[[ This is a content summary only. Visit my website for full links, other content, and more! ]]
Mishkin Berteig dispels myths in some of the most challenging aspects of Scrum.
Have you been in a team where the ScrumMaster was also a Project Manager? Did you know that’s not really the role of a Scrum Master?
Or have you been participating in retrospectives which were public? Did you know they are not supposed to be?
The thirteen concepts addressed here bringing clarity and insight to Scrum Masters, Product Owners and team members.
These key principles of Scrum, when practiced regularly, improve the effectiveness of any team.
Learning a new way takes time but when the principles are clear it is easier to adopt them and implement them with focus and success.Learn more about our Scrum and Agile training sessions on WorldMindware.comPlease share!
Vandana Roy writes a most succinct and clear description of Scrum and Kanban in this exceptional article.
Although I was first introduced to OpenAgile in 2013, Scrum and Kanban are relatively new to me this year. While not working in a tech-based department which uses these methods, I am interested in learning as much as possible about each system. I found her explanation and chart very helpful.
Here is a quote and chart she features in the article:
“Both Scrum and Kanban are unique and emphasize on more productivity with quality and efficiency for business. The table below shows advantages of both Scrum and Kanban and the commonality in both is to keep delivering quality product.”
Advantages of Scrum
Advantages of Kanban
Improved credibility with clients
Focus on Continuous Delivery
High Product Quality
Increased productivity and quality
Team members reach sustainable pace
Team members ability to focus
Allows client to change priorities and requirements quickly
Reduction of wasted work/wasted timeLearn more about our Scrum and Agile training sessions on WorldMindware.comPlease share!
Our apologies as we experience technical difficulties with the SAFe homepage. If you are are not able to view the SAFe homepage through the regular url of http://scaledagileframework.com, you can still get there by going here: http://www.scaledagileframework.com/scaled-agile-framework-for-software-and-systems/.
Know that we’re working diligently to restore the homepage so you can continue your adventures with SAFe, uninterrupted.
In the meantime, while you’re here, we hope you’ll take a moment to enjoy the SAFe blog.
The Scaled Agile Team
Suppose you have 15 work items which all need to be edited at once. Perhaps their State and Release need to be changed, or a new common Tag assigned to all of them. Previously, there were several ways to do such a massive update, but all of them were tedious or time consuming. Not anymore!
Meet the beta release of our Batch Actions Panel.
As soon as you select more than one item, you will notice a blue button in the bottom right-hand corner of the screen. Click on this button to bring up the Batch Actions Panel.
Starting from v.3.9.2, you can change State, Bug Severity, and Tags for a group of selected entities on a Board or a One-By-One view with just a few steps.
The Batch Action Panel will suggest all editable fields that the currently selected items have in common. If you want to change a parent Feature for a batch of User Stories, but you accidentally include a Request in your selection, then you won't be able to complete the edit. You need to make a homogeneous selection in order to change specific fields. For example: if I select several Bugs and Epics, then I can change their State and add a tag. But, I won't be able to update fields for Iteration or Severity, because Epics don't have such properties.
The same is true for field values. In a State selector, you will find only those states which are common for all cards in your selection. If your selected entities have completely different states and transition rules, then you won't find any options available for editing in the State field.
The only exception is Team and User Allocations; they can't be modified in bulk.
In the current version of the Batch Actions Panel (released with Targetprocess v.3.9.2) you will find options for editing Tags, States, and Bug Severity, as well as for deleting entities in bulk. More fields, such as Team, User Assignments, Release, Sprint, and Business Value will be added with our next release in a few weeks. By the end of the summer, you'll be able to make batch updates from a right-click menu. In early fall, we plan to integrate the Batch Actions Panel into other view representations (List views and inner lists are currently the top priority). Later on in the fall, we'll support batch edits for even more fields, including custom fields.
Let us know what you think of our Batch Actions Panel beta release by sending us a message at firstname.lastname@example.org, or by leaving a comment on this post. Have a great day everybody!
This September 16th we are going to hold a brand new conference in Seattle. It’s a conference dedicated to Agile Management. It’s for managers, executives, coaches, consultants and leaders (lots of folks!) who use agile practices and techniques to help organizations find a better way of working. If you read this blog, that’s probably you. This conference is intended to create a place to have conversations with leading agile practitioners, share stories, and explore new ideas.The Vision
When you arrive, the first thing that strikes you is the sense of history in the building. The next thing that stands out is the circle of chairs. They’re right in the middle of the space and they seem to draw you in.
