Check out the latest posts
Sebastian Gebski

Two speed lanes of changes in modern IT (within Enterprises)

This blog post is about Enterprises whose core business is NOT IT, but they consider IT services as an important part of their everyday operations. Large Enterprises in 2015 (at least in Europe) are pretty from what we remember from 2000, 2005, 2010. There are still some dinosaurs & they'll be...

Sebastian Gebski

Antipattern: attracting the work

Few days ago I've written a blog post about feature teams - I wasn't hiding that it was inspired by C. Larman's book about scaling Agile. Or rather by one of the chapters that I've found very interesting & thought-provoking. There's another excerpt I keep coming back to, because I've found...

Sebastian Gebski

How scaling agile made me swear in public bus, line #116

I've always had a clear vision of how code ownership should look alike: * each piece of code should be owner by 1 team * code should be divided domain-wise (not tier-wise, so no "component teams", please) * responsibility of the owner is not only for writing code, but also deploying, troubleshooting, supporting...

Sebastian Gebski

If you think Agile is not about discipline, ... think twice

> "Deadline." > "Commitment to the fixed scope." > "Requirements specification." Those three statements have made my flesh creep, did you get the same sensation? They are definitive, they are scrict, there are about formal responsibility & discipline. And they are the essence of traditional, waterfall approach. Agile seems far more relaxed about that:...

Sebastian Gebski

How Agile happens - the story about storks, sauerkraut & top-down

There's one thing that freaks me about agile adoption in large enterprises. WAIT. NO. There's one thing that particularly freaks me about agile adoption in large enterprises: Full conviction that it can be done only in a top-down way It has to be a shift in company's strategy, idea of...

Condemned to oblivion? Project Managers in Agile world

Self-governing, self-stating, self-managing, self-organizing TEAM. Combined human potential. Direct interactions & co-operation. Simplifying communication routes. Power to the (team) people. Yay. Yes, that's right, agile approach promotes all the team-related statements listed above. Scrum team, in favorable circumstances, can perform magnificently without any kind of manager support (not mentioning one onboard)...

You’ve successfully subscribed to No Kill Switch
Welcome back! You’ve successfully signed in.
Great! You’ve successfully signed up.
Success! Your email is updated.
Your link has expired
Success! Check your email for magic link to sign-in.