Category Archives: Better Agile

Being Agile is our favorite thing

Here is a fun video from Thoughtworks, titled “Being Agile is our favorite thing.” It might be used as some “evidence” to use to start a retrospective.

Mura, Muri, Muda

These are Lean words, in Japanese, and I always get them confused, especially the first two, so I am doing this post partly to remind me what each word means. They are all in the negative. Mura: Unevenness of flow. Thus, the first thing to do is establish a reasonable pull, an even flow. Muri: […]

Do we need a coach? Do we need a coach now?

Here are some questions that come up again and again: Do we need a coach? Do we really need a ScrumMaster? How much time should a ScrumMaster give a team?  How good do they need to be? Will we always need one? I am a coach, so perhaps I am biased. Still, bear with me […]

The Nokia Test (3): Agile Specifications

The third line in the Nokia Test is: “The Iteration must start before the specification is complete.” What does this mean? The first practical goal was to eliminate the analysis paralysis and delay associated with waiting until the specification was “complete.” I don’t know all the details at Nokia, but I have lived them at […]

Toward a general theory of Business Value

The title of this post is a little highfalutin, but it gets the idea across I hope. After many discussions with people about this subject, I find that the words “Business Value” tend to mean something very narrow to most individuals. For example, the words often mean, mostly: “the numbers we put on the story […]

The Nokia Test

Nokia (the cell phone maker) uses Scrum. Well, actually it is/was a small Euro 50 billion joint venture called Nokia Siemens Networks. They have developed a test to check whether a team is really using Scrum or just doing what I call Cowboy Agile, or doing Agilefall (talking Agile terms, but really doing mostly waterfall). […]

Top Enterprise Impediments – Part 2

This post is a continuation of the previous post on Top Enterprise Impediments. Here we add three more impediments. None or minimal business commitment. This problem is very common. It derives in part from the business people viewing Lean-Agile as a technology initiative. It also derives from the business people believing in magic. I mean: […]

Some Top Enterprise Impediments

I have had several conversations on this topic lately, so I thought I would post some thoughts. Actually, this will take several posts. (And one could argue that many earlier posts are also about this topic.) My aim in the comments below is to identify and describe the main impediments that are most typical in […]

Delivering Solutions

As I was saying earlier, in all my clients there is this divide between business and technology. “I’m a business guy, not a technology guy.” “Oh, I work in IT; go ask the business folks that.” This is not a helpful distinction. The customer does not want business or technology or even a product. The […]

Leaders, Managers, Bosses, and Administrators

This is another blog post inspired by the Poppendiecks, their books and their interest in Lean. In their book “Implementing Lean Software Development: From Concept to Cash,” the Poppendiecks talk, as one of their topics, about leadership. They raise several excellent points. A team needs leadership. Which is to say, vision. Someone to inspire and […]