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quotable_quotes_list.old
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Business Agility" * "Quality has to be caused, not controlled" — Philip Crosby * “Being busy is a ... test campaign. And that's the way to answer them not by arguments around a table.” Claude Hopkins in "... priority over delivering features" -- Unknown, on NOT becoming a Feature Factory. * “When product dev... takeholders’ and other teams’ understanding. It’s not you nagging, it’s data” — Marcus Hammarberg and J
enterprise_lean-agile_coach_course
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thinking point based solutions, thinking outputs not outcomes, chasing predictability over value * r... g approach * (Action) Metrics as ranges always, not a single number * (Quote) (Sarcasm). "If you are not part of the solution there is plenty of money to ... set / mental models * Law of large numbers does not apply to exponential (long tail) distributions. O
thinking_in_bets_-_annie_duke
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st decisions. **Note:** Exercise - bias He was not only resulting but also succumbing to its compani... ur outcomes and our decisions. The challenge is not to change the way our brains operate but to figur... aking under conditions of uncertainty over time. (Not coincidentally, that is close to the definition o... t enough to determine much about the coin. “I’m not sure”: using uncertainty to our advantage **Note
implementing_beyond_budgeting-_unlocking_the_performance_potential_by_bjarte_bogsnes_-_bjarne_bogsnes
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en in fact you can stifle a new way of working by not looking at what needs to be changed at higher lev... owballing, and hidden agendas that normally would not be accepted are seen as normal and unavoidable in... rces decisions upstairs, often making them worse, not better. * Often prevents the rights things from... “I can't do the blindingly obvious, because it's not in my budget!” * Often leads to the wrong thing
what_is_a_user_story_ssa
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yet. The key part to understand is that this is not a task that we as implementers need to do, but ra... a Sprint / iteration so if you find that you are not sure whether you have generated a user story or j... good feedback for, then you probably have a task, not a user story. It is useful to think about the ca... want to use the product, then you probably should not write any user stories. Carry out the necessary r
accelerate_-_building_strategic_agility_for_a_faster-moving_world_-_john_p_kotter
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le driving important change, and from everywhere, not just the usual few appointees. But this must be done with proven processes that do not risk chaos, create destructive conflict, duplicat... st be done with insiders. - A “get-to” mindset, not a “have-to” one. The desire to work with others f... e key. - Action that is head and heart driven, not just head driven. You must speak to the genuine a
how_do_we_overcome_i_win_you_lose_type_thinking_to_open_organization_to_learning
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have have come across this issue with leadership not really leaning in to the transformation, that the... able, you have a template for 'experiments'. This not the final version, just an idea on what it could ... conflict resolution approaches for people who do not feel comfortable with soft skills. The workshop h... uth aligns with the beliefs we currently hold, is not naturally supported by the way we process informa
what_kind_of_questions_should_we_ask_if_we_are_hiring_a_coach
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g dependencies with another outside group that is not doing agile. How do you work the situation?” Look... on that one of the teams you are working with are not performing. How would you deal with this situatio... the participant learned the wrong things and were not engaged in the session. How would you deal with t... * “You are coaching a team where the people are not following standard user voice format (as a, I wan
turn_the_ship_around_-_a_true_story_of_turning_followers_into_leaders_-_david_marquet
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kick in. Pretty soon the agile implementation is not really agile at old, just the old way dressed up ... it is taken as a sign that he was a good leader, not that he was ineffective in training his people pr... chanism for control because the conversations did not consist of me telling them what to do. They were ... scussion. Yet, the vast majority of situations do not require immediate decisions. You have time to let
how_do_we_run_our_first_iteration_demo_or_sprint_review
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ystem just completed. These demonstrations should not be confused with a sales presentation or a traini... mple: * A Team doing pure maintenance work may not have anything to demonstrate to stakeholders, and... rning that took place, especially for commitments not met (see [[how_do_we_talk_about_sprint_commitments_that_have_not_been_met_in_the_sprint|How Do We Talk About Sprin
quotable_quotes_ae
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]] on the traditional use of a budget * "But do not worry; there is more than enough left for you to ... g, motivating, and assisting when needed. Just do not become a backseat driver" – [[:implementing_beyon... on what management should do * "Exceptions must not be generalized" – [[:implementing_beyond_budgetin... ]on the idea that you should manage for the norm, not the exception * "By the way, who actually hired
so_you_want_to_setup_a_business_as_an_agile_coach
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” This article is for you. Make no mistake, I am not an accountant. I am not a lawyer. You will want to get help from these experts and should defer to the... If you have a different context, this article may not be useful to you. In the following section we wi... anding international translations, and so on. Do not do this. While the name is important, in most ca
under_what_conditions_is_full-time_equivalent_fte_resource_planning_effective
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k? My experience is that this kind of planning is not effective except for the smallest of Projects, wh... rspective and understanding, which typically does not have a wide enough context to do what in the end ... for the business. My experience is that people do not think in terms of allocating their time 25% to th... erience has been that our developers, QA, etc. do not really operate per the plan anyway - the plan wil
