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	<title>It&#039;s a Delivery Thing</title>
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	<link>http://itsadeliverything.com</link>
	<description>The art of leading software development teams</description>
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		<title>Software Craftsmanship is not Software Engineering</title>
		<link>http://itsadeliverything.com/software-craftsmanship-is-not-software-engineering</link>
		<comments>http://itsadeliverything.com/software-craftsmanship-is-not-software-engineering#comments</comments>
		<pubDate>Wed, 15 Feb 2012 00:33:32 +0000</pubDate>
		<dc:creator>Steven Thomas</dc:creator>
				<category><![CDATA[Musing]]></category>
		<category><![CDATA[agile]]></category>
		<category><![CDATA[execution]]></category>
		<category><![CDATA[practices]]></category>
		<category><![CDATA[software]]></category>
		<category><![CDATA[software craftsmanship]]></category>

		<guid isPermaLink="false">http://itsadeliverything.com/?p=586</guid>
		<description><![CDATA[In part two of my series on software craftsmanship I take a look at how Peter McBreen, in his book entitled Software Craftsmanship (McBreen, 2001), sets up software craftsmanship in opposition to software engineering. Actually he does say that &#34;Software &#8230; <a href="http://itsadeliverything.com/software-craftsmanship-is-not-software-engineering">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Management on the Ground</title>
		<link>http://itsadeliverything.com/management-on-the-ground</link>
		<comments>http://itsadeliverything.com/management-on-the-ground#comments</comments>
		<pubDate>Wed, 01 Feb 2012 00:56:14 +0000</pubDate>
		<dc:creator>Steven Thomas</dc:creator>
				<category><![CDATA[Musing]]></category>
		<category><![CDATA[agile]]></category>
		<category><![CDATA[control]]></category>
		<category><![CDATA[management]]></category>
		<category><![CDATA[monitoring]]></category>
		<category><![CDATA[p3m]]></category>

		<guid isPermaLink="false">http://itsadeliverything.com/?p=578</guid>
		<description><![CDATA[You have to keep your feet on the ground when others want to put you on a pedestal. After a while on a pedestal, you stop hearing the truth. It&#8217;s filtered by the henchmen, and they read you so well, &#8230; <a href="http://itsadeliverything.com/management-on-the-ground">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Is Software Craftsmanship some code-obsessed mishmash of martial arts and carpentry?</title>
		<link>http://itsadeliverything.com/is-software-craftsmanship-some-code-obsessed-mishmash-of-martial-arts-and-carpentry</link>
		<comments>http://itsadeliverything.com/is-software-craftsmanship-some-code-obsessed-mishmash-of-martial-arts-and-carpentry#comments</comments>
		<pubDate>Sun, 15 Jan 2012 09:00:23 +0000</pubDate>
		<dc:creator>Steven Thomas</dc:creator>
				<category><![CDATA[Musing]]></category>
		<category><![CDATA[agile]]></category>
		<category><![CDATA[execution]]></category>
		<category><![CDATA[practices]]></category>
		<category><![CDATA[software]]></category>
		<category><![CDATA[software craftsmanship]]></category>

		<guid isPermaLink="false">http://itsadeliverything.com/?p=540</guid>
		<description><![CDATA[Software Craftsmanship is some code-obsessed mishmash of martial arts and carpentry or plumbing Ade Oshineye: Software Craftsmanship &#8211; More than just a manifesto &#34;Software Craftsmanship&#34; is one of the big catch phrases in the software development community at the moment. &#8230; <a href="http://itsadeliverything.com/is-software-craftsmanship-some-code-obsessed-mishmash-of-martial-arts-and-carpentry">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://itsadeliverything.com/is-software-craftsmanship-some-code-obsessed-mishmash-of-martial-arts-and-carpentry/feed</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Agile: I Prefer Hype to Ignorance</title>
		<link>http://itsadeliverything.com/agile-i-prefer-hype-to-ignorance</link>
		<comments>http://itsadeliverything.com/agile-i-prefer-hype-to-ignorance#comments</comments>
		<pubDate>Sun, 01 Jan 2012 00:21:06 +0000</pubDate>
		<dc:creator>Steven Thomas</dc:creator>
				<category><![CDATA[Musing]]></category>
		<category><![CDATA[agile]]></category>
		<category><![CDATA[kanban]]></category>
		<category><![CDATA[lean]]></category>
		<category><![CDATA[scrum]]></category>
		<category><![CDATA[xp]]></category>

		<guid isPermaLink="false">http://itsadeliverything.com/?p=524</guid>
		<description><![CDATA[The good news is that Agile has crossed the chasm (Moore, 1991). On the down side there has been, and is, a lot of hype and hyperbole around Agile, Lean, Scrum, XP and Kanban, etc, etc. In particular, and despite &#8230; <a href="http://itsadeliverything.com/agile-i-prefer-hype-to-ignorance">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Side Bets and Sweeties in Organisational Change</title>
		<link>http://itsadeliverything.com/side-bets-and-sweeties-in-organisational-change</link>
		<comments>http://itsadeliverything.com/side-bets-and-sweeties-in-organisational-change#comments</comments>
		<pubDate>Thu, 15 Dec 2011 00:27:12 +0000</pubDate>
		<dc:creator>Steven Thomas</dc:creator>
				<category><![CDATA[Experience]]></category>
		<category><![CDATA[Musing]]></category>
		<category><![CDATA[agile]]></category>
		<category><![CDATA[change programme]]></category>
		<category><![CDATA[execution]]></category>
		<category><![CDATA[product]]></category>
		<category><![CDATA[rollout]]></category>
		<category><![CDATA[software]]></category>

