"There's always a duck" is a LeanPub book written by Elisabeth Hendrickson (a friend of mine). You can find the book here. Since it is a LeanPub book, I can't review it on Amazon.com therefore I'll just post it on my
Today, accidentally, we invented a new term: Dependency Objection :) We started using dependency objection in design by preventing dependencies so that we don't need to inject them anymore later. Thus prefer to do DO over DI. Interesting...
PSPI (Potentially Shippable Product Increment) is an important concept in Scrum framework. At the end of sprint, team is supposed to deliver a potentially shippable product increment. The focus of PSPI is on the readiness of the delivery. MVP (Minimum Viable Product) is a term popularized in lean startup. It&
Self-organizing team is an essential element in Scrum. ScrumMaster has the responsibility to help team become self-organizing. Agile coaches often give the suggestion that you should take the problem to team. While this is a good suggestion, it is too much simplified thus not used effectively in practice. I'
I worked with an organization that adopted Scrum for months. Their traditional release milestone for "content frozen" still kept, and I found that they had assigned all features to teams in sprints on that milestone. I asked, "wouldn't it be change on requirements while you
It is a well-known but still common mistake that many organizations during their Scrum transformation try to map their existing roles such as project managers into Scrum Master role. Recently, i notice that same happens to PO role as well. Not realizing that PO is a new role is as
Recently, while i coach a product development organization on Scrum, i notice that they have made all former team leaders as ScrumMasters. Though this arrangement itself may not be a problem, the reason behind that decision certainly concerns me. ScrumMaster has challenge on leading the team, because team does not
Singapore Airlines is one of the worlds most respected airlines. They keep winning airline awards. I happened to live in Singapore and therefore it is most easy for me to fly Singaporeair. And, I have to admit, it is one of the better airlines and I especially notice this when
Recently, my former NSN colleague, Huang Hongqiang, and me reflected on the lessons learnt from Product Owner perspective during our Agile transformation. We used to work together for one product area with 100+ people, 10+ teams for more than 3 years. He has been the Area Product Owner, who provides
I recently attended a sprint review. It went on like this. PO checked every acceptance criteria in details, and criticized as much as he could; while team defended and demanded for acceptance, as much as they could. I heard comments as below. * From team, "we will only work on
This post relates to a post written by a friend George Dinwiddie related to the Satir Change Model. In the post he refers to a tweet I made related to the Satir Change Model. I'd like to add some clarification and argue that it is not "just
I have been implementing, and suggesting others to implement, solid team in Scrum context. I consider this as essential because virtual team structure so often leads to unaligned purpose and goals, since the respective managers still try to enforce their (e.g. functional) goals on the members who now work