Deepak is an Agile coach and has some really good implementation experience with large clients. He joined a new company which is into IT services and have a centralized Agile CoE. He was very excited when he started with the new company as he was ready to move on to next level in his Journey. After the induction, he was introduced to a new client who was looking for an Agile coach to help him with Agile transformation in his organization. He had couple of meetings with the client and each time he was asked how much productivity improvement...Read More
Author: Savitha K
Distributed teams are a norm in today’s world and it is also beneficial from business perspective. Ideally Agile is imagined to be clustered teams, physically in one location. For many distributed teams, it’s difficult to adopt the Agile practice of face-to-face interactions because of which, usually Agile coaches recommend creating collocated teams at one physical location. Distributed organizations face challenges that don’t appear when everybody is collocated and it is listed below. Coordinating across time zones Building rapport when everyone is not in the same office Collaborating among different development cultures Scheduling meetings or informal conversations when both teams are...Read More
Raj has been designated as product owner for the e-commerce website that the company is building. He was a business analyst and used to writing requirements document in the traditional SDLC [waterfall] model. This team was following Agile practices and he now needed to write the requirements in the format of stories. While Raj had read up about stories being byte sized, the items in the product backlog were too detailed with specifications on how a feature should be implemented, like the requirements specs that he was used to creating. He spent a lot of time in the grooming sessions, much more than planned, in fact. But still, after 6 sprints, the team was not ready to deploy any code to production, as the stories that spilled over multiple sprints, were not completely done. How can we help Product owner so that team can start producing or moving things to production? Suggested Solution: I would start with helping him understand why the organisation is moving to Agile i.e we are looking at making faster delivers to production and his role’s importance in making it happen. He could go for a formal session for product owner and get trained in story writing. Then as a coach, I would help him in writing stories and facilitate backlog grooming session for a couple of times. This would help him get started...Read More
When I started my journey in agile coaching, the toughest thing to do was to help teams internalize cultural changes be they a small change such as teams coming to meetings on time or transformation such as creating high performing self-organized teams. As we all know, Agile manifesto and values emphasize more on human elements. It is not easy to change behaviors. If I have been programming without writing a single test, asking me to do TDD or BDD is going to tough. Gamification can be used as a tool by scrum masters and Agile coaches to change, reinforce...Read More
Ria is a new scrum master and she has trained , certified as a scrum master. When she starts facilitating stand up meetings, the meeting always run over. Team starts discussion and hence they are not able to finish it within 15 min. Team tells her that without these discussions, the stand up is not useful and hence it is important to have these discussions. She is confused as she also thinks discussions about the work /tasks taken up by the team is helpful but she understands the importance of 15 min timebox. How can we help her...Read More
- Sprint Planning in distributed teams… Patterns… SAFe
- What’s Important – Breaking Silos or Uniting the Purpose?
- Should Story Points (as a size measure) be comparable across teams?
- 3 Simple Tips for Building Distributed Teams
- CHOW #119- Avoiding ‘Watermelon Metrics’
- CHOW #118- Product Visioning – Mapping Features with Advantages and Benefits
- CHOW #117- Project Health and Project Status
- CHOW #116- High Performing Team