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enterprise_lean-agile_coach_course
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ti-pattern. Biased feedback loop always positive. Need to fix with gemba, for example * (Book) Gerd G... * (Action) Let understand existing mindsets we need to overcome with SDM ==== Thinking tools ==== ... alize the result and ask questions like why do we need to do this, what do we need to do to get there, how are we going to use it? ==== Introduction ==== Mi
quotable_quotes_list.old
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ncrete behaviors. In short, to make a switch, you need to script the critical moves.” — Chip and Dan Hea... have to have orchestration" -- Mike Cottmeyer on need for dependency management when Teams are not able... rations * "To outdo your competition, you don’t need certainty. You just need to deal with uncertainty better than they do." -- Mike Cohn * "John, the kin
how_do_we_encourage_agile_thinking_in_non-agile_organizations_ssa
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compatible soft-skills. Create virtual Teams; no need to go through a re-org to make this happen. - [... they will improve]]: Be clear that your business need for the Team is "… running, tested, ship-able sol... HR; anywhere there is knowledge work and where we need to become more effective. The approach and advice here is generic. As a leader you need to establish, to be clear about, what it means to
this_is_lean_-_resolving_the_efficiency_paradox_-_niklas_modig
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on the amount of time it takes from identifying a need to satisfying that need, whereas resource efficiency focuses on efficiently using the resources that ad... eriod. The time period is defined from the time a need is identified to the time it is satisfied. In a ... waiting times. Secondly the non-fulfillment of a need can create new types of needs, which in turn crea
devops_for_the_agile_enterprise
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e time-to-market". Time to market is the business need. "Agile gets developed; DevOps gets deployed". ... s last) === Sharing === Start with Sharing * Need to understand how the process really works (we are all doing DevOps; mostly badly) * Need to establish reason to do something (out-learn th... rection (and never loop backward) This means you need to measure % complete and accurate at each step t
what_is_a_user_story_ssa
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== The Basics ====== A “user story” captures the need for a new capability from the perspective of a “u... s that this is not a task that we as implementers need to do, but rather the functionality that we need to provide to our end users. We already know that we w... itional requirements often come in the form of “I need this thing”. Sometimes they come as part of a spe
under_what_conditions_is_full-time_equivalent_fte_resource_planning_effective
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n getting work done up to now). The main issue we need to work is to ensure that our people are working ... f the approval process. For those organization we need to understand under what kind of circumstances th... in - the production support issue, the meeting we need to attend, … The capacity plan we have developed ... n’s perspective, they are juggling 3 backlogs and need to decide which Project is to get their attention
how_do_we_reduce_the_effect_of_team_churn_on_our_ability_to_deliver_value
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change in approach to occur. For these situations need to work to reduce the impacts as much as we can. For example: * Timing of staff actions: We need to set things up so that we give time to Teams to... y: We expect that commitments will not be met. We need to ensure that there is no negative consequence f... Awareness and collaboration on staff actions. We need to ensure that as changes are made that everyone
how_does_a_team_initially_get_control_of_work
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ow where their work is coming from, but rather we need to set up the process so that the process of deci... say things like "we have a security process so we need to work out how that will happen in the new Team ... on (“done”). There are two basic areas that Teams need to focus on: - Get control of the Team intake ... eam scope. This means that for new work items you need to compare this work item to the current definiti
how_much_coaching_do_we_really_need
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====== How Much Coaching Do We Really Need? ====== When I first did an agile transformation (450 people... An additional 4 x 1 week as-hoc session based on need. Full time: Let’s say you bring that person in f... gh the transformation). This means you will still need to create a team of people responsible for the tr... tuitive or worse, simply unbelievable. But people need to make the change in mindset to really get the b
so_you_want_to_setup_a_business_as_an_agile_coach
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u have something that passes the Google test, you need to see whether is works in various social media l... have the FiveWhyz.com domain. To set this up you need an Internet Service Provide (ISP). FiveWhyz folks... er the board, so start simple and add more if you need it. If you do this the cost (at the time of writi... eyes of the Government we are exactly nothing. We need to register the business with the Government. Ab
what_are_the_changes_in_management_approach_that_need_to_happen_with_agile
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What Are The Changes in Management Approach That Need To Happen with Agile? ====== Note: this discussi... related to [[what_are_the_changes_in_culture_that_need_to_happen_with_agile|What Are The Changes in Culture That Need To Happen with Agile?]] One problem that is ofte... Master Do All Day?]] and decide that they do not need this to be a full time role. The problem is that
what_is_the_benefit_of_having_a_cadence_of_meetings_etc
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h a Team where the question came up “do we really need to do a demonstration?” We decided not to, and th... ed to synchronize organizational (for example, we need to change business direction), personnel (for example, we need to move work to this offshore center), and process issues (for example, we need to adopt this more effective approach to security
how_do_i_facilitate_a_portfolio_prioritization_meeting
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ke their work is under control and so don't see a need for a more holistic view. But a lot of WIP on Tea... rectly the result of organizational WIP and so we need to understand the total picture. The problem wit... he room have a common set of assumptions: * We need to stop starting and start finishing * We have limited capacity and need to understand what is possible * We will use ag
