I’m delighted to announce I published the Conference Proposal book! I collated all the conference proposal posts into a book. And, I added more content only available in the book. The book is through copyediting. You can buy it on Leanpub now in all electronic forms. Yes, I will upload the book to all the […]
In Costs of an Agile Approach for Hardware Products, I suggested that an iteration-based approach for hardware was too expensive. I focused on the actual development costs. Let me talk a little about the team and alternatives here. What Does a Hardware Team Look Like? Agile software teams are cross-functional and interdependent. The team is
I had a conversation with a hardware engineer whose organization got the mandate, “Go agile or bust!” They’re attempting to manage their technical and schedule risk with two-week iterations. And, they’re trying to show finished product, not simulations. And, even though they work independently, they’re supposed to have a standup every day. None of that makes
Three New Year’s Tips to Ease Your Team’s Agility I hope you are all having a terrific holiday season. A reader asked me about tips I had to ease her project’s transition from waterfall to an agile approach. Woo! I have plenty, so I decided to select three tips I have seen work. Tip 1:
Three Collaboration Secrets to Create Your Agile Culture I’ve been working with managers and technical leaders on a big problem: How to create an agile culture. The managers and leaders want to create a successful agile culture. The people on the teams—they often want to be “left alone” to do their work. That’s not horrible.
I’m conducting a Hudson Bay Start for a new offering: a Consulting Workshop. What do I mean? Several people have asked me for help in creating or sustaining their consulting practices. Since I’ve done that for 25 years, I know what works for me. I know the strategies behind how I work. We can translate
I spoke with a project manager recently. She told me her story. I used to facilitate project teams as a project manager. Why a project manager? Because the project had a beginning and an end. We had (and still have) too many products to keep the same teams on them for a long time. For
I wrote about how I felt about milestones after achieving a significant milestone last week (How Do You Feel When You Achieve a Significant Milestone?) I specifically wrote about my feelings. During a discussion on LinkedIn, a reader suggested I start with the last sentence I wanted to leave my readers with. Then build back
I’m stoked to do a webinar with Tom Henrickson, 8 Principles for Successful Distributed Agile Teams. My slides are all ready. And, I bet Tom will ask me a question that sets me off on a rant. If you want to listen to me rant in real time, please join us. We’ll be live on
Many of my clients feel stuck with their component teams. They feel they must implement across the architecture, not through it. That’s because the people are organized in component teams. As the organization grows, so does the number of component teams. The more component teams they have, the more complexity they create in the teams, in