Category Archives: Links to Agile Info

Announcement: New trainings listed for CSD, CSM, CSPO, CAL1 & SAFe this fall!

Register here for CSD, CSM, CSPO, CAL1, and SAFe for classed September through to December 2016.


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Try our automated online Scrum coach: Scrum Insight - free scores and basic advice, upgrade to get in-depth insight for your team. It takes between 8 and 11 minutes for each team member to fill in the survey, and your results are available immediately. Try it in your next retrospective.

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Announcement: Updates to Berteig’s Training Site

There have been some sleek updates on  BERTEIG’s Worldmindware page. Have you had a chance to check them out? Here is the link. Let us know what you think in the comments below.


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80 Agile Links Right Here on Agile Advice!

Did you know the “Agile Resources” page on this blog has 80 links to valuable Agile Resources compiled by Mishkin Berteig?

The page contains a number of links to recommended web sites, books or tools relating to Agile Work. It’s updated from time-to-time and as this is done, announcements are posted on the Agile Advice blog. As such, this page will always be “under construction”. If you have links to suggest, Mishkin will examine them for consideration.

Please feel free to post suggestions.

We’d love to read your comments and ideas!

A LIST OF 80 INCREDIBLE RESOURCES

Introductory Material:

Agile Axioms
Agile Manifesto
The OpenAgile Primer
OpenAgile Resources and Presentations – English & Chinese available
Agile Work Cheat Sheets and White Papers – Berteig Consulting Inc. [pdf]

Agile Software Focus:

Extreme Programming
Methods and Tools
The Scrum Primer [PDF]
A Scrum Primer – Report from Yahoo! [PDF]
Scrum and XP from the Trenches
Scrum and Kanban
Control Chaos – Ken Schwaber and The Scrum Methodology
Agile Software Development by Alistair Cockburn
Agile vs. Lean – Thad Scheer
No Silver Bullet by Frederick Brooks
Agile Planet – agile blog aggregator
Buildix – agile software dev tools on a CD
Agile Forums
Implementing Scrum

Project Management:

Agile Project Management with Scrum – Ken Schwaber
Project Management Institute
Agile Project Management Yahoo! Group
Burndown and Burnup Charts
Huge List of Software Project Management resources
Scrum Alliance – Agile Project Management and Training
Project Management Resources – by Michael Greer. I don’t agree with everything on this site, but if you are looking for traditional PM stuff this is a good place to go.

Lean and Theory of Constraints:

Lean Software Development – Mary and Tom Poppendieck
Evolving Excellence – by Kevin Meyer, Bill Waddell, Dan Markovitz NEW!
Theory of Constraints – Eliyahu Goldratt
Agile Work for Flow Projects – Mishkin Berteig
The Toyota Production System
Practice Without Principles – TPS Without the Toyota Way – Victor Szalvay
Agile Work Uses Lean Thinking – Whitepaper [pdf] by Mishkin Berteig

Management:

Agile Management Yahoo! Group
Slow Leadership – the opposite of Agile?
Adaptive Management – Jeffrey Phillips

Adult Education:

The Self-Educative, Narrative and Metaphorical Faculties of the Soul – Alexei Berteig (pdf)
Infed

Team Building:

The Wisdom of Teams: Creating the High-Performance Organization
Retrospectives
Retrospective Patterns by William Wake
How to Win Friends & Influence People – Dale Carnegie

Community Development:

Corporate Culture:

Catastrophic Organizational Change – Tobias Mayer
The Corporate Culture Survival Guide – Edgar H. Schein
Good to Great (fastcompany article) – Jim Collins

Agile Services:

Berteig Consulting – Agile Work Coaching, Training and Consulting
CC Pace
Digital Focus
Israfil Consulting Services Corporation
Scrum Alliance
Tobias Mayer
David Chilcott
Joe Little
Michael Vizdos

Agile in Other Domains:

Extreme Project Management for Architects

Experiences and Stories of Applying Agile in Other Domains:

Agile Documentary Video Project
Agile Publishing


The following sections of material are based on the Agile Work Cheat Sheet.

We are Creators

Reality is Perceived

An Introduction to General Systems Thinking by Gerald M. Weinberg

Change is Natural

About “Resistance” by Dale H. Emery

Trust is the Foundation

Agile or Not Agile?
Trust and Small Groups

Empower the Team

Launching an Agile Team – A Manager’s Howto Guide

Amplify Learning

Abe Lincoln’s Productivity Secret – a nice little bit about being properly prepared (although caution should be taken not to over-prepare!)

