The good folks at Scaled Agile, the SAFe® community, Agile agnostics, consultants, and some in the “Agile” community are onto something incredibly important in defining the elusive and dynamic Agile End Game for organizations. Read the rest of this entry »
S_Fe is not Agile. S_Fe is not even Scrum. – Mike Beedle
In response to Mike Beedle on LinkedIn. Mike is wrong about the SAFe of course. And not just because of his childish method of attack. Facts, evidence, experiments, my experience and dozens of business case studies back up the experiments of the SAFe. Mike sounds a lot like project managers that swear the PMBoK/waterfall works better than agile for large scale “projects” with high complexity, significant uncertainty, many dependencies and new knowledge to be obtained to deliver the product. Project management works in those scenarios (fantasy). But not as well as Agile (reality). Read the studies (Chaos Report, Standish Group; State of Agile, VersionOne; others). A sea change is in play — right now. Customers want predictability, results — and truth. Not endless “Change Requests” and contract modifications for more time, more money and more people. One truth about the Agile Manifesto is that it is great guidance as a value system and principles for software development. The big problem is that it [Agile Manifesto] is STATIC. Relentless improvement drives us to go beyond yesterday. Study the Scaled Agile Framework for the enterprise and come to your own conclusions. Evolve or join the museum with the other artifacts of the information age.
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What does it mean to frame a user story? This often can be a difficult process to explain. Try to use this technique when you are teaching planning poker and writing user stories.
As we work through the process of doing planning poker to create amazing estimates (based on: knowledge, uncertainty, volume, and complexity) we learn more about the quality of the user story being presented. Newly formed teams (forming, storming) often find that their stories can be difficult to describe and gain consensus (on the estimate) and shared understanding. As a coach this is when I walk to the board and draw the infamous U.A.B. (unknown amorphous blob). Watch the video for the description of the technique.YMMV, but I find it useful for describing part of the intent behind user story telling. Learn more here.
I am teaching Leading SAFe with my co-instructor Jose (Joe) LaTorre USMC (Ret.) this Friday! The kit is prepared! We have some prep work to do still but I am SUPER EXCITED about teaching the course! Thanks to the Scaled Agile, Inc. folks for the support and to my gracious and eager to learn clients at ESC!
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An excellent article by Stefan Wolpers that consolidates his findings of common failure patterns for agile scrum xp, lean/kanban implementations.
reblogged with permission from Mr. Wolpers.
Going to have to figure out how to virtualize this concept.
I have been working with the agile teams for a long time. Agile has gifted a lot of meetings viz. planning, grooming, retrospective, etc. Retrospectives are one of the most powerful and often the most ignored meetings as they end up as boring and ineffective. Hence, a lot of engagement and innovation is required to reinvent the retrospectives. I came across Rory’s story cubes and thought to ‘experiment’ the same in my retros.
I purchased a few boxes of cubes and mixed the same to have diverse stories: 9 cubes in a box as per the recommendation.
When I introduced the cubes to my first team say Team X: they migrated to the exploring mode — started seeing the different faces of the cubes. Then, they rolled the same. The first time it was too much silence.Then, we played the second iteration. To my surprise: amazing stories…
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