Agility Related Quotes

To call the belief in substantial human equality a superstition is to insult superstition. It might be unwarranted to believe in leprechauns, but at least the person who holds to such a belief isn’t watching them not exist, for every waking hour of the day. Human inequality, in contrast, and in all of its abundant multiplicity, is constantly on display, as people exhibit their variations in gender, ethnicity, physical attractiveness, size and shape, strength, health, agility, charm, humor, wit, industriousness, and sociability, among countless other features, traits, abilities, and aspects of their personality, some immediately and conspicuously, some only slowly, over time. To absorb even the slightest fraction of all this and to conclude, in the only way possible, that it is either nothing at all, or a ‘social construct’ and index of oppression, is sheer Gnostic delirium: a commitment beyond all evidence to the existence of a true and good world veiled by appearances. People are not equal, they do not develop equally, their goals and achievements are not equal, and nothing can make them equal. Substantial equality has no relation to reality, except as its systematic negation. Violence on a genocidal scale is required to even approximate to a practical egalitarian program, and if anything less ambitious is attempted, people get around it (some more competently than others).

Then Dantes rose more agile and light than the kid among the myrtles and shrubs of these wild rocks, took his gun in one hand, his pickaxe in the other, and hastened towards the rock on which the marks he had noted terminated. “And now,” he exclaimed, remembering the tale of the Arabian fisherman, which Faria had related to him, “now, open sesame!

Hugh is now playing a game on his mobile phone. His greasy fat fingers with bitten down nails surprisingly agile on the keys. The concentration on his face is admirable in a way. It was probably with a similar level of concentration that the theory of relativity was formulated.

We live in an age in which the volume of available information stupefies us. On any relatively interesting subject we can find thousands of Web pages, tens—if not hundreds—of books, and article after article. How do we filter all this information? How do we process all this information? Core values and principles provide one mechanism for processing and filtering information. They steer us in the direction of what is more, or less, important. They help us make product decisions and evaluate development practices.

Black bears rarely attack. But here’s the thing. Sometimes they do. All bears are agile, cunning, and immensely strong, and they are always hungry. If they want to kill you and eat you, they can, and pretty much whenever they want. That doesn’t happen often, but—and here is the absolutely salient point—once would be enough. Herrero is at pains to stress that black bear attacks are infrequent, relative to their numbers. For 1900 to 1980, he found just twenty-three confirmed black bear killings of humans (about half the number of killings by grizzlies), and most of these were out West or in Canada. In New Hampshire there has not been an unprovoked fatal attack on a human by a bear since 1784. In Vermont, there has never been one.

Most important of all, ARPA staffers recognized the agency’s biggest mistake yet: It had not been tapping the universities where much of the best scientific work was being done. The scientific community, predictably, rallied to the call for a reinvention of ARPA as a “high-risk, high-gain” research sponsor—the kind of R&D shop they had dreamed of all along. Their dream was realized; ARPA was given its new mission. As ARPA’s features took shape, one readily apparent characteristic of the agency was that its relatively small size allowed the personality of its director to permeate the organization. In time, the “ARPA style”—freewheeling, open to high risk, agile—would be vaunted. Other Washington bureaucrats came to envy ARPA’s modus operandi. Eventually the agency attracted an elite corps of hard-charging R&D advocates from the finest universities and research laboratories, who set about building a community of the best technical and scientific minds in American research. The

In Bergotte’s books, which I constantly reread, the sentences were as clear to me as my own thoughts, I perceived them as distinctly as the furniture in my room and the carriages in the streets. Everything was easily visible, if not as one had always seen it, then certainly as one was accustomed to see it now. But a new writer had just started to publish work in which the relations between things were so different from those that connected them for me, that I could understand almost nothing in his writing.... Only I felt that it was not the sentence that was badly constructed, but that I myself lacked the energy and agility to see it through to the end. I would make a fresh start, working really hard to reach the point where I could see the new connections between things. At each attempt, about half-way through the sentence, I would fall back defeated, as I did later in the army in horizontal bar exercises... From then on I felt less admiration for Bergotte, whose transparency struck me as a shortcoming.

