Teams can hesitate to adopt agile practices, even when there’s a clear desire for transformation at the executive level. But there are strategies for coaching agile-skeptical teams into an agile mindset.
Agile is a set of values and a mindset. As such, it can be hard to answer questions that leaders often ask, like: How agile are we? Are we getting more agile? What are the growth opportunities for our team?
One of the biggest problems facing organizations that are moving to an agile mindset is leadership alignment across the concepts, principles, and tactics. On the face of things, every leader says they understand agile and that they’re aligned.
We all spend enough time thinking about the next feature and its development plan. Days, months, and years go by working on things that are a priority for our team and company. But how much time do we spend on discovering what is crucial for us and our own development?
We should all just be professionals and do our jobs, right? There's no need for fun at work as long as everyone comes in and does their hours, right? As long as we have our processes to cover the work needed, we're good, right? Wrong!
Many agile teams rework previously deployed stories, even after plenty of in-sprint testing. Even well-groomed, refined stories, framed with typical, alternate, and error scenarios and gracefully described in well-formed Gherkin, continue to encounter all sorts of bugs.
Have you ever been to Japan and noticed that their railway system is incredibly efficient? As places like Tokyo continue to expand and the cost of living rises, more and more people rely on trains that start hours away from the city to arrive on time.