Steve Vaughn is a twenty-year survivor of the IT wars. He has worked a variety of organizations as a software developer, architect, and ScrumMaster. Steve has spent the past five years attempting the impossible—managing software developers. He is now using this experience to act as an agile coach and help develop high-performing teams.
Steve Vaughn writes about the similarities between today's mobile industry and yesterday's era of personal computing. Industry professionals should view the mobile market as immature and make strategic plans according to how the PC industry changed in the 1990s.
The barrier to organizational change is always about lack of support from upper management. Many agile transformations fall short or fail because management expectations do not align with the reality of agile. Steve Vaughn explains four misconceptions of agile that can stop a major cultural change.
Productivity can be difficult to increase but is usually easy to decrease. Undermotivated or unhappy employees spread discontent and use idle time to sidetrack their teammates. Identifying disengaged employees and removing them as a distraction will make everyone on the team more productive.
Steve Vaughn writes about how Dynamics Research Corporation, a technology sourcing company, is attempting to align the company's iterative development process with government’s traditional waterfall approach. With the growth of agile, government agencies are changing the way they conduct business.
Not only has agile moved into our homes, it is now reaching into our schools. Agile methodology is in the process of changing the way corporations work, so it should come as no surprise that it is now changing the way we organize our personal lives as well.
Between Google Play and Apple’s IOS App Store, there are almost 2 million apps available on the two most popular mobile platforms. However, only a handful of these apps take advantage of the user’s context to provide the richest possible experience.
Steve Vaughn shares his experiences as a software manager for multiple Scrum teams. In Steve's eyes, the best software managers hire the right people for the job, give them assignments where they can be most successful, and create a work environment where teams produce high quality systems.