. In Bergotte’s books, which I constantly reread, the sentences were as clear to me as my own thoughts, I perceived them as distinctly as the furniture in my room and the carriages in the streets. Everything was easily visible, if not as one had always seen it, then certainly as one was accustomed to see it now. But a new writer had just started to publish work in which the relations between things were so different from those that connected them for me, that I could understand almost nothing in his writing.... Only I felt that it was not the sentence that was badly constructed, but that I myself lacked the energy and agility to see it through to the end. I would make a fresh start, working really hard to reach the point where I could see the new connections between things. At each attempt, about half-way through the sentence, I would fall back defeated, as I did later in the army in horizontal bar exercises... From then on I felt less admiration for Bergotte, whose transparency struck me as a shortcoming.

In Bergotte’s books, which I constantly reread, the sentences were as clear to me as my own thoughts, I perceived them as distinctly as the furniture in my room and the carriages in the streets. Everything was easily visible, if not as one had always seen it, then certainly as one was accustomed to see it now. But a new writer had just started to publish work in which the relations between things were so different from those that connected them for me, that I could understand almost nothing in his writing.... Only I felt that it was not the sentence that was badly constructed, but that I myself lacked the energy and agility to see it through to the end. I would make a fresh start, working really hard to reach the point where I could see the new connections between things. At each attempt, about half-way through the sentence, I would fall back defeated, as I did later in the army in horizontal bar exercises... From then on I felt less admiration for Bergotte, whose transparency struck me as a shortcoming... The writer who had supplanted Bergotte in my estimation sapped my energy not by the incoherence but by the novelty – perfectly coherent – of associations I was not used to making. Because I always felt myself falter in the same place, it was clear that I needed to perform the same feat of endeavour each time. And when I did, very occasionally, manage to follow the author to the end of his sentence, what I discovered was always a humour, a truthfulness, a charm similar to those I had once found reading Bergotte, only more delightful.

In her eyes, he could see the fear, but also the love. The need. Time to show her, that to him, she meant everything. “Before you shower me with kisses for saving you –” “I think it could be argued that I played a part.” “Not when I retell the story you won’t. But we can argue about that later, naked. As I was saying, I have something for you.” Remy pulled the sheet of paper out of his back pocket and unfolded it. Initially he’d worried about it being too short. But as Lucifer assured him when he made the contract and binding, the less clauses he put in, the more his promise would stick out. Handing it to her, he waited. Fidgeted when she didn’t say a word. Almost tore it from her grasp. Then stumbled back as she threw herself at him. I, Remy, the most awesome demon in Hell, do declare to love the witch Ysabel, fiery temper and all, for an eternity. I will never stray. Never betray her trust. Never do anything to cause her pain upon penalty of permanent death. This I do swear in blood, Remy A simple contract, which in its very lack of clauses and sub items, awed her. “You love me that much?” He peered at her with incredulity on his face. “Of course I love you that much. Would I have done all the things I did if I didn’t?” “Well, you are related to a mad woman.” “Yes, and maybe it’s madness for me to love you, but I do. Do you think just any woman would inspire me enough to take on a bloody painful curse. Or put up with the fact you have a giant, demon eating cat. I know you have trust issues, and that I might not have led the kind of life that inspires confidence, but I will show you that you can believe in me. I want you to love me.” “I know you do. And I do love you. Only for you would I come to the rescue wearing nothing to cover my bottom.” His eyebrows shot up. “You came to battle in a skirt without any underwear?” A slow nod was her answer. He grinned, then scowled. “You will not do that again. Do you know how many demons live in the sewer and could have looked up your skirt? I won’t have them looking at what’s mine. On second thought. Throw out all your underwear. I’ll lead the purge on the sewers myself so you can stroll around with your girl parts unencumbered for my enjoyment.” “You’re insane,” she laughed. “Crazy in love with you,” he agreed. “But I do warn you, we’ll have to have dinner with my crazy mother at least once a month.” “Or more often. I quite like your mom. She’s got a refreshing way of viewing the world.” “Oh fuck. Don’t tell me she’s already rubbing off,” he groaned, as he pulled her into his arms. She snuggled against him. This was where she belonged. But she did have a question. “As my new… what should I call you anyway? Boyfriend? Demon I sleep with?” “The following terms are acceptable to me. Yours. Mate. Husband. Divine taster of your –” She slapped a hand over his mouth. “I’ll stick to mate.” “And I’m going with my super, sexy, touch her and die, fabulous cougar, ass kicking witch.” “I dare you shout that five times in a row without stumbling.” He did to her eye popping disbelief. “I told you, I have a very agile tongue.” “I remember.

