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Scrum Alliance Added Qualifications – Scaling Scrum

Learn more about our Scrum and Agile training sessions on

The Scrum Alliance just announced through a press release the Added Qualifications [PDF] program.  From the release:

The Added Qualifications program will begin by first offering courses in Scaling Scrum Fundamentals. Those interested in earning an Added Qualification in Scaling Scrum Fundamentals will need to hold at least one of two foundational certifications, Certified ScrumMaster® or Certified Scrum Product Owner®.

More information can be found on the Scrum Alliance Added Qualifications page.

Through World Mindware, we will be introducing courses over the next months to help you achieve these new Added Qualifications.

Try out our Virtual Scrum Coach with the Scrum Team Assessment tool - just $500 for a team to get targeted advice and great how-to informationPlease share!
Categories: Blogs

LeanKanban Training Roadmap 2015 Edition

We've updated the LeanKanban Training Roadmap for 2015 following the introduction of the modular 5-day Enterprise Services Planning class.

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Categories: Companies

Regional Scrum Gathering Ecuador, Quito, Ecuador, 17-18 April 2015

Scrum Expert - Mon, 02/23/2015 - 18:49
The Regional Scrum Gathering Ecuador is a two-day conference focusing on Scrum and Agile organized by Scrum Ecuador and the Scrum Alliance. Some keynotes will be in English, but the majority of the talks will be in Spanish. In the agenda of Regional Scrum Gathering Ecuador you can find speakers like Neal Ford or Rebecca Parsons. The theme of this conference is “The future is here”. With a foot in the past and looking to the future, the Regional Scrum Gathering Ecuador aims to illuminate the way with the lights of ...
Categories: Communities

Remote Pair Programming

Scrum Expert - Mon, 02/23/2015 - 18:42
Pair programming is a well known practice for closely connected teams, but can it work for distributed teams as well? This talk demonstrates remote pair programming in practice and cover the benefits and drawbacks of a distributed agile programming team. How much will being distributed cost your team, what can you regain from remote pair programming and how does remote pair programming feel compared to normal team work? The talk is centered around a demonstration where the speaker pair programs remotely in C# with Visual Studio and Skype with a colleague. ...
Categories: Communities

Story Map the User Experience

TV Agile - Mon, 02/23/2015 - 17:34
What does a great user experience have in common with a great story? Everything. While creating a user experience that engages, influences, and excites can sometimes seem daunting, crafting a great story is actually quite quick and easy. See how simple storytelling techniques can transform your next product, feature, user story, UI, flow, or strategy […]
Categories: Blogs

LeanUX NYC, New York, 15-19 April 2015

Scrum Expert - Mon, 02/23/2015 - 16:49
LeanUX NYC is a five-day conference that takes place in New York. The presentations focus on how organizations are incorporating Lean Systems, Agile, Design Thinking, and DevOps to deliver real value for their customers and drive top-line growth. In the agenda of LeanUX NYC you can find topics like “Lean is About Building an Organization that Learns to Learn”, “How to Validate Customer Demand Before You Code”, “Continual Discovery & Development w. Dual-Track Scrum”, ” Navigating Project Uncertainty – An Explorers Toolkit”, ” Strategy Deployment Is a Pain in the Ass”, ...
Categories: Communities

Be an Expert in a Year – Growing the Agile Way

Agile For All - Bob Hartman - Mon, 02/23/2015 - 16:21

The guys over at Expert Table Tennis had a great idea. What would it take to become an expert?

Dedication? Heart? Perseverance?

The Expert in a Year Challenge took part during 2014 and followed the progress of novice table tennis player Sam Priestley, as he attempted to go from beginner to expert in just one year and break into the top 250 players in England.

Sam (the subject of the experiment) has been playing recreational ‘ping-pong’ in his kitchen with his flatmates for a few months. He then decided to buy himself a table tennis robot to practice with. He then, with the help of his friend Ben Larcombe, started a challenge…

You can find the whole story here.

What I find most fascinating about this story is the fact that there is almost a universal truth in all of this: As we increase investment in experience, we will become (over time) more productive and efficient. 

This is at the heart of what we do here at Agile for All.

Agile for All Consulting Philosophy
  • Training – to start the agile adoption by setting up the framework which will be used. We like to teach Scrum as the basis, but we include many ideas from other agile processes and lean thinking.
  • Coaching – to cement the training into a permanently changed way of thinking and doing things.
  • Practice – continuously reinforcing the training with correct practices which lead to high quality results.
  • Patience – remembering that change takes time and also requires a settling of ideas into solid and repeatable patterns for the organization.

