What looked like a good idea back in the 1990ies—outsourcing, for example, software development as a non-essential business area—has meanwhile massively backfired for a lot of legacy organizations. And yet, they still do not understand what it takes to build a decent product/engineering culture. Learn more about typical anti-patterns and are signs that the organization has a toxic team culture.
TL; DR: Create Personas with the Help of the Engineers
Creating valuable software requires knowing the customer—we all agree on that, right? The first question that then comes to mind is how to support this product discovery process in a meaningful manner in an agile environment? And the second question follows swiftly: who shall participate in the process—designers and business analysts or the engineers, too?
Read on and learn why personas are useful for product discovery purposes, how to create personas, and why the complete team—including the engineers—needs to participate in their creation.
The agile consulting industry repackages an originally human-centered, technology-driven philosophy into a standardized, all-weather project-risk mitigating methodology. Sold to command & control organizations, their middle managers turn “Agile” into a 21. century adoption of Taylorism for knowledge workers. Beyond this meta-level, the reasons, why engineers despise Agile, fall into five categories: Control, manipulation, monitoring, technology and teamwork.
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