Looking for a place, where you can find out more about what agile really means to us and how it helps to shape our future? Here you go – freeagile.org. Let’s make agile work for #youandme.
Lot’s of discussions are going on in the internet on possibilities to scale agile. There are various frameworks, which are gaining more and more popularity. The link above points to one of the discussions at Agile Uprising on the topic. It is worthwhile reading, as subject matters experts, including matured agile coaches, scrum musters and developers jump onto the topic and make it a great overview over pros and cons of each of the approaches. You will find also several further links to more resources giving more details. Check it out!
What makes up a great scrum master? Test yourself and take a close look how you or your team is perceiving the daily routine.
“Intrinsic motivation is essential for high-performing teams. Those leaders who understand the difference between internal and external motivators and know how to harness them will have the edge on their competition, on the field or in the marketplace.” “Praise the effort, not the outcome.”
(Missunderstood) Stances of a Scrum Master
Tools and processes stand in the middle of agile history. But over time it turned out that there is much more about agile. Today agile is to be seen as instrument for a learning organisation, which requires practices, principles, values, and in the end the right mindset of everyone working in an agile organization. from https://www.linkedin.com/pulse/what-agile-simon-powers/
“The Stacey Matrix was developed to help managers determine the complexity of their environment and adapt their style of decision-making. For software development, the Matrix is often plotted along different axes; ‘Requirements’ and ‘Implementation’ (or ‘Technology’). The former is determined by the obviousness to which we know what we need to build (like the product) and what features to implement (‘What?’), whereas the latter is determined by the obviousness of what is needed to get there on in terms of implementation/technology (‘How?’). It should be noted that this adaptation does not really fit with Stacey’s original Matrix. But it does offer a similar conceptual approach to understand complexity within the…
One of the challenges product teams encounter, is how to decide which features should be included in their products. Identifying the user needs, helps teams to focus on what a product should deliver to address a certain type of user. In time, teams develop many ideas on how to address these needs. The Kano model (proposed in the 80s by Noriaki Kano) offers a way to differentiate these features by focusing on customer satisfaction. This article provides an alternative approach using the Kano model to answer the question: “Which features should be included in the Minimum Viable Product (MVP)?” [button url=”https://brokenrhythm.blog/prioritizing-product-features-with-kano-model” target=”_blank” size=”small” icon=”external-link”]Open Article[/button]
There are many points on which Zuill (who first blogged about completing a project sans estimates in 2012) and Kretzman (a strong critic of the #NoEstimates movement and a supporter of the continued use of estimates when effective) actually agree, giving both sides of the debate common ground on which to build a continually better approach to the question that’s being begged: to estimate or not to estimate? Here’s what Malcolm Isaacs found in his search for the truth beyond the hashtag. [button url=”https://techbeacon.com/noestimates-debate-unbiased-look-origins-arguments-thought-leaders-behind-movement” target=”_blank” size=”small” icon=”external-link”]Open Article[/button]
There is no certification for #agile, like there is no certification for #democracy. — Harald Dietrich (@haralddietrich) September 16, 2017
A while ago I have been asking the community at Agile Uprising for some hints on how to setup communities of practice. I felt like I would need some support. I had a rough idea what I would want to achieve by establishing communities, but I was lacking the idea how to get there. The attention to the request was really good and I received a lot of hints all around the topic. Anyhow, they left me with the feeling, that I would have to take action to run experiments. I had to learn and find out by myself how communities of practice would work best for me. I did…
Success is not measured by points or project management type metrics; it’s measured by ‘is the organization meeting its purpose’ Tom Poppendeick
“Many organisations today are run according to management principles which are 50 to 100 years old. These methods are not appropriate to the fluid and fast-paced world we live in, but many organisations are struggling to change. This article tells about the history and future of management theory, so we can understand where we are, how we got here and where we can go.”
At Agile Uprising a great discussions has been spawned off on the future of agile. It feels to me the discussion at some points is too much about complaining about missing understanding and support again. Thereby, it is us who can change!