I had pondered writing a post called “Requirements Decay” about how requirements don’t last forever. In my research I found that such a post, complete with “my” words “requirements decay” and “requirements half-life”, had already been done comprehensively here. In a compact argument underpinned by half-life mathematics, the anonymous author proposes that a requirement isn’t likely to stand unchanged forever and explores the implications.
For me, requirements decay is an idea that helps us think realistically about project planning and improves our chances of meeting business needs. Continue reading
How does this sound as advice for an app dev manager leading his or her team from waterfall to Agile?
- Clearly articulate a compelling end-state vision
- Work from a position of authority
- Weather the storms
- Reward creativity while fostering improvement
A post at scrumsource.com lists leadership, organizational culture, and people as three of the five key factors in making the transition. Another at the Scrum Alliance site describes the transition as a migration from externally-organized to self-organizing teams. In my experience the transition requires leadership by a strong advocate who shows the way to willing, empowered team members.
The US men’s national soccer team (USMNT) is playing out a strikingly similar transition. Continue reading
This is the latest entry in an occasional series on followership. The premise, as stated here, is that not everyone gets to be a leader, and most leaders are also followers in their own right. The project manager follows instructions from the project sponsor, the CEO from the board, the politicians from the polls, and so on. Whoever you are, you spend a lot more time following than leading. As Bob Dylan put it so well, “you gotta serve somebody.”
The good follower is not a “yes man“. In the professional world I inhabit those who move “up” the hierarchy tend to retire technical skills in favor of architecture, proposal writing, and management. The relationship of manager to employee becomes more like agent to actor or musician, where the supervised employee is the “talent”.
In these conditions the old concept of top-down decision making seems quaint. Important choices require information from all perspectives, and organizations shut out those with knowledge of the details at their peril. The best decision makers search out diverse ideas before choosing a direction. Continue reading
Out of curiosity I recently reviewed articles critical of Agile Methodologies. I had expected agile-versus-waterfall arguments and attacks from vendors selling new alternatives, but even given the reputation that advocates have for flaming well-intentioned critics, I wasn’t prepared for the level of emotion I found.
My opening position was that Agile techniques are great, but like any other tool there are limits and prerequisites. The critical articles I read strengthened that view. Let’s review three examples that stood out, in reverse order: Continue reading
OK, I’ve lost a five-metre scrum, my pack has been overrun, and the ref has raised his arm between the sticks for a penalty try. My colleague Margy Thomas, with support of fellow rugger Billy Tilson, has convincingly argued that agile development in fact is very like rugby union. Margy cleverly fended my meager one-point case with a point-by-point list of the ways that agile projects and rugby are similar. I’ll hold on to my view that sports analogies are generally weak in describing application development, but I’ve come to observe a fundamental similarity between rugby and agile/scrum. Continue reading
What if you could double the efficiency of your software testing process, and substantially reduce errors found during the test, deployment, and maintenance phases, without purchasing any tool or method? The November 28 InformationWeek offers just that in a reprint of a recent Dr. Dobbs article on formal inspections by Capers Jones and Olivier Bonsignour. They call formal inspections the “defect removal tool of choice” and back up their claim with lots of hard evidence, but I think they are still selling short. Continue reading
I recently completed ScrumMaster training ably presented by Lyssa Adkins. Throughout the two-day class we appreciated Lyssa’s Zen-like, enabling, style. If her name is familiar, it’s because Ms. Adkins is the author of the book Coaching Agile Teams, one of the leading texts on the subject.
I’ve participated on agile projects, but so far only in a piggish/chickenish role, once in a three-week stint as a consulting architect and twice as the project manager serving as interface to the non-agile organization.
To me Ms. Adkins rocks at making students very introspective and critical of their past project experiences. These lessons stand out:
Recently my friend Mark Hudson posted about the inappropriateness of the term “sprint” for an agile project phase, preferring the cycling term “interval.” That post really struck a chord with me.
As a rugby union fan and former wing/fullback I’ve always thought the whole rugby analogy was wrong. Agile development is continuous and fluid, yet the agile originators chose the word “scrum” for its daily standup meetings. In rugby union a scrum is a set play resulting from a minor penalty, like offside in American football or a foot fault in tennis. If you like the rugby analogy the right term would have been “ruck,” which is kind of like a scrum but part of the continuous run of play (in the other kind of rugby, called rugby league, the scrum has devolved into an almost meaningless stylized ritual – which I guess happens on some agile projects). Continue reading