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quotable_quotes_list.old
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ehar * “If we have data, let’s look at data. If all we have are opinions, let’s go with mine.” — Jim ... nity, not a threat." -- Jim Highsmith * "We are all familiar with guardrails on highways. They are pu... way too much time and it’s too hard to make sure all the goals line up. We have a market-based approach, where over time our goals all converge, because the top OKRs are known and ever
thinking_in_bets_-_annie_duke
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rence between the two is what thinking in bets is all about. Pete Carroll was a victim of our tendenc... ability. Seeking certainty helped keep us alive all this time, but it can wreak havoc on our decision... omatically rejecting every other possible choice. All those rejected alternatives are paths to possible... st another person. Rather, we are betting against all the future versions of ourselves that we are not
enterprise_lean-agile_coach_course
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eans return / investment. We map to value / size. All good. To to improve value we must experiment with... f Business Value - Mark Schwertz * (Action) Get all the videos and distribute / save * Most import... re good in many places, but may not make sense in all cases Thinking tools Hidden Constraint: helps id... u try to predict things Same with software - it's all about variability Not good or bad, just is Chara
how_does_a_team_initially_get_control_of_work
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k, the new intake system for the Team, also knows all sources of work and what the Team should typicall... result is that some organizations try to work out all the new processes in advance of converting to the... ired. To do this well, you have to make sure that all Team members bring their work with them. * "All work is visible on the team board": In order for eve
devops_for_the_agile_enterprise
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sh DevOps transformation team * Consider having all SDL (architects) attend DevOps course to help und... ode to Cash Goal: New code has opportunity to go all the way to release. Difference between developme... dset start at odds to eachother as development is all about change, and operations is all about stability. Definition from Wikipedia: https:%%//%%en.wikipe
what_is_a_user_story_ssa
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the case for me. The problem is that you’ve lost all the context. For example, if I understand why som... s specifications are notorious in that they clump all users together. The joke is that there are only t... dex card. The card represented the requirement in all discussions. Clearly you cannot put a lot of info... re links to documentation, reference information, all kinds of things as we talk about the work. But th
what_is_the_benefit_of_having_a_cadence_of_meetings_etc
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for this resistance: * Leadership cannot be at all places at once: For example, “I am an executive o... f an organization with 15 Trains. How do I get to all these Planning events if they all happen in the same week?” Or “I am a Product Manager of a product with 10 Teams working on it. How do I get to all the demonstration events of these Teams if they a
arthur_richards_-_distributed_agile
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stand the enormous benefits of adopting a 'we are all remote' mindset - freedom, flexibility, diversity... / Learning ====== * Present idea that "we are all remote" at some stage and that we'd like to ensur... on * Use of video chat * Action - see "we are all remote" PDF - John O'Duinn ====== Presentation =... lve problems It helps expose them Retrospectives All about communication Lack of facilities to deal wi
how_do_we_run_our_first_sprint_retrospective
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g something risky without making it seem like an “all or nothing” approach. * In the wider organizati... Retrospective as a “no judgment” zone, so we get all the perspectives. - Generate insights: Look at ... Retrospective as a “no judgment” zone, so we get all the ideas. - Decide what to do: Prioritize the ... teams have the "cliff pattern" in a Sprint where all the stories are considered "in progress" until th
simulating_agile_execution_with_the_ball_point_game
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, 'no tools' is another rule. You cannot just put all the balls in a bag and pass the balls around that... ting completion correctly, or failing to count at all. You don't want to have an argument so if they ha... of ideas in mind. In particular, do not try to do all these messages, just focus on 2 or 3 key ideas. ... timate in the absence of other information (after all, how would we know, since we had never passed bal
what_can_we_do_to_improve_our_retrospectives
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as to why we should bother with Retrospectives at all. After all, nothing really changes ... In many organizations: * There is significant inertia aroun... is very easy to slip into acceptance that this is all there is and that it is impossible to change / im... plan for this”). Sometimes the improvement is “we all agree to do ... “ * Do have mechanism to work “
syntax @wiki
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to be as readable as possible. This page contains all possible syntax you may use when editing the page... texts. Of course you can **__//''combine''//__** all these. DokuWiki supports **bold**, //italic//,... exts. Of course you can **__//''combine''//__** all these. You can use <sub>subscript</sub> and <sup... open a Windows Share. To remove this warning (for all users), put the following line in ''conf/lang/en/
so_you_want_to_setup_a_business_as_an_agile_coach
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in types out there, but for simplicity reasons we all went for the “.com” domain name. For us this mean... anel on the ISP’s website. The cost of hosting is all over the board, so start simple and add more if y... or so a whole bunch of designs will pour in from all over the world. You then select the design you li... this is a trade-off. While we could try and do it all ourselves, the reality is that a good accountant
what_are_the_changes_in_culture_that_need_to_happen_with_agile
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doing more efficiently what should not be done at all." With agile idea is to focus on business efficie... eet for our work. We maintain those standards for all work. | | "Highest paid person makes the decision... ose decisions is at the lowest level as well. Not all decisions are pushed down. Decisions that are mad... roach often forces decisions when you do not have all the information and so you end up with inflexible
why_should_we_work_harder_to_eliminate_the_effect_of_dependencies
