.gitsignore

Web software craftsman, I facilitate team work, I believe in autonomy and kindness • RustLang learner •

[.gitsignore @MaximeSignoret]

@PlaySnowRunner MAMUTE

[Allen Holub. https://linkedIn.com/in/allenholub @allenholub]

Agility does not require story sizing of any sort (or stories at all for that matter, but that's another tweet). Pick the most valuable thing. Work on it. The only reason size is a factor is that we want feedback sooner. 1/3

[Allen Holub. https://linkedIn.com/in/allenholub @allenholub]

Forcing people to give up a lunch break for a demanding activity that sucks up brain cells is a _really_ bad idea. Let’s get rid of "lunch-n-learns" and just have "learns" during the normal work day.

[Allen Holub. https://linkedIn.com/in/allenholub @allenholub]

Estimating is waste. Re-estimating is waste²

[.gitsignore @MaximeSignoret]

True story

[Allen Holub. https://linkedIn.com/in/allenholub @allenholub]

I keep seeing these ridiculous "roadmaps." A firm plan for what you're going to do for the next year (or whatever) is in no way Agile or agile or even slightly valuable. 1/3

[Allen Holub. https://linkedIn.com/in/allenholub @allenholub]

IMO, organizing your teams around the technology is a huge mistake. (e.g. a database team, a frontend team, an API team, attaching specific microservices to teams). 1/

[Linux Handbook @LinuxHandbook]

#Linux users will understand it 😁

[Allen Holub. https://linkedIn.com/in/allenholub @allenholub]

You cannot have Agile teams and anti-Agile management. The management will drag the teams into dysfunction.

[Allen Holub. https://linkedIn.com/in/allenholub @allenholub]

Yes! Yes! Yes! And losing people vastly increases costs. Preserving a bad system rarely pays for itself, no matter how “profitable“ you imagine it is. It does enormous damage both to your agility and the bottom line. You can’t really afford not to replace it.

[.gitsignore @MaximeSignoret]

La schizophrénie de l'entreprise qui utilise le terme Agile comme un mot clé de recrutement pour ensuite faire de la surveillance de masse sans confiance dans les équipes.

[Allen Holub. https://linkedIn.com/in/allenholub @allenholub]

What returns the biggest bang for the buck in Agile? That comes from doing the things that many companies resist the most. Trust the teams to do their work—no more monitoring "productivity;" no more asking for permission. 1/4

[Allen Holub. https://linkedIn.com/in/allenholub @allenholub]

You can work for years to be more Agile at the team level, and the first time a CEO says "I need a solid estimate and roadmap & schedule for developing this product," 100% of that agiity is flushed down the toilet. It has to come from the top down.

[Allen Holub. https://linkedIn.com/in/allenholub @allenholub]

A company that exploits rigid "governance" to prevent change is not agile by any definition. Rigidity is a choice, not a law of nature, and "governance" of this sort costs you money and reputation.

[Allen Holub. https://linkedIn.com/in/allenholub @allenholub]

A team without the power to fix its problems will never be effective. Makes no difference if those problem are “outside” the team—they often are. It’s the whole system that matters.

[.gitsignore @MaximeSignoret]

@var_dump_die Like a boss !

[.gitsignore @MaximeSignoret]

Se réveiller, constater que @rustlang n’a pas de documentation en français, faire une pull request pour activer le français 😊

[Allen Holub. https://linkedIn.com/in/allenholub @allenholub]

Architecture is a skill, not a role.

[Allen Holub. https://linkedIn.com/in/allenholub @allenholub]

Trust and respect are essential values. Any organization where upper management doesn't trust it's employees to do their work however they deem fit, and who doesn't respect their ability to do a good job, will have no agility. There is never enough time for micromanagement.

[Allen Holub. https://linkedIn.com/in/allenholub @allenholub]

A "deployment team" is a dysfunction. It's a waterfall phased gate in front of a silo. THE team should be responsible for taking an idea into the customer's hands. Deployment should be manage by your CI/CD pipeline, and should be a side effect of every check in.

[Allen Holub. https://linkedIn.com/in/allenholub @allenholub]

Motivated people do not need to be monitored. In fact, a culture of monitoring will turn motivated people into unmotivated people. If you don't have motivated people, look at your management culture.