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Challenges and Solutions for Building Machine Learning Systems
According to Camilla Montonen, the challenges of building machine learning systems are mostly creating and maintaining the model. MLOps platforms and solutions contain components needed to build machine systems. MLOps is not about the tools; it is a culture and a set of practices. Montonen suggests that we should bridge the divide between practices of data science and machine learning engineering.
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QCon London: the Dangerous Dichotomies of People Management
In the world of people management, it's not just about ticking off tasks; it's about delving into the nuanced, impactful aspects that truly make a difference. Experienced manager and product director Hannah Foxwell highlighted many critical yet often overlooked elements for fostering a cohesive and productive team environment in a talk at QCon London 2024.
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Catalyzing Change in Software Organizations: Find Allies, Invite People, and Sustain Engagement
Much of the change we experience in software organizations is coercive. Software engineers, architects, and people in software engineering management roles feel they cannot spark change without formal authority, Eb Ikonne mentioned at QCon London 2024. To catalyze change, he suggested identifying allies, inviting people to participate in the change, and sustaining engagement through storytelling.
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How Technology Can Drive Culture Change in Software Organisations
Technological improvements like containers, VMs, infrastructure-as-code, software-defined-networking, collaborative version control, and CI/CD can make it possible to fix cultural issues around organisational dynamics and bad product delivery. According to Nigel Kersten, software leaders should leverage tech to create positive changes in organisational dynamics and relationships between teams.
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Application Security Optimised for Engineering Productivity
Laura Bell Main presented a webinar on 2024 trends in application security. She called out a shift from siloed DevSecOps initiatives to building an understanding of dev friction, and presenting solutions which optimise engineering productivity. Nikki Robinson also recently spoke about the importance of taking a developer experience targeted approach to security platform engineering.
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Adopting Agile by Increasing Psychological Safety in a Software Team
To test the agile way of thinking, a software team worked on their psychological safety with kick-off exercises, sharing coffee breaks, celebrating wins, a stand-up question, and 1-on-1 talks. This helped them to increase psychological safety in their software team.
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QCon London: The Art, Science and Psychology of Decision-Making
At QCon London 2024, Hannes Ricklefs, head of architecture at the BBC, gave a well-received talk on decision making. Ricklefs summarised the key reasons behind applying art, science and psychology to the discipline of decision-making, focusing on appropriate methodologies to use and the effects of biases on our ability to make good decisions in both a personal and business context.
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Enabling Software Platform Adoption with Self-Service and User Engagement
In order to scale a platform, it has to become a self-service product with software engineers and managers engaged, taking advantage of new technologies. A stakeholder engagement program was established with senior engineers and managers across the company, explaining how the new tools can increase developers' productivity and team velocity.
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The Impact of Testing in Software Teams
Communicating quality gaps, holding space for good testing, and writing automation are some of the ways that testers contribute to software teams. According to Maaret Pyhäjärvi, we need to think about testing, not testers. Collaboration and having conversations between team members can result in valuable impact that changes the product and the experiences of our users.
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Fostering an Experimentation Culture in Software Development
An experimental culture is a way of thinking; it is about trying new things and learning together, solving complex software problems, and creating value together. According to Terhi Aho, an experimental culture in software organizations requires strong management support and psychological safety.
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How to Prevent and Repay Technical Debt: What Teams, Tech Leads and Managers Can Do
Tech leads, project managers, and managers can prevent technical debt by giving software developers more time; in addition, they can plan for spare time and refactoring sprints to allow teams to improve code. To prioritise technical debt, development teams can show how much time we can save if we invest, and how complicated the software will become in the future if we don’t repay technical debt.
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Google Project IDX Integrates iOS and Android Emulator, Extends Templates Library, and More
Six months after its launch, Google has extended its experimental AI-powered, Cloud-based, shared workspace Project IDX with the introduction of integrated iOS simulator and Android emulator, new project templates, better integration with the Nix package manager, and more.
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Why Stable Software Teams Aren't Always Best: Self-Selection Reteaming at Redgate
There are advantages to having the same group of people stay together, especially in achieving a time-bound software development project. However, in a world where we increasingly see product or stream-aligned teams who own long-living software from creation through to delivery, operation, and ongoing improvements, then optimising for very stable teams is not the best idea, Chris Smith argues.
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How Playing Games Enables Engaging Ways of Learning Agility
Games can help us create a collaborative, joyful, and fun experience in which we play to solve complex problems. According to Jakub Perlak, people can play games that have a meaningful purpose, and have fun in doing so. Games create space for intentional cognitive activity which helps us when learning something new and adapting to changes that are important for agility.
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Why Leading without Blame Matters to Leaders and Teams
According to Diana Larsen, a culture of blame is a waste of human potential. People cannot achieve their best and most creative work when their energy goes into avoiding shame and blame. To lead without blame requires a shift toward learning and curiosity, she argues. It begins by building or restoring a relationship of trust and trustworthiness with the people.