Two years ago, I wrote the following blog post discussing my general dislike for the Open Space conferences I’ve attended. While I attempted to convey a logical reason for my feelings—and how I propose a remedy—the post sat in my drafts list for concern of upsetting folks, or generally coming off as an incoherent rant.
Recently, I’ve observed a few folks I admire state concern over the prevailing use of Open Space, as well. This has given me courage to add my voice to the mix, as I believe Open Space conferences really aren’t. Continue reading
You’re sitting in the director’s office with a nervous feeling.
“So, about those agile metrics I asked from you…”, she says. Your stomach churns and pulse quickens.
How will you show the progress of agile transformation? How will you measure improvement in teams and people? And how will you avoid the trap of shallow metrics like say:do ratios and velocity?
I’ve written a post in collaboration with Derek Wade to share a wonderful retrospective technique I learned from him. The “WADE Matrix” is a simple design to help retrospective participants identify opportunities for improvement, as well as see the cause-effect relationship of the system (beyond the team). This retro format has been my “go-to” method for new teams, new facilitators, and anyone interested in systems thinking.
Colleen Johnson, co-founder of ScatterSpoke (a highly recommended digital tool for facilitating retrospectives), has kindly hosted the article on her ScatterSpoke blog. You can learn about this retrospective technique by following the link below – enjoy!
It was Monday afternoon on her first day of work at a new company and Sarah was feeling anxious. Having studied Scrum over the last few months, Sarah had been hired to serve as a Scrum Master and she was eager to begin applying her new skills, however nothing she had been told today seemed congruent with her lessons. As Sarah listened to her new manager explain why the company’s software required the organization to field a “UI team,” “service team,” and “back-end team,” she felt especially troubled by the phrase she’d heard multiple times on this day: “No one does Scrum by the book.”
“If no one actually follows the design of Scrum,” she wondered to herself, “why did my Scrum trainer teach it to me?”