Of course, any discussion of Agile values starts with the Agile Manifesto. The first sentence declares that Agile development is about seeking better ways and helping others. Then, as if espousing self-evident truths, the founders present four relative value statements. Finally, they emphasize appropriate balance, saying that the relatively less valued items aren’t worthless: implying that they are to be maintained inasmuch as they support the relatively more valued items.
While there is value in the four relative value statements, I believe most successful Agilists value the first and last statements more. So to me, the core Agile values are continuous improvement, helping others, and balance.
There’s a lot written about Agile behaviors, but as I read most is geared toward scrummasters or managers, and most is about transitioning from the waterfall world. Starting from the premise that Agile methods are established, focusing on participants rather than managers, and based on the assumption that behaviors are grounded in values, this post details the values and behaviors I’ve observed of those who succeed as Agile team members.
Standing up any new analytics tool in an organization is complex, and early on, new adopters of Tableau often struggle to include all the complexities in their plan. This post proposes a mental model in the form of a story of how Tableau might have rolled out in one hypothetical installation to uncover common challenges for new adopters.
Tableau’s marketing lends one to imagine that introducing Tableau is easy: “Fast Analytics”, “Ease of Use”, “Big Data, Any Data” and so on. (here, 3/31/2017). Tableau’s position in Gartner’s Magic Quadrant (referenced on the same page) attests to the huge upside for organizations that successfully deploy Tableau, which I’ve been lucky enough to witness firsthand. Continue reading →
Even though it happens annually, teams building new visualizations often forget to think about the effects of turning over from one year to another.
In today’s fast paced, Agile world, requirements for even the most critical dashboards and visualizations tend to evolve, and development often proceeds iteratively from a scratchpad sketch through successively more detailed versions to release of a “1.0” production version. Organized analytics teams evolve dashboards within a process framework that include checkpoints ensuring standards are met for security, reliability, usability, and so on.
A reporting team can build a revolutionary analytics capability enabling unprecedented visibility into operations, and then, if year turnover isn’t included in requirements, experience embarrassing errors and usability challenges in the January after initial deployment. In effect, the system experiences its own Y2.xK crisis, not too different from the expected Y2K crisis 16 years ago. Continue reading →
It’s fashionable today to talk about the risks of authoritarianism in the political sphere. I’m not going to speculate on that, but such talk got me thinking about the same tendencies among IT project leaders. What is an authoritarian personality? (Yes, that’s actually a thing.) Is it truly antithetical to a healthy project? If so, how can you screen for it in hiring?
Recently, ArsTechnica ran an article that offers a survey of research on authoritarian personalities conducted since the 1940s. The bottom line for us is that those with authoritarian tendencies more often Continue reading →
I’ve written about groupthink-related quality challenges on Agile projects, and the architect’s role in preventing groupthink from degrading quality. I’ve seen other risks related to the cohesion and potential insularity of successful Agile teams, and the architect is also well positioned to help prevent these: a tendency to neglect setting up and documenting repeatable processes, and a similar tendency not to share of knowledge and lessons learned outside the Agile team. Continue reading →
Over the past year I’ve reviewed what seem like countless plans for enterprise data warehouses. The plans address real problems in the organizations involved: the organization needs better data to recognize trends and react faster to opportunities and challenges; business measures and analyses are unavailable because data in source systems is inconsistent, incomplete, erroneous, or contains current values but no history; and so on.
The plans detail source system data and its integration into a central data hub. But the ones I’m referring to don’t tell how the data will be delivered, or portray a specific vision of how the data is to drive business value. Instead, their business case rests on what I’ll call the “railroad hypothesis”. No one could have predicted how the railroads enabled development of the West, so the improved data infrastructure will create order of magnitude improvements in ability to access, share, and utilize data, from which order of magnitude business benefits will follow.* All too often these plans just build bridges to nowhere. Continue reading →
There’s an unfortunate and rather rude saying about assumptions that I’ve found popular among IT folks I’ve worked with. I say unfortunate because, to me, assumptions that are recognized early and handled the right way are a key to successful projects. Technical players who use assumptions well can help set projects on the right path long before they go astray.
Sometimes on waterfall and hybrid projects technical players are asked to estimate work early, before requirements are complete. My instinctive reaction is not to provide an ungrounded estimate, but that’s not helpful. The way to handle this uncomfortable uncertainty is to fill out the unknowns with assumptions: detailed, realistic statements that provide grounding for your estimate. Continue reading →
Logical data modeling is one of my tools of choice in business analysis and requirements definition. That’s not particularly unusual – the BABOK (Business Analysis Body of Knowledge) recognizes the Entity-Relationship Diagram (ERD) as a business analysis tool, and for many organizations it’s a non-optional part of requirements document templates.
In practice, however, data models in requirements packages often include many-to-many relationships. I’ve heard experienced data modelers advocate this practice, and it unfortunately seems consistent with the “just enough, just in time” approach associated with agile culture.
In my experience unresolved M:M relationships indicate equally unresolved business questions. The result: schedule delays and budget overruns as missed requirements are built back in to the design, or the familiar “that’s not what we wanted” reaction during User Acceptance Testing (UAT). Continue reading →
Asking fact questions in technical interviews is like eating a donut, feels great at the time but not so satisfying later.
Let’s say the interview consists of facts like this “softball question”: “What is the default port number for SQL Server?” The linked list of questions is a really good high level study guide for a SQL Server student. If a SQL Server developer candidate answers all correctly, then the interviewer can be confident that the candidate knows a lot about SQL Server.
However, few development jobs require only technical fact knowledge. Typically, developers must apply creativity when working with unclear or poorly expressed requirements under tight schedules. They must be versatile so that they can take on unforeseen roles in case of resignations or transfers of team members. If you make an investment in an individual by hiring her or him, you’ll look for a return in the form of professional development as the individual grows their skills.
So how do you test creativity, versatility, and ability to learn, while still gauging raw technical talent? My method is to ask opinion rather than fact questions. Continue reading →
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