“Yesterday, I was in Sprint Planning…” I hear it once, and I’m suspicious. By the time the third team member says this, it’s clear the Daily Scrum I’m observing is broken. Everyone in the room knows we did planning yesterday—we were all there. It’s not valuable content to help the team plan its day.
My wife and I have been homeschooling our 3 boys since our oldest, who turns 13 tomorrow, started kindergarten. From the beginning, we’ve tried to apply the Agile, Lean, and accelerated learning principles I use in my work. After 8 years of experimentation, we’ve settled on
Change on software projects is expensive; it leads to wasteful rework.
Change is risk. We can deal with risk one of two ways. We can reduce the likelihood of the negative event occurring. Or we can reduce the impact of the negative event when it does occur. (Of course, the two can often be combined.)
Thanks to Alexander Lutsaevsky for the
As an organization transforms to an agile way of working, functional managers (e.g. a dev manager or a test manager) can feel lost. Many of their traditional responsibilities move to other roles or disappear altogether.
How can functional managers continue to add value in an agile organization? Here are a few