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    <title>Pinboard (DirkSonguer)</title>
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    <description>recent bookmarks from DirkSonguer</description>
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      <rdf:Seq>	<rdf:li rdf:resource="http://scottberkun.com/2010/inside-pixars-leadership/"/>
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	<rdf:li rdf:resource="http://firstround.com/review/A-Counterintuitive-System-for-Startup-Compensation/"/>
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	<rdf:li rdf:resource="http://www.quora.com/Product-Management/What-distinguishes-the-top-1-of-product-managers-from-the-top-10"/>
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	<rdf:li rdf:resource="http://www.sdtimes.com/blog/post/2011/11/11/Agile-slaves.aspx"/>
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	<rdf:li rdf:resource="http://www.randsinrepose.com/archives/2011/10/11/the_rands_test.html"/>
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	<rdf:li rdf:resource="http://blog.agilegamedevelopment.com/2011/01/design-as-questions-development-as.html"/>
	<rdf:li rdf:resource="http://www.businessinsider.com/facebook-engineers-get-incredible-freedom-in-their-jobs-2011-1?utm_source=feedburner&amp;utm_medium=feed&amp;utm_campaign=Feed%3A+typepad%2Falleyinsider%2Fsilicon_alley_insider+%28Silicon+Alley+Insider%29&amp;utm_content=Google+Reader"/>
	<rdf:li rdf:resource="http://blogs.msdn.com/b/ericlippert/archive/2003/10/28/53298.aspx"/>
	<rdf:li rdf:resource="http://www.eldergame.com/2010/08/this-is-how-systems-designers-think/"/>
	<rdf:li rdf:resource="http://www.radian6.com/blog/2010/06/a-different-look-at-community-management/"/>
	<rdf:li rdf:resource="http://gigaom.com/2008/04/17/pixars-brad-bird-on-fostering-innovation/"/>
	<rdf:li rdf:resource="http://www.agilelogic.com/sp_resources.html"/>
	<rdf:li rdf:resource="http://www.infoq.com/news/2008/12/snake-on-the-wall"/>
	<rdf:li rdf:resource="http://www.inventool.de/index2.htm"/>
	<rdf:li rdf:resource="http://events.carsonified.com/fowa/2008/london/videos/tim-bray/"/>
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  </channel><item rdf:about="http://scottberkun.com/2010/inside-pixars-leadership/">
    <title>Inside Pixar’s Leadership | Scott Berkun</title>
    <dc:date>2018-06-21T17:35:36+00:00</dc:date>
    <link>http://scottberkun.com/2010/inside-pixars-leadership/</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[There were plenty of high profile people at the Economist event in March, but hands down the best session was a simple interview with Ed Catmull, the president of Pixar [update: he has a book out now called Creativity, Inc.].

