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quotable_quotes_list.old
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te their processes at high levels of utilization, they create unnecessary and wasteful variability in th... "We are all familiar with guardrails on highways. They are put there to keep a simple mishap from turnin... trust your distant workers and monitor everything they do." — Lisette Sutherland and Kirsten Janene-Nels... mic Reteaming - Heidi Helfand]] * "People think they want to be co-located. What they really want is h
thinking_in_bets_-_annie_duke
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across anyone who identifies a bad decision where they got lucky with the result, or a well-reasoned dec... t unfold. Decisions are bets on the future, and they aren’t “right” or “wrong” based on whether they turn out well on any particular iteration. Poker teac... as bets, poker players explicitly recognize that they are deciding on alternative futures, each with be
how_do_we_encourage_agile_thinking_in_non-agile_organizations_ssa
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Article) ====== To help your people improve how they **do it right**, **do it fast**, and **do it on t... . - [[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 business need ... people by: - [[how_do_i_support_my_people_so_they_improve#how_do_i_help_my_team_by_removing_systema
how_do_we_run_our_first_sprint_retrospective
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? * What ideas do we have to improve? But then they offer little advice about how to make this happen... this way will find the results superficial, that they feel that it is boring, and they feel that no progress is being made. The first thing we need to ask o... Team-focused activity. The Team can determine who they want to invite on a Iteration-by-Iteration basis.
why_do_people_overcommit
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eneral excitement that it might be possible, that they might be able to restore some kind of work / life balance. Then there is the belief that “they won’t let us do that around here.” This is a rati... s are aware of this, and so coach management that they need to be very positive about how they want to have a sustainable pace. Management (often though coach
what_kind_of_questions_should_we_ask_if_we_are_hiring_a_coach
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tails. If people skimp here perhaps it is because they don’t really have the level of experience needed.... approach. Someone on the team is suggesting that they move to Scrum. What kind of discussion would you ... at (as a, I want, so that) user story format when they draft up stories. The team has received training ... writing an automatic test for the first time, as they realized that they are doing too much manual test
implementing_beyond_budgeting-_unlocking_the_performance_potential_by_bjarte_bogsnes_-_bjarne_bogsnes
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been that many agile implementations stumble when they start working more corporate or financial issues.... ngs being done: The flipside is people doing what they shouldn't, because it is in the budget - “Spend i... afraid of leaving traditional management because they are afraid of losing control. The fear might be d... ess like operating costs, even if accounting-wise they classified as investments. - Medium-size projec
leadership_delegates_the_transformation_to_others_anti-pattern
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this is something seen when people first decided they need to "go agile". Coaches can also help. - In... expected that peers can call each other out when they see this ant-pattern. - Release Train Engineers... es it is something seen when people first decided they need to "go agile" at the most senior levels of t... e way through the various layers of management as they pass through the transformation. In summary, we
what_is_a_user_story_ssa
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planning tool, so I can update my customers when they call." A user story describes: * Who wants th... e capability, the role that person plays * What they want (the capability) * Why they want it (to get some business value or benefit) It’s a valuable cap... ome in the form of “I need this thing”. Sometimes they come as part of a spec. Other times they come as
how_do_i_support_my_people_so_they_improve
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====== How Do I Support My People So They Improve? ====== You’ve set the business goals. You’ve defined... am members may never have really worked together (they’ve been a team in name only) and so have to work through how they become more effective. Or perhaps there are organ... peatedly remind the Team about the business goals they have. This not a “once and done” activity. Increa
quotable_quotes_ag
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cromanage, I flipped a switch in my subordinates: they had always taken things seriously, but now they acquired a gravitas that they had not had before. It is one thing to look at a situation and make a rec... ffirms trust, trust affirms purpose, and together they forge individuals into a working team." – General
quotable_quotes_ai
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ing cycle was designed to create knowledge, which they captured on limit and trade-off curves. They had set out to undertake a study of flight and make a cont... cing the knowledge of powered flight. The process they employed was so successful that the result was th... t") is built, people excel and learn, not because they are told to, but because they want to." – [[:the_
what_should_we_consider_when_forming_a_new_team
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imal to keep Teams together for a period of time (they learn how to work with each-other) changes will happen as people decide they want to work with others, on other things or find they are not suited to the role they have taken on. We need to be open to these discussions so that we can i
how_do_we_overcome_i_win_you_lose_type_thinking_to_open_organization_to_learning
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dership, get stuck on a particular position which they have trouble moving from. The feeling is that they don’t want to be seen to be losing if things don’t f... ough an understanding of why people think the way they do, the problems traditional thinking causes, an ... ip, get stuck on a particular position from which they have trouble moving even when there is significan
turn_the_ship_around_-_a_true_story_of_turning_followers_into_leaders_-_david_marquet
