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quotable_quotes_list.old
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Ferriss * “Whatever the problem, it’s always a people problem” —- Gerry Weinberg * "Almost any questi... G. Reinertsen * “If we incentivize conformance, people will insert contingency reserves to prevent their... rapidly changing world.”— Lauren Bacall * "The people who sweep the floor should chose the broom" -- Ho... on” * “Research shows that we become fonder for people and things we experience while we are eating.” —
how_do_we_encourage_agile_thinking_in_non-agile_organizations_ssa
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t to Read The Whole Article) ====== To help your people improve how they **do it right**, **do it fast**,... ructure for success]]: Create small (less than 10 people), autonomous, cross-functional, teams with compat... his happen. - [[how_do_i_set_expectations_of_my_people_so_they_are_motivated_to_improve|Set the appropriate expectations for your people so they will improve]]: Be clear that your busine
under_what_conditions_is_full-time_equivalent_fte_resource_planning_effective
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ill pull together a detailed resource plan of our people with the idea being that we can predict how people will work to deliver Projects. We use this information... rt will cost us, at least from the perspective of people cost * People and skills: Understand whether we have the people and skills available to get the project
enterprise_lean-agile_coach_course
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ck marker" e.g. for the system demo might be "do people change their mind after the demo" - source of pow... in deliver more crap faster. Even if you lecture people about this they will still do this. Message is th... * Most important function - spot biases then help people see these. Mindset / mental models * Law of lar... s important But what should we actually do Help people to grow the right mindset Learning is about thin
what_kind_of_questions_should_we_ask_if_we_are_hiring_a_coach
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p dive into a discussion with lots of details. If people skimp here perhaps it is because they don’t reall... ing dependencies with each other. Both teams have people on the team that blame each other for the failure... ell. After the session, the manager of one of the people involved in the session sends out an email blasti... participant). * “You are working with a team of people. A private conversation develops where the anothe
what_are_the_changes_in_culture_that_need_to_happen_with_agile
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hange the organization culture" is listed by most people as the biggest obstacle to implementing a Agile a... The basics of Agile are pretty simple (a focus on people and collaboration, continuous improvement through... mooth flow. This may mean that the best thing for people to do is not to be busy the whole time. Tradition... se of context switching and contention for scarce people or resources. | | Large annual bets based on plan
accelerate_-_building_strategic_agility_for_a_faster-moving_world_-_john_p_kotter
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econd organization is set up as a "network" where people effectively volunteer their skills to work the is... nd leverages all the skills (and passions) of the people who participate. The idea is that, as the network... urther optimization and execution, using the same people that did the innovative work in the first place. ... cture needs to be guided by principles: - Many people driving important change, and from everywhere, no
how_do_we_overcome_i_win_you_lose_type_thinking_to_open_organization_to_learning
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the new approach. One is that we continue to see people, especially leadership, get stuck on a particular... orkshop will work through an understanding of why people think the way they do, the problems traditional t... s is all a lead up. In the final analysis we want people to retrospect regularly, discover problems and le... f the new approach. One that we often see is when people, especially leadership, get stuck on a particular
thinking_in_bets_-_annie_duke
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knows how you can predict if a man will go bald?” People will raise their hands, I’ll call on someone, and... research literatures converge on a single point: People are credulous creatures who find it very easy to ... n a particular narrative. Fake news works because people who already hold beliefs consistent with the stor... to fit your argument or point of view. After all, people in the “spin room” in a political setting are gen
how_to_preempt_team_conflict
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series of relatively short meetings to level set people’s views of each other based on how team members react to how people look, act, speak, think and feel. The recommendat... le team on each of these areas in order: * How people look: People often make snap judgments based on how people look and this effects how they interact with t
turn_the_ship_around_-_a_true_story_of_turning_followers_into_leaders_-_david_marquet
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a more "empowered" approach to leading a group of people. Based on the experiences of David Marquet, who i... ith others, fills a lot of this void. - Telling people they are “empowered” is inherently contradictory ... ion to the fact that we had actively disempowered people." - The changes talked about happened (mostly) ... le. A lot of agile transformations suffer in that people tend to work in the "new way" while the new appro
what_can_we_do_to_improve_our_retrospectives
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lp are not incorporated. * It doesn’t feel like people understand that retrospective ceremony is only pa... n). Do not short change the retrospective. Remind people that: >“Improving daily work is more important t... it doesn’t have to be a lean agile subject), have people contribute to that subject, and have each person ... spective to close the feedback loop. This reminds people that we are making progress (often we forget how
we_need_more_people._or_do_we
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====== We Need More People ... Or Do We? ====== One of the main things I hear when I am asked to assist a... ks the solution to their “problem” is to get more people. The feeling is that there is simply too much wor... e” and so start looking to quantify how many more people would be needed to get all the currently approved... is X, and based on progress so far, how many more people do you need to hit the date?” Since so many proje