Martin Giles from the Economist did the interview, and did an excellent job letting Catmull cover some excellent territory.]]></description>
<dc:subject>business creativity leadership management pixar</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:d44a2d2eead9/</dc:identifier>
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	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:creativity"/>
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<item rdf:about="https://www.joelonsoftware.com/2009/03/09/how-to-be-a-program-manager/">
    <title>How to be a program manager – Joel on Software</title>
    <dc:date>2018-06-21T16:48:15+00:00</dc:date>
    <link>https://www.joelonsoftware.com/2009/03/09/how-to-be-a-program-manager/</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[Having a good program manager is one of the secret formulas to making really great software. And you probably don’t have one on your team, because most teams don’t.]]></description>
<dc:subject>development agile management</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:13c684a03b9e/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:development"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:agile"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:management"/>
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</item>
<item rdf:about="http://www.reinventingorganizationswiki.com/Teal_Organizations">
    <title>Teal Organizations – Home</title>
    <dc:date>2016-11-21T09:25:55+00:00</dc:date>
    <link>http://www.reinventingorganizationswiki.com/Teal_Organizations</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[The Teal paradigm refers to the next stage in the evolution of human consciousness.[1] When applied to organizations, this paradigm views the organization as an independent force with its own purpose, and not merely as a vehicle for achieving management's objectives. Teal organizations are characterized by self-organization and self-management. The hierarchical "predict and control" pyramid of Orange is replaced with a decentralized structure consisting of small teams that take responsibility for their own governance and for how they interact with other parts of the organization. Assigned positions and job descriptions are replaced with a multiplicity of roles, often self-selected and fluid. People’s actions are guided not by orders from someone up the chain of command but by ‘listening’ to the organization’s purpose. Unlike the highly static nature of Amber, Orange and Green organizations, the organizational structure in Teal is characterized by rapid change and adaptation, as adjustments are continuously made to better serve the organization's purpose.]]></description>
<dc:subject>management team organisation culture</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:4f84e2e7a229/</dc:identifier>
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	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:team"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:organisation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:culture"/>
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</item>
<item rdf:about="http://news.microsoft.com/stories/hugh-macleod/">
    <title>Hugh MacLeod connects the dots</title>
    <dc:date>2015-07-28T07:25:18+00:00</dc:date>
    <link>http://news.microsoft.com/stories/hugh-macleod/</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[Cartoonist Hugh MacLeod’s mission is to make art that transforms
how companies do business. Touch each card for more info.]]></description>
<dc:subject>design microsoft management</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:dac48f648c4c/</dc:identifier>
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	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:microsoft"/>
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</item>
<item rdf:about="http://praxtime.com/2013/11/03/apple-strat-tax-voice-as-god-particle/">
    <title>Apple’s strategy tax on services versus Google. Voice interaction becoming the “God particle” of mobile. | Praxtime</title>
    <dc:date>2015-07-16T14:45:04+00:00</dc:date>
    <link>http://praxtime.com/2013/11/03/apple-strat-tax-voice-as-god-particle/</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[I’ll argue Apple’s problems with services should be expected. Why? Because Apple pays a strategy tax on them.]]></description>
<dc:subject>apple service cloud management business</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:57148a40467f/</dc:identifier>
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</item>
<item rdf:about="https://hbr.org/2014/07/how-to-tell-a-great-story">
    <title>How to Tell a Great Story - HBR</title>
    <dc:date>2015-07-10T15:25:13+00:00</dc:date>
    <link>https://hbr.org/2014/07/how-to-tell-a-great-story</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[We tell stories to our coworkers and peers all the time — to persuade someone to support our project, to explain to an employee how he might improve, or to inspire a team that is facing challenges. It’s an essential skill, but what makes a compelling story in a business context? And how can you improve your ability to tell stories that persuade?]]></description>
<dc:subject>management storytelling presenting motivation</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:f6b0c10aeee0/</dc:identifier>
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</item>
<item rdf:about="http://www.inc.com/the-muse/how-one-tech-entrepreneur-motivated-his-team.html">
    <title>How One Tech Entrepreneur Motivated His Team | Inc.com</title>
    <dc:date>2015-07-10T15:24:22+00:00</dc:date>
    <link>http://www.inc.com/the-muse/how-one-tech-entrepreneur-motivated-his-team.html</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[He made up a fake nemesis. At an all-company meeting, he stood up and announced that there was a brash new competitor named Slither. “I told everyone they were bigger than us, faster than us, and more profitable,” he says. “Their investors had deeper pockets. Their footprint was better, and they were innovating at a pace I’d never seen.”]]></description>
<dc:subject>business tactics motivation management</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:c8e02ed556ac/</dc:identifier>
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	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:motivation"/>
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</item>
<item rdf:about="http://www.dereksmart.org/2015/07/interstellar-citizens/">
    <title>Interstellar Citizens | Smart Speak</title>
    <dc:date>2015-07-07T05:37:02+00:00</dc:date>
    <link>http://www.dereksmart.org/2015/07/interstellar-citizens/</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[I am not even going to touch on what can go wrong when you have different studios, in different states and countries, working on various aspects of the same massive game. If you know a producer who has ever worked with external contractors and/or studios on a project, have a chat with him or her, listen to the horror stories; then multiply that by a factor of ten. Only then will you begin to get the full picture of what could go horribly wrong here.]]></description>
<dc:subject>games production management crowdfunding starcitizen</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:1c9bca518f18/</dc:identifier>
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	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:crowdfunding"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:starcitizen"/>
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</item>
<item rdf:about="http://sebastianmarshall.com/general-orders-for-sentries-as-perhaps-the-finest-operations-document-of-all-time">
    <title>&quot;General Orders for Sentries&quot; as perhaps the finest operations document of all time - SEBASTIAN MARSHALL</title>
    <dc:date>2015-06-12T10:53:39+00:00</dc:date>
    <link>http://sebastianmarshall.com/general-orders-for-sentries-as-perhaps-the-finest-operations-document-of-all-time</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[On the surface, it's a pretty simple thing, being a sentry. "Watch this area. Tell us if anything odd happens."

