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All About Agile - Thu, 03/26/2015 - 11:00
You're driving down the highway trying to reach a distant destination. You've had delays such as traffic along the way, and you know that you're going to have to "push it" in order to have any hope at all of arriving on time. You start to feel ...
All About Agile - Thu, 03/26/2015 - 07:58
While there are many books and much research on organizational development, this system view combined with some validated learning over time, is a powerful way to look at organizational challenges as a coach/consultant. Let’s take a closer look to define these areas then apply some validated learning from my own experience. Business Outcomes – the outcomes […]
The post Operationalizing Strategy with a Systems Perspective appeared first on LeadingAgile.
All About Agile - Tue, 03/03/2015 - 04:00
In my post about how to form teams, I talk about products… not in their monolithic, holistic state… but as a subsystem within a larger integrated solutions architecture. In other words, big products are just series of small products that work together in an integrated fashion. Each of these smaller products have a backlog, a […]
The post 3 Thinking Tools for Minimizing Dependencies Between Products appeared first on LeadingAgile.
All About Agile - Tue, 03/03/2015 - 00:19
My other workshop submission for the Agile 2015 Conference is titled “The Evolution of Teams” and examines one team that stopped doing the traditional agile practices is more agile than ever. Agile practices such as daily stand up meetings, sprint...
All About Agile - Mon, 03/02/2015 - 04:00
Bend the spoon is a phrase we use quite a bit here at LeadingAgile. I don’t want to hear what’s happening, I want to hear what we need to make happen… and what we are doing to make it happen. I don’t want to hear why we can’t do something, I want to talk about what […]
All About Agile - Fri, 02/27/2015 - 13:52
I’ve started using an analogy to illustrate the importance of product owner teams in larger organizations. When working with organizations to do an agile transformation, almost always, a tiered model is used for scaling across the organization. The model looks something like this: The top tier is portfolio management which is responsible for investment decisions and […]
All About Agile - Fri, 02/13/2015 - 20:16
My article, Agile Adoption: Changing Behavior by Asking the Right Questions, has been published over on ProjectManagement.com (free registration required). It talks about when managers want change, but don’t want to squeeze the Agile out by force.
All About Agile - Fri, 02/13/2015 - 02:00
Well… it depends. If you view agile as a system of beliefs, or a way of looking at the world, or as a culture your company is expected to adopt…I’d suggest that it’s impossible to mandate an agile transformation. There is no way to force people to believe in something they don’t believe in or to […]
All About Agile - Wed, 02/11/2015 - 21:27
For many years one example of process thinking, resource gathering, requirements, implementation and acceptance criteria has been the exercise - make PB&J sandwiches. I've done this with groups to discuss the simple task that we typically ove...
All About Agile - Tue, 02/10/2015 - 18:29
Learn more about our Scrum and Agile training sessions on WorldMindware.comRetrospectives are a key part of continuous improvement in Agile teams. The retrospective techniques that a team uses should be adjusted to the needs of the team. In a Scrum … Continue reading →
All About Agile - Thu, 01/29/2015 - 08:00
Next Tuesday, February 10, our TeamStart webinar series will answer your questions about "Writing Great User Stories." Whether you’re just getting started with Agile or consider yourself an expert, join us to get and give some good Q+A. We’re going to talk about writing compelling stories that focus on business value. Here are a few questions from past "User Stories" webinars:
- What are some tips for writing a great user story?
- When do I break down user stories?
- Who should drive the definition of acceptance criteria?
Here's a preview of what you'll learn in the TeanStart webinar.Tips for Writing a Great User Story
A great user story has three areas of focus: Who, What, and Why. A great user story is also written from the perspective of the user (hence the name); and a great user story "tells a story" about what that user wants to be able to do, and why (for what outcome.)
Who: Define the person who receives value from a new user story. For example:
As a user of the website ...
As an internal team member ...
What: Indicate what needs to be delivered, from the perspective of the user. For example:
... I want to purchase my items with a credit card ...
... I need a new testing infrastructure ...
Why: Show the value the user gains from the story:
... so that I have a convenient and secure way to pay electronically.
... so that I can prepare for the new test requirements of our organization.
When the estimated size of a user story exceeds the total velocity available in a team’s iteration, the story cannot fit and must be broken down into smaller stories. User stories can be broken down multiple times as they move up the backlog -- transitioning from a large, loosely-defined, parent story into a set of small, defined, child user stories that make progress towards the overall goal.Who Should Drive the Definition of Acceptance Criteria
The entire development team assists the product owner in creating acceptance criteria. Product owners represent the business and stakeholders, and communicate the needs of a story to the team. Teams communicate with the product owner about what implementation methods are possible, and how a story may be completed to meet business needs.
