Skip to main content

David A. Koontz

A little about David in ObjectThink*
As a polymorphic instance OOConsultant, davidKoontz has taken on many roles for various instances of TechnologyCompany. Much of davidKoontz time in the CPU has been spent within the methods objectOrientedProgramming(), objectModeling(), agileCoaching(), xpPractices()... 
Before he became a CollegeStudent his father brought home an instance of the AppleComputer which had a BasicProgramFactory on which he taught himself to program, but not in ObjectThink.  As a CollegeStudent object his first association with ComputerClasswas in the fortranClass. The PunchCardRoom instances became a sink for much of his processing time. He was overjoyed at the ability of SophemoreClassStudent instances to work on the GreenScreen instances in the ComputerLab.
He received an instance of MechanicalEngineeringDegree from the universityOfNorthCarolinaAtCharlotte, having spent a good part of his educational hours in a one-to-many association with the ComputerLab.
* Inspired by About the Author section in Scott Ambler's The Object Primer.

After working in many roles and organizations searching for a great company culture David practices skills in mechanical engineering and software development as applied to engineering problems.  As the 1980s turned into the 90s the personal computer revolution had made it's initial mark in companies David found his computer skills out weighing the mechanical engineering skills, and the environment was much cleaner than the steel fabrication factory.  Teaching CAD/CAM and mentoring engineers in design and computer programming to manufacture for automations and production/assembly was an interesting role. David worked in the education industry for a while, returning to the University to work with Project Mosaic.  

Then into the contract and project world of professional developer as a software engineer.  Trying to find a company culture that understood design and the creative process of building software.

Later in life David moves into the Agile Software Development movement (circa 2004).
David is an Agile Transition Guide for organizations wishing to explore and discover their unique path to Lean/Agile software development. Previously a software engineer with 20+ years developing software solutions within a variety of industries. David uses his experience in group dynamics, systems thinking and the power of the Agile philosophy to unleash a team’s full potential. He enjoys mentoring individuals and coaching teams. David believes in empowering the team with self-organization, setting them on the path to achieve the team's purpose and providing them the proper intrinsic motivation to move the team along the productivity curve toward ultra performance. David has experience teaching Scrum and XP practices to multiple groups that evolved into Agile teams delivering quality software and value to customers.

David's Resume is available for download.

Most Popular on Agile Complexification Inverter

David's notes on "Drive"

- "The Surprising Truth about what Motivates Us" by Dan Pink.

Amazon book order
What I notice first and really like is the subtle implication in the shadow of the "i" in Drive is a person taking one step in a running motion.  This brings to mind the old saying - "there is no I in TEAM".  There is however a ME in TEAM, and there is an I in DRIVE.  And when one talks about motivating a team or an individual - it all starts with - what's in it for me.

Introduction

Pink starts with an early experiment with monkeys on problem solving.  Seems the monkeys were much better problem solver's than the scientist thought they should be.  This 1949 experiment is explained as the early understanding of motivation.  At the time there were two main drivers of motivation:  biological & external influences.  Harry F. Harlow defines the third drive in a novel theory:  "The performance of the task provided intrinsic reward" (p 3).  This is Dan Pink's M…

Software Development terms applied to Home Construction

Let's Invert the typically wrong headed view of Software Development project management as a construction project.  We can map it the other way just to see if it works... to have some fun, to explore the meaning of phrases we toss around quite frequently.


Normally Project Management terms come from a construction domain.  We are going to apply the lexicon of modern software to the construction of a home.  We will follow the construction project and meet some of the people doing the work.

This is a very small (8 homes from $600,000 skyward) program in my 30-40 year old neighborhood.

About 6 months ago I saw the programs landing page go up.  It gives casual observers and some of the stakeholders a general idea of the intent of the program.  And most importantly who to contact for additional information if you happen to be interested in their products.

The Refuge program has 8 product projects and has them running independently.  Yet much of their DevOps infrastructure has already b…

Where is Shakespeare When We Need Him?

We are desperately searching for a term for people that connotes the best of human kind.  The creative, sensing, combinatorial synergistic, empathic solutioning persons that have yet to been labeled with a role name that works.

Some of the old terms:
Staff, Workforce, Human Resource, My Team, Army, Company

Shakespeare created 1700 words in his time.  He mutated verbs to nouns, and vice-a-versa, transformed verbs into adjectives, and formed words from whole cloth never before heard.  This skill is rare, but there is a poet that can create the term we need in the twenty-first century.

What should this term define?

21st Century Human Resource; the generalizing specialist.

Yes, but what more?  What less?

Suggest your poetry in the comments, let us see if we cannot do 1/1700 as well as The Bard.

By-the-way; who create the phrase "coin a word"?




Innovation in the Automobile Industry

In the 1900s the automobile industry was the most important and innovation industry in the USA.  But one could question if this was good for our society in the long run.  And one could question if they actually innovated.

In the early 1900s there were few automobiles, very little infrastructure created to support the industry.  For example the road system was still designed for horse drawn wagons and the wagon wheel (remember a steal rim and wooden compression spoke wheel).  The future US Highways, or the 1950s Interstate Highway System at the cost of $425 billion were decades and many innovations away. There was no gas service station, there were however horse stables, farriers, and blacksmiths in each town along the roads.  There was no real "road map", there was no road naming system, like was created in 1926 - the United States Numbered Highway System.

The industry employees millions of people, and was a large factor in the economy of the USA.  It created or was created b…

a little feedback please...

some feedback please...
How do you like the new look and feel of our site?
  ___)  nah (I like the old one better - bring it back)
  _X_)  yeah (much cleaner and easy to navigate)



powered by Typeform
See Also: