I was asked recently about the ideal relationship between the architecture and development functions within an organisation. In some sense the ideal relationship can take many forms, because the shape … Continue reading The development/ architecture feedback loop
Last week I was speaking to someone who asked what I considered the most important aspects of agile that I would seek in a team. One of the items on … Continue reading Running like clockwork allows improvement
I once worked on a project where the key sponsor was particularly keen to get our work in progress up on the office walls. He had more significant wishes, too … Continue reading Putting things on walls aids collaboration
There’s a principle in modern project management called “the last responsible moment”. Or, more precisely, delaying a decision until the last responsible moment. There’s sometimes some semi-mathematical talk around this … Continue reading The emotional cost of having options
A short time ago I was talking to friends about teams who struggled to create “good” user stories. One friend talked about an organisation where most teams understood what a … Continue reading Learning to work with user stories
The other week I was at a show and tell with—thankfully—not the usual suspects. The team and key stakeholders were present, but also some other curious people from around the … Continue reading Shorter show and tells are better
We sometimes think we want to eliminate uncertainty. Clarity is helpful in our projects and in our businesses. When I listen to discussions about Brexit (today’s status: approaching the leave … Continue reading Eliminating uncertainty can be excessive