In practice, there's thousands of permeations of things that can go wrong when you're guarding an area, and a sentry failing in his duty could lead to -- literally -- thousands of people getting killed.]]></description>
<dc:subject>military howto operations process management</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:8f21d781f51b/</dc:identifier>
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	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:howto"/>
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	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:process"/>
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</item>
<item rdf:about="https://medium.com/the-connected-company/wrangling-complexity-8f9fd72dffe1">
    <title>Wrangling complexity — The Connected Company — Medium</title>
    <dc:date>2015-05-08T10:58:51+00:00</dc:date>
    <link>https://medium.com/the-connected-company/wrangling-complexity-8f9fd72dffe1</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[Businesses today are struggling to survive and thrive in an ever more complex and rapidly changing world. The good news is that a lot of the problems of addressing complexity and change have already been solved. They have been solved by the very same people who started all the complexity problems in the first place: technologists. They solved these problems because they had to.]]></description>
<dc:subject>management organisation efficiency</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:5dc29bc632cb/</dc:identifier>
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	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:efficiency"/>
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</item>
<item rdf:about="http://firstround.com/review/A-Counterintuitive-System-for-Startup-Compensation/">
    <title>A Counterintuitive System for Startup Compensation - First Round Review</title>
    <dc:date>2015-05-04T13:59:14+00:00</dc:date>
    <link>http://firstround.com/review/A-Counterintuitive-System-for-Startup-Compensation/</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[When Molly Graham joined Facebook, the company already had 400 employees, but there was no official performance or compensation system in place. There had been attempts, but nothing stuck. The result: Very little transparency, a lot of one-off compensation decisions, frustration and confusion. Working closely with Sheryl Sandberg and HR chief Lori Goler, Graham set out to change this by going back to the basics.]]></description>
<dc:subject>startup HR compensation pay management</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:9c3903b05acb/</dc:identifier>
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	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:HR"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:compensation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:pay"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:management"/>
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</item>
<item rdf:about="http://t-machine.org/index.php/2009/03/02/manifesto-for-a-game-development-studio-or-any-creative-tech-company/#comments">
    <title>Manifesto for a Game Development Studio (or any creative tech company) | T-machine.org</title>
    <dc:date>2015-04-04T17:31:34+00:00</dc:date>
    <link>http://t-machine.org/index.php/2009/03/02/manifesto-for-a-game-development-studio-or-any-creative-tech-company/#comments</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[Here are the founding principles of my next startup. It’s incomplete and imperfect, but for where I want to go … it’s a start. Incidentally, if you share them, and want to work with me, you should get in touch (adam.m.s.martin at gmail.com). I’m sure we can find a way to work together.]]></description>
<dc:subject>management games gaming</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:a8059dcc32d3/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:games"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:gaming"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.businessinsider.com/jeff-bezos-why-we-love-or-fear-companies-2013-10?IR=T">
    <title>Jeff Bezos: Why We Love Or Fear Companies - Business Insider</title>
    <dc:date>2015-01-22T16:50:24+00:00</dc:date>
    <link>http://www.businessinsider.com/jeff-bezos-why-we-love-or-fear-companies-2013-10?IR=T</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[Bezos wrote a memo called "Amazon.love," which Stone was able to obtain, that he distributed to his "S-team" of top executives.

In it, he highlighted the fact that some multibillion-dollar companies have managed to remain beloved, or at least thought of as "cool" by customers. Think Apple, Whole Foods, Costco, Nike, and Google. Others get piled on, rather than defended, if things go badly. Think Microsoft, Goldman Sachs, ExxonMobil, and Wal-Mart.

