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quotable_quotes_list.old
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To Do With Business Agility" * "Quality has to be caused, not controlled" — Philip Crosby * “Being busy is a form of laziness—lazy thinking and indis... m” —- Gerry Weinberg * "Almost any question can be answered cheaply, quickly, and finally, by a test... rity over delivering features" -- Unknown, on NOT becoming a Feature Factory. * “When product develo
thinking_in_bets_-_annie_duke
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====== "Thinking in Bets" - Annie Duke ====== Over time, those world-class poker players taught me to understand what a bet really is: a decision about an uncertain future. The implications of treating decisions as bets made it possible for me to find learning opport... in uncertain environments. Treating decisions as bets, I discovered, helped me avoid common decision
how_do_we_overcome_i_win_you_lose_type_thinking_to_open_organization_to_learning
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uration: 75mins * Keywords: Leadership Win Lose Betting Truth ====== Abstract ====== ===== Versio... gile transformation we see a number of leadership behaviors that slow the adoption of the new approach... ving from. The feeling is that they don’t want to be seen to be losing if things don’t follow their thinking; that someone else will win. So while everyon
enterprise_lean-agile_coach_course
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e Coaching Course ====== More advanced course on being an enterprise coach. Context is SAFe as that... ms defn "a system, the properties of which cannot be derived from the properties of its components". T... ut it's everywhere e.g. Planning. * CAS cannot be directly changed. We can provoke change but only ... nt Properties: system manifests qualitatively new behaviors that none of its components have (e.g. Abi
implementing_beyond_budgeting-_unlocking_the_performance_potential_by_bjarte_bogsnes_-_bjarne_bogsnes
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====== "Implementing Beyond Budgeting: Unlocking the Performance Potential" - Bjarte Bogsnes ====== =... ound this a very useful book as my experience has been that many agile implementations stumble when th... ew way of working by not looking at what needs to be changed at higher levels. In many ways the book r... === The assertion is means organizations need to be built to respond to VUCA but there is a problem i
this_is_lean_-_resolving_the_efficiency_paradox_-_niklas_modig
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ou also improve resource efficiency in many cases because work which results from being resource efficient (and not delivering on customer needs - extra w... han two hundred years, industrial development has been built around increasing the utilization of resources. Efficient use of resources has long been the most common way of looking at efficiency. I
how_does_a_team_initially_get_control_of_work
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perspective of “what is it the Teams are and will be working on” there are a number of reasons for starting the Team before we get to a PI Planning event: * Learn Agi... rogram Team * Manage Work-in-Progress (WIP): It begins the process of having the Team manage their WIP * Manage Intake System: It begins process of managing intake system (new requir
how_do_we_run_our_first_sprint_retrospective
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t it is boring, and they feel that no progress is being made. The first thing we need to ask ourselve... king as a team? In addition in most cases should be an energizing (if sometimes exhausting) event. E... ould participate in the Retrospective. Others may be invited, but this is essentially a Team-focused a... on about improving their delivery process. It may be helpful, and a beneficial change of pace, to have
under_what_conditions_is_full-time_equivalent_fte_resource_planning_effective
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etailed resource plan of our people with the idea being that we can predict how people will work to de... project done In order to ensure that we have the best use of our people (that they are being well or fully utilized) we treat people as “full time equiva... of people to get the work done (after all we have been getting work done up to now). The main issue we
what_inbuilt_biases_do_we_have_that_impede_good_decision_making
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er manager / knowledge worker. Our work shouldn't be so hard: it is all about figuring out what the cu... wired in a way which actually gets in the way of being successful. For example, most of us believe that we apply logic to the problems we face. In fact,... we all have - in this case "hindsight bias" (see below). In reality we are hard-wired and have inbui
how_do_we_encourage_agile_thinking_in_non-agile_organizations_ssa
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do we improve our effectiveness?" * "How do we become Agile when there is no one here to help?" *... take as a leader are: - [[how_do_i_create_the_best_organizational_structure_for_success|Set up the best organizational structure for success]]: Create ... ectations for your people so they will improve]]: Be clear that your business need for the Team is "…
what_is_a_user_story_ssa
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<capability> so I can get some <business_value_or_benefit>." Some examples: * For a storefront app... n continue to shop later". * For an integration between two systems - "As a support analyst, I want ... * Why they want it (to get some business value or benefit) It’s a valuable capability of the system t... de to our end users. We already know that we will be demonstrating this capability to our end users at
what_are_the_changes_in_culture_that_need_to_happen_with_agile
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kinds of changes are we talking about?" The chart below captures some of the changes we see. Of course... value to the customer this system will result in behavior where developers will cut corners to show f... runners are not busy "running" while the baton is being moved by another runner. The question should be "what can the runner do to help move the baton". |
what_kind_of_questions_should_we_ask_if_we_are_hiring_a_coach
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where you were the coach and where the problem to be addressed was particularly difficult. What was th... ts of details. If people skimp here perhaps it is because they don’t really have the level of experien... t ways of working. Management is asking that work be standardized. What would your approach be to this situation?” Looking for understanding that some thi
