Vulnerability theory to build Agile teams

According to Brene Brown, Vulnerability is the birth place of Creativity, Innovation and Change. The rest of this blog is my own view on the implementation of Vulnerability in Agile teams.

Creativity is the ability of the team to create customer valued products.

Innovation is the ability of the team and product manager to come up with features which address the real pains of the customer and provide him gains which he hasn’t thought about. Continue reading

Solving our own problems by watching movies

The more I watch movies or read stories, the more I get impressed by the author’s perspectives and rich imagination. Such stories make me wonder about how strange life is. When I face my own life events, I can’t apply what I have learned from those stories. They can enrich my experience but I should find my own way out. Continue reading

Managing Large Lean Software Projects

This post based on my reading of Henrik Kniberg’s book Lean from the Trenches. I am not going to write a detailed review on the book but rather I provide my own interpretations.

Maturity in using the tool

Either Scrum, Kanban or XP we should avoid getting obsessed by any one. Instead use them according to the situation. They can be helpful in providing guidelines but they can be tweaked wisely to the environment. Our approach for managing development or project should be composite rather biased to specific method or technique. Continue reading

Resisting Visualization

Once you visualize the work, you can improve it! I have heard this in many occasions and from prominent experts. When you visualize the work,  you actually arrive at shared visible understanding which allow actions to be logical consequence. Actions are stemmed from understanding the principles of flow, bottlenecks and the five focusing principles.

Resistance means the effect of change has started. It resembles our body resistance to the medicines which indicates our bodies are actual responding. Continue reading

A Concordia waterfall project

For large projects, the size can be 50+ people working for 1.5 to 3 years, which is more than 100,000  man-hours/year. If the project is about to sink, new skills will be required which are not available in the project team.

It can be surprising how such entity which can have wealth of skills and resources are not capable to save the project. In fact the ship captain and crews will step aside (either voluntarily or forced)  and leave the helm for rescue consultants till the ship becomes ready for normal operation. Continue reading

Process Cycle Efficiency (PCE)

Five years ago I prepared report for a Lean transformation for a certain client department. The PCE was less than 1%! PCE is defined as the ratio between the time we actually spent working on a feature to the Lead Time. PCE is an average metric.

The purpose of this blog is to explore if there were only one metric to choose, should it be the PCE and why. Continue reading

Inadequacy of project Percentage of Completion (PoC)

PoC is a widely used metric in traditional organizations to monitor their projects. Normally such projects can have 40+ people with multiple vendors involved. The project is structured into teams some implement Agile others are not. Sometimes the program management wants to become Agile but they are not sure how to structure their team for meeting compliance and regulation expectations, as well as inherited organization’s practices. Continue reading