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C. Keith Ray
* http://www.thirdfoundationsw.com/keith_ray_resume_2014_long.pdf
* http://agilesolutionspace.blogspot.com/
> On Oct 11, 2016, at 11:32 AM, Charlie Poole [email protected] [extremeprogramming] <[email protected]> wrote:
>
> Hmmm.... somehow it's hard to wrap my head around the fact that somebody thinks it matters whether the author of this article is or isn't a scrumalliance trainer. Seems like there are more salient things one could discuss.
>
>> On Mon, Oct 10, 2016 at 10:51 PM, Robin Dymond [email protected] [extremeprogramming] <[email protected]> wrote:
>>
>>
>> Hello Massimo,
>>
>> The article linked is not from a scrum alliance trainer. Anyone can submit an article to the scrum alliance for posting. No idea how this one got past the reviewers, probably because the staff are mostly event planners and support staff, not trainers and coaches, we are all free range. I don't know if it will be removed, however I think it does not belong on that site.
>>
>> If you want to read what trainers and coaches are saying read the comments, which are highly critical and go on far longer than the article, look for CST or CEC in their handle.
>>
>> Also would like to point out that there are CSTs like myself who have been on this list (and many others) for a decade. Thanks to the efforts of numerous people here the Scrum Alliance offers technical training in TDD, CI, pairing, refactoring, etc, sometimes taught by people on this list. It is also by far the hardest training to sell, as developers would rather learn a new tool (ie swift, aws, oracle) then learn to test drive their code.
>>
>> My opinion is the article is a POS, and certainly does not represent the opinion of any agilists who I know and respect.
>>
>> Any change effort suffers from relabelling, where people attach the new labels to old roles and behaviors. We see this often in Agile adoption. Learning new behaviors is hard and takes time. It often also requires structural changes to the organization. Most of the hard changes needed, like eliminating silos (ie separate testing dept) have little to do with XP. They are organizational design problems that stem from legacy structures and mindset, like those on display in this article.
>>
>> Robin Dymond, CST
>> Managing Partner, Innovel
>> www.innovel.net
>> www.scrumtraining.com
>> Direct: (804) 239-4329
>> twitter: @robindymond
>> Linkedin: https://www.linkedin.com/in/robindymond
>>
>> On Oct 10, 2016 8:01 AM, "Massimo Manca [email protected] [extremeprogramming]" <[email protected]> wrote:
>> There are other funny folks promoting Prince2 and Prince2-Agile as agile
>> project management processes.
>> I used Prince2 in the past because in UK and West Europe is a common
>> requirement in public tenders but I didn't see any agility in it. They
>> just write down how to organize and manage a project with the lesson of
>> the "old school" and maintaining a hierarchical structure.
>> Instead I know Prince2-Agile only because when was published I received
>> the booklet. Seems to me an old "command and control" PM over SCRUM so
>> is a heavier SCRUM defining much more roles and using stages and
>> milestones to control the project status.
>> I am interested also to hear comments on them.
>>
>> Il 10/10/2016 03:01, Charlie Poole [email protected]
>> [extremeprogramming] ha scritto:
>> >
>> > I particularly enjoyed this...
>> >
>> > > The Agile Scorecard is a reflection of disciplined "Agile values"
>> >
>> > The author was quite right to put "Agile values" in quotation marks,
>> > apparently wanting us to understand that this is a parody, or so one
>> > can only hope. :-)
>> >
>> > Charlie
>> >
>> > On Sun, Oct 9, 2016 at 4:08 PM, Massimo Manca
>> > [email protected] <mailto:[email protected]>
>> > [extremeprogramming] <[email protected]
>> > <mailto:[email protected]>> wrote:
>> >
>> > Hi guys,
>> >
>> > I think you have LinkedIn profiles as me, so may be you already read
>> > these things but in the last couple of days happened that several
>> > trainers published articles about agile processes introducing measures
>> > and artifacts having nothing to do with agile.
>> >
>> > This is the link to the worst one published by scrumalliance.org
>> > <http://scrumalliance.org> (but I
>> > know it because I found a post on LinkedIn).
>> >
>> > https://www.scrumalliance.org/community/articles/2016/october/the-agile-scorecard?feed=articles
>> > <https://www.scrumalliance.org/community/articles/2016/october/the-agile-scorecard?feed=articles>
>> >
>> > There is also this post about a way to manage projects in a way
>> > that is
>> > a mix of agile and old fashion project management:
>> >
>> > https://www.linkedin.com/nhome/updates?activity=6190710412472827904&goback=&trk=hb_ntf_REPLIED_TO_YOUR_COMMENT
>> > <https://www.linkedin.com/nhome/updates?activity=6190710412472827904&goback=&trk=hb_ntf_REPLIED_TO_YOUR_COMMENT>
>> >
>> > I think we could discuss a little bit about these facts and trying to
>> > understand why happened.
>> > Do you agree?
>> >
>> > Massimo
>> >
>> >
>> >
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