Join the BERTEIG team for Training in the GTA and throughout Canada. Register for an upcoming class near you!
Imagine that you could learn the secrets to high performance teams, management and organizations! Double your productivity! Dramatically improve quality! Create great working environments! Delight your customers! Our Learning Events give you the tools and practices to transform your team and your organization. Whether you are a team member in a small startup or an executive in a Fortune 500 organization, we have something for you. Learn about the performance-enhancing methods of Scrum, LeSS, Kanban, SAFe and others!Types of Training
- Certified Scrum Product Owner
- Certified ScrumMaster
- Certified Scrum Developer
- Real Agility Management Track
- Certified SAFe Agilist – Leading SAFe
See our complete schedule of Learning Events!Earn PDUs! Earn SEUs!
BERTEIG is a Registered Education Provider with Scrum Alliance and Project Management Institute. Our training courses qualify as professional development units for IIBA, OpenAgile Institute, and others.Learn more about our Scrum and Agile training sessions on WorldMindware.comPlease share!
By Jerry Doucet
Under the right conditions Scrum can be a tremendous success story, but it often requires hard work to get there. For new Scrum teams it means learning to fundamentally work very differently than they are used to, such as relying on a lot more collaboration, making and delivering on shared commitments and building a high degree of trust. For existing Scrum teams it means constantly renewing the team commitment to each other, the cause, and to the Scrum framework. This includes the rather painful practice of revisiting the fundamentals and ensuring any deviations from accepted processes or practices were for the right reasons and had the right results.
To have a chance at achieving high performance a new-to-Scrum team will not only need to just change their processes, but fundamentally change the culture and behaviour of the team and all of the supporting roles (that includes their leadership). Meanwhile, a mature or well-established team should never assume they are high performance; they should always be checking (and rechecking) that they are still living the Agile values.
Jerry is offering a number of SAFe training opportunities in Toronto, Ontario from September through December 2016. More details here.Learn more about our Scrum and Agile training sessions on WorldMindware.comPlease share!
The post A Safe Approach To Developing High Performance Teams appeared first on Agile Advice.
The Agile Manifesto says face-to-face interaction trumps all other forms of communication and colocated teams are the ideal.
But what to do when a team is distributed across a province, or a country, or internationally?
Mario Lucero shares his solution in “Virtual Retrospectives”.
He suggests using a virtual board and if anyone has had experience with this please leave a comment below. It would be great to read how this has been used with success.
With or without this virtual board, I really think he is on to something. With tact and wisdom, virtual meetings through online forums such as Google Hangouts or Skype can really give the impression of being face-to-face with people.
It provides more visual body-language cues which are missing in phone calls and this is bound to help keep communication among a distributed team much stronger.Learn more about our Scrum and Agile training sessions on WorldMindware.comPlease share!
Learn more about our Scrum and Agile training sessions on WorldMindware.comPlease share!
By Rachel Perry
BERTEIG is proud to announce that in September Michael Sahota is offering a brand new Certified Leadership Training in Toronto, Ontario.
- this is the first training of its kind in Canada!
- Michael was the second trainer to be approved, based training he developed & delivered over the last few years.
- Michael was the first to deliver this training worldwide!
In 2010, Michael was approved as a Certified Scrum Coach, a prestigious certification for someone capable of coaching enterprises. He says he was and continues to be very proud of this since certification which demonstrates extensive experience and qualifications.
He openly shares that several years ago, he experienced his own personal inner transformation which has enlightened him and opened many new doors of opportunity.
When reflecting on this process of growth, he describes it like this.
“I looked at myself in the mirror and [saw] I was in no position to invite leaders on a transformational journey. I needed to work on myself. So I set about reinventing myself.”
The journey of reinventing himself is a whole other story which he shares in his blog Agilitrix.com.
“I had a hypothesis that if I changed how I showed up, I would be able to invite leaders on their own transformational journeys. This hypothesis has been proven several times over. I have become the change that I want to see in the world. And at the same time I continue to be a work-in-progress with edges around ego, seeking attention, too attached to ideas, etc.”
