BONUS: Incremental Delivery in Business Intelligence (BI) and Data Warehouse projects with Raphael Branger

Raphael has been a guest on our regular show, and in those episodes, we approached the topic of Agile applied to Business Intelligence projects. In this episode, we dive deeper into the concepts and ideas that Raphael mentioned earlier, and we learn how Business Intelligence projects can be delivered incrementally, and in an agile manner. 

Slicing User Stories to enable incremental delivery

We start this episode with a practice that is critical for Agile teams: how to slice User Stories to enable the delivery of incremental value to customers. We discuss several strategies that Raphael uses to be able to deliver valuable functionality even in the first week of a project. 

Taking into account that usually, BI projects are executed by larger, and more traditional firms, his approach brings clarity and ensures that the team and the customer are able to evaluate the product from the first week. This practice is critical in collecting feedback from customers early on and avoiding producing products (dashboards, in this case) that no one will use. 

In this segment, we refer to a blog post by Raphael where he describes his User Story slicing approach in more detail.

#NoEstimates in BI projects

One of the inspirations for Raphael’s work on slicing User Stories was the #NoEstimates book and a few conversations that he and Vasco Duarte had in the early stages of Agile adoption at IT-LOGIX, Raphael’s company.

In Raphael’s perspective, the focus should shift from “sizing” stories to understanding what might be a good experience for the customer: customer delight; and then validating those assumptions directly with customers by delivering possible solutions very early on. 

As a way to apply #NoEstimates, Raphael started to apply the concept of “timebox” (limited time) to each of the User Stories being developed. His own rule is that a User Story should be developed within 1 or 2 days at the most, which pushes the teams to focus on what is critical to provide value to the customer. 

Timeboxing User Stories to validate assumptions

In this episode, we also explore how Raphael came to the realization that User Stories need to be timeboxed, rather than estimated. He shares a story of a project where the team produced a dashboard that did not get used by the customer (they had metrics). That was a transformative point in Raphael’s approach, leading him to focus on early and often delivery. Which led to the #NoEstimates heuristic that a User Story should be given a timebox. 

In this segment, we refer to the episode about a team that Runtastic that is using #NoEstimates, and how that has helped the team focus, and provide value faster. 

About Raphael Branger

Raphael Branger is a Certified Disciplined Agile Practitioner and a pioneer in adapting agile methods in the context of data and analytics projects. He works as a Principal Consultant Data & Analytics at IT-Logix in Switzerland with more than seventeen years of experience in business intelligence and data warehousing.

You can link with Raphael Branger on LinkedIn and connect with Raphael Branger on Twitter

 

BONUS: #NoEstimates in practice, interview with the Runtastic app team

In this episode, we interview Andre, Fabian and Aleksandar, team members at one of the Runtastic App teams. At the time of recording, they had 5 months of experience with #NoEstimates at the team level, and that led us to explore how they applied #NoEstimates; what prompted them to change their way of working; and many other practical questions related to the use of #NoEstimates approaches in their product development work.

The path to #NoEstimates

Continue reading BONUS: #NoEstimates in practice, interview with the Runtastic app team

BONUS: The Agile Wire hosts interview Vasco Duarte on #NoEstimates – Jeff Maleski & Jeff Bubolz

This is a BONUS episode on the topic of #NoEstimates. The Agile Wire podcast hosts Jeff Bubolz and Jeff Maleski interview Vasco Duarte.

Some of you might have heard about #NoEstimates, and want to know more, and for others, it might be the first time you hear about it. Either way, in this episode we talk about the origins of #NoEstimates and why you may want to consider it when helping your teams. 

This is a shared episode with a fellow Agile podcast The Agile Wire, where hosts Jeff Maleski and Jeff Bubolz interview Agile practitioners. Both Jeff Maleski and Jeff Bubolz have been guests here on the Scrum Master Toolbox podcast.

About Jeff Bubolz and Jeff Maleski

Jeff Bubolz is a speaker, trainer, and agile coach. He has been a Product Owner, Scrum Master and Development Team member. Jeff has worked with enterprise companies to small start-ups. His goal is to end human suffering in organizations, by nudging people to be the change they want to see in the world.

