Το Nexus Guide στα Ελληνικά (a.k.a. The Nexus Framework in Greek)

Το Nexus Guide στα Ελληνικά (a.k.a. The Nexus Framework in Greek)

Με μεγάλη χαρά, ανακοινώνουμε άλλη μια μετάφραση από τα μέλη του Agile Greece. Μετά το Scrum Guide στα ελληνικά, μεταφράστηκε και το Nexus Framework. Νομίζουμε ότι είναι εξαιρετικά σημαντικό μιας και το Nexus είναι ένα μεθοδολογικό πλαίσιο για την ανάπτυξη και τη συντήρηση προϊόντων και λογισμικού σε μεγάλη κλίμακα. Αποτελείται από τους ρόλους, τις δραστηριότητες, τα αντικείμενα και τις τεχνικές που συνδυάζουν τη δουλειά περίπου τριών έως εννέα Ομάδων Scrum που εργάζονται πάνω σε ένα κοινό Product Backlog. Βασίζεται στο Scrum και αναπτύχθηκε από τον Ken Schwaber και το scrum.org. Στο επίσημο site του scrum.org μπορείτε να μάθετε περισσότερα για το Nexus Guide. Ακολουθήστε τον παρακάτω σύνδεσμο για να κατεβάσετε το Nexus Guide στα Ελληνικά ή σε άλλες γλώσσες. Για άλλη μια φόρα είμαστε ιδιαίτερα περήφανοι για τα μέλη της ομάδας του Agile Greece. Διέθεσαν πολύ απο τον πολύτιμό τους χρόνο και κατάφεραν να προσφέρουν άλλο ένα σημαντικό κείμενο για το Scrum, στην κοινότητα του Agile στην Ελλάδα. Following the translation of the Scrum Guide in Greek, members of Agile Greece have translated The Nexus Guide. Nexus is a framework for developing and sustaining scaled product and software development initiatives. It is a framework consisting of roles, events, artifacts, and techniques that bind and weave together the work of approximately three to nine Scrum Teams working on a single Product Backlog to build an Integrated Increment that meets a goal. It uses Scrum as its building block, and has been developed by Ken Schwaber and scrum.org. Find out more about the Nexus Guide here.  Download the Greek Nexus Guide here. Once more we are really proud for the members of our team. They offer much of their valuable...
Our Agile ‘Game Plan’

Our Agile ‘Game Plan’

This summer, I will speak about my new business model at Scrum Day Europe in Amsterdam and Agile Greece Conference in Athens. The business model I invented is derived from computer games and game mechanics. Really? Yes really. But a lot of these mechanics can also be found in scientific models, loads of management books and are often part of agile and lean methodologies. Let’s say I applied ‘game thinking’ or gamification to organizational thinking. It’s apparent that organizations are forced to continuously change their mix of people and properties in order to remain relevant to their buyers, consumers and users. It takes a lot of energy commitment and guts to transform whole organizations. Not many people are willing to change, not even capable or just scared that change might lead to undesired consequences (losing their job or sense of control). In fact, when I was in the proces of uncovering why people do or do not undertake necessary actions, fear is often the most dominant factor. Taking actions that change the way you work, live or a complete organizations need: willingness, knowledge, physical action and the right amount of guts. In other words, change needs: Want to Know what to Able to Dare to It requires the right amount of drive and motivation to make people want to change. Then they should know what to do to start the change. Then they should be enabled (given the right amount of freedom or responsibility and necessary means) to physically act in the right direction with decisiveness and power. And finally… if the three mentioned previous elements are executed well, they will feel...
Where do we religiously follow Scrum

Where do we religiously follow Scrum

First of all the title is wrong! You either do or do not follow Scrum religiously. After a 2 year experience in Scrum, our organization has inevitably slipped from Scrum many times and most of the times we regret it and switch back to discipline. There are some things though that we never compromise: Steady Cadence We started Scrum with one week Sprints and when the teams matured we switched to 2 week sprints. So in 2 years most of the teams have only changed their Cadence once. Changing the Cadence is a decision that came organically from the teams not necessarily in the same period. But having a standard day and time when the events take place is non negotiable, even when stress and pressures comes from above. Scrum Events Every sprint ends with a Sprint Review followed by a Sprint Retrospective and starts with a Sprint Planning Meeting. Sometimes, many team members think its better if we skipped this sprint’s retrospective. In this case I choose to make the meeting much shorter and ensure that we get out of it with at least one action item that most of the team agrees is important to deliver. Daily Scrums (standup meetings) take place on the same time and place every day and never last more than 15 minutes. When valuable conversations arise, we arrange a meeting right after the stand up which most of the times does not need to include the whole team. When someone doesn’t appear in stand up, they have to send an email to the team answering the Daily Scrum’s 3 questions. Well I’m pretty confident that breaking...
Learning to See, Learning to Lead: The Vanguard Method with David Joyce

Learning to See, Learning to Lead: The Vanguard Method with David Joyce

Systems designs put people at the heart of service delivery and the impact on culture and morale is palpable: culture change becomes free! The Vanguard Method starts with unlearning: through studying their services as systems, managers learn that much of what they believe to be ‘good’ management is anything but. Studying reveals the folly of scale; front-office / back-office designs drive costs up and worsen service. Studying reveals the damage caused by conventional arbitrary measures (targets, SLAs, standards etc). Studying reveals that ‘people management’ practices amount to working on the 5% (only 5% of performance can be attributed to the people). But, most of all, studying reveals the opportunities for improvement. It is to move from working on the 5% to working on the 95%. During the talk I will illustrate the method in action with case examples. You will see how service organisations have made extraordinary improvements through changing the system – the way work is designed and managed; you will understand what it means to work on the 95%. Those who use the method achieve extraordinary improvements in performance and morale. But following the method leads to abandoning much of what we consider to be normal. Therefore, prepare to be challenged and inspired. Rather than just nice words, here are some leaders of organisations talking about their own experiences, and the remarkable improvements they have achieved through using the Vanguard...
Μια μέρα στην χώρα του Kanban (a.k.a One day in Κanban land in Greek)

Μια μέρα στην χώρα του Kanban (a.k.a One day in Κanban land in Greek)

Ένα από τα πιο συνηθισμένα ερωτήματα πλέον στον χώρο του Agile είναι “Τι είναι το Kanban”. Ένας από τους καλύτερους σύντομους οδηγούς είναι το One day in kanban land από τον Henrik Kniberg. O Nίκος Μπατσιος, ενεργό μέλος της ομάδας του Agile Greece είχε την ευγενική διάθεση να κάνει την Ελληνική μετάφραση (σε ελεύθερη απόδοση 🙂 ) Είναι ένα πολύ ωραίο intro για το Kanban. ευχαριστούμε Νίκο. (Twitter / Linkedin). Άλλα ποστ για το Kanban: What is kanban? One of the most common questions around Agile. One of the best explainers though is from “One day in kanban land” of Henrik Kniberg. Nikos Batsios member of Agile Greece was kind to translate it in greek! This is a great visualized intro to understand how Kanban works! Nikos Batsios is Scrum Master at Intracom Telecom and organizer at Agile Greece...