10 Lessons from 20 Years in Agile: Focus on the Work, Not the Framework

This podcast is part of a series, The 10 most important things I have learned from 20 years in Agile (June 3, 2019)

In this series, Al Shalloway shares some of the most important insights he’s had over this time and how they relate to each other.

This episode is about Focusing on the Work, Not the Framework. Continue reading “10 Lessons from 20 Years in Agile: Focus on the Work, Not the Framework”

10 Lessons from 20 Years in Agile: Flexible Concrete

This podcast is part of a series, The 10 most important things I have learned from 20 years in Agile (June 3, 2019)

In this series, Al Shalloway shares some of the most important insights he’s had over this time and how they relate to each other.

This episode is about Flexible Concrete. Continue reading “10 Lessons from 20 Years in Agile: Flexible Concrete”

10 Lessons from 20 Years in Agile: Value Stream Mapping

This podcast is part of a series, The 10 most important things I have learned from 20 years in Agile (June 3, 2019)

In this series, Al Shalloway shares some of the most important insights he’s had over this time and how they relate to each other.

This episode is about Value Stream Mapping. Continue reading “10 Lessons from 20 Years in Agile: Value Stream Mapping”

10 Lessons from 20 Years in Agile: Lean Management

This podcast is part of a series, The 10 most important things I have learned from 20 years in Agile (June 3, 2019)

In this series, Al Shalloway shares some of the most important insights he’s had over this time and how they relate to each other.

This episode is about Lean Management. Continue reading “10 Lessons from 20 Years in Agile: Lean Management”

10 Lessons from 20 Years in Agile: Lean Thinking

This podcast is part of a series, The 10 most important things I have learned from 20 years in Agile (June 3, 2019)

In this series, Al Shalloway shares some of the most important insights he’s had over this time and how they relate to each other.

This episode is about Lean Thinking. Continue reading “10 Lessons from 20 Years in Agile: Lean Thinking”

10 Lessons from 20 Years in Agile: Minimum Business Increment is Critical

This podcast is part of a series, The 10 most important things I have learned from 20 years in Agile (June 3, 2019)

In this series, Al Shalloway shares some of the most important insights he’s had over this time and how they relate to each other.

This episode is about why the Minimum Business Increment is critical. Continue reading “10 Lessons from 20 Years in Agile: Minimum Business Increment is Critical”

10 Lessons from 20 Years in Agile: Emergent Design

This podcast is part of a series, The 10 most important things I have learned from 20 years in Agile (June 3, 2019)

In this series, Al Shalloway shares some of the most important insights he’s had over this time and how they relate to each other.

This episode is about Emergent Design. Continue reading “10 Lessons from 20 Years in Agile: Emergent Design”

10 Lessons from 20 Years in Agile: Test-First

This podcast is part of a series, The 10 most important things I have learned from 20 years in Agile (June 3, 2019)

In this series, Al Shalloway shares some of the most important insights he’s had over this time and how they relate to each other.

This episode is about Test First. Continue reading “10 Lessons from 20 Years in Agile: Test-First”

10 Lessons from 20 Years in Agile: Holisic Design via Design Patterns Thinking

This podcast is part of a series, The 10 most important things I have learned from 20 years in Agile (June 3, 2019)

In this series, Al Shalloway shares some of the most important insights he’s had over this time and how they relate to each other.

This episode is about Holistic design via design patterns thinking. Continue reading “10 Lessons from 20 Years in Agile: Holisic Design via Design Patterns Thinking”

A Metaphor for Lean Management

The Agile Manifesto ignores management – not mentioning it once. Management has slowly been acknowledged by Agilists as being important – but almost always with the phrase “servant leader.”

This is only partially accurate. Servant implies someone is being served and this is often understood to mean their teams. But managers are not really serving their teams directly. They are serving the business. Their job is to make sure their teams have the right environment to get their job done, to help grow their teams and to give them acknowledgement.

I think a good metaphor for Lean management is curling. Curling is the sport where a person pushes a ‘stone’ with a handle on it trying to get to a specific spot. Two sweepers go in front of the stone to both clear the path and slightly melt the ice with their brooms. Think of these as the managers. Continue reading “A Metaphor for Lean Management”