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quotable_quotes_list.old
93 Hits, Last modified:
project is not to try for complete communication but to manage the incompleteness of our communication... s and instrumentation in place, you can’t manage. But avoiding bureaucracy is essential. Bureaucracy is... we will not catch it, because nothing is perfect. But we are going to relentlessly chase it because in ... h-level direction and staying out of the details. But big picture, hands off leadership isn’t likely to
enterprise_lean-agile_coach_course
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"how organizations think". Waterfall is example, but it's everywhere e.g. Planning. * CAS cannot be directly changed. We can provoke change but only through experimentation * Characteristics... t's the new cult - anything that is good is lean, but lean is actually (based on tps) manufacturing app... chwertz * (Action) Get all the videos and distribute / save * Most important function - spot biase
thinking_in_bets_-_annie_duke
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te:** Exercise - bias He was not only resulting but also succumbing to its companion, hindsight bias.... ing certainty helped keep us alive all this time, but it can wreak havoc on our decisions in an uncerta... lenge is not to change the way our brains operate but to figure out how to work within the limitations ... age **Note:** The correct answer in many cases But getting comfortable with “I’m not sure” is a vita
turn_the_ship_around_-_a_true_story_of_turning_followers_into_leaders_-_david_marquet
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entralized decision making" in training sessions, but this really isn't enough. This book, combined wit... from coaches and the managers that kicked it of. But as soon as the coach or manager leaves, and as so... d to accomplish. Many lasted only thirty seconds, but they saved hours of time." * Use “I intend to .... isions. You have time to let the team chew on it, but we still apply the crisis model of issuing rapid-
what_inbuilt_biases_do_we_have_that_impede_good_decision_making
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ks [[why_is_agile_so_hard|Why Is Agile So Hard?]] but also our brains are wired in a way which actually... making. Note that this is not an exhaustive list, but rather a list of things that I have seen over and... common human tendency to take credit for success but deny responsibility for failure. It may also mani... your viewpoints, you not only reject challengers, but double down on your original view. Voters often
accelerate_-_building_strategic_agility_for_a_faster-moving_world_-_john_p_kotter
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just create a separate "innovation organization" but rather need to set up an side-by-side organizatio... : hierarchy on one side and network on the other. But to be effective this structure needs to be guided... om everywhere, not just the usual few appointees. But this must be done with proven processes that do n... the genuine and fundamental human desire to contribute to some bigger cause - Much more leadership, n
what_kind_of_questions_should_we_ask_if_we_are_hiring_a_coach
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s where there really is no right or wrong answer, but that the discussion will help uncover the thinkin... . * “Your teams are performing well, improving, but have totally different ways of working. Managemen... y that you have been able to use in your practice but which did not come directly from a traditional (e... e and books, blogs, etc are an indicator of this. But not everyone learns this way. ====== What Questi
why_should_we_work_harder_to_eliminate_the_effect_of_dependencies
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e product delivered, that dependencies are "bad", but we also know that we will have them. I think, how... n other words, your customer is dependent on you, but you have no dependencies. You customer has a natu... ccessful, not only does she have to be successful but you do too. Interestingly the success she has is not only dependent on you doing a good job, but also doing it on time so they can do their work.
