I recently was invited to a Scrum.org Webinar, and I picked a topic close to my heart: the worst Scrum anti-patterns. So, without further delay, here are my top ten of the meanest, baddest Scrum anti-patterns I have experienced.
Welcome to the 314th edition of the Food for Agile Thought newsletter, shared with 33,281 peers. This week, we offer a summary of Carlota Perez’s 2002 book ‘Technological Revolutions and Financial Capital;’ a must-read to understand innovation and disruption. We also share free cards and games to help Scrum teams get better at using Scrum to its full potential, and we explain the critical importance of pre-mortems for unearthing unknown unknowns regularly.
We then refer to Elon Musk and the importance of welcoming negative feedback, whether some egos are bruised in the process or not, and listen to an interview with Ash Maurya — Mr. Lean Canvas — on enabling continuous improvement innovation. Moreover, we introduce the subtleties of learning when practicing user interviews, from the basics to common mistakes, providing a guide to improve your interviewing skills.
Lastly, we share a list of free innovation tools, from the ‘Innovation Maturity Assessment’ to the ‘Eight I’s of Infinite Innovation,’ and we delve into the most common mistakes made when gathering data from agile teams by employing surveys and how to avoid them.
How hard can Scrum be; the manual has 13 pages? You may have heard something along this line from skeptics in the past, dismissing the complex nature of an intentionally incomplete framework. The point is that exciting discussions happen when you start digging a bit deeper. Supposedly simple Scrum questions often return a broad spectrum of answers, ideas, and opinions.
Therefore, for some months now, I have run polls on LinkedIn. The polls address topics like the implications of self-management, how the management or corporate hierarchy fits into the picture, and the relationship between Scrum and agile coaching.
Let me share some of the controversial findings and discussions with you. As always, there are no simple answers in complex environments.
Welcome to the 313th edition of the Food for Agile Thought newsletter, shared with 33,207 peers. This week, we offer valuable advice on staying cognitively open, thus avoiding the problem of killing new ideas too early while being open to feedback at the same time. We also point at five good reasons to embrace the DoD, from having a quality standard to simplifying communication to providing clarity, and we delve into a well-known fallacy of decision making and how we confuse probability with propensity.
We then share a compact introduction to user stories, covering the “card, conversation, confirmation” approach to templates to the importance of keeping the Pareto principle in mind when creating new things. Moreover, we walk you through the appropriate levels of detailing product roadmap items, from “thing happening now” to “far-off things” to avoid creating noise, and we talk about bugs, refactoring, and their implication on product strategy and the flow within your product team.
Lastly, we talk about metrics and goals on the path to becoming an agile organization, and we introduce the tool Miro used to weather the pandemic-driven massive influx of new users by structuring product discovery and retrospectives in the process.
Despite decades-long efforts of the whole agile community—books, blogs, conferences, webinars, videos, meetups; you name it—we are still confronted in many supposedly agile organizations with output-metric driven reporting systems. At the heart of these reporting systems, stuck in the industrial age when the management believed it needed to protect the organization from slacking workers, there is typically a performance metric: velocity.
In the hands of an experienced team, velocity might be useful a team-internal metric. But, when combined with some managers’ wrong interpretation of commitment, it becomes a tool of oppression. So when did it all go so wrong?
Welcome to the 312th edition of the Food for Agile Thought newsletter, shared with 33,158 peers. This week, we deep dive into the main culprit of many failed agile transformations: The micromanager. We also learn about the most underappreciated Scrum event, and we remember the late Ralph Stacey.
We then talk HiPPOism, referring to the “Jeff-wants-it”-Fire Phone of Amazon; we look at two frameworks to improve product interaction and the overall user experience, and we address a tricky and risky topic: Transferring a legacy product onto a new tech stack.
Lastly, we ask: Can we use story points for cost calculation? Also, we note that research efforts need to be represented in Product Backlogs to encourage continuous learning.
