I can’t remember the last time that I had the occasion to wear my smart black suit pants but it was well before the start of Covid. However, International Breast Cancer Awareness Day provided the catalyst to examine a forgotten part of my closet and ‘dress smart’ for a change. The dress code was a simple “wear pink” so out came my suave pink dress shirt and matching tie that I bought in Rome* many years ago.Continue reading “My Big, Fat Beer Belly Helps Explain Quarterly Objectives”
Quick Explanation for Foreign Readers
For those on other parts of the planet, loadshedding is a shameful South African phenomenon that started in 2007 and has become progressively worse. The inability of the state-run electricity public utility monopoly to produce enough power for the country means that scheduled rolling blackouts are experienced for up to 12 hours per day. These rolling blackouts are euphemistically called ‘loadshedding’.
My wife and I are both firmly in the hybrid work model, spending roughly half of our salaried time working from home. Therefore, we urgently needed to implement some counter loadshedding measures.Continue reading “Using Load Shedding to explain Quarterly PI Objectives”
As a first-time visitor to New York, I was faced with limitless tourist opportunities but had a finite period of time – just 48 hours – in which to accomplish everything. With an infinite backlog of exciting experiences and countless possibilities, demand far exceeded supply. Sound familiar? This is a challenge faced by all agile teams.
I had just attended the Scaled Agile (SAFe) Summit in Denver and was making the most of my carbon footprint by facilitating some workshops with our New York team the following week. I decided to practice what I preach as an agile coach (and applied some of what I learned at the SAFe Summit) by setting myself some TI (Tourist Increment) objectives for my weekend in New York.
When it comes to behavioural science, I am an enthusiastic amateur. I guess the same could be said for my marathon running infatuation which, although prolific with over 250 completed, is still firmly footed in the ‘recreational amateur’ category. My payslip reads ‘Agile Coach’ so I’d like to think that I’ve managed to breach the amateur category in my chosen career (but you might need to check with my colleagues to confirm whether I do indeed qualify as a professional). It’s not often that running, behavioural science and agile coaching intersect but recently they did, so I decided to use the opportunity to run an experiment and this is what happened. Continue reading “A Behavioural Science Experiment to get Leaders to Complete an Agile Maturity Assessment”
The final season of The Walking Dead is currently airing so I thought I’d use the show’s premise – surviving the zombie apocalypse – to explain how agile teams and agile release trains (ARTs) work, as well as the difference between the two.
The executive summary is that:
- An agile team is like your family unit – your survival is integrally linked to how well you work together as a team and utilise your complementary skills to overcome your daily challenges.
- An ART is like your village – a community of family units who, when working together effectively, can achieve much more (and survive much longer) than individual family units.
- Moving from a family unit to a settlement requires giving up some autonomy but the benefits of being part of a team of teams in a settlement vastly outweighs the loss of absolute autonomy.
- How important is a Scrum Master to a team?
- Can an experienced Scrum Master with no domain knowledge have an immediate impact on a team?
- How important are realistic sprint commitments?
Here’s a quick article answering all the above questions. Spoiler alert: The short answers are (1) Very, (2) Yes and (3) Very. Continue reading “The immediate impact of Scrum Masters (and how reducing committed work leads to more delivery)”