Several years ago, I wrote a post for a different blog called “Why Team Size Matters.” That post is long gone. I explained that the number of communication paths in the team does not increase linearly as the team size increases; team communication paths square when the team increases linearly. Here is the calculation where N is […]
Many people use an iteration approach to agile. They decide on an iteration duration, commit to work for that iteration and by definition, they are done at the end of the timebox. I like timeboxing many things. I like timeboxing work I don’t know how to start. I find short timeboxes help me focus on the
If you only read my blog, you might not know I publish a monthly newsletter, the Pragmatic Manager. The last two issues have been on agile leadership. Take a look at Being An Agile Leader and Own Your Leadership, Part 1. Those newsletters in addition to this 5-part series culminating with Becoming an Agile Leader, Part 5: Learning
I’ve said before that agile is a cultural change, not merely a project management framework or approach. One of the big changes is around transparency and safety. We need safety to experiment. We need safety to be transparent. Creating that safe environment can be difficult for everyone involved. John LeDrew has started a new podcast,
Johnny Beirne over at projectmanagementparadise podcast interviewed me, specifically about my post, Visualize Your Work So You Can Say No. See Episode 38: “How to visualise your work so that you can say no” with Johanna Rothman. Hope you enjoy it!
To summarize: your agile transformation is stuck. You’ve thought about your why, as in Becoming an Agile Leader, Part 1: Define Your Why. You’ve started to measure possibilities. You have an idea of who you might talk with as in Becoming an Agile Leader, Part 2: Who to Approach. You’ve considered who you need as allies and how to enlist them
To summarize: your agile transformation is stuck. You’ve thought about your why, as in Becoming an Agile Leader, Part 1: Define Your Why. You’ve started to measure possibilities. You have an idea of who you might talk with as in Becoming an Agile Leader, Part 2: Who to Approach. You’ve considered who you need as allies and how to enlist them
To summarize: your agile transformation is stuck. You’ve thought about your why, as in Becoming an Agile Leader, Part 1: Define Your Why. You’ve started to measure possibilities. You have an idea of who you might talk with as in Becoming an Agile Leader, Part 2: Who to Approach. Now, how do you create allies so you can unwedge
To summarize: your agile transformation is stuck. You’ve thought about your why, as in Becoming an Agile Leader, Part 1: Define Your Why. You have some idea for measurements. Maybe you’ve even started to measure to capture the data. Now, it’s time to talk to people across the organization. The question is this: Who do you talk
What does it mean to be an agile leader? Here’s what I’ve seen work: The leader recognizes a problem the organization needs to solve. There may be many problems, and the leader extricates one to start. The leader explores options with the people involved. Often, the leader asks this question, “What is the smallest change