This chapter of the book talks about the people involved in the system development and the processes that guide their work:
- The value stream
- The key stakeholders
- The process of stakeholders engagement
- The network of stakeholders
As there is a lot to cover in this chapter, I will make several posts to cover it in small batches.
In this post, I will write about the value stream.
Continue reading “Stakeholder engagement: The value stream”
Chapter two of the book is a small preview of the whole book, where the authors talk a bit about:
- engaging the stakeholders
- defining the problem
- what the system is
- what the system does
- the code
Continue reading “Agile Production in a Nutshell”
Lean, agile, architecture… This book’s intention is to teach us about lean architecture for agile software development, how we can use the planning values of lean to drive the inspect-and-adapt (short feedback loop) principles of agile.
This first chapter clarifies the concepts of Architecture, Lean and Agile and why we need Lean Architecture.
In today’s fast-paced world, change is the most stable constant.
In order to thrive, a product must swiftly adapt to changes. For this reason, we need Agile methodologies, to have a project (and the team developing it) embrace change and react to it fast to give the product a competitive advantage and keep it in the game.
However, it is difficult to reshape a system if it is cramped with clutter, if to change part of it, we need to change other unrelated parts who might not even be in use. And here enters Lean.
Lean practices help us get rid of the clutter so we can use agile practices to focus on quickly delivering value to the end-user, by delivering basic functionality and iterating on it to deliver better quality. Continue reading “Lean Architecture”
Years ago, after finishing my bachelor in computer science, while doing my specialization studies in teaching and, later on, while doing my masters in leadership and management, I had several subjects about psychology, management and leadership. Although I never excelled in human sciences, I always felt great interest in them and was a successful student at those subjects. The explicit concepts learned back then have since been fading away, leaving me with scattered implicit concepts, knowledge that I don’t really know where it came from any more, nor even if it has any validity.
Thus, I decided to refresh and update my knowledge, so I searched for some conference talks and articles about the subject, and decided to leave here my notes about what I’ve learned and re-learned, as well as a few opinions derived from my past team leading experiences.
Building and leading teams into performance is not an easy task, there are just way too many variables to be predictable. It’s after all, a human science. Nevertheless, there are many studies, theories, behaviour models, guidelines, questions and answers that can help us build and lead a team into performance.
Continue reading “Teams: building, managing, leading, performing”