For many people the traditional project management methodologies (see PMI / PRINCE2) are the root of the problems that birthed Waterfall. I assert that this is the tip of the iceberg. These methodologies are just a symptom of a greater problem that has its roots in the changes made during the industrial revolution. These changes, while they generated great amounts of wealth and many jobs around the world, dehumanised work and destroyed the essence of value and discovery that brought humanity to where it is now. …
Story Points and velocity have been used for many years in the Scrum community and have been engrained so much in the way that things are done that most folks believe that they are part of Scrum. The accepted wisdom is that Scrum Teams are supposed to use User Stories, Story Points, and Velocity to measure their work.
Accepted wisdom is wrong!
Reviewers: Steve Porter
There are a number of things that we collectively believe are required to do Scrum, and these have been perpetrated by the long-running perseverance of trainers teaching to the lowest common denominator and keeping things…
There is no such thing as an Agile Transformation, Digital Transformation, DevOps Transformation, or any of the Whatever Transformation that you can think of or have been sold. You can’t buy agility, and you certainly can’t install it. There is no end state, no optimal outcome, No best practices. We are no longer factory workers.
Instead, you have to grow, nurture, and prune agility as it grows organically inside your organization and eventually, you too will be able to take advantage of business opportunities as they arise in the ever-changing marketplace. This is continuous change…
It’s an Evolution, not a…
These Sirens take advantage of the lack of understanding of what business agility is trying to change and lures unsuspecting C-suite executives into parting with their cash for what is effectively someone else’s business process. They are changing their entire organisation, not because of a business challenge, but because they are told to.
The lure is strong! They can spend a few million dollars and pow, their organisation is agile, and our business is saved. They make sweeping changes to their lexicon and organisations of their business. We have installed agility!
In light of the new normal and the last 20 years of technological progress, we need to re-define co-location as we no longer need to be in the same room as each other to get the 80% of communication that is non-verbal. If we are participating in an online event, we should try our best to keep our cameras on so that we can all read those non-verbal queues.
TLDR; If you are participating in an online event you should be transparent and commit to being open & respectful by having your camera on and engaging the topics and outcomes…
With the change in business model in the current crisis, many training organizations have had to do the unthinkable and move to Live Virtual training options. Existing wisdom was that training online, just as running teams virtually would be a disaster and reduce the student’s experience.
We were Wrong!
In-person pass rates are slightly lower 6% looking only at students from 2020.
Scrum.org Assessment Result
When Scrum and Agile were first conceptualized the idea of colocation meant that we had to have everyone in the same place in order to get that extra 80% of communication that is non-verbal.
Many organisations don’t really want to change how they do business and believe that they can continue on how they always have while still getting better at delivering software. They are wrong!
While there are organisations that are successfully scaling out there, they are few and far between. What are the commonalities between these organisations and how have they managed to get past the illusion of scaled agile to the values and principals that are allowing them to leave their competitors in the dust?
To go big, you have to go small!
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Even those that developed and industrialised waterfall no longer believe it has value, and they still struggle with the tyranny of Taylorism.
While 81% of all development shops say that they are adopting agile, the reality is far from it; only 22% do short iterations, 16% have ordered backlogs, & 13% do retrospectives! They still lack feedback loops.
This talk will take a walk through history from 1890 through to the present and follow the rise and eventual fall of Waterfall in the very organisation that developed it; the US Military-Industrial Complex. …
As part of the Scrum.org webinar “Ask a Professional Scrum Trainer — Martin Hinshelwood — Answering Your Most Pressing Scrum Questions” I was asked a number of questions. Since not only was I on the spot and live, I thought that I should answer each question that was asked again here, as well as those questions I did not get to.
In case you missed it, here is the recording of yesterday’s Ask a Professional Scrum Trainer webinar with Martin Hinshelwood!
>>I am interested to hear your perspective about collocation. There’s a spectrum of opinions, it seems, from “Distributed…
I was asked this question today and I think there is a clear answer, however it may change depending on the context of the question.
“During each Sprint Retrospective, the Scrum Team plans ways to increase product quality by improving work processes or adapting the definition of “Done”, if appropriate and not in conflict with product or organizational standards.”
Yes; you can and are expected to make improvements to the Definition of Done at the Sprint Review. Your Development Team should always be asking themselves: