Here is an extract (pages 106-113) I would like to share because it gives a brilliant overview about Lean, Scrum, XP (Extreme Programming) and Kanban.Continue reading Learn from the Trenches – Lean, Scrum, XP and Kanban in a nutshell
Following a presentation I did for my colleagues at Altran Belgium, here are some notes about my own perspective on Agile applied to the change in the way companies work today.
Agile is a mindset, a culture, some even say it is a philosophy, so it can be applied to all aspects in life. Specifying “Corporate” means how business and companies handle rapid changes and adapt successfully within their VUCA environment. When becoming Agile, a company’s structure and way of working can be highly impacted.
Introduction to Certified Scrum Master
Who is the Scrum Master?
In one of our previous blog posts, Rumesh Wijetunge wrote some relevant insights about the role of Scrum Master. Wearing different hats, coach, enabler, facilitator, team leader, problem-solver, s/he is in charge of giving right directions to team members so that they reach objectives. First promoter of Agile mindset, values and principles, the Scrum Master uses the Scrum framework to help a team understanding, working on and achieving a common goal.
I) Introduction to Professional Scrum Master
Who is Professional Scrum Master (PSM)?
We partially give some elements in a previous article on our blog: “ How To Choose A Scrum Master? “. On top of that, it is important to highlight that the Professional Scrum Master wear different hats according to the context: s/he is a coach, facilitator, enabler, problem- solver, proxy. His/Her main characteristic is to embody Servant Leadership. And basically, as the first promoter of Agile in the organization, s/he truly has the Agile mindset and is more than willing to share it.
Leon Tranter provides solid reminders about why Agile is not just about software but requires change in the whole organisation: business, people management, funding, accounting, marketing, product and not project management, risk management, and of course software development and maintenance.
Below you find some extracts, that I think are the key points, from his article.
Steve Denning writes outstanding articles about Agile, and I would like to give you some insights: here are some extracts from Ten Agile Axioms That Make Managers Anxious published in June on forbes.com.
Most managers have themselves grasped the need to be agile: a recent Deloitte survey (PDF) of more than 10,000 business leaders across 140 countries revealed that nearly all surveyed respondents (94%) report that “agility and collaboration” are critical to their organization’s success. Yet only 6% say that they are “highly agile today.” So, what’s the problem? Why the 88% gap between aspiration and actuality.
It’s not lack of knowledge as to what is agile management or how to implement it. The Laws of Agile are simple but their implementation is often difficult. That’s in part because they are at odds with some of the basic assumptions and attitudes that have prevailed in managing large organizations for at least a century. For example, Agile makes more money by not focusing on making money. In Agile, control is enhanced by letting go of control. Agile leaders act more like gardeners than commanders. And that’s just the beginning.
That’s one reason why merely training staff on Agile processes and practices by itself won’t make a firm agile. Implementing Agile requires a mindset that is fundamentally different from the traditional preoccupations with profit maximization and a philosophy of controlism.
In the same way as the ‘An Appropriate Use of Metrics‘ and ‘Twenty Top Fails in Executive Agile Leadership’ articles, I propose here some extracts from an article published on the InfoQ website: Agile Development & Remote Teams – Six Powerful Productivity Hacks You Should Know.
In the same way as the ‘Twenty Top Fails in Executive Agile Leadership’ article, I propose here some extracts from a great article written by Patrick Kua: An Appropriate Use of Metrics.
On March 2018, Ian Mitchell published a depth and detailed post about top failures when executives do not assume their leadership responsibilities in the context of an Agile transformation.
For people who would find it TL;TR, here are some extracts to get the main insights.
Pourquoi Agile est en train de conquérir le monde
En 2011, Marc Andreessen écrit dans The Wall Street Journal son célèbre essai, “Why Software Is Eating the World“, qui a créé le cliché que “chaque entreprise a besoin de devenir une entreprise informatique.” (Une mise à jour importante par Jeetu Patel sur la situation en 2016 est disponible “Software is still eating the world.”)