Objective Thoughts

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Breaking the Vicious Cycle

June 8, 2018 — Posted by Al Shalloway
Trust that people are doing their best
 
Recognize that changing how someone "be's" is a lot harder than changing what someone does. 
 
Agile best starts by doing.
 
Take advantage that devs want to produce good results
 
Provide them with some principles they can relate to from their past experience
  • Small batches are good
  • Focus on finishing is important
  • Clarity of requirements is needed
  • Focus on value delivered not rules to follow
 

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Learning About Complexity From Bird Feeding

June 8, 2018 — Posted by Al Shalloway
I'm an avid bird feeder. I have 17 feeders, 2 bird baths & use 10 diff kinds of food. I get finches, sparrows, ducks, doves, cow birds, humming birds, Orioles & more. Every wk I learn something new & make some minor adjustment to my setup. There's no best arrangement of this eco-system I’ve created & I manage to continually improve it.
 
Eco-systems are complex, but there are several things within them that are simple:
  • Birds poop anywhere & it falls
  • Diff kinds of birds prefer diff foods

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Scrum Masters Should Focus on the Work, not the Framework

June 7, 2018 — Posted by Al Shalloway
I am a great believer of “on-the-job-training.” The idea is not to learn something & then see how to apply it, but to find a challenge & see how to solve it. While the “beingness” of a Scrum Master is critical, to be candid, it takes too long for most companies to invest in. Some basics of coaching are invaluable. But knowing the “why and what” of Scrum is more practical.
 

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Questioning resistance & the Satir change model

June 6, 2018 — Posted by Al Shalloway
I have long espoused the Satir change model ("new things get worse before they get better"). I'm not so sure anymore. At Deliver Agile I talked to Arlo Belshee & Llewellyn Falco & they seemed to have great success with a Kaizen approach where it was only onward & upward. In our patterns class one of the "sidebar" lessons we teach are practices that are readily adopted. In all of these cases, the "J curse" is not present. The problem is getting the practices to be a habit.
 

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Workflow Practices

June 6, 2018 — Posted by Al Shalloway

A practice is something we, as a community, have discovered is simply always a good thing to do. For something to be promoted as a practice, it must be truly universal (you can always do it, and everyone should do it). Therefore, it must be:

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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
Business and Strategy Development, DevOps, Lean Implementation, Agile, Lean, Kanban, Scrum
Jim Trott
Business and Strategy Development, Analysis and Design Methods, Change Management, Knowledge Management, Lean Implementation, Team Agility, Transitioning to Agile, Workflow, Technical Writing, Certifications, Coaching, Mentoring, Online Training, Professional Development, Agile, Lean-Agile, SAFe, Kanban
Ken Pugh
Agile Design and Patterns, Software Design, Design Patterns, C++, C#, Java, Technical Writing, TDD, ATDD, Certifications, Coaching, Mentoring, Professional Development, Agile, Lean-Agile, Lean, SAFe, Kanban, Kanban Method, Scrum, Scrumban, XP
Marc Danziger
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Max Guernsey
Analysis and Design Methods, Planning/Estimation, Database Agility, Design Patterns, TDD, TDD Databases, ATDD, Lean-Agile, Scrum
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