A few years ago I came to realize that I am passionate about serving others. I've probably been aware of this sub- or semi-consciously for most of my life, but it wasn't until I became a student of the Agile principles and methodologies that I learned the name for my greatest calling: Servant Leadership.
In addition to our regular podcasts, I host a couple lean coffee meetups every month where we get people dropping in who are less experienced yet very curious about Agile methodologies and lean principles. One common theme at these in-person sessions centers around the role of a ScrumMaster, and it's a topic that engages
Back in March I led a pair coaching workshop at Scrum Day Orange County 2015. My goal with the session was to examine a few pair-coaching roles, share a list of competency areas for Scrum Masters, and use dominoes to demonstrate viable situations where pairing will help the coach, her team, or the larger organization.
Most of us work in teams. We go to work and see the same folks each and every day. We check in when we fill our coffee mugs, and we offer a see ya tomorrow when we leave. In between, we work with them - either as a group, in pairs or quasi-independently with occasional
Agile coaching demands many skills of the practitioner. In addition to being conversant in common agile processes, we are also called to serve as teacher, facilitator, mentor, counselor, negotiator, and leader. Of course, this is a partial list; there may be no limit to the skills identified as valuable to our coaching profession.
Where did you
At the latest lean coffee, we had two cards with a similar question: how do you neutralize the bad apples / stop the eye-rolling? Later that night I remembered something I thought might apply, so below I try to craft it into a parable.
(This post offers a huge tip of the hat to Robert
Does your IT organization make a practice of yearly roadmapping? Mine does. The current shop, the previous one, the one before that, and on and on. Just about every technology department I've been a part of does some form of yearly roadmapping exercise. The one characteristic that they all share? They're drudgery.
The process of
Recently I was asked about using Lean Coffee (LC) in the workplace, something I've been doing for the past few years. While I'm a strong advocate for LC's workplace applications, I'd like to start with my view of the broader picture. (I've written about my experiences with LC before, but this post has more experiences to back
[ UPDATE July 2016 - I no longer subscribe completely to the concept of capacity planning, at least to this level of detail. I will keep this post available, but I will not maintain the fancy spreadsheet ;) It's fun to geek out with numbers and formulas, but we could do better having meaningful
Jon recently asked (at 14:00 of episode 3 of the podcast) what's Agile and what's not.
Do you ever hear Oh, that's not Agile as a pejorative? There'a a lot of controversy - even a heated debate - about what constitutes the minimum necessary to still be considered Agile.
Agile, of course, is not one method, but