Learn how to create whiteboards: Whiteboards are magic as they support foundational agile principles such as interaction, collaboration, face-to-face communication, or transparency. They facilitate adapting to change, continuous improvement, and the self-organization of the team. You can create meaningful software with a few index cards, pins (or magnets), pencils, and drywall—you do not need Jira or any other agile process management tool.
The third Hands-on Agile webinar product backlog anti-patterns covers common problems from out-dated and oversized tickets to the part-time proxy product owner and his or her idea repository. Learn more about the numerous product backlog anti-patterns that can manifest themselves when you try to create value for your customers and your organization.
Scrum has proven to be a practical product delivery framework for digital products like applications or apps. However, Scrum is equally suited to build the wrong product efficiently as its Achilles heel has always been the product discovery part. What product discovery part, you may think now. And this is precisely the point: The product owner miraculously identifies the best way to proceed as a team by gating and prioritizing the product backlog is. How that is supposed to happen is nowhere described in the Scrum Guide. Consequently, when everyone is for himself, product discovery anti-patterns emerge. I believe it is time to address this issue with the webinar product discovery anti-patterns.
From sunk costs, HIPPO-ism, my-budget-my-features to self-fulfilling prophecies — learn more about the numerous product discovery anti-patterns that can manifest themselves when you try to fill Scrum’s product discovery void.
Are you—as a scrum master or agile coach—experiencing more communication kerfuffles with “your” team? Is its speed of improvement stalling? Are you under the impression that the team is slipping back into old habits and patterns? Maybe, it is time to run a reverse retrospective where you share your observations with the team.
Learn how to run a reverse retrospective to realign with your scrum team.
Supposedly, becoming agile is a journey, not a destination. This is a convenient narrative if the viability of your consultancy depends on selling men and materiel. The fuzzier the objective of an agile transition the less likely there will be an agile audit addressing the return on investment question the customer might have.
Moreover, a fuzzy objective such as ‘we want to become an agile organization’ is probably the reason for applying the same methodologies indiscriminately to every organization—a one size fits all approach for agile transitions.
However, what if not every organization embarking on a transition to agile practices is meant to become a teal organization or a holacracy? What if being late to the agile transition party is instead a deliberate choice than a manifestation of hubris, ignorance or leadership failure?
Read more on why feedback loops in the form of an agile audit are beneficial for organizations and teams alike.
A burn-down chart tracks the progress of a team toward a goal by visualizing the remaining work in comparison to the available time. So far, so good. More interesting than reporting a status, however, is the fact that burn-down charts also visualize Scrum anti-patterns of a team or its organization.
Learn more about discovering these anti-patterns that can range from systemic issues like queues outside a team’s sphere of influence and other organizational debt to a team’s fluency in agile practices.
