Sebastian Gebski

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

Sebastian Gebski

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
Sebastian Gebski

"Deadline."

"Commitment to the fixed scope."

"Requirements specification."

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
Sebastian Gebski

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

Sebastian Gebski

Self-governing, self-stating, self-managing, self-organizing TEAM.
Combined human potential. Direct interactions & co-operation. Simplifying communication routes.
Power to the (team) people.
Yay.

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?

Plenty

Sebastian Gebski

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
Sebastian Gebski

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.

What?!

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