The practice and patience is where the organization is taking on all of the “hard work” in the sense that they must invest time in experience “being Agile” rather than just “doing Agile.”

I find, that one of the most powerful conversations I often have with people from all levels of an organization is around the art of possibility. Vision casting the (very much real) potential of the company to do great and extraordinary things.

It takes time, dedication, perseverance, and heart. The heart… that’s where we start.

The post Be an Expert in a Year – Growing the Agile Way appeared first on Agile For All.

Categories: Blogs

Using blog as a teaching aid

Manage Well - Tathagat Varma - Mon, 02/23/2015 - 15:36
Last year, I started conducting an experiment in my classes. For the class assignment, I asked my students to write a blog post that they would need to share among all class mates. Also, I insisted that the blog post be visible to anyone on the internet. Here's why I did that:
Categories: Blogs

January Recap: Dallas and Southlake Learn about Conflict

DFW Scrum User Group - Mon, 02/23/2015 - 14:27
Conflict. What comes to mind when you think about conflict? Do you view it as a problem to solve? Something to make go away? What if you could welcome conflict as an urge for change? This was the subject of an … Continue reading →
Categories: Communities

XP Day Vietnam, Da Nang and Ha Noi, April 18-19 2015

Scrum Expert - Mon, 02/23/2015 - 11:47
XP Day Vietnam series of two one-day conferences on eXtreme Programming and Agile that will take place in Da Nang and Ha Noi. This event provides a chance for the participants to share their passion on Agile practices, exchange new practical skills, hands-on exercise and extreme experience. XP Day Vietnam 2015 proposes of 3 tracks: Technology & Technique; Introduction & Use Case; Serious Games & Team. The conference will offer high-quality tutorials, activities, workshops, and keynote speeches from experts of Agile Vietnam, Java Communities and other influential software companies around Asia. Web ...
Categories: Communities

Mein persönliches Taskboard: Rettungsleine in komplexen Umfeldern

Scrum 4 You - Mon, 02/23/2015 - 08:30

Als Consultant und ScrumMaster prasseln auf mich jeden Tag Unmengen an Anforderungen ein, die meine Aufmerksamkeit fordern. Ich bin die Schnittstelle zwischen Management und Team, gleichzeitig arbeite ich daran, die Teams voranzubringen und sie beim Erreichen ihrer Ziele zu unterstützen. Meine Kollegen und ich arbeiten an agilen Transitionen und nebenbei sollten wir auch noch das eine oder andere für die eigene Firma erledigen. So komme ich jeden Tag auf einen Katalog von 50 Dingen, die auf mich warten und mir im Kopf herumschwirren. Um bei dieser Menge an Tasks nicht die Übersicht zu verlieren, orientiere ich mich an meinem eigenen Taskboard.

Wenn ich Montag früh um 6.00 am Flughafen Wien sitze und auf meinen Flieger warte, hole ich mein persönliches Notizbuch heraus und erstelle mein Taskboard. Ich orientiere mich dabei immer an den Tasks der letzten Woche, schreibe sie aber jede Woche neu und filtere dabei automatisch Dinge aus, die nicht mehr relevant sind. Anschließend ergänze ich Dinge, die dazugekommen sind und durchforste die Mails der letzten Woche danach, ob mir etwas entgangen ist. Prinzipiell unterteile ich meine Liste in zwei Bereiche: Small Tasks und Big Tasks.


Small Tasks soll ich im Laufe der Woche erledigen. Big Tasks hätte ich am liebsten gestern fertig gestellt, aber ich bin mir bewusst, dass diese mit größeren strukturellen Veränderungen verbunden sind und ich nur kleine Schritte in die richtige Richtung gehen kann. Abschließend priorisieren ich nach dem A,B,C Schema:

  • A für wichtig & dringend
  • B für wichtig, aber nicht dringend
  • C für unwichtig & nicht dringend

Die A-Punkte sind meine Leuchttürme, an denen ich mich orientiere. Dabei suche ich Synergiemöglichkeiten, um die B-Punkte mitzunehmen. Bei den C-Punkten bin ich mir bewusst, dass sie wahrscheinlich nicht erfüllt werden können.