]]></description>
<dc:subject>management amazon memo</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:6f19cf8d1e7a/</dc:identifier>
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	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:amazon"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:memo"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://thenextweb.com/dd/2014/11/25/developers-arent-slow/">
    <title>Your Developers Aren't Slow</title>
    <dc:date>2014-11-26T09:23:28+00:00</dc:date>
    <link>http://thenextweb.com/dd/2014/11/25/developers-arent-slow/</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[As managers, it’s easy for us to blame our team for missing deadlines. But are slow developers really the reason you’re not shipping on time?

At Sprintly, we have a lot of data on developer cycle time. We track how long it takes them to complete different types of tasks (Stories, Tests, Bugs), as well as different sizes of tasks (S, M, L, XL).]]></description>
<dc:subject>productivity development management</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:fc62359bccef/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:productivity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:development"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:management"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.altdevblogaday.com/2014/03/15/company-growth-and-the-development-approach-of-fragments-of-him/">
    <title>#AltDevBlog » Company growth and the development approach of Fragments of Him</title>
    <dc:date>2014-03-15T14:24:40+00:00</dc:date>
    <link>http://www.altdevblogaday.com/2014/03/15/company-growth-and-the-development-approach-of-fragments-of-him/</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[This blog is intended as a write-up of recent events and activities of our game development company SassyBot Studio. As a result, the contents of the blog reflect personal approaches and insights that we like to share and should not be taken as industry facts. We hope that by sharing our thoughts and experiences of past and future events it may help other start-up indie devs with struggles and questions of their own. We embrace contact and encourage you to share your adventures and lessons with us either here or through Twitter @SassyBotStudio.]]></description>
<dc:subject>games gamedev startup management gamedesign</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:f1e132e807a1/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:games"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:gamedev"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:startup"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:gamedesign"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.quora.com/Product-Management/What-distinguishes-the-top-1-of-product-managers-from-the-top-10">
    <title>(3) Product Management: What distinguishes the top 1% of product managers from the top 10%? - Quora</title>
    <dc:date>2012-06-23T07:48:13+00:00</dc:date>
    <link>http://www.quora.com/Product-Management/What-distinguishes-the-top-1-of-product-managers-from-the-top-10</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[The top 10% of product managers excel at a few of these things. The top 1% excel at most or all of them]]></description>
<dc:subject>productmanagement management business</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:d6efe3c35347/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:productmanagement"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:business"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://blogs.valvesoftware.com/abrash/valve-how-i-got-here-what-its-like-and-what-im-doing-2/">
    <title>Valve: How I Got Here, What It’s Like, and What I’m Doing | Valve</title>
    <dc:date>2012-04-20T20:23:54+00:00</dc:date>
    <link>http://blogs.valvesoftware.com/abrash/valve-how-i-got-here-what-its-like-and-what-im-doing-2/</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[It all started with Snow Crash.

If I hadn’t read it and fallen in love with the idea of the Metaverse, if it hadn’t made me realize how close networked 3D was to being a reality, if I hadn’t thought I can do that, and more importantly I want to do that, I’d never have embarked on the path that eventually wound up at Valve.

By 1994, I had been working at Microsoft for a couple of years. One evening that year, while my daughter was looking at books in the Little Professor bookstore on the Sammamish Plateau, I happened to notice Snow Crash on a shelf. I picked it up and started reading, decided to buy it, and wound up devouring it overnight. I also started thinking to myself that I had a pretty good idea how about 80 percent of it could work right then, and wanted to implement it as badly as I had ever wanted to do anything with a computer – I had read SF all my life, and this was a full-on chance to make SF real. So I tried to start a project at Microsoft to do a networked 3D engine.]]></description>
<dc:subject>business creativity games management valve</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:d9b29a1a45b6/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:creativity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:games"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:valve"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.sdtimes.com/blog/post/2011/11/11/Agile-slaves.aspx">
    <title>Agile slaves</title>
    <dc:date>2012-01-23T07:34:51+00:00</dc:date>
    <link>http://www.sdtimes.com/blog/post/2011/11/11/Agile-slaves.aspx</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[Last summer, I had the good fortune to visit a “very advanced” Agile shop. These folks really did embrace agile methods with a discipline, completeness, and a zealous fervor that would be hard to match. In many ways, they could have been a poster child for Agile methods...But these weren’t productive developers freed from mindless process dogma. They were Agile slaves. The dogma they followed was ours, and they followed it well. And as with many organizations in a similar position, they saw some promising results. Continuous integration, refactoring, unit tests, pair programming—all these techniques yielded some benefit. But they weren’t thinking, they weren’t reacting, they weren’t being agile. When problems came up, they addressed them with all the grace and elegance of a deer caught in the terrifying blaze of alien headlights. They knew how to do Agile; they didn’t know how to be agile.]]></description>
<dc:subject>agile development programming software projectmanagement management</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:8bda04580044/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:agile"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:development"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:programming"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:software"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:projectmanagement"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:management"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://andybrett.com/startup-school-2011">
    <title>Andy Brett | Do Not, Under Any Circumstances, Start A Startup: Or, What I Learned At Startup School 2011</title>
    <dc:date>2011-12-20T07:39:49+00:00</dc:date>
    <link>http://andybrett.com/startup-school-2011</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[Theme One: Do not, under any circumstances, start a startup.

