We’ve all read a lot about agile software development—the various flavors and methods sprouting up to tackle new issues in requirements, architecture, design, coding, and testing. But it’s rare to hear real, tangible, objective lessons based on the experiences of those who have tried some form of agile development and failed. Get ready to take […]
I spoke at AgileIndyConf last week. I had a blast. Met lots of great people from Indianapolis, got to hang with people like Christopher Avery (@christopheraver), Ron Jeffries (@ronjeffries), Chet Hendrickson (@chethendrickson), Angela Harms (@angelaharms), Mike Kelly (@ michael_d_kelly), Joe Astolfi (@joeastolfi), and many more. (If I missed you, please add yourselves in the comments
How Effective Are You? A colleague emailed me, asking me how she could tell if her staff was effective. She had developed a few metrics. But her gut was telling her she was looking at the wrong data. She was right. She was looking at the wrong data. Her managers wanted to know how effective
My most recent Pragmatic Manager newsletter, Great People Create Great Products is up for your reading pleasure. Enjoy! Do you subscribe to my newsletter? As you can tell, I don’t get around to posting them right away. My subscribers learn about all my offerings first. If you don’t subscribe now, please do consider it.
Rothman Consulting Group, Inc.Vol 9, #16: Great People Create Great Products November 29, 2012 ISSN:2164-1196 In This Issue: Great People Create Great Products Hiring Geeks That Fit is Available
Someone asked me again about self-assessments for their agile transition. That got me thinking about this problem of transitioning to agile. I don’t believe agile is for everyone in every circumstance. Some people claim agile has “crossed the chasm.” Certainly, many people are aware of agile. Many people understand that a cross-functional team works in
Are you working long? My column, Management Myth 10: I can Measure the Work by the Time People Spend at Work is posted today. People who work long hours think they also work hard. They are. But they are often not working smart. If you have a lot to do, you want to work smart,
By Lisamarie Babik, and Johanna Rothman – October 23, 2012 If you walk through a high-performing agile team space, you’ll hear a buzz about the product: “Do you see this?” “Bump that.” “Ah ha!” “Tell me more about what you want.” “But that is part of the acceptance criteria.” “We should do it this way.”
I subscribe to a number of services that look for pithy quotes from Big Names, authors, and other people who are looking for publicity. I saw one about moving from manager to leader. Ok, so these are writers or reporters, and they may not know. Choosing to be a manager without being a leader is
I’ve been talking to people whose management cares about their velocity. “My management wants us to double our velocity.” Or, “My management wants us to do more in a sprint.” Or, “My management wants to know when we will be a hyper-performing team, so they want to know when we will get 12x velocity like