If someone mentions »Kaizen« our bullshit-bingo-alarm rings. We hear about that in every agility training and every second management seminar. Unfortunately we only hear one or two sentences that do not really explain anything, and how to do that I real life is not told anywhere.
Continue reading
After we have – more or less successfully – introduced agility in our organizational unit, sooner or later we also want to know what has changed as a result and whether our efforts have been worthwhile. We also want to know whether the measures from our retrospectives have brought about any change. In short: we want to find out what is changing and how it is changing.
Continue reading
Some companies do not want to introduce either Scrum or Kanban at team level because they do not want to be restricted by existing rule systems (although Kanban does not have any fixed rules at all), but still carry out an agile transformation. So the question is whether it is possible to build an agile organization and go your own way.
Continue reading
Scrum Master is not an apprenticeship and also not a degree. Therefore, every organization is free in its job description and advertisement. What is already difficult enough becomes even more difficult with the requirements: What does a Scrum Master actually have to bring with him?
Continue reading
Agility welcomes change – that sounds very good as a catchphrase, but leads to a lot of confusion in real and (often enough) ugly life outside of seminars and books and so on, because we often find that too much change is not good either. But what is the right measure, or where do we want change and where not?
Continue reading
How often do we find ourselves in the situation that we listen to an endlessly boring PowerPoint Presi, trying look very attentive, but are already half asleep inside and tell ourselves that we could do so much better. Oddly, everyone else thinks exactly the same when it is our turn to give our presentation.
Continue reading
We have learned – and the Scrum Guide requests it – that we have to distribute our roles among different people. Unfortunately, in many organizations the reality is something completely different, and I am not talking about Scrum here, but the general problem that we tend do give our »more capable« colleagues all possible roles. Is that always a stupid idea, r is there a scenario in which it even makes sense to assign double roles? And if not – is there a way out of this mess?
Continue reading
What do we understand under the terminology modern leadership? The answer is as simple as it is frustrating: everyone something else. You can read tons of books on this particular subject and take a whole lot of different seminars, but in the end each organization has to make its own decisions on what to expect from a leader or manager. If you have understood a few simple principles, you are already a big step further down your road.
Continue reading
Often our projects are too big to have a single team working on them. Therefore, we have to find a way of several teams working together. In our example, we have agreed on scrum. What is now our first step?
Continue reading
The Scrum Guide almost only talks about collaboration within a single team. If we plan on scaling Scrum over multiple teams, we soon stumble across some things like SAFe or LeSS. Those are scaled systems, which can be very complex and complicated. What is a reasonable way of doing things, if we just want to talk about something like three teams and not the complete company?
Continue reading
© 2024 Markus Leitner Agile Consulting & Coaching
Theme by Anders Noren — Up ↑
