program selection system

Where are those fantastic, self-propelled teams that were promised by agile? Where they were missing, we took action. It was sometimes difficult. Along the way, not all the pegs fit into their corresponding holes. In many respects, we had been our own worst enemy by allowing poor behaviors and poor teams to manifest themselves before and after scrum. In hindsight, Kelley Blue Book applied an informal intervention model which was useful to address our team deficiencies. Self-organizing teams didn’t just happen - we had to help them along.

If you don’t pair program, have a distributed team, or your iteration is 5 weeks long, are you Agile? In this session we will debate both sides of this issue as we seek to answer the questions –“how much compromise is too much?” and “when is Agile no longer agile?” Do you give up on the concept of Agile Development altogether because you are not adopting the whole methodology or do you look for ways to use as much as possible even if your environment is not ideal?

Have you ever wondered what to search for and/or use in developing agile leaders? What type of criteria might you use, what types of questions should you ask, and what types of behavioral expectations should you have of someone in this role? David Spann provides answers to these questions with eight behavioral definitions and a set of interview questions that emerged from comparing the Agile Manifesto, the Declaration of Interdependence and role expectation surveys for agile leaders and professional facilitators.