SAFe - the scaled agile framework - attempts to bring agility and scrum to large enterprises. In my experience, it fails and is not agile.
Humility is the key to leading and building agile teams and organizations. Here’s why.
One of the most common complaints from teams going through an agile transformation is that their bosses don’t get it. The teams are asked to change how they work but the demands coming from stakeholders and executives continue to demand fixed time and scope commitments. The vocabulary changes but the language stays the same. In … Continue reading How to get executive buy-in for Agile using two popular product development approaches
Leading with negativity -- as a victim of your agile transformation -- is a sure fire recipe for it failing.
I work with teams around the world every day helping them implement objectives and key results. I’ve written about OKR here a lot over the last few years and now, as the goal-setting framework is catching on broadly, the anti-patterns have become increasingly obvious. One such anti-pattern I’ve noticed recently is teams reverse engineering their … Continue reading OKR anti-pattern: reverse engineering key results to match your backlog
One of the most powerful agile tactics is timeboxing. With remote teams it's hard to coordinate time keeping. These 10 fun web-based timers can help with that.
It's easy to blame HR for your team's shortfalls. In the end though, it's your fault and responsibilty.
There are always excuses for why our teams can’t innovate or be agile. Constraints shouldn’t be one of them. In fact, they can be the source of these desired qualities. Here’s why.
Give your teams the best tools to do their best job.
Visualizing a system is the fastest way to build shared understanding. Here's why.