or any other major technological innovation — as their sure salvation. • Digital is not just a thing that you can you can buy and plug into the organization. It is multi- faceted and diffuse, and doesn’t just involve technology • It’s important to calibrate your digital investments to the readiness of your industry — both customers and competitors. • When things are not going so well in the existing business, the call of a new business model can become more powerful than it should.
established firms. • Marketing people poll existing customers. Management shelves project. • Established firms improve existing products. • New companies form. New markets are created for new products. Frustrated defectors from established firms start new companies. • New entrants move upmarket. • Established firms jump on the bandwagon late. “The most formidable barrier is that they did not want to do this.”
Methodology and methodology. Small m methodology is a basic approach one takes to getting a job done…. Big M Methodology is an attempt to centralize thinking. All meaningful decisions are made by the Methodology builders, not by the staff assigned to.”
to satisfy the customer through early and continuous delivery of valuable software. • Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. • Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. • Business people and developers must work together daily throughout the project. • Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. • The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. • Working software is the primary measure of progress. • Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. • Continuous attention to technical excellence and good design enhances agility. • Simplicity--the art of maximizing the amount of work not done--is essential. • The best architectures, requirements, and designs emerge from self-organizing teams. • At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
it” - your boss • “Anything you need to quantify can be measured in some way that is superior to not measuring it at all.” - Gilb’s law • “A story point is an abstract measure of effort required to implement a user story.” Source: Peopleware
reasonably high proportion of total hours, up to approximately 40%, then the environment is allowing people to get into flow when they need to. Much lower numbers imply frustration and reduced effectiveness. “ E-Factor = Uninterrupted Hours/Body-Present Hours Source: Peopleware
same than the accounting team? • Why should you use other people’s tools? • Who has chosen your source code management tool? Does this person use it? • Was developer effectiveness the main criteria for the choice?
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