Eliminate Waste

Self-Organizing Team

Variations on the Daily Standup – Rachel Davies
Scrum from Hell – William Wake
Team Formation Stages – Forming Storming Norming Performing

Iterative Delivery

Are Iterations Hazardous to Your Project? – Alistair Cockburn

Adaptive Planning

Maximize Communication

Edward Tufte’s web site with lots of great info about the visual display of information
Human Tools for effective communication
Eight Barriers to Effective Listening
Facilitation Skills [pdf]

Test-Driven Work

The Qualities of an Ideal Test

Appropriate Metrics

Appropriate Agile Measurement White Paper (pdf)

Removing Obstacles

The Art of Obstacle Removal

Intros and Summaries

The Seven Core Practices of Agile Work


Affiliated Promotions:

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VIDEO: What is all the buzz about agile?

This short clip gives a great overview of where the idea of being agile came from, how it was used in software development first, and how it’s being used now.

“Remember: Agile’s success comes from working differently. Not from working faster.”


Affiliated Promotions:

Try our automated online Scrum coach: Scrum Insight - free scores and basic advice, upgrade to get in-depth insight for your team. It takes between 8 and 11 minutes for each team member to fill in the survey, and your results are available immediately. Try it in your next retrospective.

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Link: The Mythical Product Owner

“When product managers weren’t looking, developers went agile.”

This quote from Barbara Nelson gave me a chuckle. I found it when reading The Mythical Product Owner, by Andre Kaminsky and discovered that this article gives excellent insight into the role of the product owner.

Andre speaks to the change happening in an organization when they adopt agile and breaks it down into bite-sized bits which really helps conceptualize the shifting happening across the industry.

He describes two key levels of change, mainly that:

Change must happen on two levels across the organization:

  • Technical – Roles and responsibilities must be understood, accepted, and adopted.
  • Cultural – Attitudes, expectations, political ambitions, and how we collaborate must change.

He writes that agile should not come in with a “big bang” approach but by introducing it in a gradual manner, allowing confidence and capacity to build, then the results can be more profound and long-lasting.

 


Affiliated Promotions:

Try our automated online Scrum coach: Scrum Insight - free scores and basic advice, upgrade to get in-depth insight for your team. It takes between 8 and 11 minutes for each team member to fill in the survey, and your results are available immediately. Try it in your next retrospective.

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Announcement: Scrum Alliance newsletter lists Mishkin’s article

In a recent newsletter from the Scrum Alliance, Mishkin’s article about enterprise leadership is listed as a resource.

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REAL AGILITY – SELF-ORGANIZING TEAM CREATION EVENT FOR LARGE-SCALE AGILE ENTERPRISES

Posted By Meghan Robinson, Tuesday, August 16, 2016

 AUTHOR: MISHKIN BERTEIG

In 2005 I had the privilege to participate in the first occurrence of this fantastic technique for organizing large numbers of people into Agile teams.  It happened at Capital One in Richmond Virginia and my colleague of the time, Kara Silva, led this successful experiment.  The problem was that the “teams” that management had set up didn’t make much sense from an Agile perspective.  They were functional teams (e.g. a team of testers).  But to do Agile well, they needed cross-functional, multi-skilled teams that could work well together to deliver great results each iteration.  So Kara and a few other senior people got together all the staff in the department into a big room with a big whiteboard and facilitated a 3 hour meeting to sort out who would be on which team.  Everyone was involved – all the people who would be on the teams were in the room.  Those teams stayed together with the same membership long after that meeting.

The rest of the article can be read here.


Affiliated Promotions:

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YouTube Video: Managers Serve Delivery Teams

 

More details on the Real Agility Program can be found at www.realagilityprogram.com.


Affiliated Promotions:

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Link: Understanding Project Managers, ScrumMasters & Product Owner


Affiliated Promotions:

Try our automated online Scrum coach: Scrum Insight - free scores and basic advice, upgrade to get in-depth insight for your team. It takes between 8 and 11 minutes for each team member to fill in the survey, and your results are available immediately. Try it in your next retrospective.

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Video: Managers Serve Delivery Teams

“As a manager, when someone on a team has an obstacle, your first question should be, ‘how can I remove that obstacle?’ ”

This tip and more is introduced in this video.


Affiliated Promotions:

Try our automated online Scrum coach: Scrum Insight - free scores and basic advice, upgrade to get in-depth insight for your team. It takes between 8 and 11 minutes for each team member to fill in the survey, and your results are available immediately. Try it in your next retrospective.

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Announcement & New Link: The New Scrum Guide

Mishkin Berteig 201504 white background - 640wGreat news everyone!

The new Scrum Guide, released recently, has the five Scrum values added back!!!

Many here voted on uservoice.com – and our community had an impact!!!

Congratulations to you all! Check out the new Scrum Guide at http://www.scrumguides.org/ – the paragraph on values is close to the start of the guide.


Affiliated Promotions:

Try our automated online Scrum coach: Scrum Insight - free scores and basic advice, upgrade to get in-depth insight for your team. It takes between 8 and 11 minutes for each team member to fill in the survey, and your results are available immediately. Try it in your next retrospective.