What are your questions? Get them answered. Join the TeamStart webinar series on Tuesday, February 10th, to learn about "Writing Great User Stories."
All About Agile - Tue, 01/27/2015 - 10:00
Learn more about our Scrum and Agile training sessions on WorldMindware.comIn doing business of any kind, we commonly follow the advice to “dress for success.” For better or for worse, we can be judged visually in the first few seconds … Continue reading →
All About Agile - Mon, 01/26/2015 - 02:11
To be successful with Scrum in the long term you need more than the basic framework. This is intentional. Scrum provides the structure as a starting point, but it’s designed to work well when applied with other effective patterns. Like the Design Patterns movement of the late ’90s, a pattern can be used by itself or with others. E.g. the Command Pattern and the Memento Pattern can be combined to build an effective undo/redo system. Scrum is only one pattern for one team. It gives you the bare minimum framework that could possibly work, however in many contexts you will need to incorporate other tools/patterns to build more effective systems. Beyond Scrum you should consider: – Effective Agile Engineering Practices – such as Unit Testing, Continuous Integration, Test Driven Development, Acceptance Test Driven Development (or BDD), Pair Programming. Without practices like these, the health of your codebase will degrade over time. – 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. – Portfolio Management – the art of making big picture decisions about which major chunks of work the business would like focused on next. Organizations need portfolio management to ensure that major priorities are understood by the team’s Product Owners and worked on in priority order. – Organizational Improvement – many issues that Scrum helps to find can’t be solved by the team or their ScrumMaster. Instead, organizations need to establish an ongoing improvement team dedicated to resolving these problems. – Intra Team Coordination – How will you coordinate the work among teams? Scrum of Scrums is the most well known pattern and yet is rarely the best choice. – Team Organization – How will you organize your teams? As Component Teams? As Feature Teams? Using the Spotify model of Squads, Tribes and Guilds? There are no best practices. Scrum itself could prescribe all of this, but that would be missing an important Agile point: there are no best practices. A practice that works well in one organization (or context) may not work well in yours. This is especially true when it comes to working effectively at a large scale where repeatable patterns are only just starting to emerge. Even where consistent patterns are starting to emerge (i.e. Large Scale Scrum, Enterprise Scrum, …), it is often unclear which one will apply in a specific context. Finally, remember that Scrum isn’t intended to fit your current organization and its existing structure. It is intended to force us to consider what is working and what needs improvement. Scrum is just the starting point. In the next few months, I will explore patterns that can be effective when attempting Scrum at a larger scale (more than three teams). What topics would you like me to explore?
All About Agile - Thu, 01/22/2015 - 21:40
Scaling Collaboration not Process is the Key to Enterprise Agility. Agile methods have been found to be extremely effective when used correctly. A reasonable reaction to witnessing any great performance in an organization is to demand more of it. So...
All About Agile - Mon, 01/19/2015 - 02:44
Certified Scrum Trainer Mark Levison has been around the block, more than a few times, and he was getting frustrated by what he saw happening in Scrum. When Mark is invited into businesses and industries to talk with Scrum teams, it’s typically with the request to help them do Scrum better so they can be more productive. But practicing the mechanics of Scrum is not the answer to high performance. Yes, you’ll get some benefits, but not the most important ones. You can focus on the ceremonies – the daily stand-ups, the sprint planning, the retrospectives – and still not get the performance you’re expecting, or seeking. So… why? What’s the secret? What’s the magic formula? That’s what Mark wanted to know, which led him to study the elements that are found in high-performing teams. And what he discovered was actual neuroscience and behavioural psychology that makes the social aspects of team building surprisingly clear in their importance. Now Mark has taken what he learned in those discoveries, and formed them into five proven and practical Agile steps that can put a team on the path to high-performance success. And here’s sharing them with you now, here: A free eBook of the “5 Steps Towards Creating High-Performance Teams“. This outlines the key elements, the magic and neuroscience behind them, and how to implement them with your team. The High-Performance Teams Game. Fun downloadable resources to help teams see the effects of choices/tradeoffs on productivity and team cohesion. This handy – and, dare we say, snazzy – infographic to summarize, focus, and remind. Building a high-performing team doesn’t have to be complicated, nor is it luck of the draw. Surprisingly, most of it is simply common sense and awareness of human behaviour and relationships. That’s it.