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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
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... get to a PI Planning event: * Learn Agile: It allows the Team to learn new agile (ceremonies, artif... ontext of a Program Train. * Visualize Work: It allows the Teams to increase visibility of team work ... h Team and Train * Understand Team Capacity: It allows the Team and the Program Team to develop an un
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
quotable_quotes_ah
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e it reduces the amount that we have to learn." – Allen Ward in "Lean Product and Process Development".... hich is, in this case, value-stream alignment." – Allen Ward in "Lean Product and Process Development".... have more effect on profit than isolated ones." – Allen Ward in "Lean Product and Process Development".... ing learned during a project into usable form." – Allen Ward in "Lean Product and Process Development".
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
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
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
quotable_quotes_ag
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decision that could be made in a time frame that allowed it to be relevant." – General Stanley McChrys... ossible. Pentland gave workers sociometric badges all day for six weeks, and measured levels of interac... rtical ties; team building, on the other hand, is all about horizontal connectivity." – General Stanley... eams" * "What had been logical became dumb, and all it took was changing the context." – James Corey
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
under_what_conditions_is_full-time_equivalent_fte_resource_planning_effective
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ple as “full time equivalents” (or FTEs) and then allocate them to work on Projects so that, for example, a person is allocated 25% to one Project, 30% to another, and the... right kind of people to get the work done (after all we have been getting work done up to now). The ma... xperience is that people do not think in terms of allocating their time 25% to this project, 30% to ano
how_do_we_allow_for_innovation
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====== How Do We Allow for Innovation? ====== > Or "Why Do a Hack-a-thon" > Or "What You Can Expect fr... part of a successful software development shop we all know the problem when people ask you to be “more innovative.” We don't really allow the time to do true innovation. After all everyone knows about all the urgent things we have coming
how_do_we_overcome_i_win_you_lose_type_thinking_to_open_organization_to_learning
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ure", the behavior isn't really about learning at all but rather posturing. In traditional management... ucts experiments. Of course in many ways this is all a lead up. In the final analysis we want people t... n. I have also previously presented at the Agile Alliance Conferences: * In 2016 I ran a workshop "... data to fit your argument or point of view. After all, people in the “spin room” in a political setting
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... terminology to catch on as this is a mechanism to allow continuous improvement happen. The results of ... 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
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
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
arthur_richards_-_distributed_agile
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implementing_beyond_budgeting-_unlocking_the_performance_potential_by_bjarte_bogsnes_-_bjarne_bogsnes
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second_generation_lean_product_development_by_don_reinertsen
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so_you_want_to_setup_a_business_as_an_agile_coach
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what_are_the_changes_in_culture_that_need_to_happen_with_agile
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what_can_we_do_to_improve_our_retrospectives
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syntax @wiki
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turn_the_ship_around_-_a_true_story_of_turning_followers_into_leaders_-_david_marquet
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creating_psychological_safety_in_the_workplace_by_amy_edmondson
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what_should_we_consider_when_forming_a_new_team
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how_do_we_encourage_agile_thinking_in_non-agile_organizations_ssa
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quotable_quotes_aj
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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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this_is_lean_-_resolving_the_efficiency_paradox_-_niklas_modig
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what_does_it_mean_to_be_done
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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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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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how_do_we_deal_with_product_backlog_explosion
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how_do_you_work_impediments
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if_we_doing_agile_at_scale_we_must_adopt_safe_anti-pattern
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manage_your_project_portfolio_-_increase_your_capacity_and_finish_more_projects_-_johanna_rothman
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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_are_the_guidelines_for_kanban_teams_operating_in_a_safe_environment
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what_inbuilt_biases_do_we_have_that_impede_good_decision_making
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what_kind_of_questions_should_we_ask_if_we_are_hiring_a_coach
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why_should_an_architect_collaborate_with_teams
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accelerate_-_building_strategic_agility_for_a_faster-moving_world_-_john_p_kotter
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how_do_i_facilitate_a_portfolio_prioritization_meeting
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how_do_we_deal_with_constant_interruptions
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learning_consortium_webcast_-_large-scale_agile_at_ericsson_by_steve_denning
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recommended_reading
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what_is_pair_programming
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what_is_the_effect_of_changing_team_members_on_velocity
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alexander_brown_-_free_yourself_from_the_myth_of_one-size-fits-all_scaling
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essential_safe_-_dean_leffingwell
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how_can_we_work_more_effectively_with_remote_people
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how_do_we_work_on_the_big_architectural_initiative
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mike_cohn_-_let_go_of_knowing
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scrum_at_scale_-_the_end_of_one-size-fits-all_approach_to_scaling_by_alex_brown
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what_are_the_changes_in_management_approach_that_need_to_happen_with_agile
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what_is_the_difference_between_emergent_and_intentional_architecture
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what_is_wrong_with_100_utilization_thinking
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what_kind_of_working_agreements_should_we_set_up_for_the_team
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why_not_just_track_hours_like_we_traditionally_do
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adam_yuret_-_waiting_for_godot-_concrete_approaches_to_busting_delays_and_why_your_enterprise_should_care
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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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financial_advice
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hans_samios_how_to_work_personality_issues_without_sounding_like_a_marriage_guidance_counsellor
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how_do_i_create_the_best_organizational_structure_for_success
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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_get_away_from_business_as_usual_thinking_on_teams
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how_do_we_initially_setup_an_executive_scrum_team
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how_do_we_know_where_we_are_spending_our_money
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how_do_we_move_from_safe_to_an_approach_with_less_overhead
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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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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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quotable_quotes_ai
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quotable_quotes_ak
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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_insights_do_we_get_from_tracking_investment_horizon
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what_is_the_best_approach_to_making_decisions_in_our_context
