Pierluigi Pugliese's blog

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.

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.

…to coach its individuals one-to-one!

Contradiction? Well, some time ago I thought so as well, but…

Over the last years I had a few clients where, because of some constraints in the setting I was working with, I needed to "speed up" with the coaching program and "deliver" a high-performance team faster than I usually did.

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.