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quotable_quotes_list.old
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at this variability is a self-inflicted wound.” — Donald G. Reinertsen * “Reducing risk, which is the... nsable for us to quantify its economic impact.” — Donald G. Reinertsen * “If we incentivize conforman... ze performance, the worse our problem becomes.” — Donald G. Reinertsen * “In product development, our... It is almost always motionless work products.” — Donald G. Reinertsen “The Principles of Product Devel
enterprise_lean-agile_coach_course
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w do we treat variability and uncertainty?" If we don't like then we don't understand what is truly going on * Complex adaptive systems defn "a system, th... s, tipping points) * In CAS context matters * Don't ignore current reality (e.g. Informal networks)... is is because of cognitive bias - risk adverse so don't like uncertainty * Another set of reductioni
how_do_we_initially_setup_our_definition_of_done
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===== How Do We Initially Setup Our Definition of Done? ====== The basic idea to get your initial Definition of Done is to get everyone's perspective on what it mean... ny organizational standards for the Definition of Done and ensure there is understanding of the implica... oes. * Note: It's OK to say a Definition of Done item is "Not Applicable" if it truly does not ma
what_does_it_mean_to_be_done
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====== What Does It Mean To Be Done? ====== Or what is the "Definition of Done"? One of the key ideas in Scrum and Agile is to focus de... does the work help me (the customer) get the job done" * Definition of Done (DoD): From an Scrum or Agile Team perspective, have we done everything we ne
how_do_i_facilitate_a_portfolio_prioritization_meeting
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h work to do, and insufficient capacity to get it done. But there is also a problem in that we have already "committed" to get all this work done, and further there is more work coming in. In ma... ols, feel like their work is under control and so don't see a need for a more holistic view. But a lot ... asing the length of time it takes to get the work done on average. This is the work-in-progress (or WIP
johanna_rothman_-_scaling_agile_projects_to_programs
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th one strategic objective? If you do what you’ve done with one small project, you’ll get bloat. Instea... Program manager - Organize coord several projects Don't tell - make it possible to coord themselves Pro... effort, more risk More pieces, more risk Projects don't scale linearly Types of program Integrated sys... aders Ask for results you want Ask for estimates, don't mandate Ask for bad news as soon as possible (w
quotable_quotes_aj
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rmation in a regular cadence of small batches." – Don Reinertsen * "Everyone has a plan, until they g... t does not reward attempts to improve the system. Don’t rock the boat." – W. Edwards Deming, “The Merit... lier than if we were not working on it at all." – Don Reinertsen * "You don't get more planes to land at an airport by insisting on putting more planes in
simulating_agile_execution_with_the_ball_point_game
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the number of 'ball points' you think you'll get done in a 60 sec period * We will then run an itera... e of how many ball points you'll think you'll get done in the next 60 sec period * We are go to do 5 ... letion correctly, or failing to count at all. You don't want to have an argument so if they have a numb... lying the current "actual" by 2.5 or 3 and a bit (don't want to make it too obvious). Be careful how to
bob_galen_-_stuff_bad_scrum_coaches_say
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the impact of that would be "You should ..." Why don't you try this Amplify vulnerability as a coach ... What would estimate it at What do you know what I don't know Let's all estimate it How does the size of... lp Sometimes through them a line "We're agile we don't have to plan / document" How can we help you un... do for the customer How can we do this better "I don't have 10 years to wait to get the experience" Wh
devops_for_the_agile_enterprise
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most expensive words in business: 'we have always done it that way'" — Unknown ====== Actions ====== ... vOps but the wrong tools can bury you in a hurry. Don't be hypnotized by shiny objects." * Understand... g * Software is eating the world * And if you don't get out ahead of it you can expect to be part o... === Software is eating the world * And if you don't get out ahead of it you can expect to be part o
how_can_we_improve_the_quality_of_feedback_at_an_iteration_demo
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ogress is so open and transparent that management don’t feel the same need that they did in the past to... ionless”), timely and in the appropriate context. Done well, the Iteration Demo (Sprint Review) has all... teration (Sprint), only demonstrate what has been done and then talk through what we’ve seen. Some thi... ense to you?" * In terms of the agenda: * Don’t go through every single user story describing i
how_does_a_team_initially_get_control_of_work
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feel like I am doing the same work as I’ve always done?” ====== Premise ====== When we kick-off a Tra... . The problem is not that the people on the Teams don't know where their work is coming from, but rathe... out the benefit of understanding how work will be done by the Team and will probably slow down your tra... working on the Team know the work and how it gets done, and leave it with the Team to determine how to
quotable_quotes_ak
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e to have conversations about what is not getting done." Gary Gruver et al, "The Practical Approach to ... you are throwing money away when you do that." – Don Reinersten. * "Yes, estimation is fraught. It i... mpany." 1000's of microfinance projects are being done with no collateral, and little paperwork. * "W... rmanent Secretary. * "If you’re thinking people don’t like to make changes to their behaviors, just w
what_is_a_user_story_ssa
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es they come as part of one-liner in an email – I don’t know how often this has been the case for me. T... omeone wants this, perhaps I can say “actually we don’t need a save – we can just do a recall of the sh... end user is your wayward brother-in-law. If you don’t know who the users and customers are and why th... ave the conversation. This does not mean that we don't capture information about the user story as we
how_do_we_deal_with_product_backlog_explosion
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less as doing more efficiently what should not be done at all." Think about the effort wasted in manag... emails in your inbox instead of five. Even if you don’t realize it, those 600 weigh on you. (Don’t believe me? Try cutting your inbox in half and see how mu... he list” doesn’t mean something will actually get done. Telling customers or stakeholders “it’s on the
second_generation_lean_product_development_by_don_reinertsen
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thinking_in_bets_-_annie_duke
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under_what_conditions_is_full-time_equivalent_fte_resource_planning_effective
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how_do_we_run_our_first_iteration_demo_or_sprint_review
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mike_cohn_-_let_go_of_knowing
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quotable_quotes_al
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useful_videos
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why_do_people_overcommit
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why_should_we_work_harder_to_eliminate_the_effect_of_dependencies
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creating_psychological_safety_in_the_workplace_by_amy_edmondson
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how_do_we_ensure_critical_work_does_not_get_dropped_as_we_kick_off_teams
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scrum_master_or_arm-chair_psychologist_by_angela_johnson
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turn_the_ship_around_-_a_true_story_of_turning_followers_into_leaders_-_david_marquet
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what_is_the_benefit_of_having_a_cadence_of_meetings_etc
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daniel_vacanti_-_why_winning_the_lottery_is_more_predictable_than_your_agile_project
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scrum_gathering_2015_pechakucha
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so_you_want_to_setup_a_business_as_an_agile_coach
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what_are_the_changes_in_culture_that_need_to_happen_with_agile
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what_can_we_do_to_improve_our_retrospectives
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adam_yuret_-_waiting_for_godot-_concrete_approaches_to_busting_delays_and_why_your_enterprise_should_care
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how_do_we_overcome_i_win_you_lose_type_thinking_to_open_organization_to_learning
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implementing_beyond_budgeting-_unlocking_the_performance_potential_by_bjarte_bogsnes_-_bjarne_bogsnes
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johanna_rothman_-_agile_program_management
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learning_consortium_webcast_-_large-scale_agile_at_ericsson_by_steve_denning
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pithy_slogans
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quotable_quotes_af
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quotable_quotes_ai
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collaboration_at_scale_-_keeping_retrospectives_fresh_by_ben_linders
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how_can_we_put_an_estimate_on_complexity
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how_do_we_encourage_agile_thinking_in_non-agile_organizations_ssa
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how_do_we_run_our_first_sprint_retrospective
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how_do_we_talk_about_sprint_commitments_that_have_not_been_met_in_the_sprint
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michael_spayd_-_agile_assessment_prior_to_scaling
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quotable_quotes_aa
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quotable_quotes_ac
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quotable_quotes_am
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reading_list
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tim_ottinger_-_agile_productivity
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what_are_the_guidelines_for_kanban_teams_operating_in_a_safe_environment
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what_guidance_do_you_have_for_good_conference_calls
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what_kind_of_questions_should_we_ask_if_we_are_hiring_a_coach
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dhaval_panchal_-_estimating_is_not_planning
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essential_safe_-_dean_leffingwell
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financial_advice
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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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joshua_kerievsky_-_modern_agile
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lynn_winterboer_and_cher_fox_-_test_automation_-_agile_enablement_for_data_warehousing_and_business
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prateek_singh_-_retrospective_moving_from_a_subjective_to_objective_world
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quotable_quotes_ae
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troy_magennis_-_data_driven_coaching_safely_turning_team_data_into_coaching_insights
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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_kind_of_working_agreements_should_we_set_up_for_the_team
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syntax @wiki
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accelerate_-_building_strategic_agility_for_a_faster-moving_world_-_john_p_kotter
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agile_2015_-_industry_panel
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establish_typical_sizes_for_typical_work
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how_do_i_convert_points_and_velocity_to_dollars
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how_do_we_allow_for_innovation
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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_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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safe_4.5_updates_by_safe
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scrum_at_scale_by_jeff_sutherland
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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_session_based_testing
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what_is_wrong_with_100_utilization_thinking
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why_do_we_form_teams_when_we_transition_to_agile
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why_should_we_focus_on_doing_one_thing_to_completion_at_a_time
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alan_dayley_-_freedom_to_align
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alexander_brown_-_free_yourself_from_the_myth_of_one-size-fits-all_scaling
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epics_and_features_become_the_new_way_to_specify_fixed_scope_anti-pattern
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fixing_defects_does_not_mean_you_are_addressing_technical_debt
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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_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_progress_the_funnel_of_ideas_on_a_portfolio_kanban
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how_do_we_write_good_pi_objectives
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how_much_productivity_will_we_lose_as_we_transform_to_agile
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how_should_we_initially_track_release_progress
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how_should_we_initially_track_sprint_progress
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how_to_get_your_session_accepted_at_an_agile_conference
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if_we_doing_agile_at_scale_we_must_adopt_safe_anti-pattern
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is_generating_an_estimate_a_waste_of_time
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james_tamm_-_want_better_collaboration_dont_be_so_defensive
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larry_maccherone_-_how_long_will_it_take
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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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quotable_quotes_ab
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quotable_quotes_ad
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recommended_reading
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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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team_has_right_to_reject_stories_for_estimation_that_are_not_ready
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we_need_more_people._or_do_we
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what_is_the_impact_of_a_reorg_on_an_agile_transformation
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what_is_the_role_of_the_team
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what_should_we_consider_when_forming_a_new_team
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why_do_we_run_a_system_demo_when_we_ve_just_done_a_sprint_review_or_iteration_team_review
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why_does_a_lean-agile_approach_focus_on_the_completion_of_work_running_tested_features
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why_don_t_agile_tools_automatically_change_status_when_related_items_change_status
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why_don_t_we_burn-down_stories_instead_of_hours_for_a_sprint
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you_can_enhance_employee_motivation_in_10_minutes_by_friday_-_gregg_lederman
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ahmed_sidky_-_keystone_habits_leading_to_sustainable_enterprise_agility
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arthur_richards_-_distributed_agile
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coaching_values_and_principles
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dean_leffingwell_-_nine_immutable_principles_of_lean_agile
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estimates_are_based_on_current_knowledge
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facilitation_-_play_pass_or_move
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how_can_we_scale_our_estimating_approach_beyond_a_team
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how_can_we_work_more_effectively_with_remote_people
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how_do_i_hold_my_people_accountable
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how_do_i_support_my_people_so_they_improve
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how_do_we_assign_business_value_to_pi_objectives
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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_control_work-in-progress_wip
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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_agile_to_reduce_costs
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how_do_we_use_story_point_estimates_to_forecast
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how_do_we_work_with_pi_objective_business_values_during_the_program_increment
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how_do_we_write_good_features
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how_does_a_manager_need_to_adjust_their_approach_with_agile
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how_should_we_structure_our_organization_as_we_move_to_agile_ssa
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how_to_preempt_team_conflict
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how_will_you_make_it_safe_for_people_to_raise_impediments
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jessie_shternshus_-_individuals_and_interactions
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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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lean_values_and_principles
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learning_agile-_understanding_scrum_xp_lean_and_kanban_-_andrew_stellman_jennifer_greene
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quotable_quotes_ag
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review_the_5_s_to_make_sure_they_are_the_same_relative_size
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should_we_do_wip_limits_even_though_we_are_doing_scrum
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this_is_lean_-_resolving_the_efficiency_paradox_-_niklas_modig
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what_are_the_changes_in_management_approach_that_need_to_happen_with_agile
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what_can_we_do_to_improve_our_point_based_estimates
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what_do_they_mean_when_they_says_simplicity
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what_is_a_wiki
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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_effect_of_changing_team_members_on_velocity
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what_is_the_role_of_the_scrum_master_ssa
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what_is_typically_captured_as_a_ready_user_story_on_the_story_card
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why_does_high_a_utilization_rate_make_it_impossible_to_create_good_estimates
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why_should_we_start_without_doing_a_complete_analysis
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agile_values_and_principles
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bridging_the_communication_gap_-_specification_by_example_and_agile_acceptance_testing_-_gojko_adzic
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conflict_resolution_-_daniel_dana
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establish_a_done_definition_for_a_story_to_be_ready_for_the_team
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establish_a_keystone_story
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how_do_i_create_the_best_organizational_structure_for_success
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how_do_i_lead_practically
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how_do_we_forecast_our_plan_with_kanban
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how_do_we_get_more_training_on_user_stories
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how_do_we_improve_our_improvement_process
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how_do_we_move_away_from_trust_but_verify_approach_to_compliance
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how_do_we_put_a_story_point_estimate_on_a_spike_enabler_story
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how_do_we_run_our_first_iteration_planning_or_sprint_planning_event
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how_do_we_talk_to_a_data_architect_about_an_agile_approach
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how_do_you_work_impediments
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how_is_work_assigned_during_a_sprint
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jeff_sutherland_-_stalwarts
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kylie_castellaw_-_fortune-teller_to_scientist
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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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powerful_pictures
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quotable_quotes_a9
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quotable_quotes_ah
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scrum_gathering_2015_ignite_talks
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the_principles_of_product_development_flow_second_generation_lean_product_development_-_don_reinertsen
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todd_little_and_andrew_tuttle_-_performance_reviews_that_don_t_suck
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what_alternatives_to_the_creation_of_product_owner_and_scrum_master_roles_could_we_try
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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_steps_we_can_take_to_restructure_a_train
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what_do_we_do_if_we_don_t_have_budget_for_product_owners_and_scrum_masters
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what_do_we_need_to_think_about_when_we_go_from_a_pi_planning_approach_to_a_more_continuous_planning_approach
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what_do_you_mean_when_you_say
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what_does_a_scrum_master_do_all_day
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what_happens_when_we_have_partial_assignments_for_product_owners_and_scrum_masters
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what_insights_do_we_get_from_tracking_investment_horizon
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what_is_the_best_approach_to_making_decisions_in_our_context
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what_is_the_difference_between_value_stream_identification_and_value_stream_mapping
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what_is_the_purpose_of_iteration_or_sprint_goals
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what_is_the_role_of_the_product_owner_ssa
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what_kind_of_responsibilities_does_a_development_manager_have
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what_kinds_of_problems_do_you_see_when_agile_teams_churn_team_members_a_lot
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what_subjects_should_we_cover_at_a_team_kickoff_or_re-baseline_event
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what_we_don_t_want_to_see_in_a_scrum_master
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why_do_we_assign_business_values_to_pi_objectives
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why_do_we_do_a_system_demo_in_safe_ssa
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why_do_we_use_story_points_instead_of_hours
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why_is_agile_so_hard
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why_shouldn_t_we_set_up_dedicated_defect_teams
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xp_values_and_principles
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dokuwiki @wiki
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2016_completed_events
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2018_completed_events
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2020_completed_events
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agile_2015
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agile_2016
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dan_greening_-_agile_capitalization
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data_on_effect_of_teams
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dean_leffingwell_-_one_on_one_meeting_through_icon
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do_managers_matter_in_an_organization
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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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getting_value_out_of_agile_retrospectives_-_luis_conclaves_and_ben_linders
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give_default_estimates_for_classes_of_work_and_then_work_exceptions
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how_can_the_po_is_to_be_the_focal_point_for_contact_when_an_project_managers_for_example_are_used_to_going_to_individual_team_members_for_status_of_work
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how_can_we_determine_how_many_undiscovered_defects_we_have
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how_can_we_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_can_we_understand_the_real_value_of_fast_feedback_and_deciding_late
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how_can_we_use_lean_and_agile_principles_to_increase_personal_effectiveness
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how_do_we_break_down_epics_using_an_mvp_approach
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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_deal_with_constant_interruptions
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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_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_improve_team_performance
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how_do_we_introduce_a_new_techncial_approach
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how_do_we_split_user_stories
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how_do_we_work_on_the_big_architectural_initiative
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how_do_we_work_with_non-functional_requirements_nfrs
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how_does_the_role_of_architect_change_in_agile_ssa
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how_should_we_initially_track_multiple_teams_progress
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how_should_we_update_our_estimates
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how_will_we_know_we_are_making_progress_on_impediment_removal
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i_am_going_to_wait_for_the_training_anti-pattern
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if_it_involves_work_by_the_team_then_it_should_have_a_non-zero_estimate
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it_s_not_just_the_meeting
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johanna_rothman_-_growing_your_servant_leadership
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only_use_fibonacci_sequence_numbers
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pages_where_there_is_work_todo
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prioritization_techniques
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rationale_-_or_why_do_i_have_this_set_of_pages
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reference_useful_in_training_situations
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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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scrum_at_scale_-_the_end_of_one-size-fits-all_approach_to_scaling_by_alex_brown
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start
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the_end_of_enterprise_it
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the_five_dysfunctions_of_a_team_-_patrick_lencioni
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tldr_summary_-_establish_agile_establish_the_role_of_product_owner_and_scrum_master
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track_accuracy_of_estimate_metric
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track_adopted_work_metric
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track_found_work_metric
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troy_magennis_-_risk_the_final_enterprise_frontier
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troy_magennis_-_solving_the_hairy_problem_of_team_dependencies
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what_are_some_good_quick_fire_round_questions_we_can_ask_to_assess_agile_knowledge
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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_responsibilities_of_a_scrum_master
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what_are_the_steps_involved_in_an_initial_agile_assessment
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what_are_the_steps_to_establish_a_development_manager
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what_content_should_be_considered_to_start_a_team_page
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what_do_we_not_want_to_see_in_a_product_owner
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what_events_should_we_put_in_place_for_iterations_or_sprints
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what_ideas_do_you_have_that_will_help_us_keep_retrospectives_fresh
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what_inbuilt_biases_do_we_have_that_impede_good_decision_making
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what_is_a_definition_of_ready_dor_ssa
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what_is_pair_programming
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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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what_is_the_mapping_between_features_and_pi_objectives
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what_is_the_typical_agenda_for_a_system_demo
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what_kinds_of_questions_should_we_ask_to_understand_how_our_team_is_doing
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what_other_kind_of_structural_approaches_have_you_seen
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what_problems_have_you_seen_with_the_business_value_assignment_process
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what_should_our_sprint_goals_look_like
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what_tips_and_tricks_do_you_have_to_make_a_good_system_demo
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what_tips_do_you_have_for_a_scrum_master
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what_types_of_benefits_do_people_see_when_they_go_agile
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where_did_this_estimation_approach_come_from
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who_is_responsible_for_orchestrating_and_facilitating_the_system_demo
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why_a_plan_based_on_average_velocity_will_fail
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why_do_we_have_the_role_of_product_owner
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why_do_we_start_and_end_iterations_sprints_mid-week
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why_does_a_lean-agile_approach_encourage_collaborative_decision_making
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why_don_t_we_use_gantt_charts_in_agile
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why_don_t_we_use_written_english_to_communicate_requirements
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why_have_an_organizational_impediment_removal_system
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why_not_just_track_hours_like_we_traditionally_do
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why_should_an_architect_collaborate_with_teams
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why_should_we_name_our_team
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