One of my colleagues is a Theory of Constraints guru so this stuff comes naturally to him but even so, his casual remark on a conference call not long after joining us stuck with the whole team. It’s now a poster next to my desk so that all my drive-by visitors can see his wisdom too.
“Starting more work doesn’t mean you’re going to get any more finished.”
My boss also repeatedly says:
“We need to see a few things 100% complete, not a pile of stuff 80% done”
I have my own pattern for this that I’ll be posting pretty soon – the title might be a bit of a giveaway.
About The Dread Pirate Crom
Captain Crom started programming and debugging games from magazines on his Brother’s BBC as a small boy in the early 1980s. With early qualifications in both computer science & art and a love of live music it became clear he was destined for bad things.
His tyrannical ways commenced with a degree in Computing & Informatics at Plymouth and from the mid 1990's a career in the software industry. After formative years as "The Scourge of the Thames Valley" between Reading and Bracknell with occasional raids on the San Francisco Bay area, since 2004 he has been seen sailing stretches of the A10 North and South of the Isle of Ely with the primary source of his raids targeted around Cambridge. Sightings have also been rumored as far afield as Scotland, Norway, India, Nevada, Florida and Georgia.
The Captain has served in companies ranging from successful startups and ailing dot-coms to global corporations, spanning roles from IT, consulting, support, development and management through to agile coaching.
The common thread in each of his roles is that he has always chosen to join software product groups - usually large-scale enterprise software. His large-scale product and organizational focus differentiates him from the more common textbook agile captains.
(Other differentiators include his distinctive hoop earrings and love of spiced rum)
The Captain's Agile experience started with a blend of FDD and XP in what he describes as "the most disciplined team he had ever served with". He subsequently moved onto using Scrum and XP blended with Theory Of Constraints, Kanban and Lean philosophies to improve software delivery techniques in other organizations.
He believes every member of a delivery team should spend time with customers supporting the product they produced. “Sitting at the dirty end of a product (or cutlass) completely changes the way you think about business processes and write software for the rest of your softwarefaring career!”