how_do_we_progress_the_funnel_of_ideas_on_a_portfolio_kanban
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e their portfolio, there is often a step where we need to determine how we bring in ideas, and have we t... t groups everywhere). Problem we have is: * We need to set up mechanism by which random ideas (those ... t step in the board is probably the same). * We need to do this understanding that our LPM meetings ar... to have remote participants in many cases. * We need to make sure the funnel doesn’t just get huge req
how_do_we_run_our_first_sprint_retrospective
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what_are_the_changes_in_culture_that_need_to_happen_with_agile
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how_do_i_support_my_people_so_they_improve
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what_are_the_characteristics_of_a_great_scrum_master
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how_do_we_deal_with_product_backlog_explosion
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how_do_we_know_we_have_a_good_user_story_the_invest_criteria
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how_do_we_use_story_point_estimates_to_forecast
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safe_4.5_updates_by_safe
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what_can_we_do_to_improve_our_retrospectives
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creating_psychological_safety_in_the_workplace_by_amy_edmondson
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troy_magennis_-_risk_the_final_enterprise_frontier
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we_need_more_people._or_do_we
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what_are_the_steps_we_can_take_to_restructure_a_train
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accelerate_-_building_strategic_agility_for_a_faster-moving_world_-_john_p_kotter
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is_generating_an_estimate_a_waste_of_time
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lynn_winterboer_and_cher_fox_-_test_automation_-_agile_enablement_for_data_warehousing_and_business
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recommended_reading
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what_kind_of_questions_should_we_ask_if_we_are_hiring_a_coach
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why_should_we_work_harder_to_eliminate_the_effect_of_dependencies
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bob_galen_-_stuff_bad_scrum_coaches_say
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financial_advice
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how_do_we_initially_setup_an_executive_scrum_team
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how_do_we_overcome_i_win_you_lose_type_thinking_to_open_organization_to_learning
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johanna_rothman_-_scaling_agile_projects_to_programs
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scrum_master_or_arm-chair_psychologist_by_angela_johnson
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simulating_agile_execution_with_the_ball_point_game
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useful_videos
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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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how_do_we_ensure_critical_work_does_not_get_dropped_as_we_kick_off_teams
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how_do_we_help_executives_and_managers_learn_the_new_mindset
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how_do_we_know_where_we_are_spending_our_money
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larry_maccherone_-_how_long_will_it_take
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leadership_delegates_the_transformation_to_others_anti-pattern
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mike_cottmeyer_-_the_executives_step-by-step_guide_to_leading_large-scale_agile_transformation
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scrum_at_scale_by_jeff_sutherland
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thinking_in_bets_-_annie_duke
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turn_the_ship_around_-_a_true_story_of_turning_followers_into_leaders_-_david_marquet
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what_are_the_steps_to_establish_a_development_manager
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what_does_it_mean_to_be_done
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what_is_the_difference_between_emergent_and_intentional_architecture
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what_is_the_impact_of_a_reorg_on_an_agile_transformation
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what_kinds_of_problems_do_you_typically_see_as_the_organization_transforms_to_agile_lean
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what_should_we_consider_when_forming_a_new_team
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how_can_we_improve_the_quality_of_feedback_at_an_iteration_demo
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how_do_i_convert_points_and_velocity_to_dollars
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how_do_we_move_from_safe_to_an_approach_with_less_overhead
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how_does_multi-tiered_product_management_work
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implementing_beyond_budgeting-_unlocking_the_performance_potential_by_bjarte_bogsnes_-_bjarne_bogsnes
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management_will_assess_me_badly_if_i_bring_bad_news_anti-pattern
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navigating_conflict_on_agile_teams_or_why_resolving_conflict_won_t_work_by_lyssa_adkins
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scrum_at_scale_-_the_end_of_one-size-fits-all_approach_to_scaling_by_alex_brown
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second_generation_lean_product_development_by_don_reinertsen
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troy_magennis_-_solving_the_hairy_problem_of_team_dependencies
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what_are_the_characteristics_of_a_great_development_manager
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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_is_the_best_approach_to_making_decisions_in_our_context
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what_is_the_effect_of_changing_team_members_on_velocity
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why_do_people_overcommit
