I was at an event a while ago, listening to a full-time product person giving a presentation about how the private sector organisation they worked for delivered great products. It was a fantastic presentation from a talented product person. I learned a lot and I’d go and work for their organisation tomorrow, despite my long-standing addiction to the public sector. But. There was one line …
This week, I had to spend time in more than one hotel for work-related reasons. Whilst undergoing this trial, I read Sharon’s inspired post about UX anti-patterns in hotels. I started to compose a tweet in response, then moved to a thread of tweets and then reluctantly realised that I wasn’t going to be able to resist compiling my own catharsis-as-blog-post list of bad hotel UX patterns. Connection …
One of the reasons I think that pace is a problem in multidisciplinary teams is that we’ve become used to not planning or reporting on work beyond a horizon of 2-3 sprints [1]. This is for the good reason that we want to avoid predicting – or, worse, dictating – the outcome of sprints further into the future. It also means that we tend to …
The siren call of the BIG IMPORTANT THING It’s easy for a multidisciplinary team – and everyone around them – to become myopically fixated on one BIG IMPORTANT THING and forget everything else. In my experience this looks like the team working hard, delivering the BIG IMPORTANT THING and making everyone happy. Shortly after the celebration party, the team discovers that determining what happens next …
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