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188 results for “sebhans”
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#AdventOfSystemSeeing, day 20. Two things I added to my map that weren't explicitly in focus on days 1 through 19 is seeing what's there and seeing what's missing. Seeing what's there means not being content with the first impression and jumping to conclusions but looking closer for what's really there, e.g., do we really have cause and effect here or is it just correlation? Seeing what's missing means noticing gaps in our understanding or in arguments, and working to fill them.
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#AdventOfSystemSeeing, day 20. Two things I added to my map that weren't explicitly in focus on days 1 through 19 is seeing what's there and seeing what's missing. Seeing what's there means not being content with the first impression and jumping to conclusions but looking closer for what's really there, e.g., do we really have cause and effect here or is it just correlation? Seeing what's missing means noticing gaps in our understanding or in arguments, and working to fill them.
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Reflecting on #AdventOfSystemSeeing, day 19: Mind mapping on paper does not work for me. I always end up needing more space in places where I did not plan for it, resulting either in very crammed corners or spaghetti connections. So I made a table instead, with columns for constraints, forces, assumptions, and approaches. I linked constraints with the forces they generate and assumptions I made about them. I marked each force assisting my endeavor with a green plus sign and each resisting force with a red minus sign. I also linked forces and assumptions with possible approaches that build upon them or try to counter them, and I included my assessment of the efficacy of each approach. I did this iteratively, adding entries to all columns as they occurred to me.
Initially, I came up with a lot of resisting forces, until I realized that I myself and my current role in the team could count as forces, too. Now it's even, which matches my gut feeling. It could go either way.
Filling the first three columns enabled me to think about possible approaches in a more structured way. Not all approaches are mutually exclusive, and they address different subsets of the forces. Most importantly, I noticed an important gap: some of the positive forces hadn't been properly utilized yet. Thinking about this enabled me to come up with a new approach that might have the best chance of success.
This may well have been the most immediately helpful exercise up to now.
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Reflecting on #AdventOfSystemSeeing, day 19: Mind mapping on paper does not work for me. I always end up needing more space in places where I did not plan for it, resulting either in very crammed corners or spaghetti connections. So I made a table instead, with columns for constraints, forces, assumptions, and approaches. I linked constraints with the forces they generate and assumptions I made about them. I marked each force assisting my endeavor with a green plus sign and each resisting force with a red minus sign. I also linked forces and assumptions with possible approaches that build upon them or try to counter them, and I included my assessment of the efficacy of each approach. I did this iteratively, adding entries to all columns as they occurred to me.
Initially, I came up with a lot of resisting forces, until I realized that I myself and my current role in the team could count as forces, too. Now it's even, which matches my gut feeling. It could go either way.
Filling the first three columns enabled me to think about possible approaches in a more structured way. Not all approaches are mutually exclusive, and they address different subsets of the forces. Most importantly, I noticed an important gap: some of the positive forces hadn't been properly utilized yet. Thinking about this enabled me to come up with a new approach that might have the best chance of success.
This may well have been the most immediately helpful exercise up to now.
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Reflecting on #AdventOfSystemSeeing, day 19: Mind mapping on paper does not work for me. I always end up needing more space in places where I did not plan for it, resulting either in very crammed corners or spaghetti connections. So I made a table instead, with columns for constraints, forces, assumptions, and approaches. I linked constraints with the forces they generate and assumptions I made about them. I marked each force assisting my endeavor with a green plus sign and each resisting force with a red minus sign. I also linked forces and assumptions with possible approaches that build upon them or try to counter them, and I included my assessment of the efficacy of each approach. I did this iteratively, adding entries to all columns as they occurred to me.
Initially, I came up with a lot of resisting forces, until I realized that I myself and my current role in the team could count as forces, too. Now it's even, which matches my gut feeling. It could go either way.
Filling the first three columns enabled me to think about possible approaches in a more structured way. Not all approaches are mutually exclusive, and they address different subsets of the forces. Most importantly, I noticed an important gap: some of the positive forces hadn't been properly utilized yet. Thinking about this enabled me to come up with a new approach that might have the best chance of success.
This may well have been the most immediately helpful exercise up to now.
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Reflecting on #AdventOfSystemSeeing, day 19: Mind mapping on paper does not work for me. I always end up needing more space in places where I did not plan for it, resulting either in very crammed corners or spaghetti connections. So I made a table instead, with columns for constraints, forces, assumptions, and approaches. I linked constraints with the forces they generate and assumptions I made about them. I marked each force assisting my endeavor with a green plus sign and each resisting force with a red minus sign. I also linked forces and assumptions with possible approaches that build upon them or try to counter them, and I included my assessment of the efficacy of each approach. I did this iteratively, adding entries to all columns as they occurred to me.
Initially, I came up with a lot of resisting forces, until I realized that I myself and my current role in the team could count as forces, too. Now it's even, which matches my gut feeling. It could go either way.
Filling the first three columns enabled me to think about possible approaches in a more structured way. Not all approaches are mutually exclusive, and they address different subsets of the forces. Most importantly, I noticed an important gap: some of the positive forces hadn't been properly utilized yet. Thinking about this enabled me to come up with a new approach that might have the best chance of success.
