niksilver.com

I’ve worked in a lot of places, and learned many things over the years.

Standard processes can be useful for many things.

Last week I wrote about product management without a product manager.

I’ve long-valued working with product managers, even though at first my understanding of the discipline wasn’t as deep as it is today.

Recently I’ve been thinking again about how we divide up work, and the choices between tackling it in horizontal or vertical slices.

The other day I found myself reading about Cyber Essentials and Cyber Essentials Plus, two UK infosec standards, and was struck by the clearly stated difference between them.

As individuals and as teams, we sometimes say we want autonomy.

An old friend and former colleague and I were recently talking about SAFe, the scaled agile framework, and he asked me about a big project we’d both worked on many years ago: Did I think it was successful because we didn’t use a big methodology?

Last week I talked about a time when the Facilities team in an organisation where I worked blocked the use of wheelie whiteboards to allow our tech teams to see and organise the work.

I often work with teams that “know” that some particular thing should happen in or around their work, which needs the support of others, and they can’t get traction on it.