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In the first part of my postings  I talked about the disadvantages of breaking epics down into technical stories and why it is preferable to create real user stories which enable us to deliver real value in each iteration.
In this part I´ll present objections that I have come across while talking with developers and product owners (POs) about 'creating value in each iteration'.

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Follow principles #1 and #3 from the agile manifesto!

"Our highest priority is to satisfy the customer
through early and continuous delivery
of valuable software.

"Deliver working software frequently, from a
couple of weeks to a couple of months, with a
preference to the shorter timescale."

Or in my own words:
In each iteration ask yourself: While working towards a big vision can we solve at least one real problem by the end of this iteration?

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Every development project has a business guy attached, who holds the project money and makes the decisions what the team should implement. That guy can be your customer, sales manager, product manager, the product owner in a scrum project or simply your boss. In this article we will conveniently call him "manager". Constant small refactoring, test coverage and other technical things that you do while developing features don't really concern him. But from time to time you have a big, technical issue, that does not have apparent business value and does not add any features. You see it as absolutely necessary but you need the time and approval from your manager to do it. Watch this conversation between a developer and the well known "pointy haired boss", that I stole from a post and that seems awkwardly familiar to every developer:

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Following our principle of Continuous Skill Enhancement here at Synyx I recently read the book Continuous Delivery: Reliable Software Releases through Build, Test, and Deployment Automation by Jez Humble (from ThoughtWorks) and David Farley (from LMAX).

The book consists of three distinct parts.

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Buch Fragile AgileGespannt habe ich auf das neue Buch der Kollegen Baron und Hüttermann über die Zerbrechlichkeit der Agilität gewartet. Zu oft habe ich selbst Erfahrung damit gemacht, wie missverständlich Agilität aufgenommen und interpretiert werden kann. Zu oft habe ich selbst gesehen, wie man Agilität missbrauchen kann, sei es als Schutzschild für eigene Versäumnisse, sei es um ein Buzzword mehr in seinem Lebenslauf zu haben.

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For quite some years Scrum has been THE agile development process. Scrum got mainstream. But let's have a look what got mainstream here. Scrum, Agility, Buzzwords, Scrum Master got mainstream as words, in business talk, in dev talk, in trainings.

But what did it really achive for better communication, better relations and collaboration between developers, managers, customers etc. Has Scrum fundamentally improved the way software is delivered in our industry?