Improving – Going Deeper/better
SPC Class Reading List
These are reading recommendations from SPC class co-trained by Joe Vallone and Yuval Yeret in Santa Clara on January 2017 Amazon.com: Skunk Works: A Personal Memoir of My Years
These are reading recommendations from SPC class co-trained by Joe Vallone and Yuval Yeret in Santa Clara on January 2017 Amazon.com: Skunk Works: A Personal Memoir of My Years
One of the major topics that intimidate test engineers is the No-QA question or approach (depending on your view of it).
I heard such responses after the session “Fiverr delivering fast..No QA”, by Gil Wasserman, Fiverr VP R&D, at our Agile Israel 2016 event. QA members asked me if they should look for their next role, and I keep hearing this concern whenever this topic arises.
So, is it true? Should we eliminate the QA role? Or better say – merge it into the developer’s role?
AgileSparks Provides a Successful Agile Transformation at William HillIndustryEntertainment, Betting, and GamingSolutionCross functional Product Dev cells, working in Scrum and KanbanResults
Productivity Increased – Moving from delivering 1 application per month to 10 in a quarter
Significant quality increase – Number of rollbacks reduced
A better starting point, focusing on unique developments that serve the business
Teams satisfaction increased
Last week I helped facilitate Program Increment (PI) Planning for an Agile Release Train (ART) practicing the Scaled Agile Framework (SAFe). One impediment for this ART was that although the leadership team ROAMed risks in PI Planning as well as continued to manage the flow of risks/issues using a ROAMing Kanban Board throughout PI execution, there wasn’t enough clarity and alignment around what exactly would Owning a risk look like and what are the expected deliverables/objectives.
A Quick Fun Way to Understand the Basic Concept of Iterative Incremental Development A fundamental aspect of Agility is incremental and iterative development. It’s so
A big problem with a garden is that it doesn’t stop growing. And so does the scope of a software development project.
A lot of effort is invested by gardeners in fighting the growing garden. They are constantly weeding, pruning, and trimming to control how the garden looks and to make sure it best serves its purpose.
How much are you investing in weeding your scope?
Invitation and Pull-based approaches for implementing agile at scale have been a reoccurring theme in my work, writing, and talks in recent years – including
How to use:
Gather your team
Go through the scan and score what you are doing and what not.
Figure out what you want to try next that will improve your capabilities in the relevant direction.
In a recent Agile Marketing Meetup in Boston we tried to figure out how mature are the Agile Marketing teams/organizations out there. Last week I helped facilitate a third quarterly Agile planning event (also known as SAFe PI Planning or Big Room Planning) for a group of agile marketers I’ve been working with for the past year. This was a good opportunity to ask this question.
There is nothing like a good long run for clear thinking and giving rise to new ideas. This post is a result of my weekend run, and it’s about managers and why it is so hard to impact their mindset in the Agile journey.
The idea originated as a result of my experience working with this company where the managers find it extremely difficult to relate to the newly formed scrum teams and instead keep communicating with their original teams (Dev and QA teams) and at the same time keep complaining about how the “scrum teams” are not accountable for their end-to-end deliveries.
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