This may well have been the most immediately helpful exercise up to now.
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Reflecting on #AdventOfSystemSeeing, day 19: Mind mapping on paper does not work for me. I always end up needing more space in places where I did not plan for it, resulting either in very crammed corners or spaghetti connections. So I made a table instead, with columns for constraints, forces, assumptions, and approaches. I linked constraints with the forces they generate and assumptions I made about them. I marked each force assisting my endeavor with a green plus sign and each resisting force with a red minus sign. I also linked forces and assumptions with possible approaches that build upon them or try to counter them, and I included my assessment of the efficacy of each approach. I did this iteratively, adding entries to all columns as they occurred to me.
Initially, I came up with a lot of resisting forces, until I realized that I myself and my current role in the team could count as forces, too. Now it's even, which matches my gut feeling. It could go either way.
Filling the first three columns enabled me to think about possible approaches in a more structured way. Not all approaches are mutually exclusive, and they address different subsets of the forces. Most importantly, I noticed an important gap: some of the positive forces hadn't been properly utilized yet. Thinking about this enabled me to come up with a new approach that might have the best chance of success.
This may well have been the most immediately helpful exercise up to now.
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Reflecting on #AdventOfSystemSeeing, day 18, I realize that most of the capabilities required for the system to fulfil its purpose are external to the system – or at least out of scope of the team nominally responsible for the system. This has already made some things more difficult than they should be.
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Reflecting on #AdventOfSystemSeeing, day 18, I realize that most of the capabilities required for the system to fulfil its purpose are external to the system – or at least out of scope of the team nominally responsible for the system. This has already made some things more difficult than they should be.
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Reflecting on #AdventOfSystemSeeing, day 18, I realize that most of the capabilities required for the system to fulfil its purpose are external to the system – or at least out of scope of the team nominally responsible for the system. This has already made some things more difficult than they should be.
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Reflecting on #AdventOfSystemSeeing, day 18, I realize that most of the capabilities required for the system to fulfil its purpose are external to the system – or at least out of scope of the team nominally responsible for the system. This has already made some things more difficult than they should be.
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Reflecting on #AdventOfSystemSeeing, day 18, I realize that most of the capabilities required for the system to fulfil its purpose are external to the system – or at least out of scope of the team nominally responsible for the system. This has already made some things more difficult than they should be.
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Reflecting on #AdventOfSystemSeeing, day 17: The page I used to draw my diagram quickly got too small. In the end, I touched on everything from the technical components of my system of interest over the team composition, organisational structures of the German government, technical infrastructure down to the electrical grid, my own company, the labor market which enables me to work for it, the contracting system which allows me to work for this customer, the economy underpinning both, the food supply chain (gotta eat something!), the (US) companies providing the software I use to work on the system remotely, and world politics up to the solar system and astrophysics. After all, where would we be without the sun?
Oh, and, yes, we have users, too. 😉
I'm not sure if I should be glad or sad that, tomorrow, I'll probably be focusing on breaking the dependency between our unit tests and a centrally provided test database. 😵💫
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Reflecting on #AdventOfSystemSeeing, day 17: The page I used to draw my diagram quickly got too small. In the end, I touched on everything from the technical components of my system of interest over the team composition, organisational structures of the German government, technical infrastructure down to the electrical grid, my own company, the labor market which enables me to work for it, the contracting system which allows me to work for this customer, the economy underpinning both, the food supply chain (gotta eat something!), the (US) companies providing the software I use to work on the system remotely, and world politics up to the solar system and astrophysics. After all, where would we be without the sun?
Oh, and, yes, we have users, too. 😉
I'm not sure if I should be glad or sad that, tomorrow, I'll probably be focusing on breaking the dependency between our unit tests and a centrally provided test database. 😵💫
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Reflecting on #AdventOfSystemSeeing, day 17: The page I used to draw my diagram quickly got too small. In the end, I touched on everything from the technical components of my system of interest over the team composition, organisational structures of the German government, technical infrastructure down to the electrical grid, my own company, the labor market which enables me to work for it, the contracting system which allows me to work for this customer, the economy underpinning both, the food supply chain (gotta eat something!), the (US) companies providing the software I use to work on the system remotely, and world politics up to the solar system and astrophysics. After all, where would we be without the sun?
Oh, and, yes, we have users, too. 😉
I'm not sure if I should be glad or sad that, tomorrow, I'll probably be focusing on breaking the dependency between our unit tests and a centrally provided test database. 😵💫
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Reflecting on #AdventOfSystemSeeing, day 17: The page I used to draw my diagram quickly got too small. In the end, I touched on everything from the technical components of my system of interest over the team composition, organisational structures of the German government, technical infrastructure down to the electrical grid, my own company, the labor market which enables me to work for it, the contracting system which allows me to work for this customer, the economy underpinning both, the food supply chain (gotta eat something!), the (US) companies providing the software I use to work on the system remotely, and world politics up to the solar system and astrophysics. After all, where would we be without the sun?