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ers, fills a lot of this void. - Telling people they are “empowered” is inherently contradictory as it... e the one giving them power. It reminds them that they have no power and so reinforces existing mindsets... ns did not consist of me telling them what to do. They were opportunities for the crew to get early feedback on how they were tackling problems. This allowed them to reta
the_end_of_enterprise_it
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how_does_a_team_initially_get_control_of_work
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how_does_multi-tiered_product_management_work
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simulating_agile_execution_with_the_ball_point_game
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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_use_story_point_estimates_to_forecast
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how_do_you_work_impediments
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quotable_quotes_aj
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what_is_the_purpose_of_iteration_or_sprint_goals
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how_can_we_improve_the_quality_of_feedback_at_an_iteration_demo
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how_can_we_introduce_scrum_to_our_stakeholders
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how_can_we_work_more_effectively_with_remote_people
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how_do_we_know_where_we_are_spending_our_money
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quotable_quotes_am
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under_what_conditions_is_full-time_equivalent_fte_resource_planning_effective
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accelerate_-_building_strategic_agility_for_a_faster-moving_world_-_john_p_kotter
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enterprise_lean-agile_coach_course
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what_can_we_do_to_improve_our_retrospectives
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what_is_the_benefit_of_having_a_cadence_of_meetings_etc
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what_kind_of_working_agreements_should_we_set_up_for_the_team
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how_is_work_assigned_during_a_sprint
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bob_galen_-_stuff_bad_scrum_coaches_say
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how_do_we_allow_for_innovation
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how_do_we_get_all_the_work_addressed_when_our_specialists_cannot_be_everywhere.old
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management_will_assess_me_badly_if_i_bring_bad_news_anti-pattern
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so_you_want_to_setup_a_business_as_an_agile_coach
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how_do_we_know_we_have_a_good_user_story_the_invest_criteria
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how_do_we_move_from_safe_to_an_approach_with_less_overhead
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how_does_a_manager_need_to_adjust_their_approach_with_agile
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quotable_quotes_ad
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quotable_quotes_af
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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_are_the_changes_in_culture_that_need_to_happen_with_agile
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essential_safe_-_dean_leffingwell
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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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johanna_rothman_-_growing_your_servant_leadership
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story_-_the_wright_brothers
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team_has_right_to_reject_stories_for_estimation_that_are_not_ready
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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_are_the_characteristics_of_a_great_scrum_master
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what_is_the_effect_of_changing_team_members_on_velocity
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what_is_the_role_of_the_team
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what_is_the_structure_of_a_leadership_program_in_an_agile_transformation
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what_other_kind_of_structural_approaches_have_you_seen
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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_work_harder_to_eliminate_the_effect_of_dependencies
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financial_advice
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how_can_we_scale_our_estimating_approach_beyond_a_team
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how_do_i_facilitate_a_portfolio_prioritization_meeting
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how_do_we_work_with_pi_objective_business_values_during_the_program_increment
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how_much_coaching_do_we_really_need
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superforecasting_-_the_art_and_science_of_prediction_-_philip_e._tetlock_and_dan_gardner
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what_are_the_characteristics_of_a_great_development_manager
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what_are_the_guidelines_for_kanban_teams_operating_in_a_safe_environment
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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_use_story_points_instead_of_hours
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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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devops_for_the_agile_enterprise
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how_do_we_get_away_from_business_as_usual_thinking_on_teams
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how_do_we_progress_the_funnel_of_ideas_on_a_portfolio_kanban
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if_we_doing_agile_at_scale_we_must_adopt_safe_anti-pattern
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learning_consortium_webcast_-_large-scale_agile_at_ericsson_by_steve_denning
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mike_cohn_-_let_go_of_knowing
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mike_cottmeyer_-_the_executives_step-by-step_guide_to_leading_large-scale_agile_transformation
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people_not_asking_for_help_when_trying_a_new_agile_practice_anti-pattern
