The second series of How We Manage Stuff opened in the fall of 2015. It remained a dialogue between David Grier and Tamara but was starting to move from the conventional podcast framework. However, it quickly began to expand beyond the conventional format, adding sound effects, a marching French army band and new voices. For the first couple of essays, it focussed on the topic of Agile development, which was then a a common topic in Silicon Valley startups.
What does it mean to be Agile? Why is it good? And why might we think that there is a Pre-School in Silicon Valley entirely devoted to disruptive innovation? David Alan Grier and Tamara Carleton start their fall podcast season by attempting to make sense of a current trend in technology & management.
What is new to Agile Development. Much and little. We return to Silicon Valley’s Lillian M. Gilbreth Preschool for the Young Innovative Entrepreneur to learn a little more about the nature of how we manage software and handle projects. tamara also gives us a little strength training to get to the root of the issue.
The revolution is upon us, or so we have always claimed. “You can change the world,” Steve Jobs allegedly told prospective CEO John Sculley, “or you can just go back to selling sugar water.” A lot of things that we think are revolutionary may be a little less disruptive when you get below the surface. So David and Tamara take us to the revolutionary side of Agile methods.
It’s supposed to be fast. At least, we are supposed to think of Agile methods as fast. A new build every week, every day, every hour (if possible). But speed is more a tool than than an end. Furthermore, how you use the speed depends on what you are trying to achieve.
Agile is not only supposed to be fast, it is supposed to follow the ideas of the users and yet, those users can change their ideas. This episodes deals with how we can design a good product when the goals for that product may not be fixed.
It’s an old truism, old, that is, for the high tech world. Our development teams look like our software architectures. What does this mean for us and our work? What is the Agile response to this idea? The general approach by Agile promotes self-organization but this may not always be the best idea.
Agile methods. Aggressive Scrums. Clear deadlines. And the software is still late. What does it mean? What causes projects to overrun their deadlines? How can we avoid such problems. This week “How We Manage Stuff” talks with Don Shafer about how to manage software deadlines while Anna the Intern tries to keep the office on schedule with Pinterest.
Featuring Guest Don Shafer
First appearance of Sarah Corbyn Woolf as Anna the Intern
Episode 15280: Agile and the Cycle of Continuous Improvement
Improvng production. We have do to it. It is part of our world. We even have to do in in the middle of a podcast when Anna-the-intern or Rohit-the-IT-guy find something that we didn’t expect. What does it take to make it work? Especially when we have to be part of this aggressive, agile world?
First appearance of Noah Masur as Rohit the IT Guy
Though we live in an era in which any can (any many do) become software developers without any formal training, we actually do have a standard for software engineers. This standard, which is known as the Software Engineering Body of Knowledge, is not intended to exclude anyone from creating software. Instead, it defines the goals for which we strive, no matter how or why we are creating software.
Featuring Guest Pierre Bourque