Anton has published a lovely set of comments about Manage It!. I especially liked this quote: i just feel so comfortable with her take on project management – there is no agilist zealotry or flashy theatrics. Also see the review from the Java User Group. The summary there was: In conclusion I suggest this book […]
Projects@Work published a sidebar from Manage It!, Responsibility is Authority.
Bob Payne interviewed me in this podcast at Agile 2007. We mostly talked about project management, some specifics from Manage It!, and also talked about hiring for an agile team.
I’ve posted last month’s Pragmatic Manager email newsletter, Making Waterfall (a Serial Lifecycle) Work For You, Part 2. I’m working on #3, which should be out this week.
My most recent Stickyminds column is up: Are Your Pants on Fire, or Do You Suffer from Split Focus?. There’s also a podcast on that page. You can leave comments there or here.
Last week, when I was at the Much Ado about Agile 2 conference in Vancouver, I had a conversation with Dan Rawsthorne. He said he wants to make sure his teams have demo-able software, not necessarily release-able. Interesting. So what would have to be true for an agile team to have “just” demo-able software, not
Imagine you’re working on or managing a project. You’re dealing with risks and making technical decisions–pretty much humming along. The project isn’t easy, but you’re making progress. One day, you arrive at work and your boss says, “Stop working on that project. Work on this one instead.” You do. A week later, the same thing
I had the pleasure of speaking with two different colleagues today, both with the same dilemma. They are near the end of their projects. They don’t quite have enough time for one round of final testing–but if they’re lucky and the stars align, and they don’t find too many problems, they can still (maybe)
I just finished updating all my email newsletter (Pragmatic Manager) pages. I hadn’t announced my most recent newsletter, Making Waterfall (a Serial Lifecycle) Work For You, Part 1 (Vol 4, #1). I’ve reorganized the pages, so go here to read all the previous articles.
Kevin says in his comment: Business analysis is how you figure out what done means. Project management is how you figure out how to get to done. I disagree. Business analysis is the elicitation and definition of what everyone else wants to have in the product. Project management is understanding what’s driving the project,