud-reflects/nieuws/the-importance-of-object-oriented-philosophy-lezing-en-gesprek-met-filosofen-graham-harman-en-arjen-kleinherenbrink Of bekijk de video: https://www.youtube.com/watch?v=awmnBEUFJ94&t=2s Like deze podcast, abonneer je op dit kanaal en mis niks. Bekijk ook de agenda voor nog meer verdiepende lezingen: https://www.ru.nl/radboud-reflects/agenda Wil je geen enkele verdiepende lezing missen? Schrijf je dan in voor de nieuwsbrief: https://www.ru.nl/radboud-reflects/services/nieuwsbrief-radboud-reflects

Look we all know there are things to talk about but we recorded this last week before any of that stuff happened!

We have a different combination of the hosts for this episode where we continue the series on the types of database systems available and why you might choose one over another. Michael continues impressing by recalling everything we've ever said on our 500+ hours of podcasts, Allen enjoys learning about a database system he'd never […]

We have a different combination of the hosts for this episode where we continue the series on the types of database systems available and why you might choose one over another. Michael continues impressing by recalling everything we've ever said on our 500+ hours of podcasts, Allen enjoys learning about a database system he'd never […]

Link e riferimenti episodio:Technical Agile Practices Distilled https://amzn.to/3Hwg1J2___________________________________________________________________Seguimi su LinkedIn: https://www.linkedin.com/in/daniele-scillia/Iscriviti alla mia newsletter (in inglese): https://learnagilepractices.substack.com/Vuoi accelerare la crescita della tua carriera? Scopri il mio servizio di Personal Coaching per Software Developers: https://learnagilepractices.gumroad.com/l/personal-coachingTutti i miei prodotti digitali dedicati alla crescita come programmatore: https://learnagilepractices.gumroad.com/

In this seventh installment of the ORCA Series, Sophia brings some holiday cheer while covering CTA Requirements. Revisiting the Santa Delivery App from ORCA Series #6, Relationship Requirements, she explores the four ways you can upgrade your basic user stories, plus how to use AI to help you fill in the gaps you might have missed. LINKS: Listen to the rest of the ORCA Series episodes. Give yourself the gift of OOUX with the Self-Paced OOUX Masterclass. Continue the conversation on The OOUX Forum! --- Support this podcast: https://podcasters.spotify.com/pod/show/ooux/support

All Paul Graham essay's, brought to life in audio format. This is a third party project, independent from Paul Graham, and produced by Wondercraft AI.

John's Board game has 6 days remaining on Kickstarter! I absolutely insist that you buy it. Colossi on Kickstarter John's Twitter Catacombian Games

Daniel and Caleb wax nostalgic about the various eras of Laravel, their long and eventfull friendship, Laracon talk nerves, and a tentative plan for WIRECON.

Presentation on how to apply object oriented principles to GameMaker to expand the variety of enemies and items in games.  Includes discussion of parenting of objects in GameMaker and how to inherit attributes and functions in children objects. Links and Notes GameMaker – https://gamemaker.io/en Podcast theme music – Ride by Pocketmaster

Whistling A brick is about 48 cents Skateboarding Linear Command Palettes Junior Devs

It's been years since our last Laracon episode. It's good to be back

This episode was recorded 2 weeks ago.For that reason, I don't remember in detail what we talked about.

Objects generate time; time does not generate or change objects. That is the central thesis of this book by the philosopher Graham Harman and the archaeologist Christopher Witmore, who defend radical positions in their respective fields. Against a current and pervasive conviction that reality consists of an unceasing flux - a view associated in philosophy with New Materialism - object-oriented ontology asserts that objects of all varieties are the bedrock of reality from which time emerges. And against the narrative convictions of time as the course of historical events, the objects and encounters associated with archaeology push back against the very temporal delimitations which defined the field and its objects ever since its professionalization in the nineteenth century. In a study ranging from the ruins of ancient Corinth, Mycenae, and Troy to debates over time from Aristotle and al-Ash'ari through Henri Bergson and Alfred North Whitehead, the authors draw on alternative conceptions of time as retroactive, percolating, topological, cyclical, and generational, as consisting of countercurrents or of a surface tension between objects and their own qualities. Objects Untimely: Object-Oriented Philosophy and Archaeology (Polity Press, 2023) invites us to reconsider the modern notion of objects as inert matter serving as a receptacle for human categories. Adam Bobeck is a PhD candidate in Cultural Anthropology at the University of Leipzig. His PhD is entitled “Object-Oriented Azadari: Ontology and Ritual Theory”. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/new-books-network

Objects generate time; time does not generate or change objects. That is the central thesis of this book by the philosopher Graham Harman and the archaeologist Christopher Witmore, who defend radical positions in their respective fields. Against a current and pervasive conviction that reality consists of an unceasing flux - a view associated in philosophy with New Materialism - object-oriented ontology asserts that objects of all varieties are the bedrock of reality from which time emerges. And against the narrative convictions of time as the course of historical events, the objects and encounters associated with archaeology push back against the very temporal delimitations which defined the field and its objects ever since its professionalization in the nineteenth century. In a study ranging from the ruins of ancient Corinth, Mycenae, and Troy to debates over time from Aristotle and al-Ash'ari through Henri Bergson and Alfred North Whitehead, the authors draw on alternative conceptions of time as retroactive, percolating, topological, cyclical, and generational, as consisting of countercurrents or of a surface tension between objects and their own qualities. Objects Untimely: Object-Oriented Philosophy and Archaeology (Polity Press, 2023) invites us to reconsider the modern notion of objects as inert matter serving as a receptacle for human categories. Adam Bobeck is a PhD candidate in Cultural Anthropology at the University of Leipzig. His PhD is entitled “Object-Oriented Azadari: Ontology and Ritual Theory”. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/intellectual-history

Objects generate time; time does not generate or change objects. That is the central thesis of this book by the philosopher Graham Harman and the archaeologist Christopher Witmore, who defend radical positions in their respective fields. Against a current and pervasive conviction that reality consists of an unceasing flux - a view associated in philosophy with New Materialism - object-oriented ontology asserts that objects of all varieties are the bedrock of reality from which time emerges. And against the narrative convictions of time as the course of historical events, the objects and encounters associated with archaeology push back against the very temporal delimitations which defined the field and its objects ever since its professionalization in the nineteenth century. In a study ranging from the ruins of ancient Corinth, Mycenae, and Troy to debates over time from Aristotle and al-Ash'ari through Henri Bergson and Alfred North Whitehead, the authors draw on alternative conceptions of time as retroactive, percolating, topological, cyclical, and generational, as consisting of countercurrents or of a surface tension between objects and their own qualities. Objects Untimely: Object-Oriented Philosophy and Archaeology (Polity Press, 2023) invites us to reconsider the modern notion of objects as inert matter serving as a receptacle for human categories. Adam Bobeck is a PhD candidate in Cultural Anthropology at the University of Leipzig. His PhD is entitled “Object-Oriented Azadari: Ontology and Ritual Theory”. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/critical-theory

