Creating an agile community of practice helps winning hearts and minds within the organization as it provides authenticity to the agile transition — signaling that the effort is not merely another management fad. Read more to learn how to get your agile community going even without a dedicated budget.
Learn how individual incentives and outdated organizational structures — fostering personal agendas and local optimization efforts — manifest themselves in scrum stakeholder anti-patterns which easily can impede any agile transition.
Agile failure seems to be increasingly more prominent nowadays despite all the efforts undertaken by numerous organization embarking on their journeys to become agile.
The funny thing is: Who would disagree that the four core principles of the Agile Manifesto —
— are derived from applying common sense to a challenging problem? Moreover, that the application of those principles might be suited to fix numerous organizational dysfunctions and reduce an error-prone and complex social setting to maybe just a complicated one?
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 your 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. Which 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.