how_do_we_allow_for_innovation
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are development shop we all know the problem when people ask you to be “more innovative.” We don't really ... A hack-a-thon is a (development shop) event where people are given a couple of days to try out anything th... hop is unable to innovate. And we started to help people understand that innovation is not something you g... e that explained the idea, how it worked and what people needed to do next and presented it in a 1 hour ki
scrum_master_or_arm-chair_psychologist_by_angela_johnson
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nstance. But what tends to get overlooked is the "people stuff." Questions from ScrumMasters embracing the... y updates our information radiators. How do I get people to do this?" These are not truly "Scrum" problems but, rather, are people problems. Ah, enter the armchair psychologist now known as ScrumMaster. How do you get people to do anything? This is more art than science, an
what_inbuilt_biases_do_we_have_that_impede_good_decision_making
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what_kind_of_responsibilities_does_a_development_manager_have
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what_should_we_consider_when_forming_a_new_team
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quotable_quotes_af
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jurgen_appelo_-_managing_for_happiness
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how_do_we_get_all_the_work_addressed_when_our_specialists_cannot_be_everywhere
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what_is_the_effect_of_changing_team_members_on_velocity
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what_is_the_impact_of_a_reorg_on_an_agile_transformation
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how_do_we_run_our_first_sprint_retrospective
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what_are_the_steps_to_establish_a_development_manager
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what_is_pair_programming
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coaching_values_and_principles
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if_we_doing_agile_at_scale_we_must_adopt_safe_anti-pattern
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simulating_agile_execution_with_the_ball_point_game
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this_is_lean_-_resolving_the_efficiency_paradox_-_niklas_modig
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useful_videos
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essential_safe_-_dean_leffingwell
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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_control_work-in-progress_wip
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how_does_a_team_initially_get_control_of_work
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implementing_beyond_budgeting-_unlocking_the_performance_potential_by_bjarte_bogsnes_-_bjarne_bogsnes
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quotable_quotes_ae
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quotable_quotes_ai
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second_generation_lean_product_development_by_don_reinertsen
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strategize_-_product_strategy_and_product_roadmap_practices_for_the_digital_age_-_roman_pichler
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what_are_the_characteristics_of_a_great_development_manager
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what_is_the_role_of_the_team
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how_can_we_work_more_effectively_with_remote_people
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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_talk_to_a_data_architect_about_an_agile_approach
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michael_spayd_-_agile_assessment_prior_to_scaling
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quotable_quotes_ac
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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_the_role_of_the_development_manager
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why_do_people_overcommit
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how_do_i_facilitate_a_portfolio_prioritization_meeting
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how_to_get_your_session_accepted_at_an_agile_conference
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how_will_you_make_it_safe_for_people_to_raise_impediments
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the_lean_machine-_how_harley-davidson_drove_top-line_growth_and_profitability_with_revolutionary_lean_product_development_-_dantar_p._oosterwal
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what_is_a_user_story_ssa
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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_not_just_track_hours_like_we_traditionally_do
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2015_completed_events
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collaboration_at_scale_-_keeping_retrospectives_fresh_by_ben_linders
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how_do_i_help_raise_awareness_of_transformation_problems
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how_do_small_changes_lead_to_big_improvements
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how_do_we_know_where_we_are_spending_our_money
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how_do_we_move_away_from_trust_but_verify_approach_to_compliance
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how_should_we_structure_our_organization_as_we_move_to_agile_ssa
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quotable_quotes_ab
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quotable_quotes_ah
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quotable_quotes_aj
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reference_useful_in_training_situations
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so_you_want_to_setup_a_business_as_an_agile_coach
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what_are_the_potential_problems_implementing_okrs_in_an_organization
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what_are_the_steps_in_a_value_stream_identification_workshop
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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_form_teams_when_we_transition_to_agile
