Register here for CSD, CSM, CSPO, CAL1, and SAFe for classed September through to December 2016.
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.
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
The OpenAgile Primer
OpenAgile Resources and Presentations – English & Chinese available
Agile Work Cheat Sheets and White Papers – Berteig Consulting Inc. [pdf]
Agile Software Focus:
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 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
Agile in Other Domains:
Experiences and Stories of Applying Agile in Other Domains:
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
Empower the Team
Abe Lincolnâ€™s Productivity Secret – a nice little bit about being properly prepared (although caution should be taken not to over-prepare!)
Intros and Summaries
“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.
In a recent newsletter from the Scrum Alliance, Mishkin’s article about enterprise leadership is listed as a resource.
The rest of the article can be read here.
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.
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.
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.
“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.”
“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.”
Scrum 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.
“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.
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- Register for Training & Learning Events
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