I’m continuously surprised with all the mystery surrounding company culture. Great company cultures aren’t accidents,...
I was asked these questions recently and thought it would be useful to all. When it comes to Agile and communication, there are many opinions out there. Here are mine.
Detailed upfront planning isn't a critical success factor for Agile projects. Embracing change is a critical success factor. Have a vision, understand the order of magnitude of the project, and then jump in. It's a mistake to try to estimate the project at a granular level up front. In fact, one of the biggest mistakes people make it to plan too much up front. In one of my Harvard Business Review blogs I discuss why Agile projects needs a budget, not an estimate.
On the basis that they are good team members. It's a complete mistake to hire 'rockstars' or to hire 'specialists'. Hire people that make the team better. This is a hard thing to do. Start by identifying outcomes. Define success. And then, select team members that can help you succeed based on both their technical and soft skills. To learn how to do this, read our step by step checklist on How To Hire Agile Team members.
Critical. This is the most important factor in my opinion. In-person communication is the best type of communication for an Agile team. In fact, in-person communication is so important that it's the new hot trend in technology. IBM has called remote workers back to the office. This is no small decision. Ed Lovely, VP of IBM transformation tells The Wall Street Journal that “Togetherness breeds production.” Lovely goes on to state “We found that the most productive time was when people sit together.” And, IBM isn’t alone. Reddit, Aetna, Bank of America and Best Buy are among the giants calling for colocated teams. Vishal Sikka, CEO of Infosys, one of the biggest Indian outsourcing firms backs up this claim when he tells The New York Times “The nature of work is changing. It is very local. And you often need whole teams locally,”
That you don't know what you don't know. You will be wrong. Scope will change. Never ever ever ever fix scope. Have a rough sense of the most important features, and meet weekly to assess priorities. Have one person own the role of 'Product Owner'. This person is accountable for prioritizing, breaking ties, and defining the definition of done for a feature.
It depends. Testing is a key Agile process. Yet, testing is valuable based on the life cycle phase of a project. If you are spiking an idea to see if it's worth building, and you are going to throw away that initial code, no need to test every little last thing. If you are building a foundation of code upon which years of additional code will rely, then testing is critical. Think of testing as a safety net. If I jump off of 1 step, I don't need a net. If I jump off of the Empire State Building, I'm going to want a strong net. The bigger the risk of the fall, the more important the tests.
Ask them to define success, and show them continuous progress towards what they asked for.
Customers are important. Yet, as Ford said, "If we asked customers what they wanted, they would have asked for a faster horse" Customer input is critical. It also needs to be balanced with the vision. You don't want to overreact to any single customer, yet without a group of customers that need your product, you have no viable product.
Orignally posted on HuffPost
Debbie has over 20 years of experience in NYC tech. She is passionate about helping businesses improve through software. As CEO, Debbie has unparalleled leadership experience in the technology space - she built 4 companies from the ground up prior to co-founding Stride.
With a reputation as a passionate woman executive in technology, Debbie is a sought after writer and speaker. She has appeared in popular media outlets such as Harvard Business Review, Huffington Post, Forbes and The Wall Street Journal.
I love the book The Mythical Man-Month by Fred Brooks. It explains that adding more people to a late software project...
Posted February 12, 2016