People start to filter in, some grabbing a cup of coffee and a pastry. Some chatting and exploring the space. Soon, everyone gathers at the chairs and grabs a seat. Things get kicked off with a short keynote from Ray Arell. It’s really just a story. A fireside chat. Sharing an experience – sharing the theme for the day.
Shortly afterward, the open space bulletin board opens and people add their topics. The marketplace opens and the conference starts in earnest.
The marketplace wall is the focal point for a series of conversations. It starts off in the morning being completely blank. They started off with a set of proposed ideas – each idea written on a colored thought bubble. The thought bubbles were taped to the wall. Throughout the day, people connect the bubbles using yarn. Or they add new bubbles. Runners keep the wall up to date, moving back and forth from ongoing conversations.
At the end of the day there is a synthesis. The participants use a single sheet of flip chart paper to summarize their favorite ideas. Working groups form, emails are shared, agendas proposed, and meeting times set.
In the evening, there is a closing, a retrospective, and appetizers and drinks.
That’s not a bad vision, but all of that just captures the superficial stuff. The stuff that we can control. The rest? Well, that’s the “open” part of open space. I don’t know what people will bring. What I do know is it works. I never fail to be surprised.Event Overview When is it?
Friday September 16th, 2016 8:30 AM to 7:00 PMWhere is it?
AXIS Pioneer Square, SeattleWhere Can I Find Out More?
Filed under: Agile, leadership, Teams Tagged: Agile, conference, management, open
- Sponsored: 64% off Code Black Drone with HD Camera
Our #1 Best-Selling Drone--Meet the Dark Night of the Sky!
The post Organizational Behaviour Follows Leadership Behaviour appeared first on agilitrix.com - Michael Sahota.
Have you ever wanted to run an agile project?
Or maybe you are a leader in an organization who has had an agile coach approach you requesting to run an agile project?
This light & comical sketch depicts the often humorous interactions between agile coaches and corporate leaders in various departments.
At the end of this clip, the agile coach has spoken with a CEO, Human Resources, Financial Department, etc and when he goes back to the first CEO he’s had a lot of conversations about his project, but it has not yet started.
The concept of two operating models existing within the same space is so clearly illustrated here. The one framework is about upfront-planning, documentation, assessment and projection of a plan. The other framework (Agile) is about very little upfront planning with a “jump-in-and-get-started” attitude. Adjustments are made along the way with continuous reflection and learning. The product continues to improve and is ready to deliver sooner.
The most successful businesses in the world are the ones where Agile methods have been adopted in every level of an organization.
It is just changing everything.Learn more about our Scrum and Agile training sessions on WorldMindware.comPlease share!
The post Some Light Agile Humour Puts Things Into Perspective appeared first on Agile Advice.
Countless companies over the years have come to me and say:
We struggle with getting things done that make a difference to our customers. We plan. We use Scrum. We even take time for all of the SAFe ceremonies, yet it’s always the same result: too little, too late. Can you help?
After listening, the answer that comes back is, “Yes, I can help. But first you have to admit that you have a problem. And it’s not what you think it is…”
The problem is not that companies don’t have enough planning, enough process, enough review or enough people. It’s usually that they have too much of them all — and they have the wrong people on the solution teams. It may come as a surprise to these companies that Hermann Hauser was able to accomplish quite a lot with a lot less.Hermann Hauser and his ARM
Who is Hermann Hauser? And why should you care? First let’s get to know Hermann Hauser a little.
Hermann Hauser started Acorn Computers — the “British Apple” — in 1978. In 1990, he started ARM Holdings in Cambridge as a spin-off from Acorn. The reason this is important is that I’m fairly certain that right now you have a device or two within arm’s reach — pun intended — that has Hermann’s virtual fingerprints on it. You may even be reading these words from it. It’s your cellphone or tablet, which most probably has one or more ARM processors in it.
What’s an ARM, you say? It’s a double acronym: ARM = Advanced RISC Machines. RISC = Reduced Instruction Set Computing. But that doesn’t really matter. The point is that Acorn is a company that few people know of, even though they had produced 50 billion ARM processors as of 2014, with an annual growth of 10 billion per year. In 2013, “ARM-based chips were found in nearly 60 percent of the world’s mobile devices”. In the image below, ARM processing technology basically accounts for the drastic difference.
Photo courtesy of NBC News Instagram feedHow Did ARM Become so Successful?
