By Damian Heffernan

Why do we expect our Scrum Masters / Delivery Managers / Delivery Leads / Iteration Managers to coach and teach as well as do? You can’t apply knowledge that you don’t have.

Do you want to be taught by a Coach, or coached by a teacher? Or both, by a doer?

The ReBoot Co. team shares what they’ll be watching and reading over the holidays.

THE TROUBLE WITH FRAMEWORKS

Some people install the practices, processes and governance parts of agility and neglect to attend to Principles, Values and Behaviours. Framework salespeople are incentivised to implement overly prescriptive heavy frameworks, because it’s a money making machine for them. Paying for certifications makes the Framework owner money, but does it make you better at delivering value?

AGILE AUSTRALIA 2022

In this blog post, we summarise Alex Stoke’s Linkedin posts attending & MC’ing at Agile Australia- if you didn’t attend, hopefully this gives you a good summary of what you missed, see you next time!

MAKING EVERYONE SMARTER

In one of my favourite jobs more than a decade ago I was complaining to my boss at the time that the task to Transform to Agile ways of working was impossible. There were just too many people working in “the wrong” way, and

GATHERING ADVOCATES

When I first came across Agile Software Development in the late 90s I was working as a developer in the UK, and my path came via a methodology called DSDM that we used on one of our client’s gigs. DSDM was represented by ​​Arie van Bennekum in Snowbird in 2001 when the original authors of the Manifesto for Agile Software development gathered.

CREATING AWARENESS FOR NECESSARY CHANGE

When I experienced my first Transformation “in the wild” I felt cast adrift in a big sea of impossibility. It was my first time out of a consultancy and inside a business as a perm employee. I was responsible for technology delivery in an Insurance Company. How would I go about communicating the need for better, more adaptable ways of working when Transformation wasn’t part of my official role?

“The Red Hulk was angry. Kaizen had failed, fallen flat. Why?”

Relatively new into an organisation I ran a workshop to introduce the concept of Kaizen, the Japanese management technique for improvement, and start an improvement working group. Not only did the session feel like it had fallen flat but there was no interest in further work around improving. I was stumped