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quotable_quotes_list.old
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duct developers choose to operate their processes at high levels of utilization, they create unnecessa... -- Howard Behar * “If we have data, let’s look at data. If all we have are opinions, let’s go with ... criticize" -- Unknown * "Radical change, one PI at a time" -- Mike Adrian * "It great that you do ... al change. * "Absolutely #noabsolutes" -- heard at Value Stream Analysis workshop * "When a measur
how_do_we_overcome_i_win_you_lose_type_thinking_to_open_organization_to_learning
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ulture", the behavior isn't really about learning at all but rather posturing. In traditional manage... eing when we review the results of the experiment at the next retrospective. ===== Updated Version as... ryone’s input, and I don’t have to be right (win) at the expense of everyone else (lose)) * Establis... sion?” (5 minutes brain write / 5 minutes discuss at table / 5 minutes debrief including my experience
thinking_in_bets_-_annie_duke
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utcome. You could make the best possible decision at every point and still lose the hand, because you ... has a good-size advantage over the other players at the table, making significantly better strategic ... isions, will still be losing over 40% of the time at the end of eight hours of play. That’s a whole lo... he foundation of the bets we make. When I speak at professional conferences, I will occasionally bri
this_is_lean_-_resolving_the_efficiency_paradox_-_niklas_modig
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free up some people to do work that is more aimed at what the customer needs. Why is this important? ... rces has long been the most common way of looking at efficiency. It continues to dominate the way in w... resource. The discussion then moves to a a look at Little’s Law, which states that: Throughput ti... ts’ completing the process and refers to the pace at which flow units move through the process. The b
so_you_want_to_setup_a_business_as_an_agile_coach
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ge differs from their opinion. This page is aimed at heading you in the right direction. The advice I ... In the United States, you will want to validate (at a minimum): * Domain name: FiveWhyz.com * Tw... ch you have paid). The cost to register a domain (at the time of writing) will be around $20-$50 depen... add more if you need it. If you do this the cost (at the time of writing) is around $120 - $200 per ye
turn_the_ship_around_-_a_true_story_of_turning_followers_into_leaders_-_david_marquet
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s a leader. Very useful and practical book aimed at helping managers understand and implement a more ... ship) applied ideas that seemed counterintuitive at the time to many. The book captures the approache... soon the agile implementation is not really agile at old, just the old way dressed up in new terminolo... n exercise you can do with your senior leadership at your next off-site. Identify in the organization’
what_is_the_benefit_of_having_a_cadence_of_meetings_etc
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ns for this resistance: * Leadership cannot be at all places at once: For example, “I am an executive of an organization with 15 Trains. How do I get t... erve space in this building for a colocated event at the same time? How do I get my meeting scheduled?... a of “synchronization” (multiple events happening at the same time) cadence offers a lot of benefits:
what_are_the_changes_in_culture_that_need_to_happen_with_agile
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as doing more efficiently what should not be done at all." With agile idea is to focus on business efficiency (delivering value) even at the expense of technical efficiency. | | "Project... r to find out that we went in the wrong direction at the end of the project, or close to the beginning? Traditional approaches mean you only find out at the end of the project that there is a problem. S
daniel_vacanti_-_why_winning_the_lottery_is_more_predictable_than_your_agile_project
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is to answer that question when practicing Agile at scale. Your customers most likely feel like they ... d Monte Carlo Simulations to drive predictability at all levels of the organization. Your customers de... Cycle Time, Throughput) How to apply flow metrics at all levels of the organization How to visualize f... n't know Which means the lottery is better bet as at least we know what the odds are Why don't we kno
devops_for_the_agile_enterprise
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and only one constraint; any improvement not made at that constraint is an illusion" — Eli Goldratt ... t is DevOps ==== Base thinking is "agile is good at developing code but this does not reduce time-to-... | Development and operations mindset start at odds to eachother as development is all about cha... ware delivery and infrastructure changes. It aims at establishing a culture and environment where buil
what_kind_of_questions_should_we_ask_if_we_are_hiring_a_coach
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interview is basically a first pass filter aimed at just determining basic skills while the second in... ng with 3 teams. There is nothing urgent going on at the moment. What does your day look like?” Lookin... Transformation Coaches?====== Sometimes you are at the beginning of a transformation for an organiza... you are working with a leadership group that are at odds over something - perhaps there is a discussi
why_should_we_focus_on_doing_one_thing_to_completion_at_a_time
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Should We Focus on Doing One Thing To Completion at a Time? ====== Or "Why should we sequence our wo... ng something new. To understand why, have a look at the chart below: {{ :impact_of_multi-tasking.png... and are now working to finish them by doing a bit at a time. From the perspective of the Projects, we ... s to sequence the work so we focus on one project at a time, working it to completion. The "$" signs
how_can_we_use_lean_and_agile_principles_to_increase_personal_effectiveness
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hat I know what I am doing and why, I can respond at a good pace to anything coming in and I have a su... imply allocate a couple of “iterations” (25 mins) at the beginning of each day to deal with the influx... up so I was not reviewing 600 items (actual inbox at the time) with incoming rate of 150 items / day. ... re plan-able). I could then review during the day at lunch time at and at end of day (another iteratio
how_do_we_run_our_first_sprint_retrospective
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nt) Retrospective? ====== ====== Premise ====== At the end of a sprint, the Team holds a Iteration (... o ask ourselves is "what areas do we need to look at to focus on our improvements?". In general, Teams... all the perspectives. - Generate insights: Look at the data we have, understand what it means and th... ollowing is a simple Retrospective “script” aimed at working through your first Retrospective: * Pr
quotable_quotes_ah
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operly deferential to authority. They mingle well at parties." * "Committees never do anything compl... ment". * "The natural intuition is that looking at one alternative is cheaper, easier, and faster than looking at multiple alternatives. This intuition is usually wrong, because looking at a lot of alternatives early is usually cheaper th
