We might all wear suits of armour at work, but not all IT people are the same. We tend to be broken into two major categories, software and hardware/systems. The hardware/system peeps have magical abilities that include setting up computer assets to bring the network ‘alive’; doing funky things with servers so most people don’t need to be too technical to use a computer successfully; and ensuring your email is delivered miraculously.
On the flip side, the software folk (and here I mean development teams) can conquer bottlenecks in organisational processes, give eye-opening insight into data through business intelligence, and take business strategy and ready it for operational execution.
So yes, both camps are extraordinary, but please don’t ask the leader of one camp be the leader of the other (or both). That’s plain ridiculous. Put it this way:
Do you think putting a commander in the Russian Space program in charge of the next NASA manned mission is a good idea?
Heck no! Not without some decent training, anyway.
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 video, 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.