Along this year in London I’m learning how the projects are managed here, how teams are formed and dismissed, how to deal with the day-to-day activities, how to create roadmaps for projects…and a lot of other things.
Needless to say that the environment in the London office is more fluid and working with Projects is very very different from working with the Products.
I’m attending a few business classes focused on Communication and Management, nothing specifically Agile related, but very focused on the Business and the Company.
An important concept that I Iearned in these months and I’m using to re-analyze how I did before is “be sure to set and clarify the expectations”.
I hate the metrics.
Really, I hate them.
Generally speaking now I hate any file excel in which I should put a lot of numbers.
Because years ago the 99% of the time that I took that metrics I didn’t know what to do with that numbers, I didn’t know when to use it, I didn’t know how to read it in order to be useful.
In my past experiences the metrics that I had taken were never useful to improve a workflow or avoid the same mistake.
Gathering those metrics had been only a colossal loss of time.
Prologue (suggested theme music for this post here)
At the end of June I moved to begin a secondment for one year in our London office. One of the purpose of the secondment is to help to implement a software developed by my team in Turin.
So I temporarily dropped my Scrum Master role and I became Tech Leader of a new project in UK that had to use the new software: we went live at the end of July, but a lot of things happened even if the launch has been a success.