What do you do when you want something to change in your company or on your team? When your team tries to change, does it stick to new things or are you back to the old ways after a few weeks? How to make meaningful change that actually lasts is a challenge all teams and companies face. For the past two years, I have studied different ways to approach this challenge as part of my coursework for a Masters degree in Management Sciences. My elective course is change management, a topic that really captures my interest. Here, I’ll share not...
Continue reading...Software engineering
Influencing software quality as a Scrum Master
The quality of the software is a responsibility of the entire team. The Product Owner is responsible for building the right thing. Ensuring we build the thing right is the main responsibility of the development team. Scrum Masters serve a key role in achieving both aspects. A Scrum Master serves the team by coaching members in self-management and cross-functionality, helping them focus on creating high-value increments, and removing impediments. Sounds great, and abstract, so let us dive in with some practical examples.
Continue reading...The value of sensemaking
Discovering and interpreting beliefs in groups Ever been part of a conversation that seemed to revolve around the same issue over and over again? Or a meeting where some people keep diving into details and others want to stay more high-level? As consultants, we often come across these kinds of sessions. We noticed that these situations can lead to tension, slowing down and (healthy) conflict. Over time, we learned how to tackle these situations by using sensemaking, a technique that offers us the right insights to guide a workshop or decision-making.
Continue reading...The dysfunctional effects of metrics
KPIs, OKRs, SLIs, SLOs. Just a few metrics that potentially can be used within an organization. In recent years, an increasing emphasis has been placed on measuring and monitoring results. An understandable movement and one I wholeheartedly support. Often, I am helping organizations to become more aware of the impact they create by measuring the impact of their actions. Does it mean that metrics are simply great? Well not necessarily. Metrics have dysfunctional effects. Take for example the Cobra Effect.
Continue reading...Thoughts on organizing architecture
When being part of an enterprise, you will meet different architects on any given day. The first one introduces itself as a solution architect, the other calls itself the enterprise architect, and they both mention a domain architect. It might feel like different names for the same thing, and perhaps even a bigger question, do we even need all of these different architects? Should the team not be able to make all of these architectural decisions by themselves?
Continue reading...Three Leadership Responsibilities
Last week I wrote about the – to me – incomplete Architect Vacancy. The reactions I have received were amazing to read. I am incredibly happy that many people agree with the need for socio-technical characteristics in an architect. Some reactions also, rightfully, commented that it is something that is assessed during interview processes. For example, by asking and evaluating experiences of the candidates. Although I genuinely applaud that these things are asked, I do find it isn’t enough. And after some tinkering, I found out what was bothering me.
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