If you try find a definitive description of ‘The Spotify Model’ you will most likely end up frustrated. There are some old videos and blog posts, and lots of internet articles claiming that it isn’t a ‘proper’ framework and that even Spotify doesn’t use it. Yet, it is reported as the fourth most popular scaled agile framework according to the 15th State of Agile Report and there are thousands of companies claiming to be using it.  So, what is it? And if you want to adopt it, where do you start?

Serious games are games that do not have entertainment, enjoyment or fun as their primary purpose. There are many examples of serious games in the video game industry, but any game that has a serious purpose can be a serious game. For instance; card games, team games, sorting games or timed activities. The book and website Gamestorming describes dozens of ‘games’ that are played in person and address business problems in creative, engaging and most importantly, effective ways. Some examples you may recognize are SWOT Analysis, Brainwriting, World Café and Affinity Mapping.

What do we mean by Quality? The word Quality is commonly used in software development, but it isn’t always clear what is meant by it. Teams create Definitions of Done, configure thresholds in their CI/CD pipeline, write performance tests and agree service level agreements, but are these sufficient for the level of Quality the customer expects?

Developing technical solutions is hard work. To make things easier, a number of practices and frameworks have become popular. They provide structure and guidance to help teams develop their solutions more successfully. I’m thinking of things like Scrum, the Kanban Method, User Stories and Test Driven Development. However, doing these things well is also hard work. Despite in depth training, books, conferences and certificates, people still struggle to apply these practices well. Jeff Sutherland, co-founder of Scrum estimates that 58% of Scrum implementations fail...

On The Nature Of Portfolios

The Scaled Agile Framework's recommended approach for prioritisation within the Portfolio is to use Weighted Shortest Job First (WSJF), but there are some challenges when trying to run WSJF at the Portfolio level. This series of posts explores those challenges, with this post focusing on what happens when Total Epic Effort is used within WSJF.

This article is intended to people who are interested in successful adoption of methods / ways of working – an area of maybe as much as 50% failures. Guidelines on how teams and organizations are suggested to work have been proposed since we started to develop software. Such guidelines have usually been called methods or lately “ways of working”. Over the years we have had a large number of published methods.

A series of examples and case studies on how people have used the Scrum Essentials cards to benefit their teams and improve how they work.

The way we develop software struggles to keep pace with changes in technology and business. Even with the rise of agile, people still flip-flop from one branded method to another, throwing away the good with the bad and behaving more like religious cultists than like scientists. This article explains why we need to break out of this repetitive dysfunctional behavior, and it introduces Essence, a new way of thinking that promises to free the practices from their method prisons and thus enable true learning organizations.

The Industrial Internet Consortium predicts the IoT (Internet of Things) will become the third technological revolution after the Industrial Revolution and the Internet Revolution. Its impact across all industries and businesses can hardly be imagined. Existing software (business, telecom, aerospace, defense, etc.) is expected to be modified or redesigned, and a huge amount of new software, solving new problems, will have to be developed. As a consequence, the software industry should welcome new and better methods. This article makes the case that to be a major player in this space you will need a multitude of methods, not just a single one. Existing popular approaches such as Scrum and SAFe (Scaled Agile Framework) may be part of the future, but you will also need many new methods and practices—some of which aren’t even known today. Extending a single method to incorporate all that is needed would result in something that is way too big and unwieldy. Instead, the new OMG (Object Management Group) standard Essence can be used to describe modular practices that can be composed together to form a multitude of methods, not only to provide for all of today’s needs, but also to be prepared for whatever the future may bring.

Industrial-­scale agile requires much more than just being able to scale agile. It also means taking a disciplined approach to ensuring that our IT investments are resulting in sustainable benefits for both the producing organization and its customers. This involves adopting a different approach to many aspects of agility. We need to look beyond small-­scale agile, beyond independent competitive islands of agile excellence, beyond individual craftsmanship and heroic teams, and beyond the short-­term, instant gratification that seems to be the focus of many well-­intentioned but self-­centered agile teams. It is this adoption of a more holistic approach that we call moving from craft to engineering. This paper is published at

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