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Episode 100 – A retrospective

Welcome to our 100th episode.

In this episode, we talk about what we’ve learnt from our guests about agile, product development and leadership. We discuss what the podcast is about and why we started it. We unpack our critical take on fake agile and discuss agile leadership and product development. Join us as we take a deep dive into the insights, experiences and conversations that have shaped our podcast ovr the last 99 episodes. And here’s to another hundred episodes of cutting through the nonsense and bringing you the advice you need to succeed.

ELT without persisted watermarks ? not a problem
ELT without persisted watermarks ? not a problem

We no longer need to manually track the state of a table, when it was created, when it was updated, which data pipeline last touched it …. all these data points are available by doing a simple call to the logging and bigquery api. Under the covers the google cloud platform is already tracking everything we need … every insert, update, delete, create, load, drop, alter is being captured

Tom Gilb – Software metrics

Join Murray Robinson and Shane Gibson in a conversation about Software Metrics with Tom Gilb. Tom Gilb inspired the authors of the Agile manifesto with his innovative incremental and scientific approach to Software Engineering. In this podcast we talk about Evo and Value Agile.

Erik de Bos – Agile is a paradigm shift

Join Murray Robinson and Shane Gibson in a conversation about Agile as a paradigm shift with Erik de Bos. Most organisations are slow moving bureaucracies defined by authoritarian hierarchies, rules and contracts. Agile is a completely new way of thinking and a new vocabulary which makes new concepts and information available.

Team Skills vs Roles

Join Murray Robinson and Shane Gibson in a conversation about effective agile product teams. Business people and technical people work together daily in one long-lasting customer-focused team. Roles vs Skills. The power of words. Do titles create hierarchy and functional silos within the team? T-shaped people. Should everyone be a developer? Are specialised roles useful? Specialists need to be on the team all the way through. Should people be paid the same and treated the same? Long-lasting product teams vs project teams. The best requirements, architecture and design come from self-managed teams. Servant leadership vs hierarchy. Teams have multiple leaders. One united product team across vendors and organisations.