Agile Software Development
Awesome experience with a great group of students eager to learn about Scrum mastering within a SAFe portfolio. I really love teaching this course. 28 folks were in the class and thirteen agreed to take the picture to be posted here on LI. Thank you, team! My co-instructor, Giuseppe B. (left), was also amazing, as usual, as expected for such a great guy! The team chose (self-managed) to use the “Build a house” simulation rather than stock context sim so it was great fun to learn about and experience the awesomeness of PI Planning and the enterprise backlog model while planning a $1.5M mansion.
The teams also experienced self-organization and self-management in this course as they aligned to a common mission, vision, and strategy for their “construction company ART.” They learned how to write and decompose great features and stories.
The students also get near constant teaching and reference back to the value systems of the Agile Manifesto, SAFe, Scrum, Lean, and Systems Thinking. We spend lots of time talking about cognitive empathy, Human Factors, CAS, and culture transformation using the AM goal of “We are uncovering better ways of developing software by doing it and helping others do it” as a foundation.
#SAFe #Scrum #Scrummaster
The new new new Scrum.
Gone are the days when a Scrum master was the facilitator of a process framework.
Lot’s of instructors will tell you about the common escape clause for Scrum, “Scrum Is Simple but Not Easy.” I read another article that makes a much more valid point, “Scrum is easy, people are hard.” The latter diving into how people learn and more importantly, how they change. Or not.
Any two-day course is only the beginning. In two days, you are getting exposed to a breadth of knowledge about Scrum. If you are lucky enough to learn Scrum from a provider that includes Bowman’s Back of the Room and/or Gamification techniques then you will also be exposed to a surface level experience of how Scrum is intended to work.
Bill, Chris, John, Patty, and Wes walk into a bar to fret over the demise of their accomplishments…
If only they had conceived that constraints also exist outside of the IT manufacturing system.
All they accomplished was to build a faster, more reliable and better handling car for Steve to drive like he stole it. Steve’s behavior didn’t change, nor did the culture. The culture changed in the part but not the whole. Read the rest of this entry »
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Interesting conversation in the latest orgmindset podcast with Alex and Andrew. In this Coaching Tip I expand on a topic they discussed regarding organizational anti-patterns.
*my coaching videos are unscripted and unedited. Apologies for my ugly mug. This particular video was done in one take. Some, I’ve redone a few times because I said something incredibly amazing, but didn’t want to share. I don’t have time to retake videos. I’d prefer to get something good down and post the content. 🙂
My client has been working hard to implement the Lean Portfolio Management functions of the Scaled Agile Framework. Part of that process is to identify value streams flowing through the organization and begin the process of identifying the work that is on the streams. The value streams were identified well over a year ago. The process of researching, analyzing and identifying all of the work has been challenging, but very fruitful. Read the rest of this entry »