Während der Woche lebt diese Liste: Neue Dinge kommen hinzu, erledigte Dinge werden durchgestrichen. Wenn ich das Gefühl habe, den Überblick zu verlieren, reicht ein Blick in meine Liste aus, um wieder zu wissen, was diese Woche wichtig ist. Das Taskboard hat aber noch einen weiteren wunderbaren Nebeneffekt: Am Ende der Woche, wenn ich in meinem Flieger heimwärts sitze und das Gefühl habe, nicht genügend bewegt zu haben, nehme ich mein Taskboard und lasse meinen Blick über die erledigten Tasks schweifen. Dadurch wird mir bewusst, wie viel in der letzten Woche in die gewünschte Richtung gegangen ist. Ein überaus beruhigendes Gefühl, das mich auf ein zufriedenes Wochenende einstimmt.

Noch ein Tipp am Ende: Verwenden Sie für das persönliche Taskboard ein klassisches Notizbuch und kein elektronisches Tool. Probieren Sie es einfach eine Woche lang aus und Sie werden die Vorteile des altmodischen Mediums schnell erkennen, sobald Sie eine Grafik bei einem Task hinzufügen wollen.

Categories: Blogs

Kanban Portfolio View

Notes from a Tool User - Mark Levison - Mon, 02/23/2015 - 08:24

Kanban Portfolio view

(Presented as Part 2 in the Scrum Alone is Not Enough series.)

Do you know what projects your Team is working on?

Do you know what the Teams around you are working on? Does everyone in your organization know?

In almost every organization that I visit, the answer is a resounding no. Scrum may have been implemented at the Team level but nothing is being done beyond that. Is there any dark work being done? Is it a high priority?

Without a clear picture, individual Teams and Team members don’t know what the overall priorities are, so they won’t know if a favour that someone asks for is in scope and valuable, or an expensive distraction. As a result, a lot of lower priority work is completed and causes unintentional damage to the project.

Kanban – (a tool to understand and improve flow) to help understand the flow of work at both the Team and organization level. Without a good understanding of flow of work through the organization, we might make a change that is a local improvement but harms the whole

Kanban has three core rules: visualize your work, limit your work in progress, and measure and improve.

1. Visualize your work

Our first goal is to find a way of visualizing your work in a structure that your Team and your peers will understand immediately.

Some examples:

Kanban for portfolio management

kanban board



Create Your Initial Kanban Wall

Gather enough of your peers and build a consensus overview of your work. Write down all of the steps in your world of work: from the moment an idea comes up, until it can be deployed. You can do this with the formality of value stream map or you can just write down an ordered list of the steps. Since we’re creating a portfolio view, the minutia of what happens inside a single development Team is probably just going to be a distraction.

For the Teams at the “World’s Smallest Online Bookstore”, the list of steps looks like this: Idea -> Idea Accepted -> Product Backlog -> Sprint Backlog -> Done -> Online Help Done -> Deployed -> Translated

Turned into a Kanban wall for two Teams, it might look like this:


Track the Work

Once the board structure is complete, work with each Team to find out the current state of their work. To keep it simple and high level, consider tracking chunks of work that are ~1 week in size per Team (if you’re doing Story Point estimation, imagine that these items are around a 13, 20, or larger in size). This way everyone can see a high level without getting lost in the minutia of a specific User Story. To identify which Team is working on a given item, either use swimlanes as above, or a separate coloured card/post-it note. Once a week, walk the wall from beginning to end with the Teams and update with the current state of work.

When we get more sophisticated, it often helps to track roughly how many days each work chunk stays in each state.

Visualize Blockages

Now that we’re tracking the flow of work, it will quickly become apparent that there are places in our system where work either piles up or becomes blocked. We need to understand where the work is getting blocked and what is blocking it.

Are our challenges caused by a lack of people able to help at one stage (e.g. Technical Writers for Online Help)? Or issues outside our current span of control (e.g. deployments by a manual security audit by our webhosts)?

Visualizing this can be as simple as putting a tick mark on an item for every day/week it’s stuck, or creating a separate “waiting for” column in all places where these blockages occur. Either way, our goal is to understand where the blockages occur and work with our peers to resolve them.

At the World’s Smallest Online Bookstore it’s apparent that…


… we have a lot of work that is getting blocked at the stage of online help. Before we focus on improving the development Teams’ performance (i.e. their ability to build features) in the short term, it would be best if we addressed the systemic issues that are stopping previously completed features from being deployed.

