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  • How to Improve your Team's Communication and Psychological Safety

    Mapping your team’s typical communication style can help improve communication and psychological safety, reduce friction within a team, and make conflict more productive. When we understand how we communicate and how we like to be communicated with, we not only have a better understanding of ourselves but also of others and can play to our and their strengths accordingly.

  • The Impact of Radical Uncertainty on People

    Humans look for certainty as that makes them feel safe. Suddenly becoming an entirely distributed team due to the pandemic disrupted people. According to Kara Langford, radical uncertainty can cause people to believe they are in danger and lead to health issues. People will respond differently; uncertainty has also shown to lead to fresh ideas, innovations, and social good.

  • Applying Cynefin in Agile Retrospective

    Sense-making can prevent teams from jumping to the first solution that comes to mind. Cynefin helps teams decide what to do in their retrospective after informed sense-making. Facilitators can use Cynefin to enhance transitions from gathering data to generating insights in retrospectives.

  • Engaging All Generations with Adaptable Reward and Recognition Systems

    Reward and recognition systems should be adaptable, agile, and take contexts into consideration. All generations want three things - to be respected, rewarded and recognised for their work. The motivation and the form factor of the rewards are what differ for the generations. You need to be creative and keep reward and recognition systems fresh, and tailor them to teams.

  • Using Machine Learning in Testing and Maintenance

    With machine learning, we can reduce maintenance efforts and improve the quality of products. It can be used in various stages of the software testing life-cycle, including bug management, which is an important part of the chain. We can analyze large amounts of data for classifying, triaging, and prioritizing bugs in a more efficient way by means of machine learning algorithms.

  • Agile Approaches for Building in Quality

    Built-in quality is a core pillar in agile. However, if we want to build in quality at scale, we need to look at the whole development life cycle. Quality awareness needs to be increased at multiple layers of the organization; agile coaches can help by boosting quality thinking by embracing an agile way of working.

  • The Role of Business Analysts in Agile

    Business analysts have a role in agile organizations; they can become a product owner, join a team, or work across products where they collaborate with product owners and teams. The BA role brings incredible value in any framework; it is about making sure that you are confident in your own skills.

  • Using a Team Game for Richer Retrospectives

    Games can bring freshness to retrospectives and enable rich discussions about how things are going. Patterns emerging from the discussions provide insight into the team’s strengths and weaknesses. Considerate coaching or facilitation can allow everyone to contribute.

  • Establishing Change Agents within Organisations Using Shu-Ha-Ri

    Shu-Ha-Ri provides us with a learning path toward being agile by mastering the basics and understanding the fundamentals to gain incremental success. By having their own change agents, organisations can adapt quickly to changing market needs and get a competitive edge.

  • Applying Observability to Ship Faster

    To get fast feedback, ship work often, as soon as it is ready, and use automated systems in Live to test the changes. Monitoring can be used to verify if things are good, and to raise an alarm if not. Shipping fast in this way can result in having fewer tests and can make you more resilient to problems.

  • Predicting the Future with Forecasting and Agile Metrics

    Common estimation approaches often fail to give us the predictability we want. Forecasting provides a range of possible outcomes with the chance of outcomes becoming reality. It can answer questions like “When will it be done?” or “What can we deliver by xx?” with confidence.

  • How Agile Can Work Together with Deadlines

    Even with a hard deadline, you can still prioritise work in sprints, use daily stand ups to manage blockers, and run retrospectives to improve your ways of working. Stakeholder relationships are key when attempting to negotiate and soften arbitrary deadlines. Start conversations up front to set better expectations and ensure a smoother delivery, particularly when facing uncertainty.

  • Avoiding Loneliness as a Servant Leader

    Team success is often celebrated without recognizing or acknowledging the role the servant leader has played. A lot of what they do can go undocumented or is not always visible to others. To avoid loneliness, servant leaders can create support networks to share what they do, celebrate successes with peers, blog about how they do it, and give demos to management about their accomplishments.

  • Simulating Agile Strategies with the Lazy Stopping Model

    Simulation can be used to compare agile strategies and increase understanding of their strengths and weaknesses in different organisational and project contexts. The Lazy Stopping Model derived from the idea that we often fail to gather sufficient information to get an optimal result. Agile strategies can be simulated in the model as more or less effective defences against this “lazy stopping.”

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