Great product owners invest their energy in defining and communicating a cohesive, value-focused vision for the product so each feature’s contribution towards that vision can be assessed.
Article: The top 3 biggest forecasting and planning errors. It's short, I promise. Thanks, @CrispSweden for inviting me as a guest blog author. https://t.co/iG4oTUJkVV
@johncutlefish This controlled chaos of change management involves a series of small experiments with their hypothesis and outcomes (pass or fail) .. keeping org context and the North Star in the center-stage.
@johncutlefish Nice one @johncutlefish .. imho.. the teams need to go by the theory for some time to get clarity around the mindset and values rather than following practices blindly.... After sometime, they can start tweaking their ways of working... Unless they inspect, adapt might fail...
At some point, a heavily-patched tire no longer fits in the wheel well, as my friend @CacheThat used to say.
At some point, maybe a simpler process that works is better than a parade of “bee-watchers”
“Feature branches” vs trunk-based development is a straw man.
Branch lifetime is a primary indicator of integration difficulty.
Keep stories small, branches are short. Attack the disease, not the symptom