tag:blogger.com,1999:blog-31360483625636361572024-03-17T01:31:49.240-07:00Fail Fast, Move On"Agile" is not a silver bullet. The domain is broad, wide and extremely context sensitive. Often, the intricate nuances make or break an approach.
I share my experiences for your reflection.Michael Küstershttp://www.blogger.com/profile/05184341142518461137noreply@blogger.comBlogger407125tag:blogger.com,1999:blog-3136048362563636157.post-48877063620864502712024-01-13T23:52:00.000-08:002024-01-13T23:53:28.129-08:00Is the Scrum Master an entry-level role?
There's a rise in job postings for "Junior Scrum Master" and even "Scrum Master (Internship)" - and that's problematic.
Without a certain foundation of experience, you can't do justice to this role.
I often read, "How do you become a Scrum Master if it's not for beginners?"
My somewhat cheeky response: "How do you become a medical director if that's not for beginners?"
The Michael Küstershttp://www.blogger.com/profile/05184341142518461137noreply@blogger.com0tag:blogger.com,1999:blog-3136048362563636157.post-11096371909133271172023-12-24T02:33:00.000-08:002023-12-24T06:52:54.176-08:00Understand Perspectives
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.top-10-list-itemMichael Küstershttp://www.blogger.com/profile/05184341142518461137noreply@blogger.com0tag:blogger.com,1999:blog-3136048362563636157.post-64314556447967810932023-12-09T11:26:00.000-08:002023-12-09T11:29:13.039-08:00In Scrum we do ...
"How do you do this in Scrum?" - A common question, and still: not a meaningful question.
Why? Let's explore.
Scrum has no prescriptions.
Scrum is but a container, and something that works within Scrum should also work without Scrum. If that's not the case, and something only works because of Scrum - you probably misunderstand Scrum.
Does it make sense?
If something makes sense Michael Küstershttp://www.blogger.com/profile/05184341142518461137noreply@blogger.com0tag:blogger.com,1999:blog-3136048362563636157.post-30622758179107832632023-11-12T11:29:00.000-08:002023-11-14T05:41:38.180-08:00Agile vs Waterfall - the wrong question
22 years after the "Manifesto for Agile Software Development," the battle for Agile vs. Waterfall still isn't settled - despite many prominent publications, such as a recent HBR article, trying to "settle the debate."
Unfortunately, this debate can't be settled - because it starts with the wrong question. We will take a look at the question that needs to be asked.
Finding the right Michael Küstershttp://www.blogger.com/profile/05184341142518461137noreply@blogger.com0tag:blogger.com,1999:blog-3136048362563636157.post-30765391365120566192023-09-25T02:27:00.000-07:002024-01-09T12:06:30.111-08:00The OPEN Transformation Roadmap
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Michael Küstershttp://www.blogger.com/profile/05184341142518461137noreply@blogger.com3Bonn, Deutschland50.73743 7.098206822.427196163821158 -28.0580432 79.047663836178856 42.2544568tag:blogger.com,1999:blog-3136048362563636157.post-6325052774502162742023-09-24T01:33:00.006-07:002023-12-13T23:22:34.503-08:00No, performance isn't defined 94% by the system.
There's a persistent myth proliferating in the Agile space: allegedly, "94% of an organization's performance is attributed to the system, while only a mere 6% depends on the individuals." This widely circulated belief shapes perceptions about the dynamics of productivity, teamwork, and leadership in countless organizations - but: it's false. And here's why.
The 94% myth
Could it really beMichael Küstershttp://www.blogger.com/profile/05184341142518461137noreply@blogger.com2tag:blogger.com,1999:blog-3136048362563636157.post-75293033940802366612023-09-21T05:46:00.013-07:002023-09-22T02:56:02.083-07:00The power of stakeholder promises
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In the dynamic world of product management, one thing remains constant: the importance of stakeholders.Michael Küstershttp://www.blogger.com/profile/05184341142518461137noreply@blogger.com0tag:blogger.com,1999:blog-3136048362563636157.post-77935396831340170822023-08-18T03:14:00.004-07:002023-08-18T03:14:42.332-07:00Test Coverage and FermentationMeasuring test coverage makes sense - but maybe not in the way you think. Here's why:
Test Automation coverage is like fermentation bubbles
1. Seeing it doesn't mean things are going to be fine
- but not seeing it may indicate that the process itself may not yield good results.
2. could see it and still get an unconsumable product:
Coverage only tells you that code was executed byMichael Küstershttp://www.blogger.com/profile/05184341142518461137noreply@blogger.com0tag:blogger.com,1999:blog-3136048362563636157.post-56289496012890482922023-08-06T06:48:00.009-07:002023-08-06T08:55:21.196-07:0010 signs your Scrum Master doesn't understand Scrum
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"Agile transformation" is a popular buzzword these days, and the promises improved efficiency, better collaboration, and increased customer satisfaction are too hard forMichael Küstershttp://www.blogger.com/profile/05184341142518461137noreply@blogger.com2tag:blogger.com,1999:blog-3136048362563636157.post-13557770833179282202023-07-30T13:41:00.015-07:002023-08-10T02:56:57.779-07:00An Organizational Measurement System
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list-style-type: " \20 \2705" !Michael Küstershttp://www.blogger.com/profile/05184341142518461137noreply@blogger.com0tag:blogger.com,1999:blog-3136048362563636157.post-79498467648718512102023-07-16T22:56:00.044-07:002023-08-06T09:00:39.449-07:00Why Agile Coaches need to care about Delivery Speed
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Michael Küstershttp://www.blogger.com/profile/05184341142518461137noreply@blogger.com0tag:blogger.com,1999:blog-3136048362563636157.post-25037533202912513332023-07-14T07:32:00.006-07:002023-08-06T09:04:28.621-07:00Leading by Absence
You may be familiar with classical leadership approaches - such as leading by doing (being in the trenches, doing the same as you expect others to do), or leading by example (which is slightly different, as you show patterns for others should follow) - but have you ever thought about "leading by absence?" This technique is very important for Scrum Masters and Managers alike to grow teams and Michael Küstershttp://www.blogger.com/profile/05184341142518461137noreply@blogger.com0tag:blogger.com,1999:blog-3136048362563636157.post-71400168323456822862023-07-07T02:16:00.002-07:002023-08-06T09:07:16.849-07:00Flush the System for Agility!
