Recent Changes

Tuesday, January 30

  1. page An Introduction to Agile Emergent Architecture - Always Intentional edited ... Hopefully, if you have a new product, you have a Minimum Viable Product(MVP) release that does…
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    Hopefully, if you have a new product, you have a Minimum Viable Product(MVP) release that doesn’t require supporting a zillion users concurrently. However, every product is different, so act accordingly. An MVP will certainly need to perform and scale in a way that meets the needs of the initial users. Get this wrong, and you will pay a very heavy price in terms of customer satisfaction and product adoption. As such, for an initial release, this topic is extremely important. The non functional requirements around performance and scalability will often be ordered high in your backlog, as they are both high value and high risk for an initial release. Having said that, sometimes premature optimization is a source of waste. The runway here will also depend on the tools and environments you need to do proper load testing. Choosing and setting those up can often take serious time, so that would extend the runway needed. So, the runway answer here is probably -- “it depends.”
    Architectural Runway for Government Regulatory Compliance(Complexity is highly variable here, depends on the weight/complexity of compliance, the agility of the agency, etc.)
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    of Done, but that usually doesn’twhich may or may not affect the
    The above runway discussions are just some examples to think about. The architectural runway for each of these needed pieces of the architecture will be different. As such, the "last responsible moment" to build that runway will require some serious thought as you refine your product backlog. Further, in order to deal with the unknown unknowns, you'd better put a time buffer into that runway since you can't possible know the unknowable!
    In Summary
    (view changes)
    11:56 am

Friday, January 12

  1. page Top 10 Challenges to Scrum Adoption edited ... Organizational change is hard, right? When adopting Scrum in your team, or in your organizatio…
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    Organizational change is hard, right? When adopting Scrum in your team, or in your organization, you will often encounter many challenges moving to the new way of thinking. Knowing these challenges helps you improvise, overcome, and adapt to solve these challenges. We've been working with Scrum teams since 2008, so our view of the top challenges is certainly colored by our own experiences. We chose not to directly address the "scaled Scrum" (i.e. multiple teams closely coordinating on the same product/system/value stream) challenges. That might be the subject of a future article.
    Leadership that Refuses to get Agile Coaching and Training specifically for Leadership
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    Harvard Business Review.
    https://hbr.org/2016/05/embracing-agile
    Review: https://hbr.org/2016/05/embracing-agile
    This challenge is best described with a true story we heard from a well respected Agile thought leader.
    Company: "We want you to come teach your Agile Leadership class, but instead of 2 days, we'd like you to shorten it to a half day."
    (view changes)
    11:09 am
  2. page Top 10 Challenges to Scrum Adoption edited ... Organizational change is hard, right? When adopting Scrum in your team, or in your organizatio…
    ...
    Organizational change is hard, right? When adopting Scrum in your team, or in your organization, you will often encounter many challenges moving to the new way of thinking. Knowing these challenges helps you improvise, overcome, and adapt to solve these challenges. We've been working with Scrum teams since 2008, so our view of the top challenges is certainly colored by our own experiences. We chose not to directly address the "scaled Scrum" (i.e. multiple teams closely coordinating on the same product/system/value stream) challenges. That might be the subject of a future article.
    Leadership that Refuses to get Agile Coaching and Training specifically for Leadership
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    and support." Related article from Harvard Business Review.
    https://hbr.org/2016/05/embracing-agile

    This challenge is best described with a true story we heard from a well respected Agile thought leader.
    Company: "We want you to come teach your Agile Leadership class, but instead of 2 days, we'd like you to shorten it to a half day."
    (view changes)
    11:09 am