what_are_the_changes_in_culture_that_need_to_happen_with_agile
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ize that system. The idea is to "watch the baton, not the runners". The baton is what is important in a... you will worry, for example, if your runners are not busy "running" while the baton is being moved by ... may mean that the best thing for people to do is not to be busy the whole time. Traditional management... so useless as doing more efficiently what should not be done at all." With agile idea is to focus on b
devops_for_the_agile_enterprise
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where Agile transformations typically are and are not effective; how Agile and DevOps are “better toget... inition of a Defect - evidence of a test that was not written" — Unknown * "In any value stream, ther... ways one and only one constraint; any improvement not made at that constraint is an illusion" — Eli Gol... ====== Key Ideas ====== * Core idea: DevOps is not about tools or automation. Its about how we deplo
how_do_we_run_our_first_sprint_retrospective
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how_does_a_team_initially_get_control_of_work
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why_do_people_overcommit
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essential_safe_-_dean_leffingwell
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how_much_coaching_do_we_really_need
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leadership_delegates_the_transformation_to_others_anti-pattern
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what_should_we_consider_when_forming_a_new_team
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how_do_we_deal_with_product_backlog_explosion
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how_do_we_use_story_point_estimates_to_forecast
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quotable_quotes_aa
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quotable_quotes_am
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simulating_agile_execution_with_the_ball_point_game
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team_has_right_to_reject_stories_for_estimation_that_are_not_ready
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this_is_lean_-_resolving_the_efficiency_paradox_-_niklas_modig
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what_inbuilt_biases_do_we_have_that_impede_good_decision_making
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how_can_we_improve_the_quality_of_feedback_at_an_iteration_demo
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second_generation_lean_product_development_by_don_reinertsen
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what_are_the_characteristics_of_a_great_scrum_master
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what_can_we_do_to_improve_our_retrospectives
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johanna_rothman_-_agile_program_management
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i_am_going_to_wait_for_the_training_anti-pattern
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mike_cottmeyer_-_the_executives_step-by-step_guide_to_leading_large-scale_agile_transformation
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quotable_quotes_ak
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scrum_master_or_arm-chair_psychologist_by_angela_johnson
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coaching_values_and_principles
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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_ensure_critical_work_does_not_get_dropped_as_we_kick_off_teams
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how_do_we_progress_the_funnel_of_ideas_on_a_portfolio_kanban
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how_do_we_talk_about_sprint_commitments_that_have_not_been_met_in_the_sprint
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joshua_kerievsky_-_modern_agile
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learning_consortium_webcast_-_large-scale_agile_at_ericsson_by_steve_denning
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quotable_quotes_ab
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what_does_it_mean_to_be_done
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what_is_the_benefit_of_having_a_cadence_of_meetings_etc
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creating_psychological_safety_in_the_workplace_by_amy_edmondson
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how_do_i_facilitate_a_portfolio_prioritization_meeting
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how_do_we_know_where_we_are_spending_our_money
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quotable_quotes_ag
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what_do_we_not_want_to_see_in_a_product_owner
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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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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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syntax @wiki
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bob_galen_-_stuff_bad_scrum_coaches_say
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collaboration_at_scale_-_keeping_retrospectives_fresh_by_ben_linders
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how_can_we_decentralize_team_breakouts_process_in_a_pi_planning_event
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how_do_i_support_my_people_so_they_improve
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how_do_we_get_away_from_business_as_usual_thinking_on_teams
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if_we_doing_agile_at_scale_we_must_adopt_safe_anti-pattern
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quotable_quotes_af
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quotable_quotes_ah
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quotable_quotes_al
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recommended_reading
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scrum_at_scale_by_jeff_sutherland
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should_we_do_wip_limits_even_though_we_are_doing_scrum
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troy_magennis_-_solving_the_hairy_problem_of_team_dependencies
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what_are_the_characteristics_of_a_great_product_owner
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what_kind_of_working_agreements_should_we_set_up_for_the_team
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what_should_our_sprint_goals_look_like
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what_we_don_t_want_to_see_in_a_scrum_master
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adam_yuret_-_waiting_for_godot-_concrete_approaches_to_busting_delays_and_why_your_enterprise_should_care
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conflict_resolution_-_daniel_dana
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dean_leffingwell_-_nine_immutable_principles_of_lean_agile
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fixing_defects_does_not_mean_you_are_addressing_technical_debt
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how_do_i_help_raise_awareness_of_transformation_problems
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how_does_a_manager_need_to_adjust_their_approach_with_agile
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johanna_rothman_-_scaling_agile_projects_to_programs
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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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troy_magennis_-_risk_the_final_enterprise_frontier
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what_are_the_pros_and_cons_of_assigning_business_value_to_pi_objectives
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what_does_a_scrum_master_do_all_day
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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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what_question_are_we_voting_on_when_we_do_a_confidence_vote_in_pi_planning
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why_do_we_use_story_points_instead_of_hours
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how_can_we_improve_collaboration_on_user_stories
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how_can_we_work_more_effectively_with_remote_people
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how_do_we_help_executives_and_managers_learn_the_new_mindset
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how_does_the_agile_approach_allow_us_to_deliver_early
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if_it_involves_work_by_the_team_then_it_should_have_a_non-zero_estimate
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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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the_principles_of_clean_architecture_by_uncle_bob_martin
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tim_ottinger_-_agile_productivity
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what_are_the_changes_in_management_approach_that_need_to_happen_with_agile
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what_do_they_mean_when_they_says_simplicity
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what_do_we_need_to_think_about_when_we_go_from_a_pi_planning_approach_to_a_more_continuous_planning_approach
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what_is_pair_programming
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what_is_the_purpose_of_iteration_or_sprint_goals
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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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why_should_we_work_harder_to_eliminate_the_effect_of_dependencies
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agile_2015_-_industry_panel
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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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dan_greening_-_agile_capitalization
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daniel_vacanti_-_why_winning_the_lottery_is_more_predictable_than_your_agile_project
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epics_and_features_become_the_new_way_to_specify_fixed_scope_anti-pattern
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facilitation_-_ritual_dissent
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how_can_we_use_lean_and_agile_principles_to_increase_personal_effectiveness
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how_do_i_lead_practically
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how_do_we_break_down_epics_using_an_mvp_approach
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how_do_we_initially_setup_our_definition_of_done
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how_much_productivity_will_we_lose_as_we_transform_to_agile
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how_should_we_initially_track_sprint_progress
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james_tamm_-_want_better_collaboration_dont_be_so_defensive
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jurgen_appelo_-_managing_for_happiness
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quotable_quotes_ac
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quotable_quotes_ai
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what_are_the_steps_we_can_take_to_restructure_a_train
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what_insights_do_we_get_from_tracking_investment_horizon
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what_is_the_difference_between_emergent_and_intentional_architecture
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what_kinds_of_problems_do_you_see_when_agile_teams_churn_team_members_a_lot
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what_kinds_of_questions_should_we_ask_to_understand_how_our_team_is_doing
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why_does_a_lean-agile_approach_focus_on_the_completion_of_work_running_tested_features
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why_should_we_start_without_doing_a_complete_analysis
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alan_dayley_-_freedom_to_align
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bridging_the_communication_gap_-_specification_by_example_and_agile_acceptance_testing_-_gojko_adzic
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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_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_small_changes_lead_to_big_improvements
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how_do_we_encourage_agile_thinking_in_non-agile_organizations_ssa
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how_do_we_use_agile_to_reduce_costs
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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_is_work_assigned_during_a_sprint
