- A lot of these practices are meant to be training wheels pointing to a higher value. If we replace stand-ups with "continuous collaboration", and stories with "keep the perspective of those whom will use the software in mind", things sound more useful and less dogmatic.Maybe controversial opinion: agility doesn’t require stand-ups and user stories - or any formal Agile method at all. And sometimes the pursuit of Agile leads to the inability to have agility.
- For me is not about deadlines, but a cadence of discussions. Having continuous touch-points in which we chat about progress, problems, and approaches generally does inspire me to have something new to say. So, it creates some accountability without the stress of a deadline.This post is unavailable.
- I wonder why we are so attached to overloaded, hierarchical terms like leader and manager when peeling a few layers give us what we really want: mentors, parsers, coaches, experts, empaths, etc...
- How do you all keep the "why" present as discussions get more and more focused on implementation in a project?
