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The inherent linear sequencing in Waterfall creates walls and barriers to collaboration between different roles and disciplines in the organisation. One such wall, of particular importance, is the lack of ongoing collaboration and communication between business and development teams. Agile has tried to break down this barrier by bringing the two disciplines to continually work together throughout iterations[1]. Further down the value delivery chain there is often a similar barrier between development and operations. The absence of tight collaboration between these two disciplines has been a major bottleneck, slowing down (and at times paralysing) timely delivery of software increments to customer. In the second decade of Agile, DevOps was born as a movement and a cultural shift to eliminate this very barrier.

One of my personal highlights of the ESP Executive Summit in London on April 20th was Julian Birkinshaw's keynote on "New Organising Models in a Complex World". The professor of the London Business School who is designated as one of the fifty worldwide thought leaders in business science presented the core ideas and concepts of his forthcoming book "Fast Forward".

Hi, hello, I am new to improuv!

New species in the improuv habitat: the System Biologist

I joined improuv a while ago, because they have a knack with "evolving systems". My scientific background are Complex Adaptive System Dynamics and Evolutionary Strategies. After a decade in Organisational Learning & Development, Enabling and Global Capability Creation in large IT enterprises, I wanted to focus more on Coaching than on Project Portfolio Management. "Agile" for me means: "fitness for a business eco system, where disruptions are common".

Brain Based Learning – six Trumps and none of them called Donald!

I often hear "we have to get 80% test coverage!“ or „our coverage is too low“. Does this sound familiar? Many teams or developers strive for high test coverage. But why? In most cases what they want to build a safety net through high test coverage. This safety net allows us to trust our system and enables us to change the system. Yes, uncovered code means there is a blind spot. I totally agree.

Were you ever lucky enough to work with a Product Owner who actually writes acceptance tests? My experience as Agile Coach is that most of the Product Owners don't write acceptance tests. Lucky enough in my last project I was Product Owner. And therefore I decided to establish ATDD within my team.

Andy Hunt, one of the authors of the Agile Manifesto, has posted a blog post about "The failure of Agile".

In spite of its headline, it is a very interesting post and Andy complains about mainly the same problems that annoy me - and I am sure, many of us: an incomplete understanding of Agile. To me, this is not Agile, it is the absence of Agile. It describes going through the motions without understanding the spirit. Like standing in a circle once a day or defining a regular interval for delivering crap. This is characteristic for a different phenomenon: Cargo Cult.

I am a Scaled Agile Framework coach and trainer and it amuses me to sometimes see the blood drain from the faces of Agile practitioners when I say "yeah, I really like SAFe, I´ve learned a lot" :).  The reaction comes from interpretation. The Big Picture really is Big. When I give a Leading SAFe course and ask for feedback at the end, participants often say "Wow, I never knew there was so much in it, I´m really going to need to sit down and think about this".

I'm up in the North of Germany supporting a customer improve their Agile practices and their probability of getting a complex multi-platform product out into the market. I´m not allowed to say who they are, but let's just say that they face a range of common challenges and that they plan to enter a competitive international market that places a high value on simplicity and usability.