It started with the decline of the Acorn:
Acorn had … a team of young, clever electrical engineers plucked from the local schools and electronics companies. As Acorn endured financial ups and downs over the years, it came to the conclusion that its chip team was a luxury it could no longer afford. The company’s management twice tried to sell its chip design department only to have the deals fall through. “We felt quite unloved, really,” says John Biggs, one of Acorn’s chip engineers.
In 1990, Acorn was approached by Apple for help with a product to be known as “The Newton” (ibid):
… an affordable product that could fit in someone’s hand, yet still have the computing muscle to cope with handwriting recognition and other advanced functions. “There was a need to be cheap, and being cheap meant making a small chip, and that meant a low amount of power would be sent through it,” Biggs says. At a time when the chip industry was focused on making bigger, faster products, ARM went the opposite direction and became the low-cost, low-power specialist. “It was really a happy accident,” he says.
Other customers knocked on the door as well, such as Nokia in 1993.
So how did Hauser get the ARM processors designed? He makes it seem easy:
“When we decided to do a microprocessor, in hindsight, I think I made two great decisions,” Hauser said with a chuckle. “I trusted the team, and gave them two things that Intel and Motorola had never given their people: the first was no money and the second was no people. They had to keep it simple.”
What Hauser did is almost the exact opposite of what companies tend to do. Big companies tend to:
- Form large aggregates of teams that spread work between themselves, which gives rise to coordination issues and numerous Lean wastes.
- Hire lots of staff to create these teams usually at the lowest prices that can be had and based on job description specs matched against resumes.
- Expect that a fully formed result will be produced by the teams somehow working together in a short time, forgetting what Fred Brooks said on the topic in 1975 in “The Mythical Man-Month”: “The bearing of a child takes nine months, no matter how many women are assigned.”
And what Herman Hauser suggested was:
- A smaller set of teams of the very best and brightest is the best. Fred Brooks probably said it a little differently (in the dark, but still very relevant past) when he stated that “if a 200-man project has 25 managers who are the most competent and experienced programmers, fire the 175 troops and put the managers back to programming.”
- The smallest amount spent on non-product, non-customer facing, and non-value added distractions is the best. Give them the job, the context, and the space. Then get out of their way.
- Trust the team to do the job. Really trust them. Even the constraints (e.g., no money) can be creatively overcome by a zeal to win. When Audi wanted to win LeMans races, rather than pursue increasingly expensive high-performance cars, the team at Audi went in a completely different direction. They decided to focus on fuel economy, because better mileage means fewer fuel stops. To get the required fuel economy, they focused on direct-injection diesel engines.
Too many companies don’t want to admit that they have some problems. Too many companies expect that we can produce the smallest amount of change (usually in relabeling existing processes into acceptable present-day speak). They need to admit that, to make a change, they will have to actually make a change. In this case, throwing more people and resources at the problem doesn’t actually help. Another option would be to figure out a way to allow a team to forgo extended governance scrutiny, enterprise application architecture committees, extended security processes, etc. — at least until a product is imminent.
To make a change, you actually have to make a change.
Click To Tweet
My advice is to keep the teams small, co-located, with local control over process and materials, and staffed with the best talent that money can buy. Allow the team to develop the product, as well as the underlying technology in an iterative, small-batch, customer-focused way, such as with Lean Product Development and Extreme Programming techniques (in present-day-speak). You may be surprised to find that small teams can get major things done. And it doesn’t have to cost an ARM and a leg.
Small teams can get major things done & it doesn’t have to cost an ARM & a leg
Click To Tweet
Agile Eats is our semi-monthly e-blast chock full of tips and tricks too good not to share. Subscribe now!
The post Think About Hermann Hauser’s ARMs if You Want to GSD! appeared first on SolutionsIQ.
I discovered an amazing new concept the other day. A radical re-combination of things I thought were fixed and immutable. Two ideas that I loved by themselves, things complete without any addition. Things so familiar to me that I never dreamt of change. Frankly, I never saw the need. These ideas when put together created something greater than the sum of the two. Something so shocking that my first reaction was blank incomprehension. That’s right, I’m talking about: Fried Chicken and Waffles
I’ll give you a minute to sit down and let it sink in. Dinner and breakfast in the same meal! Two memes that complement each other so completely they create a larger meme! Sweet and savory, fried and…baked? Fried? Oh I don’t care. I love them both. So finding a restaurant that serves two of my favorite foods on the same plate, well, that’s pretty special.
That’s the way it is sometimes. Ideas that by themselves are great, but that are somehow magnified when combined with another idea. Somehow by repackaging them together we create something greater. Something that works much better as a whole. Of course there are plenty of culinary examples: french fries and poutine, caramel and salt, bacon and…um…well…anything.
