Posted on: November 21st, 2022
I had a Scrum Master I was mentoring a while back tell me she was off to a meeting about capacity planning with her Release Train Engineer (it was a SAFe environment) and she was nervous because there was disagreement about how they should handle it, and tensions had begun to rise. I was immediately confused - why should such a simple topic be fodder for a cantankerous discussion? I gave her a simple method for establishing her team’s capacity for the next quarter, told her to relax, and sent her to the wolves.
Posted on: October 31st, 2022
As I mentioned in a previous post, Agile was started by a widespread group of individuals who saw the way things were and weren't working and began to creatively break the rules to get better results.
Posted on: October 17th, 2022
If you are a scrum master or team coach, you’ve probably felt the frustration of laying out a sound set of Agile practices only to find team members lack your enthusiasm for diving in. With some people, it’s overt – questioning, challenging, complaining about the time spent planning vs coding; in others it’s more subtle – they go through the motions but don’t bring their full selves. They remain silent in planning and retrospectives, and give perfunctory updates in standups. Task estimates are more the CYA type, and in general they put as much energy as they can into maintaining the old
Posted on: July 20th, 2021
Crossing the threshold of agility
Posted on: July 9th, 2021
The Sprint Demo should be the most exciting meeting on any team’s calendar. Why? Because it is the team’s chance to showcase and celebrate all the hard work they accomplished over the course of a sprint.
Traditionally, the Sprint Demo happens at the end of each sprint with the development team, scrum master and product owner, plus anyone who would be interested in the team’s progress, such as customers and stakeholders.
Posted on: June 7th, 2018
We’ve all had the experience of being in a group where everything is flowing really well, people are aligned, and everyone’s energy is high. Then one person says or does something that seems to pop the bubble, and the flow of good ideas stops. The typical response in these situations is a kind of uncomfortable silence followed by a disinterested push to get back to the topic at hand. Everyone in the room can sense that something is different but few are aware of what happened, and almost nobody is aware of the actual phenomenon at work.
Posted on: May 2nd, 2017
Why do we do anything at all? What motivates us to get up in the morning, and come to work? When you think about it, the morning rituals we go through to arrive at a set location at a particular time, with a bunch of other people who feel just like we do (in their own way) in order to do a series of activities most of us could frankly care less about if we weren’t being paid to, does not lend itself to model that results in a happy, engaged workforce where the focus is on the Team more than the Individual.
Posted on: March 6th, 2017
Anyone who has created a truly Agile result at any level of any organization can speak to the elegance of how everything fits together, how information flows, and the way in which actions taken at the smallest task level both impact and are directly informed by everything taking place at larger or higher levels. The most seasoned Agile practitioners will (if they’re being honest) tell you that these “uber” results are very few and far between, but when they happen, there is an elation that seems to roll through everyone involved, that is difficult to express or quantify.
Posted on: March 5th, 2017
The most accurate way to measure the success of any Agile team, is by validating the actual Business Value delivered with the delivery of working software, and measuring performance based on your Key Performance Metrics to see whether your product is performing to expectations. This is something we call a Long , or Customer Feedback Loop.
Posted on: January 5th, 2017
The business value of a product is defined by the product owner as part of the process of developing the product vision and initial product roadmap.
Business value is very specific to the type of product being developed but examples may include: