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quotable_quotes_list.old
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on can be answered cheaply, quickly, and finally, by a test campaign. And that's the way to answer them not by arguments around a table.” Claude Hopkins in "Sci... gers deciding . . . which services will be built, by which teams, we implicitly have managers deciding... * “Nothing undermines change more than behavior by important individuals that is inconsistent with t
syntax @wiki
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es. Simply have a look at the source of this page by pressing "Edit this page". If you want to try som... a paragraph, you can use two backslashes followed by a whitespace or the end of line. This is some te... nly recognized at the end of a line\\ or followed by\\ a whitespace \\this happens without it. This... y recognized at the end of a line\\ or followed by\\ a whitespace \\this happens without it. You sh
thinking_in_bets_-_annie_duke
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ential opportunity cost in any choice we forgo. By treating decisions as bets, poker players explici... sionally bring up the subject of belief formation by asking the audience a question: “Who here knows h... ther.” Everyone nods in agreement. I’ll follow up by asking, “Does anyone know how you calculate a dog... ctically see audience members mouthing, “Multiply by seven.” Both of these widely held beliefs aren’t
enterprise_lean-agile_coach_course
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==== Recommended Books ===== - N Taleb. Fooled by Randomness (also any other books in “Incerto” ser... ng feedback loops * Improve feedback efficiency by understanding "feedback marker" e.g. for the sys... mplement Problem is that they can be implemented by using "reductionist" mindset and this approach is... ctive for planes to fly in formation Cas defined by degrees of freedom Number of parameters required
how_do_we_encourage_agile_thinking_in_non-agile_organizations_ssa
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it fast, do it on time." - Support your people by: - [[how_do_i_support_my_people_so_they_improve#how_do_i_help_my_team_by_removing_systematic_impediments_that_slow_or_stop... to_my_teams_to_improve|Providing space to improve by allowing experimentation and failure]]: Establish... le so they will improve]] - Support your people by: - [[how_do_i_support_my_people_so_they_impro
how_do_we_run_our_first_sprint_retrospective
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determine who they want to invite on a Iteration-by-Iteration basis. The Scrum Master's role during ... Iteration. **Who**: The Team and others invited by the team. **Summary Agenda**: * Review result... scuss possible improvements: * Improve quality by asking: * "How do we get closer to 'potential... oser to the customer?" * Improve predictability by asking: * "How do we get committed velocity /
this_is_lean_-_resolving_the_efficiency_paradox_-_niklas_modig
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ure that each flow unit is always being processed by a resource. The discussion then moves to a a loo... hroughput time in a process is primarily affected by the stage of the process that has the longest cyc... cess. Given that we do not change the cycle time (by adding extra resources or working faster), adding... y. This relationship was formalized in the 1960s by Sir John Kingman in his famous Kingman’s Formula
reading_list
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the High-Trust, High-Performance Organization"]] by Kathleen D. Ryan and Daniel K. Oestreich * [[ht... illiam B. Joiner, Stephen A. Josephs (recommended by Robbie) * [[http://www.amazon.com/gp/product/07... tions: A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness”]] - Freder... ip_and_building_a_lean-agile_enterprise_with_safe_by_alex_yakyma|"The Rollout: A Novel about Leadershi
quotable_quotes_ae
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nd_budgeting-_unlocking_the_performance_potential_by_bjarte_bogsnes_-_bjarne_bogsnes|Bjarte Bogsnes]] ... nd_budgeting-_unlocking_the_performance_potential_by_bjarte_bogsnes_-_bjarne_bogsnes|Bjarte Bogsnes]] ... nd_budgeting-_unlocking_the_performance_potential_by_bjarte_bogsnes_-_bjarne_bogsnes|Bjarte Bogsnes]] ... nd_budgeting-_unlocking_the_performance_potential_by_bjarte_bogsnes_-_bjarne_bogsnes|Bjarte Bogsnes]]
quotable_quotes_am
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on cannot improve its long term financial results by working to improve its financial results. But the... d avoid building features that will never be used by the customer. Since industry data shows over half... ed, development can be completed in half the time by avoiding waste, or unnecessary work." – Jeff Suth... * "In most companies, development is slowed down by impediments identified during the daily meetings
quotable_quotes_ah
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the cost of the product—increasing the part cost by 10% will increase the product cost by only 1%. The effect is isolated. Conversely, if the part fails ... saster because it results in decisions being made by people who do not have enough knowledge to make t... ing fires,” responding to demands for information by others, and looking for information and harassing
what_are_the_changes_in_culture_that_need_to_happen_with_agile
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ity to change the organization culture" is listed by most people as the biggest obstacle to implementi... not busy "running" while the baton is being moved by another runner. The question should be "what can ... d | Management | Traditional approach of managing by the numbers, focusing on “make the month” targets... g someone to blame). This is essentially managing by looking backwards. The problem is that while we c
why_do_people_overcommit
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ict the work, and are impacted more than expected by “break ins”, for example. * Invisible work: The... with the initial delivery, and time must be taken by the Team to address these issues. This is often n... ctually possible, where the date and what we want by that date is seen as the only driving factor. Thi... all have. You can make people aware of this bias by having a discussion around the [[https://www.ispo
how_can_we_use_lean_and_agile_principles_to_increase_personal_effectiveness
