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Kurt Häusler
Works at Accenture Technology Solutions
Attended University of Aberdeen
Lives in Wiesbaden
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Kurt Häusler

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Just blogged my thoughts on the Frankfurter Entwicklertag  #etffm14  
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Kurt Häusler

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Just blogged about some of the conferences I attended last year.
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Looking sharp
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Kanban now has 3 Agendas.
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I agree with Boris. I also think that rather than companies clustering around two polar extremes such as "agile" and "non-agile", it is in fact rare to see extreme examples, and most companies fit into the grey area in the middle, perhaps making good progress, but still just beginning their path as the continually improve.

It is great that we have the choice now of "really agile" companies, still far too few of them, where we can focus less on fixing dysfunction etc, and can concentrate more on creating great products, and perhaps less agile companies, who have at least noticed a need for improvement in some area and are starting to experiment with some ideas based on agile values. They are great for those of us who get a kick out of watching others improve. For me it is enough to see mention of agile or scrum or even test automation in a job description or on a company website to see they are at least starting out with agile and might need my help. (Espoused Values however I would ignore, they tend to be the same vapid, uncontroversial, string of positive buzzwords, regardless of the method they use for developing their software and are disconnected from the day to day management decisions anyway)

As far as companies who are "not at all" agile, I think they are easy to spot, and the market will take care of them anyway.
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First: Thank you very much for your insightful and helpful comments!

I agree with Boris and I also agree with you, Kurt.

As I mentioned in my blog post, the issue is - at its core - a cultural question. It is indeed not about the agility of a company, but about the question "do I fit into the culture of a specific company"? I assume this question to be answered highly individual. I am even sure, that there are people on earth that would not want to work in a "truly agile" company.

So: You are totally right. Anybody should find the company, he would love to work with.
My view on Boris' comment: Totally right, too. But reality is as it is. Companies do currently consider fast job switching as a bad thing. Thus, it might be helpful to evaluate companies you want to join at least a little in advance. And hereby my blog post might be of some use...
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#NoEstimates   - an Interview
I met up with +Fabian Schiller  recently at the Agile Rhein-Main User Group in Wiesbaden, we started having a brief chat about #NoEstimates , and decided to continue our discussion via email so it could be blogged later. All numbers are fake yet realistic.
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Kurt Häusler

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Neither. He was a team member exhibiting huge amounts of leadership. He made far too many decisions himself to be either a good PO or a good SM. Troi was probably the closest to a SM role.
I recently found myself in a Melbourne bar, chatting with a group of Agile folks. I had just met someone for the first time and as we were both business analysts as well as keen Agilists, we found plenty to chat about. At som...
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Well I was just thinking of the 3 scrum roles, of which agile coach isn't one. For me an agile coach is like a scrum master but also provides support in the technical aspects of agile software development, so in other words they get a bit more involved in the daily work of the team members. On a starship this will be spaceflight operations, scientific research, defense operations and diplomacy. None of which Troi tends to get directly involved in. Her role really is focussing on the meta aspects of the ship, the people, and helping them do what they do, so in my opinion much more like a SM than an agile coach. Picard could come close to an agile coach, but Picard has responsibility and decision making that do not belong to the agile coach role either. He is either a team member or perhaps a classic boss. I can't think of anyone specifically who would match up with being an agile coach. Perhaps if an academy trainer was on board to help continually train star fleet officers with new ideas or refreshing old ones within the core mission of the ship then they would fit the agile coach model.
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Good post. Covers a topic that is not discussed nearly enough. I would like to see more posts like this.
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#StoosInAction the Italian satellite is streaming a hangout
#Stoosinaction open Italian hangout
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Software Engineering Team Lead
Lean, Kanban, Organisational Change and Flow-Based Product Development
  • Accenture Technology Solutions
    Software Engineering Team Lead, 2014 - present
  • Consultant and Trainer, 2013 - 2013
    IT Project Manager, 2012 - 2013
Map of the places this user has livedMap of the places this user has livedMap of the places this user has lived
Germany - Christchurch - Geraldine, New Zealand - Dunedin, New Zealand - Rosenheim - Rösrath - Bad Birnbach
Servant leader, lean manager, systems thinker, Stoosian, rightshifter, Kanban expert, culture hacker, practitioner
Software developer and software manager. Strong interests in agile and lean software development, Kanban, flow-based product development and organisational change.

I am mostly interested in the following areas:

* Lean/Agile Software Management
* Scrum (I have CSM, CSP and PSM I certifications)
* Kanban (I have the KCP certification)
* Software Development in a Lean, Agile or Startup type environment.
* Helping non Software Development departments also make improvements that support the "agile/lean" culture.

  • University of Aberdeen
    MSc Software Project Management, 2008 - 2011
    Agile and Lean approaches to Software Project Management (Also Evo, ToC etc)
  • University of Canterbury
    BSc Computer Science, 1998 - 2000
    Artificial Intelligence, Databases, Software Engineering etc.
Basic Information
Kurt Häusler's +1's are the things they like, agree with, or want to recommend.
Supply & Demand in software development

I’m proud to say I am, or at least was, a Software Engineer. I’m proud to say that I’m a third generation Engineer. My farther and grandfath

Is This Company Agile?

In 2012 I participated in a Stoos Stampede session, where some guys collected a large set of really nice questions for a job interview. Some

Klaus Leopold: Signpost towards a culture of continuous improvement

With very little effort, Kanban can change a lot. I witness this often when I visit a company again weeks or months after introducing Kanban

General principles when thinking about roles

"What is the right thing to do?" NOT "Is this part of my job?" Reference: John Shook on responsibility-focus versus authority-focus; see Man

When is a Project Manager not a Project Manager

It seems that these days everyone claims to be a project manager. But are these 'true' project management roles? Let's find out what makes a

Take 5 Visual Reports for Kanban | Edge of Chaos | Agile Development Blog

In this installment of the dataviz series, I will tell about some visual reports that might be of interest for Kanban practitioners. We all

No STEM Crisis, No War for Talent?

Have you read The STEM Crisis Is a Myth? It's a fascinating article. Bob actually has data, as opposed to my anecdotal evidence, now and dat

Lean und Kanban: Let‘s stop talking about waste

The distinction between value-adding activities and non value-adding activities is known from the Toyota Production System, where it is know

Induced Demand for Knowledge Workers

Our intuition says that if we are in a situation where the demand for our systems is too high, our response should be focus on increasing ou

Announcing the 3rd Generation of Lean-Agile | Net Objectives

A few years ago I called Kanban (by which I mean the term generally and not limited to the Kanban Method which I now call LKU Kanban) the 2n

The most interesting things I've learned about organisational culture

Value statements and culture books are more "culture theatre" than actual culture. Culture is not visible artefacts nor behaviour but rather

How to work in partnership

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The Power of Humane Relationships

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What is Scrumban?

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What allows agile to succeed in an organization? - LeadingAgile

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“You cannot change anything without starting a project” | Xebia Blog

You can't change an IT system without investing in time, money and resources. If your change exceeds the maintenance budget of the system, m

Review Kanban Leadership Retreat 2013 | AgileManic

A short summary of the Kanban Leadership Retreat 2013 in Mayrhofen where I write my impressions and four sessions I especially liked

You don’t need a manager « Management « Agile Mindstorm

Why? Because most probably he will: Work on processes, not on value creation Be responsible for a certain centralized function: IT, Dev, PMO

The Truth About Agile Management, And How It Can Help You

The truth about agile management is that there's too little of it. So little in fact, that there are those who believe it does not exist. Or

Clarke Ching's Rocks and Snowballs: Choose: Sell your time, or your value? Follow the li