Objects generate time; time does not generate or change objects. That is the central thesis of this book by the philosopher Graham Harman and the archaeologist Christopher Witmore, who defend radical positions in their respective fields. Against a current and pervasive conviction that reality consists of an unceasing flux - a view associated in philosophy with New Materialism - object-oriented ontology asserts that objects of all varieties are the bedrock of reality from which time emerges. And against the narrative convictions of time as the course of historical events, the objects and encounters associated with archaeology push back against the very temporal delimitations which defined the field and its objects ever since its professionalization in the nineteenth century. In a study ranging from the ruins of ancient Corinth, Mycenae, and Troy to debates over time from Aristotle and al-Ash'ari through Henri Bergson and Alfred North Whitehead, the authors draw on alternative conceptions of time as retroactive, percolating, topological, cyclical, and generational, as consisting of countercurrents or of a surface tension between objects and their own qualities. Objects Untimely: Object-Oriented Philosophy and Archaeology (Polity Press, 2023) invites us to reconsider the modern notion of objects as inert matter serving as a receptacle for human categories. Adam Bobeck is a PhD candidate in Cultural Anthropology at the University of Leipzig. His PhD is entitled “Object-Oriented Azadari: Ontology and Ritual Theory”. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/anthropology

Objects generate time; time does not generate or change objects. That is the central thesis of this book by the philosopher Graham Harman and the archaeologist Christopher Witmore, who defend radical positions in their respective fields. Against a current and pervasive conviction that reality consists of an unceasing flux - a view associated in philosophy with New Materialism - object-oriented ontology asserts that objects of all varieties are the bedrock of reality from which time emerges. And against the narrative convictions of time as the course of historical events, the objects and encounters associated with archaeology push back against the very temporal delimitations which defined the field and its objects ever since its professionalization in the nineteenth century. In a study ranging from the ruins of ancient Corinth, Mycenae, and Troy to debates over time from Aristotle and al-Ash'ari through Henri Bergson and Alfred North Whitehead, the authors draw on alternative conceptions of time as retroactive, percolating, topological, cyclical, and generational, as consisting of countercurrents or of a surface tension between objects and their own qualities. Objects Untimely: Object-Oriented Philosophy and Archaeology (Polity Press, 2023) invites us to reconsider the modern notion of objects as inert matter serving as a receptacle for human categories. Adam Bobeck is a PhD candidate in Cultural Anthropology at the University of Leipzig. His PhD is entitled “Object-Oriented Azadari: Ontology and Ritual Theory”. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/archaeology

Daniel and Caleb talk about how you could like, process audio with like, Laravel collections. Wild.

In this ep, the fellas compare their respective YouTube algos and Caleb learns why the hell Daniel is so amped about event sourcing. It's a good one.

Daniel and Caleb finally got to work together for money. We paired on some really cool deep AlpineJS performance stuff.

We have a live soundboard now.

Episode Notes On this episode, Michael discusses the following topics. Challenge Swift struct ContentView: View { // Declare the array with elements to display in the List let names = ["John", "Jane", "Alice", "Bob"] var body: some View { // Use the List view to create rows for each element in the array List(names, id: .self) { name in Text(name) } .navigationTitle("Names") } } } Python hash Declare the list with elements to display names = ["John", "Jane", "Alice", "Bob"] Hash Iterate through the list and print each name for name in names: print(name) Discord Bot import discord from discord.ext import commands client = discord.Client(intents=discord.Intents.default()) @client.event async def on_voice_state_update(member, before, after): if before.channel is None and after.channel is not None: channel = client.get_channel(123456789) hash Replace with the ID of the text channel where you want to post the message message = f'{member.mention} has joined {after.channel.name}' await channel.send(message) hash Replace 'YOUR_BOT_TOKEN' with your actual bot token client.run('YOUR_BOT_TOKEN') Topics Pick a good Web hosting provider with good tech support. Use Michael's DreamHost Referral. We also discuss the different styles of programing from Object Oriented programming to event driven programming, and declarative programming. Transcript Web Hosting And Programming Styles Michael Doise Programmatic Edit TranscriptRemove HighlightingAdd Audio FileExport...? [0:00] Music.  [0:19] And hello everybody, welcome back to Programatic. My name is Michael Doeys and it's good to be back with you all this wonderful week.  We recorded a day late because there was just a lot to get done to publish the last episode.  We had a lot of code that we had in the results.  So something that we thought about was if you could basically take your code that you have for a solution and throw it through chat GPT and tell it to remove, the extra text or the punctuation, could it do that?  And it does not seem to do it.  [1:02] It wants to keep it all as code and try to remove, it's trying to be smarter than we are and remove the punctuation from the actual string.  So like if there's a print statement, it would go in and remove the parentheses or punctuation and put them as words in the strings.  Now, one thing that I did get it to do, is I said replace all semicolons in this code with the word semicolon, and it did that.  So that was helpful for JavaScript. Unfortunately, that's the only language we do our examples in that are using semicolons.  So yeah, that didn't help. When I tried to do parentheses, I was like, nope, not gonna do it, won't do it.  So that was not very effective there.  So unfortunately, I still have to do those by hand. So it takes a good little while to do that.  [1:51] It takes an editing project that really shouldn't take very long, quite a bit longer to convert all of that to text, then throw it through 11 labs, and then have that converted to audio, and then put that into the tracks.  But I think it really sounds great, And I haven't gotten any feedback so far, so I'm curious what people think of how we're doing our code snippets in the episodes.  And in fact, I will have.  Snippet in here today. And I will talk about that after we do our solutions. Our last challenge was to use an array, to build an app or a, console application that could have a list of names or items and.  [2:43] Basically the results that will...

Daniel started an agency.

Bio Dave West is the Product Owner and CEO at Scrum.org. In this capacity, he engages with partners, and the community to drive Scrum.org's strategy and the overall market position of Scrum. Prior to joining Ken Schwaber and the team at Scrum.org he was Chief Product Officer at Tasktop where he was responsible for product management, engineering and architecture. As a member of the company's executive management team was also instrumental in growing Tasktop from a services business into a VC backed product business with a team of almost 100. As one of the foremost industry experts on software development and deployment, West has helped advance many modern software development processes, including the Unified process and Agile methods. He is a frequent keynote at major industry conferences and is a widely published author of articles and research reports. He also is the co-author of two books, The Nexus Framework For Scaling Scrum and Head First Object-Oriented Analysis and Design. He led the development of the Rational Unified Process (RUP) for IBM/Rational. After IBM/Rational, West returned to consulting and managed Ivar Jacobson Consulting for North America. Then he served as vice president, research director at Forrester Research, where he worked with leading IT organisations and solutions providers to define, drive and advance Agile-based methodology and tool breakthroughs in the enterprise. Email –  Dave.west@scrum.org Twitter - @davidjwest LinkedIn - https://www.linkedin.com/in/davidjustinwest   Interview Highlights Growing up with dyslexia 03:10 & 10:20 Water-Scrum-Fall 07:40 Psychological safety 15:40 Lilian the rockstar - 'who have you helped today?' 18:55 Is 'project' a taboo word? 21:53 'Humble and Kind' - not just for country music 44:30 Books ·         Head First Object-Oriented Analysis and Design by Dave West, Brett McLaughlin and Gary Pollice https://www.amazon.co.uk/Head-First-Object-Oriented-Analysis-Design/dp/0596008678/ ·         The Nexus Framework for Scaling Scrum by Dave West, Kurt Bittner and Patricia Kong https://www.amazon.co.uk/Nexus-Framework-Scaling-Scrum-Continuously/dp/0134682661 ·         ARTICLE: Why Kindness Matters by Dave West https://www.scrum.org/resources/blog/why-kindness-matters ·         Thank You for Being Late by Thomas L Friedman https://www.amazon.co.uk/Thank-You-Being-Late-Accelerations/dp/0141985755 ·         Scrum: A Pocket Guide by Gunther Verheyen https://www.amazon.co.uk/Scrum-Pocket-Companion-Practice-Publishing/dp/9087537204 ·         The Professional Scrum Series by various authors https://www.amazon.co.uk/s?k=the+professional+scrum+series&crid=1WVNY1VHR0QAQ&sprefix=professional+scrum+series ·         Zombie Scrum by Christiaan Verijs, Johannes Schartau and Barry Overeem https://www.amazon.co.uk/Zombie-Scrum-Survival-Guide-Professional/dp/0136523269 ·         The Professional Agile Leader: The Leader's Journey Toward Growing Mature Agile Teams and Organizations (The Professional Scrum Series) by Ron Eringa, Kurt Bittner, Laurens Bonnema, foreword by Dave West https://www.amazon.com/Professional-Agile-Leader-Growing-Organizations-dp-0137591519/dp/0137591519/ Episode Transcript Ula Ojiaku (Guest Intro): 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. It's my honour to introduce my guest for this episode. He is Dave West. Dave is the CEO of Scrum.org and prior to joining Scrum.org as CEO, he led the development of the Rational Unified Process, also known as RUP with IBM. He was also Chief Product Officer for Tasktop Technologies and Managing Director of the Americas at Ivar Jacobson Consulting. He is a widely published author of several articles and research reports, as well as the books The Nexus Framework for Scaling Scrum and Head First Object-Oriented Analysis and Design. In this conversation, Dave talked about growing up in the council estates, being raised by his grandparents who were of great positive influence in his life, especially his grandmother. He also talked about navigating the challenges of being dyslexic, especially as a student in secondary school with the silver lining being that he got introduced to computers. Dave also gave his perspective on one of the ongoing “agile wars” quote unquote, on the concept of projects and whether they still have a place in agile or not. Without further ado ladies and gentlemen, my conversation with Dave, I am sure you would find it very, very interesting, relevant and insightful. Thanks again for listening. Ula Ojiaku So we have on this episode of the Agile Innovation Leaders podcast, Dave West, who is the CEO of Scrum.org. Dave, it's a pleasure to have you on this show, thank you for making the time. Dave West Oh, well, thank you for inviting me. I'm glad we've finally managed to make the time to do this. It's great to talk to you. Ula Ojiaku Yes, well, the honour is mine. Let's start by talking about, you know, getting to know about the man, Dave. Can you, you know, tell us a bit about that? Dave West Yeah, I'll try not to bore your audience. So I was brought up on a council estate in a little town called Market Harborough, just outside Leicester. I lived with my grandparents, and which has definitely, my grandmother's definitely shaped who I am, I think, which is fantastic. So I got into computers, sort of a little bit by accident. I'm dyslexic and I found school, particularly secondary school, very challenging. I don't know if any of your audiences had a similar experience, but, you know, I went from a very protected environment and secondary school is a, oh my gosh, it's like an experience that could scare any human being. And so my dyslexia really was a challenge there and there was a teacher at secondary school called Phil Smith. He drove a sports car, he was sort of like that young, you know those teachers that you remember from school that are the good looking young ones. And he ran a computer lab and it had, you know, RS236, it had these really old computers, well, now we would look at them, they were brand new at the time, computers and some BBC model As and some other things. And I helped him and he gave me a lot of time in the lab and it was my sort of like escape. So I got very into computing and helped him and helped other teachers who were rubbish, I'm not going to lie, with computing. So that allowed me then, you know, I went through, managed to survive school, went to a further education college called Charles Keene where I studied, well I did a computing course, so not traditional A'levels and all of that. And then got into Huddersfield that was a poly at the time, became a University whilst I was there. And I think that that gave me a great opportunity, it was a fantastic university, it was a very practical course. My dyslexia became less of an issue because of, you know, word processing and I'd be honest and, you know, the ability for it to read back, even though it was an awful read back, it was like listening to say, you know, to like an old fashioned Stephen Hawking, you know, sort of, and then got me a job at Commercial Union, which then led to me doing a Masters, which then led me to move to London, all this sort of stuff. The adventure was great. The thing about, I guess, my journey is that it, I was driven at a certain point, I became very driven by the need to improve the way in which we delivered software development at that time, and that led me through my Masters and, you know, Object-Oriented and then to a company called Rational Software where I became the Product Manager for RUP, the Rational Unified Process. Now for the agilists listening, they're probably like, oh, boo hiss, and that's totally legit. It was in fact, that's when I first met Ken Schwaber and he told me I was an idiot, which turns out he was right. Ken Schwaber the creator (of Scrum), who I work for now. Anyways. Ula Ojiaku I mean, who wouldn't know Ken Schwaber if you're a self-respecting agilist.  Sorry, go on please. Dave West Yeah, he's an interesting character for sure. Anyway, so I was the RUP Product Manager and I realised I went to this large insurance company in the Midwest and it's a huge organisation and I met this lady and she said, I'm a use case. I said, what do you do? She said, I'm a use case specifier, and meet my friend, she's a use case realiser and I'm like, oh, no, that's not the intent. And so I realised that there was this process that I loved, and I still definitely love elements of it, but was fundamentally flawed in terms of helping actually people to work together to work on complex problems and solve them. So that, you know, and I'd written a book and I'd done some other things on the way to this point, but this point really did make me realise that I was going wrong, which was a little scary because RUP was incredibly popular at that time, and so then that led me to work with Ivar Jacobson, tried to bring in Scrum to the unified process, spent more time with Ken Schwaber who'd finally realised I may still be an idiot, but I was an idiot that was willing to listen to him. Then I ended up at Forrester Research, running the application development practice, I became a research director there, which was super interesting, because I spent a lot of time looking at organisations, and I realised a really fundamental problem that I think probably will resonate with many that are listening to this podcast, that people were doing Scrum yeah, Scrum was incredibly popular and people were doing Scrum, but they were doing it in an industrial context. It was more like Water-Scrum-Fall. And I coined that term in a research document, which got picked up by the, InfoQ and all these magazines, it became this sort of ‘thing' – Water-Scrum-Fall. You know, they were doing Scrum, but they only liked to plan once a year, and there's a huge planning sort of routine that they did. They were doing Scrum, but they rarely released because the customers really don't want it - it's incredibly hard and dangerous and things can go horribly wrong. And so they were doing Scrum, but they weren't really doing Scrum, you know. And so that was super interesting. And I got an opportunity to do a number of workshops and presentations on the, sort of like the solution to this Water-Scrum-Fall problem with Ken, I invited him and we did this very entertaining roadshow, which I'm surprised we weren't arrested during it, but we were, it was a really interesting experience. I then decided like any good practitioner, I had to do a Startup. So I went to Tasktop working with Mik Kersten and the gang at Tasktop, and the great thing about Tasktop was it was a massive fire hose of doing Scrum, trying to make payroll, learning about everything around delivering a product in a market that wasn't really there and that we had to build. And it was just fantastic working with a lot of OEMs, a lot of partners and looking at, and then we got funding. We grew to five teams. I was running product and engineering. And Ken was continually talking to me through this time, and mentoring me, coaching me, but I realised he was also interviewing me. So he then said to me, one day, Dave, I don't want to be the CEO of