Agile has never been anything more than a set of guiding principles. That is both a blessing and a curse. Teams that are trying out something new have very little guidance on where to go without an experienced person to give guidance. Others that have been ‘doing agile’ for some time see deviating from the popular frameworks and practices (TDD, BDD, KanBan, Scrum, automate all the things) as being less agile.
If you missed part 1, where I introduced Andy and the GROWS method, you can find that here.
As an employee, I never had enough time to do everything. When you think about it, that sort of made sense; management wanted to wring every drop of value out of me. If I was working on four things at the same time and could meet my deadlines, why not assign Matt a fifth?
That was a long time ago, back when projects worked in big batches, and you would “juggle” projects, with one that needed serious attention to code while another needed less in test and a third even less in requirements. I understood the thinking, and figured once I started my own business, then things would be different.
Then I started running my own business, and things got worse.
Let’s talk about why that is, and what to do about it.
Agile started out as rebellion. A group of people who were tired of the routine, structure, and lack of flexibility in software development got together in Snowbird and decided to do something different. Some might say that agile is now that routine, structured, ‘do this, not that’ software methodology that some were rebelling against in the 90s. Andy Hunt is one of those people, and he is doing something about it with a new method he is calling GROWS.
Andy was kind enough to talk with me about GROWS, his experience with agile, and what differentiates his new method from everything else.
Let’s get started.
Princeton University led by Andrew Appel just received a 10 million dollar grant from the National Science Foundation to explore tools and processes to completely eliminate the software bug. The basic idea is that all bugs originate from differences between the software specification, and how the code is written. The researchers hope to do all this through a tool called DeepSpec.
The premise of this research is a scam, anyone with a few years of experience in software could tell you that. That is a pretty hard statement, let me explain.
– Every career advice answer to a forum question on the internet, ever
Okay, maybe not ever, but this is the standard advice to any problem at work. On the surface, it certainly seems reasonable. Perhaps a bit obvious, the core of this message is: You’re gonna have to do something.
Here at Uncharted Waters, we take a second look at conventional wisdom, putting it to the dark room test. That is, if instead of listening to that one-hour presentation (or reading that ten-page forum post) if we just sat in a dark room to think, could we come up with answers as good or better? Sometimes the answer is ‘no.’
Sometimes it’s yes.
Today I’d like to take a look at one piece of the conventional advice answer: FU Money, how the pursuit of it could actually be holding you back, and something better. Continued »
I love holiday travel. The airports are overcrowded, planes are running late, and families are trying to round everyone up to the right place at the right time so they can get back home. It is basically the perfect environment for noticing something out of the ordinary. I’m a (mostly) loyal SouthWest customer. They have good customer service, and reasonable rates. On my flight last week, I also happened to notice that they take kaizen seriously.
Kaizen is a word we took from the Japanese invention of Lean process after World War 2. There are different interpretations, and methods that may or may not be mandatory depending on who you talk to, but the most important part is experimentation and discovering what can be done better.
Lets take a look at an example of how SouthWest changes things and aims for efficiency.
It’s performance review season.
The temperature outside has been steadily dropping for a month now. Unless you’re in California or Florida, you probably have to let the car run for a minute to melt off ice on the windshield. Instead of having a few more hours of sunlight each day at the end of work, it’s pitch black and may as well be midnight.
You know that that means, and it isn’t a signal for Santa’s arrival.
Everyone hates them. For managers it is a month long time suck of paperwork, dividing up a shrinking budget, and reviewing work that may have happened 9 or 10 months ago. For employees, it’s a time to strategically talk about the work you did. You want to give an honest review, but not so much that you kill your chances of getting more money for the next year.
How do you turn the yearly performance review into something that works for, instead of against you.
There has been a lot of research lately on the effects of sitting all day on a persons health and fitness. We really don’t need research to see this. Most people that spend most of their time in front of a computer slowly feel what is happening to their waist line and more importantly, their long term health. We get out of breath going up a couple flights of stairs, picking up the kids gets a little harder and more tiring, household chores leave us sore.
I don’t have any suggestions for Christmas gifts this year, Matt can help you in that department. But, I do have some fitness suggestions to keep you healthy and happy for years to come.
“Startups” are the new cool place to be.
But what are they?
For today, let’s define a startup as a company with potential for massive profits but an unproven business model. (Our senior contributor, Matt Heusser, likes to point out the definition of a proven business model, that you can drop a dollar in advertising in and a dollar fifty comes back. If the investment of the next five million dollars has risk involved … you’re probably a startup.)
Today I’d like to take a look at the forces around startups, using the example of mobile application sold in the play store, through the lens of Michael Porter’s Five Forces competitive model.
Imagine working at a small software start up. There are maybe 10 people at this point and everyone feels like they are a part of something; owners of a living, breathing thing. Your little company is doing well. The team is building good software and the market is responding with “yes, more!” by throwing money your way.
Now, it’s time to grow the company and scale up your efforts. You need more developers, more sales people, and more software to sell.
How do you keep the magic? How do you take a small set if ideas that work well, and grow them to work in a company that has not 10s, but hundreds or thousands of employees?
This is the question that the book Scaling Excellence: Getting To More Without Settling For Less tries to address.
Let’s take a deeper look and see if the scaling problem can be solved so easily.