I said in Hiring for an Agile Team: Making Tradeoffs, that we have a shortage of qualified people for the open agile positions. That’s based on anecdotal evidence, i.e. every hiring manager I talk to who says, “Johanna, I can’t find any agile people.” Most of the time, their ads are broken. But, once we […]
In Organizing an Agile Program, Part 1, Introduction, I suggested you think about the communication paths of your programs. Instead of hierarchies, I suggested you think of networks of teams. In Organizing an Agile Program Part 2, Networks for Managing Agile Programs, I showed you how loosely connected networks might work. I explained how you
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
I’m at AgileIndyConf today and tomorrow. Today, I’m leading a tutorial about Agile Project Management. Tomorrow is my keynote about Agile Management. And, that got me thinking about agile management, again. To be a great agile manager, you need to be a servant leader. Okay, you understand that part. To be a great servant leader,
Note: I wrote this article in 2011. It was published in 2012. I hope at some point this article will be wrong. I hear all the time from people that “Agile has crossed the chasm. Agile is everywhere. Agile has made inroads to every organization, to every industry, yes, to every type of software development.
“We have mandatory all-hands meeting this afternoon. I’m going to have a stomachache then,” David said. “What do you mean?” Jenny asked. “You haven’t even had lunch yet. How do you know? What are you talking about?” “Look, you know what our wonderful division head, Martin, is going to say. He’s not going to take
“You know, if you want something done, you just have to do it yourself,” Clive muttered as he strode down to his office. Susan looked up from her desk and sighed. She stood, followed Clive down the hall, and knocked on his office door. “What? I’m a little busy right now!” he replied and turned
“I know what the people in my group are doing, Johanna. Each and every one of them.” “But you have twenty-five people in your group, Stan,” I protested. “And I walk around and see what every single person is doing. I read their checkins, too. I know what they are doing.” I was working with
I caught up with Fred, a friend of longstanding, just before what I thought would be his normal two- to three-week vacation in August. “Where are you going this year, Fred? Are you bicycling or white water rafting? Or something else exciting? I can’t wait to live vicariously through you again!” “I’m not going anywhere
“Everyone is worth saving. Everyone is worth saving.” Jimmy was muttering under his breath as he walked into my office. “Hi, Steve. I’m here for our one-on-one. I have a real problem.” “OK, let’s hear it.” “Frieda is a problem in my group.” “Jimmy, we have discussed Frieda before. I thought you were going to