second_generation_lean_product_development_by_don_reinertsen
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creating_psychological_safety_in_the_workplace_by_amy_edmondson
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how_does_a_team_initially_get_control_of_work
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simulating_agile_execution_with_the_ball_point_game
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what_is_a_user_story_ssa
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2021_completed_events
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alexander_brown_-_free_yourself_from_the_myth_of_one-size-fits-all_scaling
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enterprise_lean-agile_coach_course
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how_do_we_deal_with_product_backlog_explosion
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how_do_we_know_where_we_are_spending_our_money
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how_do_we_use_story_point_estimates_to_forecast
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quotable_quotes_ad
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quotable_quotes_am
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recommended_reading
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scrum_at_scale_by_jeff_sutherland
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why_a_plan_based_on_average_velocity_will_fail
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syntax @wiki
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how_can_we_improve_the_quality_of_feedback_at_an_iteration_demo
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how_do_we_improve_team_performance
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how_do_we_use_kanban_at_the_team_level_when_the_art_has_a_cadenced_calendar
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quotable_quotes_ag
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under_what_conditions_is_full-time_equivalent_fte_resource_planning_effective
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coaching_values_and_principles
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how_can_we_decentralize_team_breakouts_process_in_a_pi_planning_event
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how_do_i_facilitate_a_portfolio_prioritization_meeting
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how_do_we_get_away_from_business_as_usual_thinking_on_teams
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how_do_we_run_our_first_iteration_demo_or_sprint_review
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how_much_coaching_do_we_really_need
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if_we_doing_agile_at_scale_we_must_adopt_safe_anti-pattern
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learning_consortium_webcast_-_large-scale_agile_at_ericsson_by_steve_denning
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quotable_quotes_ac
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should_we_do_wip_limits_even_though_we_are_doing_scrum
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what_does_it_mean_to_be_done
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what_inbuilt_biases_do_we_have_that_impede_good_decision_making
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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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how_do_you_become_aware_of_impediments
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implementing_beyond_budgeting-_unlocking_the_performance_potential_by_bjarte_bogsnes_-_bjarne_bogsnes
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reading_list
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reference_useful_in_training_situations
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what_question_are_we_voting_on_when_we_do_a_confidence_vote_in_pi_planning
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why_should_we_work_harder_to_eliminate_the_effect_of_dependencies
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2016_completed_events
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2018_completed_events
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2022_completed_events
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adam_yuret_-_waiting_for_godot-_concrete_approaches_to_busting_delays_and_why_your_enterprise_should_care
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conflict_resolution_-_daniel_dana
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designing_organizations_-_strategy_structure_and_process_at_the_business_unit_and_enterprise_levels_-_jay_r._galbraith
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essential_safe_-_dean_leffingwell
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how_can_we_scale_our_estimating_approach_beyond_a_team
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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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johanna_rothman_-_scaling_agile_projects_to_programs
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manage_your_project_portfolio_-_increase_your_capacity_and_finish_more_projects_-_johanna_rothman
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mike_cottmeyer_-_the_executives_step-by-step_guide_to_leading_large-scale_agile_transformation
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prateek_singh_-_retrospective_moving_from_a_subjective_to_objective_world
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quotable_quotes_aj
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superforecasting_-_the_art_and_science_of_prediction_-_philip_e._tetlock_and_dan_gardner
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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_guidelines_for_kanban_teams_operating_in_a_safe_environment
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what_can_we_do_to_improve_our_retrospectives
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what_insights_do_we_get_from_tracking_investment_horizon
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why_does_high_a_utilization_rate_make_it_impossible_to_create_good_estimates
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why_not_just_track_hours_like_we_traditionally_do
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you_can_enhance_employee_motivation_in_10_minutes_by_friday_-_gregg_lederman
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how_can_we_put_an_estimate_on_complexity
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how_can_we_work_more_effectively_with_remote_people
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how_do_i_help_raise_awareness_of_transformation_problems
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how_do_we_allow_for_innovation
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how_do_we_break_down_epics_using_an_mvp_approach
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how_do_we_encourage_agile_thinking_in_non-agile_organizations_ssa
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how_do_we_talk_about_sprint_commitments_that_have_not_been_met_in_the_sprint
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how_do_we_work_with_pi_objective_business_values_during_the_program_increment
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i_am_going_to_wait_for_the_training_anti-pattern
