While there’s been some talk and research about project management paradigms e.g. waterfall, Project Management 2.0, ALM, with the paradigm of agile prevailing at the moment, it looks like no one has spoken about the paradigm of project management tools.
A few years ago Corey Ladas wrote an article about an Agile approach he called “Scrumban”. As the name suggests, this is a variant of Scrum with certain Lean-Kanban characteristics. What he proposed was a graduation of Scrum teams to leaner and more pull-based ways of working than Scrum itself allows.
Frequently people ask me, “How can you be so productive?” The question seems a bit strange to me, because I often consider myself not productive at all!
Enterprise-wide agile transitioning is a hot topic. Agile methods aren't just for developers any more...managers are also trying to get on board with best practices. The question is: as the present custodians of the agile process, what can developers do to help coach the "suits", and what sort of things should they be teaching them?
In everyday colloquial usage of the words Requirements and Specifications are pretty interchangeable. In general teams, and Developers in particular, don’t differentiate. There are usually one or the other, or neither, and they are both about “what the software should do.”
Influence Maps is the module in a Temenos lab that allows you to reflect, visualize (map) and articulate your personal history, and share it with the group—as detailed and deep as you choose to. Like every Temenos module, Influence Maps works on its own, too.
Anytime you find yourself looking at a class's implementation to figure out how to use the class, you're not programming to the interface, you're programming through the interface to the implementation. If you're programming through the interface, encapsulation is broken, and once encapsulation starts to break down, abstraction won't be too far behind.
Temenos is also a philosophy and mindset. In brief, deep bonds and healing result from exploring each other’s personal history (how we became who we are) and visions (who we want to be). We use the conceptual model of a container to help us perceive and understand our relationship with ourself and others.
Sometimes, just when we are walking about and we feel everything is going smoothly, then the bottom drops out of the bucket, our world suddenly of positivity, in the situation, our lives, family and friends, takes a nose dive to the other side.
Companies believe that Developers will somehow comprehend what is needed from a simple statement. In the worst cases this is a condition I refer to as: “Requirements by Project Title”. Just because Developers understand the technology doesn’t mean they understand what is needed.
Agile product planning comprises three levels: vision, product strategy, and tactics. The vision is the overarching goal, the product strategy the path to the vision, and the tactics are the steps along the way, as the following diagram illustrates:
There is no single path or prescription for high-performance organizational culture. Increasingly companies are abandoning the traditional “modern management” practices developed for manufacturing and are moving to post-modern approaches that reflect the changing face of work and the needs of knowledge workers.
Many managers feel too busy to read. Many don’t have good role models within their companies. I meet many people in management roles who have never picked up a serious management book.
Managers of self-organizing teams need to discern when it’s time to step in and when to step back, allowing the team to solve the problem on its own. How do you know when a light touch is called for and when action is needed?
A Business Model Canvas is an easy to use, lightweight and powerful tool for anyone looking to sketch out business models. It is quickly becoming the preferred strategic management tool for start-up organizations.
Choosing to be a manager without being a leader is like choosing to drive across the country without a map. Choosing to be a leader without having management skills is like choosing to be a fish without gills. You have to know where you’re going, and you have to know how to breathe in your environment.
TargetProcess 2.24.0 includes quite a few small and big improvements. Check what we’ve done to help you work better, faster, more comfortably. These include Fast Search, Relations Network, new Visual Reports, 60 custom fields, History API.
Life is too short to let the people we work with fray our nerves. We can’t change those irritating people, but we can recognize the source of our irritation and change our own response.
Procrastinating this evening, I got lost in a long stream of tweets about timeboxing, fascinated at how much disdain was aimed at a simple unit of time, and how it was blamed for sloppy workmanship, poor quality, panic and many other dysfunctional behaviors.
Over on agileconnection, a user asked about a self-assessment tool for measuring agile maturity. That’s not exactly the right question, because agile transition is a journey, not a destination. But, I can understand why he asked the question. I tried to be helpful. I supplied a set of questions to ask.
In the article, "Psychology and the Agile Methodology," the concept of embracing failure was put under the microscope. In summary, although agile encourages failing fast and often, this can be a difficult concept for people to accept.
I’m writing about a talk given by Paul Hodgetts at Agile 2009 called “ScrumMasters Considered Harmful – Where Did We Go Wrong?”
TDD makes you think before you write code. In fact, next time somebody asks you what TDD stands for, you answer: Thinking-Driven Development.
Relatedness is the heart of high-performing teams and organizations. As stated in the Agile Manifesto, focus on “Individuals and Interactions” is essential. How we relate to ourselves and others is central to creating and maintaining effective and valuable systems.
A great many liberties are taken with Product Ownership. It is not always the case that the most suitable person takes on the role. In this article we look at what a Product Owner is meant to be, some of the antipatterns that arise in practice, and how ownership by proxy is used to try and balance competing real-world commitments and interests.