In about 1951, a quality approach called Total Productive Maintenance (TPM) came on the Japanese scene. Its focus is on maintenance rather than on production. One of the major pillars of TPM is the set of so-called 5S principles. 5S is a set of disciplines—and here I use the term “discipline” instructively. These 5S principles are in fact at the foundations of Lean—another buzzword on the Western scene, and an increasingly prominent buzzword in software circles. These principles are not an option. As Uncle Bob relates in his front matter, good software practice requires such discipline: focus, presence of mind, and thinking. It is not always just about doing, about pushing the factory equipment to produce at the optimal velocity. The 5S philosophy comprises these concepts: • Seiri, or organization (think “sort” in English). Knowing where things are—using approaches such as suitable naming—is crucial. You think naming identifiers isn’t important? Read on in the following chapters. • Seiton, or tidiness (think “systematize” in English). There is an old American saying: A place for everything, and everything in its place. A piece of code should be where you expect to find it—and, if not, you should re-factor to get it there. • Seiso, or cleaning (think “shine” in English): Keep the workplace free of hanging wires, grease, scraps, and waste. What do the authors here say about littering your code with comments and commented-out code lines that capture history or wishes for the future? Get rid of them. • Seiketsu, or standardization: The group agrees about how to keep the workplace clean. Do you think this book says anything about having a consistent coding style and set of practices within the group? Where do those standards come from? Read on. • Shutsuke, or discipline (self-discipline). This means having the discipline to follow the practices and to frequently reflect on one’s work and be willing to change.

Because the estimate for each feature is made relative to the estimates for other features, it does not matter if our estimates are correct, a little incorrect, or a lot incorrect. What matters is that they are consistent.

Choose activities that support the goal of the retrospective. If there’s no way to discuss the activity that makes a connection between the activity and the work, omit it. We’re not against games and simulations—in fact we use them often—when they serve a purpose and move the retrospective forward. Icebreakers, energizers, and games that don’t relate to the work don’t fit in retrospectives. There’s only so much time, so don’t waste it with activities that are “just for fun.” Have fun, but have a purpose.

The only people relatively happy with the status quo were the project managers and their group manager, who were working in accordance with their professional credential, the Project Management Professional (or PMP), granted to them for passing an exam from the PMI. They didn’t take responsibility for project failure, nor were they ever held accountable. Their role was to crank the handle on the bureaucracy and point the finger of blame at the department managers when expectations were not met. If there was going to be resistance, we would expect it to come from the project managers. Everyone else was eager for change.

Compounding the issue, the person performing the work often has little visibility or understanding of how their work relates to any value stream goals (e.g., “I’m just configuring servers because someone told me to.”). This places workers in a creativity and motivation vacuum.

Agile don’t hold true for physical product development: It’s much more difficult to develop a physical product by breaking it down into a single workstream of relatively independent features

financial statements classify advertising costs as expenses, they are often better conceived of as investments. This reclassification makes sense because advertising is also a far more flexible expenditure than most costs. Amid challenging economic times, advertising can be scaled back relatively quickly, adding agility to protect and manage cash flows. However,

The epitome of empathy is said to be the capacity to look at the world through another's eyes. Though our glance on the planet is largely distorted by our crooked perspectives, we may nevertheless, with luck or agility, accede to a privileged glimpse of the view from another's shoes - and in the process claim to have been able, for a moment at least, to surmount our relativity.

agility is relative and time-based. If your software team can’t deliver software and keep pace with changes in the environment, your team is not agile.

It is important to remember that although it is relatively easy to write code, it is very difficult to create a sustainable platform.

