The Agile Manifesto came about as a response to the software industry's need for disruption. Since its inception in 2001, it has helped in the production of higher quality software through more efficient workflow, which in turn has boosted customer satisfaction. The themes behind the Manifesto push for adaptability among organizations in a growingly complex and volatile climate. The four foundational values help not only in the delivery of functional and high-quality software, but also toward achieving an organization’s business goals.
As a coach who helps implement Agile and the Scaled Agile Framework® (SAFe), I’ve encountered many organizations where the product development teams (software and otherwise) are not immediately sold on Agile change. Agile tends to appeal more to the business side, less so to the ones doing the work. Why is this?
As a member of an Agile Team, have you ever had one of the following complaints about management?
- Their deadlines are too tight.
- Their expectations are unfair because they don’t follow Agile processes.
- They don’t take time to learn more about the work that’s being done.
It’s true, management can be a pain sometimes...so what have you done about it?
With the holidays around the corner, you might be on the verge of hosting an upcoming celebration. Oh, the stress! You know what it’s like pulling together a party that everyone can enjoy. As the host, you tend to get wiped out before the party even gets going!
What if I told you that there was a better way to plan and execute your parties, based on personal experience? If I were you, I'd consider using Kanban for one of your upcoming celebrations. Not only does it help with organization, but it also provides more opportunities for fun—for both you and your guests.
Intrigued? Below, I will share with you my story behind "Celebrations with Kanban," as well as some tricks and tips for your next party, so you can enjoy it as much as your guests.
All politics about fake news aside (PLEASE!), I’ve heard a growing number of reports, sighs and cries about Fake Agile. It’s frustrating when people just don’t get it, especially when they think they do. We can point fingers and vilify those who think differently—or we can try to understand why this “us vs them” mindset is splintering the Agile community. After all, isn’t that what a true Agilist would do: take an empirical and collaborative approach?