Rebooting Metrics for Agile

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I’ve been measured as a 3.6 out of a possible 5 “performance” points. I’ve been measured on my sales volume per hour. I’ve even been measured on my percentage of overtime hours as a percentile representing “efficiency”. From salespeople, to service workers, to manual laborers, it’s nearly impossible to meet a worker that hasn’t been exposed to metrics as a form of management, motivation, or appraisal.

Deming, Drucker, and a host of wisdom spoke on the utility of metrics and, over time, business leaders have responded. An obsession with metrics is everywhere and there is no question that measurements of valuable business processes can help improve outcomes necessary for success. Enter the pursuit of (demand for?) “Agile metrics”. Continue reading

Real Values in Hiring

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Earlier this month, Jason Kerney–a team member at Hunter Industries and practitioner of mob programming–wrote an article detailing the interview process his team uses for bringing new people into “the Mob”.

This post dives into Jason’s narrative covering the principles that challenge the convention of hiring and seemingly radical tactics that answer a simple question: what is the difference between hiring a person and filling a position? Continue reading

Rubbish, Folly, and Hiring

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This is not a rant caused by a spell of unemployment, nor is it a cry for help or an invitation to a raging pity-party. This is a reminder of the convention of hiring knowledge workers, especially within the software industry, that we allow to coerce our decision making at the expense of our organizations.

In fact, the thoughts in this post have little to do with my present lack of an employer, even while knee-deep in wildly ineffective hiring conversations. Instead, this post primarily contains notes from past engagements where the hiring process felt like throwing darts blindfolded. Continue reading