So far, I’ve addressed how a project charter can help a team start a project fast and well. That’s why the project charter must clarify product vision, the various project risks, and product risks. And, it’s equally important to know what done means. If the team does not know how little they can do to […]
When I started working on projects, we thought we could use a serial/waterfall approach to project management and product development. While we were wrong, one very good thing happened in the 1970s and 1980s: We took the time at the end of each phase to do a little retrospective. Yes, even for a serial approach,
A Scrum Master asked, “How can I engage my team during a remote retrospective? People tell me things they think we could change. Then, we get into the retro and I know people are looking at their phones, not engaged. Got ideas?” I do. These ideas refer to safety. That’s because teams need safety 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
I’ve been the technical editor for agileconnection.com for the past five years. It popped up to my LinkedIn network. Several people congratulated me on my work anniversary. I have learned many things in the past five years: Sometimes, people need “permission” to write what they feel. (They’re concerned they will be too bold, too loud,
The discussion to now: Resource Efficiency vs. Flow Efficiency, Part 1: Seeing Your System Resource Efficiency vs. Flow Efficiency, Part 2: Effect on People Resource Efficiency vs. Flow Efficiency, Part 3: Managing Performance Resource Efficiency vs. Flow Efficiency, Part 4: Defining Accountability When you move from resource efficiency (experts and handoffs from expert to expert)
by Karl E. Wiegers, (Process Impact) and Johanna Rothman. [This paper was originally published in Software Development, February 2001. It is reprinted (with modifications) with permission from Software Development magazine.] Pat, a vice-president in an Internet start-up company, was proud of her team’s previous product release but concerned about why it had shipped a few weeks