Delivering Training in an Agile Way

When a client asks for a training session, most often the full content of the training is discussed and defined up front. With one client that wanted a week of training I took a different approach. The client an I used a backlog to prioritize training sessions and workshops. We only planned the first days, and reflected and adjusted the training every day of the week. This is a story of how I collaborated with a client in an agile way to ensure that they would get the biggest possible benefit out of a training week that I delivered to them. Continue reading

Increasing Software Quality with Visual Management

One of the principles from agile and lean software development is transparency. Making things visible helps teams to decide what to do and to collaborate effectively with their stakeholders. It can also help to increase the quality of software. This post provides ideas how you can do that. Continue reading

Bottom up je agility verhogen

Agile verandertrajecten worden veelal top down uitgevoerd in organisaties. Zulke trajecten kosten veel tijd en energie van het management en de medewerkers, duren lang, en leveren vaak niet de verwachte voordelen op: de organisatie wordt er niet echt agile van. Een bottom up aanpak, gedreven vanuit de medewerkers, kan ervoor zorgen dat een organisatie sneller en blijvend hun agility verhoogt. Continue reading

Why dedicated Full-Time Scrum masters are hard to implement – and what’s the alternative

More and more organizations are implementing agile with Scrum. They define teams and assign Scrum masters to the teams to start working agile and become self-organized. Although agile looks easy, to implement the Scrum master role often turns out to be problematic. Let’s discuss what makes it so difficult to work with full-time Scrum masters and explore the alternative of having technical people taking the Scrum master role. Continue reading

Getting Retrospective Actions Done

I sometimes hear of teams that have stopped doing retrospectives because they didn’t see any improvements. When I talk with them it often turns out that they didn’t have good actions coming out of the retrospectives, or that the actions weren’t done and kept coming back in the retrospective. No actions leads to no improvement. Here are some suggestions on what you can do to assure that you will have actions from retrospectives that are doable and that those actions get done. Continue reading

The Need for Continuous Improvement in Agile

QCon Beijing Logo

I gave a well received keynote at the QCon Beijing conference, in which I explained why continuous improvement is essential to deliver value with agile. QCon Beijing was the largest QCon conference so far with over 1600 attendants. Continue reading

What if we fail?

Danger Making Mistakes

People are often afraid to make mistakes. They do things to prevent that something might go wrong and avoid doing things that might fail. And if it does go wrong then they don’t talk about it. Is it really bad if once in a while something goes wrong? If something can go wrong, let arrange for it to happen as soon as possible, because then you can quickly learn from it. Create a culture where failure is allowed so that we can all learn from it and find ways to make fewer mistakes! Continue reading