quotable_quotes_ag
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ow they acquired a gravitas that they had not had before. It is one thing to look at a situation and m... ically, it is an entirely different experience to be charged with making that decision." – General Sta... eral Stanley McChrystal in "Team of Teams" * "I began to reconsider the nature of my role as a leade... The wait for my approval was not resulting in any better decisions, and our priority should be reachin
so_you_want_to_setup_a_business_as_an_agile_coach
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what_is_the_benefit_of_having_a_cadence_of_meetings_etc
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devops_for_the_agile_enterprise
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turn_the_ship_around_-_a_true_story_of_turning_followers_into_leaders_-_david_marquet
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second_generation_lean_product_development_by_don_reinertsen
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how_do_we_run_our_first_iteration_demo_or_sprint_review
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quotable_quotes_am
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simulating_agile_execution_with_the_ball_point_game
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what_kind_of_working_agreements_should_we_set_up_for_the_team
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what_are_the_characteristics_of_a_great_scrum_master
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quotable_quotes_ad
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scrum_gathering_2015_pechakucha
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mike_cohn_-_let_go_of_knowing
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why_do_people_overcommit
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quotable_quotes_ae
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syntax @wiki
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what_can_we_do_to_improve_our_retrospectives
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what_does_it_mean_to_be_done
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how_do_we_deal_with_product_backlog_explosion
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how_much_coaching_do_we_really_need
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quotable_quotes_ai
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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_is_the_best_approach_to_making_decisions_in_our_context
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bridging_the_communication_gap_-_specification_by_example_and_agile_acceptance_testing_-_gojko_adzic
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what_is_pair_programming
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why_should_we_work_harder_to_eliminate_the_effect_of_dependencies
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quotable_quotes_af
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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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financial_advice
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how_do_i_facilitate_a_portfolio_prioritization_meeting
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why_should_an_architect_collaborate_with_teams
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bob_galen_-_stuff_bad_scrum_coaches_say
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if_we_doing_agile_at_scale_we_must_adopt_safe_anti-pattern
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quotable_quotes_ac
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recommended_reading
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what_should_we_consider_when_forming_a_new_team
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how_can_we_improve_the_quality_of_feedback_at_an_iteration_demo
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how_do_we_know_we_have_a_good_user_story_the_invest_criteria
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how_do_we_use_story_point_estimates_to_forecast
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quotable_quotes_ab
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quotable_quotes_ah
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quotable_quotes_aj
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what_is_the_impact_of_a_reorg_on_an_agile_transformation
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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_get_all_the_work_addressed_when_our_specialists_cannot_be_everywhere
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quotable_quotes_aa
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how_do_i_support_my_people_so_they_improve
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accelerate_-_building_strategic_agility_for_a_faster-moving_world_-_john_p_kotter
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how_do_we_allow_for_innovation
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how_do_we_know_where_we_are_spending_our_money
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superforecasting_-_the_art_and_science_of_prediction_-_philip_e._tetlock_and_dan_gardner
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what_are_the_characteristics_of_a_great_coach
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what_is_the_difference_between_emergent_and_intentional_architecture
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what_is_the_effect_of_changing_team_members_on_velocity
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why_should_we_focus_on_doing_one_thing_to_completion_at_a_time
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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_we_progress_the_funnel_of_ideas_on_a_portfolio_kanban
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how_do_we_write_good_pi_objectives
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strategize_-_product_strategy_and_product_roadmap_practices_for_the_digital_age_-_roman_pichler
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what_is_session_based_testing
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what_is_the_purpose_of_iteration_or_sprint_goals
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daniel_vacanti_-_why_winning_the_lottery_is_more_predictable_than_your_agile_project
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how_can_we_use_lean_and_agile_principles_to_increase_personal_effectiveness
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how_do_we_write_good_features