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how_should_we_initially_track_release_progress
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how_should_we_structure_our_organization_as_we_move_to_agile_ssa
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safe_4.5_updates_by_safe
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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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track_accuracy_of_estimate_metric
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troy_magennis_-_data_driven_coaching_safely_turning_team_data_into_coaching_insights
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we_need_more_people._or_do_we
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what_alternatives_to_the_creation_of_product_owner_and_scrum_master_roles_could_we_try
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what_anti-patterns_do_you_see_with_the_system_demo
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what_happens_when_we_have_partial_assignments_for_product_owners_and_scrum_masters
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what_problems_have_you_seen_with_the_business_value_assignment_process
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you_can_enhance_employee_motivation_in_10_minutes_by_friday_-_gregg_lederman
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alexander_brown_-_free_yourself_from_the_myth_of_one-size-fits-all_scaling
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dhaval_panchal_-_estimating_is_not_planning
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do_managers_matter_in_an_organization
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establish_a_keystone_story
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facilitation_-_open_ended_agenda
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how_do_we_assign_business_value_to_pi_objectives
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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_improve_team_performance
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how_do_we_know_we_have_a_good_user_story_the_invest_criteria
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how_do_we_reduce_the_effect_of_team_churn_on_our_ability_to_deliver_value
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how_do_we_talk_to_a_data_architect_about_an_agile_approach
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how_do_we_work_with_non-functional_requirements_nfrs
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how_do_we_write_good_pi_objectives
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how_should_we_update_our_estimates
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how_to_get_your_session_accepted_at_an_agile_conference
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is_generating_an_estimate_a_waste_of_time
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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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llewellyn_falco_and_maaret_pyhajarvi_-_strong-style_pairing
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luke_hohmann_-_awesome_super_problems
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lynn_winterboer_and_cher_fox_-_test_automation_-_agile_enablement_for_data_warehousing_and_business
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management_will_assess_me_badly_if_i_bring_bad_news_anti-pattern
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navigating_conflict_on_agile_teams_or_why_resolving_conflict_won_t_work_by_lyssa_adkins
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our_estimates_are_terrible
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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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quotable_quotes_a9
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quotable_quotes_ad
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reading_list
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scrum_gathering_2015_pechakucha
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start
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the_end_of_enterprise_it
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useful_videos
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what_are_the_characteristics_of_a_great_coach
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what_are_the_steps_to_establish_a_development_manager
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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_do_we_not_want_to_see_when_applying_definition_of_ready
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what_guidance_do_you_have_for_good_conference_calls
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what_is_the_basis_of_our_estimating_process
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what_is_the_impact_of_context_switching_on_the_ability_to_deliver
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what_is_wrong_with_100_utilization_thinking
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what_other_kind_of_structural_approaches_have_you_seen
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why_do_we_assign_business_values_to_pi_objectives
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why_do_we_have_the_scrum_master_role
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why_is_agile_so_hard
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dean_leffingwell_-_one_on_one_meeting_through_icon
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designing_organizations_-_strategy_structure_and_process_at_the_business_unit_and_enterprise_levels_-_jay_r._galbraith
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do_we_put_story_point_estimates_on_a_spike_enabler_story
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faciliation_-_beyond_dot_voting
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how_can_the_po_is_to_be_the_focal_point_for_contact_when_an_project_managers_for_example_are_used_to_going_to_individual_team_members_for_status_of_work
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how_can_we_introduce_scrum_to_our_stakeholders
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how_do_i_convert_points_and_velocity_to_dollars
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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_allow_for_innovation
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how_do_we_control_work-in-progress_wip
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how_do_we_determine_what_to_demonstrate_in_the_system_demo
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