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Eliminate the Effect of Dependencies? ====== We all know that when you are trying to get a software p... ou have a common Iteration (Sprint) cadence (i.e. all teams finish the Iteration (Sprint) on the same d... dependencies = sum (Iteration (Sprint) length for all teams in the dependency tree) or, if you don't h... story with dependencies = sum (sprint length for all teams in the dependency tree) * 1.5 We can repre
creating_psychological_safety_in_the_workplace_by_amy_edmondson
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how_do_we_allow_for_innovation
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how_do_we_overcome_i_win_you_lose_type_thinking_to_open_organization_to_learning
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second_generation_lean_product_development_by_don_reinertsen
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this_is_lean_-_resolving_the_efficiency_paradox_-_niklas_modig
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what_problems_have_you_seen_with_the_business_value_assignment_process
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why_do_people_overcommit
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why_does_a_lean-agile_approach_encourage_collaborative_decision_making
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if_we_doing_agile_at_scale_we_must_adopt_safe_anti-pattern
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what_inbuilt_biases_do_we_have_that_impede_good_decision_making
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how_do_we_deal_with_product_backlog_explosion
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how_do_you_work_impediments
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the_rollout_a_novel_about_leadership_and_building_a_lean-agile_enterprise_with_safe_by_alex_yakyma
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what_does_it_mean_to_be_done
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what_is_pair_programming
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how_do_we_work_on_the_big_architectural_initiative
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quotable_quotes_ah
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quotable_quotes_aj
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recommended_reading
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under_what_conditions_is_full-time_equivalent_fte_resource_planning_effective
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what_is_the_difference_between_emergent_and_intentional_architecture
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what_kind_of_questions_should_we_ask_if_we_are_hiring_a_coach
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accelerate_-_building_strategic_agility_for_a_faster-moving_world_-_john_p_kotter
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bob_galen_-_stuff_bad_scrum_coaches_say
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daniel_vacanti_-_why_winning_the_lottery_is_more_predictable_than_your_agile_project
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how_do_i_create_the_best_organizational_structure_for_success
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how_do_i_facilitate_a_portfolio_prioritization_meeting
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how_do_we_encourage_agile_thinking_in_non-agile_organizations_ssa
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how_do_we_ensure_critical_work_does_not_get_dropped_as_we_kick_off_teams
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how_do_we_initially_setup_an_executive_scrum_team
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how_do_we_talk_to_a_data_architect_about_an_agile_approach
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how_do_we_use_story_point_estimates_to_forecast
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implementing_beyond_budgeting-_unlocking_the_performance_potential_by_bjarte_bogsnes_-_bjarne_bogsnes
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learning_consortium_webcast_-_large-scale_agile_at_ericsson_by_steve_denning
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manage_your_project_portfolio_-_increase_your_capacity_and_finish_more_projects_-_johanna_rothman
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quotable_quotes_ai
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quotable_quotes_ak
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the_lean_machine-_how_harley-davidson_drove_top-line_growth_and_profitability_with_revolutionary_lean_product_development_-_dantar_p._oosterwal
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turn_the_ship_around_-_a_true_story_of_turning_followers_into_leaders_-_david_marquet
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what_are_the_characteristics_of_a_great_scrum_master
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what_guidance_do_you_have_for_good_conference_calls
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what_kind_of_working_agreements_should_we_set_up_for_the_team
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what_should_we_consider_when_forming_a_new_team
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why_not_just_track_hours_like_we_traditionally_do
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why_should_an_architect_collaborate_with_teams
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why_should_we_focus_on_doing_one_thing_to_completion_at_a_time
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why_should_we_start_without_doing_a_complete_analysis
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alexander_brown_-_free_yourself_from_the_myth_of_one-size-fits-all_scaling
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bridging_the_communication_gap_-_specification_by_example_and_agile_acceptance_testing_-_gojko_adzic
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coaching_values_and_principles
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designing_organizations_-_strategy_structure_and_process_at_the_business_unit_and_enterprise_levels_-_jay_r._galbraith
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how_can_we_work_more_effectively_with_remote_people
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how_do_small_changes_lead_to_big_improvements
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how_do_we_establish_skills_development_in_the_team
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how_do_we_get_away_from_business_as_usual_thinking_on_teams
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how_do_we_help_executives_and_managers_learn_the_new_mindset
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how_do_we_move_from_safe_to_an_approach_with_less_overhead
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how_do_we_write_good_pi_objectives
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how_do_we_write_user_stories_when_we_cannot_get_all_development_and_testing_done_in_one_sprint
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how_does_the_agile_approach_allow_us_to_deliver_early
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if_you_have_to_say_it_s_safe_it_probably_isn_t
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mike_cohn_-_let_go_of_knowing
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quotable_quotes_ae
