Takeaways from Timothy Ferriss’ “The 4-Hour Workweek”

Timothy Ferriss‘ “The 4-Hour Workweek” might be my favorite book this year. Tons of lessons about how to be productive, as well as how to enjoy life to the fullest, and reading the book has left me excited about the future while reconsidering many of my other choices.

Some favorite takeaways:

  • The perfect job is the one that takes the least time. The goal is to free time and automate income.
  • ‘If only I had more money’ is the easiest way to postpone the intense self-examination and decision-making necessary to create a life of enjoyment – now and not later. Busy yourself with the routine of the money wheel, pretend it’s the fix-all, and you artfully create a constant distraction that prevents you from seeing just how pointless it is. Deep down, you know it’s all an illusion, but with everyone participating in the same game of make-believe, it’s easy to forget.
  • What are you waiting for? If you cannot answer this without resorting to the previously rejected concept of good timing, the answer is simple: You’re afraid, just like the rest of the world. Measure the cost of inaction, realize the unlikelihood and repairability of most missteps, and develop the most important habit of those who excel, and enjoy doing so: action.
  • Retirement as a goal or final redemption is flawed for at least three solid reasons:
    1. It is predicated on the assumption that you dislike what you are doing during the most physically capable years of your life.
    2. Most people will never be able to retire and maintain even a hotdogs-for-dinner standard of living. Even one million is chump change in a world where traditional retirement could span 30 years and inflation lowers your purchasing power 2-4% per year. The math doesn’t work.
    3. If the math doesn’t work, it means that you are one ambitious hardworking machine. If that’s the case, guess what? One week into retirement, you’ll be so damn bored that you’ll want to stick bicycle spokes in your eyes.
  • If it isn’t going to devastate those around you, try it and then justify it. Get good at being a troublemaker and saying sorry when you really screw up. Ask for forgiveness, not permission.
  • Ninety-nine percent of people in the world are convinced they are incapable of achieving great things, so they aim for the mediocre. The level of competition is thus fiercest for ‘realistic’ goals, paradoxically making them the most time- and energy-consuming. So do not overestimate the competition and underestimate yourself. You are better than you think.
  • Doing something unimportant well does not make it important. Requiring a lot of time does not make a task important. What you do is infinitely more important than how you do it. Efficiency is still important, but is useless unless applied to the right things.
  • Remember that most things make no difference. Being busy is a form of laziness – lazy thinking and indiscriminate action. Being overwhelmed is often as unproductive as doing nothing and is far more unpleasant. Being selective – doing less – is the path of the productive. Focus on the important few and ignore the rest.
  • If you haven’t identified the mission-critical tasks and set aggressive start and end times for their completion, the unimportant becomes the important. Even if you know what’s critical, without deadlines that create focus, the minor tasks forced upon you (or invented) will swell to consume time until another bit of minutiae jumps in to replace it, leaving you at the end of the day with nothing accomplished.
  • The key to having more time is doing less, and there are two paths to getting there, both of which should be used together:
    1. Define a short to-do list
    2. Define a not-to-do list
  • Don’t ever arrive at the office or in front of your computer without a clear list of priorities. There should be no more than 2 mission-critical items to complete each day. Never. It just isn’t necessary if they’re actually high-impact.

An Experiment on Executable Specifications

What: Create executable specifications for an ongoing project sprint. Executable specifications are written examples of a business need that can be run anytime and acts as a source of truth for how applications behave. It is a living documentation of what our software does, and it helps us focus more on solving the unusual and noteworthy problems instead of wasting time with the ones that we know we shouldn’t have been worrying about.

How:

  1. Join a software development team for one sprint duration.
  2. Discuss project tasks for that sprint with everyone.
  3. Ask about requirements examples and create executable specifications for those tasks as the application is being written.
  4. Refine the specifications when necessary.
  5. Continuously update the specifications until they pass.
  6. Keep the specifications running on a preferred schedule.

Why: To see if writing executable specifications alongside development is feasible during the duration of a sprint.

Limitations: Tester writes the executable specifications, programmers work as is.

Experiment Realizations:

  • Writing executable specifications can be done during actual app development, provided that tester is experienced with the tools for implementing it and understands well why the need for such specifications.
  • It is of course more beneficial if everyone in the team learn how executable specifications work and write/run the specifications, and why the need to implement it.
  • It will take quite a long while before executable specifications becomes a norm in the existing software development process, if ever. This is a function of whether everyone believes that such specifications are actually useful in practice, and then building the skills and habit of including these specifications in the team’s definition of done.

