Leadership & Effective Decision Making on High Performance Teams. Trust, Vision and Ownership In a previous post, I identified "3 Necessary Conditions for 'Going Agile'": Trust, ownership and vision.
There, I used up my quota of blog space by focusing on trust and its impact on a high-performance team. Here, I will continue that voyage by exploring ownership. High Performance Defined To get started, here’s a definition of a high-performance team from Wikipedia: A high-performance team (HPT) can be defined as a group of people with specific roles and complementary talents and skills, aligned with and committed to a common purpose, who consistently show high levels of collaboration and innovation, that produce superior results. Common characteristics of HPTs include: Participative leadershipOpen and clear communicationClear goals, values and principlesMutual trustManaged conflictFlexibly defined roles and responsibilitiesCoordinative relationshipPositive atmosphereContinuous improvement Nice, right?
Delegation and Decision Making. The Role of a Product Owner (Part 3): Anti-Patterns. Part one of this series examined the responsibilities and characteristics of a product owner; part two looked at their daily activities during a sprint.
This third post focuses upon common anti-patterns seen with the product owner role. Here are my “dirty-dozen” product owner anti-patterns: 1. Agile Data Warehousing and Business Intelligence in Action. Very often the construction of a Data Warehousing / Business Intelligence (DW / BI) system is performed following the flow of traditional engineering: analysis, design, construction, testing and implementation.
Communication between developers and people interested in the business is almost nonexistent, and developers are interested in technologies for working with data but often neglect to ask this most important question: "What business questions do we want to answer with the available data in order to support the decision-making process? " In this article, I will discuss how to build DW / BI systems following many of the practices and agile principles mentioned in the book of Ken Collier: Agile Analytics: A Value-Driven Approach to Business Intelligence and Data Warehousing.
Data Warehousing / Business Intelligence (DW / BI) system A system has inputs, processes and outputs. Considering this approach, the inputs are all sources from which we need to extract data. DW / BI system working. Agile Manifesto Values add on for large enterprises. The Agile Manifesto was written in 2001 by a group of software thought leaders.
It articulates a common set of beliefs based on empirical evidence of a better way of delivering software to add business value. One of it’s strengths is that it is articulating a mindset in the form of Values and Principles, which guide context specific decisions and practices. Still relevant today It has stood the test of time remarkably well. In particular for large enterprises, it is just as relevant today as it was in 2001. Autonomie und Orientierung. Agilität braucht Führung.
Je mehr Autonomie, desto mehr Führung ist notwendig. Im Kleinen auf der Ebene des einzelnen Teams genauso wie im Großen auf Ebene der gesamten Organisation. Die erste Aufgabe von Führung ist Orientierung. In zweierlei Hinsicht: Erstens als die strategische Ausrichtung auf eine gemeinsame Vision und zweitens als die Einbettung der Arbeit in einem gemeinsamen normativen Rahmen von Leitlinien und Rahmenbedingungen. Autonomie ist ein ganz wesentlicher Faktor menschlicher Motivation. Ohne Orientierung, ohne gemeinsame Vision, ohne gemeinsame Werte und Normen, verpufft allerdings viel Energie sinnlos im schlecht ausgerichteten Nebeneinander der einzelnen Menschen und Teams.
The task of leadership is to create an alignment of strengths so strong that it makes the system’s weaknesses irrelevant. Accountability on a Agile Software Development in the Presence of Governance. Scrum, Kanban, Scrumban – a fast overview and rough categorization when to use what method – OnTheAgilePath. Untitled. An Introduction to Modern Agile. An Introduction to Modern Agile. Independent Testing and Agile Teams. The majority of testing, and in simple situations all of it, is performed by an agile delivery team itself.
This is because we strive to have cross-functional “whole teams” that have the capability and accountability to perform the activities of solution delivery from beginning to end. For organizations new to agile this means that you embed testers on agile teams and for organizations experienced in agile that you’ve managed to motivate agile team members to gain testing skills over time (often via close collaboration with other people who already have those skills). This blog is organized into the follow topics: Parallel Independent Testing. 12 Habits that Will Make You an Excellent Team Lead. The Team Lead Role in an organization that is performing Software Development using DAD is the most influential role and the role can be both challenging and fun.
