Home » Author Archives: Gil Zilberfeld

Author Archives: Gil Zilberfeld

You’re Doing It Wrong: Retrospectives

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If you’re already doing agile wrong, retrospectives are one of the first things you let go of. A shame really, but if you’re doing something wrong, you better screw up the thing that will bring you the most value. Why does dropping retrospective seem the least harmful? If you think planning is important (because it shows you think about work), and ...

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You’re doing it wrong: Daily stand-ups

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“Everybody, please, stand up”, I remember encouraging everyone to rise to the occasion of another daily stand-up “meeting”. Even with a room full of people who knew the drill, I still felt I had to ask them. This series is about practices we do, without understanding why we do them, and therefore may not get the value we want from ...

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You’re doing it wrong: Done-Done

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This series is about how to do stuff right by explaining why we do those things we do. If you do, and get the wrong results, you might be doing it wrong. Last time, we talked about the Definition of Done. We use is as vision of where we want to be at the end of the iteration. The question is: What ...

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You’re doing it wrong: Definition of Done

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In this series, we’re taking a look at what we do in agile, those pesky practices, and why we’re doing them. The purpose is the key here, and if you’re not getting the benefit, you might be doing it wrong, so try something else. So, let me ask you a question: Are you done, done-done, or done-done-done? What does “done”mean anyway? To answer ...

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You’re doing it wrong: Iteration planning, part 2

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In this series, we’re taking a look at how we do things, and why. More importantly, why we are supposed to do things, and what’s the expected outcome. If you don’t get those outcomes, maybe you should try doing something else, or re-calibrate your expectations. Now, I know that based on the title, you’re expecting some #NoEstimates stuff, but not ...

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You’re doing it wrong: Iteration planning

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Why do we do the things we do? When we can explain why we d: practice, decide to keep or change the way we do things, we should have better excuses than “that’s the way we’ve always done it” or “it is considered a best practice”. If these are the only answers we have, we’re in a bad place. In fact, if ...

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Agile Economics: The Cost of Change

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In the agile world, we’re told to “embrace change”. As we can see in the picture on the right, change can embrace you back, and it can hurt. But what is the cost of change? And how does agile affect it? Economically speaking, change has both reasons and affects, and both have economic consequences. In Winston Royce’s original waterfall document, he said ...

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Agile Economics: Scale 3D

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When we started talking about scaling, we said that organizations are looking for a cure. The pain is slow delivery. That cure seems to be taking the success agility brought the team and scale it to a group, organization or the entire company. We know that small organizations (agile or not) generally have better delivery capabilities than those of the bigger organizations ...

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Agile Economics: Delusions of Grandeur

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Everyone is talking about scaling agile. Certifications for SAFe, LeSS and others seem to be the order of the day. But it?s not all about certifications, right? Let?s explore where the need to scale come from, and the problems we have at scaling. No certification needed. Why Scale? Where is the need to scale comes from? It comes from big ...

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Agile Economics: Early and Often

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In order to be in business, we need to answer two questions: How do we make money? How do we make more money? Most people focus on the first one, rather than the second one. And rightly so. Money is important not just because it buys nice things. It keeps the boat afloat (that’s the company) and allows us to expand ...

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