Lessons from Gojko Adzic’s “Specification By Example”

Automated checking is not a new concept. Gojko Adzic, however, provides us a way to make better integration of it in our software development processes. In his book titled “Specification by Example”, he talks about executable specifications that double as a living documentation. These are examples which continuously exercise business rules, they help teams collaborate, and, along with software code, they’re supposed to be the source of truth for understanding how our applications work. He builds a strong case about the benefits of writing specifications by example by presenting case studies and testimonials of teams who have actually used it in their projects, and I think that it is a great way of moving forward, of baking quality in.

Some favorite takeaways from the book:

  • Tests are specifications; specifications are tests.
  • “If I cannot have the documentation in an automated fashion, I don’t trust it. It’s not exercised.” -Tim Andersen
  • Beginners think that there is no documentation in agile, which is not true. It’s about choosing the types of documentation that are useful. There is still documentation in an agile process, and that’s not a two-feet-high pile of paper, but something lighter, bound to the real code. When you ask, “does your system have this feature?” you don’t have a Word document that claims that something is done; you have something executable that proves that the system really does what you want. That’s real documentation.
  • Fred Brooks quote: In The Mythical Man-Month 4 he wrote, “The hardest single part of building a software system is deciding precisely what to build.” Albert Einstein himself said that “the formulation of a problem is often more essential than its solution.”
  • We don’t really want to bother with estimating stories. If you start estimating stories, with Fibonacci numbers for example, you soon realize that anything eight or higher is too big to deliver in an iteration, so we’ll make it one, two, three, and five. Then you go to the next level and say five is really big. Now that everything is one, two, and three, they’re now really the same thing. We can just break that down into stories of that size and forget about that part of estimating, and then just measure the cycle time to when it is actually delivered.
  • Sometimes people still struggle with explaining what the value of a given feature would be (even when asking them for an example). As a further step, I ask them to give an example and say what they would need to do differently (work around) if the system would not provide this feature. Usually this helps them then to express the value of a given feature.
  • QA doesn’t write [acceptance] tests for developers; they work together. The QA person owns the specification, which is expressed through the test plan, and continues to own that until we ship the feature. Developers write the feature files [specifications] with the QA involved to advise what should be covered. QA finds the holes in the feature files, points out things that are not covered, and also produces test scripts for manual testing.
  • If we don’t have enough information to design good test cases, we definitely don’t have enough information to build the system.
  • Postponing automation is just a local optimization. You might get through the stories quicker from the initial development perspective, but they’ll come back for fixing down the road. David Evans often illustrates this with an analogy of a city bus: A bus can go a lot faster if it doesn’t have to stop to pick up passengers, but it isn’t really doing its job then.
  • Workflow and session rules can often be checked only against the user interface layer. But that doesn’t mean that the only option to automate those checks is to launch a browser. Instead of automating the specifications through a browser, several teams developing web applications saved a lot of time and effort going right below the skin of the application—to the HTTP layer.
  • Automating executable specifications forces developers to experience what it’s like to use their own system, because they have to use the interfaces designed for clients. If executable specifications are hard to automate, this means that the client APIs aren’t easy to use, which means it’s time to start simplifying the APIs.
  • Automation itself isn’t a goal. It’s a tool to exercise the business processes.
  • Effective delivery with short iterations or in constant flow requires removing as many expected obstacles as possible so that unexpected issues can be addressed. Adam Geras puts this more eloquently: “Quality is about being prepared for the usual so you have time to tackle the unusual.” Living documentation simply makes common problems go away.
  • Find the most annoying thing and fix it, then something else will pop up, and after that something else will pop up. Eventually, if you keep doing this, you will create a stable system that will be really useful.

About Selenium Conference 2016

I had time over the holidays to binge watch last years Selenium Conference talks, which was as awesome, if not more so, as the talks during the 2015 conference. Automation in testing has really come a long way, alongside the advancements in technology and software development, and this brings forth new challenges for all of us who test software. It’s not just about Selenium anymore. Mobile automation still proves to be challenging, and soon we’ll have to build repeatable test scenarios for the internet of things – homes, vehicles, stores, among others. Software testing can only get more interesting by the year.

Here are my picks for the best talks from the conference, if you’re curious:

The Lessons I Learned This Year About Software Testing

Last year I told myself I would take a step back from automation because I’ve already built tests with a working knowledge of Java and TestNG. Apparently, with the way things went this year, I was not satisfied after all with what I had. I went on to study Ruby with Watir and Cucumber for about half of 2016, and I learned how to run web applications without using browsers after that. And for a second year in a row I feel I overdid studying again, and maybe I’m getting too comfortable about writing test code. In any case, programming has become such a useful tool in my workflow – performing checks automatically that otherwise would have eaten up a chunk of my time and enabling me to test other things.