Of course we have similar concepts in the software world. There are folks that maintain that the combination of some development practices yields disproportionate benefits as well. For example, combining agile and DevOps. Rapid development techniques and tightly integrated operations. The two make a potent one-two punch that provides powerful benefits to companies bold enough to adopt them. It’s like fried chicken and waffles.
Filed under: Uncategorized
Last month, we made it so that clicking on a story comment notification (either in the app or in email) took you directly to the comment in which you’d been mentioned.
“That’s great and all,” we hear you saying, “but replying to that comment can be a bit painful when you’re trying to keep everyone already @ mentioned in the conversation.”
Hold onto your horses, because now you can quickly reply to everyone who’s part of a comment thread with one click.
Just mouse over a comment and click the new Reply button.
You’ll notice that the people previously mentioned are selected by default, making it easy to remove them if you meant to reply only to the comment author. To keep them, just hit the right arrow key and start typing to your heart’s content.
As always, please share your feedback via the in-app widget (in the Help dropdown when in a project), or email us.
Dozens of new Certified Scrum Masters complete their training weekly and head back to work on Monday geared up and ready to implement what they’ve learned.
Sometimes it goes without a hitch, depending on the work environment and support from the rest of the team and management. But sometimes Scrum Masters hit road blocks and barriers and find themselves searching for creative ways to apply Scrum to create or enhance and agile environment.
This article on Storm Consulting’s website offers an excellent way to use scrum planning for agile delivery. The approach looks worth a try.Learn more about our Scrum and Agile training sessions on WorldMindware.comPlease share!
The post Link: Use Scrum Planning Meetings for Agile Delivery appeared first on Agile Advice.
SAFe has come a long way, not just in the development and refinement of the concepts and ideas, but in the sheer size and diversity of the community it serves.
I remember the first time we had anything resembling an ‘official’ SAFe meeting. It was with a smattering of folks in a small hotel suite at Agile2012 in Dallas. We were grateful that these brave early adopters saw so much potential in the Framework, and though we felt confident that we were on the right track, we really had no idea that just a few years later there would be nearly 60,000 professionals trained in SAFe, and over 70% of U.S. Fortune 100 enterprises adopting SAFe practices.
Now, with so many enterprises depending on SAFe to drive business results, there has been a growing—and loud—demand for an event dedicated to furthering the knowledge and practice of the Framework. Last year we dipped our toes in the water with a two-day Partner Summit. Over 100 Partner members came to Denver with their sleeves rolled up, ready to listen, learn, debate, and share ideas. The event proved to be productive and successful in a way that far exceeded our expectations, and we walked away with an understanding that the entire community, not just partners, would benefit from an event dedicated to SAFe.
So, I’m delighted to say that it’s happening. This October, we’re holding the first SAFe Summit in Denver, Colorado, open to the entire SAFe community: partners, practitioners, instructors, consultants, and enterprise business leaders. It will combine three key events:
—October 25, Partner Day: Dedicated to building Partner success in selling, supporting, and deploying SAFe products and services, the Partner Day is for Scaled Agile Partners’ business leaders and their associated SPCs and SPCTs.
—October 26–27, SAFe Summit: The two-day Summit will bring together SAFe practitioners, consultants, as well as Partners and enterprise customers. With multiple keynotes, tracks, breakout sessions, and enterprise success stories, this is a must-attend event for anyone who depends on SAFe to support their business or enterprise.
—October 28, SAFe Training Day: For certified SAFe Program Consultants (SPCs), and SAFe Program Consultant Trainers (SPCTs), the SAFe Training Day includes: Building Large and High Assurance Systems with SAFe 4.0; SPC Performance Toolkit for the Portfolio; SAFe 4.0 Course Delivery Enablement; Training SAFe 4.0 from the back of the room.
Session and Keynote topics include:
- SAFe: Past, Present, and Future
- Applying SAFe to Large and Complex Value Streams
- The Lean Portfolio Management
- Agile HR
- Enterprise Customers and their SAFe Journey
- Applying SAFe in a Project Delivery Environment
- Financial Aspects of Lean Portfolio Management with SAFe
- Implementing SAFe with a Structured Approach to Organizational Change Management
- SAFe in Government,
- Building Large and High Assurance Systems
- And more topics to be announced in the coming weeks
Early-bird registration is available until September 15 on the Summit website at safesummit2016.com, where you can also find the latest updates to the agenda, speakers, sessions, and venue.