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mike_cohn_-_let_go_of_knowing
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quotable_quotes_ai
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strategize_-_product_strategy_and_product_roadmap_practices_for_the_digital_age_-_roman_pichler
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the_end_of_enterprise_it
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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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troy_magennis_-_data_driven_coaching_safely_turning_team_data_into_coaching_insights
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where_did_this_estimation_approach_come_from
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why_should_an_architect_collaborate_with_teams
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2015_completed_events
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2017_completed_events
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2020_completed_events
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accelerate_-_building_strategic_agility_for_a_faster-moving_world_-_john_p_kotter
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ahmed_sidky_-_keystone_habits_leading_to_sustainable_enterprise_agility
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alan_dayley_-_freedom_to_align
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arthur_richards_-_distributed_agile
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bob_galen_-_stuff_bad_scrum_coaches_say
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bridging_the_communication_gap_-_specification_by_example_and_agile_acceptance_testing_-_gojko_adzic
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collaboration_at_scale_-_keeping_retrospectives_fresh_by_ben_linders
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dean_leffingwell_-_nine_immutable_principles_of_lean_agile
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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_we_assign_business_value_to_pi_objectives
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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_establish_skills_development_in_the_team
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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_our_improvement_process
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how_do_we_split_user_stories
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how_to_get_your_session_accepted_at_an_agile_conference
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larry_maccherone_-_how_long_will_it_take
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lean_values_and_principles
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presented_at_agile_2016
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quotable_quotes_a9
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quotable_quotes_ab
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quotable_quotes_af
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quotable_quotes_al
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useful_videos
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we_need_more_people._or_do_we
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what_is_session_based_testing
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what_is_the_best_approach_to_making_decisions_in_our_context
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what_is_the_difference_between_emergent_and_intentional_architecture
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what_is_the_effect_of_batch_size_on_how_long_something_takes_to_get_done
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what_is_the_elevator_pitch_for_agile_and_scrum
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what_is_the_impact_of_a_reorg_on_an_agile_transformation
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what_is_the_impact_of_context_switching_on_the_ability_to_deliver
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what_kinds_of_questions_should_we_ask_to_understand_how_our_team_is_doing
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why_do_we_use_story_points_instead_of_hours
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2019_completed_events
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agile_2015_-_industry_panel
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agile_2016
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books_to_read
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continuous_delivery_in_a_large_enterprise_transforming_enterprise_it_by_henk_kolk
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do_managers_matter_in_an_organization
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hendrik_esser_-_is_there_a_best_practice_for_agile_transformation
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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_understand_the_real_value_of_fast_feedback_and_deciding_late
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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_demonstrate_something_that_results_in_a_new_api
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how_do_we_know_definition_of_ready_is_being_successfully_applied
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how_do_we_progress_the_funnel_of_ideas_on_a_portfolio_kanban
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how_do_you_work_impediments
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how_does_multi-tiered_product_management_work
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how_does_the_agile_approach_allow_us_to_deliver_early
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how_is_work_assigned_during_a_sprint
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how_should_we_initially_track_multiple_teams_progress
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james_tamm_-_want_better_collaboration_dont_be_so_defensive
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jessie_shternshus_-_individuals_and_interactions
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jurgen_appelo_-_managing_for_happiness
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kanban_values_and_principles
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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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navigating_conflict_on_agile_teams_or_why_resolving_conflict_won_t_work_by_lyssa_adkins
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only_use_fibonacci_sequence_numbers
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our_estimates_are_terrible
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quotable_quotes_aa
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quotable_quotes_ae
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rolling_rocks_downhill_-_the_agile_business_novel_-_clarks_ching
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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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tim_ottinger_-_agile_productivity
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what_are_the_characteristics_of_a_great_manager
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what_are_the_characteristics_of_a_great_product_owner
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what_do_we_do_with_stories_that_are_not_done_at_the_end_of_an_iteration
