CONGRATS! You have Agile metrics that are ‘good’, or even improving: cycle time, code coverage, heck, even Sprint velocity. Now, how do you know if the Scrum Master had a part in that ‘success’? YOU DON’T. These metrics track team performance, not Scrum Master performance, thus I’m proposing “new process experiments over time” as the meta-metric uniquely aligned with the Scrum Master role, which can be a leading indicator for the other metrics. Continue reading How to Measure a Scrum Master: Effort as Meta-Metric
Once, I dreamt I had cancer. Conversations quickly turned to what I wanted to do in life. And then I woke up. It was literally a… wake-up call. Yet what I wanted to do in life was… a lot. How would I prioritize my bucket list? How would you prioritize? I’m using what I consider the last metric: deathbed regret. I had one clear thing. And then I did it! (And it sucked!) More on that in a sec… Continue reading The Last Metric
Carrying on from the “value is sustained change in behaviour” opinion I shared previously, allow me to humbly submit my idea (a strong opinion, loosely held) for how to measure how we are doing as Agile Coaches.
Agile Coaches (plural!) are usually brought on because some company (BIG!!) wants to go through an Agile Transformation (ZOINKS!!!). The word “transformation” means, to me, a change in state, thus this company has made a determination:
change to a better state… an “Agile” one, whatever the heck that means.
“What is value?” A boss once asked this, and an answer that I’ve run across that I’m drawn to is, “Value is change in behaviour,” where I would modify to the following:
Value is sustained change in behaviour.
I recently finished reading Atomic Habits by James Clear, wherein he draws a connection between Aristotle, who’s credited with “We are what we frequently do”, and his thesis, where habits are, uhhh, what we frequently do 🙂 , so… Continue reading What is Value?
I’m starting this post with a pun of a title…. hopefully I can weave one together so that this title makes sense…
Let’s say you have an Agile team. You probably call it a Squad, admit it. Let’s also say this team is running Scrum, and because this is all hypothetical, let’s finally say it’s doing Scrum well.
Well done. ‘Twas all you. Give yourself a… self-five.
Let’s now say you have more than one
Agile team Squad, at varying levels of Agile maturity at different stages on their Agile journey, and their work is either related to or dependent on each other no, wait, that was right, let’s keep it… and their work is either related to or dependent on each other.
Well, crap. It’s all on you. Pick a scaling framework… from five.
Let’s celebratorily say you’ve picked one. Now you can have focused conversations around ‘the now’ and ‘the next’, incorporating more aspects of the business, and hopefully addressing impediments quickly, even with as many Squads as you have.
Well, there you have it: Scrum, at scale.
This does not make sense when you’re a ScrumOfOne.
Or does it? No, it doesn’t. Continue reading Scrum At Hail