Scrum.org anymore. I'd like you to be, when can you start? Ken doesn't take no for an answer, and I think that's part of the success of Scrum. I think that his persistence, his tenacity, his, you know, sort of energy around this, was the reason why Scrum, part of the reason him and Jeff, you know, had different skills, but definitely both had that in common, was successful. So I then came and joined about seven years ago Scrum.org, to run Scrum.org and it's an amazing organisation Ula Ojiaku And if I may just go back a bit to what you said about your time in secondary school, you said you were dyslexic and apart from the fact that you discovered computers, you had a horrible experience. What made it horrible for you? Dave West I think it was, you know, there's no support network, there's nobody checking in on you, particularly at secondary school. At primary school, you have a teacher that you're in the same room, you've sort of got that, you're with the same kids, but you go, you know, you, you go from one lesson to another lesson, to another lesson and if you're a little bit, well for me, you know, reading and writing was incredibly difficult. I could read and write at that point. I was about nine and a half, 10 when I finally broke through, thanks to an amazing teacher that worked with my primary school. And, but I was way, way behind. I was slower. I, you know, and teachers didn't really, it was almost as though, and I'm sure education's very different now, and both my children are dyslexic and they go to a special school that's designed around this, so I know that it's different for them, but the teaching was very much delivery without inspection and adaption of the outcome, you know, just to make it a bit agile for a second. So you go through all this stuff and I wasn't able to write all the stuff down fast enough. I certainly wasn't able to process it, so because of that, it was pretty awful. I always felt that I was stupid, I was, you know, and obviously I relied on humour and I was a big lad, so I didn't have any bullying issues, but it was very, very challenging. And I found that I could be good at something with computers. And I sort of got it, I understood how to write, you know, BASIC very quickly and maybe even a little Assembly. I knew how to configure machines, it just seemed natural, it certainly helped my confidence, which, you know, maybe I'm a little too confident now, but definitely had an impact on my future life. Ula Ojiaku That's awesome, and I'm sure there are people who would be encouraged by what you've just said, so I wanted to begin there. Thanks for sharing. Now, what about, what do you do when you're not working? Dave West What do I do when I'm not working? Well, I'm a, that's a hard question. Gosh. So I have a nine year old and a six year old, and two boys, so, you know, sometimes I'm refereeing wrestling matches, you know, I'm definitely dealing with having children, I was late to life having children. I'm 52 and I have a nine year old and a six year old. I thought that, you know, a single lifestyle, a bachelor lifestyle in Boston and, you know, loving my work, writing books, you know, doing this traveling the world was going to be survive, and then I met the most amazing girl and, who persuaded me that I needed to have children, and I thought, well, I really like you, so I'd better. And it's been an incredible adventure with these children. They've taught me so much, the most important thing I think they've taught me is patience. And it's making me a better human being, and many of those traits, just to bring it back to Agile for a second, are things that we need to build better into the way that we turn up at work because you know, the project, I think it was called Aristotle, the Google big project where they looked at the successful teams, they found a number of traits, but one of those traits that was so important was psychological safety, right? And that requires you to attend every interaction with a mindfulness, not of doing things that you want to do to yourself, which is that sort of golden rule, but that platinum rule, do unto others as they want be done unto. And, and I think that is so, so important and crucial, and it's something that I aspire to, I don't always succeed every day as a human being, you know, whether it's at the checkout at the supermarket or whether it's waiting in line, particularly at the moment in an airport, and it's just, you know, something that I think in an agile team is so important because that safety is so, so required to create that environment where transparency happens, to create that environment where you can have those honest conversations about what's happening next, or what's happened previously where you're running those retrospectives, where you're trying to really plan when there is not enough knowledge to plan. You know, those sort of things require that kind of environment to be successful. So, you know, though, yes, I spend my life either working or really spending it with my children at the moment because of the age they're at, I think it's helping me, the time I'm spending with my children is helping me be a better human being and be a better Agilist.  Ula Ojiaku There's something you said, you know, about psychological safety and being kind, it just reminded me that, you know, of that, the need for also to be respectful of people, because when you are kind and you're showing people respect, they would, that brings down the barriers and makes them, you know, more inclined to be open and to participate. What do you think about that? Would you say there's a link between respect and kindness, I know we're being philosophical right now… Dave West Well actually, yes, but no, it's incredibly practical as well. I think that kindness, so I've written quite a lot about kindness, because it's a trait that we, as a community, our professional Scrum trainer community, manifests and lives. It's something that we actually interview for when you join our community, and the reason why we do that, isn't because we're a bunch of hippies that just like kumbaya, want everybody to hold hands and be nice to each other, I mean, that would be great as well and who doesn't like a good rendition of kumbaya, it's a great song, but it's because we believe that kindness, ultimately, is beneficial to both parties, particularly the person that's being kind, because it creates, not only does it create levels of karma, but it creates that transparency, it creates that opportunity to learn that you may not get, if you go in in a very confrontational way and people don't intentionally be confrontational, but it's so easy for it to happen. You know, it's so easy for you to question, because, you know, somebody says something you're like, well, I don't agree with that, and that instantly creates an environment or a connection that is, you know, confrontational, you're in this position, it spirals, blah, blah, blah. So, but you can, instead of saying, I don't agree with that say, hey, well, that's interesting, let me have a look into that, and you're inquisitive. And if you try to approach everything with that sort of like kindness model, and I don't mean always being nice. Nice is different to kind, nice is like faking, I think, sometimes, you know, it's funny, you don't have to be kind to be nice, but you have to be nice to be kind if you understand what I mean. So you can fake niceness, niceness is part of being kind. So, you know, if you approach it in the right way, where you care about people and you care about what they're bringing to the table and you care about the environment that they're in, whether it's just simple things like checking in more frequently, you know, whether it's actually making time in this very scheduled life that we live now with zoom call after zoom call, to check in with the team, or the person that you're talking to, to see how are they turning up today? How has their day been? And I think that's, you know, super, super important. The other important element of kindness that comes out is this helping others element, you know, my gran, God rest her soul, Lilian, she was a rockstar on so many levels. And she used to say to me, when I came home from school, particularly from elementary school or primary school, I think we call it in England, right? She'd say things like, not what have you done today, I mean, sometimes she said that, but she'd say, who have you helped? Who have you helped? I'd be like uh, uh, uh, uh, uh, uh, and she said it enough that I realised it's important, you know, it's important that you spend time with others, help them in their tasks, you know, because I think you can learn so much and build those relationships, build that safety that is so, so important to really develop. We work in complex environments, right, that's the whole point of agility. Complex environments require people to collaborate, they require people to look at things in different ways. They really benefit from diversity, diversity of mind, diversity of experience, diversity of skill. And you bring that together, but you can only bring all these different parts together when you have an environment that allows for it, and traditional project management techniques, fabulous as they were for building bridges and tunnels and everything like that, didn't allow that, they don't encourage that. They encourage people to be focused, to be efficient, to be managing to that model. And I think we have to step away from that and work in a slightly different way where kindness, psychological safety, trust, respect, use the word respect. And I think it's, you know, obviously it's a Scrum value, but it's crucial to effectively allowing independent people with diverse perspectives to work together in an effective way. And to be honest society doesn't have enough of that in general. I think we've definitely moved away from respect and trust. We don't trust in our governments, we don't trust in our institutions, we don't trust in our fellow human beings and we've become very much focused on ourselves and our individual needs. And the reality is there's no such thing as a self-made person, you're only there because of the success of previous generations. As you drive to work on a car, on a road that has been built by others, that's been funded by others, you know, so this idea that you are in it alone, you know, is completely wrong, and I think sometimes we bring that to the work and it creates an environment that is not as successful. Ula Ojiaku True, true. No, thanks for that, Dave. I completely agree. Now there are people back to this project program that feel like, you know, the word project in agile is a taboo, almost a swear word. What's your perspective on this? Dave West I don't think it's a swear word, I don't think it's taboo. I think, you know, Mik's book is a fabulous book and he's a fabulous person, but he was using it to emphasise the fact that, you know, that we have become too focused on this, you know, investment paradigm, this organisation paradigm, this structural paradigm of the project and that, ultimately, the