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pillars|"The 3 Pillars of Personal Effectiveness" by Troels Richter]] (note: requires free registratio... to set things up so that I didn't get interrupted by email all the time. This meant two things: - ... was 150, 75, etc. Basically “maintenance” worked by being disciplined about the primary “rule of the ... to work the issue. And through this I found that by working through the queue I noticed that there we
how_do_we_get_away_from_business_as_usual_thinking_on_teams
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“business as usual” mode. Some of this is caused by falling back into old habits (“I know how to do t... in the ticketing system”). Some of this is caused by a lack of direction from leadership (“We don’t ha... l with it, these improvements will be “sucked up” by the extra tickets the Team can now work. What if... n expect to see lots of room for improvement (and by the way, you’ve just done your first, basic, valu
how_do_we_overcome_i_win_you_lose_type_thinking_to_open_organization_to_learning
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quotable_quotes_ac
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quotable_quotes_ad
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quotable_quotes_ag
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what_is_the_effect_of_changing_team_members_on_velocity
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accelerate_-_building_strategic_agility_for_a_faster-moving_world_-_john_p_kotter
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devops_for_the_agile_enterprise
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financial_advice
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implementing_beyond_budgeting-_unlocking_the_performance_potential_by_bjarte_bogsnes_-_bjarne_bogsnes
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simulating_agile_execution_with_the_ball_point_game
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conflict_resolution_-_daniel_dana
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how_do_we_assign_business_value_to_pi_objectives
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how_do_we_break_down_epics_using_an_mvp_approach
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quotable_quotes_aa
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quotable_quotes_af
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second_generation_lean_product_development_by_don_reinertsen
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so_you_want_to_setup_a_business_as_an_agile_coach
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the_lean_machine-_how_harley-davidson_drove_top-line_growth_and_profitability_with_revolutionary_lean_product_development_-_dantar_p._oosterwal
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why_should_we_work_harder_to_eliminate_the_effect_of_dependencies
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coaching_values_and_principles
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facilitation_-_play_pass_or_move
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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_write_good_pi_objectives
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how_does_a_team_initially_get_control_of_work
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quotable_quotes_ak
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troy_magennis_-_risk_the_final_enterprise_frontier
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under_what_conditions_is_full-time_equivalent_fte_resource_planning_effective
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what_inbuilt_biases_do_we_have_that_impede_good_decision_making
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alan_dayley_-_freedom_to_align
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how_do_we_build_and_maintain_context_when_all_we_have_is_a_backlog_list
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reference_useful_in_training_situations
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strategize_-_product_strategy_and_product_roadmap_practices_for_the_digital_age_-_roman_pichler
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what_kind_of_working_agreements_should_we_set_up_for_the_team
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2016_completed_events
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bridging_the_communication_gap_-_specification_by_example_and_agile_acceptance_testing_-_gojko_adzic
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facilitation_-_ritual_dissent
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how_can_we_improve_the_quality_of_feedback_at_an_iteration_demo
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how_do_i_support_my_people_so_they_improve
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how_do_we_deal_with_product_backlog_explosion
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mike_cottmeyer_-_the_executives_step-by-step_guide_to_leading_large-scale_agile_transformation
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our_estimates_are_terrible
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should_we_do_wip_limits_even_though_we_are_doing_scrum
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turn_the_ship_around_-_a_true_story_of_turning_followers_into_leaders_-_david_marquet
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what_does_a_scrum_master_do_all_day
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what_does_it_mean_to_be_done
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what_is_session_based_testing
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you_can_enhance_employee_motivation_in_10_minutes_by_friday_-_gregg_lederman
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2019_completed_events
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acceptance_test-driven_development
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books_to_read
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epics_and_features_become_the_new_way_to_specify_fixed_scope_anti-pattern
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how_can_we_understand_the_real_value_of_fast_feedback_and_deciding_late
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how_can_we_work_more_effectively_with_remote_people
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how_do_i_convert_points_and_velocity_to_dollars
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how_do_we_write_good_features
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how_is_work_assigned_during_a_sprint
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lynn_winterboer_and_cher_fox_-_test_automation_-_agile_enablement_for_data_warehousing_and_business
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quotable_quotes_ab
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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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troy_magennis_-_forecasting_using_data_-_quickly_answering_how_big_how_long_and_how_likely
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what_are_the_guidelines_for_kanban_teams_operating_in_a_safe_environment
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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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what_ideas_do_you_have_that_will_help_us_keep_retrospectives_fresh
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what_is_a_user_story_ssa
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what_is_the_benefit_of_having_a_cadence_of_meetings_etc
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what_is_the_best_approach_to_making_decisions_in_our_context
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what_is_wrong_with_100_utilization_thinking
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what_should_our_sprint_goals_look_like
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why_do_we_form_teams_when_we_transition_to_agile
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why_do_we_use_story_points_instead_of_hours
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adam_yuret_-_waiting_for_godot-_concrete_approaches_to_busting_delays_and_why_your_enterprise_should_care
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daniel_vacanti_-_why_winning_the_lottery_is_more_predictable_than_your_agile_project
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establish_a_keystone_story
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fixing_defects_does_not_mean_you_are_addressing_technical_debt
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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_improve_collaboration_on_user_stories
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how_do_i_lead_practically
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how_do_we_allow_for_innovation
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how_do_we_do_software_capitalization_when_we_go_to_agile
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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_run_our_first_iteration_demo_or_sprint_review
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how_do_we_split_user_stories
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how_do_we_use_story_point_estimates_to_forecast
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how_much_coaching_do_we_really_need
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navigating_conflict_on_agile_teams_or_why_resolving_conflict_won_t_work_by_lyssa_adkins
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people_not_asking_for_help_when_trying_a_new_agile_practice_anti-pattern
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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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scrum_at_scale_by_jeff_sutherland
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split_every_story_until_it_represents_a_small_common_size
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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_are_the_pros_and_cons_of_assigning_business_value_to_pi_objectives
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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_insights_do_we_get_from_tracking_investment_horizon
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what_is_a_frequently_asked_question_faq_site
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what_is_a_wiki
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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_kind_of_questions_should_we_ask_if_we_are_hiring_a_coach
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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_scrum_master
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why_does_a_lean-agile_approach_encourage_collaborative_decision_making
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why_have_an_organizational_impediment_removal_system
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why_should_an_architect_collaborate_with_teams
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creating_psychological_safety_in_the_workplace_by_amy_edmondson
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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_can_we_more_formally_capture_an_experiment
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how_do_i_facilitate_a_portfolio_prioritization_meeting
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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_calculate_the_cost_of_delay_cod_and_the_weighed_shortest_job_first_wsjf
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how_do_we_improve_team_performance
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how_do_we_initially_setup_an_executive_scrum_team
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how_do_we_know_we_have_a_good_user_story_the_invest_criteria
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how_to_preempt_team_conflict
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jeff_sutherland_-_stalwarts
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joshua_kerievsky_-_modern_agile
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jurgen_appelo_-_managing_for_happiness
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leadership_delegates_the_transformation_to_others_anti-pattern
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learning_agile-_understanding_scrum_xp_lean_and_kanban_-_andrew_stellman_jennifer_greene
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materials_developed
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rolling_rocks_downhill_-_the_agile_business_novel_-_clarks_ching
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safe_-_past_present_and_future_by_dean_leffingwell
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safe_summit_2016
