In Coaches, Managers, Collaboration and Agile, Part 1, I wrote about circumstances under which a team might want a coach. It wasn’t an exhaustive list. It had several questions defining when coaches might help the team to become agile, not be cargo cult agile. One of the reasons we might need coaches for a team is because […]
There was a fascinating Twitter conversation last week when I was busy writing other things. (I also find Twitter to be a difficult-for-me arena to have a conversation. I need more than 140 characters.) The conversation started when Neil Killick tweeted this: orgs need coaches not because “agile is unintuitive”, but because effective sw delivery
As I’m teaching my Practical Product Owner workshop, some POs are having trouble understanding how big a defect is. Sure, they want to have small(er) stories, but a defect isn’t done until it’s all fixed, and the team has decided if they need automated regression tests added to the smoke tests. So, here are three
(I updated this post in May 2025 to more carefully describe what I mean by collaboration and how that differs from cooperation. I struck through collaboration when I meant cooperation.) A colleague asked mobbing last week on Twitter. Here’s the short answer, including pairing so you can see everything in one place: Swarming has a
Two development managers were arguing: “I need Tom on my team,” Chase said. “He has the specific knowledge I need. We’re not going to be able to release unless we get Tom on my team.” Pierce retorted, “You can’t have him. He’s working really well with my team. He likes my team. Forget it.” They
I’ve been teaching workshops these last few weeks. A number of the participants think that they need to create great estimates. I keep hearing, “I have to create accurate estimates. My team needs my estimate to be accurate.” I have found that the smaller the work, the better the estimate. If people work as a team,
Workshop Objective: You may have started with technical component teams long ago. You were all responsible for your own teams, as technical leaders. It made sense then. Now, you need to work together, in an agile or lean organization. This workshop will help you learn how to be technical problem-solving leaders, as a team, in
In my role as technical editor for agileconnection.com, I have the opportunity to read many terrific articles. I also have the opportunity to review and comment on those articles. One such comment is what do teams do? Do they “gel” or do they “jell”? Gel is what you put in hair. When you “gel” things,
I’m shopping for furniture for our new house. I need a chair or a sofa for our family room, lights, all kinds of things. I was on Facebook, and there was an ad that looked interesting. I thought, “Should I click?” I clicked anyway. The site wants my email address. I can’t see anything without
Many years ago, I was part of a task force to “standardize” project management at an organization. I suggested we gather some data to see what kinds of projects the client had. They had short projects, where it was clear what they had to do: 1-3 week projects where 2-4 people could run with the