Search results for tag #Agile
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I think I have to make a statement.
I liked working with #NovellNetware - versions 3 and 4.
I’m a big fan of #LotusNotes. It was hard getting used to not having it in my toolbox.
I believe that #agile values and principles are a good foundation for organizing team work and some most frameworks are a good starting point for using them.
I like #Atlassian #Jira and #Confluence.
I love working in a well designed #OpenOfficeSpace|s
Any takers?
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„Warum agil?" – falsche Frage.
Die richtige: Kannst du gute Software schnell liefern?
Drei Wörter. Entpacke sie und du hast alles:
• „Gut" = wertvoll, nicht perfekt
• „Schnell" = kurze Zyklen, nicht Hektik
• „Liefern" = in Produktion, nicht „fast fertig"
Der ganze Rest? Work und Feedback. Punkt.
Neues Format: NBA Kompakt – ein Thema, fünf Minuten, klare Meinung.
https://no-bullshit-agile.de/nbak01-gute-software-schnell-liefern.html
You ran an "agile kickoff workshop." The client nodded along. Three months later: "So when will everything be done?"
That's not a client problem. That's yours. One workshop doesn't create understanding. Continuous alignment does. Stop blaming the customer for not "getting agile."
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Was ist eigentlich aus der Erkenntnis geworden, dass Menschen in Teams bessere Problemlösungen finden als Einzelkämpfer? Die LLM-gestützte Softwareentwicklung feiert ja gerade ab, das Menschen alleine Software zusammenklöppeln können - ohne Erfahrung und ohne Team. Aber kommen dabei wirklich gute Lösungen raus, wenn die zusätzlichen Perspektiven unterschiedlicher Erfahrungen fehlen?
#agile #softwareengineering #team #genai #LLM
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#NoFrameworks: Build Your Own Agile, Burn the Playbook
📕 Abstract:
Agile frameworks like Scrum, SAFe, LeSS, Nexus, etc. promise packaged, structured solutions, but they are often criticized for their rigidity, cost, and limitations in complex environments. This session explores the #NoFrameworks approach, a philosophy that puts specific needs, local strengths, and co-creation at the heart of organizational transformations.
Through case studies and real-world examples, you’ll discover:
- Why going by the book often fails.
- How to diagnose your organization’s true needs and design bespoke solutions.
- Tools and practices that allow you to create custom agile practices at scale, while maintaining alignment and impact.
This radically different approach invites you to rethink your strategic choices regarding agility to move forward with more relevance and achieve more sustainable results.
📕 Résumé :
Les frameworks Agile comme Scrum, SAFe, LeSS, Nexus, etc. promettent des solutions packagées et structurées, mais ils sont souvent critiqués pour leur rigidité, leur coût et leurs limitations dans les environnements complexes. Cette session explore l'approche #NoFrameworks, une philosophie qui place les besoins spécifiques, les forces locales et la co-création au cœur des transformations organisationnelles.
À travers des études de cas et des exemples concrets, vous découvrirez :
- Pourquoi suivre le livre à la lettre échoue souvent.
- Comment diagnostiquer les vrais besoins de votre organisation et concevoir des solutions sur mesure.
- Les outils et pratiques qui vous permettent de créer des pratiques agile personnalisées à grande échelle, tout en maintenant l'alignement et l'impact.
Cette approche radicalement différente vous invite à repenser vos choix stratégiques en matière d'agilité pour avancer avec plus de pertinence et obtenir des résultats plus durables.
Enregistré en avril 2026 à Paris, Palais des Congrès, Porte Maillot.
🔥 Pour rester informé sur l'actualité de Devoxx France, suivez nous sur
LinkedIn : https://www.linkedin.com/company/devoxx-france/
Bluesky : https://bsky.app/profile/devoxx.fr
consultez notre site web https://www.devoxx.fr/
"We're agile, we don't need a plan."
Wrong. Agile means planning *more*, not less. Every sprint, every standup, every retro - that's all planning.
What you actually mean: "I don't want to be held accountable for a plan." That's not agile. That's chaos.
"Doing Scrum" doesn't make you agile. Neither does Jira, a daily standup, or calling someone "Product Owner."
Agility is a mindset, not a toolbox. If you don't understand why you're doing it, the framework won't save you.
Most teams fail at agile not because they picked the wrong method but because they never understood the foundation.
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Dew Drop – May 12, 2026 (#4666)
Top Links Composition Stack for AI-Assisted .NET Development (Matt Mattei) Things I Think I Think… about Coding Agents and IDEs (Ted Neward) What’s new in Microsoft Foundry | April 2026 (Nick Brady) WinUI 3 Performance: A Leap Forward (Beth Pan) GitHub Copilot CLI + GPT-5-mini BYOK: The Code Was Cheap, the Quality Gates Were Expensive … Continue reading Dew Drop – May 12, 2026 (#4666)
Un sprint à Tokyo : voyage Agile au Japon
📕 Résumé :
Et si l’Agilité n’était pas réservée qu'aux équipes tech ? Et si elle pouvait aussi vous emmener à l’autre bout du monde ?
En novembre 2024, un séjour d’un mois au Japon a été préparé. L’objectif : concilier les envies de deux voyageurs aux profils différents, tout en assurant une expérience fluide, équilibrée et mémorable.
