Month: December 2017

Cards for Agility Game

/ Craig Smith / Leave a comment

I was cleaning up today and came across some resources I had collected from the Agile 2015 conference in Washington, D.C. Sanjiv Augustine and his team from LitheSpeed had a booth where I spun a wheel and won a set of pre-printed Cards for Agility game cards.

I was pleased to see that the deck is easily printable (as my set was a little bent). It looks like a fun game to play with a team adjusting to Agile practices.

The original post describes the game and the instructions and has links to the scenario (yellow) and answer (white) card packs.

Episode 140: Spinning the AgilityHealth Radar with Sally Elatta

/ Craig Smith / Leave a comment

The Agile Revolution Podcast

Craig sits down with Sally Elatta, Founder and President of Agile Transformation and AgilityHealth at the Agile 2016 Conference in Atlanta and they talk about:

  • First things first, the AgilityHealth discs are not a frisbee!
  • The AgilityHealth vision is to help Agile teams have a consistent way to measure their health and performance and see the results in a visual way and secondly for leadership to understand the cause and effect – the radar opens up a conversation
  • AgilityHealth radars
  • The team radar has five dimensions – leadership, performance, clarify, foundation and culture – a healthy team should have these
  • It is not a survey tool, it is a facilitated retrospective to promote healthy conversation and create an action plan
  • We should be doing tactical retrospectives every sprint, but the missing component is strategic retrospectives once every quarter
  • Business agility relies on having healthy teams
  • Many other radars including…

View original post 66 more words

Episode 139: Talking Agile Craft with Steve Elliott

/ Craig Smith / Leave a comment

The Agile Revolution Podcast

Craig chats with Steve Elliott, the founder and CEO of Agile Craft and they discuss:

  • Dependencies are the number one thing that kills agility
  • Scaling agility across a large organisation is a 5 – 10 year journey
  • Scrum is often disconnected from the portfolio planning layer, the scaling methods are making the program level agile and predictable
  • If you want business agility you have to hinge the technology into the business
  • Sometimes it takes a few attempts for agile transformations, like tipping over a Coke machine (and unlike tipping a cow), you need to lead with results and then work on cultural change to be successful
  • If the leader of an Agile transformation left the organisation, would they go back to the old way or is Agile part of their DNA – if they would go back they have not been transformed
  • The scaling Agile frameworks are relatively new…

View original post 233 more words