#agile

Arr, bum. Car's full, washing's done, WTF am I going to do with all of this -ve priced power? #octopus #agile #greenenergy #energytransiton

Stable teams sound like a nice-to-have until you look at the fields where an error kills someone. Most of the academic work deals with familiarity, not stability. Roughly: "we've worked together enough in the past to understand each other as individuals". Cardiac surgeons who worked across multiple hospitals but maintained stable teams had a lower rate of mortality, even with more surgeries performed. Aviation gives the same signal. 73 percent of the accidents for which information was available occurred on the first day the captain and first officer had flown together. A NASA study found that fatigued crews who had a history of working together made about half as many errors as crews of rested pilots who had not flown together before. Tired and familiar beat rested and unfamiliar. Back down to earth: at Wipro increased familiarity reduced defects by 19%, and Larry Maccherone showed stable teams had 40% better predictability. #TeamWork #Agile https://agilepainrelief.com/blog/in-agile-where-change-is-valued-why-is-a-stable-team-so-important/?utm_source=mastodon&utm_campaign=archive-reshare

Prioritäten sind kein Steuerungsinstrument. Sie sind eine Momentaufnahme davon, wer zuletzt laut war: Chef, Kunde, Support. Deshalb ist die Liste am Montag schon falsch. Nicht weil ihr schlecht priorisiert, sondern weil sich die Lage bewegt und die Liste nicht. Eisenhower hat das sauber getrennt: „Plans are nothing, planning is everything." Der Plan ist Abfall. Das Planen nicht. https://no-bullshit-agile.de/die-illusion-von-prioritaeten-warum-sie-uns-einschraenken-und-agiles-handeln-behindern.html?mtm_campaign=mastodon #Agile #Leadership #Kanban

Ich schreibe hier über agiles Arbeiten. Über manches kann ich nicht schreiben, weil ich es nicht erlebt habe. SAFe von innen. Der Alltag als Scrum Master. Agiles Arbeiten als Tester. Agil außerhalb der Softwareentwicklung. Schreib einen Gastbeitrag bei mir. Kein Wortlimit, kein Konzept, kein SEO. Eine Erfahrung in eine Mail getippt reicht. Struktur und Formatierung mache ich. Autorenbox mit deinen Links gibt's dazu. Boost, please! https://no-bullshit-agile.de/ich-habe-luecken-du-hast-erfahrung.html #Agile #Scrum #Kanban #Blog

His tags: #infosec, #agile, #systemsthinking Thank you very much for your work as a volunteer and your support in organizing the Open Security conference

4 days in, #AgileConfessions has some gems: "I misused the daily as a status report." "I thought agile meant finishing tickets fast so I could change the plan anytime." "Endless upfront plans, until I learned to run experiments." Your turn: the most anti-agile thing you've done, and what it taught you. Any language, just tag #AgileConfessions. #softwaredevelopment #agile #scrum #kanban

JiraMetrics v3.0 is out. It's a free, open-source command-line tool that turns your Jira history into agile metrics charts (cycle time, aging WIP, throughput, and more) in one self-contained HTML report. Useful for any team that wants to understand and improve its delivery flow. A major release because it now requires Ruby 3.4 (or JRuby 10) and removes long-deprecated features. Full change log at https://jirametrics.org/changes/ #agile #jira #flowmetrics #kanban #scrum

Today: How the EU aims to accelerate the development of new military technologies Grants awarded within four months, faster access to testing and certification, direct links with major defence companies and simpler procurement procedures. These are the main features of AGILE, the new 115 million euro programme that Brussels hopes will use to strengthen the armed forces of EU... How the EU intends to speed up the development of new military technologies Grants awarded within four months, faster access to testing and certification, direct links with major defense companies and simpler procurement procedures. These are the main features of AGILE, the new €115 million program that Brussels hopes will use to strengthen the armed forces of the EU… #AGILE #Brusselshttps://www.today.it/europa/en/eu-accelerate-development-military-technologies.html

Today: Così l'Ue punta ad accelerare lo sviluppo delle nuove tecnologie militari Sovvenzioni in quattro mesi, accesso più rapido a collaudi e certificazioni, collegamenti diretti con i grandi gruppi industriali della difesa e procedure più semplici per gli appalti. Sono queste le principali novità del programma Agile, il nuovo strumento da 115 milioni di euro su cui Bruxelles... So the EU aims to accelerate the development of new military technologies. Grants in four months, faster access to inspections and certifications, direct links with major defense industrial groups, and simpler procedures for tenders. These are the main innovations of the Agile program, the new €115 million tool on which Brussels… #Agile #Brusselshttps://www.today.it/europa/deep/ue-accelerare-sviluppo-nuove-tecnologie-militari.html

#scrum #scrumteam #safe #ScaledAgileFrameworkIsntAgile #ScaledAgileFramework #agilemethodologies #agile #waterscrumfail #agilemethodology #waterfall #scrumhumor #agilehumor #Meme #memes #Humor #humour

"Agilität ist tot." und was ist die Alternative? Zurück zum Wasserfall?

