The Great Wall: Scaling Agile on a Multi-Team Project

If you are launching a large-scale agile project (e.g. one that requires more than a couple of Scrum teams) then careful consideration should be given to how you scale the management of the project. Starting off by applying standard scaled agile management solutions (i.e. Scrum of Scrums or SAFe) may help you feel like you

Planning and Flexibility

Teams that have very limited capacity to do given tasks - a team that has several specialized skills only one person can do, for example - are very fragile, one unplanned absence, resource contention, or other problem and the team will be unable to complete their work in a timely manner. Like in the case of making a plane, being just a little late can carry a steep penalty. We can compensate for this fragility by robust planning and time buffers, but these carry their own costs.

Will Agile Process Work For My Project? Defined vs. Empirical

As an Agile Coach I often get a question about when Agile frameworks should or should not be used. One of these is whether or not an Agile framework is suitable for a particular project or product. This question is not easy to answer, especially since the one asking the question has more knowledge of

Agile Delivery: From ScrumMaster to Team Coach

Several weeks ago, one of my colleagues at BigVisible brought up an interesting concern around agile delivery and the ScrumMaster. How is, he asked, that there are so many ScrumMasters out there who are unprepared for their role on a team? As I thought about it, I realized that the two-day CSM course basically introduces

Extreme Stand-ups: The Cocktail Minute

I’ve been lucky enough to be coaching a rather open-minded team who’s getting on in their journey of “going Agile.”  By most accounts, the team has been thriving: self-selecting prioritized work, organizing around it, taking pride in improved flow and reduced waste.  For the most part, they have been genuinely experiencing the joy of working

Four Pillars of Agile Coaching

Of all the abused words in the Agile domain, none seems to be more abused than the simple word “coaching”. There are numerous people out there professing to be “agile coaches”, and while I don’t mean to denigrate what any of these people do, there is a very broad latitude in the types of things