Every month I have great intentions to poor over my notes from the SL-Agile Roundtable and post the fantastic tidbits I collect. And most months it just doesn’t happen. So, in the spirit of my up-and-not-perfect-is-better-than-down-and-perfect philosophy, I’m just going to post my raw notes. If there is something in there that you want some context on, ping me.

Book: 4 steps to epiphany – Tdd a business idea

Automating Agile managers

Corporate America seems to be dumping middle management. Is that due to automation.
Is there a diffference between traditional and Agile management? Yes.
What is traditional management?
Agile manager is about continuous improvement.
Kent Beck said Agile management is an oximoron.

Cloud people – specialists

Multi-specialists – not the specialist and not the generalists.
Kay – your specialists should be in you core competency.

B players

Want to be told what to do each day. Where do they fit in Agile.
Kay: they keep the A players from tearing eachother apart.
Should fit great. Sign up for some stories and go.
Don’t make B’s act like A’s.
Player grades are context sensitive.

Confident or compotent people

Watch out for confident incompotent people.
Dunning Cruger effect – confidence leads to not recognizing their own incompotence.

Book: Flow

principles of product development Lean is so done.
Quantify the cost of delay

Information radiator overload

A person was being overloaded with info on the wall.
Less more efficient radiators
The point is to boil down the essence. If you have too much it is just mess of data again. The sun dominates all other radiators when it is in the sky.

Track budgets to sprints/iterations

Track money on the burn up chart. Budget utilization.
Have people give an estimate, within 10% accuracy, on time spent on each project.
Why isn’t it standard to track this stuff on visible public charts?

group refactor of a code sore spot

Substitute for traditional code review. More cooperative. Less confrontational.
Pnopricode from julias shaw uses heat maps to look at complexity.

Jeff: have customers organize your goals, not your implementation specifics.

Betaloft – shared work space