What's the biggest topic in your #agile #team right now? For us it's achieving a smoother #flow. That means smaller #stories, which requires more modular #development, which requires better #tests. Everything's connected, but I'm convinced it pays off. It's a journey :)

With #AI, the number of possible could-dos has exploded. The bottleneck is no longer ideas — it’s execution.

#AgileCheese has a radical answer: implement all of them.

Impossible? Not with #PersonalityVirtualization. Why limit yourself to one productive self when your brain can host an entire parallelized #agile organization?

One personality strategizes, one codes, one tests, one ships.
Infinite throughput powered by #cheese. 🧀🚀

As AI slashes the cost of building, product judgment becomes our true differentiator. Jeff Gothelf’s latest rubric offers a brilliant way to quantify and teach the "taste" required to ship the right things. Assess your team's decision-making maturity here: https://jeffgothelf.com/blog/you-can-quantify-cost-here-are-four-ways-to-measure-judgment/ #ProductManagement #Agile

@stereo @haufegroup @acccgn @micheal

it was a beautiful experience to learn from others and share from myself.

@luilegeant
@PaddyCorry @pedromosilva @SabineTerwelp @Tapir @DerGuteAlteHerrSchwarz @rueschen @gerhard

@agile

#agile #scrum #kanban

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my very friendly and happy looking agile / scrum / okr colleagues at the agile coach camp cologne

Die KI-Ausgabenfalle: Warum Adoption schneller gelingt als belastbare Ergebnisse (von Stefan Wolpers)

Was der Agile-Hype und KI-Hype gemeinsam haben.

https://www.scrum.org/resources/blog/die-ki-ausgabenfalle-warum-adoption-schneller-gelingt-als-belastbare-ergebnisse

#scrumDotOrg #Scrum #StefanWolpers #ScrumMaster #Agile #Agilität

Dew Drop Weekly Newsletter 482 - Week Ending May 8, 2026

https://zc.vg/2D38e?m=0

#dewdrop #newsletter #javascript #css #azure #blazor #cpp #xaml #windev #csharp #dotnet #ai #mcp #agile #devops #dotnetmaui #appdev #podcasts #m365 #data #sqlserver #powershell #cli

Как устроена разработка ПО: разбираем Waterfall и Agile

Почему Agile‑команды скатываются в неконтролируемый хаос, а проекты на Waterfall годами пилят никому не нужный продукт? Спойлер: проблема не в методологиях, а в нас самих. Вы узнаете, как сильные команды совмещают лучшие практики обоих миров, почему Contract‑First и Trunk‑based Development спасают даже в Agile.

https://habr.com/ru/companies/otus/articles/1022180/

#Waterfall #Agile #Scrum #методологии_разработки #процесс_разработки_ПО #системный_анализ #требования #проектирование #обратная_связь #гибридный_подход

customer collaboration over contract negotiation;

No great software was written without collaboration. And the best collaboration is always as close to the end user as possible.

But contracts are your safety net, especially in consulting. They’re your agreement up front of “this far, but no further”. Money is the engine of trade, but contracts are the heart of capitalism. They define your scope, your compensation and your boundaries. Without them, the loudest voice will always win.

Contracts protect you, but don’t let them smother you. They’re the foundation and the backstop to the project. They should never be the start of a discussion, but they can be a very useful end to one where customer collaboration becomes scope creep, taking advantage, or communication fails. It protects people from power.

Negotiate your contract carefully, but always start your conversations in the spirit of collaboration.

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Light art of a robin above an arrow showing the way

Organisational Dysfunction of the Day

The error factory

Context: Something goes wrong. A post-mortem is held, a root cause is identified, and a fix is put in place. A few months later, the same thing goes wrong again, in a slightly different form. The organisation responds with more process, more checklists, more training. The error rate stays stubbornly high. Leadership concludes that people are not following the processes correctly, so more oversight is added. The errors continue. Nobody questions whether the structure itself might be amplifying the mistakes rather than catching them.

OST explains: The research is mathematically precise on this. In a DP1 (bureaucratic) structure, if five people each make sound judgements eight times out of ten, the probability they give you correct unanimous advice is only one in three. The more you control through hierarchy, the deeper you move into error. In a DP2 structure with the same five people and the same fallibility, wrong unanimous advice occurs only three times in ten thousand. In DP1, errors get amplified because asymmetry and competition mean people filter information to serve their own position rather than the truth. In DP2, the same errors become learning opportunities because everyone has shared responsibility, and it is in nobody's interest to hide a mistake. The diagnosis of inadequate training and the prescription of more training will not reliably reduce error rates; that requires attention to the underlying structural cause.

