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Otto InnoDays 2016: Warum ich zuerst skeptisch war und dann doch teilgenommen habe.
Als Otto in Person von Sabrina Hauptman mich fragte, ob ich an den InnoDays 2016 teilnehmen wollte, war ich mir unsicher, wieviel mir das wirklich bringt. Schließlich hatte ich schon ähnliche Veranstaltungen besucht: Hackathon, FedEx Day und wie sie alle heißen. Und so richtig überzeugt war ich nie. Erstmal sieht das alles ganz einfach und…
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Otto InnoDays 2016: Start einer Blogpost-Serie
Ich war bei den Otto InnoDays 2016 dabei. Auf Twitter konnte man die Veranstaltung unter dem Hashtag #innodays2016 verfolgen. Dieser Blogpost ist der Auftakt einer kleinen Blogpost-Serie zu dem Thema. Ich habe mit Otto vereinbart, dass ich hier keine Lobhudelei betreibe und offen alles beschreiben darf. Ich darf insbesondere auch das benennen, was in meinen…
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Disziplinarische Führung in Scrum
Immer mehr Unternehmen entscheiden sich dafür, Scrum oder andere agile Verfahren nicht nur für einzelne Projekte einzusetzen, sondern als Standard-Ansatz für die Entwicklung. Damit wird die Frage nach der Mitarbeiter-Führung in solchen Umgebungen immer drängender. Bisher ist dazu die eine heilsbringende Lösung (Silver Bullet) nicht gefunden worden. Tut mir leid. Aber es gibt auch eine gute…
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Salaries at it-agile
There are some discussions about open salaries coming up. Sometimes it-agile is mentioned but I think we never published what we are doing. So, here we come (we are about 30 people at it-agile). Fixed salaries We have fixed salary levels (roughly 9% difference from level to level). Transparent salaries These salary levels are transparent…
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Three horizons innovation management and Product Ownership
3 horizons The book „The Alchemy of Growth“ (Merhdad Baghai, Stephen Coley, David White) describes the 3 Horizons model that differentiates three levels of innovation and growth. Horizon 1 is about the core business where the company make its main money. In horizon 1 you won’t do very risky things but innovation is still necessary to optimize…
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Agile Scaling Cycle: from SCaLeD principles to practices
The SCaLeD principles (http://scaledprinciples.org) were well received and gained many supporters. Of course a set of principles is not sufficient to be successful in projects – specific practices (depending on context) need to be used. When we defined the SCaLeD principles we knew that practices would be needed and that we didn’t want to define…
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Coordinating teams with Scrum of Scrums
When multiple teams are interdependent (typically because they develop the same product), Scrum of Scrums is a common coordination practice within Sprints. Here are some tips to make it an effective meeting: During Sprint Planning identify the features that need contributions from several teams during the upcoming Sprint (e.g. with a dependency matrix). Focus the…
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ASMM: Agile Scaling Maturity Model
During a presentation of our approach to scaling agile I constructed „Stefans Agile Scaling Maturity Model“ (SASMM, not trademarked) in an ad-hoc fashion: The number of scaling practices you don’t need. It was a joke but I think there might be something behind the curtain. Let’s start with the Agile Scaling Cycle: We start with…
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Use what works, ditch the rest?
„Use what works, ditch the rest!“ is something that I have heard over and over again regarding Agile. On one hand it sounds logical, one the other hand it feels somehow wrong. And for a long time I didn’t really understand why I felt that way. In a recent Twitter conversation around that theme Dave Snowden wrote,…
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Scrum: Just following the hype?
From time I meet people who say that their management introduced Scrum just because it is a hype. Honestly I doubt that. I have introduced Scrum and other agile approaches since 2000 into various companies and I have spoken to dozens (if not hundreds) of managers. And every manager was able to explain why he…