bdehaaff

47 ms·

451.
by bdehaaff 13y ago
Thanks for pointing that out. I am working for better balance now that I understand the guideline.
452.
by bdehaaff 13y ago
And many other too. Lesson learned.
453.
by bdehaaff 13y ago
Yes, good point. The banning based on posting links to the same url is the interesting part.
454.
by bdehaaff 13y ago
Good point. It always makes sense to ask. I was just surprised that I heard back so quickly.
455.
How I was unbanned from Hacker News(blog.aha.io)
72 points by bdehaaff 13y ago|50 comments
456.
Yahoo's Latest HR Disaster: Ranking Workers on a Curve(businessweek.com)
1 points by bdehaaff 13y ago|0 comments
457.
by bdehaaff 13y ago
How about a series of Haikus? Building size is not poetry.
458.
by bdehaaff 13y ago
I tend to agree with you on this. I don't understand the ruling.
459.
Is there a better option than trying to build an MVP?(quora.com)
1 points by bdehaaff 13y ago|0 comments
460.
One World Trade Center named tallest US building(news.yahoo.com)
9 points by bdehaaff 13y ago|9 comments
461.
'Family Guy' Creator Brings Carl Sagan Archive to Library of Congress(mashable.com)
2 points by bdehaaff 13y ago|0 comments
462.
VCs did not save me from the Startup death spiral(blog.aha.io)
2 points by bdehaaff 13y ago|0 comments
463.
How to Choose the Right Protégé(blogs.hbr.org)
2 points by bdehaaff 13y ago|0 comments
464.
by bdehaaff 13y ago
Indeed. The response was terrific and we were humbled that so many folks wanted to participate.
465.
Aha recognizes product and engineering leaders with mojo(blog.aha.io)
2 points by bdehaaff 13y ago|2 comments
466.
DevOps treats me like a terrorist at a TSA checkpoint(blog.aha.io)
1 points by bdehaaff 13y ago|0 comments
467.
Show HN: Publish A Beautiful Product Roadmap(blog.aha.io)
2 points by bdehaaff 13y ago|0 comments
468.
GitHub for code and Aha for product roadmaps(blog.aha.io)
2 points by bdehaaff 13y ago|0 comments
469.
by bdehaaff 13y ago
Thanks for taking the time to respond.
470.
by bdehaaff 13y ago
Agreed. It's fundamental to address the "whys" and "whats" in addition to the "hows."
471.
Scrum – False God of Innovation(blog.aha.io)
10 points by bdehaaff 13y ago|4 comments
472.
by bdehaaff 13y ago
Agreed. The point I am trying to make is the following: I think you need to do both and that's why building great products/software is hard. You need to see the big picture yet deliver against it in bite-sized chunks. Good PMs and
473.
by bdehaaff 13y ago
I think there are all types of tools and techniques that can work. The fact is that Kanban or any other tool can not fix lousy strategy, culture, or leadership.
474.
by bdehaaff 13y ago
There is a good overview here for Kanban for development: http://en.wikipedia.org/wiki/Kanban_%28development%29
475.
by bdehaaff 13y ago
Thanks for the detailed thoughts. I am not sure though that Kanban or an other agile tool can solve the problem when it is one of leadership or direction. Strategy and management do not rise out of the incremental planning bits.
476.
by bdehaaff 13y ago
Yikes. Who vets what comes down the line vs the key business objectives? And who is looking out past three months to make sure you are building what will matter as the market shifts? I feel for you.
477.
by bdehaaff 13y ago
The point I am trying to make is the following: I think you need to do both and that's why building great products/software is hard. You need to see the big picture yet deliver against it in bite-sized chunks. Good PMs and Engs ar
478.
by bdehaaff 13y ago
I think you need to do both and that's why building great products/software is hard. You need to see the big picture yet deliver against it in bite-sized chunks. Good PMs and Engs are capable of doing both at the same time. That&#
479.
by bdehaaff 13y ago
True. As you point out it starts with understanding why something needs to get built and its importance to the business. If you do not have clarity on that, everything looks like a priority.
480.
by bdehaaff 13y ago
I would suggest the core issue was that you did not have the freedom to go get the important work down and be responsible for it. Too often work is subdivided so no one actually owns anything important -- because the bits are too small.

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