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Michael Küstershttp://www.blogger.com/profile/05184341142518461137noreply@blogger.com0tag:blogger.com,1999:blog-3136048362563636157.post-3641531350732543492023-06-25T01:37:00.010-07:002023-08-06T09:17:53.050-07:00Navigating Hidden Agendas
We are constantly striving to create thriving organizations where collaboration, productivity, and innovation flourish. However, one of the most challenging aspects in organizations is the presence of personal agendas - both overt and hidden. Oftentimes, people say that if we could just eliminate those personal agendas and focus everyone on the overall goal and mission, we would have a lot Michael Küstershttp://www.blogger.com/profile/05184341142518461137noreply@blogger.com0tag:blogger.com,1999:blog-3136048362563636157.post-47539993587016251382023-06-04T02:28:00.014-07:002023-06-04T11:23:53.103-07:00Little's Law and the Hidden VariableDid you know there's a hidden variable in Little's Law, and that the traditional equation L = λW - is missing something?
Well, it doesn't tell you something important, and it used to bug me a lot until I could pinpoint it - so let's explore.
What Little's Law says
Quoting Wikipedia: "In mathematical queueing theory, Little's law is a theorem by John Little which states that the long-term Michael Küstershttp://www.blogger.com/profile/05184341142518461137noreply@blogger.com2tag:blogger.com,1999:blog-3136048362563636157.post-77613235534340229132023-05-25T06:17:00.118-07:002023-08-06T09:14:40.845-07:00Defining Enterprise Coaching
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Michael Küstershttp://www.blogger.com/profile/05184341142518461137noreply@blogger.com0tag:blogger.com,1999:blog-3136048362563636157.post-32166680772692867732023-05-25T05:14:00.002-07:002023-05-25T05:34:30.191-07:00Does Agile make you faster? Yes!
But not how you might think: A reorganization plus a calendar filled with recurrent meetings won't magically make things move faster.
So - how do you become faster?
Work on fewer jobs in parallel
Think of it like this: We have 8 working hours in a day. If we work on 8 jobs for 1 hour each, it will take over a week to complete something that could be finished on Michael Küstershttp://www.blogger.com/profile/05184341142518461137noreply@blogger.com0tag:blogger.com,1999:blog-3136048362563636157.post-19195925996060140642023-05-19T11:32:00.019-07:002023-05-19T12:08:21.525-07:00Addressing some SAFe concerns
Quite often, I encounter concerns with the Scaled Agile Framework. When looking at the Big Picture, and what many companies make out of SAFe, these concerns are valid - and should be taken serious. On the other hand, none of these concerns couldn't be addressed by a capable SPC and a management who cares about making a meaningful difference in their ways of working. In this article, I'm Michael Küstershttp://www.blogger.com/profile/05184341142518461137noreply@blogger.com0tag:blogger.com,1999:blog-3136048362563636157.post-80055620518828382622023-04-07T09:40:00.006-07:002023-04-07T10:24:14.210-07:00Scope Creep and agility?"Scope Creep" is every project developer's nightmare. Best case, it only means overtime.
Worst case, it means a lot of unpaid overtime, additional meetings, frustrated customers, angry managers and burnout. In any case - not a fun place to be in.
But it's a relic from the traditional world of projects - is it?
No. Scope creep can also occur in agile contexts - and it's even more likely than Michael Küstershttp://www.blogger.com/profile/05184341142518461137noreply@blogger.com0tag:blogger.com,1999:blog-3136048362563636157.post-281843505802187652023-04-03T11:48:00.019-07:002023-08-06T09:18:33.898-07:00Product vs. Functional Organization - a false dichotomy!#There's a buzz going around that "we should move from functional organizations to product-led organizations." However, this binary perspective ignores the complexity of organizational design. The result of such a change is often a suboptimal, unsustainable system with a strong bias towards products, to the detriment of other things But I'm all for dissolving the classic functional organization Michael Küstershttp://www.blogger.com/profile/05184341142518461137noreply@blogger.com0tag:blogger.com,1999:blog-3136048362563636157.post-29592447760311643382023-03-20T03:33:00.004-07:002023-03-20T04:01:40.397-07:00The Rule of ThreeOrganizational design plays a crucial role in determining an organization's success or failure. As an organization grows, it faces numerous challenges that determine effectiveness, productivity, and profitability. Understanding the relationship between organizational design and organization size is crucial for businesses looking how to achieve their goals. In this article, we will explore the keyMichael Küstershttp://www.blogger.com/profile/05184341142518461137noreply@blogger.com0tag:blogger.com,1999:blog-3136048362563636157.post-10005330733652530222023-01-29T09:32:00.024-08:002023-01-30T00:56:23.478-08:00Don't be Joe!
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Michael Küstershttp://www.blogger.com/profile/05184341142518461137noreply@blogger.com2