So how can one protect his job – simply by making sure that his manager and managers are aware of the state of the tasks under his responsibility and if a deadline is going to be missed, notify them about it as soon as possible, because no manager loves surprises as far as his project is concerned.
If you see anything about LMAX - the Disruptor, Continuous Delivery, or even the selection criteria for hiring developers, you'll see that LMAX is pretty keen on Agile. However, no-one's documented the Agile process there, as far as I know.
When I started working for a software house our work was mostly made up of building and fixing, we were told what to build, didn’t do it very well and spent most of our time fixing it. Today our daily activities are a bit different so I thought I’d try to break them down
As aspiring Software Craftsmen we are raising the bar of professional software development by practicing it and helping others learn the craft. Through this work we have come to value these things... (post includes a big list of craftsmanship posts.
I’m not saying agile is for the elite. Far from it. I’m saying agile is for people who want to and can manage the cultural change that it requires. And, if you try to do many of the technical and project management practices we suggest in agile, you will be better off.
Robert Holler, the CEO of VersionOne, and his colleagues got together earlier this year and discussed the lessons they had learned through ten years of insight into agile software development. "Hopefully we've learned more than just ten lessons," Holler told me humorously. Here were the insights he gave...
Don Reinertsen gave a great keynote address at YOW 2012 entitled The Practical Science of Batch Size. I recommend watching the video when it’s posted, probably in January. In the mean time, I want to relate one small illustration from the talk. It’s a parable of why agile methods can save money.
What clear to me, is that if you want to be agile in your program, you need to think about delivery and deployment as soon as you start your program management work. How you deliver and release is critical.
The method wars are over and Agile has won. But just like any war, peace time comes with its own set of problems and issues. As Agile becomes the de-facto way teams build software the impact on the other processes and systems become widespread.
Having planned and run an effective meeting you will want to ensure it's continued effectiveness. Keeping a record of the meeting will help should anything need to be revisited or if actions are to be followed up. Mind mapping software is particularly good at this.