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One thing that I learned quickly when I started experimenting with Portfolio Kanban is that a classic, flow-driven board design isn’t particularly good in vast majority of cases. Board Designs Long story short, I ended up redesigning the board structure completely and it worked much better. In fact, it worked so well that I started […]
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Shu-Ha-Ri is frequently used as a good model that shows how we adopt new skills. The general idea is pretty simple. First, we just follow the rules. We don’t ask how the thing works, we just do the basic training. That’s Shu level. Then we move to understanding what we are doing. Instead of simply […]
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I argued against multitasking a number of times. In fact, not that long ago I argued against it in the context of portfolio management too. Let me have another take on this from a different perspective. Let’s talk about how much we pay for introducing too many concurrent initiatives in our portfolios. I won’t differentiate […]
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Understanding change models helps to improve organizations successfully. People, after all, don’t resist change. They resist being changed.
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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 […]
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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 […]
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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 […]
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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 […]
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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 […]
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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. […]
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.
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