simulating_agile_execution_with_the_ball_point_game
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ave no idea where the "Ball Point" game came from but I learned about it from Bob Schatz. Since learnin... as a result. This is what makes a great exercise, but it also means that you should be selective about ... ghted, partially lead by what the group raises up but also, as a coach / trainer, you might have a coup... hey gave me a 5. You will find a lot of "reasons" but we need to point out that 0 is a perfectly good e
what_is_a_user_story_ssa
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is not a task that we as implementers need to do, but rather the functionality that we need to provide ... ed in this “save the shopping cart” sounds like a button to me with “save” written on it. But then because I understand why someone wants this, perhaps I ca... efer to this format as the "User's Voice" format. But a user story is more than that. It is a placehol
how_do_we_overcome_i_win_you_lose_type_thinking_to_open_organization_to_learning
15 Hits, Last modified:
, the behavior isn't really about learning at all but rather posturing. In traditional management cul... ulture”, the behavior isn't really about learning but rather posturing. In traditional management cult... version, just an idea on what it could look like but is mainly about the fields that we should capture... of updating our beliefs based on new information, but the research conclusively shows otherwise. Instea
quotable_quotes_ag
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was no longer that of controlling puppet master, but rather that of an empathetic crafter of culture."... rdinates: they had always taken things seriously, but now they acquired a gravitas that they had not ha... some of our best operators from the battlefield, but we reaped enormous benefits" – General Stanley Mc... ng them away from day to day work - not efficient but effective * "The critical first step was to sha
so_you_want_to_setup_a_business_as_an_agile_coach
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hese approaches, and most would recommend 1 or 3. But I will say that in my experience given the kind o... this will be already covered by the Google search but it is worthwhile to take it one step further. Le... re are a lot of different domain types out there, but for simplicity reasons we all went for the “.com”... ffer some form of Web based access to this email, but you will usually also want to access this through
how_do_we_run_our_first_sprint_retrospective
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s improve? * What ideas do we have to improve? But then they offer little advice about how to make t... pate in the Retrospective. Others may be invited, but this is essentially a Team-focused activity. The ... to encourage a general Team level of risk taking but we want to have intentional risk. An experiment i... about sensitive issues. So the result is public, but the process is private to the Team. In other word
mike_cohn_-_let_go_of_knowing
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nd more economically than before they were agile. But could some of your firmly held convictions be hol... assumptions, why being open to new views is hard but vital, and why beginners so often think they know... ates senior Then normalize Worked work for 1 team but these were all senior programmers Harder to estim... agic questions We can now see where we ended up But when we began the experiment we didn't know But l
arthur_richards_-_distributed_agile
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quotable_quotes_list
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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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why_do_people_overcommit
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how_does_a_team_initially_get_control_of_work
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this_is_lean_-_resolving_the_efficiency_paradox_-_niklas_modig
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devops_for_the_agile_enterprise
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essential_safe_-_dean_leffingwell
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how_can_we_improve_the_quality_of_feedback_at_an_iteration_demo
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how_do_we_use_points_to_estimate_work_ssa
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how_should_we_structure_our_organization_as_we_move_to_agile_ssa
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second_generation_lean_product_development_by_don_reinertsen
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syntax @wiki
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creating_psychological_safety_in_the_workplace_by_amy_edmondson
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how_do_i_facilitate_a_portfolio_prioritization_meeting
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our_estimates_are_terrible
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recommended_reading
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what_kind_of_working_agreements_should_we_set_up_for_the_team
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why_do_we_do_a_system_demo_in_safe_ssa
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collaboration_at_scale_-_keeping_retrospectives_fresh_by_ben_linders
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how_do_we_deal_with_product_backlog_explosion
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how_do_we_encourage_agile_thinking_in_non-agile_organizations_ssa
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implementing_beyond_budgeting-_unlocking_the_performance_potential_by_bjarte_bogsnes_-_bjarne_bogsnes
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quotable_quotes_af
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quotable_quotes_ai
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scrum_at_scale_by_jeff_sutherland
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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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what_can_we_do_to_improve_our_retrospectives
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financial_advice
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how_can_we_use_lean_and_agile_principles_to_increase_personal_effectiveness
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how_do_we_progress_the_funnel_of_ideas_on_a_portfolio_kanban
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how_do_we_setup_an_organizational_impediment_removal_system_ssa
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how_does_the_role_of_architect_change_in_agile_ssa
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quotable_quotes_ad
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quotable_quotes_ak
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hans_samios_how_to_work_personality_issues_without_sounding_like_a_marriage_guidance_counsellor
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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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how_do_we_get_away_from_business_as_usual_thinking_on_teams
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how_do_we_use_story_point_estimates_to_forecast
7 Hits, Last modified:
how_does_the_agile_approach_allow_us_to_deliver_early
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how_much_coaching_do_we_really_need