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we_need_more_people._or_do_we
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what_are_the_steps_involved_in_an_initial_agile_assessment
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what_is_the_impact_of_a_reorg_on_an_agile_transformation
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what_we_don_t_want_to_see_in_a_scrum_master
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dean_leffingwell_-_nine_immutable_principles_of_lean_agile
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essential_safe_-_dean_leffingwell
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facilitation_-_play_pass_or_move
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how_can_we_forecast_when_we_do_not_have_a_lot_of_data
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how_can_we_improve_the_quality_of_feedback_at_an_iteration_demo
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how_can_we_scale_our_estimating_approach_beyond_a_team
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how_do_we_control_work-in-progress_wip
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how_do_we_deal_with_constant_interruptions
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how_do_we_get_all_the_work_addressed_when_our_specialists_cannot_be_everywhere
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how_do_we_get_all_the_work_addressed_when_our_specialists_cannot_be_everywhere.old
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how_do_we_improve_team_performance
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how_do_we_know_where_we_are_spending_our_money
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how_do_we_run_our_first_iteration_demo_or_sprint_review
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how_do_we_split_user_stories
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how_much_productivity_will_we_lose_as_we_transform_to_agile
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how_should_we_update_our_estimates
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joshua_kerievsky_-_modern_agile
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jurgen_appelo_-_managing_for_happiness
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kylie_castellaw_-_fortune-teller_to_scientist
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luke_hohmann_-_how_to_conduct_large_distributed_team_retrospectives
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michael_spayd_-_agile_assessment_prior_to_scaling
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mike_cottmeyer_-_the_executives_step-by-step_guide_to_leading_large-scale_agile_transformation
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navigating_conflict_on_agile_teams_or_why_resolving_conflict_won_t_work_by_lyssa_adkins
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our_estimates_are_terrible
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principles_and_values
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quotable_quotes_a9
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quotable_quotes_aa
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quotable_quotes_ab
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quotable_quotes_ad
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quotable_quotes_ag
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quotable_quotes_al
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review_the_5_s_to_make_sure_they_are_the_same_relative_size
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safe_4.5_updates_by_safe
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scrum_at_scale_-_the_end_of_one-size-fits-all_approach_to_scaling_by_alex_brown
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scrum_at_scale_by_jeff_sutherland
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scrum_gathering_2015_ignite_talks
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superforecasting_-_the_art_and_science_of_prediction_-_philip_e._tetlock_and_dan_gardner
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the_end_of_enterprise_it
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the_principles_of_clean_architecture_by_uncle_bob_martin
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what_are_the_changes_in_management_approach_that_need_to_happen_with_agile
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what_are_the_guidelines_for_kanban_teams_operating_in_a_safe_environment
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what_are_the_pros_and_cons_of_assigning_business_value_to_pi_objectives
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what_does_a_development_manager_do_all_day
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what_ideas_do_you_have_that_will_help_us_keep_retrospectives_fresh
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what_is_the_best_approach_to_making_decisions_in_our_context
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what_is_the_role_of_the_scrum_master_ssa
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what_question_are_we_voting_on_when_we_do_a_confidence_vote_in_pi_planning
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what_tips_do_you_have_for_a_scrum_master
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which_is_best_for_my_team
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why_is_agile_so_hard
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adam_yuret_-_waiting_for_godot-_concrete_approaches_to_busting_delays_and_why_your_enterprise_should_care
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agile_2015_-_industry_panel
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ahmed_sidky_-_keystone_habits_leading_to_sustainable_enterprise_agility
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facilitation_-_open_ended_agenda
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financial_advice
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give_default_estimates_for_classes_of_work_and_then_work_exceptions
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how_can_the_po_is_to_be_the_focal_point_for_contact_when_an_project_managers_for_example_are_used_to_going_to_individual_team_members_for_status_of_work
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how_can_we_determine_how_many_undiscovered_defects_we_have
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how_can_we_improve_collaboration_on_user_stories
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how_can_we_introduce_scrum_to_our_stakeholders
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how_can_we_understand_the_real_value_of_fast_feedback_and_deciding_late
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how_do_i_help_raise_awareness_of_transformation_problems
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how_do_we_build_and_maintain_context_when_all_we_have_is_a_backlog_list
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how_do_we_demonstrate_something_that_results_in_a_new_api
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how_do_we_do_software_capitalization_when_we_go_to_agile
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how_do_we_forecast_our_plan_with_kanban