You can link with Jeff Bubolz on LinkedIn and connect with Jeff Bubolz on Twitter.

Jeff Maleski is passionate about working with and building up both individuals and teams using ideas from Jurgen Appelo’s Management 3.0 and Dan Pink’s Drive. When leading project teams, Jeff strives for empirical based planning and forecasting, continuous learning, and delivering high quality software products that exceed expectations. Jeff believes in leading by actions and focusing on building relationships with others.

You can link with Jeff Maleski on LinkedIn.

Your cultural anti-patterns are AMPLIFIED by remote work. Are you ready? (Tips for Scrum Masters)

Image by mohamed Hassan from Pixabay

Scrum Masters often have to face cultural anti-patterns when working with teams, and the organizations they are part of. Those cultural anti-patterns are being amplified by the move to #Remote work due to the #covid19 situation.

What can we do? How can we get ready?

Here are some tips to get you started or to help you further adapt to this new reality.

Lack of transparency is even worse when #Remote

There are many Scrum Masters that come on the Scrum Master Toolbox Podcast and share stories that relate to a culturally-engrained lack of transparency. This lack of transparency takes many forms:

  • Team members don’t share their struggles in the Daily Standup because they perceive that as a sign of weakness (for example)
  • Product Owners don’t share the reasons why certain changes are brought into the Sprint, perhaps because they themselves don’t know
  • Other teams we collaborate with don’t share changes to a dependency we have on them

Whatever symptoms of lack of transparency you experienced when working in the same office, those symptoms will only get worse when our organization moves to #Remote work. Some of the reasons are:

  • Individuals are less engaged and motivated due to the stress, or being distracted by the presence of children while they work, or because they don’t see (and therefore don’t take into account) their colleagues during the day
  • Sudden tasks or priority shifts are communicated to individuals, and the rest of the team isn’t physically present to witness that change
  • Now that we’re distributed we miss out on all the spontaneous collaboration that used to happen.
  • etc.

Tips for Scrum Masters to increase transparency and foster collaboration

As Scrum Masters, we must be deliberate about improving transparency and collaboration in #Remote teams. Our domain of expertise is collaboration, and we must keep adapting to enable collaboration at all times. Here are some tips, that may help you improve transparency, information sharing, and collaboration between team members and with other teams: 

  • Have a collective retrospective with the teams on which your team has regular dependencies
  • Discuss with the Product Owner how to share changes to the Sprint so that all team members are aware and can share their possible impact on the work they have to finish
  • Move to a shorter Sprint. Agile is about creating more, and faster, feedback loops. As we go #Remote those feedback loops are even more important. Shorter sprints provide more transparency (problems are found faster), makes the amount of work smaller which helps with clarity (shorter stories), and with identifying and solving process problems in the team, and across teams
  • Have 2 daily check-ins

  • Integrate more often. If you are integrating with dependant teams at the end of the Sprint, consider bringing their work into your daily build pipeline, or assign specific team members on both teams to work on integration from the start of the sprint
  • Track dependencies on other teams just like you would a User Story. Understanding of dependencies will grow during the Sprint. Make sure you are covering that dependency on the Daily Standup if nothing else to learn that “everything is proceeding according to plan”
  • Create an URGENT Slack/Teams channel, so that team members can always explicitly ask for help to solve a problem they are facing. When #Remote, even waiting one more day can make the problem harder to find.

When we are #Remote, collaboration and cooperation are harder to achieve, and transparency can be a critical trigger for that collaboration to flourish. Consider what you can do as a Scrum Master to improve collaboration. Every day.
Stay Safe, #StayHome

More tips, and more insights from the Scrum Master Toolbox Podcast

We have started a page to help you deal with the reality of #Remote work. Bookmark this page to easily access all the tips we share related to #Remote work. In this page you will find blog posts, as well as links to the YouTube videos of our LIVE Q&A sessions with #Remote work experts!

Building Skyscrapers and Shattering Dreams in Product Development | Guest post by Rainer Tikk

Rainer Tikk writes this guest blog post about what Product Development looks like from the perspective of a leader of a software organization in a mid-size bank. He’s the Head of Software Development at LHV, an Estonian bank betting on IT as a competitive advantage.

