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.
This presentation shares a set of stories, representing lessons learned from running an agile project in a waterfall-based telecom culture. What was done differently from the enterprise waterfall-based project management standard? What agile principles and specific practices were applied? What were tangible benefits to the business from the situation where one project team became “outlaws” of the corporate culture.
The last Agile Manifesto principle states that “At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.” For Scrum teams, the sprint retrospective is therefore a key meeting for continuous improvement. The results are however not always satisfying. In his book “Essential Scrum“, Kenneth Rubin discusses the most common issues in sprint retrospectives that he has noticed in his Agile coaching experience.
This presentation by Grindr VP of Engineering, Lukas Sliwka, focuses on implementing Scrum metrics to drive high performance teams while building strong and innovative software engineering organization.
Let’s challenge some of the commonly accepted patterns for software development teams. High degree of autonomy doesn’t turn into anarchy but rather help to keep intrinsic motivation high. Participatory leadership means that every team member is a leader yet it doesn’t mean competition. Decisions making process has nothing to do with power structures. Culture is paramount and it goes ahead of technical skills. Collaboration is ultimately the factor the whole team optimizes their work for.
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