		<guid isPermaLink="false">http://itsadeliverything.com/?p=612</guid>
		<description><![CDATA[People don’t resist organizational change! &#8211; People resist being changed! The Communication Toolbox My current programme is using new, bespoke software to drive organisational change. So I need people to change what they&#8217;re doing. A lot of people. As a &#8230; <a href="http://itsadeliverything.com/side-bets-and-sweeties-in-organisational-change">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Reinforcing Success in Products and Projects</title>
		<link>http://itsadeliverything.com/reinforcing-success</link>
		<comments>http://itsadeliverything.com/reinforcing-success#comments</comments>
		<pubDate>Thu, 01 Dec 2011 00:51:28 +0000</pubDate>
		<dc:creator>Steven Thomas</dc:creator>
				<category><![CDATA[Experience]]></category>
		<category><![CDATA[agile]]></category>
		<category><![CDATA[execution]]></category>
		<category><![CDATA[initiation]]></category>
		<category><![CDATA[p3m]]></category>
		<category><![CDATA[planning]]></category>
		<category><![CDATA[product]]></category>
		<category><![CDATA[requirements]]></category>
		<category><![CDATA[scope]]></category>

		<guid isPermaLink="false">http://itsadeliverything.com/?p=600</guid>
		<description><![CDATA[A fundamental military axiom is to reinforce success. Reinforcing success is a strategic concept used in many areas of decision making and management. Originally a military doctrine, the term is also used in theories related to parenting, business and other &#8230; <a href="http://itsadeliverything.com/reinforcing-success">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Requirements: State the Problem not the Solution</title>
		<link>http://itsadeliverything.com/requirements-state-the-problem-not-the-solution</link>
		<comments>http://itsadeliverything.com/requirements-state-the-problem-not-the-solution#comments</comments>
		<pubDate>Tue, 15 Nov 2011 00:01:50 +0000</pubDate>
		<dc:creator>Steven Thomas</dc:creator>
				<category><![CDATA[Experience]]></category>
		<category><![CDATA[product]]></category>
		<category><![CDATA[requirements]]></category>
		<category><![CDATA[scope]]></category>
		<category><![CDATA[software]]></category>

		<guid isPermaLink="false">http://itsadeliverything.com/?p=339</guid>
		<description><![CDATA[We all do it. Even those of us, like myself, who should know better do it occasionally. But it is wrong. Or if &#34;wrong&#34; is too strong a word, then it is at least misguided. What is it? It is &#8230; <a href="http://itsadeliverything.com/requirements-state-the-problem-not-the-solution">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Case Study: Motivating a team using Agile practices</title>
		<link>http://itsadeliverything.com/case-study-motivating-a-team-using-agile-practices</link>
		<comments>http://itsadeliverything.com/case-study-motivating-a-team-using-agile-practices#comments</comments>
		<pubDate>Tue, 01 Nov 2011 00:05:02 +0000</pubDate>
		<dc:creator>Steven Thomas</dc:creator>
				<category><![CDATA[Experience]]></category>
		<category><![CDATA[agile]]></category>
		<category><![CDATA[case]]></category>
		<category><![CDATA[heartbeat]]></category>
		<category><![CDATA[motivation]]></category>
		<category><![CDATA[practices]]></category>

		<guid isPermaLink="false">http://itsadeliverything.com/?p=350</guid>
		<description><![CDATA[A while ago I did some consultancy with an Israeli company that was kicking off a large, complicated and challenging project. They wanted advice on how to motivate the team so I looked in my toolkit &#8211; both Agile and &#8230; <a href="http://itsadeliverything.com/case-study-motivating-a-team-using-agile-practices">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
		<wfw:commentRss>http://itsadeliverything.com/case-study-motivating-a-team-using-agile-practices/feed</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Two Types of Post Implementation Review</title>
		<link>http://itsadeliverything.com/two-types-of-post-implementation-review</link>
		<comments>http://itsadeliverything.com/two-types-of-post-implementation-review#comments</comments>
		<pubDate>Sat, 15 Oct 2011 00:17:51 +0000</pubDate>
		<dc:creator>Steven Thomas</dc:creator>
				<category><![CDATA[Musing]]></category>
		<category><![CDATA[closure]]></category>
		<category><![CDATA[control]]></category>
		<category><![CDATA[initiation]]></category>

		<guid isPermaLink="false">http://itsadeliverything.com/?p=388</guid>
		<description><![CDATA[Recently people at work have been asking my advice on how to run post implementation reviews of major programmes so I thought I&#8217;d write up my thoughts. I believe there are two types of post implementation review and I recommend &#8230; <a href="http://itsadeliverything.com/two-types-of-post-implementation-review">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
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		<slash:comments>1</slash:comments>
		</item>
		<item>
		<title>Managers v Leaders: Are Managers Plodders and Leaders Cool?</title>
		<link>http://itsadeliverything.com/managers-v-leaders</link>
		<comments>http://itsadeliverything.com/managers-v-leaders#comments</comments>
		<pubDate>Sat, 01 Oct 2011 00:01:47 +0000</pubDate>
		<dc:creator>Steven Thomas</dc:creator>
				<category><![CDATA[Musing]]></category>
		<category><![CDATA[agile]]></category>
		<category><![CDATA[management]]></category>
		<category><![CDATA[p3m]]></category>

		<guid isPermaLink="false">http://itsadeliverything.com/?p=434</guid>
		<description><![CDATA[I consider myself a good manager and a passable leader. This should be okay but there is a certain anti-manager trend in the business world that is particularly prevalent in the Agile community. For example it has been common for &#8230; <a href="http://itsadeliverything.com/managers-v-leaders">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
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		<slash:comments>0</slash:comments>
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