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.
Obviously, data management is important. Unfortunately, it is not prioritized in most organizations. Those that effectively manage data perform far better than organizations that don’t. Everyone who needs data to do his/her job must drive change to improve data management.
That was the theme of the recent Enterprise Data World (EDWorld) conference this week. This year’s EDWorld event might be the start of a new vitality and influence for the field, marked by introduction of a Leader’s Data Manifesto.
Over the years, data practitioners struggled for recognition and resources within their organizations. In reaction, they often focused on data “train wrecks” that this neglect causes. This year’s conference was no exception. For example: Continue reading →
Yes this is a post about religion, so at the outset let me assure you that I won’t try to talk you into or out of any religion or otherwise. Nor will I reveal my beliefs. Instead, I will make the case that the beliefs of others are to be celebrated.
To those thinking this is off-topic, the “about” page says that this site deals in “motivated professionals working together to solve problems.” In order to cooperate closely and harmoniously, co-workers must share values that foster mutual trust. IT teams tend to be diverse. In this time when some of our elected officials sow distrust it is important to remember the last of the agile team values listed by Scrum Alliance: “As we work together, sharing successes and failures, we come to respect each other and to help each other become worthy of respect.”
I was motivated to write this after accidentally finding Landon Fowler’s 2016 article called The Faith of Atheism. To briefly summarize the argument (Landon correct me if I mischaracterize): 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 →
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 →
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 →
Recently I read an editorial about job interviews. It was breezy and funny, but not very helpful. Given that millions are out there looking for work, I want to help by giving my perspective on how to “win” the interview.
I do a lot of interviewing, from both sides of the desk. As a consultant I am interviewed by clients. As one of many technical and behavioral interviewers for my employer, I talk with candidates about their skills, goals, and fit with our business.
Of course, winning the interview may not get you the job. An interview is just one part of a many step process. Getting a job involves showing you have the skills, establishing mutual fit, coming to terms on salary, and standing out versus the competition. This post is only about how to do well in the interview.
Assuming you’re qualified for the job, you can set up a good interview experience by applying the right mental model, preparing well, and interacting effectively during the conversation. Continue reading →
I believe that early, effective big picture diagrams are key to application development project success. According to the old saw, no project succeeds without a catchy acronym. Maybe so, but I’d say no project succeeds without a good big picture diagram. The question: what constitutes a good one? To me good high-level diagrams have four key characteristics: they are simple, precise, expressive, and correct.
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 →
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