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why_does_high_a_utilization_rate_make_it_impossible_to_create_good_estimates
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people_not_asking_for_help_when_trying_a_new_agile_practice_anti-pattern
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quotable_quotes_aa
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quotable_quotes_ak
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recommended_reading
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scrum_gathering_2015_pechakucha
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should_we_do_wip_limits_even_though_we_are_doing_scrum
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troy_magennis_-_data_driven_coaching_safely_turning_team_data_into_coaching_insights
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what_guidance_do_you_have_for_good_conference_calls
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what_kind_of_working_agreements_should_we_set_up_for_the_team
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why_should_we_focus_on_doing_one_thing_to_completion_at_a_time
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2019_completed_events
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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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conflict_resolution_-_daniel_dana
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dean_leffingwell_-_nine_immutable_principles_of_lean_agile
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facilitation_-_play_pass_or_move
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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_do_we_reduce_the_effect_of_team_churn_on_our_ability_to_deliver_value
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how_do_we_use_assessments_for_good
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how_is_work_assigned_during_a_sprint
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how_much_productivity_will_we_lose_as_we_transform_to_agile
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i_am_going_to_wait_for_the_training_anti-pattern
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leadership_delegates_the_transformation_to_others_anti-pattern
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learning_consortium_webcast_-_large-scale_agile_at_ericsson_by_steve_denning
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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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quotable_quotes_ad
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quotable_quotes_al
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quotable_quotes_am
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what_are_the_characteristics_of_a_great_coach
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what_are_the_steps_we_can_take_to_restructure_a_train
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what_does_a_development_manager_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_difference_between_emergent_and_intentional_architecture
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what_kinds_of_problems_do_you_typically_see_as_the_organization_transforms_to_agile_lean
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why_don_t_we_burn-down_stories_instead_of_hours_for_a_sprint
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why_should_we_name_our_team
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why_should_we_work_harder_to_eliminate_the_effect_of_dependencies
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you_can_enhance_employee_motivation_in_10_minutes_by_friday_-_gregg_lederman
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2016_completed_events
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2017_completed_events
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2021_completed_events
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arthur_richards_-_distributed_agile
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bridging_the_communication_gap_-_specification_by_example_and_agile_acceptance_testing_-_gojko_adzic
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chris_sims_-_leadership_styles_for_a_successful_agile_transformation
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creating_psychological_safety_in_the_workplace_by_amy_edmondson
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day-to-day_with_people
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designing_organizations_-_strategy_structure_and_process_at_the_business_unit_and_enterprise_levels_-_jay_r._galbraith
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devops_for_the_agile_enterprise
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how_can_the_development_manager_be_effective
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how_do_i_create_the_best_organizational_structure_for_success
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how_do_we_progress_the_funnel_of_ideas_on_a_portfolio_kanban
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how_do_we_setup_an_organizational_impediment_removal_system_ssa
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how_much_coaching_do_we_really_need
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jessie_shternshus_-_individuals_and_interactions
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joshua_kerievsky_-_modern_agile
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reading_list
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scrum_gathering_2015_ignite_talks
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troy_magennis_-_solving_the_hairy_problem_of_team_dependencies
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what_is_the_difference_between_value_stream_identification_and_value_stream_mapping
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what_is_the_elevator_pitch_for_agile_and_scrum
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why_do_we_use_story_points_instead_of_hours
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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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2018_completed_events
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facilitation_-_walk_in_my_shoes
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fixing_defects_does_not_mean_you_are_addressing_technical_debt
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how_can_we_decentralize_team_breakouts_process_in_a_pi_planning_event
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how_can_we_improve_the_quality_of_feedback_at_an_iteration_demo
