The US has 11 separate ‘nations’ with entirely different cultures

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If you want to better understand U.S. politics, history, and culture, AMERICAN NATIONS: A History of the Eleven Rival Regional Cultures of North America, by Colin Woodard should be required reading.

He argues there isn’t, and never has been one America, but rather several Americas. In American Nations, Woodard leads us through the history of our fractured continent, and the rivalries and alliances between its component nations. It’s a revolutionary take on America’s myriad identities, and how the conflicts between them have shaped our past and mold our future. Continue reading “The US has 11 separate ‘nations’ with entirely different cultures”

Framework Design Guidelines

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Microsoft has release its Framework Design Guidelines guidelines for designing libraries that extend, and interact with the .NET Framework. The goal is to help library designers ensure API consistency and ease of use by providing a unified programming model that is independent of the programming language used for development. They recommend you follow these design guidelines when developing classes and components that extend the .NET Framework because inconsistent library design adversely affects developer productivity and discourages adoption.

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Change Management Is Becoming Increasingly Data-Driven. Companies Aren’t Ready

Data science is becoming a reality for change management, and although it may not have arrived yet, it is time for organizations to get ready. The companies best positioned to change in the next decade will be the ones that set themselves up well now, by collecting the right kind of data and investing in their analytics capacity. Continue reading “Change Management Is Becoming Increasingly Data-Driven. Companies Aren’t Ready”

Want to Achieve Superior Business Results? Focus on the Experience of Work

Workplace researchers conservatively claim we spend a third of our life working. Given that we’re living longer, I believe it’s closer to half our lives or more. And as we spend more time working, we’re beginning to understand the effects of bad management better. Gallup’s research finds that 70 percent of employees have a negative experience of work. Unfortunately, both Gallup and Hay Group in separate studies found that 70 percent of the experience of work is shaped by the manager. Oddly the percentages are the same, but the relationship between underperforming managers and business results cannot go unexamined. Continue reading “Want to Achieve Superior Business Results? Focus on the Experience of Work”

Alternatives for Agile and Lean Roadmapping: Part 1, Think in Feature Sets

Many teams and organizations try to create one-quarter roadmaps. Here are the problems I see:

  • Teams spend a ton of time estimating what they might do and then they select what will fit into a quarter. They feel or are asked to commit to all that work.
  • The product managers and project portfolio managers depend on the team finishing everything the team commits to. Too often, they use the team’s commitments to create external dates.

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Insecure at Any Speed

In 1965, Ralph Nader became a household name with the publication of “Unsafe at Any Speed”, his pointed critique of the serious safety risks foisted upon consumers by the American automotive industry at the time. The oligarchs, ahem, leaders of this industry remained complacent with the delivery of their killing machines, emboldened further by an inept, if not corrupt, Federal Trade Commission. Companies were not held to account for their safety records, all of which were problematic. Because of this widespread lack of accountability, safety was not seen as a competitive advantage. And without fear of corporate downside, investments to address these risks were neither seen as prudent nor as a competitive advantage. Such is the state of some key aspects of application security today. Continue reading “Insecure at Any Speed”

How to create an agile organization

Rapid changes in competition, demand, technology, and regulations have made it more important than ever for organizations to be able to respond and adapt quickly. But according to a recent McKinsey Global Survey, organizational agility—the ability to quickly reconfigure strategy, structure, processes, people, and technology toward value-creating and value-protecting opportunities—is elusive for most.1 1. This definition of organizational agility was given to respondents when they began the survey and reflects McKinsey’s proprietary definition, which is distinct from how we define organizations with agile software-development processes. Throughout the report, we will use “agile transformations” to refer to transformations that focus on organizational agility. Continue reading “How to create an agile organization”

Walking Through a Definition of Ready

few weeks ago we looked at the Definition of Done, which describes the conditions which must be satisfied before a team’s deliverables can be considered fit for release. That’s the acid test of what “Done” ought to mean.

Can a team’s output actually be deployed into production and used immediately, or is any work still outstanding?

We saw that a team’s Definition of Done will often fall short of this essential standard, and “technical debt” will be incurred as a result. This debt reflects the fact that certain things still need doing, no matter how small or trivial they might be held to be. Additional work will need to be carried out before the increment under development is truly usable. Perhaps there might be further tweaks to be done, or optimizations, or tests, or integration work with the wider product. Any such technical debt will need to be tracked, managed, and “paid off” by completing the outstanding work so the increment is finally brought up to snuff. Continue reading “Walking Through a Definition of Ready”