Last year at the Lean and Kanban Benelux conference I attended a session by Michael Kennedy: Set-Based Decision Making: Taming System Complexity. Watch that video, where he explains the way that Toyota uses set-based design to be innovative without risk to the schedules of their new product development projects. I thought that was a very interesting subject, and left thinking about some of the questions Kennedy posed on the applicability to software.
I recently chaired a session on ‘Going from company vision to Actionable Metrics’ at the Stoos Stampede conference in Amsterdam. In that session I tried to show some ideas on making the link from an overall company vision, through different approaches to achieve that vision, to concrete actionable metrics allowing teams within a company to autonomously pursue steps towards making that vision a reality. I’m not sure I succeeded in all of that in the session, so I’m trying again in this post…
Discipline is an interesting subject. One that I find myself regularly talking about. Or discussing about. In the last year I lost about 20kg of body weight through a combination of diet change and exercise. This apparently give some people the impression that I am very disciplined. I’m not. I do know, however, how to make change easier to absorb. And how to inspect and adapt. Fooling yourself is an important skill
During the Specification by Example training I talked about recently, Gojko Adzic introduced me to Effect Mapping. He’s writing a more extensive booklet on the subject, of which he’s released a beta here. I think this is an excellent tool for exploring goals, opportunities and possible features. It can be used as a tool to generate a backlog of features, as a way to explore possible business hyptheses, and perhaps even as a light-weight way to do strategic management of a company.
On the 24 an 25 of May, my colleague and I organised and attended the Specification By Example course of Gojko Adzic at our company. We both very much appreciated Gojko’s book on the subject, and much of what he says fits very well with the style of dealing with requirements that I’ve used in the past. And takes it that much further. As a trainer myself, it was very useful for me to see the excellent way Gojko has structured the training.
Yesterday, after my brother’s 47th birthday, I was talking with my father. My father is 79, and he has had an interesting professional life. He started out as a catholic priest but, as you could guess from the fact of my existence, at some point figured out that this was not a sustainable career path for him. While talking, my father touched upon the subject of work, and the importance of working for the right reasons.
I’ve noticed that I very regularly get people visiting my blog through a Google search for the term ‘Strategic Inflection Point’. Since that term has some very direct connections to other concepts I’ve been learning about, I thought I’d give some detail on Strategic Inflection Points, and their relation to the Lean Startup ideas of Pivots and Pirate Metrics. I once reported on a presentation by Mary Poppendieck at the Lean and Kanban conference in Antwerp of 2010, where she mentions Andy Grove‘s book ‘Only the paranoid survive'.
It’s odd how I’ve been unable to be very consistent in my subject-matter for this blog. I tend to hop around, going from very technical subject to very organisational ones. Some might see this as lacking focus. Maybe that’s true. I’ve never been able to separate execution from organisation and vision very well. To me they seem intrinsically linked. It’s comforting to me that even such luminaries as Kent Beck also seem to see things in this light.
My esteemed colleague, Ciarán ÓNéill just posted a nice and considered discussion on estimation, velocity and cycle time. I, however, do not plan on being so considered, or considerate. You see, too many people are bent under the crushing weight of living up to estimates. Even reckoning that they provided these estimates to begin with, the continuing focus on this fragile, incomplete, numerical slice of their work is having a seriously detrimental effect on our industry.
A while back I had a little fun comparing Agile to Rock’n’Roll. It’s still one of my favourite posts, and after my recent talk on the benefits of TDD, I got the idea that the best follow-up on that is something about the XP practices. Test Driven Development with Bonnie Riatt The first artist that came up was Bonnie Riatt. This is mostly because Ron Jeffries has mentioned her a few times on the Scrum Development mailing list, and since that picture above is from his site, I figure I owe it to him.
I recently wrote here about the benefits of failure. One of my recent failures reminded me about the importance of success. I thought that to be nicely circular enough to warrant a new post! You see, while it’s important to embrace failure - how else are you going to learn? - it is just as important that you don’t set yourself up for failure too often. One very popular way that agile teams do set themselves up for failure is by taking in too much work in a sprint.