The moments when excitement builds throughout the whole team at the delight of discovery and creativity are precious. These moments feel like play rather than work and they breed openness and courage. So what conditions must exist for these moments to happen? Here’s some ideas...
Developers are very logical and analytical. In the world of DiSC, which is a behavior assessment tool, most programmers fall into the D (Dominance) or C (Conscientiousness) categories.
It really doesn’t matter how long you’ve been in this industry or which position you hold, understanding generation n00b and the value it brings should be mandatory for you.
Experience and general reading aren’t enough to prepare for a PMI certification exam. PMI wants everyone who holds a certification to know the same things, and to share the same values and to think and act the same way.
Allowing for a bank holiday and foreseeable absences, the team's Sprint Planning budget came to around 42 story points. Unfortunately, the Scrum Master had committed to deliver 65 points. Ouch.
A simple (and misunderstood) way people think of their change initiative like this: Their organization is just sitting there, ready to change in wonderful ways. We just have to tell people how great our new initiative is and they will be lining up to learn more and make things happen. Right?
I think we should embrace estimate distribution and invent new ways to model and use it. We shouldn’t fight it. This will be a war against our allies. This will be a war against creativity, perfectionism, learning and team spirit. I’d better surrender.
Would we ever want to live in a world where working harder didn’t amount to anything more, but rather ended up returning you less?
I want to tell you about a meeting we had a few days ago. It reminded me of “The Jack Story” (which was part of an old stage routine of Danny Thomas many years ago).
Here’s how it goes...
Whether you're an executive, or a developer, the leaders of your organization need to look at agile from these ten angles.
If you can’t stand the thought of being disconnected for a week and feel that this post is nothing for you, please keep on reading. This post is definitely for you.
And so now, as I’m wondering what my next “big thing” will be (no pressure, Abbs) – I also wonder who might be next. Am I exposing myself to enough awesome to let me grow or am I getting too comfortable with who and what I know today?
Serious ailments can lie behind an apparently robust façade of agile practice. The first thing to look at is the Definition of Done. Does the team actually have one...and if so, is it being observed?
Over the years, I’ve worked on many different Agile teams and have consulted for and trained many teams on Agile development. In this time, I have found 5 common problems, that if not resolved, are very likely to cause a project to be a failure.
Having lived through numerous attempts to build software embracing the concepts behind the agile manifesto, I feel there are three large categories folks fall into when talking about agile principles.
A friend of mine asked me what is going on with all this touchy-feely people and personal growth stuff – “What’s it got to do with Agile?” My answer: everything! Here is a diagram of my Culture Reboot Roadmap.
A model of the predictable stages of agile team competency helps managers and leaders define the benefits they’re getting, determine the benefits they really want, and plan next steps. Join Diana Larsen in an exploration of ways leaders can use the model to analyze and monitor progress of Agile competence in teams.
Boyd, with his colleagues, have brought about many changes and had to fight hard against the Pentagon’s resistance to change - so typical of large bureaucratic organizations.
Did you have a good Mother's Day? This GitHub developer's mom is certainly interesting... Since day one, we've faced an unique engineering problem: making terabytes of Git data always available, either directly or through our website.
The Temenos container provides a powerful mental model for understanding and improving relationships with others. The same notion can be used to understand groups we are part of as well as our relationship with ourselves.
I believe that every company deserves working software that can be delivered on a consistent cadence. That cadence needs to be shorter than 30 day) and they need to get continuous feedback that is fed back into their backlog.
The purpose of this post is to explain why building culture adapters around at team or group is a good idea. It is important for me to revisit this topic from my book and conference presentations since I have learned something new and wanted to share it. All but the last section is an excerpt from my book.
"Developers work in sprints, estimating tasks in JIRA as they go. Sprints last three weeks, including planning, development and testing. I have been tasked to produce burndowns to keep track of how the Dev cells are doing.”
The classic tale of a year-long project finally being delivered only to discover it doesn’t meet the needs of the customer sounds ridiculous in the days of short iterations and customer collaboration but I’m guessing we are still a long way from delivering what’s really needed effectively. So what’s stopping us?
If you’ve ever had any involvement with an Agile project (whether it was “pure” Agile or not), you’ll likely have encountered the beast which is effort forecasting and analysis. This drives the initial estimate of the amount of work which your team thinks it can deliver within a given period.