Articolo a 4 mani di Stefano Lucantoni e Matteo Regazzi
Quali sono le difficoltà più rilevanti che incontriamo quando veniamo ingaggiati da una grande organizzazione per aiutarla ad affrontare la Digital Transformation ? In quale gorgo rischiamo di essere risucchiati quando il nostro cliente chiede una accelerazione apparentemente impossibile ? Vi raccontiamo di come lo scaling dell’agile mindset su una intera organizzazione, meglio noto come Agile Transformation, sia l’elemento cardine di questa trasformazione e di quali sono i pillar su cui lo stiamo realizzando.
Continue reading “Scalare Agile e Lean con il Turbo”
DISCLAIMER: NO ELEPHANTS WERE HARMED DURING THE WORKSHOP. THE PRODUCT OWNER GOT SICK AND SOMEBODY SHOT THE SCRUM MASTER BUT THAT’S ABOUT IT.
The original recipe
Since it was created by Alistair Cockburn and described by Henrik Kniberg in his guide, I facilitated several sessions of Elephant Carpaccio, in its original version. For those not familiar, this is an exercise in which a software development team, stable or temporary, can do to better understand the benefits that can be obtained in dividing the user stories into very thin but still vertical slices. Hence the name of culinary origin since carpaccio is meant for a preparation that includes slices (usually meat slices) so thin as to be translucent. When I think of a team I do mean a cross-functional one with developers, testers, product owners, ui and ux specialists and whoever else you need in your project.
If you already have a little experience with user stories and you share the principles behind, the concept of micro slices should sound quite natural if not easy. At least in theory, because I realized that often even the more mature team have a backlog diligently divided into a story for each architectural layer or each component (e.g. back end and front end) and this usually depends on endogenous causes for more than anything else, it’s not the elephant fighting you. Continue reading “Elephant Carpaccio V2 – power of microslices”
Questa storia inizia con la lettura di un annuncio di lavoro (vero, del 2014, inglese, ho cambiato solo il nome dell’azienda e l’ho tradotto in Italiano):
Mars – Careers – Jobs just in:
Scrum-master / Agile Coach: la persona che assumerà questo ruolo sarà responsabile della supervisione ed il supporto dei team, così come dell’osservanza dei principi base di Scrum e l’uso proprio degli strumenti ad esso dedicati.
Requisiti: Continue reading “Opportunità di carriera su Marte”
It happened to me several times to participate in discussions regarding the implementation of the Continuous Integration [CI] practice. This is typically a task that sooner or later will be addressed by teams and organizations that are making their first steps in the world of agile software development. That are or are not aware of it.
Being able to do CI is itself a symptom and cause of being agile, at least at the level of software production. It may not be enough and anyone who has experienced a period of transition in which the development team has tried to adopt lightweight and more efficient processes, or just more customer-oriented, sooner or later he realized that a certain way of thinking and working should be extended to other departments. Indeed, it must be extended if you want to achieve sustainable development through agile methods and get all the competitive advantages that this entails, before they are basic standards that every software company will have to keep in mind. Continue reading “What is Continuous Integration about … and what is not…”