Episodios

  • How Firm a Foundation...

    How Firm a Foundation...
    Apr 25 2025

    How Firm a Foundation...

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    6 m
  • Three Ways to Handle Unfinished Work - Mike Cohn

    Three Ways to Handle Unfinished Work - Mike Cohn
    Apr 24 2025
    Three Ways to Handle Unfinished Work - Mike CohnOver the past three weeks, I’ve been sending you tips about spillover on agile teams. We’ve talked in depth about the problem of habitual spillover—when a team routinely rolls unfinished work forward from sprint to sprint.This week, I want to share 3 ways to handle the unfinished work that will occasionally be left over by even a great agile team. 1. If You Want a Guarantee, Buy a ToasterMy first bit of advice for how to handle unfinished work is to remember that even the best agile teams sometimes miss their goals. That’s OK and even desirable to a certain extent.Sprint goals are not guarantees. (As Clint Eastwood’s character Nick Pulovski says in The Rookie, “If you want a guarantee, buy a toaster!”) Leaders, stakeholders, and even the team themselves might need an occasional reminder about this.A team’s commitment to a sprint goal is a promise to do its best to achieve that goal. If team members are perpetually forced instead to make a guarantee, they will guarantee less in order to be safe.Sometimes a team needs to make a guarantee. There might be times when a client or customer needs a capability by a certain date. The finance group may need to run year-end reports in early January, for example.In general, though, we don’t want to force a team into a guarantee. We ask a team to commit to something reasonable and then we’re understanding if they miss it. Falling short on the occasional commitment is not a failure-–it’s usually a sign of bad luck or a team that’s striving to do too much. 2. Don’t Roll Work Forward AutomaticallyMy second bit of advice is to resist the urge to automatically roll over the unfinished work into the next sprint. Put it in the product backlog instead.The item may be back on the product backlog for a millisecond, but there should be a conscious decision by the product to continue work on it.(Logistically, I don’t care if it’s easier in your tool of choice to move the item to the next sprint rather than to the product backlog first. The key is that there is a decision to continue the work.)If the product owner decides the team should work on the partly finished item immediately in the next sprint, bring in the product backlog item as is. Don’t re-estimate it. Don’t rename it. Don’t take partial velocity credit. Just bring the item into the next sprint and take the full velocity credit when it’s complete.But if the item is deferred for later, go ahead and split the story into what makes sense. Take partial velocity credit for the work you completed last sprint, then write a new story that describes only the missing functionality and estimate that story. 3. Document the CauseMy final bit of advice for dealing with unfinished work is this: Whenever work is unfinished at the end of a sprint, the team should take time in the retrospective to consider whether it was preventable.Sometimes unfinished work is just bad luck or bad timing, such as a team member being ill or a problem being found late in the sprint that could not have been found earlier. Sometimes it’s just the result of aiming too high for one sprint.But you might uncover something that is becoming a bad habit.Whatever the cause, it’s always worth considering whether something can be done to prevent it from affecting future sprints so that your team can succeed with agile.How to connect with AgileDad:- [website] https://www.agiledad.com/- [instagram] https://www.instagram.com/agile_coach/- [facebook] https://www.facebook.com/RealAgileDad/- [Linkedin] https://www.linkedin.com/in/leehenson/
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    7 m
  • Is the Party Over For Scrum Masters and Agile Coaches?

    Is the Party Over For Scrum Masters and Agile Coaches?
    Apr 23 2025

    Is the Party Over For Scrum Masters and Agile Coaches?

    Over the past decade, agile adoption in organizations has seen an upswing. Large enterprises—banks, insurance companies, automakers, and many others—have all been at the forefront of launching agile transformations to achieve business agility—the elusive elixir. The promise of increased flexibility, faster delivery, and enhanced collaboration across teams is almost impossible to resist in today’s competitive world, where markets change rapidly, bringing risks and opportunities.

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    10 m
  • Five Most Forgotten Parts From The Scrum Guide

    Five Most Forgotten Parts From The Scrum Guide
    Apr 22 2025

    Five Most Forgotten Parts From The Scrum Guide

    Scrum. Love it or hate it. There doesn’t appear to be much in between. I like the framework, although I don’t think it is perfect. At the same time, I understand the developers who hate it from the bottom of their hearts. Strangely enough though, they have different problems with Scrum than I have. And zooming in, their problems often are not about Scrum in the first place. They shed light on how Scrum can be misapplied in many ways.

    Today I will list the 5 most forgotten, misunderstood or misapplied parts of the Scrum Guide. I will also tell how they are misapplied and their actual intention.

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    9 m
  • Dependencies Destroy Agility and Predictability

    Dependencies Destroy Agility and Predictability
    Apr 21 2025

    Dependencies Destroy Agility and Predictability

    Why do organizations desire Agile?

    Two of the most common items I hear organizations and executives identify as reasons for adopting Agile methods and practices are to increase their delivery speed and to become more predicable. When will X be done? There are valid financial reasons for these goals such as: when can we expect to book revenue for product X?


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    11 m
  • 7 Tips To Read Someone’s Personality in 10 Seconds

    7 Tips To Read Someone’s Personality in 10 Seconds
    Apr 18 2025

    7 Tips To Read Someone’s Personality in 10 Seconds

    People think it takes ages to really figure out what someone’s about, like you need to sit with them through a few heartbreaks, swap childhood trauma stories, maybe even get caught in a road trip disaster together.

    Nah.

    Give it ten seconds, maybe even less if they’re the loud, obvious type, and you’ll get everything you need to know.

    And this isn’t about “vibes” or whatever people say when they don’t actually know what they’re talking about. This is straight-up psychology. Well, mostly. Some of it is just paying attention and comment sense.

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    8 m
  • 6 Daily Habits of Highly Effective Scrum Masters

    6 Daily Habits of Highly Effective Scrum Masters
    Apr 17 2025

    6 Daily Habits of Highly Effective Scrum Masters

    1. Start Each Day With a Quick Review
    2. Lead Effective Daily Scrums
    3. Make Time For One-on-Ones
    4. Keep Communication Open With Stakeholders
    5. Dedicate Time For Continual Learning
    6. Reflect and Plan For Tomorrow


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    6 m
  • Scrum Fails When Product Owners Think They Are The Boss

    Scrum Fails When Product Owners Think They Are The Boss
    Apr 16 2025

    Scrum Fails When Product Owners Think They Are The Boss

    I’m afraid that everyone interprets it differently, and that’s the source of problems. For me, the word owner is misleading. As a Product Owner, you own nothing, though you may think you do.

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    11 m
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