Moving Agile Forward

Rethinking What’s Next in Software Development

Al Shalloway is an acknowledged thought leader in how we design and develop software. In this post, he begins the conversation about where we are headed next. It seems that everyone is in software development these days and most agree that we need to improve. Al notes that the original manifesto mentions the Agile Manifesto mentions “the team 17 times, the customer 3 times, business twice and management not at all.” But rather than impaling the sacred Agile Manifesto cow, he offers us a place to start the conversation with his personal manifesto.

I think this is a wonderful place to start a conversation about where we go from here. If you have an opinion about how the software business needs to change, I encourage you to read this post.

bh 5/30/2017

A Personal Manifesto | Net Objectives

May 28, 2017 — Posted by Al Shalloway

Background and the Agile Manifesto.I have been asked several times to help in the rewrite of an Agile Manifesto.  After having been involved in Snowbird 10 (the reunion of some of the original Agile Manifesto authors along with some others from the Lean/Kanban community) I realized there is no “Agile” community. Rather we have many sub-communities that are so diverse it is hard to think of them as being under one umbrella.
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Source: A Personal Manifesto | Net Objectives blog

How to know if Kanban is right for your team?

Is Kanban Right for your team? Yep.

This is a nice post from the folks at Breath Agile.

You’ve got the best performers in your team, yet they falter. If this sound familiar to you, it is time to look at a different approach that can help

Source: How to know if Kanban is right for your team? | Breathe Agile

How Granular should my (Personal) Kanban Board be?

Lots of us use a personal kanban to visualize our daily work. Kanban is a great way to see what you’re doing and what needs to be done. This article addresses a couple of real problems with kanban. How do I handle different types of tasks? What is the ‘right’ level of detail? I found this useful and I hope you will too.

Bob H 10/28/2016

This question comes up not only in Personal Kanban but also for teams and enterprise (portfolio) kanban boards as well. It is a great question – and quite often tricky to answer! What should be the level of work breakdown that gets visualized on the Kanban board? Should each card on your Kanban board be a project or a mini-project? Or should be each task that you can think of that you need to do at the lowest (smallest duration) level?

Click the link to continue to the article: How Granular should my (Personal) Kanban Board be? | The #1 Blog on Agile, Kanban and Project Management – Digite

Stop Telling People What To Do — David Marquet

More great insights from David Marquet!

Leadership Nudge™ – STOP TELLING PEOPLE WHAT TO DO This week’s Leadership Nudge comes from my visit to France. I was in Saint-Tropez where I saw some incredibly beautiful sail boats. I am always amazed at how well the crews function when sailing these magnificent craft. When these guys round the mark there’s not a lot…

via Stop Telling People What To Do — David Marquet

Leading through Transformation

EGM-TO-Candid-1New Opportunity! I am privileged to have begun working with our new team members from DirecTV as Team Lead for the Entertainment Group & Mobility (EGM) Tech Dev Transformation Office. We are responsible for organizational change management, leadership development,  monitoring and reporting of progress, and supporting leadership communication for the EGM Tech Dev organization.

In the picture above, I’m taping the latest edition of our TO: You video segments, where we communicate information tailored specifically to address the needs of our new DTV colleagues.

The folks in El Segundo have been incredibly hospitable and I will be spending a great deal of time in California this summer.

Bob Hubbard
Team Lead
Entertainment Group & Mobility –Transformation Office
M: 770.317.1841 / SfB: 470-277-6853
Twitter: @BobHubbardATL

Doctors Bash “Taylorism” and “Toyota Lean” in the New England Journal of Medicine | Lean Blog

This is another great piece from Mark Graban on lean healthcare. In this post, Mark addresses critical comments made in the New England Journal of Medicine. These negative quotes reminded me of similar attitudes reflected in Atul Guwande’s book, The Checklist Manifesto. Dr. Guwande shows how using simple checklists greatly improve surgical outcomes. For me, the most interesting part of the book, related to how resistant doctors were to the concept that they did not know everything. We see this regularly in business. Senior leaders shun standard work (like checklists) because they are deemed too rudimentary.


Mark writes:

It’s not credible to say Lean is inappropriate or that Lean doesn’t work. That said, there are many wrongheaded things done in the name of “Lean,” when people don’t understand the mindset and philosophy behind Lean.

Read the entire post here: Doctors Bash “Taylorism” and “Toyota Lean” in the New England Journal of Medicine | Lean Blog

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