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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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learning_consortium_webcast_-_large-scale_agile_at_ericsson_by_steve_denning
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quotable_quotes_ae
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quotable_quotes_aj
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what_are_the_changes_in_culture_that_need_to_happen_with_agile
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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_is_the_best_approach_to_making_decisions_in_our_context
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why_do_we_use_story_points_instead_of_hours
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conflict_resolution_-_daniel_dana
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epics_and_features_become_the_new_way_to_specify_fixed_scope_anti-pattern
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how_do_we_assign_business_value_to_pi_objectives
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how_do_we_use_kanban_at_the_team_level_when_the_art_has_a_cadenced_calendar
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if_we_doing_agile_at_scale_we_must_adopt_safe_anti-pattern
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michael_spayd_-_agile_assessment_prior_to_scaling
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quotable_quotes_ac
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quotable_quotes_al
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reference_useful_in_training_situations
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should_we_do_wip_limits_even_though_we_are_doing_scrum
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the_principles_of_clean_architecture_by_uncle_bob_martin
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under_what_conditions_is_full-time_equivalent_fte_resource_planning_effective
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what_are_the_steps_we_can_take_to_restructure_a_train
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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_guidance_do_you_have_for_good_conference_calls
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what_kinds_of_problems_do_you_see_when_agile_teams_churn_team_members_a_lot
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what_we_don_t_want_to_see_in_a_scrum_master
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whats_the_difference_between_kanban_and_scrum_ssa
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why_should_we_start_without_doing_a_complete_analysis
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bob_galen_-_stuff_bad_scrum_coaches_say
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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_improve_collaboration_on_user_stories
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how_do_we_allow_for_innovation
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how_do_we_improve_team_performance
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how_do_we_know_we_have_a_good_user_story_the_invest_criteria
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how_do_we_reduce_the_effect_of_team_churn_on_our_ability_to_deliver_value
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how_does_a_manager_need_to_adjust_their_approach_with_agile
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is_generating_an_estimate_a_waste_of_time
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leadership_delegates_the_transformation_to_others_anti-pattern
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quotable_quotes_ah
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quotable_quotes_am
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safe_4.5_updates_by_safe
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strategize_-_product_strategy_and_product_roadmap_practices_for_the_digital_age_-_roman_pichler
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todd_little_and_andrew_tuttle_-_performance_reviews_that_don_t_suck
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useful_videos
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what_are_the_characteristics_of_a_great_product_owner
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what_insights_do_we_get_from_tracking_investment_horizon
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what_is_a_wiki
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what_is_the_difference_between_emergent_and_intentional_architecture
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what_question_are_we_voting_on_when_we_do_a_confidence_vote_in_pi_planning
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what_should_we_consider_when_forming_a_new_team
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why_does_a_lean-agile_approach_encourage_collaborative_decision_making
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why_should_we_focus_on_doing_one_thing_to_completion_at_a_time
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why_shouldn_t_we_set_up_dedicated_defect_teams
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agile_2015_-_industry_panel
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bridging_the_communication_gap_-_specification_by_example_and_agile_acceptance_testing_-_gojko_adzic
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dan_greening_-_agile_capitalization
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how_can_we_decentralize_team_breakouts_process_in_a_pi_planning_event
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how_can_we_forecast_when_we_do_not_have_a_lot_of_data
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how_do_i_lead_practically
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how_do_i_support_my_people_so_they_improve
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how_do_we_help_executives_and_managers_learn_the_new_mindset
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how_do_we_know_where_we_are_spending_our_money
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how_do_we_move_away_from_trust_but_verify_approach_to_compliance
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how_do_we_work_on_the_big_architectural_initiative
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how_much_productivity_will_we_lose_as_we_transform_to_agile
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jurgen_appelo_-_managing_for_happiness
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lynn_winterboer_and_cher_fox_-_test_automation_-_agile_enablement_for_data_warehousing_and_business
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management_will_assess_me_badly_if_i_bring_bad_news_anti-pattern
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mike_cottmeyer_-_the_executives_step-by-step_guide_to_leading_large-scale_agile_transformation
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quotable_quotes_a9
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quotable_quotes_aa
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quotable_quotes_ab
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reading_list
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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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superforecasting_-_the_art_and_science_of_prediction_-_philip_e._tetlock_and_dan_gardner