This leads us nicely to the second rule of Kanban: Limit Your Work in Progress. In the next post in this series, we’ll discuss how blockages can be quickly identified and strategies implemented to overcome them, without anyone waiting around unproductive or, just as bad, overwhelmed and stressed out.


[1] Dark work is work done on the side privately without being visible to the rest of the Team or company. Sometimes it happens because a developer wants to make something perfect before sharing it. More often, it happens because someone stops by a developer’s desk and says the magic words, “Can you do me a small favour? It won’t take much of your time.”

Categories: Blogs

Introducing Enterprise Services Planning

This year, we're officially introducing Enterprise Services Planning (ESP) as a concept and specifically as a management training curriculum. Later this year, I anticipate the launch of Enterprise Services Planning software tools to support the mechanisms and methods taught in our classes.

What is Enterprise Services Planning (ESP)?

Kanban is now table stakes for many businesses managing enterprise services delivery. They've learned that introducing Kanban to their management system has improved service delivery with typical results showing 400% increase in delivery rate, drops in lead time from 50% to 90%+, and significant gains in predictability and on-time delivery, or "due date performance." The results are so good organizations like to duplicate it - one workflow after another, one service after another. This raises a challenge. Businesses are ecosystems of interdependent services. Kanban isn't enough on its own. Business struggle with the challenge of managing their portfolios and aligning their activities with their strategy and choosing a strategy that is appropriately aligned with their capability. We see people every day struggle to make decisions and do their jobs with confidence. What should we start next? When do we need to start something to feel confident it will be delivered when we need it? How many activities should we have running in parallel? Do we have capacity to do everything we need to do? If we delay starting something, are we confident the capacity will be available when we need it? How will dependencies affect our ability to deliver?

Enterprise Services Planning Overview

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Categories: Companies

Reducing Teamicide with Lightning Bolt shaped Teams

Teamicide is the act of purposefully disbanding a team after they are done with a task or project.  While this may not sound particularly negative at first glance, an organization loses the benefit of achieving team productivity and team cohesion each time they disband a team.  When team’s form, they take time to gel as a team. This is an organizational investment that often isn't realized.
To gain some perspective, let’s take a moment to review Tuckman's model that discusses the gelling process.  Established by Bruce Tuckman in 1965, this model has four sequential phases (e.g., Forming, Storming, Norming, and Performing) that teams go through to effectively function as a unit, know each other's strengths, self-organize around the work, with optimal flow, and reduced impediments.  In relation to teamicide, if a team hasn't yet achieved the performing state, they will have invested in the time and team building effort without actually gaining the benefits of a performing team.   The irony is that while companies focus a lot on return on investment (ROI) in relation to the product, they inadvertently achieve no ROI since they disband teams and not allowing them to achieve performing.  
The next question is, why does management disband teams?  Do they not understand the harm they are doing to their organization when they disband teams?  Do they not respect the benefits of a performing team?  Or maybe they apply a move the team to the work method, when they really should be applying a move work to the team method.  Exploring the “move team to the work” method, this may occur because either there is a “form a team around a project” mindset or there is a belief that teams don’t have all of the skills or disciplines needed to handle the new types of work.   
So how do we solve this problem and gain the most from performing teams?  The first change that must be made is to move to (or experiment with) applying the “move work to the team” method.   This assumes that we have teams that have the skills and disciplines to handle a variety of work.  Therefore, the second change is to invest in building Lightning Bolt shaped teams. These are teams where each team member has a primary skill, a secondary skill, and even a tertiary skill
The shape of a lightening bolt has one spike going deep (primary skill) and at least 2 additional spikes of lessor depth (secondary and tertiary).   The purpose of having various depths of skills is for the team to be able to handle a broad range of work and for team members to be able to step up and fill gaps that other team members may not have or need help with.  Note: some have used the term “T-shaped” teams, but I find that the lightning bolt shape is more apropos to the several spikes of skills and the various depths that are needed.  
To create a lightning bolt shaped team, takes an investment in education.  This takes a commitment to educate each team member in both a secondary and tertiary skill.  As an example, let’s say that a developer has a primary skill of programming code.  As a secondary skill, they can also learn how to build database schemas and as a tertiary skill, they can write unit tests and run test cases.  The long-term benefit is that if the team members can develop additional skills, there is a greater likelihood that a team can work on a much wider range of work and then they can be kept together allowing the organization to gain the benefits of a high performing team.   This can reduce teamicide and increase the organization’s ability to produce more high quality product.
Have you seen teamicide occurring in your organization?  Have you seen the benefit of allowing a team to remain together long enough to become a high performing team?  If so, what level of skills were or are prevalent on the team? 
Categories: Blogs