Wednesday, January 10

  1. page Towards a Good Scrum Master Job Description edited ... Required Skills/Experience - First level Scrum Master certification (PSM I, CSM ) ... for …
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    Required Skills/Experience
    - First level Scrum Master certification (PSM I, CSM )
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    for a software development teamScrum Team
    - Good skills and knowledge of servant leadership, facilitation, situational awareness, conflict resolution, continual improvement, empowerment, and increasing transparency
    - Knowledge of numerous well documented patterns and techniques for filling in the intentional gaps left in the Scrum approach(example: numerous Burndown techniques, numerous Retrospective formats, handling bugs, etc)
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    Preferred Skills/Experience (Any of these is a plus)
    - Second or Third level Scrum Master certification (PSM II, PSM III, CSP, CTC)
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    for a software developmentScrum team.
    - Experience being on multiple Scrum teams in a variety of different contexts (different team sizes, different organizations, different cultures, co-located vs. distributed, etc)
    - Track record of continued and recent education in Scrum, including training, conferences, user groups, self study, etc.
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    XP, Kanban, Nexus, LeSS, SAFe, Crystal, FDD,
    - Knowledge and/or experience with widely successful Agile techniques: User Stories, ATDD, TDD, Continuous Integration, Continuous Testing, Pairing, Automated Testing, Agile Games
    - Applicable knowledge of the technologies used by the team
    (view changes)
    4:23 pm

