“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.”<\/p><\/blockquote>\n
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.<\/p>\n
Two problems for the Labour Party is that,<\/p>\n
\n
- The principle goal of Agile is to satisfy customers and there is no agreement as to who a political parties customers are.<\/li>\n
- ‘\u201cDoing Agile\u201d 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 \u201cbe Agile.\u201d’ Denning Apr 2016<\/li>\n<\/ol>\n
One can understand how this applies to development house, but Labour is not that.<\/p>\n
SCRUM to me, involves running at full speed the whole time, hyper measurement and hyper management.<\/p><\/blockquote>\n
On Scrum<\/h3>\n
Agile ceremonies, a phrase used in Evan’s LP restructuring presentation are part of SCRUM, a software development methodology invented it would seem by those with the worst approach to workers and creativity.<\/p>\n
Why do some developers at strong companies like Google consider Agile development to be nonsense?<\/a>\u00a0This confirms in my mind that this is Theory X stuff, and we know where that leads, a theory x organisation. See also Hiring Smart<\/a>. Also, this, just as Erik Meijer said scrum is the most stupid shit in modern development process<\/a><\/p>\n
Have a look for my stuff on Open Source governance, and the evolution of the do-archy.<\/p>\n
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.<\/p>\n
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.<\/p>\n
On Agile<\/h3>\n
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 its theoretical parent, Agile which claims to be a management methodology and mindset optimised and stemming from, again, the software development world.<\/p>\n
\n
- Principles behind the Agile Manifesto<\/a>\u00a0at the web archive, wonder if it’ll be back<\/li>\n
- What Is Agile?<\/a>\u00a0by Steve Denning in Forbes, charts the evolution to a total management regime, there is further recommendations for reading.<\/li>\n
- https:\/\/www.forbes.com\/sites\/stevedenning\/2016\/04\/21\/hbrs-embrace-of-agile\/<\/a><\/li>\n
- Agile for all is coming\u2014but how fast? <\/a>at McKQ also https:\/\/www.mckinsey.com\/business-functions\/organization\/our-insights\/the-impact-of-agility-how-to-shape-your-organization-to-compete<\/a><\/li>\n<\/ol>\n
From the Manifesto<\/p>\n
The best architectures, requirements, and designs emerge from self-organizing teams.<\/p>\n
At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.<\/p><\/blockquote>\n
What is Agile? from the Forbes article<\/figcaption><\/figure>\n The four values<\/p>\n
Individuals and interactions over processes and tools
\nWorking software over comprehensive documentation
\nCustomer collaboration over contract negotiation
\nResponding to change over following a plan<\/p><\/blockquote>\nOn Vendor Management & the LP<\/h3>\n
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