Enterprise Services Planning Module 4 - Portfolios, Program & Dependencies

Enterprise Services Planning is a new modular 5-day training curriculum for managing modern businesses involving lots of knowledge work and creative services. If your organization contains people who must think and make decisions for their living then Enterprise Services Planning is the management training framework that will transform your business. While ideally taken together as 5 days of intensive emersion, ESP training is offered in 4 modules.

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Categories: Companies

Enterprise Services Planning: Module 3 - Project & Capacity Planning

Enterprise Services Planning is a new modular 5-day training curriculum for managing modern businesses involving lots of knowledge work and creative services. If your organization contains people who must think and make decisions for their living then Enterprise Services Planning is the management training framework that will transform your business. While ideally taken together as 5 days of intensive emersion, ESP training is offered in 4 modules.

read more

Categories: Companies

Enterprise Services Planning: Module 2 - Enterprise Services

Enterprise Services Planning is a new modular 5-day training curriculum for managing modern businesses involving lots of knowledge work and creative services. If your organization contains people who must think and make decisions for their living then Enterprise Services Planning is the management training framework that will transform your business. While ideally taken together as 5 days of intensive emersion, ESP training is offered in 4 modules.

read more

Categories: Companies

Enterprise Services Planning: Module 1 - Portfolio Management

Enterprise Services Planning is a new modular 5-day training curriculum for managing modern businesses involving lots of knowledge work and creative services. If your organization contains people who must think and make decisions for their living then Enterprise Services Planning is the management training framework that will transform your business. While ideally taken together as 5 days of intensive emersion, ESP training is offered in 4 modules.

read more

Categories: Companies

The Engaging Value of Risk

Evolving Excellence - Sun, 02/22/2015 - 23:53

By Kevin Meyer

Humans tend to abhor chaos, and love to invoke rules to supposedly create order. We like rules because they make us feel protected, aligned, and perhaps operating on a fair playing field.

At the same time we dislike rules because they can protect us to the point of being smothering, align us to the point of being constraining, and fair to the point of being unfair. Regardless of perspective, there are an increasing number of them - thousands per year.  Most folks don't blink an eye.

What are we doing to ourselves as a society? As organizations? Or individually as humans and leaders? Stay tuned...

Years ago I visited Italy and was surprised at the traffic. There are very few traffic signals in Italy. The town of Naples, with a million people, has about three. Signage is basically ignored. Miniature cars, and the rare larger sedan or SUV, rush all over the place intermingling with Vespas, buses and trucks. Sorrento, Rome, Florence... all roughly the same. This seems like pure mayhem and insanity to visitors from the U.S. with our highly disciplined traffic control... until you start to realize something:

Traffic flows continuously, everywhere.  It may appear slower, but without the batch stop-go-stop of mindless obedience to signaled intersections, often waiting for no cross traffic, there is actually more flow.  Batch vs. continuous flow?

Ahh... but it can't be as safe, right? Wrong. Statistics show that Italy has a motor vehicle accident rate that is 30% better than the United States.

There's actually some science behind the chaos - and some towns that are exploiting the science - as this Salon article description.

In fact, the chaos associated with traffic in developing countries is becoming all the rage among a new wave of traffic engineers in mainland Europe and, more recently, in the United Kingdom. It's called "second generation" traffic calming, a combination of traffic engineering and urban design that also draws heavily on the fields of behavioral psychology and -- of all subjects -- evolutionary biology. Rejecting the idea of separating people from vehicular traffic, it's a concept that privileges multiplicity over homogeneity, disorder over order, and intrigue over certainty.

"One of the characteristics of a shared environment is that it appears chaotic, it appears very complex, and it demands a strong level of having your wits about you," says U.K. traffic and urban design consultant Ben Hamilton-Baillie, speaking from his home in Bristol. "The history of traffic engineering is the effort to rationalize what appeared to be chaos," he says. "Today, we have a better understanding that chaos can be productive."

