Last week I wrote about separating the value of a project from the constraints that set its context. But sometimes it’s also useful to see the development of a product … Continue reading Seeing the product as a constraint
Category: Governance
Distinguish value and constraints
In the past I’ve spoken about the importance of a value statement. This is how we express, in quantified terms, how we measure success. Ensuring success is measurable brings huge … Continue reading Distinguish value and constraints
The cost of new technology
When a development team introduces new technology to solve a problem, they are adding a long term cost, too, even though it may not be obvious. This is one way … Continue reading The cost of new technology
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 … Continue reading The three dimensional progress report
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 … Continue reading Mistaking frameworks as toolkits
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 … Continue reading Should we stop to address technical debt…?
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 … Continue reading Specific risk guidance is troublesome
