Pierluigi Pugliese's blog

On refactoring and the organisation

I often get questions about how to approach refactoring at the cultural level, i.e. how to promote it in the organisation. This post is an adaptation of some advises I gave to a customer of mine…

The best way is to have refactoring done as part of the story development, so during the sprint. It's just there. It's a way to keep technical debt low and it's everybody's job to do it. There is no reason to make a big fuzz around it as each refactoring cycle lasts a few seconds to minutes.

Scaling the team - Part one

 

No, this post is not about increasing the size of your development team, but about how to establish some measurements in your team - typically during the retrospectives, but not only - to support continuous improvement: let's talk about Solution Focused Scales.

I already discussed this technique in my Solution Focus presentation, but listening to how people use this information, I realised I did not stress a few details that are actually quite important for a proper implementation of the technique.

There is no resistance in coaching

One of the concepts I hear many colleague agile coaches talking about is the concept of "resistance" of the client. Typical sentences are "he is resisting the agile transition" or "I talked to her about X and she resisted the proposals I made". Now here's one thing that is important to consider: there is no such thing as resistance, there is just bad communication!

Motivation: cause or effect?

In a conversation during the last agile coach camp Germany I was reminded of something I see often in agility: motivational interventions. Most, if not all, agile coaches use them in one form or another: a workshop moderated with a pot of energy on their side, a training where the reasons why agile is what it is are many times evangelistically explained with the goal of inspiring the participants, various games where motivation is either the goal itself or at least an important by-product.

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