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what_happens_when_we_do_the_role_of_product_owner_and_scrum_master_well
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what_is_the_purpose_of_iteration_or_sprint_goals
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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_do_people_overcommit
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why_do_we_do_a_system_demo_in_safe_ssa
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why_does_a_lean-agile_approach_focus_on_the_completion_of_work_running_tested_features
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why_should_we_name_our_team
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why_shouldn_t_we_set_up_dedicated_defect_teams
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2014_completed_events
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agile_values_and_principles
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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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dan_greening_-_agile_capitalization
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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_do_i_create_the_best_organizational_structure_for_success
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how_do_i_hold_my_people_accountable
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how_do_we_calculate_the_cost_of_delay_cod_and_the_weighed_shortest_job_first_wsjf
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how_do_we_do_software_capitalization_when_we_go_to_agile
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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_help_executives_and_managers_learn_the_new_mindset
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how_do_we_know_we_have_a_good_user_story_the_invest_criteria
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how_do_we_overcome_traditional_project_release_reporting_with_an_agile_approach_focused_on_change
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how_do_we_reduce_the_effect_of_team_churn_on_our_ability_to_deliver_value
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how_do_we_run_our_first_daily_scrum_or_daily_standup
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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_should_we_update_our_estimates
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ideas_for_future_conference_sessions
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it_s_not_just_the_meeting
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joe_justice_-_scrum_for_full_scale_manufacturing
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johanna_rothman_-_growing_your_servant_leadership
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michael_spayd_-_agile_assessment_prior_to_scaling
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middle_management_struggling_with_the_change_anti-pattern
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powerful_pictures
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quotable_quotes_ak
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rationale_-_or_why_do_i_have_this_set_of_pages
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safe_values_and_principles
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scrum_gathering_2015
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self_forming_teams
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team_has_right_to_reject_stories_for_estimation_that_are_not_ready
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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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the_state_of_safe_by_chris_james
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useful_markup_syntax_in_the_wiki
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useful_tools
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what_are_the_benefits_of_a_collaborative_approach_to_architecture
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what_are_the_changes_in_management_approach_that_need_to_happen_with_agile
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what_are_the_characteristics_of_a_great_scrum_master
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what_are_the_pros_and_cons_of_assigning_business_value_to_pi_objectives
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what_are_the_responsibilities_of_a_scrum_master
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what_are_the_steps_in_a_value_steam_mapping_workshop
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what_are_the_steps_we_can_take_to_restructure_a_train
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what_do_they_mean_when_they_says_simplicity
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what_does_a_scrum_master_do_all_day
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what_is_a_wiki
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what_is_the_difference_between_value_stream_identification_and_value_stream_mapping
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what_kinds_of_problems_do_you_typically_see_as_the_organization_transforms_to_agile_lean
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what_should_our_sprint_goals_look_like
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what_should_we_consider_when_forming_a_new_team
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what_subjects_should_we_cover_at_a_team_kickoff_or_re-baseline_event
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what_types_of_problems_do_people_see_when_they_go_agile
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why_do_we_form_teams_when_we_transition_to_agile
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why_do_we_have_the_role_of_product_owner
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why_should_we_start_without_doing_a_complete_analysis
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dokuwiki @wiki
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welcome @wiki
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agile_2011
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agile_2015
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agile_2015_-_conference_start
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agile_2015_-_research_short_papers
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conferences
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dhaval_panchal_-_estimating_is_not_planning
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do_we_need_points_to_generate_a_release_burn-up_chart
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do_we_really_need_a_full-time_product_owner_or_scrum_master
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epics_and_features_become_the_new_way_to_specify_fixed_scope_anti-pattern
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establish_a_keystone_story
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establish_a_things_that_matter_matrix
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faciliation_-_beyond_dot_voting
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facilitation_-_open_ended_agenda
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facilitation_-_walk_in_my_shoes
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fixing_defects_does_not_mean_you_are_addressing_technical_debt
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frequently_asked_questions
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how_can_the_development_manager_be_effective
