The divide between builders and bureaucrats is getting exposed more than ever today. Every organization system requires people who can build stuff and folks who administer the enterprise. When the balance skews heavily towards administration, the joy of developing...
“Not to innovate is the single largest reason for the decline of existing organizations. Not to know how to manage is the single largest reason for failure of new ventures.” - Peter Drucker. Drucker uses the keywords innovation and Management to describe the core...
My Three Scaling Agile Maxims Nail it before you scale it. Stitch it to flip it. Fake it, and you won’t make it. Here's why? Nail it before you scale it. Do you know what good looks like? What will be fit for your organization’s purpose? Don’t get impatient and try...
Scaling Agile Framework is relevant when multiple teams must continuously integrate their work efforts to deliver customer value. The core challenge all frameworks must address is how they expose, manage, and resolve dependencies. The dependency management mechanisms...
IT projects are notorious for going off track and costing much more than estimated. But how bad can it get? Following is a sobering quote from the book “How Big Things Get Done” by Prof. Bent Flyvbjerg and Dan Gardner “My database revealed that information technology...
Situational awareness can enable Agile leaders to empower others to problem-solve If the situation is about:- a knowledge gap, then teach;- a skill gap, then mentor;- an options gap, then consult;- a personal growth gap, then coach. I don’t always coach, but when I...
I started my agile journey twenty years ago. At the time, I was a Java programmer and a UML modeler, and I lucked into working in an XP team. Joining an experienced XP team was uncomfortable at first. The practices were very different from what I was used to. Kent...
Summary of takeaways from Geoffery Moore’s book, Crossing the chasm. Since its first publication in 1991, it has been a canon for marketing and sales decision-making in product management.The groups in the technology adoption cycle represent a unique psychographic...
Imagine a stencil. It leaves the insides open to your implementation. You can place your stencil on paper, color the interiors, make intricate patterns, or trace along the boundary. The outcome holds the same shape regardless of the fill you choose to put. Similarly,...
Disagreements are not conflicts. Disagreements are a healthy part of a collaborative dynamic, but conflicts are not. The critical outcome is that people strengthen their relationships as they work through disagreements, whereas the result of the conflict is that...