I wrote about how to pick a driver in Part 1. In Part 2, I wrote about how you might finesse some of the constraints and floats if you can release frequently. What if you’re like this organization, Acme? Acme has been working towards agility for the last couple of years. However, they still have […]
In Part 1, I wrote about the origins of drivers, constraints, and floats. I needed them when we only could release the project once to the customers. You saw the questions that help people choose the project driver. What about the constraints and floats? I think of constraints as bounding the project inside the driver,
Do you know your project’s bounds? Do you know what your sponsors want from your project? For many years, I heard about the “iron triangle.” Sometimes, the triangle was “Scope, Quality, Cost.” Sometimes, it was “Scope, Date, Cost.” It was always three things out of a minimum of four possibilities. I never saw a triangle
Do I advocate insubordination? Some of my Modern Management Made Easy technical reviewers wonder. And, when I looked at this definition of insubordination, I had to agree. However, when I read that definition, I don’t see any mutual problem-solving. I also don’t see any mutual purpose or respect. I don’t see how that form of
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
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