Here’s something I see in many organizations: Management wants to “control and manage” the projects/efforts/work (whatever they call it) in the same way they did before the organization started agile. They want Gantt charts. They want commitments. They want assurances that the work will proceed in the same way they thought of it before the […]
In Stuck in the Middle, Part 1, I discussed possible management problems with agile. Those aren’t the only stuck problems I see. Sometimes, I see team problems. What if the teams are “almost agile”—they still have too many experts, their stories are too big, they don’t always deliver value on a regular basis? You know
In part 1, I addressed some management challenges with an agile transition. In part 2, I addressed some team issues. In this part, I’ll discuss why agile is a culture change and ways to consider a system change to agile. Agile looks something like this image. The responsible person (often called a product owner)
For many people, agile means an end to all project management. I disagree. I find value in servant leadership in project management. I explain how you can think about servant leadership and agile project management in my projectmanagement.com column this month: Servant Leadership: The Agile Way. If you are looking to increase your servant leadership
Over on Techwell, my monthly column is Agile Does Not Equal Scrum: Know the Difference. I wrote the article because I am tired of people saying “Agile/Scrum” as if Scrum was the only way to do agile. I use iterations, kanban, and the XP technical practices when I work with teams. I am not religious about
I met a team recently who was concerned about their velocity. They were always “too late” according to their manager. I asked them what they measured and how. They measured the burndown for each iteration. They calculated the number of points they could claim for each story. Why? Because they didn’t always finish the stories they
Is your agile transition proceeding well? Or, is it stuck in places—maybe the teams aren’t improving, maybe the people are multitasking, maybe you are tired and don’t know how you’ll find the energy to continue. You are the kind of person who would benefit from the Influential Agile Leader workshop. Gil Broza and I co-facilitate.
I am shepherding an experience report for XP 2016. A shepherd is sort-of like a technical editor. I help the writer(s) tell their story in the best possible way. I enjoy it and I learn from working with the authors to tell their stories. The writers for this experience report want to pair-write. They have
A colleague asked me for some tips about writing. With hundreds of articles, blog posts, and 10 books, I know what works for me. I suspect some of these ideas will work for you, too. Tip 1: Write every day. Write for 15 minutes every day. This practice exercises your writing muscles. For me, it’s
I have several public workshops this year. I’m offering the Influential Agile Leader with Gil Broza April 6-7, 2016 in Boston and May 4-5, 2016 London. If you have not read some of my writing about leadership, take a look at these previous newsletters: ▪ Lead Your Agile Transition Through Influence ▪ Creating an Environment