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Headline driven development - Slava Akhmechet
A change often requires updates to performance management systems as well.
Jeffrey Hiatt • ADKAR: A Model for Change in Business, Government and our Community
This agile value also seeks to abolish the spectre of up-front planning, but with a special emphasis on keeping the dialogue between the development team and the customer as open and fluid as possible.
Chris Sims • The Elements of Scrum
Typically, my organizational philosophy is to stabilize team-by-team and organization-by-organization. Ensuring any given area is well on the path to health before moving my focus. I try not to push risks onto teams that are functioning well. You do need to delegate some risks, but generally I think it’s best to only delegate solvable risk. If some
... See moreWill Larson • An Elegant Puzzle: Systems of Engineering Management
Most adrenaline junkie organizations contain at least one bottleneck. This is the hero who makes all the design decisions, is the only source of requirements, or makes all the architectural decisions. He is playing two roles: One is to make himself appear to be busier than mere mortals can hope to be. The second is to produce a logjam of decision-m
... See moreSteve McMenamin • Adrenaline Junkies and Template Zombies: Understanding Patterns of Project Behavior (Dorset House eBooks)
Keep innovation and maintenance together. A frequent practice is to spin up a new team to innovate while existing teams are bogged down in maintenance. I’ve historically done this myself, but I’ve moved toward innovating within existing teams.5 This requires very deliberate decision-making and some bravery, but in exchange you’ll get higher morale
... See moreWill Larson • An Elegant Puzzle: Systems of Engineering Management
What is the process problem we’re trying to solve? Do we really know if this is the right problem to be solving? What assumptions have we been making that should be tested or validated? How will we test a new process? What’s our hypothesis? What metrics will we measure to prove or disprove our hypothesis? Who are we building a product management pr
... See moreMartin Eriksson • Product Leadership: How Top Product Managers Launch Awesome Products and Build Successful Teams
A key difference is in splitting work into customer-centric parts instead of into component parts.
Bas Vodde • Large-Scale Scrum: More with LeSS (Addison-Wesley Signature Series (Cohn))
There are two practices that should be adhered to from the beginning that will allow us to pay down technical debt later on: continuous integration and a small number of basic unit and user-journey tests. The moment a product (if we are in Horizon 3) or feature (in Horizon 2) goes from being an experiment to validated, we need to start aggressively
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