Governance

This category contains 59 posts

The three dimensional progress report

A programme manager colleague once told me about the report he created to keep his programme board up to date with progress. It was a room. On the walls of the room were all kinds of charts and pictures which collectively told the story of the work in progress. It showed the context, the high … Continue reading

Mistaking frameworks as toolkits

The other day I was watching Craig Larman discuss the LeSS framework for large scale agile development. In the video he says many prescritive frameworks address compliance by saying it’s just a buffet and you can take what you want. He went on to say that in practice that often doesn’t work, “for whatever reason”. … Continue reading

Should we stop to address technical debt…?

One of the questions that arises with many teams I work with is: Is it worth spending an iteration (or more) not delivering any features but just working on our technical debt? This is by no means the only way to deal with tech debt—most people (and I) favour addressing it a bit at a … Continue reading

Specific risk guidance is troublesome

I’ve been (re)reading a bit about “risk appetite” again recently. Some of the reading includes messages saying it’s a confusing term, it’s a bad idea, or that it’s a good idea that’s really important to manage properly [pdf]. One of the things that occurred to me during this is that it’s actually very difficult to … Continue reading

Delivering incremental value in an investigation

How do we tackle a piece of investigation in an incremental manner? It’s much easier when we’re delivering a tangible thing—we stand up at our show and tell, and say “Last time we showed you we could do X, now we can show you we can also do Y.” But for investigation work it’s not … Continue reading

Expressing value statements with measures

A short time ago I wrote about the importance of having a value statement, which is a short statement of the value that a project (or programme or team) is accountable for delivering, and which allows us to measure that value. But in practice it’s often difficult to have a short statement which also describes … Continue reading

Separate strategic assumptions from goals

Previously I wrote about the importance of having a clear goal, in the form of a value statement. But in practice it’s tempting to confuse a goal with what I call a “strategic assumption”—and we shouldn’t do that. When I ask a project team what their goal is they usually suggest a number of things, … Continue reading

Quality assurance and testing

Quality assurance and testing are often confused in the digital world. People often talk about QAs being the people who test, and debate the merits of whether QAs should exist as a role separate to that of developers. But prior to that I find it’s important to distinguish between quality assurance and testing, so here … Continue reading

Moving from “if” we’ll deliver to “when”

On too many projects it’s easy to get caught in a debate about if we’ll deliver. There is some fixed point at which we’ll be judged—very likely a specific date—and when that happens we’ll look at what we’ve produced and see whether it matches our pre-defined threshold of “acceptable”. If delivery of “acceptable” is in … Continue reading

The value statement

Over the last 12 months I’ve worked increasingly with people to create what’s been termed a “value statement” for their various projects and programmes. Value statement isn’t my term (although it’s been used before for similar things [1], [2]) and I like it a lot. A value statement is a very simple statement of the … Continue reading

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