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The Need for Leadership in Scrum - Updated

December 15, 2009 — Posted by Al Shalloway

(This updates an entry originally posted April 21, 2007.)

From 2000 to 2004, I trained and coached teams in Scrum in a manner that was fairly consistent with what the Scrum Alliance said Scrum was. Beginning in 2004, I began to introduce Lean thinking into the mix. At first, I was mostly adding Lean insights into Scrum practices but over time, I began to let Lean thinking motivate and lead what I taught. It became clear to me that the ideas and attitudes of many of the thought leaders behind Scum were at odds with Lean thinking. Today, as I look at what iterative, time-boxed approach to software product develop should be, I can no longer label it as "Scrum." I don't do Scrum with Lean. I do something else - something I consider to be much more effective

This blog describes one of the biggest differences I have with many Scrum thought leaders: the proper role of management in Agile teams. Too many Scrum trainers/coaches/practitioners continue to dismiss the need for management in organizations using Scrum.

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Effective Software Development Without Suffering

November 22, 2009 — Posted by Al Shalloway

Some people in the Lean-Agile community think of me as an outspoken critic of Scrum.  That has never been my intention. My intention has always been to help people do software development effectively. I am not against Scrum, I am for something - effective software development at the entire organizational level. Since its inception, Net Objectives' vision has been effective software development without suffering.   Sometimes, however, when you are for some things, you have to speak up against other things - especially if  the two are opposed to each other.  I am not speaking against Scrum per se, I am speaking against claims made about Scrum that are hurting people.

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Chapter 4 - Lean Portfolio Management

November 9, 2009 — Posted by Jim Trott

Listen to the webinar audio Chapter 4: Lean Portfolio Management

This show continues a chapter by chapter discussion about the new book, Lean-Agile Software Development: Achieving Enterprise Agility, by Alan Shalloway, Guy Beaver, and Jim Trott. 

This show focuses on Chapter 4, Lean Portfolio Management. The premise is that managing the work you are feeding the team is more important than how well the team works.

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Chapter 3 - The Big Picture

November 9, 2009 — Posted by Jim Trott

Listen to the webinar audio Chapter 3: The Big Picture

This show continues a chapter by chapter discussion about the new book, Lean-Agile Software Development: Achieving Enterprise Agility, by Alan Shalloway, Guy Beaver, and Jim Trott. 

This show focuses on Chapter 3, The Big Picture. We talk about why, if you want to see improvements in throughput in product development, it is vital to focus on the entire value stream, the entire process from when an idea is formed until it reaches the user or customer. In fact, a transition to Lean-Agile involves agility in at least four areas.

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Chapter 2 - The Business Case for Agility

November 9, 2009 — Posted by Jim Trott

Listen to the webinar audio Chapter 2: The Business Case for Agility

This show continues a chapter by chapter discussion about the new book, Lean-Agile Software Development: Achieving Enterprise Agility, by Alan Shalloway, Guy Beaver, and Jim Trott. 

This show focuses on Chapter 2, The Business Case for Agility. We cover the five most important reasons for going Agile and how it is that understanding the whys of Agile helps you with this transition.

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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
Business and Strategy Development, Change Management, Team Agility, Online Communities, Promotional Initiatives, Sales and Marketing Collateral
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