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how_can_we_put_an_estimate_on_complexity
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how_do_i_lead_practically
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how_do_i_set_expectations_of_my_people_so_they_are_motivated_to_improve
4 Hits, Last modified:
how_do_we_deal_with_product_backlog_explosion
4 Hits, Last modified:
how_do_we_establish_skills_development_in_the_team
4 Hits, Last modified:
how_do_we_help_executives_and_managers_learn_the_new_mindset
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how_do_we_know_we_have_a_good_user_story_the_invest_criteria
4 Hits, Last modified:
how_do_we_reward_rank_a_development_manager
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how_do_we_use_agile_to_reduce_costs
4 Hits, Last modified:
johanna_rothman_-_agile_program_management
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llewellyn_falco_and_maaret_pyhajarvi_-_strong-style_pairing
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luke_hohmann_-_how_to_conduct_large_distributed_team_retrospectives
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scrum_at_scale_by_jeff_sutherland
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tim_ottinger_-_agile_productivity
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troy_magennis_-_risk_the_final_enterprise_frontier
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use_ranges_to_understand_risk
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what_are_the_benefits_of_establishing_the_role_of_development_manager
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what_are_the_changes_in_management_approach_that_need_to_happen_with_agile
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what_do_we_do_if_we_don_t_have_budget_for_product_owners_and_scrum_masters
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what_happens_when_we_have_partial_assignments_for_product_owners_and_scrum_masters
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what_is_session_based_testing
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what_is_the_benefit_of_having_a_cadence_of_meetings_etc
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what_is_the_impact_of_context_switching_on_the_ability_to_deliver
4 Hits, Last modified:
who_is_invited_to_the_system_demo
4 Hits, Last modified:
adam_yuret_-_waiting_for_godot-_concrete_approaches_to_busting_delays_and_why_your_enterprise_should_care
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dean_leffingwell_-_one_on_one_meeting_through_icon
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dhaval_panchal_-_estimating_is_not_planning
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epics_and_features_become_the_new_way_to_specify_fixed_scope_anti-pattern
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faciliation_-_beyond_dot_voting
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how_can_we_use_lean_and_agile_principles_to_increase_personal_effectiveness
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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_run_our_first_iteration_demo_or_sprint_review
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how_do_we_talk_about_sprint_commitments_that_have_not_been_met_in_the_sprint
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how_do_we_use_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_you_work_impediments
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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_-_scaling_agile_projects_to_programs
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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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pithy_slogans
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quotable_quotes_ag
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rationale_-_or_why_do_i_have_this_set_of_pages
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start
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the_end_of_enterprise_it
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what_are_the_steps_in_a_value_steam_mapping_workshop
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what_do_they_mean_when_they_says_simplicity
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what_does_a_scrum_master_do_all_day
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what_does_it_mean_to_be_done
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what_happens_when_we_do_the_role_of_product_owner_and_scrum_master_well
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what_is_the_structure_of_a_leadership_program_in_an_agile_transformation
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what_problems_have_you_seen_with_the_business_value_assignment_process
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why_should_we_consider_moving_to_agile
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agile_extension_to_the_babok_guide_-_iiba
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dan_greening_-_agile_capitalization
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do_we_really_need_a_full-time_product_owner_or_scrum_master
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facilitation_-_open_ended_agenda
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how_can_the_po_is_to_be_the_focal_point_for_contact_when_an_project_managers_for_example_are_used_to_going_to_individual_team_members_for_status_of_work
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how_can_we_improve_collaboration_on_user_stories
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how_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_convert_points_and_velocity_to_dollars
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how_do_i_hold_my_people_accountable
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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_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_do_software_capitalization_when_we_go_to_agile
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how_do_we_improve_team_performance
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how_do_we_initially_setup_our_definition_of_done
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how_do_we_run_our_first_iteration_planning_or_sprint_planning_event
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how_do_we_use_kanban_at_the_team_level_when_the_art_has_a_cadenced_calendar
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how_does_multi-tiered_product_management_work
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ideas_for_future_conference_sessions
