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The Software Process and Measurement Cast 435 features our interview with Allan Kelly.  Our discussion touched on the concepts behind #NoProjects.  Allan describes how the concept of a project leads to a number of unintended consequences.  Those consequences aren’t pretty.

Allan makes digital development teams more effective and improves delivery with continuous agile approaches to reduce delay and risk while increasing value delivered. He helps teams and smaller companies – including start-ups and scale-ups – with advice, coaching and training. Managers, product, and technical staff are all involved in his improvements. He is the originator of Retrospective Dialogue Sheets and Value Poker, the author of four books, including “Xanpan – team-centric Agile Software Development” and “Business Patterns for Software Developers”. On Twitter he is @allankellynet.

Re-Read Saturday News

This week we tackle Chapter 8 of Carol Dweck’s Mindset: The New Psychology of Success (buy your copy and read along).  Chapter 8, titled “Changing Mindsets.” The whole concept of mindsets would be an interesting footnote if we did not believe they could change. Chapter 8 drives home the point that has been made multiple times in the book, that mindsets are malleable with self-awareness and a lot of effort. The question of whether all people want to be that self-aware will be addressed next week as we wrap up our re-read.

We are quickly closing in on the end of our re-read of Mindset.  I anticipate one more week.   The next book in the series will be Holacracy (Buy a copy today). After my recent interview with Jeff Dalton on Software Process and Measurement Cast 433, I realized that I had only read extracts from Holacracy by Brian J. Robertson, therefore we will read (first time for me) the whole book together.

Every week we discuss a chapter then consider the implications of what we have “read” from the point of view of both pursuing an organizational transformation and also using the material when coaching teams.  

Remember to buy a copy of Carol Dweck’s Mindset and start the re-read from the beginning!

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


The next Software Process and Measurement Cast will feature our essay on incremental change approaches.  We will also have columns from Jeremy Berriault. Jeremy blogs at  and Jon M Quigley who brings his column, the Alpha and Omega of Product Development, to the Cast. One of the places you can find Jon is at Value Transformation LLC.


Picture of the book cover


This week we are back to our read of Commitment – Novel about Managing Project Risk by Olav Maassen, Chris Matts and Chris Geary (2nd edition, 2016) .  Chapter 4 introduces more agile techniques, including work visualization, staff liquidity and a focus on outcomes. (more…)

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The Software Process and Measurement Cast 388 features our interview with Dr. Mark Bojeun. Dr. Bojeun returns to the podcast to discuss how a PMO can be a strategic tool for an organization.  If a PMO is merely a control point or an administrative function, their value and longevity are at risk.  Mark suggests that there is a better way.

Mark has last visited the Software Process and Measurement Cast on SPaMCAST 280.  We discussed his book, Program Management Leadership: Creating Successful Team Dynamics (Kindle version).



How to Measure Anything, Finding the Value of “Intangibles in Business” Third Edition

Chapter 12 of How to Measure Anything, Finding the Value of “Intangibles in Business” Third Edition is the second chapter in the final section of the book.  Hubbard titled Chapter 12 The Ultimate Measurement Instrument: Human Judges.  The majority of HTMA has focused on different statistical tools and techniques.  This chapter examines the human as a measurement tool.  Here is a summary of the chapter in a few bullet points:

  • Expert judgement is often impacted by cognitive biases.
  • Improve unaided expert judgment by using simple (sic) statistical techniques.
  • Above all else, don’t use a method that adds more error to the initial estimate.


His portfolio doesn't look so healthy.

His portfolio doesn’t look so healthy.

As we have noted in past entries, effective measurement is a balance. The five Agile Portfolio Metrics Categories as whole represent a pallet from which an organization can craft a balanced set of Agile metrics. The goal of any measure is to reduce the uncertainty the organization is facing.  Value and portfolio health metrics shift the discussion from the high-level management of the distribution of work (who is doing what for whom) to the value of work (value metrics) and how the activities across a portfolio of work are perceived (portfolio health metrics). Each category is targeted on its own set of specific questions, but each category can and often does influence another category. We break down the second two categories below. (more…)


Portfolio metrics provide direction

Agile portfolio metrics are integral to prioritization and validating the flow of work. The term portfolio has many uses in a software development organizations, ranging from product portfolios to application portfolios.  I have even seen scenarios where organizations put all their development, enhancement and maintenance efforts into a single bucket for prioritization and queuing until there was the capacity to work on them.  We will use an inclusive definition of the portfolio to include, at a high level, all the software development and enhancement work in an organization. Products, lines or business, and even applications are often used to define portfolios.  I break Agile portfolio metrics into five high-level categories. (more…)

 How to Measure Anything, Finding the Value of “Intangibles in Business” Third Edition

How to Measure Anything, Finding the Value of “Intangibles in Business” Third Edition

Chapter 7 of How to Measure Anything, Finding the Value of “Intangibles in Business” Third Edition, is titled: Quantifying The Value of Information. Chapter 7 continues to build on the concepts of quantification and estimation presented in previous chapters. Chapter 7 and the idea that we can quantify the value of information is the centerpiece to Hubbard’s premise that we measure because measurement has value. Chapter 7 defines how to quantify the value of information.