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prateek_singh_-_retrospective_moving_from_a_subjective_to_objective_world
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quotable_quotes_al
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strategize_-_product_strategy_and_product_roadmap_practices_for_the_digital_age_-_roman_pichler
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what_does_it_mean_to_be_done
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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_elevator_pitch_for_agile_and_scrum
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what_problems_have_you_seen_with_the_business_value_assignment_process
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why_don_t_we_burn-down_stories_instead_of_hours_for_a_sprint
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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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facilitation_-_play_pass_or_move
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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_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_ensure_critical_work_does_not_get_dropped_as_we_kick_off_teams
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how_do_we_put_a_story_point_estimate_on_a_spike_enabler_story
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how_do_we_talk_about_sprint_commitments_that_have_not_been_met_in_the_sprint
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how_to_preempt_team_conflict
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learning_agile-_understanding_scrum_xp_lean_and_kanban_-_andrew_stellman_jennifer_greene
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quotable_quotes_ab
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quotable_quotes_ae
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quotable_quotes_ah
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rolling_rocks_downhill_-_the_agile_business_novel_-_clarks_ching
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the_five_dysfunctions_of_a_team_-_patrick_lencioni
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what_are_the_characteristics_of_a_great_coach
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what_are_the_characteristics_of_a_great_product_owner
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what_content_should_be_considered_to_start_a_team_page
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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_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_kind_of_responsibilities_does_a_development_manager_have
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why_do_we_form_teams_when_we_transition_to_agile
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why_not_just_track_hours_like_we_traditionally_do
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adam_yuret_-_waiting_for_godot-_concrete_approaches_to_busting_delays_and_why_your_enterprise_should_care
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continuous_delivery_in_a_large_enterprise_transforming_enterprise_it_by_henk_kolk
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do_we_really_need_a_full-time_product_owner_or_scrum_master
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fixing_defects_does_not_mean_you_are_addressing_technical_debt
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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_deal_with_constant_interruptions
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how_do_we_demonstrate_something_that_results_in_a_new_api
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how_do_we_reduce_the_effect_of_team_churn_on_our_ability_to_deliver_value
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how_do_we_split_user_stories
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how_do_we_use_agile_to_reduce_costs
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how_do_we_write_good_features
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how_should_we_initially_track_sprint_progress
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how_will_you_make_it_safe_for_people_to_raise_impediments
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is_generating_an_estimate_a_waste_of_time
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johanna_rothman_-_agile_program_management
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our_estimates_are_terrible
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quotable_quotes_aa
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track_found_work_metric
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what_are_the_changes_in_management_approach_that_need_to_happen_with_agile
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what_happens_when_we_have_partial_assignments_for_product_owners_and_scrum_masters
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what_is_the_purpose_of_a_daily_standup_or_daily_scrum_event
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what_is_the_purpose_of_estimation
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what_question_are_we_voting_on_when_we_do_a_confidence_vote_in_pi_planning
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what_tips_and_tricks_do_you_have_to_make_a_good_system_demo
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which_is_best_for_my_team
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why_should_an_architect_collaborate_with_teams
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2021_completed_events
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agile_2015_-_industry_panel
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are_there_any_benefits_to_the_team_of_estimating
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daniel_vacanti_-_why_winning_the_lottery_is_more_predictable_than_your_agile_project
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dean_leffingwell_-_nine_immutable_principles_of_lean_agile
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epics_and_features_become_the_new_way_to_specify_fixed_scope_anti-pattern
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estimates_are_based_on_current_knowledge
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faciliation_-_beyond_dot_voting
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hans_samios_how_to_work_personality_issues_without_sounding_like_a_marriage_guidance_counsellor
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how_can_we_decentralize_team_breakouts_process_in_a_pi_planning_event
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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
3 Hits, Last modified:
how_do_we_assign_business_value_to_pi_objectives
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how_do_we_help_executives_and_managers_learn_the_new_mindset
