This is the second booklet in my agile musings series: Beyond Agile – Essays on Effectiveness, Flow, and the Limits of Methodology, and it captures my views on how the actual state of Agile can be improved at the organizational level. It contains a series of essays and posts that invite the reflection about ways to leverage the agile philosophy and ways if thinking.
Most technology leaders are familiar with technical debt—the cost of choosing quick and easy solutions over well-designed ones. But technical debt rarely exists in isolation.
Continue reading “How Technical, Product, and Organizational Debt Interconnect”
When Methodology Becomes Dogma: A cautionary tale of how the methodology meant to liberate teams can become their prison
The Agile Manifesto was revolutionary when it emerged in 2001. Its authors rebelled against rigid, documentation-heavy processes that stifled creativity and responsiveness. They championed “individuals and interactions over processes and tools” and “responding to change over following a plan.”
Continue reading “The Far Side of Agile”
Team capacity and focus are interconnected elements that determine a team’s effectiveness and productivity. Capacity represents the total potential work a team can accomplish, considering individual skills, available hours, and organizational constraints. Focus is about strategically directing that potential towards the most important objectives, minimizing distractions and creating a shared sense of purpose.
Continue reading “Team Capacity and Focus”
In the context of modern business, delivery teams are constantly seeking ways to improve their performance, reduce waste, and deliver more value.
Continue reading “Maximizing Team Efficiency through Lean, Flow, and Theory of Constraints Metrics”
Agile Ways 