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superforecasting_-_the_art_and_science_of_prediction_-_philip_e._tetlock_and_dan_gardner
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the_principles_of_clean_architecture_by_uncle_bob_martin
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todd_little_and_andrew_tuttle_-_performance_reviews_that_don_t_suck
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we_need_more_people._or_do_we
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what_are_the_characteristics_of_a_great_scrum_master
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what_can_we_do_to_improve_our_point_based_estimates
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what_content_should_be_considered_to_start_a_team_page
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what_happens_when_we_do_the_role_of_product_owner_and_scrum_master_well
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what_is_pair_programming
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what_is_the_impact_of_a_reorg_on_an_agile_transformation
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what_is_the_purpose_of_a_daily_standup_or_daily_scrum_event
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whats_the_difference_between_kanban_and_scrum_ssa
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why_a_plan_based_on_average_velocity_will_fail
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why_do_we_have_the_product_owner_and_scrum_master_roles
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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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10_reasons_estimation_and_planning_fails_and_what_to_do_about_it_by_troy_magennis
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2020_completed_events
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agile_is_dead_by_dave_thomas
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ahmed_sidky_-_keystone_habits_leading_to_sustainable_enterprise_agility
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can_we_trust_story_points_as_a_measure_of_effort
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continuous_delivery_in_a_large_enterprise_transforming_enterprise_it_by_henk_kolk
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do_we_need_points_to_generate_a_release_burn-up_chart
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do_we_put_story_point_estimates_on_a_spike_enabler_story
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establish_points_guidelines_for_each_point_value
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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_we_deal_with_constant_interruptions
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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_help_executives_and_managers_learn_the_new_mindset
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how_do_we_initially_setup_our_definition_of_done
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how_do_we_move_from_safe_to_an_approach_with_less_overhead
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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_talk_about_sprint_commitments_that_have_not_been_met_in_the_sprint
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how_do_we_talk_to_a_data_architect_about_an_agile_approach
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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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how_should_we_initially_track_multiple_teams_progress
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how_should_we_initially_track_sprint_progress
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how_should_we_update_our_estimates
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how_would_you_describe_scrum_in_a_nutshell
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i_am_going_to_wait_for_the_training_anti-pattern
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introduction_to_micro-services_by_martin_fowler
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james_tamm_-_want_better_collaboration_dont_be_so_defensive
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luke_hohmann_-_awesome_super_problems
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manage_your_project_portfolio_-_increase_your_capacity_and_finish_more_projects_-_johanna_rothman
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management_will_assess_me_badly_if_i_bring_bad_news_anti-pattern
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middle_management_struggling_with_the_change_anti-pattern
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principles_and_values
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quotable_quotes_a9
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quotable_quotes_al
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recommended_reading
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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_ignite_talks
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the_end_of_enterprise_it
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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_coach
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what_are_the_characteristics_of_a_great_product_owner
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what_are_the_problems_with_estimation
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what_are_the_steps_in_a_value_stream_identification_workshop
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what_do_they_mean_when_they_says_simplicity
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what_do_we_need_to_have_in_place_prior_to_initial_scrum_team_training
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what_events_should_we_put_in_place_for_iterations_or_sprints
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what_is_the_difference_between_emergent_and_intentional_architecture
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what_is_the_difference_between_value_stream_identification_and_value_stream_mapping
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dokuwiki @wiki
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mobbing
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start
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tim_ottinger_-_agile_productivity
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