New “Tips and Advice” on Agile toolkit

Bob Payne has release another of our conversations.  This one take off from my post, 3 Legs to Standing Up an Agile Project.  This is your opportunity to hear Bob’s thoughts on these ideas.

Ooh, it’s got some stuff about including UX specialists in the development process. I’d forgotten talking about that.

Normally, I’d relish a mention on InfoQ

This article on InfoQ bothers me.  It seems to draw only from Dave Nicolette’s blog post [now lost due to the defacement of his old blog] and the subsequent comments.  Dave’s post is similar, in my mind, to a trip report that someone might give to an organization after a class or conference.  He goes into some detail about what happened at the first ever Certified Scrum Developer course, and muses about what he learned.  The bulk of the comments are an interchange between Dave and Tobias Mayer where, it appears to me, Tobias doesn’t think that the course comes up to the standard of the CSM course.  This is, of course, based on Dave’s description, as Tobias wasn’t present at the course.

The InfoQ article mentions me by name, but doesn’t mention other participants other than Dave.  It also misquotes Dave [now edited without any indication of doing so], and implies that the learnings that Dave got out of our retrospective conversation after the course was a list agreed upon by both of us.  There was apparently no fact checking done on this article.  Certainly no one spoke with Ron Jeffries or with me about it.  I find the article misleading enough that I need to respond.

I had planned to write about the course, but this isn’t the article I’d planned. (Continued)

The Importance of Detailed Planning

I recently wrote on The Importance of Precise Estimates.  This is a related topic.

Mark Levison called my attention to an article by Michael Hugos subtitled ‘Agile projects require more planning and coordinating than waterfall projects‘ on  In this article he advocates answering the question, “Has the scope of any project task changed?” at every daily standup.  He uses this information to update a detailed Gantt chart to provide to senior management.  In Michael’s words,

It also gives senior managers who are not on the project (but who are still ultimately responsible for what happens) the information they need to feel comfortable. And that saves project team members from being distracted by endless management questions and misplaced advice (and nothing kills agility faster than endless management questions and misplaced advice…).

Michael, in LOLspeak, “Ur doin it wrong.” (Continued)

3 Legs to Running an Agile Transition

A while back, I wrote 3 Legs to Standing Up an Agile Project from the perspective of an Agile team just getting started.  Lately, I’ve been thinking about the same sort of thing, but from the perspective of a coach or an executive that wants to transform the organization.  At first glance, this seems no different. Further reflection, however, reveals that this is less about “how to work in an Agile fashion” and more about “how to introduce change in the way people work.”  The earlier post was a description what an Agile project needs.  This one is a recipe for creating what an Agile project needs. (Continued)