There is no doubt Agile is no longer just a practice for developers. It has moved past only serving the small teams, past the specific types of teams and past the specific industries. While that is all widely known, sometimes it is still tough to grasp just how far Agile methods have come. That is until you hear that the methodology is now being adopted to sports training. Yes, you have read it right, Agile methods are now being adopted to organizing sports.
The first time we have heard about this new exciting development was from a Serbian physical coach Mladen Jovanović. He has been involved in various sports activities his whole life and has recently heard about Agile practices and Eylean Board.
Being an innovator he naturally got interested in how this may be adopted to his field and how it can benefit the parties involved. By creating several boards and dividing the process into clear steps, he managed to translate the Agile practices into sports seamlessly. To know more about his process and findings, watch this short video.
For teams that have successfully adopted Agile, the next logical question is – what will follow? While in some cases there is no next step and the adopted practice suits perfectly, for others further modification brings in better results and more value. So what should you do if you want to innovate further?
Take a look at these 5 options.
One of the most popular Agile modifications at the moment is scaling up. It is only natural that companies want to extend successful methods from small teams onto the whole organization. However, since the method in itself is built for a small singular team, some adoption and changes are inevitable. For that scaled practices such as DAD, SAFe and LeSS have been developed. So if you want to convince your CEO, see how these approaches can fit your case.
While switching to Agile practices is nothing uncommon these days, we are still often reluctant to accept it when it comes into our lives. This has little to do with the methodology itself and simply rests on the fact that most of us do not like change, any change. The question here is – should you focus on the fact of facing change or should you instead focus on what great rewards you will get after? We pick the latter and here are our top 3 things to look forward to after an Agile switch.
- Meaningful documents and meetings
Having to deal with excessive documentation and unproductive meetings is so common in today’s business world that it has become something we actually expect. However, despite this acceptance, it does not bring any substantial value to the team nor to the product and often creates demotivation instead of what we all seek – productivity.
With Agile gaining bigger and bigger traction each day, there is no wonder why many companies are starting to adopt it and claim to be Agile. The change, however, is not overnight – it takes time and effort to implement. Due to this, many corporations choose to adopt Agile incrementally with a method that is now being called Water-scrum-fall. However, can it actually be better to use the transition method?
To answer this question, let us first explore what hides behind the term Water-scrum-fall. This definition appeared in Agile circles not too long ago striving to describe a process in which large companies choose to practice both Waterfall and Scrum methodologies at the same time. This is usually done to introduce a more efficient Agile process into some phases of the project, while leaving other phases untouched and managed in the traditional way.
Such a solution has become a great option for large companies in which some teams are pushing for change and a more flexible way to complete projects, while others are holding on to the established processes and refuse the necessity of change altogether. With Water-scrum-fall, the teams get to decide which of the two management methods is the most suitable for each situation and use it to gain the best results.
As recently discussed in the 2015 review, more and more Agile teams are starting to sway away from Scrum and lean towards a different methodology – Kanban. While this may be surprising at first, there actually is good reasoning behind this switch and possibility of this trend continuing into the 2016. Will you be switching as well? Let’s see.
The need for order
For most companies, Scrum has come at a time, when there was a need for a more flexible and at the same time a clearer approach to project management. This was especially true in the case of software development teams that lacked processes and often produced results, just not the ones management was looking for.
Another year nears its end and before the holidays take over our mind completely, we thought it would be interesting to take some time and look back. Every year we analyze data from Eylean to see how our clients have used it and how can we improve in the next year. Most of this data is quite technical, but just like last year, we want to share some of the more interesting findings with you.
Country of origin. Over the years, we have been enjoying a steady growth of interest into project management software. Last year we were happy with an 81% growth of Eylean users and this year we are even more excited with a doubled 156% growth. Most of the new users came from our biggest market – the United States (31%), however, this year we also have new markets in our portfolio, such as China, France and others, proving that agile project management practices are becoming more popular all over the world. While there is some movement in the new markets, the top 5 have retained their strong positions with only some slight changes in the numbers.
Image Credit: © Depositphotos.com/bst2012
Trust is not only a great, but an essential asset to have within any team. It allows for ideas to flow freely, eliminates looking over each other’s shoulder and mergers different people into a unit. A team that trusts each other, brings forward better and faster results, makes the clients happier and in turn creates a prosperous environment for years to come. There is no doubt, trust is great, the question though is – how do we create it?
Building trust within a new team is often tedious and burdensome task that not all leaders are ready to cope with. There are essentially three points to ensure trust – we need to know that we are understood, that the deadlines will be followed and that promises are going to be kept. Besides all the small little details, following these three points will most likely guarantee that the team will be working within a trusting environment.
While it is easy to name these principles, following and putting them into practice is a whole another ball game that many struggle with. However, what if there actually was no need to cope with this task? What if appointing a specific project management method could do all of that for us? Well, then we would all be happy and we would all be using scrum to manage our projects.
Both Agile and Startups are terms that have gained massive buzz in the business world over the last years. However, the idea of them mixing with each other has come up only recently. Startups that have been traditionally visualized as messy and uncoordinated have taken up a method that requires teamwork, planning efforts and timed delivery. Some are still struggling with this idea so we thought why not go ahead and ask startups themselves about their experiences?
Eight of Lithuanian startups have answered our call and shared their ups and downs using Agile methods. Here are their experiences and thoughts.
The team behind a field service management and time tracking software Mobile Worker has started using scrum in 2013. They have found the rules to be tough to follow and have decided not practice the routine of a daily standup due to team members being in different locations. However, they instead decided to focus on the benefits that scrum has brought them – they are now able to plan better, evaluate the final product immediately and quickly adjust the course of action depending on the necessary updates and improvements.
A 3D model marketplace founders at CGTrader have started using scrum in the summer of last year. They have done so looking to have clearer planning and allocation of tasks as well as overall control of productivity. While they have achieved their goals and find it that tasks get completed more quickly, they still struggle evaluating tasks accurately. The team members often overshoot estimating their ability and this results in project being behind the delivery date.
Since the very beginning of scrum practices, one of the most important tool to the teams have been the various task cards. They hold all of the important information and help keep the team on tracks at all times. It comes as no surprise, that there is great variety of such cards out there, so this time we are presenting our top 4 of physical scrum task cards.
There is no denying that the task cards as we know it have started with sticky notes and in fact, many teams are still using them today. The one we liked the most, comes from Adam Rudd and is an improved version of the original with dedicated sections and places for specific information. It brings more clarity and order into the note taking, but lets you keep the format of a sticky note.
Retrospectives, even though a valuable part of any sprint, are often disregarded and underestimated by scrum teams. Team members and the scrum masters feel that if there were no major issues during the sprint, there is really nothing to be discussed. This could not be further from the truth however and in fact goes against the constant innovation and improvement philosophy of agile. So what should you do in case your team is falling into the pattern? There are exactly three things propose to keep in mind.
- Remind the team why it is important
First and foremost, the team needs to understand the importance and value that a retrospective adds. While it is all clear when the project begins, teams often tend to devaluate retrospectives towards the middle of the project. Even though the major kinks within the team are worked out by then, there are still improvements to be made and things to be discussed. Think about it – the type of work your team is doing at each stage of the project is likely not the same and therefore does require different approach to maximize results.
Thus make sure to remind your team that as their process is changing, their approach will likely change as well. Make them understand the retrospective as a great opportunity to voice their issues, hear out others and reach a mutual understanding for going further as a unit.