This is, of course, tongue in cheek. But more than half the speakers said, in one form or another, do not start a startup. The summary went something like:

Don’t start a company just for the sake of starting a company. Don’t start a company because it’s cool. Don’t start one because you think it’s going to turn out like it does in the fictional movies, because it won’t - death is the default for startups. Don’t start a company because you want to be like the founders you see at startup school, or want to be the “next [fill in the blank].”]]></description>
<dc:subject>startup enterpreneur management ideas business</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:c35c79fabb50/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:startup"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:enterpreneur"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:ideas"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:business"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://altdevblogaday.com/2011/11/28/so-you-wanna-be-in-charge/">
    <title>So You Wanna Be In Charge? « #AltDevBlogADay</title>
    <dc:date>2011-11-29T11:02:15+00:00</dc:date>
    <link>http://altdevblogaday.com/2011/11/28/so-you-wanna-be-in-charge/</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[OK, animators. I know the deal. You guys want to be the next Brad Bird, the next John Lasseter, the next Jennifer Yuh Nelson, or the next Glen Keane.

Well, don’t we all. But here’s the problem. Instead of concentrating on the craft that you so passionately want to blaze a trail in, some of you are concentrating on figuring out how to become the next amazing director. While some of you are going about this endeavor in a respectful and proper manner, some of you are doing it wrong.

In fact, by my completely unscientific count, there are 99% of you doing it right, and 1% of you doing it wrong. It’s not just animators, either. It’s just about every discipline in this and other industries. So to the rest of you, when you read “animator,” fill it in with your specialization!]]></description>
<dc:subject>management projectmanagement teamlead</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:fc0ac4036500/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:projectmanagement"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:teamlead"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.fastcodesign.com/1665496/when-rebooting-a-project-throw-out-the-bathwater-but-keep-the-baby">
    <title>When Rebooting A Project, Throw Out The Bathwater But Keep The Baby | Co. Design</title>
    <dc:date>2011-11-29T10:45:19+00:00</dc:date>
    <link>http://www.fastcodesign.com/1665496/when-rebooting-a-project-throw-out-the-bathwater-but-keep-the-baby</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[As the 21st century approached, luxury automakers faced a technical design challenge: an increasing array of new in-car devices--phone, GPS navigation, digital radio, satellite radio, CD changers, Internet access, television, emergency notification, side and rearview cameras, and driving system settings--was turning dashboards into an unfathomable mess. Automakers were forced to rethink how drivers interface with cars.]]></description>
<dc:subject>projectmanagement problemsolving management technology</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:15fdedd3020e/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:projectmanagement"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:problemsolving"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:technology"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.newcommbiz.com/could-gamification-replace-management/?">
    <title>Could Gamification Replace Management? | @NewCommBiz</title>
    <dc:date>2011-11-26T08:51:57+00:00</dc:date>
    <link>http://www.newcommbiz.com/could-gamification-replace-management/?</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[What’s your immediate response to the idea of replacing all management in your company with leader boards and badges? Does it scare you? Does it make you angry? Does it seem so ludicrously Machiavellian that you laugh in disgust? Good, me too.  The more I think about this the more I like it the more I LOVE IT! It sends chills up my back and makes me want to run away screaming. It’s that good.]]></description>
<dc:subject>gamification management wrong example</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:0211a2010220/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:gamification"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:wrong"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:example"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.joelonsoftware.com/articles/fog0000000043.html">
    <title>The Joel Test: 12 Steps to Better Code - Joel on Software</title>
    <dc:date>2011-10-13T19:38:15+00:00</dc:date>
    <link>http://www.joelonsoftware.com/articles/fog0000000043.html</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[The neat thing about The Joel Test is that it's easy to get a quick yes or no to each question. You don't have to figure out lines-of-code-per-day or average-bugs-per-inflection-point. Give your team 1 point for each "yes" answer. The bummer about The Joel Test is that you really shouldn't use it to make sure that your nuclear power plant software is safe.

