Objective Thoughts

The Case Against Minimalism

November 6, 2010 — Posted by Al Shalloway

I've been in this industry now for more than 40 years. I like to say that doesn't make me any smarter, it just means I've seen a lot. I've seen over burdensome, bureaucratic process – so I understand why we don't want that anymore. But I've also seen lack of process and chaos that was just about as damaging. An over-reaction to a bad thing is still an over-reaction. I continue to hear people say that agile is about minimalistic process and design. I do not agree with this.


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CAS 100, Lean 0 in ‘Complexity Vs Lean, the Big Showdown'

October 25, 2010 — Posted by Al Shalloway

I was at the LESS 2010 conference last week and heard Jurgen Appelo's talk Compexity Versus Lean. I thought this was very thought provoking. Unfortunately, almost every time he mentioned Lean, he was describing it in a way no Lean thought leaders I know would think about it.


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Yes Virginia, You Can Attribute Cause-and-Effect even in Complex Adaptive Systems

October 16, 2010 — Posted by Al Shalloway

I am somewhat writing this blog in response to two things. The first is that over the last year I've had several complex adaptive systems "thinkers" out there challenge using lean-thinking to help teams because it supposedly relies on understanding cause and effect. The other is I'm planning to attend Jurgen Appelo's "Complexity vs Lean, the Big Showdown" at LESS 2010.


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How Successful Pilots Often Actually Hurt an Organization

October 3, 2010 — Posted by Al Shalloway

It is seductive to think about scaling Agile up from teams to the enterprise. It seems the correct path to take because you can almost always find a team or two where Agile methods lead to great improvements over Waterfall methods. But what works for a few teams at the local level often obscures the bigger picture: creating enterprise agility. Enterprise agility is the ability for an organization to deliver value quickly when needed. Sadly, I have seen many organizations achieve many successes locally – team agility – and move even further away from enterprise agility.


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Estimating Business Value

September 28, 2010 — Posted by Ken Pugh

Creating software is about delivering business value. Without some measure of business value, it's hard to determine whether the software has any. For several years, I've presented a session on estimating business value to local user groups and national conferences. My new book, Lean-Agile Acceptance Test-Driven Development: Better Software through Collaboration, includes a section on estimating business value. Here are some ideas from that book and others accumulated over the years.


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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
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
Software Design, Design Patterns, Technical Writing, TDD, ATDD, Coaching, Mentoring, Professional Development, Agile, Lean-Agile, Lean, SAFe, Kanban, Kanban Method, Scrum, Scrumban, XP
Scott Bain
Analysis and Design Methods, Agile Design and Patterns, Software Design, Design Patterns, Technical Writing, TDD, Coaching, Mentoring, Online Training, Professional Development, Agile