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james_tamm_-_want_better_collaboration_dont_be_so_defensive
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johanna_rothman_-_growing_your_servant_leadership
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larry_maccherone_-_how_long_will_it_take
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lean_values_and_principles
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lynn_winterboer_and_cher_fox_-_test_automation_-_agile_enablement_for_data_warehousing_and_business
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presented_at_agile_2016
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rolling_rocks_downhill_-_the_agile_business_novel_-_clarks_ching
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scrum_gathering_2015
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self_forming_teams
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simulating_wip_effects_with_balls_and_a_banana
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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_scrum_master
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what_are_the_guidelines_for_kanban_teams_operating_in_a_safe_environment
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what_are_the_roles_in_an_agile_or_scrum_team
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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_is_the_basis_of_our_estimating_process
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what_is_the_role_of_the_stakeholder
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what_kinds_of_questions_should_we_ask_to_understand_how_our_team_is_doing
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what_question_are_we_voting_on_when_we_do_a_confidence_vote_in_pi_planning
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what_subjects_should_we_cover_at_a_team_kickoff_or_re-baseline_event
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what_tips_and_tricks_do_you_have_to_make_a_good_system_demo
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what_we_don_t_want_to_see_in_a_scrum_master
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whats_the_difference_between_kanban_and_scrum_ssa
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where_did_this_estimation_approach_come_from
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where_do_we_find_scrum_masters
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which_is_best_for_my_team
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why_do_we_have_the_product_owner_and_scrum_master_roles
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agile_2016
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agile_values_and_principles
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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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can_we_trust_story_points_as_a_measure_of_effort
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daniel_vacanti_-_why_winning_the_lottery_is_more_predictable_than_your_agile_project
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difficulties_and_benefits_of_working_in_agile_environment
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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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establish_a_keystone_story
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financial_advice
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frequently_asked_questions
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jeff_sutherland_-_stalwarts
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joe_justice_-_scrum_for_full_scale_manufacturing
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mike_cohn_-_let_go_of_knowing
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mobbing
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only_use_fibonacci_sequence_numbers
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our_estimates_are_terrible
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prateek_singh_-_retrospective_moving_from_a_subjective_to_objective_world
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prioritization_techniques
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qa_and_testing_references
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quotable_quotes_a9
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research_to_help_understanding
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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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some_basic_site_statistics
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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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template_-_anti-pattern_or_smell
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the_principles_of_clean_architecture_by_uncle_bob_martin
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the_principles_of_product_development_flow_second_generation_lean_product_development_-_don_reinertsen
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troy_magennis_-_forecasting_using_data_-_quickly_answering_how_big_how_long_and_how_likely
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what_are_the_problems_with_estimation
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what_do_we_need_to_have_in_place_prior_to_initial_scrum_team_training
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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_is_a_frequently_asked_question_faq_site
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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_mapping_between_features_and_pi_objectives
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what_is_the_purpose_of_a_daily_standup_or_daily_scrum_event
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what_is_typically_captured_as_a_ready_user_story_on_the_story_card
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what_tips_do_you_have_for_a_scrum_master
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what_types_of_problems_do_people_see_when_they_go_agile
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who_is_responsible_for_orchestrating_and_facilitating_the_system_demo
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why_do_we_assign_business_values_to_pi_objectives
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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_we_use_gantt_charts_in_agile
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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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