Nicht die Agilität ist tot. Ein Zerrbild ist tot:

• Fake Agile: Scrum ohne Verständnis der Basis
• Dark Agile: agiler Deckmantel, drunter reines Top-down
• Kommerzialisierung: Zertifikatsflut, überladene Komplexität

Das Label ist verbrannt. Das Handwerk fängt gerade erst an: Iteration + Feedback.

https://no-bullshit-agile.de/nbak08-warum-agilitaet-nicht-tot-ist.html

#Agile #Agilität #Scrum #Kanban #AgilesArbeiten

No comment. (Got it from someone over bsky.) #VibeCoding #Programming #Agile

"Wann ist das Projekt fertig?" Die Frage klingt vernünftig. Ist sie aber nicht. Niemand kann sie ehrlich beantworten, weil das Team erst während des Projekts lernt, was das Projekt überhaupt ist. Jeder fixe Komplett-Plan tut nur so, als wäre die Zukunft schon bekannt. Plan klein, liefer früh, lass Feedback den Rest planen. #Projektmanagement #agile #scrum #kanban

I managed to make a little dent with my series of posts on #SocioTechnical principles of the day, and thought it was due to do something similar, but this time in the context of modern organisations (especially #agile ones) and the modern version of #STS, known as Emery's #OpenSystemsTheory ( #OST). I'll list some systemic problems I have seen in organisations over the years and explain their causes using OST, one each day as I did back then. Probably way too ambitious, but let's see how this goes. Happy to take comments and rebuttals to each one of them, as the point of doing this is to trigger reflections and critical thinking. Warning: these will probably be a bit more opinionated. 😁 Organisational Dysfunction of the Day The daily status report Context: Your team is using Scrum and has been taught how important stand-ups are (daily coordination meeting), but it feels like a drag and a complete waste of time. Feels more like reporting to someone, be it the scrum master or the product owner. And you really do not care about what the others are working on, as it has little to no impact on what you're doing. OST explains: This team is probably not a team at all; it's more like a group of individuals working on different things. They may contribute to the same delivery but have not been able to take control of the work design and the coordination needed to deliver it. This is not a self-managing team, but rather a delivery group assigned specific tasks by a manager, in charge of splitting the work so that all team members are working as effectively as possible. This is pure DP1 and nowhere close to the self-managing teams in DP2.

Organisational Dysfunction of the Day The powerless retrospective Context: You and your team have decided it's time to do a retrospective prescribed by the Agile methodology you are using. You all see the use of it and contribute with a lot of ideas and concerns about your work. You record them all and have a vote on the most important ones, but soon realise almost all of them are outside of your mandate to change. You note them down and hope the department lead can do something about it, but know that probably nothing will change, and the whole exercise feels like a complete waste. OST explains: The members of the team come into this believing they are self-managing, at least to a level where they are able to adjust the work to make it better. Even the Agile methodology says so by incorporating the retospective as a recommended element. An essential element in learning is both looking back and improving going forward. The issue here is that the team is not self-managing, in a DP2 structure, as they are not able to change what really matters to them. Most likely, they are in an agile setup where the teams have been given some control, but most still reside in management outside, in the existing bureaucratic DP1 organisation. The retrospective and the learning it ought to provide are mostly ineffective. #OpenSystemsTheory #SocioTechnical #agile

Organisational Dysfunction of the Day Forming–storming–norming–performing Context: When putting together a new team or making big changes to an existing one, many recommend using Tuckman's "forming–storming–norming–performing" model to turn the team into a coherent and well-oiled unit. It begins with Forming (orientation), moves to Storming (conflict), progresses to Norming (cohesion), and ends with Performing (high productivity). Leaders are advised to manage this process closely as progress is not linear; teams may slip back to previous stages if new members join or goals shift. And conflict is regarded as necessary, as the "Storming" phase is essential to growth. OST explains: Tuckman's model only makes sense in an autocratic bureaucracy, especially those of the Theory X type, and aligns with Taylor's view that people must be managed to perform properly. This is classic DP1 thinking, whereas in the DP2 style, McGregor's Theory Y is the model, which assumes employees are self-motivated, enjoy work, and thrive under trust, empowerment, and autonomy. Grouped into self-managing groups that have designed themselves using Participative Design. No need for either storming or norming; the teams jump right to performing after forming. #OpenSystemsTheory #SocioTechnical #OrgDesign #agile

