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friday, 15 may 2015 the evolution of development i've seen a lot of change in my time working in it. it's been a constant state of of evolution and improvement for as long as i can remember. changes to coding practices, estimation techniques, methodologies, and many other things along the way. the people that work in it have also changed. they are no longer the stereotypical brains who have no people skills, but are in fact a group of highly intellectual people. they can solve almost any problem you can put in front of them, and they can also get up and speak in front of a room full of people. these changes bring with them a culture of continual improvement, and it this culture which can ultimately drive a business to be successful. embracing a culture of learning and improving is exactly what any ecommerce business should be doing, so to have a workforce that applies these same rules to themselves can only be a good thing. unfortunately, this culture needs to be business wide. you need everyone to be bought in. if this doesn't happen, then you will be limited what you can achieve as a business, and ultimately hindering your own success. as a result of the changes in culture and working practice, it has moved on from simply being a service to the rest of the business, now forming a core part of what any business wants to achieve. the current pinnacle of this evolution is the rise of the product team. a true product team should have full ownership of the product(s) for which they are responsible. they should work collaboratively across the business, engaging with all of the people who have an interest or an idea for a products evolution. the team would ideally be built of people with a full range of cross cutting skills, enabling them to perform with autonomy. as i mentioned before, this requires change at the business level. if this approach is only partially adopted, the result is most likely going to be frustrating for all involved. so - how do we tackle this problem? the obvious answer is to adopt a culture as a business. but what if this just isn't happening? historically, businesses saw it as a service. people would come to them and tell them what they wanted and when they wanted it by. this has been proven to not work, and is a large catalyst to all of the changes i have talked about so far. so, with the advent of the product team and working towards realistic targets using data - maybe the shoe should now be on the other foot? obviously it would be much better if a company could all have the same culture and values throughout its departments. even better if people stop siloing themselves off in to "departments" and just get involved as a single team. however, if this isn't the case - and experience tells me that in most cases it isn't - then we need to have another option. how would the other areas of a business like to be treated as a service? the product teams are closest to the products. they have the understanding, the experience, and the data to back up all of the decisions that they make. if other departments don't want to be progressive and improve and work as a part a team, maybe it is time that they be a service to the product teams instead? maybe... posted by lee connolly at 13:29 2 comments: email this blogthis! share to twitter share to facebook share to pinterest friday, 17 january 2014 working with geographically distributed teams for the past number of months i have been running a project to develop a new range of apps. as a part of this i have had to face a number of challenges, the biggest of which is how to manage a number teams that located in different parts of the world. with us all working towards the same goal and on the same code base, communication is key. the intent of this post is to share some of the (sometimes obvious) ways in which to get around the problem and run a project where people can be scattered around the world. to begin with, i feel that there are 4 main areas on which to focus. these are people, process, tools, and cadence. people the most important thing to remember when working in this way is that everyone involved is still a person. nothing beats that interaction when it comes to helping your project to progress at the desired rate. when choosing your tools & processes, you should remember this. anything that helps your team feel more real and together will be of benefit here. process people tend to forget parts of the process when working in this way. make sure you follow the normal patterns; daily standup tech huddles sprint reviews/demos retrospectives scrum boards burn up/down charts reporting tools there are some great tools around to help us work collaboratively across geographically distributed locations. google hangouts/docs skype basecamp campfire apiary.io there are also tools which will help you to follow your particular processes across different locations. jira leankit cadence with all of the above, it is of paramount importance that you keep up the cadence. it is much more of a challenge to get this to work smoothly with people in different locations. ideally you would have someone responsible for this in each location to help facilitate and engender this behaviour. once it sets in, all of the above will contribute hugely to your project being successful. other stuff there are other things that can be done to help ensure that your projects like this are successful; meet face to face regularly. all the tools in the world cannot replace this pick up the phone. it's much better to speak to the person at the other end rather than playing email tennis take advantage of technology. don't be restricted to the above if you find something that can help. for more details feel free to look at the document here posted by lee connolly at 09:44 1 comment: email this blogthis! share to twitter share to facebook share to pinterest labels: challenge , collaboration , geographically distributed teams , management , software development monday, 8 july 2013 empowerment - helping your teams to succeed i had a bit of a disagreement recently when it came to what a particular product team should be "called". whilst this might seem a bit small in the grand scheme of things, i think that the importance of a team having its own identity should not be underestimated. it boils down to a simple level of trust and true empowerment of a team. allowing the team to decide what their identity will be is the first step. in some cases - actually allowing teams to choose themselves is an even more powerful and effective way of instigating such a change, as explained here . it takes a lot more than the above to create an awesome working environment, but we all have to start somewhere, and the above is a great way to get started. below are just a few examples of some other ways to improve your working environment and get the most out of your product teams. set the goal, let the team come up with how they will achieve it . trust your teams to self manage and organise, they want to succeed just as much as you do . provide time for your teams to learn. google have a 20 percent rule where employees can work on their own special projects. that's 1 day per week - think of the positive impact on morale. avoid micro-management at all costs. an empowered employee/team does not need to be told what to do every 5 minutes . allow the team to fail, failure is the quickest way anyone can learn, as long as you take the time to learn from your mistakes . have clear priorities. we all know that things change quickly, but if you never see a project through to completion - how can you expect your teams to be enthused about doing it ? leave the old "i must have everything" mentality in the past where it belongs. if 20% of the work delivers 80% of the value, why do the rest ? don't adopt an approach that dictates that just because you can buy something off the shelf you should. this type of approach, whilst on the surface will give the tea

URL analysis for softwaredevelopmentmanager.co.uk

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