Last week Sarah and I were honoured to run a workshop at Agile Tour. Our workshop posed the challenge to attendees to go “From post it to prototype in 90 min”. Could we go through Discovery and Alpha, from problem statement to paper prototype, including introducing a product delivery framework, a simulated scenario and a toolkit of techniques to use.
There is a common trend for teams to push ahead with partially completed work, irrespective if it no longer aligns to our goals. It feels counter intuitive to halt this work, but if done in a conscious and informed manner, I encourage teams to have the brave and open conversation about whether they are still aligned to their goals.
Too often teams feel disconnected from their leaders and the company's strategy and vision.
We need to put a focus back on connecting the dancefloor with the balcony.
Today Web Directions launched Transform 2017, Australia’s Digital Government Conference, to be held in Canberra late March.
I’m excited to be representing Pragmateam's transformation experiences in two parts.
Learning and sharing is a key ingredient within Pragmateam’s culture. While we have a very healthy internal shareback rhythm (more about this later) we also actively seek ways to give back to the community, sharing our techniques, experiments and learnings.
September marked the 2 year anniversary of Pragmateam. It felt timely to reflect.
While I wouldn’t say every day over the last 2 years has been smooth sailing (we would be bored, unhappy and missing a lot of great lessons for life if it were), as company directors there are a few key principles Juliano and I have subconsciously adopted which I believe have assisted us to stay on course.
In the spirit of continuous improvement, we should always be actively seeking feedback, opportunities to do better next time.
At Pragmateam we believe in learning and improving so much so that we have captured a number of OKRs around learning culture, one specifically regarding meetings, workshops and sessions.
Sprint Planning is one of the well-known “ceremonies” within the Scrum framework. While at Pragmateam we absolutely see the value in planning, we typically approach Sprint Planning from a perspective of flow. The question we want to answer during sprint planning: How do we use the weekly/fortnightly conversation to continue the momentum of the previous sprint?
Delivery-orientated coaching means showing things rather than talking about them. Coaching a team in 'advisory mode' (ie. not being hands-on in delivery) is a difficult and long path to proper agile delivery. If the team hasn’t seen what ‘good agile’ looks like, how would they know where they are heading? Hands-off advice from a coach doesn't usually help.
There are many interpretations of “Agile”, varying processes and methodologies, such as Scrum or Kanban. However, the implementation of Agile techniques and practices needs to be contextual to the environment and constraints. A purist implementation will be at the detriment of the organisation. As such, teams are encouraged to consider Agile a toolkit and apply relative to the problem they are looking to solve.
Instead of a reason not to run a retro, a slow sprint can be a tremendous opportunity: How often does your team take the time to reflect on topics outside of the regular sprint activities?
We argue that Retrospectives are the most essential of all Agile practices. Not only do they embody the agile purpose of continuous improvement, they also create a learning culture. They are the engine that drives teams to perform better over time. Retrospectives should happen at regular intervals, which means they should be repetitive in occurrence. But they should not be repetitive in nature.
Every workshop we do to kick off a project has some aspect of team building in it. The main reasons of course are to allow people to get to know each other, to feel comfortable working with each other, and to break the mould of the day-to-day.
As facilitators we have many tips and tricks in our toolkit. But of all them, “icebreakers” tend to get the most apprehensive reaction.
"Agile Coach" is an extremely overused term today: it seems like every company wants one and lots of people refer to themselves as that. At the end of the day, Agile is a means for better delivery of business value.
Sydney Scrum presentation - Agile recipes on how to scale and survive: Telstra Digital's story.
Recently workshopping with one of our clients, we were asked to take the attendees back to basics, "what does Agile look like"? As you can imagine, this is a pretty broad sweeping question with many possible answers.