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An Interview with Ken Pugh - Seen at Agile 2006, People Issue are Quite Common

August 9, 2006 — Posted by Jim Trott

Listen to the podcastInterview with Ken Pugh

Ken Pugh is an expert consultant with a ready smile, great instincts, and, like so many of the experts and trainers I have had the pleasure to work with, he takes particular joy in watching the light bulbs turn on as he works with students. At Agile 2006, Ken talked with me about one of his key observations: most agile teams have challenges with people, yet most of the training developers receive still focuses on technical skills. In some sense, that can set them up for failure.

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Leaving Feedback... and the value of feedback

August 3, 2006 — Posted by Jim Trott

An alert listener pointed out to me that there is no "Feedback Button" on the blog site, yet I mention this in the podcasts. That is an excellent catch! Thank you!

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ScrumMaster Overview – Part 2

July 17, 2006 — Posted by Jim Trott

Listen to the podcastAn Overview of ScrumMaster - Part 2

The Agile method called Scrum empowers the “Team” (the group of developers and the business workingLean-Agile Product Development Team together to produce product) to decide together how to do their work without lots of external influence. People who are used to working in a hierarchical, specification and deliverable-oriented environment may have a lot of trouble at first with this combination of freedom and responsibility. It can feel very disorienting.

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ScrumMaster Overview - Part 1

July 14, 2006 — Posted by Jim Trott

Listen to the podcast An Overview of ScrumMaster - Part 1

I was in a meeting last week with a number of Chief Information Officers. One of the speakers, talking about Agile and Scrum, used the term “Scrum Master” and got a lot of blank stares. They had no idea what she was talking about.

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Calculating Earned Business Value for an Agile Project: A New Metric

July 13, 2006 — Posted by Jim Trott

Agility Works. You can look at projects and see that more often than not, it delivers the goods. So, why do so many software projects remain artifact-driven and waterfallish? The most common excuses are that agility is too developer-centric, that it is too lightweight, and that feedback to business is hard to understand. In particular, many managers in larger companies miss the metrics that waterfall-type projects deliver.

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Blog Authors

Al Shalloway
Business, Operations, Process, Sales, Agile Design and Patterns, Personal Development, Agile, Lean, SAFe, Kanban, Kanban Method, Scrum, Scrumban, XP
Cory Foy
Change Management, Innovation Games, Team Agility, Transitioning to Agile
Guy Beaver
Business and Strategy Development, Executive Management, Management, Operations, DevOps, Planning/Estimation, Change Management, Lean Implementation, Transitioning to Agile, Lean-Agile, Lean, SAFe, Kanban, Scrum
Israel Gat
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Jim Trott
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Ken Pugh
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Marc Danziger
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Max Guernsey
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Scott Bain
Analysis and Design Methods, Agile Design and Patterns, Software Design, Design Patterns, Technical Writing, TDD, Coaching, Mentoring, Online Training, Professional Development, Agile
Steve Thomas
Business and Strategy Development, Change Management, Lean Implementation, Team Agility, Transitioning to Agile
Tom Grant
Business and Strategy Development, Executive Management, Management, DevOps, Analyst, Analysis and Design Methods, Planning/Estimation, Innovation Games, Lean Implementation, Agile, Lean-Agile, Lean, Kanban