NFRs are rarely met with the same excitement or urgency as customer facing features, yet they are critical to a project’s success and tend to be much harder to retrofit.
Defining quality with Non-Functional Requirements
D
TWADDI: Cognitive Entrenchment
T
Dolphins on Mars.
Product Owner vs Product Manager
P
The role of Product Owner in Scrum and how it relates to Product Management.
Exploring reward models for self-managing teams
E
DAO inspired options for start-ups and teams developing products in extreme uncertainty
Pride and the Definition of Done
P
Using developer pride as a measure of quality.
Starting sprints mid-week
S
It’s common to align our sprints with calendar weeks. Weekends provide neat breakpoints, but they also pose some challenges.
10 projects, 10 people
1
You wake one day with 10 projects to complete, and 10 people to do the work.
1% better
1
Baking continuous improvement into the Definition of Done.
Distraction epidemics
D
Vicious cycles and defect infections.
Making the best decisions
M
Complex problems and the cost of perfection.
The quality cake
T
In software development, testing is often considered synonymous with quality but by this point we may already be way off track.
Ideas come from the outside
I
Change requires inspiration and inspiration is fed by exposure.
There’s value in the fairness of a deal
T
If we're the seller we can skew the deal our way a little (or a lot), taking more than we deserve or sneaking certain details under the rug.
Speed vs. Quality
S
The perception of progress is not progress.
Balancing ideation and execution
B
Building teams of dreamers, doers and incrementalists.
Scope creep is a function of duration
S
Fighting the passage of time.
A complacent organisation is a failing organisation
A
The future is certain only in that we know it will be different.
Psychological safety; the key quality of effective teams
P
A team’s performance is not a function of the intelligence or individual strengths of its members, but the way that a team interacts.
Innovation through bad ideas and hard work
I
Success comes when bad ideas are refined and iterated on over and over with grit and tireless dedication.
Learning: A step into the unknown
L
Fear, responsibility and starting something new.
Continuous learning is a necessity, not a luxury
C
Regardless of how well we’ve positioned ourselves, the skills and knowledge we have today won’t open the same doors again in 5 years’ time.
Continuous improvement; an oft-overlooked meta-skill
C
Making a habit of assessing and improving the way we get things done.
Wired to favour red decisions
W
Short-sighted solutions create long-term problems.