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what_is_the_impact_of_a_reorg_on_an_agile_transformation
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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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dean_leffingwell_-_nine_immutable_principles_of_lean_agile
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designing_organizations_-_strategy_structure_and_process_at_the_business_unit_and_enterprise_levels_-_jay_r._galbraith
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epics_and_features_become_the_new_way_to_specify_fixed_scope_anti-pattern
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how_can_we_improve_the_quality_of_feedback_at_an_iteration_demo
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how_do_i_convert_points_and_velocity_to_dollars
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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_help_executives_and_managers_learn_the_new_mindset
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how_do_we_write_good_pi_objectives
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how_much_productivity_will_we_lose_as_we_transform_to_agile
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if_you_have_to_say_it_s_safe_it_probably_isn_t
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kylie_castellaw_-_fortune-teller_to_scientist
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quotable_quotes_ae
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scrum_at_scale_by_jeff_sutherland
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scrum_gathering_2015_ignite_talks
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the_principles_of_clean_architecture_by_uncle_bob_martin
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troy_magennis_-_data_driven_coaching_safely_turning_team_data_into_coaching_insights
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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_does_a_development_manager_do_all_day
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what_we_don_t_want_to_see_in_a_scrum_master
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agile_2015_-_industry_panel
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faciliation_-_beyond_dot_voting
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facilitation_-_play_pass_or_move
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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_forecast_when_we_do_not_have_a_lot_of_data
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how_can_we_introduce_scrum_to_our_stakeholders
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how_can_we_scale_our_estimating_approach_beyond_a_team
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how_do_i_help_raise_awareness_of_transformation_problems
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how_do_we_assign_business_value_to_pi_objectives
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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_control_work-in-progress_wip
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how_do_we_forecast_our_plan_with_kanban
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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_initially_setup_our_definition_of_done
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how_do_we_know_we_have_a_good_user_story_the_invest_criteria
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how_do_we_move_away_from_trust_but_verify_approach_to_compliance
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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_should_we_structure_our_organization_as_we_move_to_agile_ssa
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how_should_we_update_our_estimates
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johanna_rothman_-_scaling_agile_projects_to_programs
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joshua_kerievsky_-_modern_agile
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jurgen_appelo_-_managing_for_happiness
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leadership_delegates_the_transformation_to_others_anti-pattern
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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_af
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quotable_quotes_al
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reading_list
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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_gathering_2015
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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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useful_videos
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what_are_the_characteristics_of_a_great_coach
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what_are_the_pros_and_cons_of_assigning_business_value_to_pi_objectives
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what_are_the_steps_we_can_take_to_restructure_a_train
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what_do_you_mean_when_you_say
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what_ideas_do_you_have_that_will_help_us_keep_retrospectives_fresh
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what_is_the_role_of_the_scrum_master_ssa
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what_is_the_structure_of_a_leadership_program_in_an_agile_transformation
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what_question_are_we_voting_on_when_we_do_a_confidence_vote_in_pi_planning
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what_should_our_sprint_goals_look_like
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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_do_we_assign_business_values_to_pi_objectives
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why_do_we_use_story_points_instead_of_hours
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why_does_high_a_utilization_rate_make_it_impossible_to_create_good_estimates
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why_is_agile_so_hard
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why_shouldn_t_we_set_up_dedicated_defect_teams
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2015_completed_events
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2016_completed_events
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agile_2015_-_research_short_papers
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ahmed_sidky_-_keystone_habits_leading_to_sustainable_enterprise_agility
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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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collaboration_at_scale_-_keeping_retrospectives_fresh_by_ben_linders
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dan_greening_-_agile_capitalization
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do_we_put_story_point_estimates_on_a_spike_enabler_story
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facilitation_-_open_ended_agenda
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fixing_defects_does_not_mean_you_are_addressing_technical_debt
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give_default_estimates_for_classes_of_work_and_then_work_exceptions
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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_understand_the_real_value_of_fast_feedback_and_deciding_late
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how_can_we_use_lean_and_agile_principles_to_increase_personal_effectiveness
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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_improve_our_improvement_process
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how_do_we_put_a_story_point_estimate_on_a_spike_enabler_story
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how_do_we_run_our_first_iteration_planning_or_sprint_planning_event
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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_initially_track_release_progress
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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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learning_agile-_understanding_scrum_xp_lean_and_kanban_-_andrew_stellman_jennifer_greene
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luke_hohmann_-_awesome_super_problems
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pithy_slogans
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powerful_pictures
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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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rationale_-_or_why_do_i_have_this_set_of_pages
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reference_useful_in_training_situations
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strategize_-_product_strategy_and_product_roadmap_practices_for_the_digital_age_-_roman_pichler
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tim_ottinger_-_agile_productivity
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tldr_summary_-_establish_agile_establish_the_role_of_product_owner_and_scrum_master
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troy_magennis_-_risk_the_final_enterprise_frontier
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troy_magennis_-_solving_the_hairy_problem_of_team_dependencies
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what_are_the_responsibilities_of_a_scrum_master
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what_do_we_do_if_we_don_t_have_budget_for_product_owners_and_scrum_masters
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