The original intent of the Agile Manifesto has been lost to complex frameworks and certifications, requiring a return to basic principles.
Copying the superficial aspects of agile companies without understanding the underlying principles leads to failure.
Managers' meeting-heavy schedules disrupt the long blocks of focus time that software engineers need for complex problem-solving.
Excessive cross-team synchronization meetings can be replaced with asynchronous communication and findable knowledge bases to save time.
Since a system's architecture mirrors the organization's communication structure, teams should be organized by value stream, not by technical function.
Underestimating software engineers as mere 'programmers' ignores their crucial role in designing scalable and reusable systems.
Agile coaches should focus on improving processes and removing impediments, not acting as secretaries or event planners.
Product owners cannot succeed when they are part-time, lack decision-making power, or are senior managers without context.
Use a fixed-scope project mode for simple digitization, but adopt an iterative product mode for complex problems with unknown requirements.
The proliferation of agile certifications distracts from the most effective way to learn, which is by doing the actual work.
Effective management in an agile context involves defining the 'playing field' and constraints, then granting teams full autonomy within them.
True agility comes from finding the right approach for your context, providing team autonomy, and focusing on people's growth over certifications.
zeb consulting
Frankfurt am Main, Germany
Sopra Steria Custom Software Solutions GmbH
München, Germany
21:39Johannes Hansen
28:17Hendrik Lösch
25:40Julian Lang
39:49Mustafa Toroman
23:44Richard Bown
28:12Luise Freese
24:38Carola Lilienthal
46:48Stefan Priebsch
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