He says he is excited to delighted to help managers, executives and coaches become more effective in fostering Agile environments through Scrum Alliance’s new Certified Agile Leadership training program.
Learn more about our Scrum and Agile training sessions on WorldMindware.comPlease share!
Well, we finally got here. After years of people asking for a book on SAFe, I’m happy to say that the SAFe® 4.0 Reference Guide, Scaled Agile Framework® for Lean Software and Systems Engineering is now shipping.
This guide provides the content from scaledagileframework.com, but in book form for easy reference. It’s available in paperback and eBook formats (including Kindle) at major book retailers. Like the SAFe website, it provides comprehensive guidance for work at the enterprise Portfolio, Value Stream, Program, and Team levels. It also includes the various roles, activities, and artifacts that constitute the Framework, along with the foundational elements of values, mindset, principles, and practices.Why a book, when you can get SAFe online?
We think of the Reference Guide as the ideal companion to the website. You can mark it up, scribble in the margins, read it on the plane, add sticky notes, and highlight relevant sections to make it your own. For example, the first night it was available, a student from our Denmark SPC4 class downloaded the eBook to help him study for the certification exam. He came back the next morning raving about it (I bet he passed his exam). Raves aside, we’re in the training business, and we know from experience that everyone learns and connects to information in different ways, so having SAFe captured in as many forms as possible just makes good sense.
To learn more about the SAFe Reference Guide (and to get some promotional savings!), visit scaledagile.com/reference-guide.
I’d like to thank my co-authors, Alex Yakyma, Richard Knaster, Drew Jemilo, and Inbar Oren, as well as the larger SAFe contributor community. Without this fusion of dedicated people, ideas, challenges, and honest feedback, SAFe wouldn’t be what it is today. It’s an exciting space in which to work as we continue to evolve the Framework, and help enterprises fulfull their mission of building better software and systems.
Not all Kanban apps are created equal. Read these helpful tips before choosing a Kanban app for your team.
The post Choosing a Kanban App: 7 Things You Need to Consider appeared first on Blog | LeanKit.
The post Announcement: BERTEIG is launching the first course of its kind in Canada! appeared first on Agile Advice.
We have entered the third wave of Agility. The first wave was about Agile teams adopting frameworks such as Scrum, Kanban and XP, the second wave was about Agile at Scale where organizations implemented scaling patterns to ensure Agile could operate at large scale. The third wave is Business Agility. To achieve a state of Business Agility, the entire organization needs to adopt an Agile mindset, effectively creating an end-to-end Agile ecosystem. And Agile today is being recognized more and more as a requirement for dealing with, as Stephen Denning put it in a recent article, “a world that is increasingly volatile, uncertain, complex and ambiguous”. Innovation is the name of the game — or at least, it’s the key to staying in the game. Lean Startup is one method for creating and sustaining innovation; another option that is getting a lot of attention these days is Design Thinking.What is Design Thinking?
Mens et manus is the Latin phrase meaning “mind and hand”, which is the motto of Massachusetts Institute of Technology (MIT). I think this is a great way to frame a conversation about how Design Thinking is relevant to organizations trying to achieve Business Agility. Design Thinking is about testing the creative ideas that are in your mind by using your hands to give those ideas a form, and then putting those potential solutions into the hands of your end user or customer for early and frequent feedback.
Design Thinking is a set of mindsets (or what some in Agile might call “principles”) for solving problems that has been around for about 30 years — making it even older than Scrum. It came out of both the Stanford Design School (the d.School) and a leading design and innovation consulting firm named IDEO. Design Thinking exists at the intersection between what is viable for the business, feasible in terms of available technology and desirable to consumers. In order for Design Thinking to work, people first need to develop a sense of creative confidence, a concept that Tom and David Kelley describe in detail in their book “Creative Confidence: Unleashing the Creative Potential in Us All”. In effect, they say that, rather than treating design as some sort of cult activity that is only done by a select set of highly specialized design clerics, everyone should focus on bringing out their own inherent creativity, especially in problem solving. To help this process along, organizations can promote Design Thinking so it can be absorbed into the DNA of the broader organization.What Are the Key Mindsets (Principles) of Design Thinking?