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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_do_i_set_expectations_of_my_people_so_they_are_motivated_to_improve
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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_determine_what_to_demonstrate_in_the_system_demo
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how_do_we_initially_setup_an_executive_scrum_team
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how_do_we_move_from_safe_to_an_approach_with_less_overhead
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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_setup_an_organizational_impediment_removal_system_ssa
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how_do_we_use_points_to_estimate_work_ssa
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how_do_we_work_on_the_big_architectural_initiative
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how_does_project_management_change_with_agile
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how_much_productivity_will_we_lose_as_we_transform_to_agile
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how_should_we_initially_track_release_progress
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how_should_we_initially_track_sprint_progress
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how_will_you_make_it_safe_for_people_to_raise_impediments
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how_would_you_describe_kanban_in_a_nutshell
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if_you_have_to_say_it_s_safe_it_probably_isn_t
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incomplete_pages_that_require_work
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is_generating_an_estimate_a_waste_of_time
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johanna_rothman_-_agile_program_management
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joshua_kerievsky_-_modern_agile
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llewellyn_falco_and_maaret_pyhajarvi_-_strong-style_pairing
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lynn_winterboer_and_cher_fox_-_test_automation_-_agile_enablement_for_data_warehousing_and_business
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pages_where_there_is_work_todo
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people_not_asking_for_help_when_trying_a_new_agile_practice_anti-pattern
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pithy_slogans
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powerful_facilitation
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principles_and_values
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qa_and_testing_references
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review_the_5_s_to_make_sure_they_are_the_same_relative_size
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safe_training_videos
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scrum_gathering_2015_ignite_talks
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scrum_gathering_2015_pechakucha
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scrum_master_or_arm-chair_psychologist_by_angela_johnson
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scrum_values_and_principles
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tldr_summary_-_establish_agile_establish_the_role_of_product_owner_and_scrum_master
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todd_little_and_andrew_tuttle_-_performance_reviews_that_don_t_suck
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track_adopted_work_metric
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troy_magennis_-_forecasting_using_data_-_quickly_answering_how_big_how_long_and_how_likely
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use_ranges_to_understand_risk
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useful_kanban_references
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what_are_the_characteristics_of_a_great_coach
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what_are_the_differences_between_scrum_and_kanban
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what_are_the_problems_with_estimation
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what_are_the_steps_to_establish_a_development_manager
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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_have_in_place_prior_to_initial_scrum_team_training
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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_we_not_want_to_see_in_a_product_owner
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what_do_you_mean_when_you_say
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what_does_a_development_manager_do_all_day
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what_events_should_we_put_in_place_for_iterations_or_sprints
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what_guidance_do_you_have_for_good_conference_calls
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what_ideas_do_you_have_that_will_help_us_keep_retrospectives_fresh
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what_is_a_definition_of_ready_dor_ssa
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what_is_the_purpose_of_estimation
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what_is_the_role_of_the_team
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what_is_the_structure_of_a_leadership_program_in_an_agile_transformation
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what_is_typically_captured_as_a_ready_user_story_on_the_story_card
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what_kinds_of_problems_do_you_see_when_agile_teams_churn_team_members_a_lot
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what_problems_have_you_seen_with_the_business_value_assignment_process
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what_tips_do_you_have_for_a_product_owner
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what_tips_do_you_have_to_help_develop_the_definition_of_ready
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what_types_of_benefits_do_people_see_when_they_go_agile
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when_should_the_system_demo_be_scheduled
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why_do_we_have_a_definition_of_ready
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why_do_we_have_the_product_owner_and_scrum_master_roles
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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_does_a_lean-agile_approach_encourage_collaborative_decision_making
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why_don_t_agile_tools_automatically_change_status_when_related_items_change_status
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why_don_t_we_burn-down_stories_instead_of_hours_for_a_sprint
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why_don_t_we_use_gantt_charts_in_agile
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why_don_t_we_use_written_english_to_communicate_requirements
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why_have_an_organizational_impediment_removal_system
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why_is_agile_so_hard
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why_should_we_consider_moving_to_agile
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xp_values_and_principles
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