idea of a product, this idea of a cohesive set of capabilities that's packaged in some way that has a clear boundary, that has a clear set of customers, that has some clear value, is a much better way of aligning your people and your investments. And so he was emphasising that, and obviously he emphasised the idea of value streams being the mechanism that we deliver value in this construct to these people in this packaging of products, and it's a great book and I recommend everybody should read it. Ula Ojiaku I have mine here. Dave West No, that's good. Yeah. I was fortunate enough to be involved in the development of the book a little, working with Mik, providing a lot of feedback and I think it's a great book. However, the idea of a project doesn't go away and all of that work that we did, that organisations that I respect deeply like the PMI and, you know, that even, dare I say, things like Prince2, all of that work, isn't wrong. It's just, we need to look at it from a different lens. The idea that complex work is there changes certain things, the fact that requirements and understandings and appreciation of what we're doing emerges over time, that is just a truth, and that was true of projects as well. We just need to build in the mechanisms to be better able to deal with that. The fact that we would invest hundreds, if not thousands of hours planning things that ultimately fell apart when some underlying assumption changed and then we'd create a change order to deal with the chaos that that created need to be, we need to step away from those ideas. Do we still have projects? I think yes, sometimes you will have something that has a, you know, put a man on, or hopefully it's not a man, hopefully it's a woman, but a woman on Mars. I don't trust men on, I think it'd be much more successful if it was a woman, but, anyway, or person. Men get old, they don't grow up, right? Isn't that the saying, but anyway, so putting that person on Mars is a project, right? It has a definitive, you know, plan, it has an end goal that's very clearly underside. It's very likely that we're going to build a series of products to support that, you know, there is, I don't think we need to get tied up so much on the words, project and product. However, we really need to step back a little bit and look at, okay, you know, like treating people as resources, breaking up teams and reforming teams continuously, treating people as fungible or whatever that is, they're just unrealistic. It's not nothing to do with project or product, they're just silly, you just can't deal with this. The fact that teams take time to form, you know, the fact that, you know, the most successful agile teams I've ever seen are teams that have a clear line of sight to the customer, clear understanding of what they're trying to do for that customer, have guardrails, have an enabling management structure that provides support to deliver that value to that customer. As long as you think about those things and you don't get so tied up with the dance or the routine of project management that you forget that, then I'm not concerned. You know, there's this big thing about, oh, should project managers be Scrum masters? I don't know, it depends on the project manager. Sometimes project managers make very good product owners because they take real clear ownership of the outcomes and the value that's trying to be delivered. Sometimes, you know, they make great Scrum masters because they care very much about the flow of work, the team dynamics, the service to the organisation, the service to the business, and they want to act in that way. And sometimes you just want to get stuff done and work in a team, as a developer on that increment. You know, I don't know, you know, people are like, oh, because, and I think this is the fundamental problem, and you've got me onto my soapbox here and I apologise, but the thing that I see over and over again is the use of agile in an industrial, mass production oil and mass production way of thinking about the world. So what they do is that it isn't agile or project management that's at fault. It's the paradigm that's driving the use of agile or the use of project management. You can do agile in a very waterfall way, don't get me wrong or a very industrial way, I almost don't want to use the word waterfall, but this idea of, you know, maximizing efficiency. I mean, gosh, the word velocity has been as synonymous of agile forever when ultimately it's got nothing to do with agility, you know, it's a useful mechanism for a team to help them run a retrospective sometimes. But it isn't a mechanism that you use to plan, you know, the capacity of your organisation and all this sort of idea,  what they're trying to do always is use an industrial, you know, sort of mindset in an agile context, in a context that doesn't support an industrial mindset or a traditional mindset. And that drives me mad because I see agility being used to deliver work rather than value, I see agility basically being missed, sort of like, almost jimmied in with a crowbar into these massive projects and programs where you've got fixed scope, fixed budgets at the start. They don't actually know what they're trying to achieve, but you've got all these contracts in place that describe all this stuff, very detailed up front. And then they say, we're going to use agile to do it, and you're like, okay, what are we, you know, what happens if the first sprint uncovers the fact that the product goal was fundamentally flawed? Oh well, we can't change that because the contract says, well, hang on a minute, what are we in this business for? Are we actually trying to deliver value to customers and help them solve a particular problem to deliver? Or are we trying to do something else? And they're like, no, we're trying to deliver on the contract. Oh, but isn't the contract a mechanism that describes that? Maybe, but that's not why we're here. And that's when it starts getting, going wrong, I think,  that industrial mindset that I just want, tell me what to do, give me a job, let me sit down, just give me that change order and I will start work. It's just wrong. And for certain types of project, and certain types of product and certain types of problem, you know, it probably works really well if we're building the 17th bridge or we're, you know, doing those sort of things. But the reality is in the digital age, that most knowledge workers, who are the people that really benefit from agile the most, that aren't working in that way, they're working with very changeable environments, very changeable customer understanding very, you know, it's a little bit more complex. Ula Ojiaku True, true. And what you're saying reminds me of my conversation with Dave Snowden, he's known for his work on complexity theory, Cynefin, and if it's in a complex adaptive environment, you know, you need to be agile, but if it's a complicated problem or a simple problem, so complicated is really about, you know, breaking it down into a series of simple problems but it's still sequential and predictable, you could use, you know, the traditional waterfall method, because nothing is going to change, it's really putting all those pieces together to get to a known end state, and so I am of the same mindset as you, in terms of it's all about the context and understanding what exactly are you trying to achieve, what's of value to the customer and how much of it do we know and how much learning do we have to do as we get there. Dave West Exactly. I'm obviously not anywhere near as smart as somebody like a Dave Snowden who just, I think he has forgotten more things than I've ever understood, but yeah, I mean he's an amazing thought leader in this space, but the challenge and he talks a little bit about this sometimes, or I think he does, is that we don't always know what's complicated or complex or the amount of unknown. And this is, you know, this is the classic sort of entrepreneur. Entrepreneurs aren't necessarily working in complexity, they're working in unknown. But the nature of complex unknown is really tricky because you may discover that something that you thought was known is not known, and then you then have to change how you approach it. So the reason in Scrum, what we do is we deliver frequently and that, ultimately, and we deliver the most valuable things or the things that will give us the most value, thus that uncovers those misunderstandings early in the process. Ula Ojiaku Yeah, completely true. And just to build on what you said in terms of understanding or realising that your product goal was wrong, you're working on the wrong thing. Sometimes you might have to also kind of say goodbye to the project or pull the plug. It depends. Dave West Yeah. And that's incredibly hard, sorry, just to lean into that. It's very hard because you've got people that are there and you've invested time, you know, there's the sort of classic fallacy of sunk costs, all that stuff, but the reality is it's not a fallacy of psychological sort of like sunk energy. You've invested all this time and money and effort and motion to get where you're at and then you're realising it's wrong. It's incredibly hard to step away from that. And so what you do, and you see this with startups all the time is, you know, you pivot, you pivot, you pivot, you pivot, you pivot, but you don't really pivot, what you're doing actually is trying to find a way to get all that investment that you've spent to be useful to deliver some value, you know, and whether it's repackaging or whatever, so that you can say, oh, that's okay when actually, and you can spend as much time doing that as you did the original thing, and now you are even worse, in a worse situation and it's hard. Ula Ojiaku Yes. Completely agree. So there's something you said about, you know, you gave an example of people doing, if I will use your term, Water-Scrum-Fall, in their delivery. And sometimes, you know, they go into detailed requirements, you know, specification, and this is, and they write an iron-clad contract that would, you know, kind of specify all these requirements have to be met, and whilst from the delivery perspective, in terms of the teams who actually do the work, it's they are, they get it, they want to be agile, but it's always these constraints. And whenever we, as an agile coach, you know, you go into the root of the matter. It's the typical root causes of why there is this inflexibility it's either, you know, the leadership and/or, you know, the business or their clients not wanting, you know, having that traditional expectations, any advice on how to effectively deal with this sort of blocker? Dave West I think it's very difficult, particularly when it's like outsourced or you've got, you know, that sort of it's contract-based as opposed to internal in terms of commitments. So it's not budgeted it's actually contracted. And when, when that happens it's very difficult, because you know, you've got the deal because you know how to do stuff and you've done it before, and you've got all that experience with the customer of course, so it's