Robert Bjork, professor of psychology, director of UCLA Learning and Forgetting Lab:
some notes on pairing/ pair working/ pair programming.
www.thoughtworks.com/insights/blog/10-ways-improve-your-pairing-experience
Pairing is much more than just getting together to complete a task: it’s an opportunity to strengthen relations with your teammate; a chance to teach and learn, not only technically, but also culturally; to understand what your partner craves, what motivates and what discourages her/him.
actions
www.thoughtworks.com/insights/blog/pair-programming-hard-talk-your-team
benefits
some challenges
blog.gdinwiddie.com/2014/12/31/pair-programming-lessons-from-improv/
lesson from improv
How to avoid “paragraphing” when talking. Learning to speak in half-sentences, leaving room for the other to take the idea in an unexpected direction.
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When performing improv, the flow on the scene might go in any direction, but it definitely won’t go the direction that you have in mind. No one else can see what’s in your mind, and they’re not working off your script. If you try to constrain them to your script, the scene quickly comes to a halt.
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Instead, a big key to successful improv is to provide the other person with as many options as you can. …. I found it helpful to avoid thinking too far ahead, as I would get attached to my story line instead of our story line. By providing options to the other people in the scene, I was also providing options for my future self. And I was encouraging them to maximize the options they provided me. The resulting explosion of possibilities made every improv response much easier and more natural. It was a lot of fun when we achieved that level of flow.
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Pair programming with test driven development is, for me, exactly like that.
joonty @ medium, effective pair programming
from hbr.org/2014/12/your-agile-project-needs-a-budget-not-an-estimate
Nearly every software development project starts with one question: How much is this going to cost?
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Maybe it’s been asked another way — How long will this take? How many stories can we get into this next sprint? How many people do we need to hire to get this done? How much money do I we need to raise?These are all variations on the same question — how much effort is this going to cost in terms of time and/or money?
There are two common replies to this question:
- We don’t know;
- Let us estimate and get back to you.
Stakeholders and decision-makers don’t like the first reply because they desperately need an answer to their question and they don’t have the knowledge to answer it themselves. Technical teams don’t like the second answer, because estimating takes a ton of time and it’s often abused
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To minimize the risk of having your next technical project go awry, stop estimating and start budgeting.For most strategic decisions, estimating is too precise.
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tactical approach to budgeting. [update throughout the life of your project]Step 1: Identify Decisions
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Step 2: Match Precision to Decision
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Step 3: Budget