I’ve just finished a huge project here at work. I have recorded reference recordings of all the lectures in the </salt> bootcamp. It was quite fun, quite exhausting but also quite rewarding as it basically drained me of every system development knowledge I have in me. And some that I didn’t have in me (there’s CSS in there, my friends…) Obviously, I cannot share the result - but what I can share is what I learned. I am a fan of embracing uncertainty since I first heard Dan North all those years ago. Most of the work I do is development hence naturally uncertain, as learning is the main constraint. This has led me to ditch the idea of being able to estimate how long a task or project will take before we start. But still I and teams I’ve coached are often asked this. Before the project starts?! When...

I’m about to run a few retrospectives with a group of people with little to no experience of agile previously. In doing my preparations I went back to the core and start of retrospectives, why we do them, their purpose and meaning, etc. Before long I stumble onto something that I have had some issues with; the Retrospective Prime Directive. But as I read it and was thinking about how to introduce the whole concept to retrospectives to my friends I realize that without the Retrospective Prime directive being agreed on - retrospectives are not worth the time. Or at least not interesting in the long run. Let me explain what I mean. The retrospective prime directive The retrospective prime directive is originally written by Norm Kerth in Project Retrospectives: A Handbook for Team Review, all the way back in 2001. The same year as the Agile Manifesto itself was...

No - this post will not be about Christianity per se. You don’t have to worry. That said I am a Christian and proud member of the Salvation Army and I wanted to share something I observed during two (actually) spiritual days. Something that I think is sorely missing in business today. Something crucial. I’m not talking about God now - although he’s often out of the picture too :) I have the great honor and joy to be part of the Salvation Army leadership board in Sweden. It’s the first time the Salvation Army is trying having a representative for its members (aka Salvation Army solider) on its board. Not in Sweden but worldwide. Quite the honor, for me! And the difference is vast, y’all. Well, in many regards we are talking about much of the same things; finance, staffing, and program. But other topics usually don’t come up...

Having an (any) work in process (WIP) limit to your workload is the best way I know to improve speed, quality and focus on value in what we do. This goes for individuals, teams and whole organizations alike. As you apply a limit of how many things you will work on at the same time, you very soon will start to prioritize among your work. (Psst - I’ll let you in on a secret: if you don’t have limit you still prioritise, because at any one given time you are only working on a thing … but that is a topic for another post) Being nudged to do this prioritization is a Good Thing (TM) if you let it. It starts moving you towards knowing WHY you are doing something NOW and away from ensuring that you are kept busy (or keeping people busy) Ok but inevitable very soon we...

In my current job (School of Applied Technology) we give out weekend tests each weekend of the 10 first week of each course. With 30 developers in each class, it means that on Monday after each weekend we have a lot of work to do to correct the developer’s tests. We have basic validation through a suite of tests that we run against the developers’ code. And we run linting. The real value, however, comes from comments and suggestions for improvements that we could give to the developer. To speed the tedious part of the work up we have created a script that helps us: Get the developers code into the correct place. The developers upload their solutions to a shared Google Drive and we have the Google Backup tool to synchronize those folders down to our local disk. Run the linting and test towards each developer’s code. Each test...

One thing that I love in coaching and consulting is when things stick. My way to try to get there is to tell stories (psst - there’s a book on that) to try to emphasize or bring out certain points. What I find very rewarding is to hear people relate these stories to each other later on, when (they thought) I was not listening. Just the other day I walked passed two people and I heard: Yeah, exactly. Remember: when was Lars happy? This is one story that I’ve told many times and I wanted to share it here too. It was a powerful lesson on true value, customer focus and lead vs flow time for me. The story I have a good friend called Lars. He is a brilliant programmer, data engineer, agile aficionado and he keeps my argumentation sharp with his analytic abilities. At one point we were...

I have been involved in many agile so-called transformations over my, let’s face it, long career. And the more I get to do that the less I care about the word agile. Because agile is “just” a way to behave - it’s not an outcome. The outcomes are what we are after, the effects, the values. I’ve found it much more fruitful to discuss what those values are and means, than to argue whether Scrum holds up for scaling or not. In this post I wanted to discuss three shifts in mindset and culture that I found: Important - as these shifts in thinking will or will not, hold your agile efforts back. Fundamental - as in; goes beyond (below?) being agile or not. Not talked about or understood in the same way Start asking some tough questions and hence rapidly increase learning. These topics are: Shift focus from activities...

Many years ago I wrote a little site to keep track of fun things that my (then only one) son Albert said. I called it Abbe Says and it has been granting us and our friends great joy. At its core, it is a very simple blog/content management system that I wrote in .NET (3.5 I think) and published on the first serverless offering I heard about - AppHarbor. I didn’t even know the term back then it was more like: HEY! Give them your codez and they'll make it run on Internet My feeble brain exploded. Anyhow - I cannot update it for various reasons and I need to move it to a more modern stack. Thinking of Svelte and to run it from some static served … I’m getting ahead of me - first we need to get the data. This post describes how I salvaged the data...

Agile is soon (?) to be forgotten and ditched like yesterdays clothes if you ask some agilistas that I follow. I think the reason is that we have watered down the meaning of the concept by applying the name to more and more un-agile things. Soon we will be able to become agile without letting its ideas and principles changing a thing about what we do or how we act. Because agile is just some simple, yet powerful, ideas - originally described in the Agile Manifesto. I yesterday posted the following at twitter: This is a companywide board we created at a client. It shows all the #valueStreams their #impact and deliverables. At weekly meeting representatives for the entire company gathers and prioritize and replan. A continuous #bigRoomPlanning if you like. I’m at back of the room pic.twitter.com/gXbqu8y3eu— Marcus Hammarberg (@marcusoftnet) August 13, 2019 And on LinkedIn I got even...

I wanted to write a short little post on a misunderstanding and confusion that pops up once you start to create cross-functional teams; Autonomous doesn’t mean isolated If you draw pictures like this, from another post, is very easy to see where this confusion stems from There are boxes with solid lines that sends the message that the different teams in this picture have very little to do with each other. And it doesn’t get better by people like me asking each team to set up goals for themselves and talking about breaking their work out into separate, discrete parts in the spirit of Conway’s law. We can very easily get the feeling that these teams should have as little as possible to do with each other. But let’s examine that word again; autonomous (team): (of a country or region) having the freedom to govern itself or control its own...