Agile Otter Blog

I've had a side-project that started because I've been working with dual-role (and one triple-role) Scrum Masters lately. I appreciate how hard it is for them to be good at several things simultaneously. Once I started collecting techniques for them, I figured I should publish it somehow. I was thinking of a blog, but Joshua Kerievsky (our leader at IndustrialLogic ) had mentioned possibly using something like LeanPub. I really need to learn to release a product early and use feedback to guide it to be something that really addresses a market need. I've invested some odd hours here and there on this, and have gotten some friends to look it over. Sadly, most of them who are dual-role SMs haven't had time. Still, here is a chance for me to learn in a lean startup kind of way, releasing early and often, and let the market help me develop the product further. I'm interested in hearing what you think of the cover, and the idea in general. I've not...

Wherever I go, I find people who want to "implement agile" but they want to start with processes and tools. They could develop techniques first, but they want to begin with working at a very large scale and comparing capabilities across teams and maintaining individual accountability and individual review. They want a big program they can plug into their existing system. A lot of organizations want to "go agile" starting with long-range planning, so that they can control the direction and results of the agile teams and track their progress toward n-year goals. They want an agile way to drive their teams in a straight line. Some corporations have layers of hierarchy devoted to contacting customers, usually in the interest of controlling perceptions and getting marketing intelligence. They wouldn't let developers within a mile of anyone who actually uses the software, for fear that they would let the internal culture and personality of the company leak out. O...

Today's topic isn't so much about agile or coaching, it's about abuse and abusers and the line between the good guys and the bad guys. Decrying Abuse It's amazing how often I come a person who argues that some person in authority is unfair to them or others, and should not be allowed to behave in such a way.  Sometimes, it's not really abuse, it's just inconvenience or a different vision on what should be done and feelings were hurt. Sometimes it's about one person steamrolling others to get his or her way, which is an abuse. Other times to seize or impose control rather than to align and work together, which is unfair and unkind, and probably a kind of abuse. Sometimes it is personal and vengeful or wrathful, and is true abuse. It is a human phenomenon (well documented here ) that people will sometimes misuse their power to mistreat people, even while providing a good face to their own bosses. This "kick down, kiss up" strategy works...

Note: There is good news on this front. Apparently the copyright has been settled, and we have new copies printed last year by Solis press. You may still be able to buy a cop y from Amazon! Now on with the original post.... In 1926, Graham Wallas published a book which has been cited in organizational theory texts all over the world (as well as papers on the  Philosophy of Art ). It presaged cognitive psychology and built a model of creative thought that has helped millions of people recognize and appreciate their own ability to think creatively -- and teach it to others. I don't have a copy of The Art of Thought.  I know it by reputation and reference only. It seems like every once in a while I stumble across yet another reference to the Wallas Model of Creativity , and still I don't have a copy, and have never read a copy of the original work. Why? Because I can't have one. Amazon doesn't have it. Google books doesn't have it. Barnes and Noble doe...

I borrowed this from Dictionary.com, so I kept the first word as a link to the original. I hope that's okay with them. sim·ple      [ sim -p uh l ]     Show IPA   adjective,   sim·pler, sim·plest,   noun adjective 1. easy   to   understand,   deal   with,   use,   etc.:   a   simple   matter; simple   tools. 2. not   elaborate   or   artificial;   plain:   a   simple   style. 3. not   ornate   or   luxurious;   unadorned:   a   simple   gown. 4. unaffected;   unassuming;   modest:   a   simple   manner. 5. not   complicated:   a   simple   design. My hot words are "simple" and "complex." Most people who say "simple" don't mean simple. They mean "easy", with an implied "to think of" or "to type in" or "to do without researching."  Easy is a virtue...

(note: I added a 15th, but was worried that changing the title would invalidate links, so you get a bonus observation at no extra cost) I frequently have to address questions about velocity, so in the interest of time I present all the answers here in a short post: Velocity is a gauge, not a control knob. You can't just turn up the velocity -- you can only break the gauge by trying. Velocity is (frustratingly) a lagging indicator. It primarily tells you about the fundamental process and technical work you did weeks, months, or years ago. You seldom get an immediate, true improvement. Though velocity is a gauge, it is subject to  Goodhart's Law . It is rather dodgy when used as a basis for governance. Velocity value is highly derivative of many factors, chief among them being the work structure of the organization. The more governance and procedure (permission steps, queuing and wait states, official limitations,  risk of personal blame, reporting and rec...

This is a recent find. I tweeted: And received this response: Following his link, I find the page on Context Driven Testing . I have not fully checked out the content (I'm coaching in Chicago today) so I thought I'd leave this as a place-holder for myself and you as well. I'm interested in your comments. What did you learn from the page, what do you think?