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search primary menu skip to content about agile resources privacy policy rules of scrum scrum insight berteig world mindware search for: professional development , scrum, xp and lean super-hard scrummaster quiz – test yourself! how-to apply agile , reference information , scrum, xp and lean 24 common scrum pitfalls summarized agile management , reference information , theory of agile mentoring, coaching and training – what is the difference? agile engineering , agile management , how-to apply agile , reference information the seven core practices of agile work introduction to agile agile blog: scrum vs open agile vs kanban (visual summary) july 27, 2018 yas 1 comment welcome agilist…whist we focus on ‘being’ agile, ‘doing’ agile goes hand in hand towards achieving a common goal…here is a quick visual comparative summary of 3 closely related but unique systems (scrum, openagile and kanban) to get started… origin domain application time availability for change roles workflow frequency ref: https://www.scrum.org http://www.openagile.com/ https://leankanban.com/ affiliated promotions: try our automated online scrum coach: scrum insight - free scores and basic advice, upgrade to get in-depth insight for your team. it takes between 8 and 11 minutes for each team member to fill in the survey, and your results are available immediately. try it in your next retrospective. learn more about our scrum, kanban and agile training sessions for your team or organization please share! agile kanban openagile scrum agile training , kanban , openagile , scrum guide scrum, kanban, openagile: same goals, different approaches july 27, 2018 jennifer lau 1 comment the inspiration of this opinion piece comes from a professional student who just finished reading “the scrum guide” by ken schwaber and jeff sutherland, “essential kanban condensed” by david j anderson and andy carmichael, and “the openagile primer” by mishkin berteig and the berteig consulting team. these thoughts come from a humble place and is very open to feedback, differing opinions, or just comments in general. if i’m out to lunch, let me know! on the surface of what seemingly looked like 3 very similar practices–after careful deliberation–turned out to be 3 unique approaches to creating high performance teams that deliver quality services. the objective of my article is to share some of the key differences that i uncovered after reading about each practice. differences in structure: all 3 agile practices rely on iterative development and continuous feedback to optimize the delivery of products and services. however, the difference i see is in the structure of each. scrum is a defined framework with a set prescription to maximize the output of software delivery and product building. whereas, kanban is a flexible method that uses evolutionary change and self-organization as a way to continuously build out value and services, without overburdening the team. openagile uses self-organizing behaviour that allows team members to commit to tasks based on capacity while prioritizing tasks with the highest value drivers. differences in reflection periods: all 3 agile practices stress the importance of reflecting and receiving feedback, however, each one implements this important event at different times. one of scrum’s most vital ceremonies is the “retrospective”. this time of reflection takes place at the end of every sprint—giving team members the time to reflect on ‘what went right’, ‘what went wrong’, and ‘areas for improvement’. openagile encourages reflection within the ‘engagement meeting’ which kicks off every cycle—allowing team members to start off with improvement ideas at the forefront of every new cycle. kanban on the other hand, incorporates seven specific opportunities for feedback loops (i.e. cadences) which are strategically placed so that feedback is continuous and supports the goal of evolutionary change. differences in defining a “team”: all 3 writings described the importance and closeness of the “team” that is building these high-value services/products yet, the makeup of these teams differed quite largely between the 3 agile practices. starting with scrum—this practice has the defined role of ‘scrum master’ and ‘product owner’ but a cross-functional group of people who makeup the ‘development team’. the ‘scum master’ and ‘product owner’ are very intentional roles—serving strict and important functions for the ‘development team’ and their success. this differs from a ‘team’ within the kanban practice which is just a group of people with no real designated roles. the team as a whole, works collaboratively and self-organizes on their own. similarly, openagile does not concern itself with defined roles and is also made up of a self-organizing team (or individual). however, openagile does speak on the importance of team members stepping up to serve their teams in necessary capacities in which they name as the process facilitator and growth facilitator. affiliated promotions: try our automated online scrum coach: scrum insight - free scores and basic advice, upgrade to get in-depth insight for your team. it takes between 8 and 11 minutes for each team member to fill in the survey, and your results are available immediately. try it in your next retrospective. learn more about our scrum, kanban and agile training sessions for your team or organization please share! theory of agile agility: knowledge generation and beauty june 27, 2018 mishkin berteig 1 comment compromised agility the authors of the manifesto for agile software development expound a set of values and principles that define “agile software development”. these values and principles, written in 2001, became the focal point of a revolution in how software developers work. in the last several years, that revolution has spread beyond software development to encompass other aspects of technology, and beyond technology into operations, management, engineering, business development, sales, marketing and even outside of for-profit organizations into education, health, government, community and charitable organizations. originally written in the context of software, we can easily generalize the values and principles to other types of work. for example, the manifesto refers to valuing “working software over comprehensive documentation.” we can easily generalize this to a more abstract statement that we value “results over bureaucracy.” the other values and principles can be similarly abstracted. as the revolution has spread, unfortunately, the values and principles have also become compromised or selectively applied. perhaps most obvious is how agile lifecycle management tools such as jira have often been substituted in place of the first value of the manifesto: “we have come to value individuals and interactions over processes and tools ” [emphasis added]. the irony of this substitution seems to be lost on those selling and buying these tools. many other compromises or selective applications are common, and they are usually unique to each organization’s circumstances. this evolution of the application of the manifesto’s values and principles can be understood negatively or positively. i’m an optimist; yet we need to look at the negative, critical side before we can see the positive. cargo cult agility / no true agilist there are two common ways to understand the failure of organizations to do “true agile”. both are negative in the sense that they are criticisms without a reasonable solution to help an organization out of the situation into a better situation. as a consultant seeing many organizations, as a trainer hearing about many organizations, and as an active member of the global community of agilists, i hear these criticisms quite regularly. the first approach to understanding this partial agility is by comparison to the cargo cult mentality: a cargo cult is a millenarian movement first described in melanesia which encompasses a range of pr

URL analysis for agileadvice.com

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http://www.agileadvice.com/2018/04/24/culture/consulting-and-coaching/
http://www.agileadvice.com/2005/09/
http://www.agileadvice.com/2006/01/
http://www.agileadvice.com/tag/ideas/
http://www.agileadvice.com/category/compassion/
http://www.agileadvice.com/category/scrum-master/
http://www.agileadvice.com/category/agile-in-theatre-making/
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http://www.agileadvice.com/2018/06/08/coaching/agile-coaching/six-rules-for-change-notes-from-a-talk-by-esther-derby/
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http://www.agileadvice.com/category/agile-manifesto/
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