George Dinwiddie sits down with InfoQ at Agile 2012 to discuss the Three Amigos (Business, Programmers, and Testers) and how they need to interact and use examples in order to get a shared vision.
Vickie Gray, author of the book Creating Time, shares her insights on the Core Protocols and how they can be used to solve many of the common problems that plague teams. The Core Protocols provide a common API on which the team can operate when performing Agile processes like Scrum or Kanban, and according to Vickie, we need this common API because humans are much more complicated than code.
In this interview, Jim and Michele McCarthy, co-founders of McCarthy Technologies, Inc. and authors of the book Software for Your Head, share their insights on the Core Protocols and the Core Commitments on which they’re based. These tools provide a set of structured interactions between people on a team, and when coupled with safety, freedom, and radical democracy, can lead a team to greatness.
Traci Fenton shares some tips for creating greater freedom and teamwork including the "power question", "happiness buckets", "church of fail", and more. This interview was recorded at CultureCon 2012 organized by Agile Boston and is intended primarily for a business audience but has lots of inspiring tips for the rest of us.
In his book “Moving Beyond Icebreakers” Stanley Pollack includes over 300 interactives. In this interview he talks about how to use them to achieve group goals, build teams, address difficult issues and engage communities. He discusses a number of them and how a structured approach to facilitation can result in better outcomes.
James Grenning on Agile, from co-authoring the Manifesto, to fathering Planning Poker, to Agile for Embedded Development
James shares his experience as one of the Agile Manifesto co-authors, fathering the original Agile estimating game (which became Planning Poker) and how Agile methods fit with embedded software development. James also discusses his new book, Test Driven Development for Embedded C, while sharing some surprises, such as his recommendation that teams stop using Planning Poker.
In this interview, Jesper Boeg, author of the new InfoQ book – Priming Kanban, discusses the keys to using Kanban effectively, and how to get started if you are currently using other approaches. Jesper also discusses the benefits of integrating elements of Kanaban into existing Scrum teams and what can be achieved from the team seeing the entire value chain and owning the whole process.
In Agile, adoption and transformation are typically viewed as one big event. Mike Cottmeyer provides a holistic perspective that looks as adoption as the implementation of practices, and transformation along two dimensions, organizational and personal. Mike discusses how they are a means to an end, and how to avoid the trap of focusing on practice adoption as a goal.
Ten Years after the Agile Manifesto Jeff Sutherland muses the question of whether Agile teams are truly Agile. You’re not Agile if you’re not producing product at the end of each sprint. Jeff discusses doing scrum well, velocity and production measurements and the next big challenge for Agile leaders.
In this interview, Jeff Patton discusses the Product Owner role and points out that Agile has never been very focused on the customer. While Agile development excels at “delivery”, it struggles to support “discovery” (i.e. defining what the customer really needs). Also discussed are techniques such as Lean Startup and story maps and the importance of defining business value in an Agile context.
Linda Cook, a well-known agilist, and board member of both the Agile Alliance and the Agile Leadership Network, discusses the agile coaching profession. Among other things, she covers servant leadership, being as a role model, types of individuals appropriate for the profession, and the differences between being an external coach versus being an internal employee in the coach role.
Esther Derby talks about common management and team traps that can impact organisations adopting Agile methods. She describes the conditions needed to form "real teams" and how management can create the right environment to nurture the formation of self organizing teams.