Outcomes. Output.
Overstating the obvious is not always overstated nor obvious. In this segment, I discuss shifting perspective from outputs to outcomes. It’s easy in a development environment to become obsessed with
Author: Bry
Agile. Scale.
I hate to be the one to break the news, and please don’t shoot the messenger. Complex and geometric relationships don’t scale well. Agile is no exception. As with economies
Smart. User. Story.
In the early days of Agile, Bill Wake published guidelines for writing good user stories. He created an INVEST acronym and promoted SMART for creating goals. This is what I
Thinking. System Thinking.
Over the duration of my career, I’ve noticed that system thinking is a unicorn skill. Almost no one seems to have it, and the ones who do, can’t or don’t
Personal: Value
In this segment, I share a couple of personal experiences. They are both about value. The first relates to the sunk cost fallacy. The second relates to relative value. Ignoring
Agile. Value. Mapping.
Like many frameworks, the Agile manifesto leaves itself open to interpretation. Essentially, there are four main tenets. In this segment I share my thoughts on the second one: working software
Modern. Portfolio. Theory.
In this segment, I’ll share my thoughts on portfolio theory relative to innovation in both enterprise and product perspectives. Seven has a special place for numerologists of all stripes. The
Product Owner. Evolution.
Whilst I was producing a segment on proxy product owners and discretionary owners, I came across some views different to my own. One blog post from 2016 by Ron Eringa
Product. Owner. Proxy. Discretion.
Is it ever okay to have a proxy product owner, and can a product owner role be filled by a consultancy, someone in IT, or some other non-employee? For those
Certification. Dilemma.
Perusing job descriptions, I notice that a lot of companies have requirements for certifications. I am not talking about jobs for attorneys where they expect a law degree and bar