Then I sit here for 3 hours trying to understand why the dammed computer does not do what it should. It’s that feeling I hate most. You waste time .. I mean I could as well go skiing or drink a bottle of vodka .. would be about the same productivity progress on my code and at least I would enjoy the sun.

After hitting my head long enough and starting to isolate the stuff .. I found it .. I had forgotten one return in a most trivial three line long method. Shame on me. Now I will go back to being test-infected. test-first is even better. Dammit .. sorry for the rant, but I doubt there are many systems like computers where one comma at the wrong place can make everything go boom. Oh well, try to modify the DNA and do not know what you are doing. :-).

…I arrived at the classroom ten minutes before the lecture began. I was worried that there wouldn’t be any seats left, but I discovered one at the fourth row from the front so I hurried over and sat down. The classroom, which can hold around 200 people, filled up almost instantly. By the time I entered the room, Mr. Miyamoto was already sitting in a chair next to the blackboard.

Since Miyamoto was apparently too busy to make any special preparations for the event, it was decided to move from a traditional lecture format to a more informal discussion. To start off things, the instructor in charge discussed CERO [the Japanese game rating system], age restrictions, GTA, Kakuto Chojin, and other topics related to game regulation.

And then Miyamoto stepped up to the mike. Applause…

www.video-fenky.com/features/miyamoto.html

I’ve started work on a book, tentatively titled _Driving Projects with Examples: a Handbook for Agile Teams_. All that’s done to date is the Preface.

Two years ago, this would have been about driving projects with tests, but I think the role of examples in projects is larger than that. Also, examples fit more obviously into the whole "individuals and interactions over processes and tools" thing. Examples are something people use to explain themselves to each other. Conversations and learning are more obviously part of the picture.

Because I’m so hot on examples, I’ve put the draft book on a new site, exampler.com. Here’s the book: <www.exampler.com/book/>

(And, rather than "QA", "tester", or even "ECaBian", "exampler" might be a good name for those people on an Agile project that exhibit certain traits more strongly than other team members.)

Some of you practice the style of development I’m documenting - or variants of it. If you do, I want to talk to you, be it on the phone, or via emai, or in person. (I am budgeting travel money to visit worthy sites.) I’m serious about the "handbook" in the title: I want to fill it with tricks, tips, techniques, and stories. The more people I gather them from, the better the book will be.

 >Reciprocity is not guaranteed on airlines (or toll bridges - it
 >has always amused me that the toll on the Severn Bridge between
 >England and Wales is GBP 4.20 for a car to enter Wales but there
 >is no toll the other way, ie entering England). (Maybe it shows
 >how the two countries value themselves?)

All of the bridges in the San Francisco Bay area only charge toll in one direction. Some genius realized that, on the average, just about as many cars went each way for the obvious reason that most trips across the bridges are round trips. So they doubled the toll and took down the toll booths going one way (except for the Golden Gate Bridge where the toll booths remain, unattended). There has been considerable saving in toll collection costs and the toll booth traffic jams in one direction are gone. Is it possible the Severn Bridge does similarly?

Both of these images are wrong. Hacking and painting have a lot in common. In fact, of all the different types of people I’ve known, hackers and painters are among the most alike. www.paulgraham.com/hp.html

• The dealer gives the customer all the chips for this iteration
• Then the customer "shuffles" the cards and lays them down
• As each one is laid down, development uses a different color of chips and places the number of chips that story costs.
• If the customer is okay with it, they then take an equivalent number of chips from their "stack" and place it to the "bet" pile.
• If the customer isn't okay with it, the story can be split (kind of like "double down" in blackjack) and/or cards can be "reshuffled"
• At any time, the customer may "reshuffle"
• When the customer is out of chips and is okay with the current "bets" and card order, the planning session is adjourned

 >Because it is important for the customer to have an idea of how much
 >> everything will cost ...

 In 99% of the times customer neither needs nor wants "everything"! One
 of the big dangers of BRUF is that it imposes the wrong feeling that
 "everything" is important. This is a major distraction that inevitably
 leads to scope-creep and eventually project failures. When we have the
 first meeting with a new customer we ask the following 3 questions:
 1. What is your biggest pain?
 2. If we solve this and only this pain, will your life get better?
 3. Are you willing to pay X amount of Euros to us to solve this pain.

 If any of these questions is answered with "no" we just thank for the
 coffee and walk away. If all 3 questions are answered with yes, we move
 to the first planning game...

 Put it in another way: I do believe it is extremely dishonest and
 incorrect behavior to conduct 9 months BRUF only to reach the
 conclusion that the customer does not have enough resources to
 continue. It is dishonest because as I wrote in an earlier posting,
 _all_ good developers I know are able to estimate almost immediately
 the scale of any software project without conducting BRUF.

Basically it’s an ad for Whiteboard Photo. ;-)