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tim_ottinger_-_agile_productivity
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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_potential_problems_implementing_okrs_in_an_organization
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what_are_the_pros_and_cons_of_assigning_business_value_to_pi_objectives
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what_do_they_mean_when_they_says_simplicity
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what_is_pair_programming
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why_a_plan_based_on_average_velocity_will_fail
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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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adam_yuret_-_waiting_for_godot-_concrete_approaches_to_busting_delays_and_why_your_enterprise_should_care
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are_there_any_benefits_to_the_team_of_estimating
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books_to_read
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dean_leffingwell_-_nine_immutable_principles_of_lean_agile
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faciliation_-_beyond_dot_voting
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fixing_defects_does_not_mean_you_are_addressing_technical_debt
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give_default_estimates_for_classes_of_work_and_then_work_exceptions
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how_can_we_understand_the_real_value_of_fast_feedback_and_deciding_late
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how_do_small_changes_lead_to_big_improvements
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how_do_we_break_down_epics_using_an_mvp_approach
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how_do_we_do_software_capitalization_when_we_go_to_agile
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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_use_agile_to_reduce_costs
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how_does_multi-tiered_product_management_work
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how_to_preempt_team_conflict
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i_am_going_to_wait_for_the_training_anti-pattern
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johanna_rothman_-_scaling_agile_projects_to_programs
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kylie_castellaw_-_fortune-teller_to_scientist
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luke_hohmann_-_awesome_super_problems
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middle_management_struggling_with_the_change_anti-pattern
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principles_and_values
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safe_-_past_present_and_future_by_dean_leffingwell
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scrum_at_scale_-_the_end_of_one-size-fits-all_approach_to_scaling_by_alex_brown
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scrum_gathering_2015
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the_five_dysfunctions_of_a_team_-_patrick_lencioni
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troy_magennis_-_data_driven_coaching_safely_turning_team_data_into_coaching_insights
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troy_magennis_-_risk_the_final_enterprise_frontier
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what_are_the_characteristics_of_a_great_coach
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what_are_the_guidelines_for_kanban_teams_operating_in_a_safe_environment
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what_are_the_problems_with_estimation
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what_does_it_mean_to_be_done
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what_happens_when_we_have_partial_assignments_for_product_owners_and_scrum_masters
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what_is_the_basis_of_our_estimating_process
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what_is_the_effect_of_changing_team_members_on_velocity
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what_is_the_impact_of_context_switching_on_the_ability_to_deliver
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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_kinds_of_questions_should_we_ask_to_understand_how_our_team_is_doing
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why_don_t_we_burn-down_stories_instead_of_hours_for_a_sprint
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why_is_agile_so_hard
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why_should_we_consider_moving_to_agile
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why_should_we_name_our_team
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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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agile_extension_to_the_babok_guide_-_iiba
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alexander_brown_-_free_yourself_from_the_myth_of_one-size-fits-all_scaling
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coaching_values_and_principles
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daniel_vacanti_-_why_winning_the_lottery_is_more_predictable_than_your_agile_project
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dean_leffingwell_-_one_on_one_meeting_through_icon
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devops_values_and_principles
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do_we_put_story_point_estimates_on_a_spike_enabler_story
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facilitation_-_ritual_dissent
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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_introduce_scrum_to_our_stakeholders
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how_can_we_put_an_estimate_on_complexity
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how_do_i_convert_points_and_velocity_to_dollars
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how_do_i_create_the_best_organizational_structure_for_success
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how_do_i_help_raise_awareness_of_transformation_problems
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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_control_work-in-progress_wip
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how_do_we_deal_with_constant_interruptions
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how_do_we_get_all_the_work_addressed_when_our_specialists_cannot_be_everywhere
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how_do_we_improve_our_improvement_process
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how_do_we_initially_setup_our_definition_of_done
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how_do_we_introduce_a_new_techncial_approach
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how_do_we_run_our_first_iteration_demo_or_sprint_review
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how_do_we_talk_to_a_data_architect_about_an_agile_approach
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start
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2015_completed_events
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2016_completed_events
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agile_2016
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