Ship, Show, Ask
Not every change needs the same review. Ship, Show, Ask matches the process to the risk, without losing quality or collaboration.
Agile in practice: short feedback loops over ceremonies and certificates.

Not every change needs the same review. Ship, Show, Ask matches the process to the risk, without losing quality or collaboration.

Waterfall moves through fixed stages and gives no feedback until each one ends. Why that clashes with how software really evolves.

An impossible project, people playing politics, and endless quick patches, instead of anyone helping the business thrive.

Why Agile if you already do Scrum, Kanban or SAFe? How you manage an organization defines its quality, and what really kills it.

The panic around deploying on Fridays. Does banning a whole day of delivering value to your customers actually make sense?

Most startups fail, and many of those failures are preventable. The approach that changed how companies build and launch.

Waterfall projects ran over budget and shipped software nobody wanted to use. In 2001, a 68-word manifesto changed that.

Let's talk about the QA position. The hidden truth behind poor software quality, and why it concerns you if you write code.

The Science of Lean Software and DevOps: Building and Scaling High Performing Technology Organizations

My interview with devm.io regarding Agile and Extreme Programming. Agile is more about HOW you do certain things, rather than WHAT things you do.

Boring meetings are killing agile. When the process stops helping the team and starts owning it instead.

You apply the extreme programming values and practices. So how do you work with the teams around you that are not agile?

What to do when working on "bad software" and you can't improve it because it is against the beliefs of your peers? Should you change the company?

Teresa Torres on a decision-making process that keeps product teams in touch with customers and improving what they ship.

A triangle of time, quality and cost. it's an indicator that these three parameters are interconnected. You can fix one or two of them, but not three.

Dave Farley presents software development as engineering at every level: becoming expert at learning and managing complexity.

Team structures and interaction modes that let teams adapt quickly and keep software delivery both fast and safe.

Software demands non-stop learning. How to create the spaces your team needs to leave the comfort zone and embrace change.

Blue Work and Red Work, the two modes David Marquet describes in Leadership is Language. Different mindsets, and different languages.

Let's talk about the benefits of Pull Requests and Pair Programming, and my thoughts on these after some years of experience with them.

Zombie Scrum Survival Guide reveals why Scrum runs aground and shows how to supercharge your Scrum outcomes, while having a lot more fun along the way.

Understanding the product owner’s role and envisioning the product.

Sutherland on Scrum: how to define what you are trying to achieve, set up the team for it, and track progress to done.

Back to basics on Agile: what it was, what motivated it, and what has happened to it since. Uncle Bob's account.

Kent Beck on XP, the most specific agile framework about engineering practice, and how it raises software and team quality.

A five-day formula for going from idea to prototype to decision, saving your team weeks of building the wrong thing.
Embracing change is not optional in software. How to create the spaces your team needs to leave the comfort zone and keep learning.