BUYER’S MATRIX Position: Roles/Responsibilities: What are they in charge of or expected to manage? Business Objectives and Metrics: What do they want to achieve? How do they measure success? How are they evaluated? Strategic Initiatives: What likely strategies and initiatives are in place to help them achieve their objectives? Internal Challenges: What likely issues does the organization face that could prevent/hinder goal achievement? External Challenges: What external factors or industry trends might make it more difficult to reach their objectives? Primary Interfaces: Who do they frequently interact with (e.g., peers, subordinates, superiors, and external resources)? Status Quo: What’s their status quo relative to your product or service? Change Drivers: What would cause them to change from what they’re currently doing? Change Inhibitors: What would cause them to stay with the status quo, even if they’re unhappy?

∘Event severity: How severe was this issue? This directly relates to the impact on the service and our customers.

Scrum Master The scrum master acts as a coach, guiding the team to ever-higher levels of cohesiveness, self-organization, and performance. While a team’s deliverable is the product, a scrum master’s deliverable is a high-performing, self-organizing team. The scrum master is the team’s good shepherd, its champion, guardian, facilitator, and scrum expert.  The scrum master helps the team learn and apply scrum and related agile practices to the team’s best advantage. The scrum master is constantly available to the team to help them remove any impediments or road-blocks that are keeping them from doing their work. The scrum master is not—we repeat, not—the team’s boss. This is a peer position on the team, set apart by knowledge and responsibilities not rank.

Aristotle believed that emotions were an important component of moral excellence. William James, an American philosopher and psychologist, had a different view on emotion. He argued that emotions were the result of the human body undergoing various physiological changes related to the external environment.

Agile brought the power of iteration to the forefront. It sought to recover what the Lean and Six Sigma world somehow lost. Instead of building a massive plan that is rife with assumptions that will hopefully lead you to your destination, just set a relatively short-term goal and iterate your way there.

Chapter Summary The Fourth Industrial Revolution is a new chapter in human development, driven by the increasing availability and interaction of a set of extraordinary technologies, building on three previous technological revolutions. This revolution is only in its early stages, which provides humankind with the opportunity and responsibility to shape not just the design of new technologies, but also more agile forms of governance and positive values that will fundamentally change how we live, work and relate to one another. Emerging technologies could provide tremendous benefits to industry and society, but experience from previous industrial revolutions reminds us that to fully realize them, the world must meet three pressing challenges. To attain a prosperous future, we must: Ensure that the benefits of the Fourth Industrial Revolution are distributed fairly Manage the externalities of the Fourth Industrial Revolution in terms of the risks and harm that it causes Ensure that the Fourth Industrial Revolution is human-led and human-centred As leaders grapple with the uncertainty brought about by rapid technological change, adaptation does not require predicting the future. Far more critical is developing a mindset that considers system-level effects, the impact on individuals, which remains future oriented and is aligned with common values across diverse stakeholder groups. So, for the future, the four important principles to keep in mind when thinking about how technologies can create impact are: Systems, not technologies Empowering, not determining By design, not by default Values as a feature, not a bug The regulation, norms and structures for a range of powerful emerging technologies are being developed and implemented today around the world. The time for action is therefore now, and it is up to all citizens to work together to shape the Fourth Industrial Revolution.

Above all else, the sinking of Force Z demonstrated that the dominance the battleship had enjoyed in naval warfare had finally come to an abrupt end. For almost half a century, the battleship had reigned supreme as the arbiter of victory at sea. Throughout its life the torpedo had been a relatively ineffective weapon, and one which could be countered with relative ease, but which was now becoming increasingly effective when used by destroyers and submarines. Also, a new generation of aircraft had entered service which had the speed, capacity and agility to launch highly effective torpedo attacks. The torpedo bomber was a weapon that had finally come of age. What this battle demonstrated was that relatively cheap, mass-produced aircraft, if flown with skill and daring, and used in sufficient numbers, could prove more than a match for a hugely expensive battleship. So, 10 December 1941 marked a real historical milestone. In geopolitical terms, the sinking of Force Z signalled the imminent end for the British defence of Singapore – its surrender to the Japanese in turn marking the start of the disintegration of the British Empire. In the field of military and naval history, that date marked something of equally momentous importance. It was the day when the battleship ceased to be the dominant arbiter of naval power. In effect, 10 December 1941 marked the death of the battleship.

