Becoming an Agile Leader, Part 3: How to Create Allies

To summarize: your agile transformation is stuck. You’ve thought about your why, as in Becoming an Agile Leader, Part 1: Define Your Why. You’ve started to measure possibilities. You have an idea of who you might talk with as in Becoming an Agile Leader, Part 2: Who to Approach. Now, how do you create allies so you can unwedge …

Becoming an Agile Leader, Part 2: Who to Approach

To summarize: your agile transformation is stuck. You’ve thought about your why, as in Becoming an Agile Leader, Part 1: Define Your Why.  You have some idea for measurements. Maybe you’ve even started to measure to capture the data. Now, it’s time to talk to people across the organization. The question is this: Who do you talk …

Change is Learning: No Silver Bullets or Quick Fixes

Way back when I was a developer, my professors taught me structured design and design by contract. Those were supposed to be the silver bullets for programming.  You see, if you specified things enough, and structured things enough, everything would all work out. I thought I was the only idiot that structure and specification didn’t …

Align Your Staff’s Capabilities with Upcoming Projects

by Johanna Rothman. Originally published in Cutter’s Business-IT Alignment E-Mail Advisor, July 7, 1999. “There is nothing permanent except change.” — Heracleitus As our industry has changed from mainframes to client-server to distributed systems and the Web, the tools we use to develop and test our software have changed. How do we keep our staff …