Billie

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Improv-ing Agile ...
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Gods of Blood and...
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by Azalea Ellis (Goodreads Author)
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Dial D for Deadman
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Book cover for Accelerate: The Science of Lean Software and DevOps: Building and Scaling High Performing Technology Organizations
Our research also found that developing off trunk/master rather than on long-lived feature branches was correlated with higher delivery performance. Teams that did well had fewer than three active branches at any time, their branches had ...more

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Billie shared 2 highlights from
The Goal by Eliyahu M. Goldratt
Bob glances from side to side, wondering, I suppose, what we’ve been saying. “What are you worried about them for?” he asks. “The robots work pretty good now.” “We’re not so sure about that,” I say. “Stacey tells me we’ve got an excess of parts built by the robots. But in some instances we can’t get enough of certain other parts to assemble and ship our orders.” Bob says, “It isn’t that we can’t get enough parts—it’s more that we can’t seem to get them when we need them. That’s true even with a lot of the robot parts. We’ll have a pile of something like, say, a CD-50 sit around for months ...more
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Night Stalker by B.R. Kingsolver
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Survivors by Dave Willmarth
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The Land of the Undying by Dave Willmarth
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Orbital Claims Adjuster by Andrew Moriarty
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Accelerate by Nicole Forsgren
Our research also found that developing off trunk/master rather than on long-lived feature branches was correlated with higher delivery performance. Teams that did well had fewer than three active branches at any time, their branches had very short lifetimes (less than a day) before being merged into trunk and never had “code freeze” or stabilization periods. It’s worth re-emphasizing that these results are independent of team size, organization size, or industry.
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Shadow Hunter by B.R. Kingsolver
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CivCEO by Andrew Karevik
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To Sell Is Human by Daniel H. Pink
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Nearly lost me in the middle, but had me again at the end for the exercises to try
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Improv-ing Agile Teams by Paul Goddard
When high-status individuals assume ownership of an object or indeed an agile artefact, even unintentionally, they can force lower-status team members away from it. The artefact that teams tend to feel most belongs to them is the task board. No matter which agile process you follow, members of the team will be more involved and engaged if they use a physical task board that displays the tasks they agree need to be completed to make their commitment a success. The team feels ownership when they have created the content and contributed to its structure and purpose. That’s the key to matching ...more
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Martha Wells
“The systems of constructs are inherently inferior to advanced bots, but you aren’t stupid. Yeah, well, fuck you, too, I thought, and initiated a shutdown sequence.”
Martha Wells, Artificial Condition

Philip K. Dick
“The pain, so unexpected and undeserved, had for some reason cleared away the cobwebs. I realized I didn’t hate the cabinet door, I hated my life… My house, my family, my backyard, my power mower. Nothing would ever change; nothing new could ever be expected. It had to end, and it did. Now in the dark world where I dwell, ugly things, and surprising things, and sometimes little wondrous things, spill out in me constantly, and I can count on nothing.”
Philip K. Dick, A Scanner Darkly

Martha Wells
“As a heartless killing machine, I was a complete failure.”
Martha Wells, All Systems Red

Martha Wells
“I would defer to your expertise in shooting and killing things. You should defer to mine in data analysis.”
Martha Wells, Artificial Condition

Martha Wells
“I didn’t care what humans were doing to each other as long as I didn’t have to a) stop it or b) clean up after it.”
Martha Wells, Artificial Condition

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This is a book group for GoodReads users in the UK, but members from other countries are welcome too so long as all posts are made in English. The ...more
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