The hottest Agile Substack posts right now

And their main takeaways
Category
Top Technology Topics

9 Things Product Owners Should Stop Doing

Ageling on Agile • 99 implied HN points • 27 Oct 24
💼 Business Agile
  1. Product Owners shouldn’t act like team managers. They should focus on the product goals and let Developers decide how to achieve them.
  2. It's important for Product Owners to be part of the team. They should engage with the Developers regularly and not just during official meetings.
  3. Product Owners need to avoid over-managing the details of tasks. They should trust Developers to find the best ways to reach the goals set for the product.

10 Things People Don't Realize About Scrum

Ageling on Agile • 119 implied HN points • 20 Oct 24
💼 Business Agile
  1. Scrum isn't just about short-term goals; it focuses on the long-term vision for the product. The Product Owner plays a key role in setting a clear Product Goal and regularly reviews progress.
  2. The purpose of a Sprint is to learn and adapt, not just to deliver a set amount of work. Each Sprint acts as a learning cycle where teams reflect and plan the next steps based on what they've achieved and learned.
  3. The Scrum Master is more than just a facilitator; they are also responsible for helping the whole organization adopt Scrum effectively. They guide both the team and other stakeholders to understand their roles in the process.

7 Estimation blunders

Ageling on Agile • 39 implied HN points • 24 Oct 24
💼 Business Agile
  1. Estimating work is hard, especially for complex tasks. It's okay to acknowledge that some work can't be easily estimated and to focus on learning instead.
  2. Teams often have different opinions on estimates, which can lead to valuable discussions. These conversations help everyone align on the work and understand each other's perspectives.
  3. Estimates shouldn't be treated as strict commitments. If people outside the team are pushing for deadlines based on estimates, it's important to push back and clarify that estimates are just rough calculations.

TBM 393: Why Labeling Relationships Is So Important

The Beautiful Mess • 1190 implied HN points • 07 Dec 25
💼 Business Agile
  1. Labeling relationships in work systems helps clarify how things are connected. This understanding can improve strategy and execution in organizations.
  2. Different mental models for goals and initiatives impact how teams operate. Each model assumes different relationships, affecting overall effectiveness.
  3. Many companies still rely on simple hierarchies, but real work often functions as a complex network. Mapping out these relationships can lead to better insights.

Scrum Is No Excuse To Avoid Accountabilities

Ageling on Agile • 99 implied HN points • 03 Oct 24
💼 Business Agile
  1. Scrum helps teams work better, but it doesn't mean people can ignore their responsibilities. Everyone needs to step up and be accountable.
  2. Self-management in Scrum isn't just about freedoms; it also includes taking on duties and being responsible for their work.
  3. It's important for everyone in a Scrum team to communicate clearly and understand what is needed to succeed, especially regarding project timelines.
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One-on-one coaching moment for paid subscribers

Ageling on Agile • 39 implied HN points • 09 Oct 24
💼 Business Agile
  1. One-on-one coaching sessions are available for paid subscribers. These sessions allow for personal engagement on topics like Agile, Product Management, and Leadership.
  2. Each subscriber can have six half-hour coaching moments a year. These moments can help clarify work-related issues and provide guidance.
  3. Feedback from subscribers shows that the coaching is valuable. Many find the insights helpful for understanding their challenges and finding solutions.

Good Docs Describe, Bad Docs Prescribe

Rethinking Software • 299 implied HN points • 25 Jul 25
🕹 Technology Agile
  1. Good documentation should describe the current state of the software, not what it might be in the future. This keeps it relevant and useful.
  2. Documents like ADRs and RFCs can become roadblocks if they're written too early. They can hold teams back instead of helping them move forward.
  3. The best documentation comes from the code itself, such as generated docs or inline comments. This helps ensure that the documentation matches the actual software.

Beware of Scaled Agile

Ageling on Agile • 99 implied HN points • 24 Jan 24
💼 Business Agile
  1. You don't need all the complexities of Agile scaling approaches to solve your issues.
  2. Start small and gradually add complexity based on your real needs.
  3. Focus on nailing the solution before trying to scale it.

So it goes...

The Weasel Speaks • 117 implied HN points • 01 Jul 23
🕹 Technology Agile
  1. Change can be slow in software teams when it comes to the need for dedicated testers.
  2. Different organizations have varying approaches to testing, from having no dedicated testers to having very few or many testers.
  3. Consider the context when evaluating statements that you disagree with, as what may not work in one context could work in another.

SAFe Scrum - Is it actually Scrum?

Ageling on Agile • 259 implied HN points • 26 Mar 23
🕹 Technology Agile
  1. SAFe 6.0 has replaced ScrumXP with SAFe Scrum for Agile Teams in the Scaled Agile Framework.
  2. The post questions how closely SAFe Scrum aligns with the principles outlined in the Scrum Guide.
  3. The author suggests that ScrumXP did not meet the qualifications of being recognized as Scrum.

New Generation Product Leader Model

Product Power by Samet Ozkale • 98 implied HN points • 16 Feb 23
💼 Business Agile
  1. Product leaders should focus on data-driven and customer-centric approach in product development.
  2. Understanding the user through research and user feedback is crucial for making informed decisions and solving real problems.
  3. Cross-functional collaboration and transparent accountability are essential for fostering innovation and delivering results in product management.

Cross-Dysfunctional Product Teams

TeamCraft • 13 implied HN points • 23 Oct 23
🕹 Technology Agile
  1. Spotify's cross-functional product squads champion autonomy and decoupled releases.
  2. Local cross-pollination in product teams enables holistic problem-solving.
  3. Startups often adopt parts of the Spotify framework but struggle due to lack of trust and selective implementation.

The Blurred Line Between Methodology and Framework

Building Rome(s) • 13 implied HN points • 24 Aug 23
🕹 Technology Agile
  1. The role of a Technical Program Manager (TPM) involves defining and implementing the methodology and framework for software development projects.
  2. Methodologies provide general principles while frameworks offer specific plans of action.
  3. It's important for TPMs to be flexible in choosing the right methodology and framework based on the project's specific needs and requirements.

23/36 : 📚 A Guide to Effective User Stories and Story Mapping and Pointing

Product Mindset's Newsletter • 13 implied HN points • 02 Jul 23
🕹 Technology Agile
  1. User stories are informal explanations of software features from an end-user perspective.
  2. Creating user stories keeps the team focused on real users, encourages collaboration, and drives creative solutions.
  3. Story splitting is important to break down large user stories into smaller, valuable increments that can be completed within a sprint.