Agile – Agile Mindset
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Reblogged with permission from Tushar Paunikar, the original author of this content, as a contributor to blogagility.com. Originally published on LinkedIn, November 22, 2016.
Life can be pulled by goals just as surely as it can be pushed by drives. -Viktor E. Frankl
Metrics drive behavior. I bet all would agree. We have experienced this umpteen times in our professional life. Even our personal life is abundant with examples where metrics influence people’s behavior.
If my kid has the target to score an ‘A’ in Math and that target is linked to a new bike, he will try to find insincere ways to achieve his target, if he sees his attempts to study sincerely may not be fruitful.
If a developer has the target to maintain 80% code coverage and that target is linked to a quarterly Most Valuable Player award, (s)he will try to find nasty ways to increase code coverage, if (s)he sees that all attempts to write meaningful unit tests may not meet the project deadline.
Quote Posted on Updated on
Reblogged with permission from Srinivas Garapati, the original author of this content, as a contributor to blogagility.com. Originally published on LinkedIn, June 28, 2017.
Scrum and other agile frameworks may be easy to understand, yet prove extremely challenging to implement – especially in any large organizational environment. Why is that so? The following metaphor is an attempt to explain the difficulty. Every metaphor is imperfect, but we will try to give a gist of the challenges involved.
We apologize should anyone feel offended, and this is not to disparage the great work that everyone contributed to the agile movement. The knowledge and great learning that we have accumulated over the years would not have happened without this journey through the Agile manifesto.
What’s a framework?
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Time for a few upgrades. Since I can’t add anymore brain cells… I’ll settle for aids.
I tried the iPad with the fire timer. That was a fire fail because you have to deal with keeping it charged all day. Plus, it encourages students to play with their electronics.
And, what about breaks and time boxes? Yelling isn’t very kind and your voice will need all the reserved cycles it can get. Chimes are awesome and you can use them as a reward for games by letting the winner play the song.
I promised a picture of the (jokingly) “super duper dependency board runway” (PDB) for our Agile Release Planes (ART) two weeks ago from my amazing uber client people at ESC. Well, here you go.
before the ART 1 and ART 3 PI4 Planning (P4 PIP):
A fractal is a mathematical set that exhibits a repeating pattern displayed at every scale.
Modularity and Fractal behaviors of scaling “Agile” frameworks. Do you see the consequential behavior of scaled Agile implementations as fractal patterns? Shouldn’t they be or are they?
Should a team’s relative estimating be fractal? performance in value and successful outcomes?
Any math nerds want to help out a coach? Does the analogy work?
Admittedly, I’m not smart enough to wrap my head around much more than simple addition and subtraction. I do see the similarities and I am always looking for better ways to describe what we teach. Thoughts?
Let’s define “velocity” in “Agile” (or should I say more accurately relative estimating teams?) terms before we get started so that we have a shared understanding of what the community and thought leaders have to say.
Kent Beck – “This Agile thing should be about the need to heal the divide between business and development.”
And here we are in 2017 with scaling framework zealots launching rockets and starting wars bashing other frameworks? Doing exactly what Mr. Beck’s vision was against. Not debating ideas in the marketplace respectfully. Outright disrespectfully bashing and promoting misinformation campaigns.
WHY? Have you lost your way illustrious thought leaders? Aren’t we supposed to be better than this as change agents for good? What happened to healing the divide between business and developers?
Why are you creating divisions in this fledgling “Agile” revolution? For money? Fame?
This is not “Agile” behaviour.