Entre temples zen, trains ultra-ponctuels et ramen brûlants, une pratique a accompagné discrètement tout le voyage : l’Agilité. Les différentes étapes ont été préparées en s’appuyant sur des outils issus de l’agilité : persona, backlog, roadmap, user stories, MVP ou encore rétrospective.
Cette conférence propose un retour d’expérience original sur l’application concrète de pratiques agiles dans un contexte personnel. Une façon accessible et décalée d’illustrer la pertinence de ces outils au-delà des projets numériques.
Enregistré en avril 2026 à Paris, Palais des Congrès, Porte Maillot.
🔥 Pour rester informé sur l'actualité de Devoxx France, suivez nous sur
LinkedIn : https://www.linkedin.com/company/devoxx-france/
Bluesky : https://bsky.app/profile/devoxx.fr
consultez notre site web https://www.devoxx.fr/
@awarnke Wir wollte ja auch überoptimistische Expertenschätzungen durch evidenzbasierte Daten aus dem Team ersetzen.
Qualität/Leistungsfähigkeit der Organisation spielte bei den Betrachtungen "früher" aus meinen Erfahrungen selten eine Rolle. Wenn es geknallt hat, dann musste sich der Abteilungsleiter drum kümmern.
Die erfolgreiche Arbeit eines Coaches sichtbar zu machen, ist eine andere Hausnummer - wir vergleichen eine Realität mit einer nicht stattgefundenen Realität. #agile #agileCoach
Your annual performance review is useless. Your manager barely knows what you did last month — let alone last year.
Try this instead: let people choose 3 peers to give them feedback every 6 months. No report to management. No grades. Just honest growth conversations in a safe space.
#feedback #agile #leadership #teamwork #continuousimprovement
The biggest mistake leaders make in 1:1s? Talking.
A one-on-one is not your meeting. It's theirs. Your job is to shut up and listen. No status updates. No "feedback." Just one question: "What are we not talking about that we should be?"
Then wait. Even if it gets uncomfortable.
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I’m currently looking for a Senior Product Manager to join our team at @openproject.
#GetFediHired Boosts welcome. 🙏
Anyone interested? More details here: https://openproject-gmbh.jobs.personio.com/job/2604397?language=de
Dew Drop – May 11, 2026 (#4665)
Top Links Build an AI-Powered Rich Text Editor in .NET MAUI with AI AssistView (Tamilarasan Gunasekaran) Getting started with the GitHub Copilot SDK in .NET (Bart Wullems) Claude Code inside Obsidian — academic research skills, inline diff editing, MCP support (hkcanan) Merge Conflict Episode #514 – Running Local LLMs in VS Code (James Montemagno & Frank Kreuger) Syncing Claude Memory … Continue reading Dew Drop – May 11, 2026 (#4665)
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This week, I am talking about a 2800-year-old story and how it explains the phenomenon of storming.
https://www.edyouragilecoach.com/the-leader-at-the-mast/
🏴☠️ 🐻
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Ansible for Kubernetes by Jeff Geerling is on sale on Leanpub! Its suggested price is $19.99; get it for $7.99 with this coupon: https://leanpub.com/ansible-for-kubernetes/c/LeanPublishingDaily20260508 #software #ansible #agile #devops #cloud_computing #distributed_systems
The most underrated leadership skill isn't strategy, vision, or decisiveness.
It's shutting up and listening.
In your next 1:1, try this: say less, ask "What else?" and wait. The real information comes after the first pause, not before it.
Bonuses don't motivate people. They destroy motivation.
What actually drives your team: autonomy over their work, mastery in their craft, connection to each other, and purpose in what they build.
Every time you dangle a carrot or threaten a stick, you're replacing intrinsic drive with dependency. Stop it.
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How to See Aging as a Leading Indicator to See Where Work Hides
https://www.jrothman.com/mpd/2026/05/how-to-see-aging-as-a-leading-indicator-to-see-where-work-hides/
#Progress #Agile
Ansible for DevOps by Jeff Geerling is on sale on Leanpub! Its suggested price is $9.99; get it for $6.99 with this coupon: https://leanpub.com/ansible-for-devops/c/LeanPublishingDaily20260508 #agile #software #startups #ansible #devops #cloud_computing
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Organisational Dysfunction of the Day
DORA, the wrong way round
Context: The DORA metrics have become the gold standard for measuring engineering performance. Deployment frequency, lead time for changes, change failure rate, and time to restore service. The four key metrics. Teams build dashboards around them, set quarterly targets, and run improvement initiatives to move the numbers in the right direction. Some teams genuinely improve, while others find the numbers are stubborn or that improvements one quarter quietly reverse the next. Leadership concludes that the teams need more discipline, better tooling, or another round of training. What gets called cargo culting (for lack of a better term) in the industry, copying the visible practices without the underlying conditions, is exactly this pattern.
OST explains: DORA was designed as a research instrument, not as a target system. The metrics are downstream signals of healthy delivery, not the drivers of it. Healthy delivery is when self-managing teams own the whole product, make decisions without escalation, and have tight feedback loops with the people they serve. Take those structural conditions away, and the numbers regress, no matter how many dashboards you build. Treating DORA as a goal in DP1 (bureaucratic) is exactly the goal displacement Goodhart warned about: the moment a measure becomes a target, it stops being a good measure. In DP2, the self-managing-group structure, the same numbers emerge naturally as side effects of work well done. You do not need to chase them. You need to build the conditions that produce them.