What do you picture when you think of a “normal” software development team in London in 2018?
You might imagine a wide expanse of open-plan office or maybe cubicles, where teams are directed from the top down and measured against project plans with milestones…
Our processes at Unruly are frequently in flux — changing to suit the needs of the Product Development team, or re-aligning to fit the current aims of the business. This affords us great power to apply our resources where they are most needed, but…
At Unruly we’re proud of our long term adoption of agile practices — we have a strong engineering culture and we’ve found Extreme Programming (XP) particularly valuable, but we’ve also pulled ideas from Lean and Kanban. As we grow we really want to preserve some of the…
I’ve been involved in agile software development for over 17 years, since I was a reviewer for the first edition of “XP Explained” (thanks for the opportunity Kent!). I’ve had successes, I’ve had failures, but I’ve only had a few places where I felt I…
Since I joined Unruly as a Product Manager in February 2016, there has been a near-permanent battle between making progress towards what I’ll loosely…
Would you like to work in a team where XP is treated seriously? Would you like to work in a great physical environment with great colleagues? Would you like to work for me? Would you like to be an XP/Agile coach in an environment like that?
Every organisation, every team, and every individual deals with issues of accountability, but we don’t stop and specifically talk about accountability very much at all. There seems to be some unspoken assumption that accountability is…
Those who sat through my introduction talks at Unruly will know that I co-founded a company, Cogent (http://cogent.co), that was based on the maximum possible transparency. There were multiple motivations behind creating Cogent, but one was a reaction to being told many times, by many individuals, that…
