Episode 13

Scaled Agile processes and stories, with Raxit Ramani

00:00:00
/
01:12:31

March 14th, 2025

1 hr 12 mins 31 secs

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About this Episode

We've got Raxit Ramani, a highly experienced Agile Coach and Project Manager talking about Scaled Agile, SAFe, Stories of things being wrong, and how different government bodies have operated in the past.

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  • Michael is still pale after a weekend in the sun. He didn't shed a tear after being in the Spa's floation tank
  • Mark dropped a treadmill on his foot.
  • Raxit had a good job interview
  • You only need one server, given it is sufficiently powerful...

Quickfire Questions

  • Your opinion of Agile, in one word.
  • Personal preference: Public sector or private sector work?
  • What’s the biggest crime against Jira?
  • Worst excuse you’ve ever heard for missing a sprint goal or PI goal, or just not having a bit of work done?
  • Longest you’ve ever seen a story carried over in the next, and the next, and the next sprint?
  • You join a team, day 1, they show you their organisation stuff, and they do all planning in excel. Do you go with the flow, or immediately advocate something else? Why?
  • Biggest red flag that someone isn’t really agile?
  • What’s a task you dread doing throughout the PI increment?
  • Most valuable certifications?

## Breaking Prod Leaderboard
We have a new winner! With 3 distinct stories!

Big topic for the week

  • How would you describe to a new developer, the definition of modern agile software development? What’s it all about?
  • You’ve done a scrum master / agile lead type role before. How does a department know when it’s ready to start thinking about a scaled agile framework?
  • What sort of problems might they notice first that agile hasn’t seemed to solve for them, even though they’re doing scrum and/or kanban well?
  • If 5 or so teams have identified the problem, how do they get business buy-in to get someone in to help with a scaled agile framework?
  • Have you seen a scaled agile implementation fail? What are the biggest mis-steps in scaled agile failing? How would you even know it’s failing?
  • What sort of stuff gets measured? Are there KPIs?
  • Does it make any impact on individual contributors? Or is this just something that helps their managers and product owners be better organised?
  • Do top software companies do this?
  • Are there any scenarios you’ve seen people implement this, and it was just the wrong idea?

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