Pretty much nothing, would be the short answer to the question above. Those are however very popular as content requests that I receive (about 1-3 per week, on average) for the podcast, where some listeners are asking to clarify what Cryptocurrency is, in simple terms. I feel like the Agile “news” are a bit slow by definition – we are just all doing our little jobs out there, championing the cause, don’t we? – so decided to accommodate this request and invite a guest on the show this week…
After a long break I’m back to posting a quick summary of the latest podcast episodes, for those of you who prefer “show notes”-like summary instead of (or in addition to?) jumping straight into audio.
On this 24th episode of the Lean and Mean Agile Podcast I’m reviewing Atlassian JIRA – an extremely popular Agile Collaboration tool, at least among the Australian companies that deal with development and delivery of Digital Products.
What makes JIRA great? What are its defining high level features?
On this podcast episode I’m tackling the topic of cross-functionality in Delivery Teams, as well as the confusing term of T-Shaped people.
The meaning of cross-functionality is rather simple – it’s when ideally everyone on the team can do anything, within the predefined requirements of the full range of skills required to create the Product the Team is ultimately building.
T-Shaped Team members however could sound very confusing and almost disturbing. While in essence the term is also rather simple and works on the theory of us being able to get proficient with one (or very few) core skills, while aiming to develop familiarity and at least base level of skills covering broader range of relevant areas. So that core “deep” skill becomes the vertical line of the “T”, while the broader range of more “shallow” skills is represented by the horizontal top line.
More about this on the actual episode after the break…
As discussed on the recent Podcast Episode #8, there’s no one size fits all approach to constructing Kanban boards.
If you embrace the core principles of Kanban, you should start with visualizing your current process, or Flow of Value through your specific System. Your Kanban Board should be designed to reflect that flow of work (producing Value in the end) as closely as reasonably possible.
If you had to remember one thing about Kanban, it probably should be – visualise your current flow of work, and then seek ways to improve it as time goes by.