The Curse of Technical Competence

by Charl Dreyer on August 11, 2009 · 0 comments

in Working Software

It cuts both ways: Technical competence. Having highly competent people on your Team can make or break your project.

Genius, geek, propeller-head – just some of the labels we place on people who are gifted in technical insight and skills. And it’s great when they come through for the project, solving a difficult problem that’s been holding the Team back.

Yet you must also be familiar with this scene: You’re meeting with the Team explaining your vision for a new product or feature, and as you’re talking you glance across at the major brain in the room. His eyes are glassy; he has that distant look about him. [click to continue…]

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Great Supporting Act

by Charl Dreyer on August 3, 2009 · 0 comments

in Roles, Working Software

Whenever I can I like to spend time with customer care people, trainers, sales people, and those who support our products in the market place. Why? Because as a manager I must always be aware of how our products are being portrayed to customers and users: Over the ‘phone, in emails, in Help and FAQs, in training, in sales demo’s, everywhere.

In his book On War, published posthumously by his wife in 1832, von Clausewitz wrote, “We fall into error if we attribute to strategy a power independent of tactical results.”

Is your strategy being made impotent by rudeness over the ‘phone, poor grammar in emails, incomplete or inaccurate Help, dour trainers, or over-promising and under-delivering sales people? You need to find out.

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Release The Animal In You

by Charl DreyerJuly 21, 2009 Working Software
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The truth is sometimes spoken in jest: “Our software wasn’t released; it escaped.” Customers and users feel the brunt of poor, error-ridden software. It’s an imposition to treat them as your testers. It’s not what they pay you money for and they don’t deserve to be treated that way. Resist the urge to unleash the animal in you.

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Ideal Software Design

by Charl DreyerJune 23, 2009 Working Software
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The picture of the software designer deriving his design in a rational, error-free way from a statement of requirements is quite unrealistic. No system has ever been developed in that way, and probably none ever will. Even the small program developments shown in textbooks and papers are unreal. They have been revised and polished until the author has shown us what he wishes he had done, not what actually did happen.

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Reduce variation

by Charl DreyerJune 6, 2009 Working Software
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Management is responsible for 85% of variation that hampers workers producing quality products. When managing agile projects, increase quality by reducing variation during a sprint. This is the essence of agile.

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Working Software over Comprehensive Documentation

by Charl DreyerJune 2, 2009 Documents
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The Agile Manifesto values working software over comprehensive documentation. In agile projects working software is the ultimate quantification of your project’s status. This may take some getting used to. The agile leader though, may be more interested in artifacts describing the project’s functional effectiveness: The ‘why’ of the business. This is because you are responsible for the software beyond its manufacture: Why you invested in it, and why it complements your broader business plan.

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Where Has Time Gone?

by Charl DreyerMay 16, 2009 Working Software
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Choosing to be effective before efficient may produce short term gains but it is disastrous in the long term. And as managers, ensuring long term sustainability for the businesses entrusted to our care is what we get paid to do. The agile manager needs to first master efficiency, then functional effectiveness, to add value.

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