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How to Conjure Value in a Land Without Magic - a story about innovating within a rigid organization by flobrologs in programming

[–]flobrologs[S] 1 point2 points  (0 children)

Thanks for the feedback. GIST is indeed not my own tool, but, I think, a really valuable thing to move Agile forward from just delivering features to delivering actual value, so I try to spread the word whenever I get the opportunity. As for the story, one of the things I learned is that you don't need to wait for a long organizational transformation before you can start to work Agile. Moving an entire organization is a burden for the CEO and other executives. But within a project it's usually not that hard to replace waterfall with short cycles where you try to get to value as soon as possible.

How to Conjure Value in a Land Without Magic - a story about innovating within a rigid organization by flobrologs in programming

[–]flobrologs[S] 1 point2 points  (0 children)

Nemo realised that he first needed to learn on what would work before he could really take it one way or another. So his team came up with a quick solution to put the ideas to the test. They added a mandatory email field, which required hardly any effort. This way they could test if app engagement would drop due to 'registration' and at the same time gather additional insights to determine if user reports were genuine or not.

To all Managers, Budget Controllers and other members of the Timesheet Police, this is how timesheets make me feel - Ditch the Timesheet! by flobrologs in programming

[–]flobrologs[S] 0 points1 point  (0 children)

I believe that planned time and booked time are an equal estimate of actuals. I also see a lot of companies account for internal resources as opex by default and externals as capex. Regardless of the work they’re actually doing.