Actually control in Agile is good and necessary. It is. Yes, it is. I said – it is. Trust me. Don’t you? Good, then let me share my thoughts about when and what control is good.
First of all, I have noticed that very often members of Agile Teams are trying to defeat control, because control is Evil. Because Agile Team is Self-Organized and therefore they should decide almost everything. Wrong!
Continue reading Command and control is not so bad in Agile
I hear (Agile) people saying that no one is looking into security, because no one cares or that they have bugs, because their managers are not hiring testers.
Companies which decide to take transformation path to Agile are often worried about which role is responsible for what. They do that, because they used to control things. And they are used to control, because otherwise things are not get done properly or on time. Agile “gurus” responds them: “Let them self-organize! They can handle it. You do not need to control!”. Those managers who believed and decided to try it out (because Agile says experiment!) saw how team simply fails bad and then loses trust in Agile. Sometimes they think Agile is not for them, sometimes they realize that they need help. Continue reading Responsibilities in Agile teams
“We are not writing documentation! We are Agile!” – scream they.
“We are Agile, we don’t write useless documentation” – Agile people say. “We don’t write documentation – we are Agile” – other people hear.
What a heck is this? How did we get there? Maybe we should start saying “We are Agile, we create useful documentation”. Maybe then everyone will understand that documentation in Agile takes very important part. Continue reading Documentation in Agile
If you want to read why you should possibly want to build cross-functional teams, then go to the bottom of the post.
It is not easy to build cross-functional teams, but that’s something you know already right?
So you are heading to apply Scrum and most likely you have a good reason to do that. You either are sure that this is going to give you value or you want experiment. Next thing you need to do is place all different kind of specialist to the Scrum team(s) and voila! Next thing you are sure about it that is not going to work and you are right. Continue reading How and why create cross-functional teams
If you are reading this post, I assume that you are convinced or at least willing to try dedicated Scrum Master for your team. You are looking at various options: hire from outside; pick from inside; let team choose by themselves; nominate one by yourself (if you are a manager). Which one is best? How to know if person from inside is going to be the right person? Let’s go through every option. Continue reading Finding a Scrum Master for a team