Actual imposters never feel imposter syndrome.

True empiricism requires the courage to say: “This constraint blocks that constraint — so which one actually matters?”.

What do you want to know?.

Fearless freeing ourselves from any possible past shame or guilt is the mechanism of excellence. Deming really understood this. The urge to defend the past traps us in all the constraints and failures of yesterday.

When someone says, "I don't believe 100% improvement is possible", what do you think their chances are of achieving it?.

Someone told me today point blank, that increasing a team’s throughout capacity by 100% is impossible.

Equities can only do two things. At best, provide a low yield that is entirely out of your control. At worst, drop like a rock due to things out of your control.

TDD.

RT @InternetH0F: Dude has insane situational awareness

A phenomenon I've long observed and can't explain. Developers complain about estimates and estimating, the length of Sprint Planning (or other events), all the flavors of Jira hate. When you suggest removing these various thorns, they defend the system they complained about.

Why does ChatGPT love emoji and horizontal lines so much? Custom instructions do nothing to stop it. I'm tired of seeing the brain icon before everything.

And if our enterprise has everyone 2 years from retiremenr, everyone wants to klck the can down the road. Because *maybe* the system will stay intact just long enough for us to retire. Then the collapse is someone else’s problem.

Now, having exhausted the credit card, we enjoy negative compounding interest. We shipped the half-baked, on borrowed funds. Now we’re behind, every new feature costs more than it should, and we’re saddled with warranty repairs on all the defects coming back from customers.

When PO certainty is at a maximum; strategic differentiation is impossible.

The team shouldn’t have *just* the capacity to deliver what is asked. You want many times more capacity. Because when you’re on the effect frontier you need to try many alternatives, different coding solutions, different interfaces, different colors.

Because that “certainty” isn’t insight — it’s a scarcity response. It’s panic due to a depleted innovation account: and that depletion was caused by intentional Technical Debt. We borrowed on the capacity credit card so much, that we’re now too poor to pay the bills.

This is day one of Econ 101. If you want more pizzas, you don’t order more pizzas. You order more robots.

This is why all the best techniques move *Value* forward in time, while preserving *choices* as long as possible. TDD, Vertical Story Slicing, Continuous Product Market Testing, BDD. It’s about shifting value to the left; before closing doors to opportunities.

This is why we try to defer any decision to the Last Responsible Moment. If you could, as an options buyer, you would try to hold theta back as much as possible. Preserve choices.

Information gained, and value delivered in the cone is exactly like theta decay if your buying stock options. With time, theta continually eats away at our value (open choices), as you lock down each decision made.

If you’re very certain you know what to build, your capacity (which for now, I’m lumping together with throughout) is woefully anemic. You’re still trying to insist on getting ABS brakes into your car, when it was a standard feature 40 years ago.