Recently, Agile Coach Michael Sahota has been exploring the impacts of organizational culture on Agile transformations. We caught up with Michael and asked him to answer a few questions for our readers.
Sean recounts the story of how he learned the value of limiting work in progress and removing blockages to allow the flow of work in an IT server lab, and how the lessons he learnt are now applied on Scrum teams doing software development.
In his book, iTeams – Putting the “I” Back Into Team, author William E. Perry demolishes the cliché - "There is no ‘I’ in team." As Perry explains, the phrase is nonsense because it is the individual differences in team members that make teams great. In this interview, Ben Linders explores with the author the motivations for writing the book as well as some of the key thoughts.
Mike Beedle states that agile is in a state of contradiction, we need to focus on quality to prevent poor implementations tarnishing the reputation of good agile practices. 3
Federal Government projects are known for being large and lasting a long time. Some projects go through repeated resets. OPM decided to learn from the past and do things differently.
All the Agile processes talk about the importance of setting goals. However there is little written about how to do it. Jurgen Appelo looks at what make's great goals. 7
Developers often talk about Technical Debt saying its slowing your projects down. What are they really saying? What measures can you take to reduce it before it cripples your projects? 3
If you want a job in Agile software development, using a framework like Scrum, you need a plan of action that spans all three phases of your job search: preparation, interviewing, and assessment. 12
Roman Pichler discusses the product backlog along with techniques for grooming, applying, and scaling it on large projects. Chapter excerpt from Roman's book: Agile Product Management with Scrum. 6
Scrum defines no role for a manager. Pete Deemer explores consequences and options for managers, including redefining the managerial role and appointing the manager as Scrum Master. 6
Outside of a certain Agile sweet-spot, there are more barriers and costs to applying Agile techniques. None of these obstacles prevents Agile in itself but each increases the cost of getting to Agile. 4
It's now well understood that multi-tasking on a personal level is bad and slows down the rate at which we work. Roger Brown demonstrates the same problems plague teams. 17