What do you do when models collide? Every team has their own mental model of how things are supposed to work. We often call these “processes” or “methodologies”, but they are really just a shared understanding of how things get done by a team. Sometimes, however, problems can’t be tackled by just one team because of size, company structure, diversity of required skill sets, or any number of other reasons.

There is a tendency to use agile software development approaches and all their practices simply because it is in the book. Why don’t we select the tools based on the context of the task we are trying to complete?

The adoption of Agile approaches has introduced new ways of thinking about Project Management, which impact Project Management Organizations in various ways. This paper divides the range of practices commonly found in Project Management Office (PMO) into Project Management, Program Management and Portfolio Management. It identifies how the introduction of Agile processes such as Scrum impacts the PMO.

The Agile Karlskrona test is a simple self-assesement test that tries to answer the “How agile are you?” question. With 11 questions, this test should help you find where “on the road” from waterfall to agile your software development team is at the moment.

Companies that transition to Agile often adopt the analogy that sprints are just mini waterfall. This article provides five reasons why Scrum sprints are not mini-Waterfall. Each argument is illustrated by a diagram that provides a clear visual evidence of the difference between the Agile approach and a traditional process.

We are a middle-sized organization of coaches, consultants and developers – and we see ourselves Agile and Lean through and through, to the core, dyed-in-the-wool, born-and-bread. Well, to be honest, we might be not. Or at least not from the beginning.

Is the transition to Agile more difficult for late adopters? In this blog post that provides feedback about his attendance to the Conference on Lean Enterprise Software and Systems, Alan Shalloway explains that those taking on Agile are of a different mindset than those who made it initially successful. He also discusses Scrum-of-Scrums and preventing a “cargo cult” attitude towards agile practice.

This presentation presents the successful transformation of group of projects with 150+ people in one of the biggest investment bank. It talks about cross-component, cross-functional feature teams, joined architectural workshops and multiple backlogs. The present shares experience about lessons learned, successes and achievements, mistakes, improvements and, of course, innovations.

How do you know if you are developing and maturing as a team? How do you know you are getting good at this agile stuff? Typically agile talks about the soft side of things with a focus on the less tangible aspects such as individuals and interactions. Are there things that teams can tangibly work towards and measure their progress against? This video presents metrics that will help you assess the agile maturity of your team.

This article presents the changes needed to create collaborative agile teams. It explains that you need to modify in your traditional project management team both the process, the way people get work done, and how people work together.