I read this article, and it seemed to me to say for organizations in general, what Agile has done for software development teams. Moving from a command and control – process/factory model, to a model that allows/incents/expects humans to invent, analyze, innovate, figure out. Is it possible that we are finally ready to tranform organization structure from its industrial age roots into an information age – service orientation. How many organizations say “our people are our most valuable resource” – but act like they have FTE’s – (HR/Manager speak for “universal man widgets”).
I highly recommend that you evaluate every difficult thing that is on your plate, and decide whether it is lack of talent/skill/knowledge or simply lack of motivation that is getting in your way. I hate this evaluation, because it always comes out the same. Arrgh!
This short post was a huge shot in the arm for me this week. Management is about constraints, leadership is about movement. Movement and constraint are opposing forces. Dang! Now that I am not in a staff management role (first time since ’04) this is much easier to see.
Mike Cohn is pretty much “the man” on user stories. I have had conversations with lots of agilists about stories epics and themes (story scope). What nobody (including Mike) really wants to get into is whether stories are about business capabilities or software capability. IMHO – when it comes to “requirements” for software – everything (not just agile) craps out on this divide. And it is a critical division because all the value is on one side, and all the work is on the other. Hmm. Never the less – I thought this was one of the best posts on story scope I have read in a long time.