Since its inception, Design Thinking has been anchored on six key mindsets. You’ll notice a lot of similarities between each of these six mindsets and the principles of the Agile Manifesto.
- Focus on Human Values
By developing empathy, we put ourselves into the shoes of the people for whom we are trying to solve a problem because that’s when we are able to develop a true understanding of their problem.
- Culture of Prototyping
The goal is to get feedback early by showing users prototypes instead of telling them what we think we are trying to create. Let’s fail fast when necessary so we can learn from the failure and try something else that might be more likely to work. In other words, we’re turning a concept into something more tangible — mens et manus!
- Show Don’t Tell
This mindset is very analogous to the Scrum review/demo where, at the end of each iteration, the team shows the PO the value they produced as opposed to just talking about their accomplishments with the goal of getting timely feedback that can inform the development process. It is essential to embrace feedback quickly (even on unfinished work).
- Radical Collaboration
In Design Thinking, the preference is for a cross-functional team of people with creative confidence participating in the design process and bringing in their own unique perspectives and areas of expertise.
- Bias Toward Action
Get everyone out of their cubes and whenever possible out of the building so you can observe real problems in real settings. This also means taking initiative, doing more and talking less, as well as making progress even when you feel stuck.
- Focus on Process
Finally, we want to iterate as much as possible, we want to be transparent in terms of our progress, and we want to encourage the team to reflect on process and improve it
Design Thinking can provide a mature and proven set of principles and practices that both the business/product management and software development parts of the organization can use to identify which problems are worth solving and very rapidly ideate potential solutions to those problems by using prototypes and testing assumptions. It can fill the gap that exists in many organizations that have successfully passed through the first and second waves of Agile and are looking for a set of practices to help them enter into the third wave of Business Agility. One approach to implementing Design Thinking toward achieving Business Agility is to view it in relation to the entire value stream. Consider the following diagram that shows a high-level visualization of an end-to-end Business Agility Ecosystem:
In the first wave of Agile, we focused mostly on the middle space, and as a result this has traditionally served as the entry point for the discussion about the need for Agility. Agile team-level frameworks such as a Scrum, Kanban and Extreme Programming (XP) are frequently used today to help organizations build solutions using traditional Agile practices. However, as delivery speed increases, the need to address bottlenecks and obstacles up- and downstream have made Agile values, principles and practices more widely applicable. Design Thinking could be used as the foundation for the upfront part of a Business Agility Ecosystem — where the focus is on figuring out which problems to solve — either along with or as an alternative to other sets of practices such as Lean Startup. As we get further along into the ecosystem, we can decide to implement some of these validated solutions by manifesting those ideas as backlog items on an Agile team’s product backlog in the middle space of the ecosystem. The final space of the ecosystem includes practices that enable the organization to deploy customer value quickly, such as DevOps. Meanwhile, the enterprise undergoing change must also have certain foundational approaches that make Business Agility possible: Change Management capabilities and frameworks, such as ADKAR or Kotter Accelerate; Agile portfolio management to support more Agile governance and risk practices, and scaling patterns (SAFe, LeSS, etc.) to establish Agility throughout the enterprise.Conclusion
When we compare the mindsets of Design Thinking to the values and principles of the Agile Manifesto, it’s clear that there’s a lot of synergy and compatibility between the two, and this is why a number of organizations are already having success embracing Design Thinking as a key component of their overall Business Agility strategy. In “What is Agile?” Denning identifies a number of companies who have already achieved a certain level of Business Agility. Perhaps in the near future companies seeking to innovate at the pace of change could join these ranks by adopting some of the principles and practices found within Design Thinking to implement their own Business Agility Ecosystem.
Mens et manus!
Sources and Further Reading
Field Guide to Human Centered Design. IDEO. 2015.
Hasso Plattner Institute of Design. Introduction to Design Thinking PROCESS GUIDE. Stanford University. 2012.
