Sebastian Gebski

"Your theory contradicts the facts!"

Roughly half a year ago I've written a blog post about "success". Not any particular success, but the success in general - my point was that sometimes the knowledge we gain in the process, empowerment or ownership we build up is more important than flawless execution itself.

However, that is still not the full picture yet ... Sometimes enterprise / unit

Sebastian Gebski

"Errare humanum est, sed in errare perseverare diabolicum."
(eng. To err is human, but to persist in error (out of pride) is diabolical.)


Now & then I re-visit my own idea / statement / opinion to find out that I totally disagree with it today. Actually I don't find it a problem, quite the contrary - only fools keep upholding stubbornly once formulated statement, regardless

Sebastian Gebski

A lot has change since I've gone pro in software development, one could say at least one era has passed since then, but some things never change - one of them is Enterprises loving Fuckin' Big Projects (FBP), dinosaurs of XX/XXI century. In defiance to the common sense ...

Enterprises love FBPs because:

  1. big things tend to grab attention of big stakeholders, so yeah
Sebastian Gebski

Quite the contrary to the common belief, team's productivity is NOT just a simple sum of team member's potentials. Many want to believe that because it so easily translates into mandays & fits the capacity VS estimates matching game. Though it never really works this way.

Morale, team's inner "chemistry", synergy between different team members, overall team's confidence, sharing the same vision, empowerment level,

Sebastian Gebski

I've just passed PMI-ACP exam - which is the main requirement to obtain the PMI-ACP certification. For those who didn't check the link: ACP stands for Agile Certified Practicioner.


Certifications like PMP, PRINCE2, ITIL are by definition quite formal - the knowledge domain is precise, the terminology is set, the exam scope is given - methodology / framework / library has its clear boundaries that

Sebastian Gebski

During last few days I was exposed to few issues that have raised between people of two different roles (profiles?): managers & their subordinates. How unlikely, right? :) Although these were very different cases, that happened between very different people (in different organizations, even in different industries - but all of them somehow related to IT or other, close knowledge-based work), there were few common