Shit or not! My notes.
This time round, I was pointed at this , by the Labour Party and its fit for the future presentation.
“Labour will work collaboratively in multidisciplinary teams, which will adopt a product-mindset using agile ceremonies, be empowered to make decisions and encouraged to focus on rapid prototyping, deployment and iteration.”
I made some notes here, over the next few days. These notes are in the order I made them and so do not really tell a story. I might re-organise the notes, but I went from the preso to scrum to agile, I need to trace back as well. Two problems for the Labour Party is that,
- The principle goal of Agile is to satisfy customers and there is no agreement as to who a political parties customers are.
- ‘“Doing Agile” is not enough. To get the full benefits of Agile, managers must recognize that Agile is a mindset, not just a methodology. They must learn to “be Agile.”’ Denning Apr 2016
One can understand how this applies to development house, but Labour is not that.
SCRUM to me, involves running at full speed the whole time, hyper measurement and hyper management.
- Why do some developers at strong companies like Google consider Agile development to be nonsense? This confirms in my mind that this is Theory X stuff, and we know where that leads, a theory x organisation. See also Hiring Smart.
- Also, this, just as Erik Meijer said scrum is the most stupid shit in modern development process
Have a look for my stuff on Open Source governance, and the evolution of the do-archy.
I also made some notes on ello.
One can understand how this applies to development house, but Labour is not that. SCRUM to me, involves running at full speed the whole time, hyper measurement and hyper management.
And then, there’s this, Re-engineering Work: Don’t Automate, Obliterate bit out of fashion today but this was a serious contribution to management theory and adopted in many places; wonder if it is a maturity phase solution produced too late and destroyed by ‘Eruption’ stage evolution.
The Party has 100’s if not 1000’s of amazing managers and campaigners, the use of open source tools and governance models should be endemic, but managers lose control in that world.
My feeling was that Scrum was inappropriate as a management methodology and out dated and suboptimal inn the SDM world. I did some more reading and came across,
- Principles behind the Agile Manifesto at the web archive, wonder if it’ll be back
- What Is Agile? by Steve Denning in Forbes, charts the evolution to a total management regime, there is further recommendations for reading.
- Agile for all is coming—but how fast? at McKQ also https://www.mckinsey.com/business-functions/organization/our-insights/the-impact-of-agility-how-to-shape-your-organization-to-compete
From the Manifesto
The best architectures, requirements, and designs
emerge from self-organizing teams.
At regular intervals, the team reflects on how
to become more effective, then tunes and adjusts
its behavior accordingly.
The four values
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
On Vendor Management & the LP
- System updates required, Submission to the Labour Together GE2019 review:ground operations and digital technology by Common Knowledge Co-operative Ltd
Somewhere else, Evans is quoted as saying that they recognise that management aren’t taking their share of the cuts, but we know that duplication between Southside and LOTO is on of the causes of the financial shortfall. Where’s the money gone?