Agile – Agile Mindset

Tushar Paunikar: Agile and the KRA Conundrum

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Reblogged with permission from , 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.

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Michael Küsters: There are no true Scrum teams

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Reblogged with permission from , the original author of
 this content. Originally published on LinkedIn, August 5, 2017.

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This article is a discussion about what Scrum is – and what it isn’t. When discussing with zealous Scrum evangelists, the most common rhethoric is the “No true Scotsman” fallacy – otherwise known as “shifting goalposts”.

This is the classic “No true Scotsman” – as per Wikipedia:

Person A: “No Scotsman puts sugar on his porridge.”

Person B: “But my uncle Angus likes sugar with his porridge.”

Person A: “Ah yes, but no true Scotsman puts sugar on his porridge.” Read the rest of this entry »

Adrian Lander: The Agile Guru – Not!

Quote Posted on Updated on

Reblogged with permission from Adrian Lander, the original author of
this content. Originally published on LinkedIn, August 6, 2017.

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The Agile Guru – Not!

I was in shock, the other day. Really.

Yes, me getting shocked, after so many years in practice, hardly a believable start of a real story.

But it really happened, in front of my eyes. And I was in shock, for just a bit.

It was a clear demonstration of some of what is so wrong with a common way of “implementing agile”.

I saw someone with the title of agile coach being called “Guru, sir”. By his student. And he did not change that. His Ego and Power ATM just opened up to accept the dollar notes.

I had to reach for the toilet (virtually). Read the rest of this entry »

SAFe© – The Program Dependency Board, a real life working example

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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):

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How to describe a Fractal in Agile

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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?

The thought leaders that lost their way

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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.

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SAFe© Business Value (BV) reflection

Aside Posted on Updated on

I encourage all readers to check out the SAFe© guidance article on the subject before
reading this article. SAFe© and Scaled Agile Framework© are registered trademarks of 
Scaled Agile Inc.

An aside about Business Value reflection

Some SAFe© acronyms defined:
Epic Owner (EO), Business Owner (BO), Product Owner (PO), Product Manager(PM), Lean Portfolio Management (LPM), Scrum master (SM), Release/Solution Train Engineer (RTE/STE), Solution Management (SMg), Business Value (BV), Story Points (SP)


In SAFe©, a long-lived ART should come to a state where Business Value (BV) is reflective, but not equal to in any way, of normalized story points at the team level. Read the rest of this entry »