-
I’d love to get a beer each time I hear a story about management imposing a change on teams and facing strong resistance. It would be like an almost unlimited source of that decent beverage. Literally every time I’d fancy a beer I’d be like “Hey, does anybody have an agile implementation story to share?” […]
-
You get what you measure. The old truth we keep forgetting about so often. Story Points and Velocity One relevant context to remember this is when we measure progress of project teams. The set that was wildly popularized along with Scrum is story point estimation, most typically with Planning Poker as a method to come […]
-
I’m a strong proponent of participatory leadership model where everyone takes part in leading a team or even an organization. A part of leading is making decisions. After all if all decisions still have to be made, or at least approved, by a manager it isn’t much of participatory leadership. (Benevolent) Dictatorship The most typical […]
-
I ranted on 100% utilization a few years ago already. Let me add another thread to that discussion. We have a ton of everyday stories that show how brain-dead the idea of maximizing utilization is. Sometimes we can figure out how it translates to work organization as well. Interestingly, what Don Reinertsen teaches us is […]
-
I’ve heard that question quite a few times after I shared my feedback with somebody: “What am I supposed to do with such feedback?” The question may imply that feedback e.g. wasn’t “actionable” or something. Anyway, I have an answer for that. It goes: “Whatever the hell you want.” Yup. Exactly that. In fact this […]
-
Minimal Viable Product (MVP) is such a nice idea. Let’s build something that is as small as possible and at the same time viable, which translates to “provides value and thus make sense to build it.” Two adjectives in a mix where one counterbalances the other and vice versa. Since I currently run a web […]
-
One of the discussions that happened during Don Reinertsen’s product development workshop was the one about absorbing turbulence. Absorbing turbulence is a metaphor for how well a team deals with unplanned variability of the process. These would be situations like arrival of a bigger batch of features to build, or especially complex work items, etc. […]
-
One thing that we are doing at Lunar Logic is we evolve toward no management model of leadership. This means a lot of small changes that all happen with the same attitude at heart: to distribute more and more decision-making power across the whole company. This by the way also means systematically stripping down the […]
-
There’s an ongoing discussion that I occasionally refresh with Markus Andrezak on usefulness of applying Kanban to manage portfolio and generally to the process of figuring out which products should be built. What is Portfolio One obvious thing that we can start with is focusing on a specific context. After all portfolio is a pretty […]
-
There’s a question I get asked pretty frequently: which conference I would recommend to attend. Of course the answer is always contextual but surprisingly often after some further inquiry I recommend Lean Kanban Central Europe. On one hand it’s the content. Even today I remember all the keynotes from the first LKCE three years ago. […]
Hi, I’m Pawel and I’m your host.
Leadership in Technology is a blog dedicated to wide variety of topics related to running a technology business.
Among others you will find here: product management, agile and lean, leadership, organizational design and more.
Search
Recent comments