#OpenSystemsTheory #SocioTechnical #OrgDesign #management

#Agile wurde erfunden, um Mitarbeitenden besser zu kontrollieren und Micromanagement betreiben zu können. Das "eigenverantwortliche" und "keine hierarchien" ist nur Marketing um es an Angestellte besser verkaufen zu können, durch den dann folgenden nie endenden Strom der selbstorganisation und Micromanagement wird das Gehirn weich gekocht und Angestellte gefügig gemacht, seelenlos alles abzuarbeiten was als Ticket reinfliegt. Die ganzen rituale des einstellens der Stadien in den Tickets dient auch nur einem, Kontrolle und Überwachung, doch das perverseste tool ist das der Einschätzung, wie lange eins an einer Aufgabe sitzen wird, es dient einzig und alleine der Ausbeutung, Mitarbeitende die versuchen ihre Aufgaben in Schwierigkeit und Dauer einzusortieren, ohne vorher wirklich zu wissen...

Building fast is a trap if you lack market alignment. Speed without a clear buyer just creates "product slop." As leaders, we must ensure GTM ownership happens at ideation, not launch. Don't let AI-driven velocity bypass the "who buys this" question. https://insideproductorg.substack.com/p/why-your-team-keeps-shipping-products #ProductManagement #Agile

Stop treating delivery like a one-off project. Funding durable teams instead of projects reduces waste and lets you pivot based on real feedback. This framework for value streams is a game changer for senior leaders seeking agility.

See how to shift the model: https://www.liminalarc.co/2026/04/dont-fund-projects-fund-the-teams-that-create-value/

#ProductLed #Agile

Product Feedback looses value over time. The value decays. What is your Feedback Response Time?

#agile #Product #Feedback #Response

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Is your strategy connected to production?

#agile #strategy #production

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In tech, we know how to scale systems. But scaling humans? Well … that’s another story.

Even with the right tools and processes, technical teams often struggle to scale behaviorally & culturally.

In this #InfoQ video, Charlotte de Jong Schouwenburg explores why behavioral and cultural scaling is harder than technical scaling - and what leaders and teams can do about it.

🎬 Watch now: https://bit.ly/4uw8ctk

📄 #transcript included

#Teamwork #Performance #Scalability #Agile

How fast can you reallocate budget based on signals you get from the real world?

#agile #budget #decision #signal

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Organisational Dysfunction of the Day

Fixing people

Context: "No matter how it looks at first, it's always a people problem." Gerald Weinberg's Second Law of Consulting is good advice. It is a reminder that the human dimension is always present, that purely technical diagnoses miss something essential, and that the people involved always matter. Most managers and HR professionals would recognise themselves in it. Someone on the team is struggling. Maybe they are disengaged, not delivering, clashing with colleagues, or just not showing up in the way they used to. The organisation's response is to fix the person: a performance improvement plan, a coaching programme, a personality assessment, or a quiet word from HR. Sometimes it works for a while. But the same problems keep reappearing, often with different people in the same role. The carousel of interventions never quite stops.

OST explains: Weinberg is right that it is always a people problem; people's experience, motivation, and well-being are always at stake. OST does not disagree; it adds the next step. When the same dysfunction shows up repeatedly across different people in the same role, the problem is not those individuals; it is what the system does to whoever occupies that position. DP1 structures (manager-led), with their competition for recognition and dependency on management for decisions, produce exactly the disengagement and avoidance that organisations then try to coach out of people. Fixing the individual while leaving the structure intact contains a deep paradox: elevating the individual as the problem, isolated from the structure shaping their behaviour, goes beyond blaming the victim; it creates them. So yes, it is always a people problem. The question OST asks is: what is the structure doing to the people?

#OpenSystemsTheory #SocioTechnical #OrgDesign #agile

What's your latency?

#agile #loop #protocol

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Work-Feedback Loop Protocol

Keil Wilson presents 'Prepare for Agility: Conditions That Make Agile More Effective' at Nebraska.Code() this July.

https://nebraskacode.amegala.com/

#PracticalAgile #Agile #AgileTeams #Workflows #ProjectManagement #sprint #DevWorkflow #AgileLNK #softwaredevelopment #PMI #technology #TechCareer #TechTeam

»From Requirements to Results: A Product‑First Model for Business Analysis« https://agilealliance.org/from-requirements-to-results-a-product-first-model-for-business-analysis/ #Agilist.in #Agile #Change #Lean #Kanban #Scrum