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alexander_brown_-_free_yourself_from_the_myth_of_one-size-fits-all_scaling
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collaboration_at_scale_-_keeping_retrospectives_fresh_by_ben_linders
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do_we_need_points_to_generate_a_release_burn-up_chart
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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_forecast_when_we_do_not_have_a_lot_of_data
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how_can_we_scale_our_estimating_approach_beyond_a_team
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how_do_we_run_our_first_iteration_demo_or_sprint_review
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how_do_we_work_on_the_big_architectural_initiative
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how_does_a_manager_need_to_adjust_their_approach_with_agile
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how_does_the_role_of_architect_change_in_agile_ssa
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i_am_going_to_wait_for_the_training_anti-pattern
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learning_consortium_webcast_-_large-scale_agile_at_ericsson_by_steve_denning
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superforecasting_-_the_art_and_science_of_prediction_-_philip_e._tetlock_and_dan_gardner
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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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the_rollout_a_novel_about_leadership_and_building_a_lean-agile_enterprise_with_safe_by_alex_yakyma
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troy_magennis_-_data_driven_coaching_safely_turning_team_data_into_coaching_insights
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what_are_the_characteristics_of_a_great_product_owner
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what_is_the_difference_between_value_stream_identification_and_value_stream_mapping
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what_other_kind_of_structural_approaches_have_you_seen
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why_do_we_have_the_product_owner_and_scrum_master_roles
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why_does_a_lean-agile_approach_encourage_collaborative_decision_making
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why_should_an_architect_collaborate_with_teams
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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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coaching_values_and_principles
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dean_leffingwell_-_one_on_one_meeting_through_icon
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do_we_really_need_a_full-time_product_owner_or_scrum_master
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essential_safe_-_dean_leffingwell
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establish_a_keystone_story
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focus_more_on_the_detailing_and_executing_the_plan_than_on_planning_and_alignment_anti-pattern
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hans_samios_how_to_work_personality_issues_without_sounding_like_a_marriage_guidance_counsellor
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hendrik_esser_-_is_there_a_best_practice_for_agile_transformation
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how_can_we_introduce_scrum_to_our_stakeholders
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how_can_we_use_lean_and_agile_principles_to_increase_personal_effectiveness
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how_do_i_hold_my_people_accountable
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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_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_put_a_story_point_estimate_on_a_spike_enabler_story
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how_should_we_structure_our_organization_as_we_move_to_agile_ssa
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if_we_doing_agile_at_scale_we_must_adopt_safe_anti-pattern
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if_you_are_not_seeing_any_problems_or_impediments_that_is_a_problem_anti-pattern
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johanna_rothman_-_growing_your_servant_leadership
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joshua_kerievsky_-_modern_agile
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manage_your_project_portfolio_-_increase_your_capacity_and_finish_more_projects_-_johanna_rothman
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prateek_singh_-_retrospective_moving_from_a_subjective_to_objective_world
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quotable_quotes_ab
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quotable_quotes_ad
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quotable_quotes_af
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quotable_quotes_aj
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scrum_gathering_2015_pechakucha
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what_are_the_guidelines_for_kanban_teams_operating_in_a_safe_environment
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what_are_the_potential_problems_implementing_okrs_in_an_organization
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what_are_the_steps_involved_in_an_initial_agile_assessment
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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_does_a_scrum_master_do_all_day
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what_events_should_we_put_in_place_for_iterations_or_sprints
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what_is_the_effect_of_batch_size_on_how_long_something_takes_to_get_done
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what_is_the_role_of_the_development_manager
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what_is_the_role_of_the_team
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what_is_wrong_with_100_utilization_thinking
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what_kind_of_working_agreements_should_we_set_up_for_the_team
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what_kinds_of_problems_do_you_see_when_agile_teams_churn_team_members_a_lot
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why_do_we_assign_business_values_to_pi_objectives
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why_do_we_have_the_role_of_product_owner
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why_don_t_we_use_gantt_charts_in_agile
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why_have_an_organizational_impediment_removal_system
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why_should_we_name_our_team
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2017_completed_events
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adam_yuret_-_waiting_for_godot-_concrete_approaches_to_busting_delays_and_why_your_enterprise_should_care
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agile_2015_-_research_short_papers
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ahmed_sidky_-_keystone_habits_leading_to_sustainable_enterprise_agility
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are_there_any_benefits_to_the_team_of_estimating
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chris_sims_-_leadership_styles_for_a_successful_agile_transformation
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conflict_resolution_-_daniel_dana
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dan_greening_-_agile_capitalization
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dean_leffingwell_-_nine_immutable_principles_of_lean_agile
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designing_organizations_-_strategy_structure_and_process_at_the_business_unit_and_enterprise_levels_-_jay_r._galbraith
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facilitation_-_play_pass_or_move
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fixing_defects_does_not_mean_you_are_addressing_technical_debt
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how_can_we_understand_the_real_value_of_fast_feedback_and_deciding_late
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how_do_i_create_the_best_organizational_structure_for_success
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how_do_we_break_down_epics_using_an_mvp_approach
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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_establish_skills_development_in_the_team
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how_do_we_get_all_the_work_addressed_when_our_specialists_cannot_be_everywhere.old
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how_do_we_get_away_from_business_as_usual_thinking_on_teams
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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_do_you_work_impediments
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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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it_s_not_just_the_meeting
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jurgen_appelo_-_managing_for_happiness
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kylie_castellaw_-_fortune-teller_to_scientist
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luke_hohmann_-_how_to_conduct_large_distributed_team_retrospectives
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mike_cohn_-_let_go_of_knowing
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quotable_quotes_aa
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quotable_quotes_ae
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quotable_quotes_ag
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quotable_quotes_ah
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quotable_quotes_ak
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reference_useful_in_training_situations
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safe_-_past_present_and_future_by_dean_leffingwell
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should_we_do_wip_limits_even_though_we_are_doing_scrum
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start
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strategize_-_product_strategy_and_product_roadmap_practices_for_the_digital_age_-_roman_pichler
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team_has_right_to_reject_stories_for_estimation_that_are_not_ready
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team_of_teams_-_new_rules_of_engagement_for_a_complex_world_-_general_stanley_mcchrystal
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the_principles_of_clean_architecture_by_uncle_bob_martin
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what_alternative_estimation_approaches_are_there
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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_good_estimate
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what_content_should_be_considered_to_start_a_team_page
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what_inbuilt_biases_do_we_have_that_impede_good_decision_making
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what_insights_do_we_get_from_tracking_investment_horizon
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what_is_the_basis_of_our_estimating_process
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what_is_the_elevator_pitch_for_agile_and_scrum
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what_is_the_mapping_between_features_and_pi_objectives
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what_is_the_purpose_of_estimation
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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_product_owner
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what_types_of_problems_do_people_see_when_they_go_agile
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which_is_best_for_my_team
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why_do_we_have_the_scrum_master_role
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why_do_we_use_story_points_instead_of_hours
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why_don_t_agile_tools_automatically_change_status_when_related_items_change_status
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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_start_without_doing_a_complete_analysis
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10_reasons_estimation_and_planning_fails_and_what_to_do_about_it_by_troy_magennis
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2019_completed_events
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2022_completed_events
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agile_extension_to_the_babok_guide_-_iiba
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agile_values_and_principles
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daniel_vacanti_-_why_winning_the_lottery_is_more_predictable_than_your_agile_project
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do_managers_matter_in_an_organization
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do_we_put_story_point_estimates_on_a_spike_enabler_story
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facilitation_-_open_ended_agenda
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facilitation_-_walk_in_my_shoes
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getting_value_out_of_agile_retrospectives_-_luis_conclaves_and_ben_linders
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how_can_the_development_manager_be_effective
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how_can_we_decentralize_team_breakouts_process_in_a_pi_planning_event
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how_can_we_determine_how_many_undiscovered_defects_we_have
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how_can_we_work_more_effectively_with_remote_people
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how_do_architects_ensure_consistency
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how_do_i_help_raise_awareness_of_transformation_problems
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how_do_we_allow_for_innovation
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how_do_we_assign_business_value_to_pi_objectives
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how_do_we_control_work-in-progress_wip
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how_do_we_deal_with_constant_interruptions
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how_do_we_forecast_our_plan_with_kanban
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how_do_we_reward_rank_a_development_manager
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how_do_we_run_our_first_daily_scrum_or_daily_standup
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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_use_a_definition_of_ready_dor
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how_do_we_work_with_non-functional_requirements_nfrs
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how_do_we_write_good_features
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how_do_we_write_user_stories_when_we_cannot_get_all_development_and_testing_done_in_one_sprint
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how_does_the_agile_approach_allow_us_to_deliver_early
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how_does_the_architect_interact_with_the_product_management
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how_much_productivity_will_we_lose_as_we_transform_to_agile
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how_to_get_your_session_accepted_at_an_agile_conference
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how_to_preempt_team_conflict
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how_will_we_know_we_are_making_progress_on_impediment_removal
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i_need_to_start_now_as_funding_has_been_approved_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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jessie_shternshus_-_individuals_and_interactions
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johanna_rothman_-_agile_program_management
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llewellyn_falco_and_maaret_pyhajarvi_-_strong-style_pairing
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luke_hohmann_-_awesome_super_problems
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michael_spayd_-_agile_assessment_prior_to_scaling
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middle_management_struggling_with_the_change_anti-pattern
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only_use_fibonacci_sequence_numbers
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people_not_asking_for_help_when_trying_a_new_agile_practice_anti-pattern
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pithy_slogans
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principles_and_values
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prioritization_techniques
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quotable_quotes_ac
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quotable_quotes_ai
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quotable_quotes_am
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scrum_gathering_2015_ignite_talks
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story_-_the_wright_brothers
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the_end_of_enterprise_it
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the_principles_of_product_development_flow_second_generation_lean_product_development_-_don_reinertsen
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the_state_of_safe_by_chris_james
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tim_ottinger_-_agile_productivity
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track_accuracy_of_estimate_metric
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what_are_the_benefits_of_a_collaborative_approach_to_architecture
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what_are_the_characteristics_of_a_great_coach
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what_are_the_problems_with_estimation
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what_are_the_pros_and_cons_of_assigning_business_value_to_pi_objectives
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what_are_the_roles_in_an_agile_or_scrum_team
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what_are_the_steps_in_a_value_stream_identification_workshop
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what_do_we_mean_by_smart_goals_or_objectives
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what_do_we_not_want_to_see_in_a_product_owner
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what_happens_when_we_do_the_role_of_product_owner_and_scrum_master_well
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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_definition_of_ready_dor_ssa
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what_is_typically_captured_as_a_ready_user_story_on_the_story_card
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what_kind_of_responsibilities_does_a_development_manager_have
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what_tips_do_you_have_to_help_develop_the_definition_of_ready
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why_a_plan_based_on_average_velocity_will_fail
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why_do_we_do_a_system_demo_in_safe_ssa
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why_do_we_form_teams_when_we_transition_to_agile
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why_don_t_we_use_written_english_to_communicate_requirements
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why_not_just_track_hours_like_we_traditionally_do
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why_should_we_focus_on_doing_one_thing_to_completion_at_a_time
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syntax @wiki
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welcome @wiki
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