Author: Ram Srinivasan When organizations are adopting Scrum, they are always confronted with how long their Sprints should be. Scrum merely provides guidelines that Sprints can be anywhere from 1 week to 4 weeks long. The Sprint is a feedback loop, providing an opportunity for the stakeholders and the Scrum Team to Inspect and Adapt (the product, and the … Read more
The following Coach’s Experience Report describes various teachings of Large Scale Scrum (LeSS) framework in the context of their practical use by Agile Coach. What is below does not represent a single case with a single organization or company. Rather, experiences with multiple organizations, under different conditions are being described. By the same reasoning, … Read more
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Author: Bas Vodde Since last newsletter, several case studies have been published: LeSS adoption at a bavarian car manufacturer (BMW Group) LeSS Adoption for a Safety & Security Management Product More available on the case study page Some LeSS related videos you might be interested in: Fireside Story during meet-up in London – Bas Vodde … Read more
Authors: Gene Gendel and Erin Perry High performing organizations, high performing teams, and high performing people do not often happen organically. They are a return on investment. We’ve spent time in the trenches, both giving and receiving coaching, at organizations of all sizes: from small startups to large enterprises. In this article, we will use … Read more
https://www.youtube.com/watch?v=MrIZMuvjTws
Author: Gene Gendel This paper, originally written in February 2013, brings to light some of the least-discussed topics and consequences of “broadband agilization” that currently take place in the industry. The materials of this paper are subdivided into two general sections: The first section describes certain impacts that Agile has on individuals and their personal … Read more
Author: Gene Gendel There are four commonly known ways that teams use to handle production support, or other “interrupt” items. Frequently, these items are classified by “levels” of priority/criticality, with L1 being the lowest and L3 being the highest priority. As we continue from Part 1 of this two-part article, we look at the remaining … Read more
Author: Gene Gendel In an ideal world, a cross-functional Scrum team must be fully focused on Scrum. The team is also expected to hear a voice of one customer only: the product owner. But what happens when reality intervenes and you get pulled in other directions? In this two-part article I will: Highlight common interrupt … Read more
Author: Gene Gendel Imagine: You are about to form a new feature team that is composed of bright, cross-functional experts, self-motivated and self-managed. They all worked in Scrum settings before and are fully supportive of Agile principles. The organization they work for is properly structured and it nicely supports the adoption of Agile/Kaizen culture. Imagine … Read more