Tuesday, January 9

  1. page Top 10 Challenges That Scrum Teams Face edited ... Do not respect the INVEST criteria The above challenges can be mitigated by having a Scrum Ma…
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    Do not respect the INVEST criteria
    The above challenges can be mitigated by having a Scrum Master or Agile Coach who is strong in User Story practices and technical enough to know the difference between system boundaries and intermediate technical steps. (As always, there are trade offs: having a Scrum Master who is technical can invite technical micromanagement from that technical Scrum Master)
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    new to Scrum.Scrum(after getting some Scrum basics right, of course). The reason
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    adhere to Scrumthis particular practice means
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    this list. (the decrease in transparency makes it much harder to see those challenges -- so they will last much much longer too)
    PO Unavailability: Many software teams struggle with getting a business side Product Owner who can engage enough with the team. This creates a huge chokepoint in the most important stream of work -- the Product Backlog. This spawns off many other anti-patterns. There are several ways to skin this cat, but a good start is making sure the team has a good grasp on the Product Owner role basics, as well as the modern definition of the Product owner role. There are lots of ways to solve this challenge, but they depend heavily on your organizational context and the root cause of your challenge.
    Little Access to Users and Key Stakeholders: This is an age old problem in software development, exacerbated by Waterfall habits. The Scrum development team members should have direct access to the users (if they are internal to their org) or at least direct access to user analytics (if users are external to their org). Sometimes built in telemetry and A/B testing can help with understanding the user viewpoint as well. When choosing which Scrum team members to talk to the end users, you definitely want to pick ones with good comm skills as well as coach them to never make forecasts or commitments on when particular functionality will be delivered. The goal is to get super early, super direct feedback from users as early as possible, preferably as early as during the release planning or Product Backlog Refinement process and definitely in the Sprint Review. It's also worth noting that this challenge, along with "PO Unavailability", create another large challenge: the Development Team has no idea what business value their Product is delivering. This is very very damaging to the overall effort and wastes a massive amount of product development money.
    (view changes)
    5:42 pm
  2. page Top 10 Challenges That Scrum Teams Face edited [[include component="page" wikiName="scrumcrazy" page="Section SubPageHead…
    [[include component="page" wikiName="scrumcrazy" page="Section SubPageHeader"]]
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    are doing vanillamore straightforward full stack software development,
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    integration, etc. All of these types of Scrum teams see these challenges.
    Scrum Adoption Challenges At the Org Level: Almost all Scrum Teams struggle due to organizational level Scrum adoption challenges, and many of the below are just specific instance of those challenges. As such, it's probably a good idea if you go ahead and familiarize yourself with the Top 10 Challenges to Scrum Adoption.
    Leadership Refuses to support Scrum and/or Refuses to get Proper Training/Coaching for Scrum Teams: Scrum is night and day different from what you used to do, and because orgs "don't know what they don't know", they often refuse to invest in proper training and coaching. Learning about Scrum is easy. Doing Scrum is incredibly difficult, but it yields a 3-10X success factor, so it's worth the effort to do it. A training class or coach can accelerate the learning curve by months or even years.
    (view changes)
    5:41 pm
  3. page Top 10 Challenges That Scrum Teams Face edited ... Do not respect the INVEST criteria The above challenges can be mitigated by having a Scrum Ma…
    ...
    Do not respect the INVEST criteria
    The above challenges can be mitigated by having a Scrum Master or Agile Coach who is strong in User Story practices and technical enough to know the difference between system boundaries and intermediate technical steps. (As always, there are trade offs: having a Scrum Master who is technical can invite technical micromanagement from that technical Scrum Master)
    ...
    to Scrum. The reason this one is so damaging is not about adherence to Scrum practice, but because the failure to adhere to Scrum practice means you lose a TON of transparency onto what is working well and what is not working well in your team's software delivery efforts. Get this one right early on, and you will have maximum transparency. Get it wrong... well.... get it wrong, and you will have just about every challenge on this page, and several of the challenges that didn't even make this list.
    PO Unavailability: Many software teams struggle with getting a business side Product Owner who can engage enough with the team. This creates a huge chokepoint in the most important stream of work -- the Product Backlog. This spawns off many other anti-patterns. There are several ways to skin this cat, but a good start is making sure the team has a good grasp on the Product Owner role basics, as well as the modern definition of the Product owner role. There are lots of ways to solve this challenge, but they depend heavily on your organizational context and the root cause of your challenge.
    Little Access to Users and Key Stakeholders: This is an age old problem in software development, exacerbated by Waterfall habits. The Scrum development team members should have direct access to the users (if they are internal to their org) or at least direct access to user analytics (if users are external to their org). Sometimes built in telemetry and A/B testing can help with understanding the user viewpoint as well. When choosing which Scrum team members to talk to the end users, you definitely want to pick ones with good comm skills as well as coach them to never make forecasts or commitments on when particular functionality will be delivered. The goal is to get super early, super direct feedback from users as early as possible, preferably as early as during the release planning or Product Backlog Refinement process and definitely in the Sprint Review. It's also worth noting that this challenge, along with "PO Unavailability", create another large challenge: the Development Team has no idea what business value their Product is delivering. This is very very damaging to the overall effort and wastes a massive amount of product development money.
    (view changes)
    5:40 pm
  4. page Top 10 Challenges to Scrum Adoption edited [[include component="page" wikiName="scrumcrazy" page="Section SubPageHead…
    [[include component="page" wikiName="scrumcrazy" page="Section SubPageHeader"]]
    ...
    own experiences. We chose not to directly address the "scaled Scrum" (i.e. multiple teams closely coordinating on the same product/system/value stream) challenges. That might be the subject of a future article.
    Leadership that Refuses to get Agile Coaching and Training specifically for Leadership
    In the "2017 State of Scrum" survey, the #1 most important consideration when adopting Scrum was "Active senior management and support". #3 was Participation of experienced Scrum trainers and Scrum coaches. The TOP 3 items causing tension between Scrum teams and the wider organization were: Top Down Command and Control management, Resistance to change (by the org), and lack of understanding or support (from the org). The #1 motivator for undertaking an Agile adoption was "Active senior management sponsorship and support."
    (view changes)
    5:03 pm
  5. page Top 10 Challenges to Scrum Adoption edited ... Organizational change is hard, right? When adopting Scrum in your team, or in your organizatio…
    ...
    Organizational change is hard, right? When adopting Scrum in your team, or in your organization, you will often encounter many challenges moving to the new way of thinking. Knowing these challenges helps you improvise, overcome, and adapt to solve these challenges. We've been working with Scrum teams since 2008, so our view of the top challenges is certainly colored by our own experiences.
    Leadership that Refuses to get Agile Coaching and Training specifically for Leadership
    ...
    the org). The #1 motivator for undertaking an Agile adoption was "Active senior management sponsorship and support."
    This challenge is best described with a true story we heard from a well respected Agile thought leader.
    Company: "We want you to come teach your Agile Leadership class, but instead of 2 days, we'd like you to shorten it to a half day."
    (view changes)
    4:44 pm

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