One interesting observation I made several times during “agile transformation initiatives” is that they seem to be activated by a sort of “organisational energy” that drives the change. This lasts for a certain amount of time, but then it usually fades and is eventually gone. Here is how it works prototypically: Phase 1: “Recognise Incompetence” … Leggi tutto
Update: I got some comments regarding this post that made me realise I was a victim of bias when writing it. It might seem I am arguing for an isolation of the developers. Absolutely not: anybody who heard me on the topic knows I am an advocate of direct communication between developers and stakeholders. This … Leggi tutto
Many, many years ago Frederick Brooks wrote a seminal book called “The Mythical Man-Month”. (yes, I know the title is politically incorrect when seen with today’s eyes) While the best-known result of the book, also summarised in the title, is what is sometimes described as “we’ve never seen nine women join forces and have a … Leggi tutto
It seems the battleground where agile consulting companies are trying to win something has moved to the “scaling” domain: what methods/frameworks/tools/… could we use to bring agility to larger organisations. The topic is fascinating and important, but the answers we’re getting from the market are, in most cases, pretty disappointing, as many “solutions” seem designed … Leggi tutto
It starts in the usual way: You’re having a discussion with somebody from your current client and he/she tells you that agile practice X is bogus/useless/… and that that person is not going to use it/apply it/promote it to others. Now… what do you do? Before you realise it, you are having a conflict of … Leggi tutto
This is the fourth article in a mini-retrospectives series. In the previous ones I wrote about how retrospectives should be done at regular intervals, but also in other occasions and how the retrospective could be done in different groups than just the team and that sometimes changes happen even without an action item being clearly … Leggi tutto
This is the third article in a mini-retrospectives series. In the previous ones I wrote about how retrospectives should be done at regular intervals, but also in other occasions and how the retrospective could be done in different groups than just the team. In this post I will continue to challenge the 12th principle of … Leggi tutto
This is the second article in a mini-retrospectives series. In the previous one I talked about how retrospectives should be done at regular intervals, but also in other occasions. In this post I will continue to challenge the 12th principle of the agile manifesto to explain other ways to spice up your retrospectives. The 12th … Leggi tutto
This is the first in a series of posts about how to moderate retrospectives creatively. Traditionally the retrospective in agile software development is the reflection done at the end of the iteration. Principle twelve of the Agile Manifesto says “At regular intervals, the team reflects on how to become more effective, then tunes and adjusts … Leggi tutto
I often get questions about how to approach refactoring at the cultural level, i.e. how to promote it in the organisation. This post is an adaptation of some advises I gave to a customer of mine… The best way is to have refactoring done as part of the story development, so during the sprint. It’s … Leggi tutto
In the previous post I introduced you to Solution Focused scales and how they can be used in a one-to-one scenario. Now we’ll extend this to a team context, but first, here are some tips… Tips on using scales A constructivistic approach is important also when using scales: whatever numbers the client chooses, it must … Leggi tutto
No, this post is not about increasing the size of your development team, but about how to establish some measurements in your team – typically during the retrospectives, but not only – to support continuous improvement: let’s talk about Solution Focused Scales. I already discussed this technique in my Solution Focus presentation, but listening to … Leggi tutto
One of the concepts I hear many colleague agile coaches talking about is the concept of “resistance” of the client. Typical sentences are “he is resisting the agile transition” or “I talked to her about X and she resisted the proposals I made”. Now here’s one thing that is important to consider: there is no … Leggi tutto
…to coach its individuals one-to-one! Contradiction? Well, some time ago I thought so as well, but… Over the last years I had a few clients where, because of some constraints in the setting I was working with, I needed to “speed up” with the coaching program and “deliver” a high-performance team faster than I usually … Leggi tutto
Last November I presented at the Deutsche Scrum the first version of my new presentation “Debunking Agile Myths”. The core message of the presentation was to show that many of the things we believe in the world of agile are based on… ehm… nothing, actually! Surprised? So was I when I started checking the scientific … Leggi tutto