If you're Scrum on a product team, and you don’t need Kanban, you’re probably not being Scrum. The alternative is you have another team managing your live issues. In which case, the team’s missing a great learning opportunity.
Read MoreIt’s common for some new agile teams to blame the new approach for making things worse. What’s really happening is Scrum is showing them their existing problems more frequently.
Read MoreWhen leading an agile transforming across a large command and control organisation treating it as hand to hand battle is a common epic fail. So how can you use the organisations heritage to help the transformation?
Read MoreOne of the key tenets of agile software development is transparency. The team visualises work by using physical boards to show the current state of the work in open sight of all. However, if your new agile teams are working in an organisation that’s not used to this, expectations can quickly destroy them.
Read MoreIf you're running a project postmortem, a Scrum retrospective of Five Why's root cause analysis session on some lean process are you sure you've got the experience in the room to get a useful outcome?
I've always wanted to believe that the people with the problem probably have the answer. But what if they haven't?
Read MoreWhy when someone gets promoted to a manager do they completely forget the realities of the job they used to do? The only sensible reason I can come up with is that they lose 5 minutes of their lives in the Managerator...
Read MoreIn the 1950's industry became obsessed with scientific management. People became human resources and performance management was created to "motivate" these resources. A lot has changed since then. The speed of innovation now requires collaborative employees rather than resources mechanically following process. Science has also moved on in understanding how to get the best from these people. Why does this 50's thinking prevail?
Read MoreWhen striving to become more agile we're told we should be looking for continuous improvement. But after a very short period of exciting improvements we quickly bump in to the walls of our tank. What's next?
Read MoreLarge scale agile transformations takes a massive effort and focus. So if you're leading the transformation who should your spend your time with and why?
Read MoreThe smallest software projects are 10 times more productive than large software projects. Large software projects used to be the norm as there was were no cloud offerings. Every software vendor built build their own highly scalable, resilient, high performance systems which made most software projects large. Big companies didn't like this but benefited from being the only ones able to afford the innovation these large software products and projects delivered.
The world has changed.
Now startups working on pay as you go, Platform as a Service offerings are now competing in a battle of asymmetric warfare against the behemoths. Offering customers fast paced, highly scalable innovation.
Maybe the heritage company's answer isn't yet another idea in their innovation funnel?
Read MoreWhen we start to create technical debt we should also ask ourselves are we making others aware of the consequences.
Read MoreFrom our earliest years most of us are taught to stand on our own two feet. That we should be able to do things on our own. But is this self-reliance always the best way when the stakes are high? Some of the smartest people don't think so and some corporates have been averse to the idea for a while.
Read MoreThis week Twitter one the coveted accolade of Glassdoor's Best Tech Place to Work 2013. How did Twitter's CEO Dick Costolo create a positive culture. He had the organisation create it's own set of core values using a team lead by one of the long serving developers Alissa Huskey.
Read MoreSeeing software as a business process is a useful step, leading to thoughts around how an integrated supply chain of software delivery would function.
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