You do not need to be a technical expert to be a very effective Team Lead however like most professions having a strong technical background will definitely help you to connect better with the Team Members. Here are 12 Habits from veteran Scrummasters applying Scrum. 10 Proven Stakeholder Communication Tactics During An Agile Transition. Stakeholder communication: It is simply not enough for an agile product development organization to create great code and ship the resulting product like a clockwork.
You also need to talk about, particularly in the beginning of your agile transition. Marketing the agile journey of product and engineering to the rest of the organization—and thus getting their buy-in—is a critical success factor to step up the game: You want to become agile, not doing “Agile”. So, learn more about ten proven stakeholder communications tactics that contribute to making this happen. Stakeholder Communication Channels During an Agile Transition Do good and talk about it—a simple necessity, particularly if your agile transition is supposed to be embraced by the whole organization over time. Keep in mind that a lot of stakeholder ego, as well as personal agendas, is tied one way or another to executing “the plan”. I. Sprint Reviews The basic rules are simple: Daily Scrums II. How to Kick-off Your Agile Transition with Scrum Team #1.
Agile Transition—TL;DR A hands-on, practical guide on how to kick-off an agile transition: Embrace the agile mindset and scale your engineering and product organization to harvest your organization’s full potential.
The Big Picture of an Agile Transition at a Fast-Growing Startup. User Stories beschreiben Anforderungen statt Bedürfnisse... - agilist. Wie im letzen Blog Post dargestellt, ist das Template der User Story scheinbar relativ simpel: “Als User möchte ich mich einloggen, damit ich mich einloggen kann.”
“Als User möchte ich über ein Cookie automatisch einloggt werden, damit ich meine E-Mail Adresse nicht immer eingeben muss.” Solche Beispiele treffen wir in der Praxis häufig an. Du fragst dich nun, was an diesen User Stories verbesserungsbedürftig ist. Nun einiges. “Als User möchte ich mit einloggen, damit ich mich einloggen kann.” Agile Excel Spreadsheet for the Product Backlog. I want to show a real easy way to put user stories in a spreadsheet-based product backlog. I wrote this after seeing someone tweet a screen capture of a product backlog I made nine years ago and thought to myself, “Yikes, that's out of date for how I do it today …” So in this post, well look at an agile product backlog template in Excel. As you probably know, I'm a big fan of writing the product backlog in the form of user stories and of writing user stories in the form: “As a _____, I ______, so that _______.”
An example being: “As a frequent flyer, I really want to be able to connect to the internet while flying so that I can update my blog while traveling rather than having to save this as a text file and updating my blog later.” (Can you guess where I am while writing this?) Forbes Welcome. Agile Data Warehousing and Business Intelligence in Action.
Road-mapping Your Way to Agile Fluency. One of the things we are often asked to do at ThoughtWorks is help organizations and teams transition to new ways of working and thinking about work. Frequently, these requests are driven by an organization’s desire to compete more effectively in their marketplace, or to protect themselves against disruptive newcomers. Often beginning with the Information Technology (IT) function or department, they have specific goals in mind, such as adopting Continuous Delivery or transitioning to a DevOps culture. Sometimes, IT has made a start and has one or two (or several) teams using agile approaches, but have now realized they need to bring their business partners along on the journey.
Transitions of any kind usually imply a long and nebulous journey, so it’s unsurprising that before too long, questions come up around how teams can best measure their progress. These are not unreasonable questions, and a large number of different tools and maturity models claim to help find the answer. Context. Scrum Breakfast: What's the difference Scrum or Kanban? Scrum or Kanban, that is the question that keeps coming up! But is it really an either/or question? Some people would have you choose. Tools for Distributed Agile Teams. We prefer face-to-face interactions, but distributed teams don’t have that luxury. Fortunately, tools exist to help your agile team. Editors’ note: This article was written by Lynn Winterboer and Katrina Starkweather. Managing Requirements Dependencies Between Agile and Lean Teams. Sometimes functional dependencies occur between requirements that are being implemented by different teams. For example, requirement X depends on requirement Y and X is being worked on by team A and Y is being worked on by team B.
