A few years ago I was working with a client on an agile transition project. The company was relatively new to agile, but because they had a genuine desire to cut costs and produce higher quality products, they welcomed the opportunity for change. The development team were a good bunch too and had a cross-functional set of skills well suited
Whilst recently attending a networking event, I was asked what I do, to which I replied I’m an Agile & Lean consultant. Being this was not a software development related event, my response was met by blank faces; until one of the group I was speaking to (who I’ll call ‘John’ for the purpose of this post) commented that “agile
My son will be 3 next month. And he’s currently at the stage of language development where he generalises. Which makes for some very interesting — sometimes embarrassing — moments. For example, whilst walking down the street the other day we saw an elderly man. And being the friendly type he is, my son waved to him and said “Hello
For a while now something has been bugging me… Something to do with Scrum… The “ScrumMaster” role to be exact. But the problem I have is not with the role itself – having fulfilled it myself, I understand it’s intended value to the scrum process. My problem is with the title. And here’s why… Although the word ‘master’ in ScrumMaster