Last time I’ve analyzed the manager’s job at a regular company. I looked at what responsibilities the manager has, and what can be delegated to the team. If enough people see through that, we’ll have a revolution in management. Obviously, we’re not there yet. A pyramid scheme How many flat organizations do you know? And
I’ve been scratching my head lately regarding management, and what is it good for. So I’m probably going to spend some time on the subject in this here blog. Long time readers of this blog (you poor guys, thanks for sticking with me!) know I’m a fan of Manager Tools. For the last seven years,
I was reading Lior Friedman’s post about the agile research. He raises an interesting question: Why are agile studies coming from the exact science fields? After all, we don’t see groups of accountants doing a stand-up meeting every morning. The easy answer of course, that’s where they practiced mostly. We tend to look under the
Everyone likes to know the answer. In fact, this question can be interpreted in many ways, and answered that way too. For example, if we’re using agile techniques, we assume things will go wrong. So what we’re asking really is when is the scope going to be completed. And that’s not the way agile works,
I’m addicted to predictability. I admit it. I want my life to flow along, according to plan. Sure there will be some minimal changes, but I can adapt. I’ve given up on this long ago, as I came face-to-face with real life. I know life is not predictable. And I have embraced change, as agile
My natural habitat is an agile software development company. I usually meet with people who are already agile, or aspiring to become agile. And then there are other times, where the “real world” hits me on the head, saying I should leave my little pond for a while, and see what’s really out there. For
One of the questions I got in my Agile Practitioners talk startled me. Actually, it wasn’t the question that startled me, it was how I answered. I was talking about why you cannot say “our organization is going agile” while saying: “we’ll get our developers into that agile business in a year”. I know it
As I was going through Twitterland, I heard this strange sound: “Coders are special. We are expected to know how to do things we’ve never done before and estimate how long they will take." Well, yes and no. The part about estimating how long it will take is definitely true. See, there’s someone paying for
Last week, I had the great pleasure of attending the Agile Practitioner in Israel meeting. Roy Osherove gave a splendid presentation on the “10 mistakes team leaders make” (and if that’s the sample, you better go check the entire course). As the presentation went on, it was evident there’s some division between the crowd and
A funny thing happened to me last week. As I was driving to work, I was listening to another brilliant podcast from Manager-Tools on Assumptive Goal Settings. The curious name (for me, at least) is actually something we’ve done before. AGS is about reaching a goal, when you don’t have a clue how to get