I started this series positing that respect is the cornerstone for how we might treat each other, to manage our interactions with success, especially in light of the #MeToo conversation. The series so far is: Organizations Are Not Families, Part 1. Why the metaphor of family-as-org demeans the people working there. Build Respect in Organizations, […]
Ron Jeffries, Matt Barcomb, and several other people wrote an interesting thread about prescriptive and non-prescriptive approaches to team-based agile. The issues are nuanced and for me, don’t lend themselves to a Twitter discussion. (Learning how to write short and coherently is a different post.) If you don’t want to read the entire thread, here
As Mark Kilby and I work on the geographically distributed teams book, I realized this morning that we need to define cost per feature. I already wrote Wage Cost and Project Labor Cost and the management myth that it’s cheaper to hire people where the wages are less expensive. (It might be, but it might
Yegor Bugayenko asked me to be a guest on his podcast to talk about Hiring Geeks That Fit. I gladly accepted and the podcast is now up: Shift-M/10. We spoke about many issues in hiring: Laundry list/shopping list problem in job descriptions Starting with a “test” or a phone screen (I need to write a post
We might start to think about agile approaches as a project change. However, if you want to “scale” agile, the entire culture changes. Here is a list of the series and how everything changes the organization’s culture: Defining “Scaling” Agile, Part 1: Creating Cross-Functional Feature Teams. Without feature teams, I don’t see how you can
One of the challenges I see in organizations is how managers can use agile approaches. One of the biggest problems is that the entire organization is organized for resource efficiency (think silos of functional experts). Agile approaches use flow efficiency. Thinking in flow efficiency changes everything. Many people in organizations believe that dividing up the
Own Your Leadership, Part 3 I started this story back in Own Your Leadership, Part 1: Dave and Sherry collaborated to facilitate their team’s ability to deliver one completed feature at a time, to improve the team’s throughput and quality. In Own Your Leadership, Part 2, Sherry realized the team doesn’t have a real PO,
Several years ago, I wrote a post for a different blog called “Why Team Size Matters.” That post is long gone. I explained that the number of communication paths in the team does not increase linearly as the team size increases; team communication paths square when the team increases linearly. Here is the calculation where N is
In Manage Your Project Portfolio, I’m agnostic about who manages the project portfolio. I prefer that the managers responsible for the strategy make the project portfolio decisions. And, I recognize that the PMO often makes those decisions. I am doing a series of webinars with TransparentChoice. The first one is live. See How many “points” does
A couple of weeks ago, I spoke locally about Manage Your Project Portfolio. Part of the talk is about understanding when you need project portfolio management and flowing work through teams. One of the (very sharp) fellows in the audience asked this question: As you grow, don’t you need component teams? I thought that was