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14 Articles match "Products","Project Manager"
| Related DevelopMentor Courses | MORE | | Heresy: My warped, crazy, wrong version of Agile Here is where I feel I differ from the Agile mainstream, or perhaps, just Scrum: I don’t it is wrong to carry work from one sprint/iteration to the next I don’t believe in Scrum Masters; where Scrum Masters exists I think they are a kind-of Project Manager; and I believe Scrum Master Certification is a con (but I would, wouldn’t I?) I increasingly feel that the way I interpret Agile, the practices and the processes, if different to the rest of the world. Yet clients of mine report some success (I even have a couple of case studies ). And I believe it is wrong to pretend you can. Allan Kelly's Blog - Thursday, February 9, 2012 10 Things to make you Agile adoption successfull What I find interesting about this quote is that it aligns with many other change management studies. Given that I had the Managing Director, the Director of Technology and most of the technology team in the room it was an excellent opportunity to set the change agenda. But that only means that have been badly collected, managed and used, it doesn’t mean they aren’t useful. The longer you spend talking about doing it, and not actually doing it, the more it anticipation will build up, the more more it will look like jus another management fad. Allan Kelly's Blog - Monday, May 14, 2012 Conway's Law v. Software Architecture They may made by planners - project managers - who have little knowledge of the technologies or by people who will not actually be involved in the development effort, e.g. enterprise architects. These suggestions echo Conway's own conclusion at the end of his paper: "Ways must be found to reward design managers for keeping their organizations lean and flexible. There is need for a philosophy of system design management which is not based on the assumption that adding manpower simply adds to productivity." is available from Conway’s own website. Allan Kelly's Blog - Wednesday, March 13, 2013 |
53 Articles match "Products","Project Manager"
| The Latest from DevelopMentor | MORE | | Agile Clinic: Dear Allan, we have a little problem with Agile. feel like we should be tracking project completion, instead, i.e. we have xyz to do, and we have only done x&y. Could it be that the Product Owners are not sufficiently flexible in what they are asking for and are therefore setting the team up to fail each sprint? We’re back to the Project Managers old friend “The Iron Triangle.” Inevitably (with critical bugs and change requests that the management deem necessary to complete in this sprint (often)) the work increases during the sprint, too.” Really you need to fix the project. And yo have Jira? Yikes! Allan Kelly's Blog - Sunday, April 28, 2013 Conway's Law v. Software Architecture They may made by planners - project managers - who have little knowledge of the technologies or by people who will not actually be involved in the development effort, e.g. enterprise architects. These suggestions echo Conway's own conclusion at the end of his paper: "Ways must be found to reward design managers for keeping their organizations lean and flexible. There is need for a philosophy of system design management which is not based on the assumption that adding manpower simply adds to productivity." is available from Conway’s own website. Allan Kelly's Blog - Wednesday, March 13, 2013 Unspoken Cultural differences in Agile & Scrum In particular I believe the canonical version of Scrum, which I often refer to as Hard Core Scrum or Scrum™ is rooted in 1990’s American software management culture. Now lets talk about the big one: Self-Organizing teams and evil managers. Self-organization goes hand-in-hand with an attack on Managers, and in particular Project Managers. Hard-core Scrum really has it in for Project Managers but then replaces them with Scrum Masters which most companies think is just the same job with a different name. Take stand-up meetings for example. hated it. Allan Kelly's Blog - Wednesday, October 31, 2012 | -
| The Best from DevelopMentor | MORE | - When did Scrum start loving project managers?
One of the things I’ve always found paradoxical about Scrum (specifically Scrum TM ) is its position on management. On the one hand, Scrum is very management friendly - see my Scrum has Three Advantages over XP post. Basically Scrum has done a very good job of marketing itself to managers. Hidden inside the tasty Scrum case is a sometimes evangelical dislike of managers, and in particular project managers. Note there is no role of project manager in Scrum. the answer was “If you have a project manager in Scrum you aren’t doing Scrum.” Allan Kelly's Blog - Wednesday, June 22, 2011 - Product Management an open secret, a differenciator
At the Skills Matter Agile Lean Kanban exchange the other week someone - sorry I missed you name - told me about a report from the BBC on Product Management. It turns out the report is from a branch of the BBC I didn’t know about, “BBC Academy” and it entitled “The State of Product Management 2010.” Its well worth reading if you have an interest in Product Management or the UK software development scene. Although I’ve not blogged about it for a while Product Management is one of my passions. They assume that the Project Manager knows. Allan Kelly's Blog - Tuesday, December 14, 2010 - Managing requirements in Agile development
I make no apologies for blogging again about Product Management because it is important and because, on the whole. So Product Management is a long run play. That is one of two reasons why Agile methods tend to underplay requirements and “Product Ownership” - because you get a lot of benefits by ignoring them to start with. Project Managers often try and fill the void but their training and inclination is very different. In the UK confusion between Project and Product management is rampant. Allan Kelly's Blog - Sunday, November 2, 2008 - Xanpan
It contains a fair chunk of what I would call “product management ideas”. If using User Stories then do not use more than three levels of division For task management Xanpan builds on Blue-White-Red , which is itself a XP/Scrum fusion. Keep regular retrospectives, part of your rhythm Scrum Master: teams will have a Manager or Project Managers, or may be lead by an non-commissioned manager, e.g. Team Leader, Technical Lead, or similar Anti-manager ethos: Management is part of the solution, not the problem. Therefore. Allan Kelly's Blog - Thursday, July 21, 2011 - Heresy: My warped, crazy, wrong version of Agile
Here is where I feel I differ from the Agile mainstream, or perhaps, just Scrum: I don’t it is wrong to carry work from one sprint/iteration to the next I don’t believe in Scrum Masters; where Scrum Masters exists I think they are a kind-of Project Manager; and I believe Scrum Master Certification is a con (but I would, wouldn’t I?) I increasingly feel that the way I interpret Agile, the practices and the processes, if different to the rest of the world. Yet clients of mine report some success (I even have a couple of case studies ). And I believe it is wrong to pretend you can. Allan Kelly's Blog - Thursday, February 9, 2012 - Burn-down charts: The Good, Bad, advice and alternatives
Burn-down charts were popularised by Scrum where there are, strictly speaking, two types of burn-down chart: the product burn-down chart and the sprint burn-down chart. My bigger issue lies with the Product Backlog burn-down chart. However, once the estimate gets out there, once it becomes known the team estimates the project at 100 points of work people start ask questions when the number changes. When the thing under development is a Product or a Programme development work may continue for a long time, perhaps ever. Then project forward best and worst case. Allan Kelly's Blog - Sunday, March 29, 2009 - 10 Things to make you Agile adoption successfull
What I find interesting about this quote is that it aligns with many other change management studies. Given that I had the Managing Director, the Director of Technology and most of the technology team in the room it was an excellent opportunity to set the change agenda. But that only means that have been badly collected, managed and used, it doesn’t mean they aren’t useful. The longer you spend talking about doing it, and not actually doing it, the more it anticipation will build up, the more more it will look like jus another management fad. Allan Kelly's Blog - Monday, May 14, 2012 %>
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