This generally isn’t a problem when requirement Y is implemented before requirement X, is a bit of an annoyance if they’re being implemented in parallel (the two teams will need to coordinate their work), and an issue if X is being implemented before Y. For the rest of this posting we will assume that X depends on Y, X is just about to be implemented, and Y has not yet been implemented. Agile Software Development and CapEx/OpEx. An important financial governance concern in modern enterprises is how to expense costs properly. This of course includes the costs of IT, including the costs associated with agile software development teams. There is more to this of course than just adding up expenses, these expenses need to be categorized appropriately and in some cases can have a measurable impact on your bottom line.
In this blog posting we explore how to categorize agile software development costs into either capital expenses (CapEx) or operational expenses (OpEx). Some Basics Let’s begin with a few important observations: Business Value of Agile Data Warehousing User Stories. Advice on How to Split Reporting User Stories. I've had a handful of emails lately about the difficulty of completing a complex reporting user story in a sprint. Agile Estimating and Planning. Agility Requires Safety. Upfront Thinking Is Like Insurance. Insurance is great for all sorts of things. Upfront Thinking Is Like Insurance. Insurance is great for all sorts of things. I have health insurance in case I become ill or injured. I have auto insurance that will repair or replace my vehicle if it's damaged. Budget When You Can’t Estimate. I've written before that we should only estimate if having the estimate will change someone's actions. Not Everything Needs to Be a User Story: Using FDD Features.
The following was originally published in Mike Cohn's monthly newsletter. If you like what you're reading, sign up to have this content delivered to your inbox weeks before it's posted on the blog, here. User stories are great. When you’ve got users, that is. Sometimes, though, the users of a system or product are so far removed that a team struggles to put users into their stories. How Full to Fill a Sprint. The Agile Rhythm: How to Find Yours & Why. Remember ‘song time’ in Kindergarten, when your friends would all join together in a sing-along? My favorite was, “Old MacDonald,” because the simple melody and repetition could convince even the shyest person to sing. Priority Poker Order. The TAGRI (They Ain't Gonna Read It) Principle of Software Development. Agile Frameworks: Does Anyone Know What A Framework Is? – The Cutter Blog. User stories are not requirements. Scaled Agile Framework – SAFe for Lean Software and System Engineering.
Your Agile Project Needs a Budget, Not an Estimate. Start, Stop, Continue, More of, Less of Wheel - Agile Retrospective Resource Wiki. Agile Retrospective Resource Wiki - Agile Retrospective Resource Wiki. HERMES. Using Scrum & Kanban & SAFe & DSDM (& DAD)
Scrum Data Warehouse Project. Disciplined Agile. Communication and Agile Modeling - Lynn Winterboer Agile Training & Consulting. DSDM Atern. Modern Agile - Industrial Logic. Manifesto for Half-Arsed Agile Software Development. Versprechen, aber richtig. Ich verspreche! Promises, Promises (2014) The Main Benefit of Story Points. How Visual Systems Make It Easier to Track Knowledge Work.
Scaling Agile Data Warehousing with the Scaled Agile Framework (SAFe) One Organisational Backlog? Or Two? Data Warehouse Agility Array Conference2011. Microsoft Designs Team Foundation Server 2015 for Agile, DevOps, ALM. Agile Engineering Stages. Content Access. Are Agile and CMMI compatible? Say goodbye to the old to-do list: kanban is the easiest way to organize projects. Forrester. Got Technical Debt? » Technical Debt. Your Path through Agile Fluency. The Agile Maturity Model (AMM) Atlassian Cloud. The Cultural Impedance Mismatch Between Data Professionals and Application Developers.
7 Obstacles to Enterprise Agility. Modelstorming.com. Outracing BI avalanches - an agile BI success story - diginomica. Memorandum: TDWI - The Data Warehousing Institute. Coaching, Training, & Consulting for Agile Software Organizations. Complexity, Volatility, and Severability of Requirements Determines Agile Applicability. Just enough architecture. Archiv - Detailansicht: TDWI - The Data Warehousing Institute. Pragmatic solutions gmbh – agile coaching & training.