How to See Your Leading, Lagging, and Reliable Estimation Metrics
https://www.jrothman.com/mpd/2026/05/how-to-see-your-leading-lagging-and-reliable-estimation-metrics/
#Progress #Agile

In a PI planning meeting working on story dependencies and I just want to shout into the void

🏴‍☠️🐻

#Agile #leadership #wednesday

Меньше ручного кода и в 1,5 раза больше закрытых story points: наш опыт внедрения ИИ в разработку

Если вам обещают, что ИИ ускорит разработку в 5 раз — скорее всего, вам пытаются что-то продать. Особенно если «волшебство» сводится к установке плагина в IDE. Меня зовут Алиса Герасимова, я руковожу отделом функционального тестирования в центре разработки и машинного обучения «Инфосистемы Джет». В статье расскажу, как ИИ ускорил одну из наших команд разработки, но с цифрами из реального мира. Поговорим про метрики, разграничение ролей между человеком и ИИ, а также честно покажем, где машина больше мешает. Статья будет полезна тимлидам, скрам-мастерам и всем, кто устал от маркетинговых метрик без контекста.

https://habr.com/ru/companies/jetinfosystems/articles/1032034/

#ииагенты_для_разработки #cursor #codex #разработка #методология_разработки #программирование #agile #itинфраструктура #графиня #пульт

»A Bit Too Far…« https://bobgalen.substack.com/p/a-bit-too-far #Agilist.in #Agile #Change #Lean #Kanban #Scrum

It’s always interesting to talk with others about what you can measure in agile teams and what actually makes sense! For example, I’m a fan of cycle time and opposed to velocity (especially when it’s used across team boundaries).

Cycle time is a nice, simple empirical metric. Velocity is based on gut feeling.

#agile #cycletime #velocity

Коэффициент токсичности задачи: как одна метрика снизила текучку в команде до 10%

Из моего отдела ушел ключевой специалист. Унес три года контекста. Я начал разбираться и обнаружил, что инструментов для измерения человеческой стоимости задачи не существует. Пришлось делать свой. Через полгода текучесть в команде упала до 10%.

https://habr.com/ru/articles/1032000/

#управление_проектами #agile #scrum #бэклог #выгорание #метрики #уточнение_задач #планирование_итерации #требования #команда

Organisational Dysfunction of the Day

Deploying AI into a broken system

Context: The organisation is deploying AI: copilots, automated pipelines, intelligent triage, and decision support. The pilots look promising; the broader rollout is patchy, with some people embracing the tools and others routing around them. A few raise concerns about deskilling, about oversight, about what happens when the AI gets it wrong. Leadership frames this as change resistance. The change management programme is expanded. Meanwhile, the tools are also being used to monitor output, flag underperformance, and justify headcount decisions. The people who were concerned start to understand why they were concerned.

OST explains: This pattern is not new. Sociotechnical systems research emerged in the 1950s precisely because organisations kept introducing new technology with enormous focus on technical capability and almost no attention to the social system. The result was that technology failed to deliver its potential, workers became alienated, and productivity gains were short-lived. The core insight applies directly to AI: you will not get the benefit by optimising the technical system alone. In DP1, the manager-led structure, people are defined by the task they perform. One person, one job, one replaceable part, so when the task can be automated, the person becomes redundant by the organisation's own logic. In DP2, the group owns the whole task, and each person brings judgment, context, and adaptability that no tool replicates; AI becomes an extension of the group's capability rather than a replacement of it. In a DP1 structure, AI is almost inevitably used as a tool of control, monitoring output, flagging underperformance, and surveilling the parts. We are in the middle of the fourth industrial revolution and making exactly the same mistake as the third.

#OpenSystemsTheory #SocioTechnical #OrgDesign #agile

Культура инженерии: Почему главные инсайты рождаются не на сцене, а в метро и барах

Я долго думал, что главное в IT — это спринты, доски задач и код без лишних встреч. Но после Techday 2026 понял: настоящие решения рождаются не в Jira, а в кулуарах, в метро и за кофе. Делюсь своим опытом — как офлайн-мероприятия меняют связи между командами и экономят энергию Забрать опыт

https://habr.com/ru/companies/astralinux/articles/1014554/

#культура_компании #корпоративная_культура #командная_работа #взаимодействие_с_командой #itкоманды #agile #scrum #кросскомандная_разработка #soft_skills #митапы

Знакомство с командой операционной эффективности

В техническом департаменте Иви есть отдел, который почти не пишет код. В этом интервью Мария Князева, руководитель отдела операционной эффективности, поделилась, как создавать такие процессы и инструменты, при которых сотрудникам комфортно и интересно работать, есть место творчеству и инициативе, а производительность только растет.