Some other realizations during the year:

  • Re-writing test code using Ruby with Watir and Cucumber and other useful ruby gems pointed out how messy the checks I wrote last year using Java was. It helps that the Ruby language has less boilerplate syntax but my earlier mistakes are more about refactoring and design rather than about the programming language itself. I still need more deliberate practice at that.
  • I’ve found out that I actually do security testing in my normal day-to-day exploratory work, but I’m not especially great at it because nobody has taught me how to perform good web security testing before. It seems that getting comfortable reading and manipulating API calls is a step towards becoming better at it.
  • Teams who develop software with agility does not necessarily mean they implement scrum or kanban. If there’s good communication and teamwork, teams can actually forego many of the rituals and focus on the actual work.
  • Writing automated checks with healthy test description language is an important skill.
  • People only learn to solve problems when they feel that those problems are worth solving. And problems that are worth solving for me does not mean they’re worth solving for other people too, so I should never stop using perspectives.
  • We can leverage REST calls with web automation to make them run a lot faster and more stable.
  • Exploratory testing is a prerequisite to automation.
  • Building a great team is difficult. There are a lot of factors to consider – team composition, empathy, attitude, member skill set, strengths and weaknesses, to name a few. It takes some time too.

It’s About Communication

One big motivation for learning programming and testing applications technically is understanding what feelings and experiences do programmers face in their day-to-day work. Why do many of  them have a strong dislike towards bug fixing and other distractions? What sort of things go through their heads when they talk about databases and algorithms? Why do they say that a task is difficult when the changes needed from a user’s point of view are only minimal? Is working with legacy code really that terrible? How do programmers test their code? These are some of the questions that’s tough to answer, so I sought to learn how to write code myself. I wanted to put myself in their shoes and discover how I would feel in situations they often go through in building and maintaining applications, sort of. I thought that if I knew how they generally feel during such circumstances and knew how to code, it would greatly help improve my communication with them in the long run.

Based on my experience so far, it does.

Lessons from Bernadette Jiwa’s “Difference”

Bernadette Jiwa does not specifically write about software testing or about software development but her writings always talk about how we should perform our work or how to run our businesses, general concepts that seem applicable to what we do too. Reading “Difference” was a treat, and the lessons she shares about what marketing really is are a bonus.

Some favorite lines from the book:

  • Do you need to have a brand new idea or invent something radically different in order to create difference? No, not necessarily. Starbucks didn’t invent coffee, and Apple didn’t invent the smartphone; these companies simply created new experiences of them, which in turn created a whole new set of meanings that we attached to what were once commodities.
  • Today the shortcut to more is to matter. It isn’t the person with the best idea who wins; it’s the person who has the greatest understanding of what really matters to people.
  • Perhaps it’s time to get comfortable with the fact that if we want to change the world, we need to stop being afraid to tell better true stories. Maybe the time has come to stop trying to convince people and to invest time instead in showing them what we stand for, so that they can choose the stories and brands they want to believe in.
  • The truth is that people don’t fall in love with ideas at all. They fall in love with how those ideas, products, services and places make them feel.
  • When you go the extra mile, people will know, and that knowing changes everything about how they feel about what you do. Emotional points of difference, the things that are less obvious and sometimes not even articulated, matter.
  • When return on investment is measured by delight instead of sales or conversions, there’s a lot more freedom to be creative, to be bold, or maybe even to be creative and bold.
  • You might not be able to change how the world values your profession, but you can change how you are valued by doing work that matters. Work that changes how people feel, not just what they think. We have two choices. We can stand around looking at the train wreck of what was, or we can design our own futures.
  • Love. It turns out that what applies to creating great drama, good storytelling, and life also applies to business. We sometimes forget that.
  • We are living in a unique moment in time. An age where we can bring things to the world without having to own a factory or an office building. A digital age that gives us more opportunities to really listen and to learn how to see what people are longing for.
  • If you want to make something new, start with understanding. Understanding what’s already present, and understanding the opportunities in what’s not. Most of all, understanding how it all fits together.
  • The truth is that what really moves us is feelings, not facts. There are a thousand ways for you to get noticed, but there’s only one way to really touch someone. And that’s to give them a reason to care, a story they can believe in. Great stories are woven, not told. They come to us in whispers, as goosebumps. A wry smile playing on our lips, a vigorous nod, a feeling we can’t explain. Or as a number scribbled on the back of a napkin, a shared link accompanied by a message that says, ‘you gotta see this’, which really means ‘I want you to experience this with me’.