Category: Applied Agile
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Agile Fluency Model & Retrospectives, Part 3: Optimizing Zone
Optimizing teams have immediate access to the skills and perspectives their product development requires. When they gain proficiency, their market and product expertise flourishes. They empathize with both customer and business needs, and optimize the blend. Technical excellence continues to strengthen and broaden. They feel invincible as a team.
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Agile Fluency Model & Retrospectives, Part 2: Delivering Zone
Teams that hold regular, frequent retrospectives perform three tasks vital to team success. Team members learn from their shared experiences. They think and analyze what they’ve learned. Then they make joint decisions about which of those experiences to improve next. Fluent proficiency grows.
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Agile Fluency Model & Retrospectives, Part 1: Focusing Zone
For Focusing team retrospectives, the pursuit of shared learning aids the team in developing skills in three areas. First, responding to business needs. Second, working effectively as a team. Third, pursuing team greatness.
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Guest Post: Onboarding an Organization to Agile Practices with the Agile Fluency® Game
I have seen great results in using a board game to onboard teams, leaders, and even new agile coaches to agile practices. Running the Agile Fluency Game with teams and managers has enabled clearer understanding of new ways of working and sparked rich conversations about adopting new agile practices.
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Agile in Action
Do you remember the early days of Agile? The later 1990’s? the early 2000’s? For those readers who don’t, in those early days of team-focused Agile we would often visit teams and hear, “This is the best job I’ve ever had. I love this work. I love working this way!”
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Estimation and Fluency
Martin Fowler recently asked me via email if I thought there might be a relationship between Agile Fluency and how teams approach estimation. This is my response: I definitely see a relationship between fluency and estimation. I can’t say it’s clear cut or that I have real data on it, but this is my gut feel.
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Agile Without Dedicated QA
In the early days of Agile, methods such as Extreme Programming advocated for shipping without a QA phase. In fact, they often didn’t have dedicated testers—or even bug-tracking systems. And yet there are stories of these teams producing an order of magnitude fewer defects than normal.
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Estimates or No Estimates?
The Agile community has been arguing about whether estimates are a good idea or not for a while now. In this talk at Øredev in November 2015, I think I did a pretty good job of threading the needle. I talk about how and when to estimate, and why you might not want to.
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