Hasso Plattner Institute of Design. An Educator’s Guide to Design Thinking. Stanford University.
Kolko, Jon. Design Thinking Comes of Age. Harvard Business Review. Sept. 2015.
Roger Martin, Dean. The Design of Business: Why Design Thinking is the Next Competitive Advantage. Harvard Business School Publishing. 2009.
Denning, Stephen. “What is Agile?” Forbes. 2016.
Change management is a key element of any Agile transformation, but few people understand why it’s so important and how it fits in with Agile. To learn more about where change management and Agile transformations intersect, watch Dan Fuller’s webinar “Leading Agile Change: Proven Change Management Approaches for Agile Transformation” now.Watch Now
The post Design Thinking and the Business Agility Ecosystem appeared first on SolutionsIQ.
Understanding the distribution of your team’s work can help you make better decisions about how work is...
This article, posted on Oikosofy’s blog, gives a pretty good introduction into the way things were in manufacturing and the way things are now. In “Agile-Manager — What is an Agile Manager?” he goes back to the time of FORD to explain how things have progressed.
It shows that not only have agile methods changed the way things are made, but they have also changed the corporate environment which houses the teams who make the products.
He also address how so many businesses now offer services and how that effects development.
I found this article insightful and worth a read.Learn more about our Scrum and Agile training sessions on WorldMindware.comPlease share!
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The SonarSource team is proud to announce the release of SonarQube 6.0, which features support of file renaming, and better UIs for admins at every level.
- File move/rename tracking
- Redesigned Quality Profile space
- “My Projects” page
- Redesigned Permissions UI
For the first time ever, SonarQube can now track file moves – either to a new location within your project or (using the *nix definition of “move”) to a new name, and move the file issues with the files instead of closing the old issues and re-opening them as new issues at the new locations.
Now you can reorganize your packages without worrying about their old issues suddenly showing up as “new” again. In short, refactor away!Redesigned Quality Profile space
Quality Profile administrators should also have an easier time starting with this version. First, this version helps you answer important questions about the rules in your profiles:
Its redesigned interface also makes managing profiles easier than ever:
The profile detail page offers further detail and management options:
As a project administrator, you’ll now have an easier time keeping an eye on the projects under your management. The “My Account” space now features a list of all the projects on which you have administration permissions, with at-a-glance reporting of project status:
Global administrators also get a new, easier to use UI for global and project permissions, and project templates:
Project permissions have been centralized under Project Administration, but you can still get there from the global level via the Actions menu in Project Management:
- Mike is an Agile and technical trainer who has been writing code for over thirty years
- Berteig Consulting is the premier Canadian Agile services organization
- A team of coaches & trainers to support Mike
- Excellent hands-on training: focus on participant simulations and discussions, no slides
- Mike blends his strong technical background with a deep understanding of Agile methods to help teams consistently improve how they deliver value to their customers
- Mike has been an active member of the Agile community for the last fifteen years (since the beginning)
Praise for Our Certified Scrum Developer (CSD) Training:
“Mike inspires you to want to improve your craft as an individual and as a team. You will learn skills to improve your development instantly, and skills that will allow you to continue improving every day.” – Developer – June 2016
“This is one of the best trainings I have ever had. Learned everything in real-time in much fun way rather than total theory. When taught with live examples, that create more impact. Mike is just so awesome in his teaching style.” – Front-end Developer – June 2016
“The course is very useful and it is relevant to our daily work. Exercises we did in the course helped to understand the agile/ scrum process a lot.” – Technical Specialist – June 2016
“I feel reinvigorated to take my job and team performance to a higher level.” – Developer, Feb-Mar 2016
“Mike is a great instructor and his details in explaining concepts and applying them during the training was a great learning experience.” – Developer, Feb-Mar 2016
“The class was incredibly beneficial to help illustrate the benefits of TDD, and improved code quality yields better productivity over time. It also helped emphasize Agile works best for Complex systems.” Senior Developer, Feb-Mar 2016
