Keerthi, a successful team leader in a Kanban team, got a promotion based on her outstanding contributions and was asked to be the scrum master for a scrum team that was being put together to create the next generation single sign on front end as the first step to integrate diverse applications that were part of the company’s portfolio. Some of these applications were home-grown, while some others come to the portfolio through acquisitions over the years. Keerthi understood the need for an overarching architecture that can evolve as applications are onboarded, as it is was not possible to...Read More
Author: Shiv Sivaguru
This is one of the frequent questions that I get asked. In many instances, it is posed a little differently – from teams that started with scrum, as they felt they needed a lightweight process compared to more traditional approaches but find it difficult to get the team to internalize the principles and be effective as a team. The common challenges that teams face include Not having sufficient backlog of stories, sometimes even for the current sprint Stories being of varying granularity, that some can be completed in a couple of days with some others taking a couple of...Read More
Vishal was very excited to get to work that morning. He was feeling very relaxed after the Dussera break when he had taken a whole week off. But the main reason for his excitement was the new role he was going to take up when he is back in the office. He had the requisite training and also got himself certified as a scrum master, in preparation of taking up this responsibility, considering it a recognition of his contributions as a tech lead in the project over the previous 2 years. The first standup he was coordinating was very...Read More
Recently I had the opportunity to lead an assessment of Business Excellence at one of the Navaratna units. This unit [and also others in the same organization] had started adoption of the DuPont model for safety. As I interacted with different participants in this initiative, was struck by many similarities or principles applicable to successful Agile teams and organizations. First, a little background on the DuPont model: Safety has been a focus for DuPont from the beginning. In the words of E.I. DuPont: Safety is a line management responsibility. If we can’t do it safely, we won’t do it...Read More
One of the most frequently asked questions is ‘what are the right metrics for an Agile project?’ My response usually is something like this: Borrowing from a popular quote from George Box, the famous statistician, ‘All models are wrong. But, some are more useful’, I would say that all metrics are wrong, but some are useful! Like with many other practices that have degenerated to just the externally visible ceremonies – aka cargo cult practices – with the understanding of the meaning lost in transit, metrics have also become in most teams, something that is created for someone else....Read More
- Should Story Points (as a size measure) be comparable across teams?
- 3 Simple Tips for Building Distributed Teams
- Getting Ready for Enterprise Agility
- Rating Agile Teams
- CHOW #114- No “if’s” in Ownership?
- CHOW #113- Tracking Productivity using Story Points Delivered and Effort
- CHOW #112- Showing Results
- CHOW #111- Agile is driving this successful delivery leader nuts. What can he do?