The third article of the Conversation Patterns for Software Professionals series is focused on very powerful tool which is a Conversation Structure. Michael explains the structure and the mechanics of what people call “a talk”, shows how to control the conversation flow and how to navigate through a conversation on purpose.
It is four years since Sandy Mamoli started experimenting with Kanbanfor1 and two years since she first presented the concepts and Snapper’s story of adopting personal Kanban at Agile 2012. In this article she shares the top 5 Kanbanfor1 related insights she has gained from using, coaching and presenting Kanbanfor1 during the last four years.
All too often we that the business people we deal with do not know what they want, in this second article in a series Michael presents some ideas on how to talk to them and how to explore their needs. In this article he discusses formulating questions to be able to uncover the real needs and underlying motivations
The book More Agile Testing cover developments in agile testing from the last five years: challenges, test practices, and examples of and experiences with testing from teams all around the world. 2
Results from neuroscience research can be used in our daily work to strengthen relationships in the workplace and improve collaboration between agile teams and their stakeholders.
All too often we that the business people we deal with do not know what they want, Michael presents some ideas on how to talk to them and how to explore their needs.
The book fifty quick ideas to improve your user stories aims to help people to write better user stories and support teams in iteratively delivering products that satisfy their customers' needs.
The book Improving Software Development Productivity contains practices, models and case studies which help you to quantitatively support adoption of agile software development.
Lisette Sutherland and Elinor Slomba are sharing stories on working in remote teams. They show how remote teams collaborate, bridge distance, build trust and get things done together.
The third article from a series on Leading Self-Organising Teams covers what it means to lead a self-organising team.
Keith Richards looks at how to succeed with agile in a distributed context. His findings are sometimes surprising and he asserts that to some extent nearly all work is ‘distributed’ in some form. 1
A lot of the pain that large and medium-sized organizations are facing boils down to scaling. At Jimdo, the approach to scaling relies on three major factors: culture, communication, and kaizen.