This was #4 on Deming’s list.
I wish the Certified Scrum Master was not a certification at all. Maybe the introductory 2-day course just does that. I wish the words Certified and Master was used a little bit more sparingly. Perhaps the Practitioner certification should be the equivalent of CSM. On a not so unrelated topic, the number of times I … Continue reading I wish the CSM was a little bit more rigid
I don’t know if its the dearth of good testers that causes this. But, I sort of get this feeling that there is some implicit assumption in the industry that a tester or a QA is someone who automates tests. This doesn’t resonate with my experience with that role. A QA is not a BA … Continue reading There is more to testing than automation
I have to share this link from Evolving Excellence. Anything can go wrong when managing a project, or running an organization. It could be internal or external. In many cases you don’t have a way of predicting what might go wrong or when. But it helps to be prepared, not by some superfluous risk management … Continue reading Evolving Excellence link
If you incentivize a person, you have to be ready for that person to try her best to maximize her incentives. Its natural. This is why you have to ensure that your incentives benefit the system as a whole. Individual incentives don’t necessarily benefit the greater good. This is a paragraph I read today: “Mitchell … Continue reading Incentives and Contracts
I have found Product Owners disinterested, almost, when we ask them for priorities at a story card level. This is usually because its too low-level. Its more important for the Product Owner to first prioritize at a theme level. Whats a theme? A theme is a business process that can later be broken into story … Continue reading Themes -> Stories
From the Curious Cat. Interestingly the most number of winners of the Deming Prize since 2000 are from India.
A quote from Deming: “In Japan when a company has to absorb a sudden economic hardship such as a 25% decline in sales, the sacrificial pecking order is firmly set. First the corporate dividends are cut. Then the salaries and the bonuses of the top management are reduced. Next, management salaries are trimmed from the … Continue reading Hire them, fire them, do what you want with them
Is the title of Chapter 3 of Deming. What are the Diseases?: 1. Lack of constancy of purpose 2. Emphasis on short-term profits 3. Evaluation of performance, merit-rating or annual review 4. Mobility of Management 5. Running a company on visible figures alone 6. Excessive medical costs 7. Excessive cost of liability I’ll write a … Continue reading Diseases and Obstacles (Deming)