Sometimes we do stuff without actually understanding the purpose behind it. We write user stories because we do and we miss the gist of it. Why are we doing it? Or to be more precise: what for?
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The Team Squeezer or the story of an agile transition
An important management tool to improve team performance is the Team Squeezer. It’s really simple: just use hierarchical power and exert pressure to make the development team hurry up. Usually the Team Squeezer backfires.
Agility and the Seagull Manager
Ken Blanchard coined the term The Seagull Manager in his 1985 book Leadership and the One Minute Manager. Blanchard described Seagull Managers who fly in, make a lot of noise, dump on everyone, then fly out. Do agile methods help or hinder this problem?