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leadership_delegates_the_transformation_to_others_anti-pattern
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quotable_quotes_ak
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what_are_the_guidelines_for_kanban_teams_operating_in_a_safe_environment
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how_can_we_work_more_effectively_with_remote_people
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how_do_we_ensure_critical_work_does_not_get_dropped_as_we_kick_off_teams
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prateek_singh_-_retrospective_moving_from_a_subjective_to_objective_world
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why_does_a_lean-agile_approach_encourage_collaborative_decision_making
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conflict_resolution_-_daniel_dana
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creating_psychological_safety_in_the_workplace_by_amy_edmondson
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people_not_asking_for_help_when_trying_a_new_agile_practice_anti-pattern
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quotable_quotes_al
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should_we_do_wip_limits_even_though_we_are_doing_scrum
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why_do_we_use_story_points_instead_of_hours
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you_can_enhance_employee_motivation_in_10_minutes_by_friday_-_gregg_lederman
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how_do_we_get_all_the_work_addressed_when_our_specialists_cannot_be_everywhere.old
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how_is_work_assigned_during_a_sprint
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how_to_get_your_session_accepted_at_an_agile_conference
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mike_cottmeyer_-_the_executives_step-by-step_guide_to_leading_large-scale_agile_transformation
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we_need_more_people._or_do_we
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collaboration_at_scale_-_keeping_retrospectives_fresh_by_ben_linders
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facilitation_-_play_pass_or_move
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how_do_we_split_user_stories
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james_tamm_-_want_better_collaboration_dont_be_so_defensive
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useful_videos
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what_are_the_characteristics_of_a_great_development_manager
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why_a_plan_based_on_average_velocity_will_fail
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arthur_richards_-_distributed_agile
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epics_and_features_become_the_new_way_to_specify_fixed_scope_anti-pattern
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essential_safe_-_dean_leffingwell
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learning_consortium_webcast_-_large-scale_agile_at_ericsson_by_steve_denning
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reading_list
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what_are_the_steps_we_can_take_to_restructure_a_train
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what_happens_when_we_have_partial_assignments_for_product_owners_and_scrum_masters
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dean_leffingwell_-_nine_immutable_principles_of_lean_agile
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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_scale_our_estimating_approach_beyond_a_team
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how_do_i_convert_points_and_velocity_to_dollars
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how_do_i_lead_practically
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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_move_from_safe_to_an_approach_with_less_overhead
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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_talk_about_sprint_commitments_that_have_not_been_met_in_the_sprint
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larry_maccherone_-_how_long_will_it_take
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scrum_at_scale_by_jeff_sutherland
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troy_magennis_-_risk_the_final_enterprise_frontier
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what_are_the_changes_in_management_approach_that_need_to_happen_with_agile
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what_are_the_potential_problems_implementing_okrs_in_an_organization
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what_is_the_mapping_between_features_and_pi_objectives
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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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how_can_we_understand_the_real_value_of_fast_feedback_and_deciding_late
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how_do_we_break_down_epics_using_an_mvp_approach
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how_do_we_improve_our_improvement_process
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how_do_we_initially_setup_our_definition_of_done
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how_do_we_work_with_pi_objective_business_values_during_the_program_increment
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how_much_productivity_will_we_lose_as_we_transform_to_agile
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joshua_kerievsky_-_modern_agile
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management_will_assess_me_badly_if_i_bring_bad_news_anti-pattern
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reference_useful_in_training_situations
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troy_magennis_-_data_driven_coaching_safely_turning_team_data_into_coaching_insights
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why_do_we_form_teams_when_we_transition_to_agile
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why_not_just_track_hours_like_we_traditionally_do
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agile_2015_-_industry_panel
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designing_organizations_-_strategy_structure_and_process_at_the_business_unit_and_enterprise_levels_-_jay_r._galbraith
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fixing_defects_does_not_mean_you_are_addressing_technical_debt
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how_do_we_do_software_capitalization_when_we_go_to_agile