well, because you've done it before and you've invested all this experience, you must tell us exactly what it is that we are going to do. And the reality is the customer themselves doesn't know what they want, really. And until you actually get into the process, it's very difficult. I think one of the big things that's going to happen over the next few years, and we're starting to see some of this with things like Beyond Budgeting, the new procurement contract models that the US is, is perpetuating with 18F and the work of the central government. It would sort of stop during the previous administration, but it's now back, you know, how do you do agile contract management, what does it mean? Speaking from personal use, you know, of external companies to do work for Scrum.org, we pay for sprints. We define a clear product goal that we evaluate continuously, that's measurable. We, you know, we have a product owner from Scrum.org embedded in the Scrum team, even if the Scrum team or in the Scrum team, so of course, if the product owner, they are part of the Scrum team, but even if the Scrum team is predominantly a third party. So we do things like that to, and because you can't just fund one sprint at a time. It's very, you know, these people have got to pay mortgages and you know, they've got payroll to hit, so you have to negotiate a number of sprints that you would do it that allows them the flexibility to manage those constraints whilst being realistic, that at the end of a sprint review, you may discover so much stuff, or even during a sprint, that questions everything, and requires a fundamentally, you know, shifting of the backlog, maybe a change to the backlog, assuming that the objective and the product goal is still valid. You know, so putting those things in place, having those honest conversations and partnership conversations with the client is crucial. And the, you know, service companies that serve Scrum.org are a little bit luckier because we actually come at that from a, we know that we don't know what we want, whereas most clients, it's a lot harder to get them to say that. We know what we'd like to achieve, so the other thing that's important and I think that OKRs are maybe part of this, we have a thing called EBM, Evidence Based Management, which is a sort of like an agile version of OKRs. The OKRs and if defining the outcomes that you're trying to achieve and how you're going to measure them up front, validating them continuously, because it's possible you're wrong, but it's a much less of a scary prospect than not describing anything at all, or just having some very highfaluting goal. So getting very clear and precise in what you're trying to achieve and actually investing the time up front to work out what that means, and getting everybody on the same page around that can really help solve those problems long term, because you build to that, and that ultimately becomes the true north that everybody's working to. So when you have those moments of oh, that's not what we thought then, you know, that's okay, because you are validating against at least something, you have some level of structure in all of this. Ula Ojiaku So let's get to some other questions. What books have you, you know, read that you would say have kind of impacted the way your outlook on, or view on the subject of agile agility or anything else, what would you recommend to the audience? Dave West So the books that really changed my life around thinking about this in a different way, there was a few. The one that actually has nothing to do with agile that made me step back from the way I was looking at the world was Thank You for Being Late by Thomas Friedman. That book really sort of like reinforced the fact that the world is incredibly complex and is, you know, he's famous for The World is Flat, you know, the sort of like global supply chain thing, which we are all very aware of and it's fundamentally having a huge impact now on prices and inflation and the like because of, you know, it's been such a mess over the last two and a half years. So that changed my outlook with respect to the world that I'm living in, which I thought was quite interesting. In terms of straight agility, you know, I'll be honest, there's Scrum – A Pocket Guide that taught me professional Scrum, that's Gunther Verheyen's book that I'd never really thought about Scrum in that way. And then I have to plug the series, The Professional Scrum Series from Addison, well, it's Pearson now, sorry. There are some great books in there, Zombie Scrum is absolutely fabulous. And actually, coming out on the 17th of June is a new book about leadership, The Professional Agile Leader: The Leader's Journey Toward Growing Mature Agile Teams and Organizations. I just read that, so I did not remember it, but it's by three people I adore, Ron Eringa, Kurt Bittner and Laurens Bonnema. They're awesome, you know, had lots of leadership positions, written a great book. I wrote an inspired forward just in case anybody's checking that, you know, that confidence thing certainly came back after middle school, right. But that's a really interesting book that talks about the issue that you highlighted earlier, that leadership needs, we've spent a lot, we've spent 25 years teaching Scrum to teams. We need to spend the next, probably 60 years, teaching Scrum to leaders and trying to help, and it's not just Scrum, it's agile, hence the reason why this isn't just about Scrum, you know, whether it's Kanban, whether it's Flow, whether it's Spotify Model, whether it's whatever, but the essence of that, you know, empiricism, self-management, you know, the continuous improvement, the importance of discipline, the importance of being customer centric, the value of outcomes and measures against outcomes, the value of community and support networks, you know, all of this stuff is crucial and we need to start putting that thing, you know, whether it's business agility, whether you call it business agility, you know, all organisations, I think the pandemic proved this, need to be more agile in responding to their market, to their customers, to their employers and to the society that they contribute to. We get that. Leadership needs to change, and that's not a, you're wrong and awful, now sort of old leadership bad. No, it's just the reality is the world has changed and the more mindful leaders step back and say, oh, what do I have to do differently? Now, my entire team is remote, my, you know, my work is hard to plan, the fact that we, you know, our funding cycles have changed, our investment models have changed, you know, stepping back a little bit. So this professional, agile leader book I do recommend. Obviously I had the benefit of reading it before it became a book and it's very, very good and fun to read. Ula Ojiaku Awesome, we will put the list of books and links to them in the show notes, so thank you for that. Now, is there anything you'd like to ask you know, of the audience? Dave West Oh gosh, I don't know. I mean, my only sort of like, if it's sort of closing, if we've unfortunately come to the end of our time together and I, you know, I did waffle on, so I apologise for using far too much of it. But I guess the question I, and we talked a little bit about this, but you know, this sort of, there is a propensity in our industry, like every industry, and every moment, and every movement to become very inward looking, to become very like my way is better than every other way, you know. And obviously I'm very into Scrum and I apologise, I accept that I am. But I'm not arrogant enough to believe that it is the only way of solving complex problems. I'm also not arrogant to believe that it is sufficient. You know, I love the work of the Lean UX, Agile UX, we loved it so much we worked with Jeff and Josh to build a class together. I love the work of Daniel Vacanti and in professional Kanban and the Kanban community in general, I love, you know, I love the work of the professional coaching organisations and what they're really doing to help me be a better human being dare I say. You know, the point is, as you sit at this moment in time, you as an agile practitioner, have the opportunity to draw on many different disciplines and many different experts to really help to create that environment. That can allow agility to thrive and value to be delivered. And I think the only thing that's getting in the way of you doing that, or the only thing that was getting in the way of me doing that, and it still does sometimes is uberous arrogance and just a lack of, I don't know, not willing, not being willing to step out of my comfort zone and accept that my predefined ideas and my experience, my diversity that I bring isn't necessarily always right and to be more humble and to be more kind. I know it's a country song, you know, humble and kind, right, which I'm, you know, obviously I live in America, so I have to like country music, it's mandatory, but if you can be a little bit kinder and to do what my gran asks, right? Not what did you do today, but who did you help? What did you learn? How are you going to be better tomorrow? If we can do all of those things, then not only are our projects and teams and products better, but our lives better, and maybe society could be a little bit better. Ula Ojiaku Those are great words, Dave, thank you so much for those. One last thing, are you on social media? How can people get in touch with you? Dave West Well you could always dave.west@scrum.org if you want to ping me on this thing called email. If you are under 30, it's this thing that old people like, it's called email. If you're younger and cooler, I do not have a TikTok account, I don't totally know what it is. My son says we need it. I'm not a totally sure that we do, but it's not about clocks as well, who knew that, what was all that about? Ula Ojiaku Well, just like Apple isn't the fruit… Dave West Isn't about fruit, how annoying is that as well? Anyway, and so many misconceptions in the world, right. Anyway, but, and M&Ms aren't Smarties, I know I get it. But anyway, sorry, David J. West is my Twitter handle, you know, but, you know, whatever, LinkedIn, you can always find me on LinkedIn, just do Dave West Scrum.org and you will find me on LinkedIn. Love connecting, love talking about this stuff, maybe a little too much. You know another saying that my gran used to say, “you've got two ears and one mouth, shame you never used it like that, David”. I was like, yes, gran, I know, yeah. She also didn't by the way, just for the record anyway. Ula Ojiaku Oh gosh, your grandma Lilian sounds like she was one awesome woman. Dave West Rockstar, rockstar. Ula Ojiaku Well, thank you so much, Dave. It's been a pleasure and I thoroughly enjoyed having this conversation with you, actually more learning from you and I hope sometime you'll be back again for another conversation. Dave West I would love that. Thank you for your audience. Thank you for taking the time today. I appreciate it. Let's stay in touch and I hope that we'll see maybe in person again soon. Ula Ojiaku Yeah, that will be wonderful.

