Principle of least priviledge - Requires that in a particular abstraction layer of a computing environment, every module (such as a process, a user, or a program, depending on the subject) must be able to access only the information and resources that are necessary for its legitimate purpose
Peter principle - The selection of a candidate for a position is based on the candidate's performance in their current role, rather than on abilities relevant to the intended role
Employees only stop being promoted once they can no longer perform effectively, and "managers rise to the level of their incompetence."
20% of the features will account for 80% of the value
20% of the work will produce 80% of the value
The first 90 percent of the code accounts for the first 90 percent of the development time. The remaining 10 percent of the code accounts for the other 90 percent of the development time. (180% of time)
SUCCESs - Made to stick principles
Build, measure, learn
Maximize learning through incremental and iterative engineering
Build relates to MVP, ie, the simplest product to show customers to get most learning at that time
Goal is always to maximize learning and not build fully featured beta/prototype
Parkinson's law of triviality - Members of an organisation give disproportionate weight to trivial issues
Parkinson's law - Work expands so as to fill the time available for its completion
Brooks's law - Adding manpower to a late software project makes it later
Hofstadter's law - It always takes longer than you expect, even when you take into account Hofstadter's Law
Little's law - The long-term average number of customers in a stable system L is equal to the long-term average effective arrival rate, λ, multiplied by the (Palm‑)average time a customer spends in the system, W; or expressed algebraically: L = λW.
Quotes, Idioms, and Sayings
Nothing is more permanent than a temporary solution
The world doesn't need wrong answers in record time
Work on the business, not in the business
Fail to plan is to plan to fail
Silence equals agreement
Deliver results rather than excuses
Don't prove own importance by vetoing good ideas and road-blocking productive work
Accept total accountability and make it happen
When making decisions, slower ultimate success is better than rapid permanent failure
YAGNI (from XP) - You aren’t gonna need it
"Always implement things when you actually need them, never when you just foresee that you need them."
DTSTTCPW (from XP) - "do the simplest thing that could possibly work"
Skip blame and complain game and get things done despite major obstacles. Victim mentality is the kiss of death.
KISS - Keep it simple, stupid
A good plan implemented today is better than a perfect plan implemented tomorrow
MLP - minimum lovable product
A problem without a solution is a complaint
Working on the right thing is as—if not more important—than how hard you are working
You can’t have five North Stars, you can’t have five most important goals…
Prioritize goals that are ‘critical’ ahead of goals that are ‘beneficial
General terms, models, acronymns, and concepts
Priorities for business (in order)
Iron triangle success
Build MVP based on perceived value and market research with associated scope and let that choose the time and resources required
Give credit, don't take it
The most effective way to solve any problem is to put together all of the people with the skills required to solve it, i.e., a cross-functional or multi-disciplinary team
A startup is a temporary organization designed to search for a repeatable and scalable business model
When people don’t take responsibility
Timelines are extended
Performance falls short
Frustration shoots up
Goals are adapted
Accusation and blame escalates
Gossip soars. “What’s up with Fred? He never get’s things done on time.
Excuses abound. Irresponsible people give “good” reason for irresponsibility.
Higher ups complain
Curse of knowledge
The curse of knowledge is a cognitive bias that leads better-informed parties to find it extremely difficult to think about problems from the perspective of lesser-informed parties
Aka the ‘tapper effect’ (2.5% guessed right), charades, etc.
Maslow's Hierarchy of Needs
The state of over- analyzing (or over-thinking) a situation so that a decision or action is never taken, in effect paralyzing the outcome
The paradox of choice
SMART model for goals
S – Specific
M – Measurable
A – Achievable
R – Relevant
T – Time-boxed
FURPS - Model for classifying software quality attributes
AAARR metrics for pirates
MTMM - Metric that matters most
Problem space vs solution space
Problem space - user benefit
A customer problem, need, or benefit that the product should address
A product requirement
Solution space - product
A specific implementation to address the need or product requirement
INVEST - user story model
Independent: The user story should be self-contained, in a way that there is no inherent dependency on another user story.
Negotiable: User stories, up until they are part of an iteration, can always be changed and rewritten.
Valuable: A user story must deliver value to the end user.
Estimatable: You must always be able to estimate the size of a user story.
Small: User stories should not be so big as to become impossible to plan/task/prioritize with a certain level of certainty.
Testable: The user story or its related description must provide the necessary information to make test development possible.