https://habr.com/ru/companies/ivi/articles/1031972/

#agile #оптимизация #развитие #автоматизация #гибкие_методологии

AI agents aren't "set and forget"—they degrade. Lisa Crispin’s look at the DORA AI model highlights why agentic QE demands more human parity, not less. See how to secure your GenAI journey and why pairing remains our best defence: https://lisacrispin.com/2026/04/20/ai-testing-and-the-dora-ai-capabilities-model/ #Agile #GenAI

Confidence is dangerous when it feels like clarity. Experienced leaders often stop looking for disconfirming evidence once a strategy "looks right". We must move from cultural aspirations to procedural safeguards. Build systems where skepticism isn't optional.

https://mikefisher.substack.com/p/red-teaming-your-strategy

#ProductLeadership #Agile

Software Development is full of uncertainty, yet many planning approaches pretend otherwise.

In her session at Nebraska.Code(), Jodi Jones focuses on practical ways to:

• Understand different types of problems
• Plan across varying levels of uncertainty
• Communicate clearly even when outcomes aren’t fixed

Featuring models like the Cynefin Framework and Known vs Unknowns.

https://nebraskacode.amegala.com/

#Agile #SoftwareDevelopment

I remember seeing an online tool for sketching out a software build pipeline by dragging and dropping blocks around. Does anyone remember what it’s called? Thanks! #Agile #CiCd

Organisational Dysfunction of the Day

Built for yesterday

Context: The strategy keeps changing. The market shifted, then shifted again. A competitor emerged from an unexpected direction. AI is rewriting the economics of the industry faster than anyone predicted. The three-year plan written eighteen months ago is already obsolete. Leadership responds with more planning, tighter governance, and faster decision cycles at the top. The organisation is working harder than ever and adapting less than ever. People at the coalface can see what needs to change, but cannot get decisions made quickly enough. By the time something is approved, the situation has moved on. The organisation is not slow because people are lazy or misaligned. It is slow because it was designed for a world that no longer exists.

OST explains: Emery and Trist identified four types of organisational environment, which they called causal textures. The third, disturbed reactive, is the competitive industrial world that DP1, the bureaucratic structure, was designed for, with large, similar organisations whose moves continually disturb one another. The fourth, turbulent fields, is categorically different: the environment itself is in motion, driven by forces in the field itself, like technological disruption, social change, and ecological pressure. In turbulent fields, the variety generated by the environment exceeds the capacity of any hierarchy to process and respond to it. DP1 is actively maladaptive here, because concentrating perception and decision-making at the top creates exactly the bottleneck that makes the organisation slow when speed matters most. DP2, the self-managing-group structure, distributes that capacity across the whole organisation, with every group actively scanning its environment, adapting, and feeding learning back into the system. We have been in turbulent fields for decades. AI has just turned up the intensity several orders of magnitude. To 11.

#OpenSystemsTheory #SocioTechnical #OrgDesign #strategy

Today I spend some time sharing leadership lessons.

https://www.edyouragilecoach.com/success-through-the-power-of-presence/

🏴‍☠️🐻

#GhostGang #business #leadership #agile

@albertocblanco

Проектный менеджмент умер: почему проекты больше не ведут, а только синхронизируют)

Если открыть любой рабочий мессенджер, создаётся ощущение высокой вовлечённости: обсуждения не прекращаются, апдейты приходят постоянно, команда «на связи» и все задачи «в работе». Я как Project Manager стриминга кино viju.ru сама в этом варюсь каждый день — десятки тредов, уточнений, синхронизаций, но в какой-то момент ловишь себя на мысли: чем больше коммуникации, тем меньше реального движения задач. Это не просто ощущение. По данным Microsoft, у перегруженных специалистов переключение внимания происходит каждые две минуты, а 60% встреч — внеплановые. Atlassian дополняет: 65% сотрудников считают важнее быстро ответить на сообщение, чем продвинуться по задаче. В сумме это приводит к довольно неприятному выводу: проектное управление постепенно умирает.

https://habr.com/ru/companies/viju/articles/1031294/

#project_management #управление_проектами #agile #scrum #коммуникации_в_команде #управление_задачами #рискменеджмент #принятие_решений #эффективность_команды #backlog

It's not winning any beauty prizes but my little kanban board project is now self-hosting.

#gamdev #trello #kanban #agile

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A kanban board with one card on it... an MVP for the kanban board itself

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A detailed kanban card with story points and checklist

»Broader Perspective« https://bobgalen.substack.com/p/broader-perspective #Agilist.in #Agile #Change #Lean #Kanban #Scrum