Organisational Dysfunction of the Day Analysis paralysis Context: An agile team is working on a rewrite of an existing legacy solution and feels that its success depends on the function parity it must have with the old one. They therefore end up doing a detailed and extensive analysis to account for as much as possible, even tracking down former developers to get details on some of the more obscure parts. And, even more problematic, they have to figure out which business people own which parts and who all their users are. This drags out in time, and although they have started the work, the extensible analysis prevents them from releasing anything. They are stuck. OST explains: Agile as a concept is pretty much designed to handle these kinds of situations; at least that is what many may think. It focuses on small increments and puts things in front of the users as soon as possible to tighten the feedback loop, so it makes sense. The thing, though, is that this is not product discovery, as it is an existing product with external product owners and users, both internal and external, and the team has no real product ownership of the app apart from the technical bits. They are not a self-managing product team as a DP2 style should be. Only when they have end-to-end ownership of the whole product, not just a part, can they take full responsibility and accountability so that they can manage it as they please. #OpenSystemsTheory #SocioTechnical #OrgDesign #agile

Organisational Dysfunction of the Day Individualism Context: Often, there is a large disproportion in how much people are celebrated for their achievements and when blame is placed for accountability when something goes wrong. This feels natural in most parts of the world, as we want to take care of the people and make them feel as good as possible so that they'll feel well and stick around. Being human, as we say. Even toward the people who clearly take on the accountability, and are even paid good money to do so, often leading to few or no consequences. We value the individual when celebrations are due, when heroes are praised, but hide them when there is not. Typically, hero cultures are also a power play, as the ones praised become stretch goals for the rest, showing what lengths they have to go to feel respected and truly valued. OST explains: This focus on the individual is almost anathema in OST, not because the individual is not valued, but it realises that the group is the basic unit of life, be it your family, your friends or your colleagues. It's founded on the belief that people have both the need for autonomy and homonomy; be able to self-govern and fit in with the group. Actually, valuing individuality as an acontextual thing hides a vital paradox, as it inevitably isolates people as the problem because there is nothing else to blame. It even goes beyond blaming the victim; it creates them. By instead focusing on the group, and having it take responsibility and accountability, it can take both the praise AND the blame. The individual is protected in the group, and it can jointly grow and learn from successes and failures. As it takes them to their shared goals.  #OpenSystemsTheory #SocioTechnical #OrgDesign #agile

Organisational Dysfunction of the Day Quiet quitting Context: During the COVID-19 pandemic, many things were exacerbated in the population, including how people feel about work. A major trend in America was referred to as the Great Resignation, in which many cited the quality of work as a reason for leaving. Another trend that surfaced about the same time was Quiet Quitting, where employees who are fulfilling their job requirements, but not taking initiative, working overtime or volunteering for extra projects or responsibilities. In short, people are not engaged at work, something the Gallup's State of the Global Workplace report confirms, saying that only 20% of are engaged and 16% are actively disengaged. So not only are sick leaves and absenteeism a problem; when people are at work, just a small minority are actually enjoying it. OST explains: The reason for these dreadful numbers drops right out of OST and all the research it builds on since the 1950s. Given that the extrinsic motivators for work are satisfactory, such as security, work hours, and pay, the defining reasons for people enjoying work are how well their intrinsic motivators are being fulfilled. A minimal set of six psychological job requirements is the basis and they measure how well a job design works, be it the processes, the technology, the organisation, or the colleagues. If people score well on things like ownership, learning on the job, variety, support and respect, meaningfulness, and career path, they will not only enjoy work, be engaged and produce better results; they will also get a better quality of life. #OpenSystemsTheory #SocioTechnical #OrgDesign #agile

Organisational Dysfunction of the Day Team leads Context: Most teams in modern agile organisations may not formally have a manager in the same sense as before. Many still have someone they report to as an employee, dealing with yearly reviews, career development, and any job issues, but they are not formally involved in the daily work. It should therefore be possible to have leaderless teams, where all members are peers and have the same say in everything. No ranking. Still, many teams end up being appointed a team lead, often because the organisation wants one contact point and one person in charge of the work done. Many in this position try to deal with this dissonance by taking on a coaching type role, seeing themselves as a "servant leader," giving space to the team and protecting them from the outside. Some even try to switch, being directive sometimes, supportive at other times (aka situational leadership). Not only is this a tricky job to have, but it also creates so much confusion in the team about who really decides and is in charge. OST explains: DP1-type organisations require personal leadership positions, as that is how control, coordination and alignment are managed. Agile tries to counter that for efficiency, having teams take more control of the work, in an attempt to shorten the feedback loop and the learning. This is similar to DP2, with self-organising teams, while adding team leaders is not and is an attempt to adapt them to the existing bureaucratic DP1 model. The problem with this is that DP1 and DP2 fit together like oil and water; they are fundamentally so different that no matter how good the adapters are, they will lead to confusion and operational problems. You can remove the need for this adapter by ditching DP1, having teams everywhere and letting them take responsibility for their own goals and the integration needed to work with other teams. Teams may decide to appoint a leader, though, for their own needs, either permanently or when needed, but it is not a formal position of power. It is a participative democracy through and through. #OpenSystemsTheory #SocioTechnical #OrgDesign #agile