Agile – criticism

Why Isn’t Agile Working?

Scrum master anti patterns:    My take on this is:

<strong-feelings> I tend to think this is the wrong approach. I wouldn’t have published it like this, because I think it give a pile of ammunition for a dev team to defeat any scrum master, except for one slavishly adhering to the guide. It offers little support or perspective. Notice how everything is the Scrum Master’s fault. The scrum master is a human likely dealing with a bunch of tricky organisation ambiguity, and the ‘we know better’ attitude (help only offered by status escalation) will make things worse. So as a guide to firing your scrum master, Yes, but as something that will improve process, No.</strong-feelings> All that said, there’s useful stuff to watch out for here, but hey, hold it lightly.


Architecture Decision Records

Michael Nygard: “Documenting Architecture Decisions” 2011.

ADR tools

More ADR

Theory of constraints

The Theory of Constraints is a methodology for identifying the most important limiting factor (i.e. constraint) that stands in the way of achieving a goal and then systematically improving that constraint until it is no longer the limiting factor. In manufacturing, the constraint is often referred to as a bottleneck.

The Theory of Constraints takes a scientific approach to improvement. It hypothesizes that every complex system, including manufacturing processes, consists of multiple linked activities, one of which acts as a constraint upon the entire system (i.e. the constraint activity is the “weakest link in the chain”).

Theory of Constraints (Lean Production)

Modern Development 

Modern Development Checklist

Appreciative Enquiry

Appreciative inquiry (AI) is a model that seeks to engage stakeholders in self-determined change. According to Bushe “AI revolutionized the field of organization development and was a precursor to the rise of positive organization studies and the strengths based movement in American management.”[1] It was developed at Case Western Reserve University‘s department of organizational behavior, starting with a 1987 article by David Cooperrider and Suresh Srivastva. They felt that the overuse of “problem solving” hampered any kind of social improvement, and what was needed were new methods of inquiry that would help generate new ideas and models for how to organize.[2]

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