The beauty of working on performance problems is that they are the simplest to measure – code still does what it was supposed to do before AND goes faster. WIN! The problem is, we always do this after the fact, after the customer reported it, after we deployed it to QA and it blew up. After everything went wrong. We don’t do it before. And that’s where we need to start bundling the work into…
Stagehands get the stage ready between takes, they close curtains, cue fog machines, turn on lights – all that great stuff that no one sees happening but is infinitely critical to the success of a play. These people exist in your team and company, but they are harder to see when you are remote because now they are not walking past you to do your job or being “cued” in, they are simply doing it,…
When asked about the best methodology to follow, my answer is always the same – Common Sense. When constructing a software delivery process always do the following; Do activities that are worth doing. Do activities that provide value to yourself, your team, and your company. Ensure that anyone, at any time can know what is happening. Don’t put it onto the shoulders of one person, the team should share in it. The dilemma in agile…
You can be the coach, the mentor, the manager, the leader, the guide – you can do it all. But the bigger your team gets, the bigger the need to fight that person that will help with that vision and help you be all those myriad of roles to your team. The best teams are not led by one person, they are led by a team, working together, moving in the same direction, focused on…
It doesn’t matter if it’s remote or in-person, what you need remains the same. Someone who knows the score – someone who knows where the work is in the development stream, what is coming up and what is on deck. The best people, use data to back the conversation – boards, reports, queries Someone to ask the tough questions – where are you at, are you stuck, do you need help, what’s taking extra time…