This article is actually a fabulous account of Larry Page’s development as a CEO and leader at Google.
I wasn’t expecting to read the whole thing, but I really enjoyed it.
I wasn’t expecting to read the whole thing, but I really enjoyed it.
"It was just five years since Page, then a 22-year-old graduate student at Stanford, was struck in the middle of the night with a vision. In it, he somehow managed to download the entire Web and by examining the links between the pages he saw the world’s information in an entirely new way."
Agile happened because using the standard set of pre-Agile tools was inflexible. Replanning happened way too often, and was way too much work. Or, worse, teams tried to stick to a clearly obsolete schedule. This is not to say that Agile, especially as it has morphed into something that is too often a jargon-laden dogma, it an unalloyed good. But it was a relatively primitive time for software project management.
The article says very little about what responsibilities were organized onder project managers. Was it the wrong approach to project management? Was the job description inappropriate? The wrong tools?