What is a Gestalt? A whole that does not reduce itself to the sum of the parts--a negative, exterior definition...It is a principle of distribution, the pivot of a system of equivalencies, it is the Etwas of which the fragmentary phenomena will be the manifestation...It has a certain weight that doubtless fixes it not in an objective site and in a point of objective time, but in a region, a domain, which it dominates, where it reigns, where it is everywhere present without one ever being able to say: it is here. It is transcendence. And who experiences it?...My body is a Gestalt and it is co-present in every Gestalt....The Gestalt therefore implies the relation between a perceiving body and a sensible, i.e. transcendent i.e. horizonal i.e. vertical and not perspectival world--It is a diacritical, oppositional, relative system whose pivor is the Etwas, the thing, the world, and not the idea...It is being for X, not a pure agile nothingness, but an inscription in an open register, in a lake of non-being, in an Eroffnung, in an offene.

A schooner is a sailing vessel with two or more masts having fore and aft rigging. Usually the foremast of a schooner is shorter than the mainmast. These ships were first designed and used in Holland during the 16th or 17th century, however schooners became popular and most frequently used along the coast of New England. They were known for their ease of handling and being smaller were soon adopted for use as coastwise cargo vessels and fishing boats. Because of their speed and agility, they were also popular and used by pirates in the Caribbean. Schooners were reasonably maneuverable and could be handled by a smaller crew than most sailing ships. Because of their size, they usually drew less water than most sailing ships, thus allowing them to sail in relatively shallow water while still carrying enough cannons to present a threat to most merchant vessels prior to the 20th century. Schooners with three masts were first introduced around 1800. In the late 19th century, additional masts were added and some schooners were built with as many as six masts. The only seven-masted schooner, the ill-fated steel-hulled Thomas W. Lawson was built in 1902. The larger schooners only caught on towards the end of the days of sail ships but never replaced the larger square riggers and clipper ships that remained more popular as deep sea cargo vessels.

TRANSFORM LOCAL DISCOVERIES INTO GLOBAL IMPROVEMENTS When new learnings are discovered locally, there must also be some mechanism to enable the rest of the organization to use and benefit from that knowledge. In other words, when teams or individuals have experiences that create expertise, our goal is to convert that tacit knowledge (i.e., knowledge that is difficult to transfer to another person by means of writing it down or verbalizing) into explicit, codified knowledge, which becomes someone else’s expertise through practice. This ensures that when anyone else does similar work, they do so with the cumulative and collective experience of everyone in the organization who has ever done the same work. A remarkable example of turning local knowledge into global knowledge is the US Navy’s Nuclear Power Propulsion Program (also known as “NR” for “Naval Reactors”), which has over 5,700 reactor-years of operation without a single reactor-related casualty or escape of radiation. The NR is known for their intense commitment to scripted procedures and standardized work and the need for incident reports for any departure from procedure or normal operations to accumulate learnings, no matter how minor the failure signal—they constantly update procedures and system designs based on these learnings. The result is that when a new crew sets out to sea on their first deployment, they and their officers benefit from the collective knowledge of 5,700 accident-free reactor-years. Equally impressive is that their own experiences at sea will be added to this collective knowledge, helping future crews safely achieve their own missions.

work, though, the more you fake your emotions, or surface act, the worse off you’re likely to be. Too great an incongruity between how you really feel and how you pretend to be becomes such a chore that it leads to burnout and all sorts of related negative consequences at work, both for you and for your organization, in part because it’s just so friggin’ exhausting.

A team is a group of people focused on a common goal, in which each individual adjusts their actions, habits, and work preferences in order to achieve the group’s common goal. The team’s effectiveness depends on the members’ capacity to work together. It is directly related to the group’s ability to make the best use of the individuals’ skills.

So instead of forcing top-down organisational charts, which is an outdated archaic legacy tool from the 1800’s and hasn't evolved, embrace organic growth with inter-related responsible teams that are autonomous and self-organised teams.

But then closely related concepts should not be separated into different files unless you have a very good reason. Indeed, this is one of the reasons that protected variables should be avoided.