Your customer asked you to build road between Amsterdam and Heusden. You did. You proudly show your customer the highway. She arrives at Heusden and she does not like it. This is not the Heusden she wanted to connect to Amsterdam. Now what? How could you have done it better, and cheaper?
What is the right balance between purity and compromise, in the context of enterprise change? Should you accept reality and make it very clear that you don’t agree with it? Should you focus on the pain points and making a difference there? Or should you suggest radical changes? Here’s an interesting perspective.
A tiered model is very common in Agile organisations. It consists of multiple products and multiple teams working together. The upper tier is portfolio management while the bottom tier is the Agile teams delivering products incrementally. How do Product Ownership, portfolio management and delivery teams come together? Here’s an overview.
How do you structure your coaching? Coaching cards provide a good structural foundation. But what should be the structure of a good coaching card? What should you capture on these cards? Here’s a look at how to use coaching cards to give your coaching some structure.
You are in the process of prioritising your backlog. Should you prioritise the item with the highest value at the top, and accept a bit of delay? Or prioritise the shortest item that you can take to the market first, which carries just enough value? How does cost of delay impact your value proposition? Have a look.
User stories should deliver clear benefit. User stories must be small enough to enable a shippable increment delivered at the end of each iteration. How do you balance these two i.e. break down large stories into smaller ones that still enable you to deliver concrete value? Here’s how.
Service oriented architecture is good for managing organisational and system complexity. If you have both, you should consider a distributed system architecture like micro services and SOA. What what if you have one of the two complexities, either organisational or system, should you consider SOA? Or would your run the risk of scaling improperly?
AGILE
How to Apply Dimensional Planning?
Your customer asked you to build road between Amsterdam and Heusden. You did. You proudly show your customer the highway. She arrives at Heusden and she does not like it. This is not the Heusden she wanted to connect to Amsterdam. Now what? How could you have done it better, and cheaper?
hanoulle.be
Is it Dangerous to Compromise?
What is the right balance between purity and compromise, in the context of enterprise change? Should you accept reality and make it very clear that you don’t agree with it? Should you focus on the pain points and making a difference there? Or should you suggest radical changes? Here’s an interesting perspective.
cognitive-edge.com
TEAMS
How to Make Agile Development And Portfolio Management Work?
A tiered model is very common in Agile organisations. It consists of multiple products and multiple teams working together. The upper tier is portfolio management while the bottom tier is the Agile teams delivering products incrementally. How do Product Ownership, portfolio management and delivery teams come together? Here’s an overview.
leadingagile.com
SCRUM MASTER, COACH
How to Use Coaching Cards?
How do you structure your coaching? Coaching cards provide a good structural foundation. But what should be the structure of a good coaching card? What should you capture on these cards? Here’s a look at how to use coaching cards to give your coaching some structure.
agile42.com
PRODUCT OWNER
How Cost of Delay Affects Your Prioritisation?
You are in the process of prioritising your backlog. Should you prioritise the item with the highest value at the top, and accept a bit of delay? Or prioritise the shortest item that you can take to the market first, which carries just enough value? How does cost of delay impact your value proposition? Have a look.
leadingagile.com
How do You Write Small Stories That are Still Valuable?
User stories should deliver clear benefit. User stories must be small enough to enable a shippable increment delivered at the end of each iteration. How do you balance these two i.e. break down large stories into smaller ones that still enable you to deliver concrete value? Here’s how.
agileconnection.com
DEVELOPER
Why You May Not Need Service Oriented Architecture at All?
Service oriented architecture is good for managing organisational and system complexity. If you have both, you should consider a distributed system architecture like micro services and SOA. What what if you have one of the two complexities, either organisational or system, should you consider SOA? Or would your run the risk of scaling improperly?
dzone.com
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