In this counter-opinion, Senior Consultant Byron Katz discusses why a lack of action items from an agile team’s retrospective might be a symptom of deeper problems.
In this counter-opinion, Senior Consultant Byron Katz discusses why a lack of action items from an agile team’s retrospective might be a symptom of deeper problems.
Part 2 of the mini series: Agile Team Facilitation Tips for Coaches.
A common misunderstanding among those new to agile is exactly what the role of the ScrumMaster is on the team. I have often heard people say, “I didn’t sign up to be a ScrumMaster; it’s not my job to talk to the product owner,” or “I’m not the ScrumMaster; I don’t like to act like […]
Happiness looks different for everyone, but one thing’s for sure: when asked to define happiness, most people don’t think about their nine-to-five. Your job is meant to be serious business. You clock in in the morning, grind through your daily tasks, and call it quits. Ultimately, you’re there to help your company make money. But […]
Federal agencies generally have more regulation, slower processes, and a command-and-control style of bureaucracy. How does it work when trying to foster agility and implement a continuous delivery model? Gene Gotimer relates his experiences and challenges with encouraging a culture change in federal government.
I’ve had the privilege (and the many challenges) of working in IT for more than three decades. Early in my career I tended to accept things as they were presented, following the techniques, processes, guidelines, and approaches I was taught by my peers and managers. As I gained experience and wisdom, I became a better independent thinker and started to connect the dots and ask questions.
The word continuous gets thrown around a lot when talking about agile and DevOps. One area that often doesn’t get enough attention is how to continuously build, test, and deliver secure applications.Just like for quality, you can’t test security in, so you need to have a plan for how to build it in from the ground up. Here are some tips on how to do that.
One of the principles behind the Agile Manifesto is “At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.” Unfortunately, many associate that practice with performing team retrospectives at the end of a sprint, or periodically in kanban. But if you seek to build a high-performing team, there are more improvement activities you should consider adopting.
A common refrain Brian Hicks hears from management in organizations transitioning to agile is, “if the teams are self-directed and get to choose how much work they do, how can i be sure they are working hard enough?”
Most of the organizations I work with are embracing agile or some variant of lean development and delivery. While agile has been around for a while, there are still several organizations that are just beginning their agile transformation journey or are continuing to refine their agile practices. In the Scrum implementation of agile, we have […]
