Venkatesh Krishnamurthy shares his recent experience in joining a fitness program assisted by a personal trainer and how that relates to good team coaching. While the program benefited Venkatesh, he writes that his physical change occurred only with willingness and collaboration, not with force.
Metrics like recording the number of website visits or the number of downloads are called vanity metrics. Venkatesh Krishnamurthy writes how these metrics are misleading and how companies should start measuring actionable metrics instead.
Venkatesh Krishnamurthy writes on tools and techniques product owners can use to do their jobs more efficiently. Remember, the product owner is responsible for building a valuable, usable, and feasible product.
Venkatesh Krishnamurthy explains what makes for a healthy, functioning self-organizing team. According to Venkatesh, a good leader who has servant-leadership qualities is essential for a self-organizing team—and having no one assigning the tasks or micromanaging the progress.
Venkatesh Krishnamurthy explains some common misconceptions with retrospectives. Having a rigid mindset and believing that teams should only do retrospectives at the end of an iteration or raise issues only during standup meetings reduce agility and result in process-oriented thinking.
A lot of people have heard of AOL, but they may not have known much about Tim Armstrong, the company’s CEO, until last week. Venkatesh Krishnamurthy explains the lessons to learn from Armstrong's public firing of an employee.
Metrics can be distractions to stakeholders from seeing true value in agile software projects. Stakeholders can gain more realistic insight by observing the intangibles—like accountability, transparency, and trust in teams—rather than just following the numbers on a software project dashboard.