Objective Thoughts

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The Problem of Management

October 27, 2016 — Posted by Marc Danziger

For a living, I advise and train technologists on how to deliver better - better systems, with better quality, better business value, better timeliness and predictability. I teach and coach lean-agile practices and patterns, and I know that they work. But I'm wondering if I'm - we're all - doing it wrong.

I'm at a conference with a bunch of people who do what I do, and what I'm hearing - over and over again - is that we're having success... to a point.

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Technical Debt Is a Systemic Problem, Not a Personal Failing

October 21, 2016 — Posted by Tom Grant
One of the underlying themes of the work we do at Net Objectives is, Agile by itself is not enough. Agile needs something that connects the transformation of the team to the activities and concerns of the larger organization. Nowhere is that more clear than technical debt. You need to nestle Agile within a larger operational approach, such as Lean, to deal effectively with a problem like technical debt.
 

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Bringing Your Internal Coaching to the Next Level

October 18, 2016 — Posted by Jim Trott

Listen to the podcast Bringing Your Internal Coaching to the Next Level.

What is involved in developing internal coaching capabilities in a Lean-Agile transformation: why, who, and how to think about it.

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Rules Governing Software Innovation that do Work

October 6, 2016 — Posted by Tom Grant
In my last blog post, I talked about the parallel between designing a game and transforming an organization along Lean and Agile tenets. Both involve defining rules that people will follow; both may start from the assumption that you need a rule for everything. If you design the rules correctly, according to this approach (the technical term, in game design parlance is design for cause), you'll get the desired effect. 
 

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Culture Eats Methodology as an Appetizer

October 3, 2016 — Posted by Marc Danziger

Peter Drucker apparently never actually said "Culture Eats Strategy for Breakfast." But it doesn't matter, because it's just flat true. (For the record, it appears to have been Mark Fields of FoMoCo in 2006 although the origin remains clouded.)

I want to extend it by suggesting that culture eats methodology too.

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Al Shalloway
Business, Operations, Process, Sales, Agile Design and Patterns, Personal Development, Agile, Lean, SAFe, Kanban, Kanban Method, Scrum, Scrumban, XP
Cory Foy
Change Management, Innovation Games, Team Agility, Transitioning to Agile
Guy Beaver
Business and Strategy Development, Executive Management, Management, Operations, DevOps, Planning/Estimation, Change Management, Lean Implementation, Transitioning to Agile, Lean-Agile, Lean, SAFe, Kanban, Scrum
Israel Gat
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Jim Trott
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Ken Pugh
Agile Design and Patterns, Software Design, Design Patterns, C++, C#, Java, Technical Writing, TDD, ATDD, Certifications, Coaching, Mentoring, Professional Development, Agile, Lean-Agile, Lean, SAFe, Kanban, Kanban Method, Scrum, Scrumban, XP
Marc Danziger
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Max Guernsey
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Scott Bain
Analysis and Design Methods, Agile Design and Patterns, Software Design, Design Patterns, Technical Writing, TDD, Coaching, Mentoring, Online Training, Professional Development, Agile
Steve Thomas
Business and Strategy Development, Change Management, Lean Implementation, Team Agility, Transitioning to Agile
Tom Grant
Business and Strategy Development, Executive Management, Management, DevOps, Analyst, Analysis and Design Methods, Planning/Estimation, Innovation Games, Lean Implementation, Agile, Lean-Agile, Lean, Kanban