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how_do_we_initially_setup_our_definition_of_done
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how_do_we_move_away_from_trust_but_verify_approach_to_compliance
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how_do_we_work_with_non-functional_requirements_nfrs
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how_do_we_work_with_pi_objective_business_values_during_the_program_increment
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how_do_we_write_good_features
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how_does_multi-tiered_product_management_work
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how_is_work_assigned_during_a_sprint
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how_much_coaching_do_we_really_need
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how_should_we_structure_our_organization_as_we_move_to_agile_ssa
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i_am_going_to_wait_for_the_training_anti-pattern
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is_generating_an_estimate_a_waste_of_time
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johanna_rothman_-_growing_your_servant_leadership
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johanna_rothman_-_scaling_agile_projects_to_programs
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learning_agile-_understanding_scrum_xp_lean_and_kanban_-_andrew_stellman_jennifer_greene
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pithy_slogans
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prateek_singh_-_retrospective_moving_from_a_subjective_to_objective_world
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quotable_quotes_ac
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quotable_quotes_af
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rationale_-_or_why_do_i_have_this_set_of_pages
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reference_useful_in_training_situations
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scrum_gathering_2015
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troy_magennis_-_risk_the_final_enterprise_frontier
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useful_videos
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what_are_the_characteristics_of_a_great_coach
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what_are_the_responsibilities_of_a_scrum_master
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what_are_the_steps_we_can_take_to_restructure_a_train
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what_do_we_do_if_we_don_t_have_budget_for_product_owners_and_scrum_masters
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what_do_we_need_to_think_about_when_we_go_from_a_pi_planning_approach_to_a_more_continuous_planning_approach
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what_do_you_mean_when_you_say
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what_events_should_we_put_in_place_for_iterations_or_sprints
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what_happens_when_we_have_partial_assignments_for_product_owners_and_scrum_masters
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what_is_a_frequently_asked_question_faq_site
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what_is_the_basis_of_our_estimating_process
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what_is_wrong_with_100_utilization_thinking
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what_kinds_of_problems_do_you_see_when_agile_teams_churn_team_members_a_lot
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why_a_plan_based_on_average_velocity_will_fail
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why_do_we_have_the_role_of_product_owner
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why_do_we_have_the_scrum_master_role
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why_do_we_run_a_system_demo_when_we_ve_just_done_a_sprint_review_or_iteration_team_review
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why_do_we_use_story_points_instead_of_hours
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why_does_a_lean-agile_approach_focus_on_the_completion_of_work_running_tested_features
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why_does_high_a_utilization_rate_make_it_impossible_to_create_good_estimates
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why_don_t_agile_tools_automatically_change_status_when_related_items_change_status
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why_should_we_name_our_team
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xp_values_and_principles
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you_can_enhance_employee_motivation_in_10_minutes_by_friday_-_gregg_lederman
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2015_completed_events
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2016_completed_events
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2019_completed_events
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acceptance_test-driven_development
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agile_2015_-_research_short_papers
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agile_2016
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agile_jokes
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agile_values_and_principles
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books_to_read
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can_we_trust_story_points_as_a_measure_of_effort
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chris_sims_-_leadership_styles_for_a_successful_agile_transformation
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continuous_delivery_in_a_large_enterprise_transforming_enterprise_it_by_henk_kolk
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dan_greening_-_agile_capitalization
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do_managers_matter_in_an_organization
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establish_a_keystone_story
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establish_typical_sizes_for_typical_work
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faciliation_-_beyond_dot_voting
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facilitation_-_ritual_dissent
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hans_samios_how_to_work_personality_issues_without_sounding_like_a_marriage_guidance_counsellor
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how_can_the_development_manager_be_effective
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how_can_we_decentralize_team_breakouts_process_in_a_pi_planning_event
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how_can_we_put_an_estimate_on_complexity
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how_can_we_use_lean_and_agile_principles_to_increase_personal_effectiveness
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how_do_i_convert_points_and_velocity_to_dollars
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how_do_we_assign_business_value_to_pi_objectives
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