I haven't written anything on here for quite a while. I haven't been sitting still, though. I've gone independent (yes, I'm for hire!) and been working with a few clients, generally having a lot of fun. I was also lucky enough to be able to function as Chet's assistent (he doesn't need one, which was … Continue reading Outside in, whatever’s at the core
On occasion, I like to listen to podcasts. Some of the most interesting can be those that are from outside of the software industry. This week I was listening to Robb Wolf's podcast, where he hosted guest David Werner. Robb talks mostly about diet, metabolism and exercise, and this episode was focused on that last … Continue reading Everybody need somebody
Ciarán and I had a wonderful time at the Agile on the Beach conference this last week. We did the first full version of our talk: "The 'Just Do It' approach to change management". I did an earlier version of the talk at the DARE conference in Antwerp earlier this year, but this longer version … Continue reading Agile On The Beach Talk
If you want to go fast and have high quality, communication has to be instant, and you need to automate everything. Structure the organisation to make this possible, learn to use the tools to do the automation. There's a lot going on about DevOps and Continuous Delivery. Great buzzwords, and actually great concepts. But not … Continue reading DevOps and Continuous Delivery
I wrote a while back about set-based design, and just recently about a way to frame scaling Agile as a mostly technical consideration. In this post I want to continue with those themes, combining them in a model for scaled agile for production and research. Scale In the previous post, we found that we can … Continue reading Scaling Agile with Set-Based Design
Last Friday I gave a talk at the Dare 2013 conference in Antwerp. The talk was about the experiences I and my colleague Ciarán ÓNeíll have had in a recent project, in which we found that sometimes a very directive, Just Do It approach will actually be the best way to get people in an … Continue reading The ‘Just Do It’ Approach To Change Management
organizations which design systems ... are constrained to produce designs which are copies of the communication structures of these organizations. -- Melvin Conway We often run into examples of Conway's Law in organizations where silo-ed departments prompt architectural choices that are not supportive of good software design. The multi-functional nature of Agile teams is one way to … Continue reading Conway’s Organizational Structure Heuristic
There's a lot of discussion in the Agile community on the matter of scaling agile. Should we all adopt Dean Leffingwell's Scaled Agile Framework? Do the Spotify tribe/squad thing? Or just roll our own? Or is Ron Jeffries' intuition right, and do the terms scaling and agile simply not mix? Ron's stance seems to be … Continue reading Scaling Agile?
Change processes are difficult to do. Most of them fail to have the intended results. The reasons for that can be many, of course. There is one, though, that is of particular interest to me today. “It is difficult to get a man to understand something, when his salary depends on his not understanding it.” … Continue reading Show me the money!
One of the concepts that came from XP is the Spike. Especially in teams new to agile, there can be confusion on what a Spike is, and how to deal with them. The best definition of a Spike I've found is this one: "Spike" is an Extreme Programming term meaning "experiment". We use the word … Continue reading Spikes, they’re sharp