A score of 12 is perfect, 11 is tolerable, but 10 or lower and you've got serious problems. The truth is that most software organizations are running with a score of 2 or 3, and they need serious help, because companies like Microsoft run at 12 full-time. ]]></description>
<dc:subject>development management productivity programming software</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:1bc1823694db/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:development"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:productivity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:programming"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:software"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.randsinrepose.com/archives/2011/10/11/the_rands_test.html">
    <title>Rands In Repose: The Rands Test</title>
    <dc:date>2011-10-13T19:37:30+00:00</dc:date>
    <link>http://www.randsinrepose.com/archives/2011/10/11/the_rands_test.html</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[I was employee #20 at the first start-up and the first engineering lead. Over the course of two years, the team and the company exploded to close to 200 employees. This is when I discovered that growing rapidly teaches you one thing well: how communication continually finds new and interesting ways to break down. The core issue being the folks who’ve been around longer who also tend to have more responsibility. As far as they’re concerned, the ways they organically communicated before will remain as efficient and simple each time the group doubles in size.

They don’t. A growing group needs to continually invest in new ways to figure out what it is collectively thinking so anyone anywhere can answer the question: “What the hell is going on?” This is the first question The Rands Test answers. As I’ll explain shortly, the second question The Rands Test helps you answer is selfish. The second asks: “Where am I?”]]></description>
<dc:subject>business development management pm</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:3e19782850cd/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:development"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:pm"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.nytimes.com/2011/02/27/business/27novel.html?_r=1&amp;ref=technology">
    <title>Microsoft’s Effort to Build Apps and Reward Engineers - NYTimes.com</title>
    <dc:date>2011-08-23T22:19:26+00:00</dc:date>
    <link>http://www.nytimes.com/2011/02/27/business/27novel.html?_r=1&amp;ref=technology</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[Because the platform is new, developers have to learn its ways before writing many of those apps. So to add them quickly, Microsoft has taken an unusual step. It has relaxed a strict rule and will let employees moonlight in their spare time and keep the resulting intellectual property and most of the revenue, as long as that second job is writing apps for Windows Phone 7-based devices.]]></description>
<dc:subject>wp7 windowsphone microsoft management sideprojects mobile</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:8ff5c411e731/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:wp7"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:windowsphone"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:microsoft"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:sideprojects"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:mobile"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://blog.agilegamedevelopment.com/2011/03/team-motivation.html">
    <title>Agile Game Development: Team motivation and the role of the ScrumMaster</title>
    <dc:date>2011-03-09T10:26:38+00:00</dc:date>
    <link>http://blog.agilegamedevelopment.com/2011/03/team-motivation.html</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[The daily stand-up is a window into the motivation level of the team.  Stand-ups with motivated teams are noisy, complex, often chaotic, and information rich.   They often seem like football huddles when the score is tied and there are no timeouts left in the final two minutes of the game.  There is humor, intensity and a sense of "being in it together".

The stand-up meeting for an unmotivated team is different.  It's common to sense the boredom or an impatience for it to end.  It often feels like a group of individuals reporting to the ScrumMaster, who is writing everything down, or even worse, with everyone sitting at a conference table looking at a projection of a spreadsheet on a wall and only paying attention when it's their turn to report.

