The software development world has been sucking at estimating cost and time of projects for over 50 years now. Not only are we wrong so often, but there is a lot of suspicion about how much “buffer” we’re adding.
To this day, team leads and project managers wonder why estimation (and work-logging) is the cause of so much contention in our industry.
What do Saturday morning brunch, buying a new car, and that huge project at work have in common?
They all involve some serious decision making!
Why is it that we have so many decisions to make but spend so little time thinking about the way we make them? Here are 3 (+1 ) tips on what you should think about before making any decisions (about anything).
Many Scrum Masters struggle with getting traction in their new roles. There are two reasons for this: 1) they continue to have the ‘Project Manager’ mindset while the role is significantly different from what they were previously doing, and 2) two days of certification does not make a good Scrum Master.
These are crippling challenges to overcome.
In today’s #WhyShaiWhy, I wanted to explore the idea that Scum Masters set the tone for their agile/scrum transition. It is their leadership, experience, and aplomb that plays a vital role in an organisation’s successful transition into an agile methodology. Your takeaway: Be a Scrum Master with Aplomb!
Anyone who has been around a scrum team will be able to tell you one definitive truth that happens to apply for all scrum teams out there: Mastering Scrum and being a Scrum Master are two entirely different things.
I get to live a life where I meet tech founders all the time (it’s pretty sweet). But why do they have such an unhealthy obsession with Revenue?
Yes, here we are again at Accounting 101. It might not be the most exciting part of founding a cool tech business, but a solid grasp of financial principles at least means they’ll still have a business.