Project Management
Roadmaps, mission and strategy, and getting honest value out of retrospectives.
Say what your team is for, without notes
A team mission is not a paragraph on a wiki. It is a sentence the manager and every engineer can say out loud when a new executive asks. How I write one, how vision and strategy hang off it, and why I rehearse it.
Planning at two speeds
The quarter plan and the sprint plan are different instruments, and most roadmaps fail where the two meet. How I keep the long horizon honest with the short one, budget tech debt as a standing line, and estimate to seventy percent on purpose.
Retros that change something
Most retrospectives produce a list of action items that nobody looks at again. The ones that worked on my teams produced one change, tracked until it was real. How I run them, and the question I ask that usually finds the real problem.
A roadmap is a set of bets with dates
The roadmaps that survived contact with a quarter were the ones that said what we were betting on and what we would drop first. How I plan, how I run the quarter, and what I stopped putting on the slide.