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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 ... - Mike Cohn * "John, the kind of control you’re attempting simply its ... it’s not possible." -- Ian... 33358307500032|Kent Beck]] * “Traditional teams attempt to drive out uncertainty by planning and ana
how_do_we_overcome_i_win_you_lose_type_thinking_to_open_organization_to_learning
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ticing * Room Setup: Rounds * Maximum Desired Attendees: 125? * Duration: 75mins * Keywords: L... 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
how_do_we_deal_with_product_backlog_explosion
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t backlog triage". > Or "why should we set up an 'attic' state in out backlog?" **NOTE: The thinking ... as doing more efficiently what should not be done at all." Think about the effort wasted in managing ... rd" and so perhaps the best idea is to set up an "attic". The idea behind the attic is that it is a special classification of product backlog items where,
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 ... a good process, and that process must include an attempt to accurately represent our own state of kno... 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
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... In resource efficiency, it is more important to “attach work to people” to ensure that each resource ... low efficiency, however, it is more important to “attach people to work,” that is, to ensure that each
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’
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
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:
2016_completed_events
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leffingwell|Essential SAFe - Dean Leffingwell]] | Attend | Milwaukee | 2016-10-18 | [[essential_safe_-... Marriage Guidance Counsellor?]] | Train / Coach | Atlanta | 2015-07-27 | Ran 75 min workshop involving... erials. | | **2016 Agile Conference** | **Attend** | **Atlanta** | **2015-07-25** | [[agile_2016|My notes]] | | Ongoing until 2016-11-18
enterprise_lean-agile_coach_course
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ut roadmap * Coaching vs. training * Coaching at different levels of the enterprise * Coaching a... l have the opportunity to take the exam.” ====== Attendees ====== Alex Yakyma - http://orgmindset.c... directly change a mindset (as CAS). You can only attenuate factors that encourage wrong mindset, and ... ntify additional areas of flexibility not obvious at first glance. Look for assumptions that are taken
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... s ====== Let's talk about odds in general Shark attack Vs Winning lottery Lottery Vs Asteroid Lott
devops_for_the_agile_enterprise
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plan that extends the benefits of Agile” ====== Attendees ====== Teacher: Dan James Support: Adam ... and only one constraint; any improvement not made at that constraint is an illusion" — Eli Goldratt ... ion team * Consider having all SDL (architects) attend DevOps course to help understand framework of... t is DevOps ==== Base thinking is "agile is good at developing code but this does not reduce time-to-
what_inbuilt_biases_do_we_have_that_impede_good_decision_making
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ion Making? ====== Most of us are aware, or have at least heard of the idea that sometimes our brains... isions which really do not make sense when looked at objectively, and which we may even regret. Since... hink about this, putting processes in place aimed at reducing their effect, and collaborating with peo... as worse. The smarter you are, the better you are at constructing a narrative that supports your belie
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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how_can_we_use_lean_and_agile_principles_to_increase_personal_effectiveness
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how_do_we_run_our_first_sprint_retrospective
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creating_psychological_safety_in_the_workplace_by_amy_edmondson
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how_do_we_improve_team_performance
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learning_consortium_webcast_-_large-scale_agile_at_ericsson_by_steve_denning
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quotable_quotes_ah
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quotable_quotes_aj
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quotable_quotes_am
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recommended_reading
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second_generation_lean_product_development_by_don_reinertsen
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how_can_we_improve_the_quality_of_feedback_at_an_iteration_demo
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how_do_we_know_where_we_are_spending_our_money
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how_does_a_team_initially_get_control_of_work
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quotable_quotes_ad
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quotable_quotes_ag
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simulating_agile_execution_with_the_ball_point_game
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under_what_conditions_is_full-time_equivalent_fte_resource_planning_effective
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what_is_a_user_story_ssa
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syntax @wiki
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2015_completed_events
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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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how_do_we_run_our_first_iteration_demo_or_sprint_review
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how_do_we_use_story_point_estimates_to_forecast
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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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2017_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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coaching_values_and_principles
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conflict_resolution_-_daniel_dana
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how_do_we_use_kanban_at_the_team_level_when_the_art_has_a_cadenced_calendar
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how_much_coaching_do_we_really_need
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implementing_beyond_budgeting-_unlocking_the_performance_potential_by_bjarte_bogsnes_-_bjarne_bogsnes
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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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2018_completed_events
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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_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_initially_setup_our_definition_of_done
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i_am_going_to_wait_for_the_training_anti-pattern
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if_we_doing_agile_at_scale_we_must_adopt_safe_anti-pattern
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should_we_do_wip_limits_even_though_we_are_doing_scrum
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what_are_the_guidelines_for_kanban_teams_operating_in_a_safe_environment
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what_does_it_mean_to_be_done
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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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collaboration_at_scale_-_keeping_retrospectives_fresh_by_ben_linders
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essential_safe_-_dean_leffingwell
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facilitation_-_ritual_dissent
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how_do_we_work_with_pi_objective_business_values_during_the_program_increment
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how_do_you_become_aware_of_impediments
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johanna_rothman_-_scaling_agile_projects_to_programs
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mike_cohn_-_let_go_of_knowing
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reading_list
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reference_useful_in_training_situations
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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_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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you_can_enhance_employee_motivation_in_10_minutes_by_friday_-_gregg_lederman
