Andy's Mind

What I suspected for a long time will happen just did: PMI has announced its agile certificate. This is a significant development for many reasons.

First of all it officially confirms agile’s position amongst respected management methods – as part of the mainstream. I wrote about it at length recently, so I’ll just point out here that PMI’s move spells the end of the “agile revolution” in one sense. Just like the Linux revolution before it agile came with a promise of radically reshaping the workplace. It will in some places, but overall (and just like Linux) it will not completely eradicate its older alternatives, but rather become one of them – another respectable, mature tool for managing projects/teams.
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In July I decided to start using webinars to interact with the users of our Scrum tool – the Banana Scrum. I also started to use webinars to broadcast seminars of the Polish Scrum Group.

Obviously, I needed a webinar solution to do this. Choosing which one of the many webinar/web meeting platforms available to use turned out to be quite a process. I share it here to help others who may have similar needs.

My requirements were pretty simple (or so I thought):

• good for both demos (showing how to click around Banana Scrum) and presentations with traditional narrated slides (for the Scrum group),
• easy to use for both presenter and participants,
• recordings of good quality, preferably editable with standard tools, for subsequent posting on the pages,
• event management (registration form, sending people e-mails with calendar attachments, links etc.),
• cheap.

All in all I’ve looked at following platforms:
- Cisco’s WebEx,
- DimDim,
- Microsoft’s LiveMeeting,
- Cytrix’s GoToWebinar.com,
- Adobe Connect Pro.
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About a week ago I was looking at my screen in the morning and wondering how to improve how I handle my e-mail. My key problem was lots of mail that is not spam but is also not real e-mail nor something I want to read every day – stuff like LinkedIn notifications, discussion groups, E-bay notifications and the like. I started to think of creating a filter structure to sort it out of the way, but didn’t get to implementing it when Google announced “Priority Inbox”.

GMail’s “Priority Inbox” is basically a spam filter in reverse. Rather than trying to guess what is junk it tries to guess what is it that the user would really like to read. Great idea – and pretty well implemented.

I was already using a GMail extension called “Multiple Inboxes” so my GMail screen was divided into three regions: the inbox, just unread e-mails and starred e-mails. Priority inbox plugs right into this set up and creates a fourth region – e-mails Google’s filter “thinks” I want to see.

Since I still keep on using an e-mail client (Thunderbird) with my GMail accounts I was glad to find that the “Priority Inbox” is also exposed as an IMAP folder.

So far I’m really enjoying this new feature. Even though it makes me more addicted and dependent on Google’s GMail service it came at exactly right time for me.

Jesse Fewell – a long time proponent of building bridges between the world of traditional project management and agile – has brought to my attention the newest initiative by Alistair Cockburn – “The Oath of Non-Allegiance”:

I promise not to exclude from consideration any idea based on its source, but to consider ideas across schools and heritages in order to find the ones that best suit the current situation.

This should be obvious in the context of looking for ways to better run projects, but clearly it is not. The world of agile is full of divisions, bickering and discussions that remind me of good old days of comp.os.advocacy. As Jesse points out, even the thought leaders of the agile community practice very little collaboration that is the cornerstone of this whole approach. Why?

I think there are two reasons for this.

First, for some agile – or, worse, just one flavor of it – has become something akin to a secular religion that gives their lives sense and meaning – the one and only true way to not only run software projects, but also “transform the world of work” and people’s lives worldwide. It doesn’t matter if this attitude is true or faked – believers will fight with each other over slightest details always defending their chosen flavor of agile. They will also savagely attack anyone who dares to suggest agile is just a tool.

Second, once money is added to the mix things are bound to get hot. People have built their livelihoods around teaching and promoting certain “labels” and, naturally, they will fight to protect what they consider to be their turf. This is exactly same reaction as the one we are getting from “traditional project managers” when promoting agile – they feel their jobs are at risk from methods with no room for someone that will tell workers what to do.

Both attitudes are normal and very human indeed, however they should not shape the world of agile. I think most of us – people involved in agile – want to get things done. I’m enthusiastic about Scrum not because I think it will put the whole world as we know it on its head – but because I know from first hand experience that Scrum simply works on software projects. I’m pretty sure there are projects where it would fail – and I would use other, more appropriate methods there.

I’m sure there are more pragmatists like me and it is a good thing that their voice is heard. I signed the Oath.