This week we talk about whether to leave eloquent support in Livewire and have some crazy fun brain blasts about PHP attributes and how we can use and abuse them.

SummaryWouldn't it be nice to do every day for our careers the same thing that brought us joy when we were kids?Keith Rich was able to do this by merging his creativity in the soccer field with his work in design and development to come up with solutions for people to use and enjoy throughout their day.With his combined love for soccer and design, he's created a unique career that allows him to be creative every day. He knows it's important for people to enjoy their work, and he wants to help others find the same joy in their careers.So check out this episode to learn more about design, development, design systems, OOUX, and why he uses “dev-ign” whenever he can.About the Guest:The "Midfielder" at Think Company, Keith Rich, is a versatile designer. His background in pharma advertising and service-oriented digital products, as well as his interdisciplinary skills, allow him to bridge gaps along the spectrum of design, but primarily between design and development. When prototyping new ideas, his mission is to create experiences and connections that enhance people's lives.A few things have remained constant in his life: his love of soccer, design, and curiosity about technology's evolution. His earliest memories of design are making soccer wallpapers as a part of an online group of designers worldwide. Who would have thought he'd be doing every day for his career that same thing that brought him joy as a kid?Over time that curiosity has led him to the world of front-end development and keeps him thinking about how things he designs representationally are technically built as a product for people to use. You'll understand why if he uses “dev-ign” in conversations.“To feel satisfied in my life, I strive to exhibit efficient simplicity, creative curiosity, and caring collaboration in how I communicate with people, view the world, and create work in it.”Connect with Keith Rich:Twitter: https://twitter.com/keith_richWebsite: http://www.keith-rich.com/LinkedIn: https://www.linkedin.com/in/keith-rich-83b88717/Think Company: https://www.thinkcompany.com/Timestamps(02:47) - Icebreaker: Which team is Keith on? Team Hoagie or Team Cheesesteak(03:12) - Icebreaker: What it takes to be on the same page on design and development with everybody without translation(05:34) - Icebreaker: His love of soccer, his favorite club, and the Canadian band that will play his entrance song for him(09:08) - How he blends design and creativity into solutions people can enjoy(09:45) - Getting into art and design through his love for soccer (12:04) - The kind of art that's not only be looked at: Designing his first website in high school (16:03) - How technology is evolving, how to deal with it, and how he got into the mindset of technology as always evolving (19:19) - His introduction to Object Oriented UX (OOUX) while in advertising and how it helped him after going over to Think Company(22:21) - Working as Think Company's principal designer and the one question you should ask yourself before choosing which aspect to focus on between craft and management (25:00) - The key to having a positive work relationship with developersResources:Learn more about the resources, podcasts, and community.