A tedious daily stand-up meeting is a symptom that the team lacks one or more of the factors of intrinsic motivation.  It's often easiest to examine the team's autonomy and the practices of the ScrumMaster, whose role is to foster and grow autonomy.]]></description>
<dc:subject>scrum agile projectmanagement management teams</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:c3097bb17660/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:scrum"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:agile"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:projectmanagement"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:teams"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://blog.agilegamedevelopment.com/2011/01/design-as-questions-development-as.html">
    <title>Agile Game Development: Design as questions, development as answers</title>
    <dc:date>2011-01-28T15:50:50+00:00</dc:date>
    <link>http://blog.agilegamedevelopment.com/2011/01/design-as-questions-development-as.html</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[In Scrum workshops, I often ask developers if they have ever compared the game that they last shipped against the original design document.  The usual answer is that, except for the title, much of the design changed during development.]]></description>
<dc:subject>scrum development management processes agile planning change</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:9a670c03b336/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:scrum"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:development"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:processes"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:agile"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:planning"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:change"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.businessinsider.com/facebook-engineers-get-incredible-freedom-in-their-jobs-2011-1?utm_source=feedburner&amp;utm_medium=feed&amp;utm_campaign=Feed%3A+typepad%2Falleyinsider%2Fsilicon_alley_insider+%28Silicon+Alley+Insider%29&amp;utm_content=Google+Reader">
    <title>The Incredible Freedom Of A Facebook Engineer</title>
    <dc:date>2011-01-21T06:53:59+00:00</dc:date>
    <link>http://www.businessinsider.com/facebook-engineers-get-incredible-freedom-in-their-jobs-2011-1?utm_source=feedburner&amp;utm_medium=feed&amp;utm_campaign=Feed%3A+typepad%2Falleyinsider%2Fsilicon_alley_insider+%28Silicon+Alley+Insider%29&amp;utm_content=Google+Reader</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[Facebook engineers decide what they want to work on and are allowed to make changes across the site without asking for permission.]]></description>
<dc:subject>facebook development management work</dc:subject>
<dc:source>https://pinboard.in/</dc:source>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:05dc65e9eacf/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:facebook"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:development"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:work"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://blogs.msdn.com/b/ericlippert/archive/2003/10/28/53298.aspx">
    <title>How many Microsoft employees does it take to change a lightbulb? - Fabulous Adventures In Coding - Site Home - MSDN Blogs</title>
    <dc:date>2010-11-01T09:30:37+00:00</dc:date>
    <link>http://blogs.msdn.com/b/ericlippert/archive/2003/10/28/53298.aspx</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[Joe Bork has written a great article explaining some of the decisions that go into whether a bug is fixed or not. This means that I can cross that one off my list of potential future entries. Thanks Joe!

But while I'm at it, I'd like to expand a little on what Joe said.His comments generalize to more than just bug fixes. A bug fix is one kind of change to the behaviour of the product, and all changes have similar costs and go through a similar process.
]]></description>
<dc:subject>article blog design development management microsoft programming software</dc:subject>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:683220e61c88/</dc:identifier>
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</item>
<item rdf:about="http://www.eldergame.com/2010/08/this-is-how-systems-designers-think/">
    <title>Elder Game: MMO game development » This is How Systems Designers Think</title>
    <dc:date>2010-09-01T05:03:52+00:00</dc:date>
    <link>http://www.eldergame.com/2010/08/this-is-how-systems-designers-think/</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[I make fun of systems designers a lot because I am one. I wear a lot of hats, and I actually love to code, but deep down, it’s all about the game systems.

People who think like me are really useful to have on your MMO team. They won’t just dig into the guts of your game, they will revel in the guts of your game, sorting them this way and that, modeling them in myriad ways. This will, generally, result in a better product.

