May 19, 2013

All Posts By: Alan Dayley

Agile Coaching Blog

Alan Dayley

About Alan Dayley

Alan brings more than 25 years of software engineering experience to his Agile Coaching practice. Agile Coach, Certified ScrumMaster, Certified Scrum Product Owner, Certified Scrum Professional.

Alan works with teams and management in strengthening the people side of creative work. A volunteer founding member of the Phoenix Scrum User Group steering team, he loves to help people learn and create innovation at their company and in their life.

“When someone is just starting out with Agile and Scrum, they need to define what the desired goal will be. What is the problem to be solved? If that problem or goal is connected to delighting customers, they will have a jump start on success!”

Continuous Improvement: Feel the Change

Continuous improvement sounds great. Most companies have policies that state continuous improvement is what they seek. If we all actually did it, think how great our companies would be!

The reality is that most people and companies do not continuously improve. I certainly don’t! There are many reasons that continuous improvement is so hard. One of them is that change is uncomfortable.

Feel the Change

If we are going to continuously improve, we need to become comfortable with change. Big changes are certainly hard but can we use many small changes to get used to how change feels? Yes, we can. Here is a small experiment to prove it! Most people, without even thinking about it, have patterns and habits that we follow. This is good, because remaking all the same little choices every single day would be untenable to our sanity. We can also use these habits to practice feeling change.

As an example I will tell you about how I put my shoes on in the morning. (Maybe this is starting to sound silly but, stay with me here.)

Continuous Improvement Means Many Small Changes

Tie differently (Image (CC) by Maya83 on Flickr)

If I don’t think about the process, this is what I do every time I put on my shoes: [Read more...]

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Continuous Improvement: How Does Authority Affect You?

During last week’s BigVisible Office Day, I led a discussion about authority. This is one of those key concepts that we all think we understand. The reality is that each of us has deeply ingrained views, experiences and emotions about authority. These deep-seated mental models affect how we react to each other in certain situations. On top of all that, authority is a primary component of both the work we do and the culture of the organizations in which we work.

Words About Authority in Continuous Improvement Context

Authority Words

In this photo are some other words and thoughts we associated with authority. [Read more...]

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Agile Transformation: Some of What This Agile Coach Has Learned

I had the pleasure of “meeting” my online friend Daniel Markham this week. We had an interesting talk about agile transformation and agile coaching. We still need to shake hands someday but recording a conversation is still pretty great!

Agile Transformation, Agile Coaching, and Everything

In an unscripted interview, Daniel hit me with some difficult questions about life as an agile coach. We spent a good bit of time talking about the challenges of an agile transformation.

Agile Transformation & Agile Coach

We discussed some of the reasons agile is not just about teams and delivery. And we spent some time on how transforming a company means transforming everyone, not just the technology people.

[Read more...]

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Agile Transformation: Go Faster, But Not for the Reason You Think

A common reason people give for undergoing an agile transformation is that their projects will “go faster.” When most people think of faster they think of getting all the work done sooner. And they are not wrong to think that way. A recent industry survey [PDF] and other sources point to increased productivity as one of the benefits of agile practices. I do not dispute this but I’d like to look at faster from a different perspective. Agile practices pave the road, so to speak. It doesn’t matter how fast your car can go if you are driving on a dirt road.

Pave the Road to Agile Transformation

Magical Agile Transformations?

In this discussion I will focus on Scrum as the framework the team has chosen in order to become agile. Assume a team of good people is formed, trained in Scrum and starts Sprint 1. Suddenly the programmers can write code faster? Or the product owner can define features faster and tests are written and run faster? No, there is no magic. The reality is that most of the individuals on the team are just as fast at their usual tasks as they were before Scrum. Each individual, in fact, is probably not any faster at their specialized skill even after several sprints.

So, given that the individuals on the team are not actually faster, what is happening to make productivity go up? Or does it only look like productivity is up? [Read more...]

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Defining and Achieving True Collaboration

The word collaboration is everywhere these days. Talks, meetings, conversations are almost sure to include it. Managers praise the powers of collaboration. People cite “collaborative efforts” and “collaboration is key.” This is all fine, except, I don’t think many of those speaking know what collaboration really means. In fact, I know from personal experience that many things later labeled as “a collaboration” were not collaborative at all.

Some of the problem is that the word collaboration is often used as a synonym for three other words that start with C: Communication, coordination, and cooperation. There is a difference between these words, one which most people don’t know or don’t see as important. It is important to understand what collaboration really means. Especially if you aspire to achieve it!

Let me illustrate the differences between these terms. I’ll use the Cambridge Dictionary of American English and my own understandings. Then we can see why collaboration is both highly desirable and hard to achieve. [Read more...]

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Agile Estimation: Does Size Really Matter?

Hi! We’re Alan Dayley and Tom Looy, two of the agile coaches at BigVisible. On November 30th we participated in a live debate on agile estimation to discuss the following question: “Is sizing user stories using story points a form of waste for XP, Scrum, or Kanban teams?”

But before we start the debate we want it be clear that when we talk about agile estimation, we’re talking about sizing user stories, not estimating user stories. We are both in firm agreement that estimating user stories is a bad idea. Here’s why.

[Read more...]

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Why a Dedicated ScrumMaster?

Must a Scrum team have a dedicated ScrumMaster? By “dedicated,” I mean that the ScrumMaster role is filled by one person, on one team, and is not expected to do any other type of work on that team or any other team.

Must? Should? May?
[Read more...]

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