Daniel forgot to press publish. This episode is a week old.

This week is jam-stack-packed full of fun meanderings all culminating in a passionate conversation about the virtues of writing. It's a good one.

Maxar Technology has been a high-profile employment option over the past year, and the company lives the values it espouses according to DD Piotter, Lead Technical Recruiter in the Public Sector unit. DD advises applying for a job instead of applying at it, provides tips for transitioning military that we don't usually hear from our guests, and shares some of the interesting work that the company is known for.   “Almost always we are looking for new talent with object-oriented programming. So in particular, Java, C++, data scientists. Maxar has 125 petabytes of data. And that provides for a lot of opportunity to develop artificial intelligence or machine learning to be able to look through those archival images. Maxar has the highest resolution satellites in orbit.”Find show notes and additional links at: https://clearedjobs.net/maxar-object-oriented-programmers-and-apply-to-jobs-not-at-them/

Daniel and Caleb talk productivity, Obsidian, having a third brain, and doing dishes...

In this episode, we discuss the potential impact of chatgpt, a powerful language processing AI, on the workforce. We also talk about Mastadon, a decentralized social media platform, and the recent news that the popular code editor VS Code has been experiencing some technical issues. Join us as we explore these topics and consider the implications of advancements in AI for the future of work. [Yes, this description was lovingly written by AI]

Daniel & Caleb talk about being snowed in, dreaming of databases, and love hating Twitter and email. It's a night record folks. Grab a turkey leg and enjoy... This episode is brought to you by PlanetScale

This week, the boys cover topics, and the leaves cover lawns. Those topics are: Next JS, the new webpacky thing, paying developers money, and lukewarm coffee. It's all there.

Daniel and Caleb debate types, talk about why php is both great and terrible, and brainstorm a few neat-o APIs. It's a good one. THIS EPISODE WAS BOUNCED BY DANIEL's GOLANG AUDIO EDITOR!!!!

Neck StuffAlpine Components and Tailwind UIGo Routines and Channels

We're back in action. We had a whole slew of topics to cover, but we didn't get to them because we were nerding out about Livewire stuff.

In Object Oriented Dialectics: Hegel, Heidegger, Harman (Mimesis, 2022), Johns, in the style of Derrida, looks over the absence or spectre of the signifier ‘dialectic' in both Martin Heidegger and Graham Harman's work, arguing that such a negation of the term turns out to be more of an intentional repression than any passive act of neglection. Johns insists that such repression finds its way into their writing as an alternative interpretation of their core concepts altogether. Less a Hegelian critique of such thinkers and more a Heideggerian and Harmanian resuscitation of the dialectic in Hegel as a realist method capable of integration into contemporary philosophy, this book will be invaluable to anyone interested in the crossroads of contemporary strands of idealism, materialism and realism and the place of the dialectical method today. Adam Bobeck is a PhD candidate in Cultural Anthropology at the University of Leipzig. His PhD is entitled “Object-Oriented Azadari: Shi'i Muslim Rituals and Ontology”. For more about his work, see www.adambobeck.com. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/intellectual-history

In Object Oriented Dialectics: Hegel, Heidegger, Harman (Mimesis, 2022), Johns, in the style of Derrida, looks over the absence or spectre of the signifier ‘dialectic' in both Martin Heidegger and Graham Harman's work, arguing that such a negation of the term turns out to be more of an intentional repression than any passive act of neglection. Johns insists that such repression finds its way into their writing as an alternative interpretation of their core concepts altogether. Less a Hegelian critique of such thinkers and more a Heideggerian and Harmanian resuscitation of the dialectic in Hegel as a realist method capable of integration into contemporary philosophy, this book will be invaluable to anyone interested in the crossroads of contemporary strands of idealism, materialism and realism and the place of the dialectical method today. Adam Bobeck is a PhD candidate in Cultural Anthropology at the University of Leipzig. His PhD is entitled “Object-Oriented Azadari: Shi'i Muslim Rituals and Ontology”. For more about his work, see www.adambobeck.com. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/critical-theory

In Object Oriented Dialectics: Hegel, Heidegger, Harman (Mimesis, 2022), Johns, in the style of Derrida, looks over the absence or spectre of the signifier ‘dialectic' in both Martin Heidegger and Graham Harman's work, arguing that such a negation of the term turns out to be more of an intentional repression than any passive act of neglection. Johns insists that such repression finds its way into their writing as an alternative interpretation of their core concepts altogether. Less a Hegelian critique of such thinkers and more a Heideggerian and Harmanian resuscitation of the dialectic in Hegel as a realist method capable of integration into contemporary philosophy, this book will be invaluable to anyone interested in the crossroads of contemporary strands of idealism, materialism and realism and the place of the dialectical method today. Adam Bobeck is a PhD candidate in Cultural Anthropology at the University of Leipzig. His PhD is entitled “Object-Oriented Azadari: Shi'i Muslim Rituals and Ontology”. For more about his work, see www.adambobeck.com. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/new-books-network

Dion Hinchcliffe is an internationally recognized business strategist, enterprise architect, transformation consultant, futurist, analyst and in-demand keynote speaker. He is currently VP and Principal Analyst at Constellation Research where he heads up research and global client advisory into CIO issues, the future of work, and emerging technology in the enterprise.

Tune in this week to find out!

It has been too long.Caleb's empire is taking new shape.Daniel sold out the mint and is in the beginning stages of HIS empire.Oculus questAdonisJSBotHeadAlpine by LivewireWe are gonna need some outhouses.

Ep. 130 - In this episode, Chris is joined by Pieter de Villiers to talk about custom CRM automation. Pieter is the CEO of Macanta, a no-code solution that allows users to create a custom CRM and process automation system. They discuss how object oriented automation is the up and coming way to leverage your CRM. As well as, Pieter gives insight on Macanta and the current holes in the marketplace that it solves. If you're trying to navigate the landscape of CRMs, this is an episode you won't want to skip.

In this episode, Chris is joined by Pieter de Villiers to talk about custom CRM automation. Pieter is the CEO of Macanta, a no-code solution that allows users to create a custom CRM and process automation system. They discuss how object oriented automation is the up and coming way to leverage your CRM. As well…

We talk about the Dwight D. Eisenhower Interstate system. Florida is full of people from New Jersey. Input masking and React Plugins are both hard nuts to crack. Caleb is home. It's grind time.

We do a very good 40 minute Youtube recommendations segment.Devaslife: https://www.youtube.com/c/devaslifePrinces of the Yen: https://www.youtube.com/watch?v=p5Ac7ap_MAYPrinciples for Dealing with the Changing World Order: https://www.youtube.com/watch?v=xguam0TKMw8