And another from Der Spiegel with a story on how seven European cities are participating in an experiment to remove all traffic signs. Not just signs, but parking meters, lights, sidewalks, and even the painted lines on streets.

Drivers [in regulated areas with many signals] find themselves enclosed by a corset of prescriptions, so that they develop a kind of tunnel vision: They're constantly in search of their own advantage, and their good manners go out the window.

The new traffic model's advocates believe the only way out of this vicious circle is to give drivers more liberty and encourage them to take responsibility for themselves.

Chaos can be productive, liberty creates responsibility. Last year I wrote about how some enlightened companies are applying this concept to their own internal rules.

[At Neflix] there is no vacation policy, and the travel and expense policy is literally five words: "Act in Netflix's best interests." Netflix believes high performance people people should be free to make decisions, and those decisions need to be grounded in context.

In the world of Netflix, flexibility is more important long term than efficiency. To inhibit the chaos that too much flexibility in a large organization can create, hire (and keep) only high performance people. High performance people make great decisions, which are better than rote rules.

Gemba Academy has adopted a similar Culture Code, where we have a simple General Policy: use good judgment.

Our friend Brad Power posted a piece in Harvard Business Review titled Drive Performance by Focusing on Routine Decisions that hits at a similar concept. Instead of creating rule-bound defined processes, improve the quality of the decision points. He illustrates the idea with an example those of us in the manufacturing world have all experienced: the potential maelstrom of materials control.

These two stories highlight the advantages of focusing process improvement on “diamonds and arrows” — i.e., making better decisions. Project leaders who focus exclusively on the “boxes and arrows” of workflow action improvement will often find themselves caught up fixing yesterday’s operations and systems issues.

Now we may have more psychobiological understanding on why this is the case. And it comes from some interesting experiments with school playgrounds in New Zealand.

Ripping up the playground rulebook is having incredible effects on children at an Auckland school.

Chaos may reign at Swanson Primary School with children climbing trees, riding skateboards and playing bullrush during playtime, but surprisingly the students don't cause bedlam, the principal says. The school is actually seeing a drop in bullying, serious injuries and vandalism, while concentration levels in class are increasing.

"When you look at our playground it looks chaotic. From an adult's perspective, it looks like kids might get hurt, but they don't."

Swanson School signed up to the study by AUT and Otago University just over two years ago, with the aim of encouraging active play. However, the school took the experiment a step further by abandoning the rules completely, much to the horror of some teachers at the time, he said.

I bet there was some horror, but what are the results?

When the university study wrapped up at the end of last year the school and researchers were amazed by the results.

Mudslides, skateboarding, bullrush and tree climbing kept the children so occupied the school no longer needed a timeout area or as many teachers on patrol. Instead of a playground, children used their imagination to play in a "loose parts pit" which contained junk such as wood, tyres and an old fire hose.

"The kids were motivated, busy and engaged. It was expected the children would be more active, but researchers were amazed by all the behavioural pay-offs.

Schofield urged other schools to embrace risk-taking. "It's a no brainer. As far as implementation, it's a zero-cost game in most cases. All you are doing is abandoning rules," he said.

"All you are doing is abandoning rules." If only it was that easy.

Society's obsession with protecting children ignores the benefits of risk-taking, he said.

Children develop the frontal lobe of their brain when taking risks, meaning they work out consequences. "You can't teach them that. They have to learn risk on their own terms. It doesn't develop by watching TV, they have to get out there."

Risk creates engagement, and engagement creates understanding - be it of the environment, consequences of actions, or simply new concepts. Understanding creates high performance decisionmaking.

Whether it's in the chaos of traffic, the corporate offices of Netflix, or on the playground.

So what about all those rules? In the quest for structure, equality, and serenity, what are we doing to ourselves? And the next generation? Instead, how can we leverage chaos and risk to improve engagement?

Categories: Blogs

Link: Short Article About Pair Programming

Learn more about our Scrum and Agile training sessions on

Pair Programming Economics by Olaf Lewitz describes three activities in programming: typing, problem-solving and reading code. How does pair programming help? By making the balance between those three activities better.

Try out our Virtual Scrum Coach with the Scrum Team Assessment tool - just $500 for a team to get targeted advice and great how-to informationPlease share!
Categories: Blogs

Knowledge Sharing

SpiraTeam is a agile application lifecycle management (ALM) system designed specifically for methodologies such as scrum, XP and Kanban.