“The course was really interesting and helpful. Some of the topics were eye-openers. Would recommend to any SCRUM team member (developer or tester).” – Technical Consultant, Feb-Mar 2016
“This course gave a practical experience to most Agile development skills in a short period of time.” – Technical Specialist, Feb-Mar 2016
“This is a very good course for Scrum Developers as you can practise all learning on the spot.” – Scrum Developer, Feb-Mar 2016
“I loved this certification course! What I learned here would have taken lots of time to learn and observe in real life and now I know I can apply it into my job.” — Reynaldo 2015
“I really enjoy learning from Mike. He’s flexible and willing to listen for feedback to adapt his course/agenda to fit our groups needs. I’ve learned a number of topics relevant to what we do in our company and will definitely try them out.” — S/W Developer, November 2015
“I like the time I spent here. It was useful for myself as a software developer. I’ve learned several new techniques and technologies.” – S/W Developer, November 2015
“Opened a new window for doing my job.” – Developer, November 2015
“This was a very fun and useful course because it was delivered by an extremely experienced coach who is a developer. PS and he likes LEGO.” – Developer, November 2015
“Mike is an ‘agile’ trainer w/ for both technical and agile approaches.” – T, November 2015SIGN UP FOR CERTIFIED SCRUM DEVELOPER COURSE HERE! Bonus #1: attendees get one free book from the list of recommended reading on Agile and Scrum topics. You select a book at the end of the course. The book will be shipped to an address of your choosing after course completion.
Bonus #2: attendees get free Planning Poker decks. Every attendee gets at least two. If you need more, please let us know when you register; if you are from a large enterprise company, we can ship you 100 decks at no charge!
Audience: This course is ideal for those who desire to create high-performance product development teams. Professional developers will gain tremendous understanding about Scrum’s amazing transformational power and the critical role of the Scrum developer. If you are a member of the Project Management Institute, this course counts for 40 PDUs (5-day) or 21 PDUs (3-day), and can be used as part of the requirements towards the PMI-ACP designation. Downloads: CSD_logo_with_scrum_alliance.png Facilitator(s): Mike Bowler REGISTER NOW FOR THE CSD COURSE! Learn more about our Scrum and Agile training sessions on WorldMindware.comPlease share!
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Release notes here: AutoMapper 5.1
Some big things from this release:
- Supporting portable class libraries (again), profile 111. Because converting projects from PCL to netstandard is hard
- More performance improvements (mainly in complex mappings), 70% faster in our benchmarks
- Easy initialization via assembly scanning
As part of the release, we closed 57 issues. With the new underlying mapping engine, there were a few bugs to work out, which this release worked to close.
Kanban teams are supposed to “make policies explicit.” I’ve asked at conferences, in forums, and on Twitter, “How do you make policies explicit?” I’ve never gotten an answer. I suspect many teams don’t have a good way of capturing and communicating policies.
Most policies come out of retrospectives. They address problems the team identifies. If you have a retrospective every two weeks, and in each one you make two or three improvements to your process, that’s a lot of changes. I’ve seen many teams forget good practices that used to work or keep doing something that doesn’t work long after everyone’s forgotten why they started in the first place. How do you remember which ones worked? How to decide which to keep, which to scrap, and which to tweak?
I’m a big fan of Big Visible Charts. I’ve covered my walls with information radiators. I’m also passionate about software quality. I’d like to share a QA process tool I created to make retrospectives more effective. It makes policies explicit and ensures that we remember to focus on what I think of as the “four dimensions of software quality.”
Most people think that software quality means no bugs. Ask most teams about quality practices and they describe finding and fixing bugs. Granted, the world would be better if we could find and fix the many bugs that live in our favorite software. But this is a tragically incomplete view of software quality.
The four dimensions of software quality that I’ve identified are these:
1) Well-structured, clean code with good test coverage which follows standard conventions and coding practices with clear style guidelines
This allows new people to join the team or for a product to be handed off to a new team. It makes it easy to add new features or to refactor code without breaking existing functionality.
2) An architecture that allows for efficient and appropriate scalability.
