If the basic principles of the Agile Manifesto and the Scrum framework are simple managing global Agile software development projects in the corporate world is sometimes more complex and complicated. This article lists some approaches that have been created to answers the specific questions raised by scaling Agile practices in large organizations.
How can metrics be used safely in coaching Agile teams? The classic Goldratt quote “Tell me how you will measure me and I will tell you how I’ll behave” signals the danger of using metrics to manage or motivate employees. This presentation shows and suggests approaches to Agile metrics that avoid the common pitfalls and shows some practical dashboards and the resulting chaos or calm they caused.
If agile started as a software development movement, the customer has been at the center of its values since its initial statement. The usage of agile and lean has now widespread beyond the IT world. In her book “Being Agile in Business”, Belinda Waldock explains the agile and lean approaches from a business perspective.
When I started with Agile and Scrum back at 2005, I was not much different from any other agile newbie, and I was complaining for having regular retrospective. “What for? We are already sitting together, we are a good team, we tell each other what should be said. It’s waste of time. Formal meeting…” Later I realized retrospective is quite useful and implemented it as one of the key Scrum practices.
The first principle of Agile manifesto says “Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.” But, Is our highest priority to delight our customer, or to delight our sponsor. Do we understand who the real customer is and behave accordingly?
Agile has become the de-facto standard for innovating new products in software development. But an Agile project needs good product management and good UX design to succeed. Fitting UX in with product management and Agile can be uncomfortable for UX designers. Once you get it, though, you’ll never want to work any other way.
The frontier is somewhat thin between analyzing things for continous improvement in Agile and blaming people for failure. In this blog post, John Allspaw discusses how Etsy wants to consider mistakes, errors, slips or lapses with a perspective of learning. he explains how having blameless post-mortems on outages and accidents are part of this approach.
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