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2022_completed_events
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arthur_richards_-_distributed_agile
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how_can_we_scale_our_estimating_approach_beyond_a_team
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how_do_we_allow_for_innovation
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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_progress_the_funnel_of_ideas_on_a_portfolio_kanban
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how_to_get_your_session_accepted_at_an_agile_conference
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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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presented_at_agile_2016
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quotable_quotes_ab
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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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superforecasting_-_the_art_and_science_of_prediction_-_philip_e._tetlock_and_dan_gardner
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troy_magennis_-_data_driven_coaching_safely_turning_team_data_into_coaching_insights
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useful_videos
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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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what_is_the_impact_of_a_reorg_on_an_agile_transformation
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what_kinds_of_questions_should_we_ask_to_understand_how_our_team_is_doing
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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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why_should_an_architect_collaborate_with_teams
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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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agile_2016
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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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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_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_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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james_tamm_-_want_better_collaboration_dont_be_so_defensive
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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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quotable_quotes_al
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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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what_are_the_characteristics_of_a_great_product_owner
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what_are_the_characteristics_of_a_great_scrum_master
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what_does_a_scrum_master_do_all_day
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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_impact_of_context_switching_on_the_ability_to_deliver
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where_did_this_estimation_approach_come_from
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2014_completed_events
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2019_completed_events
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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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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_improve_our_improvement_process
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how_do_we_split_user_stories
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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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johanna_rothman_-_agile_program_management
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larry_maccherone_-_how_long_will_it_take
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lean_values_and_principles
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lynn_winterboer_and_cher_fox_-_test_automation_-_agile_enablement_for_data_warehousing_and_business
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navigating_conflict_on_agile_teams_or_why_resolving_conflict_won_t_work_by_lyssa_adkins
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quotable_quotes_a9
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quotable_quotes_ae
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quotable_quotes_af
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safe_4.5_updates_by_safe
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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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troy_magennis_-_forecasting_using_data_-_quickly_answering_how_big_how_long_and_how_likely
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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_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_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_use_story_points_instead_of_hours
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agile_2015_-_industry_panel
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agile_values_and_principles
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books_to_read
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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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hendrik_esser_-_is_there_a_best_practice_for_agile_transformation
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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_do_software_capitalization_when_we_go_to_agile
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how_do_we_know_definition_of_ready_is_being_successfully_applied
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how_do_we_know_we_have_a_good_user_story_the_invest_criteria
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how_do_you_work_impediments
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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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jessie_shternshus_-_individuals_and_interactions
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kanban_values_and_principles
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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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only_use_fibonacci_sequence_numbers
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our_estimates_are_terrible
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quotable_quotes_aa
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rolling_rocks_downhill_-_the_agile_business_novel_-_clarks_ching
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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_pros_and_cons_of_assigning_business_value_to_pi_objectives
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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_does_a_development_manager_do_all_day
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what_happens_when_we_do_the_role_of_product_owner_and_scrum_master_well
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what_is_a_wiki
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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_responsibilities_does_a_development_manager_have
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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_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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acceptance_test-driven_development
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agile_2015
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can_we_trust_story_points_as_a_measure_of_effort
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do_we_need_points_to_generate_a_release_burn-up_chart
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facilitation_-_open_ended_agenda
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facilitation_-_play_pass_or_move
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how_can_the_development_manager_be_effective
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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_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_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_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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