Battleships is a relatively simple game to teach and it is readily modified for a simple agile lesson in frequent releases and fast feedback.
Collaboration Contracts are a way of identifying who is involved in a decision and what level of decision-making authority each participant has. This isn't a delegation model where some individual is empowered and imparts unto others some fraction of their authority for a limited period of time. This is a collaboration model where all participants are equally empowered, but find consensus on all topics to be a suboptimal approach.
Sometimes, there is an edge case we didn’t anticipate that causes issues in production.
And sometimes, there is a common use case we didn’t test sufficiently cover that causes issues in production.
And sometimes, production goes down. For reasons yet unknown.
For some of us, there is a production support team that handles these things. They might call us, if they need us, but they handle this stuff. For the rest of us, we need to handle the incident ourselves.
The following is a very simple framework for responding to incidents.
A while back, Jason Yip, tweeted about delivery of value and started an interesting thread.
Much of the discussion was about the definition of “value”. Is it specifically about revenue generation or direct customer benefit? Is it more generally about any form of value such as revenue, progress, or learning?
Tuckman's Theory of Group Development was first published by Bruce Tuckman in 1965. In Tuckman's original explanation, groups and teams go through four stages as they become a cohesive, high-performing unit; Forming, Storming, Norming, and Performing.
While a commonly accepted model of how teams form, science tells us that Tuckman's Theory is wrong. The stages he defines are not really stages at all, do not happen in a specific sequence, and are not all experienced by all teams. Our top argument for why teams need to be kept stable has been invalidated.