There are lots of teams in small companies and start-ups who are self-managing and self-directing. They manage themselves, they set product direction, and set company priorities. When I visit big, established companies, there’s almost always an assumption that teams need close supervision.
coalition: A temporary alliance of distinct parties, persons, or states for joint action. council:
A group elected or appointed as an advisory or legislative body.
A typical problem in Agile organizations is that most Scrum and Kanban boards look messy. And office management doesn’t like a messy office. Office managers like their offices neat and tidy, hip and trendy. They particularly don’t like tons of sticky notes whirling through the corridors.
A while back I talked to a CEO of a contract development shop. He wondered how Agile could help him with fixed price, fixed scope contracts to deliver software.
Long ago, when I was a young developer at an anonymous company, one of my managers was disappointed with my progress. “I know how long the work should take. If I was doing the work, it would be done by now,” he huffed at me. There is nothing more insulting to a programmer.
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Let’s discuss three negative outcomes of overloading your pipeline: You lose focus by increased task switching, Managing the waiting queue costs a lot of time, and Big releases create big headaches.
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!
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.
Computer dinosaurs still walk the earth. This story, plus a cool Mac Terminal easter egg, a prominent game written in QBASIC, and a Python heart monitor that only needs a webcam.
I like tools that do one thing and do it well, and after experimenting with Phake I'm using it on all new code. I am preparing this cheatsheet for my colleagues at Onebip so that they can start using Phake immediately instead of digging through documentation.
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.