Peer Review: Identify, nurture and reflect on your skills

In a previous article, I described a method for maturing as a Scrum Master, while keeping focused on your project, as a flexible model to identify and to nurture relevant skills, without loosing yourself in theory. (Not only for Scrum Masters.) Basically a combination of the Kano model to prioritise skills and the Peer Review technique to nurture them with feasible action items.

Here, I am going to describe a typically Peer Review, the way we conduct it at Mayflower for the advanced training our Guilds of Scrum Masters and Product Owners, or as one approach for our in-house coaching affairs. …


A flexible model to identify and to nurture relevant skills, without loosing yourself in theory. (Not only for Scrum Masters.)

So here is the challenge: you want to further develop relevant skills to master your current profession, but you and your team are stuck in a project, where certain improvements just don’t add any value. How can you improve your skills? How will you identify “relevant” skills? And how will you add value to the project or to your team while doing so?

In this article, I would like to describe a learning model, that we already practice for while now at Mayflower GmbH and that feels more flexible and more coherent to our agile approach than maturity models like CMMI (Capability Maturity Model Integration) or other, more process-focused techniques. …


No need for awkward situations at a conference booth: Constructive Smalltalk on top of the regular session program

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So attendees are positively surprised when they find out, that they can actually discuss their own topics with us at our booth. That there are (almost) no salespersons behind the desk, but our colleagues, that would otherwise give a talk or a workshop (basically the same things we do for our clients as well). …


Looking for talents is different than looking for someone to do the job

Talent is a strange thing. You can teach people a lot of things, but without talent — without a little something, that is driving them from within — they will never live up to their full potential.

“I want to achive $things in my life” is all good, but when you have never started doing them, yet, chances are that you got no talent in doing so. I can’t teach you to become a software developer, when you never had written a single line of code. I can’t teach you to become a writer, when you have never tried to write something down. …


A dynamic shift is challenging the financial industry

tl;dr; While becoming “more agile” might mimic someone else’s good solution, there might be a better way to benefit from the value of Agile.

In a recent interview in the german t3n magazine, FinTech experts discuss the future of the financial industry. It may be no surprise that it is challenged by a growing need for continuous innovation, especially in terms of advancing in the digital landscape.

While becoming “more agile” is an obvious step for software developers, the Agile Transformation is a risky step for the enterprise. The agile concept evokes a different culture that may just not be the best answer to your enterprise's business needs. …


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… but you can do something about it.

tl;dr; Instead of blaming high wages, start to tackle your real problem. Start to think outside the box — the experts you are looking for are already there (and you probably won’t need to employ them in the first place).

As Bloomberg mentioned in a recent Article, High Banker Pay Is One Hindrance for Frankfurt’s Tech Startups. Basically, the finance industry is in the need for more software developers that can handle the challenges in more and more dynamic markets.

Now, as Bloomberg states, skilled developers are rare and more likely to go to more trending Cities like Berlin, London or the Silicon Valley. On top of that, as the article points out, “a conservative culture, a lack of IT skills and bank salaries are hindering the fintech scene in Frankfurt […]”. …


An unawareness for the Theory of Constraints (and a few other models) has led to a massive decrease of service and quality in nearby bakeries. And when the demanding customer starts to walk a mile for a good Brötchen, your business will soon be in trouble.

Dear readers from abroad, in germany you start a sunny sunday with a good Brötchen (bun, baguette, croissants …). I’ve been quite lucky over the past years, because there is a bakery just one door away. Unfortunately, for a good Brötchen, I will have to walk a mile, now. Because all those basterds disrespect the Theory of Constraints — they just can not deliver what I need as a demanding customer anymore.

Now, what happened in the fist place is, that my local bakery served me a lousy Brötchen — again. You see, a good product is supposed to be rich, well-shaped and as delicious as it is charming to the eye. But during my last visits the friendly craftsmen hand-picked some ugly, flat and dead-like buns. Which is an insult to the german customer, especially on sundays. When I told them, they acknowledged that I was right and the product should have never been sold in the fist place and that I can have a second one, if I liked to. Of course there was no need to have another product that should have never been sold in the first place. …


The concept of “good enough” is often mistaken by the definition of done. This comes at a price: An increasing technical debt of your projects.

You may already know what it is like to finally launch that new project. Your team is full of excitement, your clients are happy and yet, there is this distinct feeling that you could have done better. Of course it is not like you are the perfectionist — you do know that concept of good enough, when 80 percent readiness suddenly become, well, good enough.

While this is great and might be something your stakeholders will approve as a final version, you should be aware that a minimum viable product (MVP) does not comply with a definition of done. And while there often is no chance to actually develop that product any further (like when your client is perfectly happy with that MVP and will not pay for additional features or bugfixes) there is still a debt on your project. …

About

Robert Lippert

Well, yeah. Agile Doing & Marketing otherwise.

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