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Planning R&D Time
Granted that reality will disrupt the plan, I still find it useful to do a quarterly planning exercise. I’m fond of doing this with a zero based budget of person-time that has already had maintenance requirements removed. So you’ve got N full-time equivalent (FTE) people. They’re going to be sick and vacating and training 25%
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Internal Transfers
Role, tech stack, and culture. A new hire for a role must come up to speed on all three areas, and will be coming from behind on at least one. Some organizations are lucky enough to have a broadly common set of cultural or role expectations so that people can easily transfer skills from elsewhere.
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Executive Dashboards
Executive dashboards go through the Tuckman model… like team members, they have to be understood before they are accepted. Forming: a need for a dashboard is recognized and that dashboard is introduced to the executive staff. It may or may not be challenged, but its place is not certain. Storming: if not at introduction then
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Gambling or Groceries?
Following on the post about sustaining software, here’s an opposing argument. Go big or go home. Deliver shocking value. Focus attention on exponential results instead of linear ones. Leverage your investment into the biggest possible return. All of those exciting phrases are exciting because they mean increasing risk. Some are drawn to that risk, preferring
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When to use Design Discovery Patterns
People love one size fits all patterns and models, but it is usually better to use the correct tool for the job at hand. So you need to solve a problem. You’re going to build a solution to solve the problem with. It’s going to have users, who will configure it, give it their problems,
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