I’ve had two people ask me this week on how to learn Docker. Or even where to get started. Fortunately, that is a really easy question to answer. What is even better is the answer is free!
Rather than jumping right to a paid online course or special in person training that typical runs about $2,000, the team at Docker have put together a classroom. A one stop shop to get you rolling. For free. No installations. Seriously. Nothing to install, nothing to hunt for, nothing to wrestle with (I’m looking at you installing Docker on a corporate Windows machine)
The hard part has been solved. Check out Play with Docker Classroom and stop trying to figure out how to learn docker and start learning it now!
High-performance teams within an organization are invaluable to business growth, cultural strength, and empowered individual contributors. It makes sense: working within a group of people who have complementary skills and are able to collectively deliver on goals is motivating and productive.
Source: How to Nurture High-Performance Teams
I find most people fail at solving a problem because they first do not understand how to fundamentally solve any problem.
This is a copy/paste from the original source where I found it. I did not want to lose the content as it looks like that site has been abandoned.
How To Solve It is a short volume by mathematician George Polya describing various methods of problem solving. The book has achieved classic status in its field because of its considerable influence.
In reading Polya’s book, I found distinct parallels to popular self development resources throughout history. Although the book outlines techniques used in mathematical problem solving, the same formulas can be applied to the practice of goal setting.
Continue reading “How to Solve Any Problem”
Agile is not a proper noun. Agile is not a person, place, or thing. You do not do agile. You are agile. Here are some tips.
Agile is not a proper noun. Agile is not a person, place, or thing. You do not do agile. You are agile.
What Is It?
My simple explanation of agile is: You have a vision of what you want to accomplish and the ability to make decisions. Assemble a group of smart, dedicated, and capable people to start figuring out how to do it and validate your assumptions and outputs along the way.
It’s as simple as that. That is agility. The understanding and acceptance that you will not know everything in advance but as long as you have a team of capable people with a set of top level goals and a single voice that can make decisions, you’ll figured out the rest as you go.
Continue reading “You Do Not Understand Agile”
When organizations mandate “code coverage” numbers, like 95%, they’re barking up the wrong tree. Just because a line of code has been touched during testing, doesn’t mean it’s been tested; you’re only fooling yourself. Every time I tell someone the last product I created had 93% test coverage, they say “wow, that’s great!”. Then my follow up statement is “Yeah, it sounds great, but bugs still crept into covered areas”.
Continue reading “Code Coverage vs Test Coverage”
I once made a statement about closing out project management tickets that went something like “The actual hours a story / task took are the only metrics that matter”. At the time, we had a ton hoops to jump through to close a story out due to our tooling choices. We ignored most of them, but the actual hours field was something I told the team I valued. My thinking at the time was this would definitively show us if we’re coming up with accurate estimates and if we missed our estimates, where did we spend that time. This would give us solid data points to use across sprints and act as a spring board for future planning sessions. In reality it ends up being fruitless and does little to build a better team.
I generally follow Scrum when leading agile teams, but I’m not prescriptive about it in any way. “Whatever works for the team” is another sound byte you’ll routinely hear me say and along those lines is where I had my epiphany. Just like being agile is about enabling the team, estimation and time in Scrum is all about the sprint. “How many stories can get done this sprint” is the real question around how long something will take. That’s it. It’s a scheduling exercise to maximize effective use of fixed time. It’s just an estimate! Where that time went during the story / task completion is immaterial for planning. Sure, it makes for a good conversation during the retrospective and leads to a fancy spreadsheet some dude in khakis can email around, but tracking actual hours in Scrum does little improve the estimation process of the team and certainly doesn’t increase the teams productivity. If neither of those things are happening as a result of tracking actuals, then I submit it is a pointless venture.
I’ve been toying with the idea of taking on side projects, specifically helping people bring their web application ideas to market in the form of a minimal viable product. I have become very efficient at taking white board concepts and turning them into working software in a short amount of time. Production quality at that, not just prototypes or throwaway code. I’ve talked to a lot of people with good ideas that have similar problems, “I could get this going if I could only code!” Well, I think I can make that happen. First stop is standing up a static website for marketing.
Continue reading “Which Ruby Iibrary for a Static Website”
I keep having to have the realization, epiphany, or whatever you want to call it that I’m only in it for strength, not size / mass. The only thing I should care about during this 12 week MadCow 5×5 program are numbers, specifically the numbers in my spreadsheet that put me at an estimated 1000lbs+ total. Continue reading “MadCow 5×5 Week 3 In Review”
I jumped the gun a bit with that last post. For a 12 week program that has 3 workouts a week, that would be 36 entries, way too many. Once a week is fine, basically a “week in review” of my progress. These posts are for myself really, a way to force me to reflect on my goals, my progress, and serve as a basic gut check. What’s special about this mesocycle is the calculated total at the end is 1000+ lbs, which I’ve been saying for a while is my target, but I’ve had a few set backs and lost focus more times than I would like to admit.
I’m still not 100% and coming off a head cold. Regardless, I felt pretty strong. It was my first time working out in a sweatshirt and realized real quick why you have to had your hood up…you can’t squat with it down! I made all of my lifts without a problem, nothing really too eventful other than my return to the basement and trying to figure out the accessory exercises. Continue reading “MadCow 5×5 Week 2, Workout A”