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how_do_we_move_away_from_trust_but_verify_approach_to_compliance
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how_do_you_work_impediments
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how_does_multi-tiered_product_management_work
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manage_your_project_portfolio_-_increase_your_capacity_and_finish_more_projects_-_johanna_rothman
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navigating_conflict_on_agile_teams_or_why_resolving_conflict_won_t_work_by_lyssa_adkins
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what_is_the_elevator_pitch_for_agile_and_scrum
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what_types_of_benefits_do_people_see_when_they_go_agile
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how_do_we_assign_business_value_to_pi_objectives
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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_establish_skills_development_in_the_team
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how_do_we_forecast_our_plan_with_kanban
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how_does_the_role_of_architect_change_in_agile_ssa
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how_should_we_structure_our_organization_as_we_move_to_agile_ssa
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i_am_going_to_wait_for_the_training_anti-pattern
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rolling_rocks_downhill_-_the_agile_business_novel_-_clarks_ching
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what_are_the_steps_in_a_value_steam_mapping_workshop
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what_kinds_of_problems_do_you_see_when_agile_teams_churn_team_members_a_lot
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what_tips_do_you_have_for_a_product_owner
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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_start_without_doing_a_complete_analysis
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hendrik_esser_-_is_there_a_best_practice_for_agile_transformation
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is_generating_an_estimate_a_waste_of_time
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principles_and_values
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safe_4.5_updates_by_safe
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scrum_master_or_arm-chair_psychologist_by_angela_johnson
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what_content_should_be_considered_to_start_a_team_page
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what_does_a_scrum_master_do_all_day
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what_is_wrong_with_100_utilization_thinking
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what_kinds_of_questions_should_we_ask_to_understand_how_our_team_is_doing
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what_tips_do_you_have_for_a_scrum_master
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whats_the_difference_between_kanban_and_scrum_ssa
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why_should_we_name_our_team
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alexander_brown_-_free_yourself_from_the_myth_of_one-size-fits-all_scaling
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dan_greening_-_agile_capitalization
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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_do_we_build_and_maintain_context_when_all_we_have_is_a_backlog_list
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how_do_we_deal_with_constant_interruptions
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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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how_do_you_become_aware_of_impediments
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how_does_a_manager_need_to_adjust_their_approach_with_agile
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how_should_we_initially_track_multiple_teams_progress
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johanna_rothman_-_growing_your_servant_leadership
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jurgen_appelo_-_managing_for_happiness
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learning_agile-_understanding_scrum_xp_lean_and_kanban_-_andrew_stellman_jennifer_greene
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lynn_winterboer_and_cher_fox_-_test_automation_-_agile_enablement_for_data_warehousing_and_business
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michael_spayd_-_agile_assessment_prior_to_scaling
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team_has_right_to_reject_stories_for_estimation_that_are_not_ready
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troy_magennis_-_forecasting_using_data_-_quickly_answering_how_big_how_long_and_how_likely
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troy_magennis_-_solving_the_hairy_problem_of_team_dependencies
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use_ranges_to_understand_risk
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what_are_the_characteristics_of_a_great_product_owner
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what_do_they_mean_when_they_says_simplicity
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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_is_the_effect_of_batch_size_on_how_long_something_takes_to_get_done
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what_is_the_role_of_the_team
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what_tips_and_tricks_do_you_have_to_make_a_good_system_demo
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ahmed_sidky_-_keystone_habits_leading_to_sustainable_enterprise_agility
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chris_sims_-_leadership_styles_for_a_successful_agile_transformation
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do_managers_matter_in_an_organization
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how_can_we_improve_collaboration_on_user_stories
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how_do_we_control_work-in-progress_wip
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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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how_to_preempt_team_conflict
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our_estimates_are_terrible
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the_principles_of_clean_architecture_by_uncle_bob_martin
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