To a non-IT person, developing an IT solution might often seem like a mystical activity that boys with ponytails (and some girls) do in a dark basement somewhere. Moreover, software development, in general, is an expensive activity altogether and often takes more time than it really should. And even if there is money available to pay for the software development, more often than not, it’s almost impossible to find a developer to build the stuff you need.

Continue reading Building Skyscrapers and Shattering Dreams in Product Development | Guest post by Rainer Tikk

BONUS: Lean and Agile Financial planning with Maarit Laanti and Rami Sirkiä

The financial processes of companies can defeat their own efforts to become more agile. It’s simply impossible for an organization to be adaptable if their project processes require all projects to be specified up-front and funded months ahead of their starting date.

Tackling the financial process changes in our organizations is one of the make-or-break aspects of helping organizations become Agile and adaptable.

In this episode, we talk about Lean and Agile Financial Planning (PDF article download), an approach that tries to adopt Agile and Lean thinking in the funding and financial processes of an organization.

The reason why Lean and Agile Financial planning is a core aspect of Agile transformation in enterprises

Continue reading BONUS: Lean and Agile Financial planning with Maarit Laanti and Rami Sirkiä

Doug Knesek on moving from Scrum “enforcer” to Scrum Master

When we get started as Scrum Masters, especially those that have a Project Management or Management background, we tend to “enforce” Scrum. As our understanding progresses though, we start to learn that there’s a lot of value in helping teams learn by themselves, help them feel confident and take over the process.

In this episode, we discuss that change in our approach to the Scrum Master role, and a lot more!

We talk about Extreme Programming and how that approach should be looked at by Scrum Masters. We also refer to Kent Beck’s Extreme Programming Explained and Martin Fowler’s Refactoring book.

About Doug Knesek

Doug has been an agilist since before it was cool, as his first agility client can attest. He is currently the Director of Agile Development & Coaching at Wisconsin-based Flexion inc., leading agile teams that serve both private and public sector clients. His current hobby is thinking beyond agility, to antifragility.

You can link with Doug Knesek on LinkedIn and connect with Doug Knesek on Twitter.

BONUS: Ben Aston on Project Management lessons that Scrum Masters can use

Ben is a project manager with experience in developing digital services and products for worldwide clients. He’s learned some very important lessons and shares some of his key insights with you in this special episode, where we dive deep into the project manager role and the project management world.

Continue reading BONUS: Ben Aston on Project Management lessons that Scrum Masters can use

BONUS: Geoff Watts on what makes a great Scrum Master, the key challenges to Scrum adoption and much more about Agile

There are quite a few books out there about the Scrum Master job. However, the classic that many refer to over and over again here on the podcast is Scrum Mastery by Geoff Watts.

In the description of the publisher writes: “Scrum coach Geoff Watts has identified patterns that separate a good Scrum Master from a great one”.

As a podcast for Scrum Masters, we wanted to have Geoff on, to share the key insights in the book, but also what he learned since the book was first published in 2013.

But, before we go into those new lessons learned, let’s quickly review some of the key insights from the book

The key insights from Scrum Mastery, the book

Read on for the detailed show notes and all the links…

Continue reading BONUS: Geoff Watts on what makes a great Scrum Master, the key challenges to Scrum adoption and much more about Agile

BONUS: Allan Kelly and Vasco Duarte on #NoProjects and #NoEstimates the latest trends in the Agile community

This is an episode about #NoProjects, #NoEstimates and introduces a unique, and 1-time-only workshop by Allan and Vasco that will take place in London in February 2019. Check out this page about the #NoProjects and #NoEstimates Workshop to know more.

In the past few years a few new trends have emerged in the Agile community that have challenged some of the basic assumptions of how software should be delivered. The first one, #NoProjects is challenging the idea that software work is best managed as a project. As Allan puts it in this episode: “Successful software does not end. It continues. And projects are for temporary endeavours, that have a known start and fixed end. That’s now how software is developed today.”

With that start to the episode you can expect that many unconventional (and inconvenient?) ideas will be shared in this podcast focused on the latest trends in how to manage software development.

Read more… Continue reading BONUS: Allan Kelly and Vasco Duarte on #NoProjects and #NoEstimates the latest trends in the Agile community