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3 Articles match "Books","Rational"
| Related DevelopMentor Courses | MORE | | Agile: Where's the evidence? It is rarely a question aimed at a rational decision. For their book Organizational Patterns of Agile Software Development Coplien and Harrison spent over 10 years assessing teams. A few weeks ago I was presenting at the BCS SIGIST conference - another outing for my popular Objective Agility presentation. Someone in the audience asked: “Where is the evidence that Agile works?” My response was in two parts. Second I said: lets turn the question around, Where is the evidence for Waterfall? as far as I know there is none, although there are plenty of cases of failed projects. Scrum? Allan Kelly's Blog - Friday, March 30, 2012 10 Things to make you Agile adoption successfull And I fluffed it, despite having written a book on the subject I didn’t have a quick answer to hand. You can read the books, you can experiment, you can go on courses. Reading books works for some people but most books go unread, or the words go in one eye and out the other. Introducing Agile top-down alone is, in my opinion, as quite likely to kill it - employees are, rationally, skeptical of top-down management change. What I find interesting about this quote is that it aligns with many other change management studies. Forbid the words “change management.” Allan Kelly's Blog - Monday, May 14, 2012 Requirements whose job are they anyway? The talk title is a reference to the John Le Carre book “Tinker Tailor Solider Spy!” , its probably too clever by half and I should just have entitled it “Requirements: Whose job are they anyway?” On the other hand there are three reasons why I’m concerned about this trend: The “need side” is a fussy, messy, ambiguous area and I sometimes wonder if the rational engineering mindset is right tool here. 'Later this week I’m giving a talk at Skills Matter entitled: “Business Analyst, Product Manager, Product Owner, Spy!” Undoubtedly some do but I’m far from convinced they all do. Allan Kelly's Blog - Monday, April 15, 2013 |
8 Articles match "Books","Rational"
| The Latest from DevelopMentor | MORE | | Requirements whose job are they anyway? The talk title is a reference to the John Le Carre book “Tinker Tailor Solider Spy!” , its probably too clever by half and I should just have entitled it “Requirements: Whose job are they anyway?” On the other hand there are three reasons why I’m concerned about this trend: The “need side” is a fussy, messy, ambiguous area and I sometimes wonder if the rational engineering mindset is right tool here. 'Later this week I’m giving a talk at Skills Matter entitled: “Business Analyst, Product Manager, Product Owner, Spy!” Undoubtedly some do but I’m far from convinced they all do. Allan Kelly's Blog - Monday, April 15, 2013 10 Things to make you Agile adoption successfull And I fluffed it, despite having written a book on the subject I didn’t have a quick answer to hand. You can read the books, you can experiment, you can go on courses. Reading books works for some people but most books go unread, or the words go in one eye and out the other. Introducing Agile top-down alone is, in my opinion, as quite likely to kill it - employees are, rationally, skeptical of top-down management change. What I find interesting about this quote is that it aligns with many other change management studies. Forbid the words “change management.” Allan Kelly's Blog - Monday, May 14, 2012 Agile: Where's the evidence? It is rarely a question aimed at a rational decision. For their book Organizational Patterns of Agile Software Development Coplien and Harrison spent over 10 years assessing teams. A few weeks ago I was presenting at the BCS SIGIST conference - another outing for my popular Objective Agility presentation. Someone in the audience asked: “Where is the evidence that Agile works?” My response was in two parts. Second I said: lets turn the question around, Where is the evidence for Waterfall? as far as I know there is none, although there are plenty of cases of failed projects. Scrum? Allan Kelly's Blog - Friday, March 30, 2012 | -
| The Best from DevelopMentor | MORE | - Agile: Where's the evidence?
It is rarely a question aimed at a rational decision. For their book Organizational Patterns of Agile Software Development Coplien and Harrison spent over 10 years assessing teams. A few weeks ago I was presenting at the BCS SIGIST conference - another outing for my popular Objective Agility presentation. Someone in the audience asked: “Where is the evidence that Agile works?” My response was in two parts. Second I said: lets turn the question around, Where is the evidence for Waterfall? as far as I know there is none, although there are plenty of cases of failed projects. Scrum? Allan Kelly's Blog - Friday, March 30, 2012 - 10 Things to make you Agile adoption successfull
And I fluffed it, despite having written a book on the subject I didn’t have a quick answer to hand. You can read the books, you can experiment, you can go on courses. Reading books works for some people but most books go unread, or the words go in one eye and out the other. Introducing Agile top-down alone is, in my opinion, as quite likely to kill it - employees are, rationally, skeptical of top-down management change. What I find interesting about this quote is that it aligns with many other change management studies. Forbid the words “change management.” Allan Kelly's Blog - Monday, May 14, 2012 - Requirements whose job are they anyway?
The talk title is a reference to the John Le Carre book “Tinker Tailor Solider Spy!” , its probably too clever by half and I should just have entitled it “Requirements: Whose job are they anyway?” On the other hand there are three reasons why I’m concerned about this trend: The “need side” is a fussy, messy, ambiguous area and I sometimes wonder if the rational engineering mindset is right tool here. 'Later this week I’m giving a talk at Skills Matter entitled: “Business Analyst, Product Manager, Product Owner, Spy!” Undoubtedly some do but I’m far from convinced they all do. Allan Kelly's Blog - Monday, April 15, 2013 - On Being Wrong
It reminded me of a book I wanted to read, but I never got past the book review. Smart people are better at rationalizing and defending their opinions no matter how inane. The blog The Wrong Stuff has some excellent interviews about how people deal with errors or mistakes. Basically, most experts are no better at predicting the future than a drunken monkey. This quote reminds me of why I hate talking to smart people: “Most people tend to dismiss new information that doesn’t fit with what they already believe. That doesn’t mean they aren’t useful. Handwaving - Wednesday, August 4, 2010 - The final sustainable edge
At the risk of boring my readers with a third entry on the subject of this book I think it deserves a wrap up - and a slight correction to some of my initial comments. The books central argument is that sustainable competitive advantage (to use a loaded term) is only achievable by companies that can adapt and change to take advantage of changing markets and environment. When I started reading the book I thought one of the pillars of this was going to be the development of your employees. I often find this is the case with books published by Harvard Business School Press. Allan Kelly's Blog - Sunday, September 4, 2005 - LinkedIn: good thing? Bad thing?
In part, despite my rational above I still imagine it could put me in contact with someone useful. It is supposed to be an online address book but allowing you to update people’s contacts books automatically when you change address. I’ve got an account on LinkedIn , and I’ve got a whole bunch of connections. If you don’t know LinkedIn it is a social network site with a work focus - believe the hype and you’ll find your next job through it. Once you’ve signed up you can add your “connections” and see who links to who, kind of. Why do I keep adding contacts? Allan Kelly's Blog - Friday, July 14, 2006 - Rational decisions?
The book is organized a series of essays, summaries and reprints - the "bites" of the title. What he says is: manager have a hard time making rational decisions. They may think they are making rational decisions but they probably aren't. So making a rational decision is hard, very hard. The same effect works on them too so they won't act rationally, and how do you predict what an irrational person or business will do? My question is: if making a rational decision is so hard what can we do about it? This is because. Again I don't have the answer. Allan Kelly's Blog - Sunday, December 10, 2006 %>
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