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The Software Process and Measurement Cast 439 features Alex Yakyma.  Our discussion focused on the industry’s broken mindset that prevents it from being Lean and Agile.  A powerful and a possibly controversial interview.

Alex’s Bio

Alex Yakyma brings unique, extensive, and field-based experience to the topic of implementing Lean and Agile at scale. Throughout his career, he has served as an engineering and program manager in multi-cultural, highly-distributed environments. As a methodologist, trainer and consultant, he has led numerous rollouts of Lean and Agile at scale, involving teams in North America, Europe and Asia, and has trained over a thousand coaches and change agents whose key role is to help their organizations achieve higher productivity and quality through the adoption of scalable, agile methods.

Alex is a founder of Org Mindset (http://orgmindset.com), a company whose mission is to help enterprises grow Lean-Agile mentality and build organizational habits in support of exploration and fast delivery of customer value.

Re-Read Saturday News

Chapter 2 of Holacracy tackles why the consolidation of authority is harmful to the ability to nimble, agile (small a), and productive organizations and secondly, why the distribution of authority supports an organization’s ability to scale.  The argument in Chapter 2 is a central tenant of Holacracy.

Visit the Software Process and Measurement Cast blog to participate in this and previous re-reads.

A Call To Action

I need your help. I have observed that most podcasts and speakers at conferences over-represent people from Europe and North America.  I would like to work on changing that exposure. I would like to develop a feature featuring alternate software development voices beginning with Africa and Southeast Asia. If this feature works we will extend it to other areas.   If you can introduce me to practitioners that would be willing to share their observations (short interviews) I would be appreciative!

Next SPaMCAST

The next Software Process and Measurement Cast will be a big show!  SPaMCAST 440 will feature our essay on two storytelling techniques premortems and business obituaries.  We will also have columns from Jeremy Berriault, Jon Quigley, and Steve Tendon.

Shameless Ad for my book!

Mastering Software Project Management: Best Practices, Tools and Techniques co-authored by Murali Chematuri and myself and published by J. Ross Publishing. We have received unsolicited reviews like the following: “This book will prove that software projects should not be a tedious process, for you or your team.” Support SPaMCAST by buying the book here. Available in English and Chinese.

 

This week, we tackle chapter 2 of Holacracy: The New Management System for a Rapidly Changing World by Brian J. Robertson published by Henry Holt and Company in 2015. Chapter 2 tackles why the consolidation of authority is harmful to the ability to nimble, agile (small a), and productive and secondly, why the distribution of authority supports an organization’s ability to scale.  The argument in Chapter 2 is a central tenant of Holacracy.

 

Chapter 2: Distributing Authority (more…)

Not Exactly A Capability Team But Close!

One of the holy grails of Agile in software development and other business scenarios is how to organize so that stable teams are efficient, effective and safe. The great preponderance of organizations use some variant of an organizational model that groups people by specialty and then allocate them to project teams.  This creates a matrix in which any practitioner will be part of two or more teams, which, in turn, means they have two or more managers and serve two or more masters.  People, like desks, chairs, and laptops, flow to the area of need, disband, and then return to a waiting pool until needed again.  One of the basic assumptions is that within some limits people are fungible and can be exchanged with relative impunity.  This approach has problems.  Ariana Racz, Senior Quality Assurance Analyst, provided a great summary of what is wrong with the idea that people are fungible in her response to Get Rid of Dynamic Teams: The Teams.  Ariana stated, “A resource on paper is not a resource in application.” In most circumstances, dynamic/matrixed teams reduce the productivity of knowledge workers. (more…)

Five Dysfunctions of a Team

Five Dysfunctions of a Team

The use of teams to deliver business value are at the core of most business models.  In matrix organizations teams are generally viewed as mutable, being formed and reformed from specialty labor pools to meet specific contexts. Teams can be customized to address emerging needs or critical problems and then fade away gracefully.  Examples of these kinds of teams include red teams or tiger teams.  This approach is viewed as maximizing organizational flexibility in a crisis.  The crisis generates the energy needed to focus the team on a specific problem.  However, as a general approach, dynamic teams have several problems because of how the organizations are structured and how people interact and become teams. (more…)

Listen Now
Subscribe on iTunes
Check out the podcast on Google Play MusicListen Now

The Software Process and Measurement Cast 438 features our essay on leveraging sizing in testing. Size can be a useful tool for budgeting and planning both at the portfolio level and the team level.

Gene Hughson brings his Form Follows Function Blog to the cast this week to discuss his recent blog entry titled, Organizations as Systems and Innovation. One of the highlights of the conversation is whether emergence is a primary factor driving change in a complex system.

Our third column is from the Software Sensei, Kim Pries.  Kim discusses why blindly accepting canned solutions does not negate the need for active troubleshooting of for problems in software development.

Re-Read Saturday News

This week, we tackle chapter 1 of Holacracy: The New Management System for a Rapidly Changing World by Brian J. Robertson published by Henry Holt and Company in 2015. Chapter 1 is titled, Evolving Organization.  Holacracy is an approach to address shortcomings that have appeared as organizations evolve. Holacracy is not a silver bullet, but rather provides a stable platform for identifying and addressing problems efficiently.

Visit the Software Process and Measurement Cast blog to participate in this and previous re-reads.

Next SPaMCAST

The next Software Process and Measurement Cast will feature our interview with Alex Yakyma.  Our discussion focused on the industry’s broken mindset that prevents it from being Lean and Agile.  A powerful and possibly controversial interview.

Shameless Ad for my book!

Mastering Software Project Management: Best Practices, Tools and Techniques co-authored by Murali Chematuri and myself and published by J. Ross Publishing. We have received unsolicited reviews like the following: “This book will prove that software projects should not be a tedious process, for you or your team.” Support SPaMCAST by buying the book here. Available in English and Chinese.

Book Cover

Holacracy

This week, we tackle chapter 1 of Holacracy: The New Management System for a Rapidly Changing World by Brian J. Robertson published by Henry Holt and Company in 2015. Holacracy is an approach to address the shortcomings that have appeared as organizations evolve. Holacracy is not a silver bullet, but rather provides a stable platform for identifying and addressing problems efficiently.

Part One: Evolution at work: Introducing Holacracy

Chapter 1: Evolving Organization (more…)

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Which size metric makes sense for a testing organization is influenced by how testing is organized, where testing is incorporated into the value delivery chain, and whether the work is being done for a fee. (more…)