When one organization first shifted to agile, the team had trouble with maintaining the product backlog. No one could agree on priorities for items, they didn't know which item should be groomed next, and the backlog wasn't transparent to everyone. This team found a better method that works for them.
Adam Yuret explains what can go wrong when teams blindly commit themselves to sprints; collaboration and quality suffer when we pressure people to work themselves to death by forcing them to promise things they cannot yet understand. Investing in systems-thinking approaches to improve the lives of our workers will pay dividends in improved quality, engagement, and creativity.
Joanne Perold writes that you cannot just look at the numbers; the context behind the data is often far more valuable. Metrics can tell a compelling story or provide meaningful information to anyone who wants to pay attention, but when the focus is only on the number, it can be a disaster.