[The Test Automation expert] said that what I proposed was not a "best practice" and that everyone, the whole industry, was using the tools in the way that he described how they should be used. My response was to simply say "they are all wrong."
Keeping track of the backlog in a Scrum project is a challenge. It quickly grows to hundreds of items that are in various state of readiness for inclusion in a sprint. In my current project, we’ve setup a Kanban board to help managing the backlog and make our backlog grooming sessions efficient.
I love the principles behind Kanban. I really do! Despite the occasional clash with the Great Leader. But I have been unsuccessful trying to apply a Kanban board to the work I’m doing with my team members. I simply cannot seem to fit the tool to the way we do our jobs…
Our relationships with others form the foundation of our reality. Sadly, we are habituated on twisting and distorting our “reality” of these relationships to protect our ego. The net result is that we are the authors of much of the conflict in out lives.
Today I came across yet another job ad for a ScrumMaster—sadly posted to an Agile online group. Here it is, in its essence. I have bolded the terms that especially jarred, but the tone of the whole thing was seriously misguided. So here is an example of how not to write an Agile job ad.
For years I’ve assumed that when Agile principles succeeded at a team level they would naturally spread to other teams in the organisation until eventually the whole organisation would embrace openness and failing fast.
The insufficiency of Scrum is a fallacy perpetrated by teams that don’t step up their practices in concert with their planning and don’t really want to make it work anyway. You can fail doing Kanban, XP, Merise and SSADM just as easily unless you have good engineering practices as well.
Feature-itis. It’s an agile Product Owner game. It’s when the Product
Owner says, in his or her best George Carlin voice, “Gimme Features. I
don’t care about no stinkin’ framework. I don’t care about no technical
debt. I don’t care that...
Deadlines have their roots in motivating workers who were thought to need extrinsic motivation in order to avoid slacking off. Jabe contrasts this view with Deming's view that extrinsic motivation (deadlines, fear, money, etc) can actually rob us of our intrinsic motivation.
An office might not seem like an unhealthy working environment when compared to factories and car garages. Working in an office demands sitting for long periods of time working in front of a computer which means comfort and right posture is of the utmost importance.
It was the nth time that a supplier has failed us. If we analyze it logically, there were two options: Get mad or roll with the punches. Since we’re not Vulcan, it’s not really a logical choice: what we felt is anger, defeat. Or both.