I am sort of conference junkie. I'll skip the 'why' part, because I've described it already once or twice - instead I'll get back to what I like MOST (relax, just one thing) about conferences & why I attend them instead of just watching the videos published afterwards: to meet (in person) the practitioners who've succeeded greatly, listen to their stories & ask them
This blog post is about Enterprises whose core business is NOT IT, but they consider IT services as an important part of their everyday operations.
Large Enterprises in 2015 (at least in Europe) are pretty from what we remember from 2000, 2005, 2010. There are still some dinosaurs & they'll be here for a lot of time, but there are many companies who have
Few days ago I've written a blog post about feature teams - I wasn't hiding that it was inspired by C. Larman's book about scaling Agile. Or rather by one of the chapters that I've found very interesting & thought-provoking. There's another excerpt I keep coming back to, because I've found it very genuine & important:
"The project manager became responsible for the coordination
I've always had a clear vision of how code ownership should look alike:
- each piece of code should be owner by 1 team
- code should be divided domain-wise (not tier-wise, so no "component teams", please)
- responsibility of the owner is not only for writing code, but also deploying, troubleshooting, supporting & maintaining as well
- in terms of testing - the owner team is responsible
"Commitment to the fixed scope."
Those three statements have made my flesh creep, did you get the same sensation? They are definitive, they are scrict, there are about formal responsibility & discipline. And they are the essence of traditional, waterfall approach.
Agile seems far more relaxed about that:
- story points are not exchangeable for any currency, they don't translate to MDs
There's one thing that freaks me about agile adoption in large enterprises. WAIT. NO.
There's one thing that particularly freaks me about agile adoption in large enterprises:
Full conviction that it can be done only in a top-down way
It has to be a shift in company's strategy, idea of chairman who had just recently had lunch with someone who's company's doing Agile. And
Self-governing, self-stating, self-managing, self-organizing TEAM.
Combined human potential. Direct interactions & co-operation. Simplifying communication routes.
Power to the (team) people.
Yes, that's right, agile approach promotes all the team-related statements listed above. Scrum team, in favorable circumstances, can perform magnificently without any kind of manager support (not mentioning one onboard). But does it mean that agile projects ...
... don't need managers at all?
Everyone is doing some sort-of-Agile stuff these days (you wouldn't believe me, if I could tell you ... I was surprised myself ;>). As a result, I'm clenching my fists while listening about ...
- test (or integration) sprints ...
- velocity variance between sprints limited to X% ...
- 1m sprints grouped in 3m increments, grouped in 6-9m releases (YES, you've read it correctly) ...
- POs obliged to meet the Dev Team
There are days when each discussion after some time leans toward Agile methods, and it doesn't matter whether it has started with music gig, lunch place idea or recently published book :) - the end is inevitable. Today, I feel like past two weeks consisted only of those days - that freaks me out a bit & now I'm a bit reluctant to ask my
Agile By Example 2014 is over. Fortunately this year I didn't have to cancel in the very last moment, so in the end I was able to participate ;P I won't keep you hanging for long then - how was it? It was great :) I'll bring on some more details below, but ...
... it will be a review "with a twist". Why? For kicks &
I've just passed PMI-ACP exam - which is the main requirement to obtain the PMI-ACP certification. For those who didn't check the link: ACP stands for Agile Certified Practicioner.
Certifications like PMP, PRINCE2, ITIL are by definition quite formal - the knowledge domain is precise, the terminology is set, the exam scope is given - methodology / framework / library has its clear boundaries that
About two weeks ago Agile Warsaw snatched Jurgen Appelo (who by any chance had some workshops in Poland) to give a short speech for our little :) community. If you have no clue about who's this guy, you may give a try to his renown book about management in agile environment - you won't regret it. Anyway, back to Jurgen's speech - I'm not going