But they won’t ever come to the producer and say, “Okay! The balancing is all finished!” Trust me: that will never happen.
]]></description>
<dc:subject>gamedesign mmo gamemechanics management english z3</dc:subject>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:2b87a159d425/</dc:identifier>
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	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:gamemechanics"/>
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</item>
<item rdf:about="http://www.radian6.com/blog/2010/06/a-different-look-at-community-management/">
    <title>A Different Look at Community Management « Social Media Monitoring and Engagement – Radian6</title>
    <dc:date>2010-07-12T14:18:31+00:00</dc:date>
    <link>http://www.radian6.com/blog/2010/06/a-different-look-at-community-management/</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[Community management isn’t what it used to be.
Once upon a time, managing a community meant hanging out in an online location – be it a forum or a chat room – and moderating chat. Approving comments. Handling some support issues. Dealing with trolls, helping people with questions. That kind of thing.
But community management, at least the way we approach it, isn’t just online issues management and discussion moderation anymore. It’s a far more fundamental business role, one that ties together responsibilities from a number of different places, both online and off.
]]></description>
<dc:subject>collaboration communication community communitymanagement content management radian6 social socialmedia</dc:subject>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:a3ed8709caac/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:collaboration"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:communication"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:community"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:communitymanagement"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:content"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:radian6"/>
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	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:socialmedia"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://gigaom.com/2008/04/17/pixars-brad-bird-on-fostering-innovation/">
    <title>Pixar's Brad Bird on Fostering Innovation</title>
    <dc:date>2009-08-10T08:31:49+00:00</dc:date>
    <link>http://gigaom.com/2008/04/17/pixars-brad-bird-on-fostering-innovation/</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[This week The McKinsey Quaterly asks: what does stimulating the creativity of animators have in common with developing new product ideas or technology breakthroughs? Apparently, a lot.
]]></description>
<dc:subject>pixar blog innovation creativity art animation culture management</dc:subject>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:e3696e408aff/</dc:identifier>
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	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:creativity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:art"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:animation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:culture"/>
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</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.agilelogic.com/sp_resources.html">
    <title>Agile Logic | Training, Workshops, Coaching, Assessment - Lean and ...</title>
    <dc:date>2009-01-28T13:44:41+00:00</dc:date>
    <link>http://www.agilelogic.com/sp_resources.html</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[Agile Logic helps companies deliver better software faster. Our unique Absolute Agile approach blends the best lean and agile methods to reduce risk, maximize benefits and ensure continuous improvement.
]]></description>
<dc:subject>agile scrum templates resources articles english management</dc:subject>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:db566c8476eb/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:agile"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:scrum"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:templates"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:resources"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:articles"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:english"/>
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</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.infoq.com/news/2008/12/snake-on-the-wall">
    <title>InfoQ: Using a &quot;Snake On The Wall&quot; To Quantify Impediments</title>
    <dc:date>2008-12-23T14:33:54+00:00</dc:date>
    <link>http://www.infoq.com/news/2008/12/snake-on-the-wall</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[Kevin Schlabach posted recently on his Agile Commentary blog about using a "Snake On The Wall", a lightweight approach he's used to help his team get a handle on the things that are slowing their development process.
]]></description>
<dc:subject>english management article agile scrum</dc:subject>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:e7497cd2ed2b/</dc:identifier>
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	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:article"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:agile"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:scrum"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.inventool.de/index2.htm">
    <title>INVENTool — Was ist die Toolbox?</title>
    <dc:date>2008-11-09T20:03:50+00:00</dc:date>
    <link>http://www.inventool.de/index2.htm</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[INVENTool ist eine frei verfügbare Toolbox, die Ihnen Denkwerkzeuge für die methodische Bearbeitung von Problemen zur Verfügung stellt. Diese Tools bieten wir Ihnen als informative Beschreibung, als eigentliches Arbeitsinstrument sowie mit weiterführenden Hinweisen und Beispielen an.
]]></description>
<dc:subject>management tool german ideas inspiration</dc:subject>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:dcd4fb2354dc/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:management"/>
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	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:german"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:ideas"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:inspiration"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://events.carsonified.com/fowa/2008/london/videos/tim-bray/">
    <title>Tim Bray - The Fear Factor</title>
    <dc:date>2008-10-31T12:20:29+00:00</dc:date>
    <link>http://events.carsonified.com/fowa/2008/london/videos/tim-bray/</link>
    <dc:creator>DirkSonguer</dc:creator><description><![CDATA[Tim Bray gives amazing advice on what techies can do when times get tough.
]]></description>
<dc:subject>web webdev english video conference management</dc:subject>
<dc:identifier>https://pinboard.in/u:DirkSonguer/b:ffd156b685f2/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:web"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:webdev"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:english"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:video"/>
	<rdf:li rdf:resource="https://pinboard.in/u:DirkSonguer/t:conference"/>
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