Not every web application is going to have to support millions of users. But just in case, the architecture should be such that migrating to cloud hosting or a distributed delivery model shouldn’t involve massive refactoring.
3) Quality software is delightful to use.
Features shouldn’t just work; they should work in a way that is intuitive and pleasant.
4) And finally, the features work.
Without awkward workarounds or … bugs. That doesn’t only mean that nothing is broken. It also means that the development team understood the problem and created an appropriate solution.
We don’t want to end up with a product that looks great, but doesn’t work, or works great, but doesn’t scale.
What you might notice is that in no place in this article have I referred to software testers or QA engineers. Software quality is the responsibility of everyone on a software team, and team quality practices reflect that. In my experience, all of the issues that arise in retrospectives directly impact one of the four aspects of quality. For example, poor communication with the product owner leads to improperly implemented features. Any change in policy that improves communication, makes the product better.
Using the chart
I’ve created a large wall chart to collect practices with four quadrants for each of the four dimensions of software quality.
If the team sits together in a room, you can print this chart onto A0 paper and post it on the wall. As ideas for process improvements come up in a retrospective, add them to the appropriate grid on a Post-it Note. These practices should be detailed enough to be consistently followed. Instead of “hallway testing” we might write “When a programmer has finished work on a feature, she asks someone who’s not busy to use the feature without guidance or prompting in an Internet Explorer environment before marking the feature as ready for a code review.” Making the rule specific in regards to who does what and when makes it less likely to be ignored or sloppily implemented. Start the next retrospective by reviewing the new policies. If they prove to be good ideas, we write them directly on the poster. If they didn’t work, the team can tweak them or scrap them and try something else.
Eventually you end up with a chart showing what policies the team has adopted to address each aspect of quality, as well as the experiments that the team is currently trying. If there’s an area of quality that’s not being addressed, you can see it clearly. If you have many teams, they can visit and see how other teams are addressing problems they may have and learn from each other.
But maybe your team isn’t co-located?
You can use an “Experiments” Kanbanery board to track your experiments and make your policies accessible. Use a different task type for each of the four types of quality, so you can tell from the rainbow of colors on your board that you’ve got all your bases covered.
The first column is for proposed experiments. The second is for experiments in progress, and the third is for Policies. If the Policy column gets too full, use four different columns so that you have a list of policies for each dimension of quality.
Failed experiments can be archived. Annotate them with comments about why they didn’t work, so you also have a collection of data about what didn’t work for the team and why.
You can also share the board with other teams. Or make it public so anyone can learn from your experiences and be inspired by your experiments.
How do you test the ideas that come up in retrospectives? How do you make policies explicit? Please share your ideas in the comments.
Click here to download the chart.
Recently, a Senior Agile Coach was interviewed by Human Code and the article was posted on their blog.
David and I took a few minutes to chat on the phone about his positive experience working with Human Code and what led up to the entertaining and inspiring article they posted.
HOW A TEAM TRANSFORMED INTO AUTHENTICITY
David said that he had been hired for a two day training with a digital product development agency in Hamilton, Ontario. At the time, they were calling themselves Imagination Plus. Since then they have changed their name to “Human Code” and this represents their embracing a new way of working and a new way of seeing themselves after training with David a few months ago.
David explained that Imagination Plus was a name that the founders thought of years ago. Over time, no one on the team really identified with it anymore. They did a workshop around this theme and they came to their collective realization that they do have an identity as an organization, but it’s something else than “Imagination Plus” so they went on a journey to find their identity. And the re-branding is a recognition of their new definition of themselves.
There are 17 people in the “tight-knit” company, David said.
“They are now announcing their new name and new logo, and they realized they wanted to go back to talk to me, to share my thoughts about agility and how that was part of their new identity now. They want to remain agile.”
“This is a positive testimonial not just for our training but we were involved in their transfomration. This is a story of transforming not from something to something else. Transforming from something else to a new thing. They transformed to authenticity.”Learn more about our Scrum and Agile training sessions on WorldMindware.comPlease share!
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