You may have noticed that it is quiet on this site. I now split my time more or less evenly between the Centre for Social Justice and a new educational charity for honest money and social progress, which will launch soon.
I am available for occasional consulting engagements in electronic financial reporting, but please first approach my clients CoreFiling.
For more information, see stevebaker.info.
Everyone wants their staff to innovate, but how to get them to do it? It’s a popular word: it means “to make changes in something established, especially by introducing new methods, ideas or products”. That has consequences.
Obvious? But most organisations force transactional leadership, because it’s easy to monitor.
Have a vision, develop your charisma, provide people with an intellectual challenge, and be there every day, committing to the change: get on with it. Give people personal attention: care that they succeed individually.
Now this is going to be a shorter post than it deserves to be, but after using various Wikis, XPlanner, MS Project, physical task cards, spreadsheets and taking a look at Mingle, I have to advise anyone with a software project to manage to take a look at FogBugz.
A software product, like any other, might be though of as having a production function, though perhaps in software, the function determines quality not quantity.
That is, the quality of a software product is determined by the quality of the inputs and the development process. The inputs to the function might be:
The development process must be agile and people seem to be converging somewhere between early XP and RUP.
Now, how often do software projects get these inputs right?