The Archives
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11.24.09A Basic Thought on Team Commitment & ResponsibilityReading this post from Matt Wynne today (via Twitter), the thing that I found most inspiring was this sentence: "As a coach, I like to introduce new practices only when I can offer them as a solution to a problem that the team has identified for themselves." As I commented in the post, I believe this is a key point to having a committed team that is ready to do whatever it takes to improve things. Not only does the team have a strong feeling of being responsible (they are!) for the way things are done in the team (i.e. if we ...
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07.15.09How do you handle UX Development in your projects?If you work in a matrix organization, it may well be that you have a small pool of designers doing all UX work. They usually have work coming out of their ears and are put under heavy pressure to feed development teams with HTML (or other) templates. Since UX is actually a core element of a product, how does it all fit with your definition of done? Do you usually wait to have all UX items delivered before starting the project? Is the designer also delivering incrementally? Either way, how does the development team cope with this? In short, how do you ...
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07.07.09PMBOK vs. ScrumAs I mentioned a couple of weeks ago, I wanted to spend some time writing down the commonalities and differences between the Project Management Body of Knowledge (PMBOK) and Scrum. This post is an attempt to outline some high-level points that characterizes the 2. PMBOK = set of guidelines | Scrum = values + tools First and foremost, the main misconception from those who don't know about PMBOK, is that it is a methodology that should be strictly followed and involving never-ending documentation. It's not. PMBOK is a set of guidelines, that have been identified as being critical for successful projects delivery. ...
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07.06.09Can Scrum survive (in) the Enterprise?That's the question I'm asking myself these days... Apart from a different scale, is it much different than to adopt Scrum in a small sized company? I tend to think the same organizational and systemic dynamics come into play: company culture, senior management support, communication channels, work environment etc. Is it the scale of everything and how deep the company culture is rooted that might make things a lot tougher? What do you think? Can Scrum survive in the world of fixed scope and date, top-down management, lengthy weekly email reports with hundreds of recipients in CC, big bang releases with multi-million € ...
