I’m encountering more and more people that are trying to solve different kinds of problems with Scrum:
People designing Consumer Goods
Accounting professionals focused on Revenue Accounting
Marketers of many kinds
Healthcare professionals.
I’ve been having some interesting discussions with them that I thought I might share.
As a coach helping organizations become agile, I’m asked how to change the mindset of the people, how to help them see things in a
What does Scrum Product Ownership have to do with dinosaurs? Watch to our video below as Yuval Yet, PST gives insightful information about unique value propositions, minimally marketable features, and so much more!
I’m hearing from more and more companies that are using the Entrepreneurial Operating System® (EOS®) and are also looking at or practicing Agile e.g. using
After more than 20 years working in the software industry, 10 of which coaching engineering organizations on their Agile and DevOps journey, Yael Rabinovich, a SAFe (Scaled Agile Framework) Program Consultant and Partner at AgileSparks, will share her experience and present a number of ways that accelerate value delivery at scale. While these ways may look simple at first, they are not easy to implement. Yael will discuss challenges organizations face and the way to overcome them while sharing stories and case studies from international organizations such as Intel, Alcatel Lucent, Motorola and more.
Currently, there is no question that business agility is required. You will also be hard-pressed to find anyone arguing against the core principles of agility.
Recently in retrospectives of one of the scrum teams, one team member had some strong opinions about guidelines that were defined for code reviews. Besides what to review and how to review, the guidelines also had some instructions on who should review which features/stories’ code. He strongly felt that the reviewers for his stories didn’t add much value, the code reviews waited longer for feedback, and the reviewer didn’t seem to have much context, so didn’t add much value. He felt that his design reviewers or his colleagues working on the same story should have been the peer reviewers!
A fresh perspective on uncertainty, complexity, empiricism, and flow and what to do about it.
The COVID-19 pandemic gives us plenty of opportunities to think about uncertainty, and complexity, and how to deal with those using Empiricism.
SAFe includes Scrum – so how come many Scrum practitioners and thought leaders consider it unsafe?
The Scaled Agile Framework (SAFe™) is one of the most popular approaches to applying agile at scale out there. SAFe’s perspective is that “Nothing beats an Agile Team” and it doesn’t try to reinvent the wheel or even innovate too much when it comes to the Team level. It takes advantage of established frameworks and techniques that work well – Scrum being the first and foremost of those.
“There’s no predictability/commitment in Agile”
Over the years I’ve heard my share of these kinds of statements from various levels of executives:
“When my guys run a product development release I really want to know what I will get at the end so I can make business plans accordingly”
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