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how_do_we_improve_team_performance
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how_do_we_initially_setup_our_definition_of_done
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how_do_we_move_away_from_trust_but_verify_approach_to_compliance
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how_do_we_run_our_first_iteration_demo_or_sprint_review
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how_do_we_write_good_pi_objectives
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how_should_we_initially_track_multiple_teams_progress
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how_should_we_structure_our_organization_as_we_move_to_agile_ssa
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how_should_we_update_our_estimates
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if_it_involves_work_by_the_team_then_it_should_have_a_non-zero_estimate
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if_you_are_not_seeing_any_problems_or_impediments_that_is_a_problem_anti-pattern
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jessie_shternshus_-_individuals_and_interactions
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larry_maccherone_-_how_long_will_it_take
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michael_spayd_-_agile_assessment_prior_to_scaling
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quotable_quotes_ac
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quotable_quotes_ak
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scrum_gathering_2015
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scrum_master_or_arm-chair_psychologist_by_angela_johnson
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should_we_do_wip_limits_even_though_we_are_doing_scrum
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this_is_lean_-_resolving_the_efficiency_paradox_-_niklas_modig
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what_are_the_potential_problems_implementing_okrs_in_an_organization
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what_do_they_mean_when_they_says_simplicity
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what_do_we_not_want_to_see_in_a_product_owner
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what_does_a_development_manager_do_all_day
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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_basis_of_our_estimating_process
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what_is_the_effect_of_batch_size_on_how_long_something_takes_to_get_done
3 Hits, Last modified:
what_is_the_purpose_of_a_system_demo
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what_kinds_of_questions_should_we_ask_to_understand_how_our_team_is_doing
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what_tips_do_you_have_for_a_scrum_master
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what_we_don_t_want_to_see_in_a_scrum_master
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why_does_a_lean-agile_approach_encourage_collaborative_decision_making
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why_should_we_consider_moving_to_agile
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why_should_we_focus_on_doing_one_thing_to_completion_at_a_time
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why_shouldn_t_we_set_up_dedicated_defect_teams
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you_can_enhance_employee_motivation_in_10_minutes_by_friday_-_gregg_lederman
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2017_completed_events
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ahmed_sidky_-_keystone_habits_leading_to_sustainable_enterprise_agility
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alan_dayley_-_freedom_to_align
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arthur_richards_-_distributed_agile
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collaboration_at_scale_-_keeping_retrospectives_fresh_by_ben_linders
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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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establish_a_keystone_story
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facilitation_-_walk_in_my_shoes
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focus_more_on_the_detailing_and_executing_the_plan_than_on_planning_and_alignment_anti-pattern
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frequently_asked_questions
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hendrik_esser_-_is_there_a_best_practice_for_agile_transformation
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how_can_we_improve_collaboration_on_user_stories
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how_do_we_break_down_epics_using_an_mvp_approach
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how_do_we_forecast_our_plan_with_kanban
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how_do_we_initially_setup_an_executive_scrum_team
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how_do_we_run_our_first_iteration_planning_or_sprint_planning_event
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how_do_we_talk_to_a_data_architect_about_an_agile_approach
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how_does_the_agile_approach_allow_us_to_deliver_early
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how_does_the_role_of_architect_change_in_agile_ssa
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how_to_get_your_session_accepted_at_an_agile_conference
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jurgen_appelo_-_managing_for_happiness
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middle_management_struggling_with_the_change_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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only_use_fibonacci_sequence_numbers
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prioritization_techniques
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quotable_quotes_a9
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recommended_reading
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syntax @wiki
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2022_completed_events
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acceptance_test-driven_development
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agile_values_and_principles
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dan_greening_-_agile_capitalization
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difficulties_and_benefits_of_working_in_agile_environment
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start
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