We’re really excited about taking this next, important step in supporting SAFe and the community of practice, and hope you will be able to join us this October in Colorado.
I hope to see you there. Stay SAFe!
—Dean and the Scaled Agile team
Agile software ontwikkeling kent ingebouwde feedback. Iedere iteratie wordt afgesloten met een sprint review/demo en een agile retrospective, waarin feedback centraal staat. Ook tijdens de iteratie is er gelegenheid voor feedback. Een overzicht van de diverse manieren van feedback in agile en de voordelen die feedback oplevert. Product Demonstratie
De product demonstratie (sprint review in Scrum) is bedoeld om feedback te krijgen op het product. Een goede demo zorgt voor antwoorden op vragen zoals:
- Doet het product wat het zou moeten doen?
- Is het product bruikbaar?
- Welke functionaliteit is verder nodig?
- Wat kan er aan het product verbeterd worden?
Retrospectives Exercises Toolbox - Design your own valuable Retrospectives
In de agile retrospective reflecteert het team op hun proces. In de retrospective geven teamleden feedback naar elkaar. Deze feedback geeft inzicht in de manier van werken en helpt om continu te verbeteren.
Een goede retrospective geeft inzicht in:
- Wat ging er goed en wat heb je als team geleerd?
- Welke problemen zijn er geweest, wat zou je willen veranderen?
- Welke sterktes en kwaliteiten heeft het team?
- Hoe kan het team zich verder ontwikkelen?
Waardevolle Agile Retrospectives is het 1e Nederlandstalige Agile boek voor het faciliteren van retrospectives. Met vele oefeningen, het “wat” en “waarom” van retrospectives, de business value en de voordelen die retrospectives brengen. Tevens practische tips en adviezen voor het introduceren en verbeteren van retrospectives. Aanbevolen voor agile coaches, Scrum masters, project managers, product managers en facilitators die al enige ervaring hebben met retrospectives. Andere feedback momenten
De demo en retrospective zijn de bekendste feedback momenten in Agile. Maar er zijn er nog meer. Tijdens de dagelijkse stand up kunnen team leden elkaar feedback geven. Bijvoorbeeld over hoe ze de samenwerking in het team ervaren en hoe een activiteit gegaan is. In de planning game geeft het team feedback op de user stories naar de product owner, samen stemmen ze de inhoud van de iteratie af. Wat levert feedback op
Feedback in agile helpt om te leren en continu te verbeteren. De voordelen die feedback in agile oplevert zijn:
- Met frequente snelle feedback kun je eenvoudiger bijsturen
- Concrete feedback die kort na een gebeurtenis gegeven wordt, maakt eenvoudiger om actie te ondernemen
- Verbeteren in kleine stapjes is eenvoudiger, snelle feedback maakt het mogelijk.
- Goede feedback verbeterd de relatie tussen mensen en helpt om effectiever samen te werken
Agile wordt je door agile te doen. Wil je met agile resultaten bereiken dan is goede feedback essentieel. De sprint review/demo en de agile retrospective zorgen voor continue product- en procesverbetering, waardoor teams efficiënt en effectief producten kunnen leveren.
Op 21 september geef ik een gratis mini-workshop over agile retrospectives in Groningen. In deze mini-workshop gebruik ik oefeningen uit mijn succesvolle workshop Waardevolle Agile Retrospectives.
Retrospectives helpen je om agile effectief toe te passen continu te verbeteren. Je pakt ermee problemen aan en zorgt voor een goede werksfeer in je teams. Scrum masters en Agile coaches halen meer uit teams met behulp van een toolbox met retrospective oefeningen.
In deze mini-workshop geeft Ben Linders, auteur van het boek Waardevolle Agile Retrospectives, een introductie van de “waarom” en “wat” van retrospectives. Je oefent verschillende manieren om retrospectives te doen en krijgt tips en adviezen voor het introduceren en verbeteren van retrospectives.
Deze mini-workshop wordt gegeven in samenwerking met AgileHubNoord, een onafhankelijke netwerkorganisatie die als doel heeft om Agile-professionals uit Noord-Nederland met elkaar te verbinden, kennis met elkaar te delen en om het Agile-gedachtegoed onder de aandacht te brengen.
Retrospectives Exercises Toolbox - Design your own valuable Retrospectives
Er zijn helaas geen plaatsen meer beschikbaar voor deze workshop (hij was in enkele dagen volledig “uitverkocht”), maar er is een wachtlijst. Als mensen zich afmelden word je automatisch aangemeld voor de meetup.