About Better software sooner
Most methods, frameworks and technologies promise, some more implicitly than others, that they are the way to create products faster. Or better. Or both. Sadly, there is no magic one-size-fits-all solution that you can buy which results in the creation of better software faster. The good news is that there are numerous tools, patterns and techniques that all can contribute in creating better software faster! This is where my expertise lies. More on better software sooner
I am specialised creating and then translating business objectives into working and validated products. As a coach I helped numerous organisations in setting up and maintaining a typical product flow from the strategy, business model, operational model and last, but most importantly, the gathering and processing of feedback. As (chief)Product Owner I have hands-on experience in both enterprises as startup environments.
I strongly believe that IT solutions must always serve business goals and we have a shared responsibility to reach these goals together. As IT Lead I primarily focus on finding, and working with, the right people, processes and techniques so we can validate business ideas as soon as possible. This means reducing technical debt, removing complexity and building teams with a strong engineering culture where every increment is the simplest measurable working solution.
Years of experience in consultancy and training resulted in a couple extensive and highly configurable trainings and courses which I easily can tailor according to your needs. Besides these trainings I also give regular agile, scrum, scrum master and product owner trainings. Click here to see the whole trainingsportfolio.
For me the most important thing is finding ways to help companies in creating the best possible products and services. In this quest there are numerous tools, ways of working, environments, trends and frameworks that can help us in doing this secure, fast and reliable. Whether it is agile portfolio management or continuous delivery, Devops transitions or product visions, I always look for optimization the whole. For me this is the flow from strategic goals to customer feedback.
Agile method and technology framework agnostic getting things done....
Fullfilling business demands through DevOps, creating engineering culture, reducing tech debt, simplify IT architecture and connecting with the whole organisation....
Productising in enterprises, business strategy, product vision, impact mapping, story mapping, product canvas, refinement, data driven development...
Business goal validation, experiment driven development, backlog validation...
You might have heard the term DevOps mentioned or even work with teams that are DevOps teams. Sometimes people say they do DevOps, other times they say they are DevOps and you even hear people say that according to DevOps there is only one way of doing things. Often it is connected to many new Read more about Can you even DevOps?[…]
IT should always serve business goals. To be able to do just that we have to make sure we provide the right solutions for the right costs and at the right time. Let’s take a taxi company as an example. It is only possible for our drivers to do their job properly and provide services Read more about Practical shopkeeping tools for IT Management[…]
There can be many positive effects of organising as a DevOps organisation. If you look at companies that are further in a successful DevOps journey you see that it has an overall positive effect on the whole system that is that company and their products. However great they are, in most companies it isn’t possible Read more about Why DevOps?[…]
I often get questions whether an organisation should choose ITIL or DevOps. Or people tell me that ‘before DevOps everything was clear’. And I can imagine the confusion. And often people are right. But it is not so much about choosing a one-size-fits-all solution and expecting things to sort themselves out. It is a matter Read more about ITSM or DevOps? You don’t have to choose![…]
You might have heard about the importance of innovation during company speeches, in blogs or at conferences. “We need to be innovative to remain relevant” is something that is often agreed upon. The examples of the most innovative companies, which often have no similarities whatsoever with your company, are endless. In this article I will Read more about Be aware of the ‘innovation is key’ trap[…]
In regards to the quality of both software products as devops processes there are four main metrics that can be considered to be leading: Mean Lead Time for changes (MLT) – lower is better, Mean Time To Recover (MTTR) – lower is better, Deployment Frequency (DF) – higher is better, Change Failure Rate (CFR) – Read more about Practical guide for improving software delivery in DevOps – part 1[…]
In recent years the belief that the only good developer is a full stack developer is adopted by a lot of companies. Most vacancies demand full stack developers but in general the term is not really understood very well. The stack With stack we mean the toolset that is being used in order to create Read more about Full-stack developers and unicorns[…]
I have to be honest here. I was quite surprised when the term cloud became relevant again a couple years ago. This is because in my memory there already was a time in which the cloud was presented as ‘the next big world changing’ concept. Instead of storing files and running your programs on your Read more about Is the grass really greener in the cloud?[…]
I often see that companies who create their products in an agile way are looking for ways to see how things really are going. From the start of agile software development there was a healthy suspicion in regards to metric, reports and dashboards. But to be honest we have, despite never ending discussions about velocity Read more about How DevOps metrics are especially helpful for non-it people[…]
Part 1 of this series was about how to get an idea worked out into artefacts. In part 2 I illustrated this flow a bit more with examples and created the artefacts. This part will be about translating these artefacts into user stories and acceptance criteria. The result of our activities in part 1 and Read more about A practical guide for getting ideas to production – Part 3[…]