• Issue 64 - June 2, 2016


    Building High Speed Adaptive Organisations

    How does Lean help organisations manage agile transformations at scale through co-creation and validated learning? How to use Change Canvas to collaboratively design a potential Agile change? How to build a feedback-rich change plan through the use of Change Streams? And then, how to validate change through explicit expectations of participation? Find out here (video webinar)


    Scrum and Kanban for Agile Marketing

    Delivering experimental campaigns, getting feedback, iterating, and then building on the winning concept is needed to succeed in marketing today. Sound very much like marketing done in an Agile way. How would you run marketing using Scrum, what would sprint planning and review look like? What about daily Scrums? What if you want to use Kanban to optimise flow in your marketing? How would that work? Have a look.


    How Google Mitigate Flaky Testing?

    You run continuous integration and have automated test. But, some of the tests exhibit both a passing and a failing result with the same code. Puzzling. That’s flaky test. There maybe many reasons for this, i.e. concurrency, relying on non-deterministic or undefined behaviours, flaky third party code or infrastructure problems. But how do you deal with the flaky tests? And how do you eliminate those? Here’s how teams at Google do it.


    Dangerous Misalignment

    If we have the same goal, it’s still very likely to be misaligned in terms of how are we going to achieve that goal. It’s depicted clearly in this comic take on misalignment.


    Key Questions for First Time Scrum Masters

    You know someone who’s the first time Scrum Master. How do you help them work with the team issues (such as the blame-game, inflated egos, etc.) as they transition from a conventional organisation to a flat organisation? How do they handle pressure from stakeholders to deliver more? What are some key organisation and team level questions for the first time Scrum Masters? Have a look.


    Activity Oriented vs Outcome Oriented Teams

    Significant software development effort requires several different activities to occur: analysis, user experience design, development, testing. Organising by activity gets in the way of lowering batch size of work that is handed-off between teams. Activity-oriented teams are prone to optimise for their own activity and not for the bigger picture of delivering useful software. What works better? Outcome oriented teams. Here’s how.


    Do Code Reviews Actually Save Time?

    “What do you mean ‘pair programming’ — we’ll get half of the work done for the same payout in salary?” This is a common confusion surrounding pair programming and code reviews. Do code reviews actually save time? If so, where does the time saving come from? Have a look.


    Conquering the Shiny Squirrel

    Just because you can do it, doesn’t mean you should do it. When it comes to optimal processing speed, the brain processes high-cognitive tasks sequentially – one thing at a time, one after the other. We pay the cost when there is a disruption in that workflow, we incur not just a carry-over cost from the first task, but a ramp-up cost for the second. Here’s what may work.