Oh, and, yes, we have users, too. 😉
I'm not sure if I should be glad or sad that, tomorrow, I'll probably be focusing on breaking the dependency between our unit tests and a centrally provided test database. 😵💫
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Reflecting on #AdventOfSystemSeeing, day 17: The page I used to draw my diagram quickly got too small. In the end, I touched on everything from the technical components of my system of interest over the team composition, organisational structures of the German government, technical infrastructure down to the electrical grid, my own company, the labor market which enables me to work for it, the contracting system which allows me to work for this customer, the economy underpinning both, the food supply chain (gotta eat something!), the (US) companies providing the software I use to work on the system remotely, and world politics up to the solar system and astrophysics. After all, where would we be without the sun?
Oh, and, yes, we have users, too. 😉
I'm not sure if I should be glad or sad that, tomorrow, I'll probably be focusing on breaking the dependency between our unit tests and a centrally provided test database. 😵💫
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#AdventOfSystemSeeing, day 16. I followed the suggestion of illustrating constraints. I found this rather hard – constrained by my drawing skills, time, and mind space more than by the medium.
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#AdventOfSystemSeeing, day 16. I followed the suggestion of illustrating constraints. I found this rather hard – constrained by my drawing skills, time, and mind space more than by the medium.
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#AdventOfSystemSeeing, day 16. I followed the suggestion of illustrating constraints. I found this rather hard – constrained by my drawing skills, time, and mind space more than by the medium.
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#AdventOfSystemSeeing, day 16. I followed the suggestion of illustrating constraints. I found this rather hard – constrained by my drawing skills, time, and mind space more than by the medium.
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#AdventOfSystemSeeing, day 16. I followed the suggestion of illustrating constraints. I found this rather hard – constrained by my drawing skills, time, and mind space more than by the medium.
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Reflecting on #AdventOfSystemSeeing, day 15: Mapping the value flows for my current project was interesting because it is an internal service that provides basic data to many other services. Hence, on the surface, the primary value flows are very simple. But actually, the team providing this service is part of a rather large network of other teams and communities, some of which provide direct support to each other, some are formally responsible for certain aspects (e.g., a centralized architecture team), and some are more informal in nature. It is not always obvious (to me) what each party gets out of the interactions I have observed so far. Putting this on paper clarified some things. I'll have to dig deeper on the others.
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Reflecting on #AdventOfSystemSeeing, day 15: Mapping the value flows for my current project was interesting because it is an internal service that provides basic data to many other services. Hence, on the surface, the primary value flows are very simple. But actually, the team providing this service is part of a rather large network of other teams and communities, some of which provide direct support to each other, some are formally responsible for certain aspects (e.g., a centralized architecture team), and some are more informal in nature. It is not always obvious (to me) what each party gets out of the interactions I have observed so far. Putting this on paper clarified some things. I'll have to dig deeper on the others.
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Reflecting on #AdventOfSystemSeeing, day 15: Mapping the value flows for my current project was interesting because it is an internal service that provides basic data to many other services. Hence, on the surface, the primary value flows are very simple. But actually, the team providing this service is part of a rather large network of other teams and communities, some of which provide direct support to each other, some are formally responsible for certain aspects (e.g., a centralized architecture team), and some are more informal in nature. It is not always obvious (to me) what each party gets out of the interactions I have observed so far. Putting this on paper clarified some things. I'll have to dig deeper on the others.
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Reflecting on #AdventOfSystemSeeing, day 15: Mapping the value flows for my current project was interesting because it is an internal service that provides basic data to many other services. Hence, on the surface, the primary value flows are very simple. But actually, the team providing this service is part of a rather large network of other teams and communities, some of which provide direct support to each other, some are formally responsible for certain aspects (e.g., a centralized architecture team), and some are more informal in nature. It is not always obvious (to me) what each party gets out of the interactions I have observed so far. Putting this on paper clarified some things. I'll have to dig deeper on the others.
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Reflecting on #AdventOfSystemSeeing, day 15: Mapping the value flows for my current project was interesting because it is an internal service that provides basic data to many other services. Hence, on the surface, the primary value flows are very simple. But actually, the team providing this service is part of a rather large network of other teams and communities, some of which provide direct support to each other, some are formally responsible for certain aspects (e.g., a centralized architecture team), and some are more informal in nature. It is not always obvious (to me) what each party gets out of the interactions I have observed so far. Putting this on paper clarified some things. I'll have to dig deeper on the others.
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Understanding a software system by reading ADRs is a bit like event-sourcing its architecture in your head. You get the whole history (enabling deeper understanding), but if you just want to get information about the present state, it's not very efficient. Hence, keeping a snapshot of the current state (a read model if you will) in some form is still worthwhile.
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Understanding a software system by reading ADRs is a bit like event-sourcing its architecture in your head. You get the whole history (enabling deeper understanding), but if you just want to get information about the present state, it's not very efficient. Hence, keeping a snapshot of the current state (a read model if you will) in some form is still worthwhile.
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Understanding a software system by reading ADRs is a bit like event-sourcing its architecture in your head. You get the whole history (enabling deeper understanding), but if you just want to get information about the present state, it's not very efficient. Hence, keeping a snapshot of the current state (a read model if you will) in some form is still worthwhile.