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Link: Agile Police or Agile Ambassadors

Derek Whether is definitely on to something. He’s recently posted an article on his blog poking fun at a common cultural blunder people seem to make when they judge or criticize someone for “not being agile enough” or “not doing Scrum right.”

What is it about our culture that leads us to criticize?

He questions why do we tend look to others as though they are doing something wrong and the “agile police” or “vegetarian police” are going to show up and make arrests.

Instead of asserting the law, perhaps sometimes we can become advocates or ambassadors instead.

He makes a good point and even suggests an amendment to the Agile Manifesto. Take a peek. It’s certainly a 13th principle I’d agree to.


Affiliated Promotions:

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Link: Software Team Development Tips

Ben Yehoolda, author of two excellent articles on LinkedIn’s Pulse, has recently connected with BERTEIG and I am happy to share these insightful pieces which offer steps to success for software development teams.

The first one, Software Development Team Composition, offers a cost-effective strategy for having a high-performing team without high costs.
He writes,
“Rather than building a costly team made up of only the best, the leading parameter which should dictate team composition is the complexity of the work. For the average software project the bulk of the work could be handled quite well by a B (or intermediate) level developer. The more complex work (design patterns, architecture changes, frameworks research) constitute a smaller portion of time but would definitely require an A (or Senior) level developer. To make the best use of your development budget, you should keep in mind that every development project has some very simple yet time consuming work which could be done be a C (or Junior), such as; code clean up, commenting, adding disclaimers, building unit test and small GUI alignments.”
In the second article,  Steps to Building a Software Team, he writes about three steps to keep a software team engaged.
This statement caught my attention. He writes,
“The challenging wizardry-like act of leading a development team requires knowing more about the tools and craft of software development than the other team members. At the same time, every good leader should have the drive and charisma of a top-tier sales person to motivate the team. These two sets of skills can be hard to find in the same person. If you’re struggling to find an external candidate with these qualifications, consider looking within the team to promote or expand the responsibilities of an existing employee. Keep in mind, however, leadership training to a senior developer might work better than technology training to junior managers.”
 These are great considerations for software development teams.

Affiliated Promotions:

Try our automated online Scrum coach: Scrum Insight - free scores and basic advice, upgrade to get in-depth insight for your team. It takes between 8 and 11 minutes for each team member to fill in the survey, and your results are available immediately. Try it in your next retrospective.

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Quotable Quotes: Limit Work-In-Progress As Much As Possible!

Jerry Doucett 201601 white background - head - 275 squareScrum team members should be allocated to as few different initiatives as realistically possible.  The more projects you are allocated to, the more task switching you may have to perform, the longer it will take to complete any one item, the thinner you will be spread and the less effective you will be.  In other words, people (and teams) should limit their work in progress as much as possible and focus on completing those things that truly matter most.  This is true for any framework, but it is particularly emphasized with Agile ones.  Note there is a slight but fundamental difference between being allocatedto a team and being dedicated to a team – that is a topic for a future article.

(By Senior Agile Coach Jerry Doucett)

*******************************************************************

Jerry is leading a series of SAFe training classes in Toronto, Ontario from September through to December 2016. See here for more details.


Affiliated Promotions:

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Quotable Quotes: Leverage Technology When Possible!

Jerry Doucett 201601 white background - head - 275 square“For increased chances of success, a Scrum team should leverage technology and engineering practices whenever possible.  Techniques, skills and tools that facilitate Agile approaches such as Continuous Integration, Automated Testing and Test Driven Development all make technical excellence, continuous improvement and truly being “Done” every Sprint a possible reality for a Scrum team.”

(By Senior Agile CoachJerry Doucett)

************************************************************************

Jerry is leading a series of SAFe trainings from September to December. More details are here.

 

 


Affiliated Promotions:

Try our automated online Scrum coach: Scrum Insight - free scores and basic advice, upgrade to get in-depth insight for your team. It takes between 8 and 11 minutes for each team member to fill in the survey, and your results are available immediately. Try it in your next retrospective.

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Announcements, Links & Ponderables

For 10 years, Agile Advice has been providing useful information, Agile-related announcements & entertaining content for Agile ambassadors.

But Agile Advice is just one of the many portals to the BERTEIG online network.

For your easy reference here is a list of other 5 links which may bring you to the information you are looking for.

  1. Register for Training & Learning Events 
  2. Sign Up for BERTEIG’s Loyalty Program
  3. Find out More About BERTEIG’s Corporate Experience
  4. Join the 1000+ others in the LinkedIn Worldmindware Group
  5. Visit the BERTEIG-hosted Facebook Scrum Group with 2600+ members

Affiliated Promotions:

Try our automated online Scrum coach: Scrum Insight - free scores and basic advice, upgrade to get in-depth insight for your team. It takes between 8 and 11 minutes for each team member to fill in the survey, and your results are available immediately. Try it in your next retrospective.

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