It is often said, by those in the personal training industry, that you cannot out-train a bad diet. What is meant by that, is that you could run 10 miles per day, then spend another hour in the gym pumping iron, but if you exist on a diet of fast food and beer, you are unlikely to achieve the health and fitness that you desire. The two things work together. Eat well, train well, get the body you have always wanted.
I have been coaching organisations through large-scale Agile transformations for years. It’s what I enjoy and it’s where I feel I can have the biggest impact. This is the story of how I came to specialise in this, how I began experimenting with the Large-Scale Scrum (LeSS) framework, and why I became a Certified LeSS Trainer.
Karim HarbottThe Road LeSS Travelled – Becoming a Certified LeSS Trainer
It’s the age old debate. ‘I want self organising teams, but I need to set some constraints. I want some level of prescription, but how much is reasonable? When does it start disempowering the teams?’ This balancing act is being played out the world over in organisations adopting Agile. As an Enterprise Agile Coach and Large-Scale Scrum (LeSS) trainer, I spend a lot of time with leaders on this very topic.
Karim HarbottLeSS is More – Prescription & Large-Scale Scrum
Over the last few years, Agile has acquired a lot of unwanted baggage. Some of that baggage is as a result of botched transformation attempts. Some is from the pre-existing organisational dysfunctions that a transition to Agile merely uncovers. Some is from a lack of understanding, and some is just down to people’s unwillingness to change. However it has come about, the term ‘Agile’ has – in some circles – become a loaded one.
Let’s face it: People skills is not an area in which the software development community has traditionally excelled. The very traits that can help a developer excel at technical problem solving can often make him or her challenging to work with day to day. For a lot of ScrumMasters, this is by far the trickiest part of the role. It is also by far the most important. A ScrumMaster who doesn’t work well with people, and get them working well with each other, is a ScrumMaster who is not serving the team well.