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SPaMCAST 485 features essay titled “A Simple Checklist for Choosing a Mentor.” Everyone needs a mentor, but they are hard to find, and even when you find someone willing they might not be the right person!  Enter: a checklist!

Blog entries (in case you would rather read the entries) in our recent coaching/mentor theme include:

In the second spot this week, Jeremy Berriault will bring his QA Corner to the cast. We will discuss trusting your team. Trust is a huge deal, and unless it goes both ways it is not really trust.  FYI – Jeremy has recently moved the QA Corner to https://qacorner.blog/

Rounding out the cast, Kim Pries, the Software Sensei will return with the second part of his essay titled “Muddling Through.” The essay is based on the article, “The Science of “Muddling Through” by Charles E. Lindblom.  The article was originally published in 1959, but it still has an important message that resonates now.  Part One was originally published in SPaMCAST 477 http://bit.ly/2IiGoCw

Re-Read Saturday News

Before we wrap up our re-read of Daniel S. Vacanti’s Actionable Agile Metrics for Predictability: An Introduction (buy a copy today) remember that we will begin our re-read of Turn the Ship Around by L. David Marquet next week!  Buy your copy and listen to the interview I did with Mr. Marquet (SPaMCAST 202). If you want to get ahead, the book after that will be The Checklist Manifesto by Atul Gawande (I recently bought a copy and want to share what I have gotten out of it). Now on with the main attraction! (more…)

Preparation is key to reaching your goals.

Successful and efficient planning of any sort represents the confluence of preparing the work to be planned and proper logistics. Earlier in this series on planning, we reviewed the basic logistics needed for a planning event and defined a simple checklist.  While both are important, preparing the work to be planned requires more effort.  Preparing the work for planning requires knowing the capacity of the team and grooming the work items (stories, requirements, support tickets and/or defects). (more…)

The Five Dysfunctions of a Team Cover

The “Book” during unboxing!

Five Dysfunctions of a Team, Patrick Lencioni:  Re-Read Week 6

Today we continue our re-read of the business novel The Five Dysfunctions of a Team  by Patrick Lencioni (Jossey-Bass, Copyright 2002, 33rd printing). If you do not have a copy of the book, please buy a copy from the link above and read along.

This week, we get are exposed to Lencioni’s whole model of team dysfunctions. Lencioni continues to illustrate the model through a series of problems and crises that make the DecisionTech team into a dysfunctional collection of individuals.

Deep tissue (more…)

risk-curve

Risk tolerance can be visualized as a curve. Above the curve represents a combination of high probability and a potential negative impact that will prevent the team from accepting the risk. Below the curve, the risk is deemed acceptable.  Outside of a few psychologically damaged individuals, everyone has a risk curve (whether they know it or not). On a team, everyone’s natural risk tolerance differs.  Complicating the discussion is that risk tolerance changes depending on context the person or team faces.  For example, at one point in my life riding my bike down a hill at top speed to see if I could slalom stop at the bottom was an acceptable risk.  I have the scars to prove I was that silly. Thinking back, I am not sure why I am alive today.  My risk tolerance is different now. While reminiscing about my unsafe days as a seven-year-old is fun, what is more important is to recognize that the same lesson can be applied to teams and in organizations. This leads us to the conclusion that we must talk about risk tolerance.   (more…)

The Five Dysfunctions of a Team Cover

The “Book” during unboxing!

Today we begin the read of  The Five Dysfunctions of a Team by Patrick Lencioni (Jossey-Bass, Copyright 2002, 33rd printing) as part of our Re-Read Saturday feature. This book uses a business novel approach to make his points. As I noted as we completed the re-read of XP Explained, Steve Adams suggested this book. This is a first read for me.  Please buy a copy and read along.  When we are done I will invite anyone that has contributed to the discussion to appear on the Software Process and Measurement Cast for a wrap-up discussion.

The book includes an introduction, two major sections, and 4 additional chapters. The two sections are titled:

  1.    The Fable.  The fable has five parts noted in the table of contents; however, it is made up of a large number of subsections.
  2.    The Model with three parts.

I suspect that we will read the book over 12 -13 weeks, each week representing a review of roughly 20 – 30 pages (depending on breaks in the book and the need to discuss the Lencioni’s ideas). Now without further ado… (more…)

Team Dynamics

Team Dynamics

Teams are a common theme in the discussion of how Agile delivers value.  Teams are a collection of individuals that bring a range of capabilities.  Some people are specialists, others generalists and a very few are  renaissance people that are great at a wide range of activities.  Understanding the depth and breadth of capabilities in team members provides the team with the flexibility to dynamically allocate capabilities based on the technical context and business need (staff liquidity).  This is an incredibly powerful theory that only works if the team dynamics are conducive.  Team dynamics are an expression of how the team interacts with each other and those outside the team. When assessing the dynamics of a team there are many factors that are important; however, a few are more critical than others. (more…)

Looking at the map to starting an Agile effort?

Looking at the map to starting an Agile effort?

What is needed to start an Agile project?  There are a number of requirements for beginning an Agile effort.  Those requirements typically include a big picture understanding of the business need, a budget, resources, and a team.   Somewhere in that mess, someone needs to understand if there are any unchangeable constraints. A high-level view of the five categories of requirements for starting an Agile effort are:  (more…)