Sanplex Blog

In Extreme Programming, the planning game is a planning meeting held by the development team and stakeholders. It has two sessions: release planning and iteration planning. Customers and all developers in the team must participate.

This curated 2021 reading list presents top books on Agile, Scrum, and Lean methodologies. Organized into five categories—Philosophy, Leadership, General Management, Agile Management, and Agile Technical—it highlights highly recommended titles gathered from online communities and reviews to guide your agile journey.

This satirical article highlights 13 common anti-patterns and missteps in Agile implementation that can easily ruin a Scrum team. Through humor, it warns against radical changes, skipping coaching, ignoring technical debt, and fostering a toxic team culture.

This article explores the evolving role of a project manager, emphasizing the PMI Talent Triangle: Technical Project Management, Strategic & Business Management, and Leadership. It highlights that beyond managing resources ("management by spreadsheet"), modern project managers must understand organizational culture, align projects with strategic goals, and empathetically lead their teams.

This article explores the evolution of software development from the traditional Waterfall model to Agile and DevOps. It outlines their core values, highlights their similarities, and clarifies their key differences, emphasizing that Agile and DevOps are complementary forces designed to accelerate delivery and improve software quality.

This article explores the concept of "fake Agile," detailing its common symptoms such as Extreme Agile, Zombie Agile, and Conservative Agile. It highlights the importance of truly embracing Agile principles rather than just superficially adopting its frameworks or tools.

This article explores the evolution from the traditional Waterfall methodology to Agile, detailing the Agile Manifesto's core values. It then explains Scrum as a specific framework within Agile using the 3-5-3 structure, and concludes with a clear comparison between the broader Agile philosophy and the Scrum framework.

This article explores why "Zombie Scrum Teams" fail to continuously improve. Key barriers include setting vague or superficial improvement goals, fearing mistakes, ignoring the human and social aspects of teamwork, and treating learning as separate from actual work.

This article explains why "Zombie Scrum" teams fail to self-organize, primarily blaming the blind adoption of off-the-shelf solutions and external best practices. It highlights that true agility requires cultivating an autonomous environment for double-loop learning rather than rigidly copying other organizations' structures.

This article illustrates how a Scrum Master used cartoon metaphors to address management's micromanagement via burn-down charts. It highlights that successful Agile transformations require the entire organization, especially management, to shift from command-and-control to empowering leadership.