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The Software Process and Measurement Cast 433 features our interview with Jeff Dalton discussing holacracy.  Holocracy.org defines holacracy as, “a complete, packaged system for self-management in organizations. Holacracy replaces the traditional management hierarchy with a new peer-to-peer “operating system” that increases transparency, accountability, and organizational agility.” Jeff has implemented holacracy in his own firm and others and has a lot to share about this exciting form of management and leadership.

Jeff Dalton is President of Broadsword, a Process Innovation firm, and Chief Evangelist at AgileCxO.org, an Agile Leadership Research and Development center that develops models for high-performing agile teams.  Jeff is principle author of “A Guide to Scrum and CMMI,” published by the CMMI Institute, and is a SCAMPI Lead Appraiser and Certified Agile Leadership Consultant that specializes in software product development, self-organizing teams, and performance modeling.  His upcoming book, the “Agile Performance Holarchy: A New Model for Outrageously High Performance” will be released in September of 2017. (more…)

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Leaders require trust between them and those they lead to be effective. Trust is not a simple attribute like hair color.  Trust is a synthesis of several attributes. None of the attributes that impact trust are fixed at birth. As humans, we learn the attributes that generate trust based on the environments we are exposed to and hone them based on effort and importance we place on these characteristics. The 8 most important characteristics that shape trust in software development and Agile environments are: (more…)

Leadership Styles

Leadership Styles

Leadership style has a direct impact on an organization’s ability to adopt and sustain Agile.  Some leadership styles are more supportive and others evoke more of response that is epitomized by locking feral cats and dogs in a room (nobody wins). In a previous entry we reviewed four common leadership styles; six additional styles include: (more…)

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How does an organization’s leadership style affect the adoption of Agile. The focus of the question oft-times begins as a question about teams, which I generally steer to a discussion of the tendency of the organization or at least the senior leadership. The organization’s leadership culture (usually the same as the senior leaders’) are a leading indicator of whether Agile can take root and grow. There are numerous leadership styles, some are more conducive to adopting and keeping organizations Agile. If we consider ten of the more prevalent leadership styles, there are some that are conducive to Agile and some that are downright hostile.    (more…)

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The Software Process and Measurement Cast 429 is a  special event. Ryan Ripley (who appeared on SPaMCAST 404 and is the host of the Agile for Humans Podcast) and the I recently connected virtually to discuss the role and impact of certifications on the Agile movement.  Certifications are an important gating tool in the job market and may provide evidence that people are keeping up to date with changes in the industry.  Or certifications could represent the calcifying of boundaries that make the adage ‘inspect and adapt’ a thing of the past.  We discuss!  We are going to release the audio on both our podcasts serially, the SPaMCAST today and then Agile for Humans on the 13th!  

Make sure both Agile for Humans and the Software Process and Measurement Cast are part of your weekly rituals!  

Mr. Ryan Ripley has worked on agile teams for the past 10 years in development, scrum master and management roles. He’s worked at various Fortune 1000 companies in the medical device, wholesale, and financial services industries.

Ryan is great at taking tests and holds the PMI-ACP, PSM I, PSM II, PSE, PSPO I, PSD I, CSM, CSPO, and CSP agile certifications. He lives in Indiana with his wife Kristin and three children. Ryan blogs at ryanripley.com and hosts the Agile for Humans Podcast. You can also follow Ryan on Twitter: @ryanripley

Re-Read Saturday News

This week we tackle Chapter 2 in Carol Dweck’s Mindset: The New Psychology of Success (buy your copy and read along). In Chapter 2 Dweck provides a deeper dive into fixed and growth mindsets.  The chapter begins with Dweck’s relating how the discovery that there were two meanings to the word ‘ability’ shaped the work.  The first definition for ability is a fixed capability that needs to be proven (continually); the second definition is that an ability is a capability that can be developed through learning. The distinction between two definitions are at the heart of the behavioral differences between the growth and fixed mindsets.  Those that believe that abilities can be developed will seek stretch goals and view failures as learning opportunities, while those with a fixed mindset will have a very different point of view.  

Every week we discuss the chapter then consider the implications of what we have “read” from the point of view of someone pursuing an organizational transformation and also how to use the material when coaching teams.  

Remember to buy a copy of Carol Dweck’s Mindset and read along!

Visit the Software Process and Measurement Cast blog to participate in this and previous re-reads. (more…)

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As we have seen, product owners act as a conduit between the business and/or customers and the team. The product owner’s role encompasses not only the definition of what gets done and when, but also the level of quality of what gets delivered.  One of the facets of the role affecting quality comes when the product owner participates in writing the acceptance criteria for user stories.  Acceptance criteria are part of well-formed user stories and are crafted early in the life cycle when stories are generated and refined as they are groomed.  The product owner role provides another check on quality and occurs when the product owner uses his or her authority to accept completed stories.  I don’t want to suggest that the product owner is only active at the start and end of a sprint or iteration. The product owner interacts with the team on a continuous basis in order to guide the work and the culture. Adoption of acceptance test-driven development (ATDD) is an excellent method of instantiating the product owner’s role in both shaping the vision for the team and influencing the quality of the work a team delivers. (more…)

Dr Mark Bojeon

Dr Mark Bojeun

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One my favorite serial interviewees, Dr. Mark Bojeun, returns to the Software Process and Measurement Cast for a third time (we may need to get him a permanent seat at the table soon).  Mark and I discussed the role and impact of project and product visions on the ability to effectively deliver value.  The vision is an important directional statement that can’t be left to chance!   

Mark has last visited the Software Process and Measurement Cast on SPaMCAST 388 to discuss PMOs as a strategic tool and before then on the  SPaMCAST 280 to discuss  his book, Program Management Leadership: Creating Successful Team Dynamics (Kindle version). (more…)