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Esther Derby
Passionate about making workplaces work better.
Passionate about making workplaces work better.

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"TDD as One True Way" versus "TDD as devil-spawned tempter" is not a productive contrast. Most of us have similar goals for development: confidence, impact, challenge, belonging. Test-driven development is one path toward these goals, but there are many other paths. This conversation in six parts explores tradeoffs in development, places TDD in those tradeoffs, and gives you perspective with which you can decide for yourself how you want to program.

Martin Fowler
Kent Beck
David Heinemeier Hansson (DHH)

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Teaming up with long-time friend and colleague Don Gray for a new workshop:  Coaching Beyond the Team: Influencing the System...because sometimes handing the manager an impediments list isn't the best strategy.

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Came across this quote in 2000 interview with Jeffrey Pfeffer:

"....if there's enough fear in the workplace, you don't worry about what's going to happen eventually. You don't even worry about what's going to happen tomorrow. You worry only about today: Can I get through today?"

It strikes me that I have seen this in several organizations.

Sadly, in most of these organizations, managers claim to care about people and quality. And, they probably do care. Often, their repertoire of management action is limited to telling, selling, yelling, sticks and carrots. Good tools to brew up some fear.

In response to a post advocating measuring "agility," I replied:

My aim with employing agile methods is to improve the effectiveness of the over all system. So I look aspects of the organization that agile methods can move:

value work vs. fixing work
release cycle time
through put

I may look at work satisfaction or retention, but these are often slow moving.

If the work is still coming into teams in a chaotic, half-baked manner, or there are deep technical issues, agile methods alone are probably not be enough to move these dials.

I see "agility assessments" that ask binary questions such as "Does your team have a ScrumMaster," or "Are teams doing retrospectives." Questions like these may measure (surface) compliance. But they aren't particularly helpful in understanding what the issues are, or whether agile methods are moving the trend line on those issues. (Or even if people are doing something that aligns with the core principles of agile.)

What other measures seem useful?
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