How scaling agile made me swear in public bus, line #116

How scaling agile made me swear in public bus, line #116

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 for testing their piece & all the junction points with other "modules" (or whatever else is it interfacing with) And I was fully convinced that this is the best approach to code…

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If you think Agile is not about discipline, ... think twice

If you think Agile is not about discipline, ... think twice

"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 or MHs velocity varies from sprint to sprint & everyone's cool with that (by default) no big deal if something from sprint backlog doesn't fit in sprint in the end…

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How Agile happens - the story about storks, sauerkraut & top-down

How Agile happens - the story about storks, sauerkraut & top-down

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 now subordinates politely wait for what their superiors come up with (behind the closed door of their ivory tower, of course): what kind of new (& obligatory) tools they will bring how will the new development…

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Condemned to oblivion? Project Managers in Agile world

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 of people think that way - due to dogmatic interpretation of Agile Manifesto or just because they've crossed paths with some asshole-manager (who didn't ...) & they don't want to refresh the experience. But to be honest…

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Following the flock - can every team adopt Agile?

Following the flock - can every team adopt Agile?

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 just during the meetings ... sprint ends when NN% of approval tests are marked as completed ... ... and other crap like that. It may have been a bit funny, if it wasn't for real. But in such…

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Tiers VS spikes: share your cookie the Agile way

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 2yo daughter how was her day: she may show me her Kanban board and that would be too much. Nevertheless, there's one strictly Agile topic I feel an urgent desire to write about, because recently I've…

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Agile By Example 2014 - my (partially serious) review

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 & giggles, of course ;> So, please give a short round of applause for my Evil Twin - Mr. Corpo Enterprisesson who will pair with me for the sole purpose of writing this review ... What's…

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Certifications suck. I do them anyway.

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 serve this purpose. What about Agile? Agile is more a mindset than a fixed methodology - doesn't it say that individuals & interactions go above processes & tools? Isn't it about adapting to the situation instead…

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