The modern software architect
Working in software development means working with a lot of different technically skilled people. Those ‘IT geeks’ are still ranked by the same roles that were applied 20 years ago. Going from junior to senior developers, functional analysts, project managers,
The modern software architect
Working in software development means working with a lot of different technically skilled people. Those ‘IT geeks’ are still ranked by the same roles that were applied 20 years ago. Going from junior to senior developers, functional analysts, project managers,
Coffee rehab
My life as a consultant is pretty hectic. There are weeks when I’m at a different client each day, often combined with a public training or a speaking engagement. It was not until last year since my body started to
Coffee rehab
My life as a consultant is pretty hectic. There are weeks when I’m at a different client each day, often combined with a public training or a speaking engagement. It was not until last year since my body started to
Boring retrospectives – part 9 : Vision Poker
In one of my previous blog posts, I introduced the concept of vision based retrospectives. By using a vision of the ideal state of your team/company/family/… it is easier to weigh improvement suggestions. Which one get us closer to the
Boring retrospectives – part 9 : Vision Poker
In one of my previous blog posts, I introduced the concept of vision based retrospectives. By using a vision of the ideal state of your team/company/family/… it is easier to weigh improvement suggestions. Which one get us closer to the
Agile performance reporting – part 3: Cost control
This blog post is the third one of the Agile Performance Reporting series. 3. Cost control The third controlling process of PMBOK is cost control. It’s goal is to control the changes that influence the cost baseline. There are 4
Agile performance reporting – part 3: Cost control
This blog post is the third one of the Agile Performance Reporting series. 3. Cost control The third controlling process of PMBOK is cost control. It’s goal is to control the changes that influence the cost baseline. There are 4
Agile performance reporting – part 2: Schedule control
This blog post is the second one of the Agile Performance Reporting series. You can read the first one here. 2. Schedule control The second controlling process of PMBOK is schedule control, which goal is to assess the current status
Agile performance reporting – part 2: Schedule control
This blog post is the second one of the Agile Performance Reporting series. You can read the first one here. 2. Schedule control The second controlling process of PMBOK is schedule control, which goal is to assess the current status
Agile performance reporting – part 1: Scope change control
Many people think that you can’t benefit from agile if the rest of the organization hasn’t changed. That is only true to a small degree, much less than you would think. In essence, the only organizational change that is a
Agile performance reporting – part 1: Scope change control
Many people think that you can’t benefit from agile if the rest of the organization hasn’t changed. That is only true to a small degree, much less than you would think. In essence, the only organizational change that is a
Vision based retrospectives – avoiding conflicting improvements
As most of you know, I’m quite fond of continuous improvement. I guess it’s the whole idea of admitting that you can’t predict the future. And therefore, if we wish to grow, we must learn and adjust instead of trying
Vision based retrospectives – avoiding conflicting improvements
As most of you know, I’m quite fond of continuous improvement. I guess it’s the whole idea of admitting that you can’t predict the future. And therefore, if we wish to grow, we must learn and adjust instead of trying
Software development is not manufacturing
I wrote about the 5 most common arguments against Kanban in my e-book Kanban for Skeptics. We lose our ability to plan It will take longer Things will get stuck — we can’t keep WIP limits Stakeholders don’t care about
Software development is not manufacturing
I wrote about the 5 most common arguments against Kanban in my e-book Kanban for Skeptics. We lose our ability to plan It will take longer Things will get stuck — we can’t keep WIP limits Stakeholders don’t care about
