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how_does_a_team_initially_get_control_of_work
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====== How Does a Team Initially Get Control of Work? ====== Or “Why does it feel like I am doing the same work as I’ve always done?” ====== Premise ====== Whe... at the people on the Teams don't know where their work is coming from, but rather we need to set up the process so that the process of deciding to do work, the new intake system for the Team, also knows a
quotable_quotes_list.old
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ionless engineers. It is almost always motionless work products.” — Donald G. Reinertsen “The Principles... because it is dressed in overalls and looks like work.” — Thomas Edison * “Good process is absolutely... big picture, hands off leadership isn’t likely to work in a change situation, because the hardest part o... Lisette Sutherland and Kirsten Janene-Nelson in “Work Together Anywhere” * "Whether we like it or not
under_what_conditions_is_full-time_equivalent_fte_resource_planning_effective
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ing effective? ====== Traditionally when we plan work for Portfolios of Projects we will pull together ... he idea being that we can predict how people will work to deliver Projects. We use this information to: * Develop and work a plan: To understand how we might schedule the work of the effort out to ensure success * Estimate c
how_do_we_use_story_point_estimates_to_forecast
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tes. How can this information be used to forecast work? Let's start with the simplest case first. Have ... |}} On the left you see a prioritized backlog of work in User Stories where the items in that Backlog a... nt estimates on them. The Team selects the set of work they think they can deliver in the next, say, 2 w... think they can complete 3+5+8+5, or 21 Points of work in this 2 week period. If at the end of the 2 wee
what_is_a_user_story_ssa
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== What is a User Story? - SSA ====== <WRAP todo>Work in progress</WRAP> And "why do we use them?" And... hopping cart based on the IP address – would that work for you?” And that’s why I now accidentally buy a... our lack of understanding of who we are doing the work for. Think about it. If you are writing code, or ... to answer the question “how do we know when this work is considered “finished” from the perspective of
what_does_it_mean_to_be_done
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n Scrum and Agile is to focus delivering valuable work (or more basically, running, tested features.) Th... describe the "extrinsic" quality standard of the work, what external people directly see; it answers the question "How does the work help me (the customer) get the job done" * Defi... e need to in order to say this is a good piece of work. Here we talk about testing, coding standards, do
why_should_we_work_harder_to_eliminate_the_effect_of_dependencies
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====== Why Should We Work Harder to Eliminate the Effect of Dependencies? ====== We all know that when ... the situation." In other words, a world where the work I am doing has no dependencies on any other work. Why is this the case? Its because I have total contro... b, but also doing it on time so they can do their work. Success is "value provided", "to quality standar
how_do_we_ensure_critical_work_does_not_get_dropped_as_we_kick_off_teams
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===== How Do We Ensure Critical Work Does Not Get Dropped as We Kick Off Teams? ===== ===== Premise ===... ansformation until they know how all the existing work is handled. This is a problem because: * In ma... ng" the Teams do not have a complete grasp of how work actually is done so they are really unable to come up with a solution that will work. For example, often the some critical thing gets
enterprise_lean-agile_coach_course
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exploring but don't apply directly. Case studies work when problem space is normal distribution. And wi... ake informed local decisions" This is the why Now work on making that happen Note once you know end sta... gnment as a result of ceremonies We still need to work alignment of ad-hoc issues coming up But now we k... ce for a new team that is going to take over your work Debriefing "why did you come up with different
what_are_the_changes_in_culture_that_need_to_happen_with_agile
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hat Need To Happen with Agile? ====== <WRAP todo>Work in progress</WRAP> The "inability to change the ... ontext|Why Doesn't Traditional Project Management Work For Software Projects?]] and [[how_can_we_underst... ontext|Why Doesn't Traditional Project Management Work For Software Projects?]] for more information. Fo... p" and "empowerment" | Management | For knowledge work we want to leverage the abilities of our people a
why_do_people_overcommit
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, that they might be able to restore some kind of work / life balance. Then there is the belief that “... based on reality to improve the predictability of work delivered. They begin to understand that to impro... overload the Team as this increases the amount of work-in-progress. They begin to realize that one reaso... that commitment simply because there is too much work to get done. In other words Management has a reas
how_do_i_facilitate_a_portfolio_prioritization_meeting
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mentation it is well known that there is too much work to do, and insufficient capacity to get it done. ... that we have already "committed" to get all this work done, and further there is more work coming in. In many situations this is well known but there is a pr... lem is exacerbated in that Teams could have their work visible in (often different) tools, feel like the
how_is_work_assigned_during_a_sprint
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====== How is Work Assigned During an Iteration (Sprint)? ====== > Sometime old habits and thinking die... um and Agile is that the people who are doing the work are in the best position to make decisions about that work. This differs from a more traditional management ... side expert can make better decisions about doing work than the people that are doing the work. The trad
what_are_the_guidelines_for_kanban_teams_operating_in_a_safe_environment
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ce Manager) * Single point of contact for the work of the Kanban team in the Team Backlog (incoming,... ment team (PMs, POs for the Train) who define the work of the ART and Teams * Attend the PO Sync and... * Attend SoS and be on point to provide metrics, work impediments, etc. * Focus on team performance... ependencies with other teams, and any other known work) and usually leave a lot of capacity for the unkn
how_do_we_deal_with_constant_interruptions
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erruptions? ====== Or "How do I plan when all my work is cannot be planned?" A base question I like to... d teams is whether they have a feel for amount of work that is truly “interrupt driven” versus work that is “planable”. The reason I ask this is that while p... ght be true from the perspective of the source of work, it is not necessarily true in how we deal with t
how_much_productivity_will_we_lose_as_we_transform_to_agile
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reference_useful_in_training_situations
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if_we_doing_agile_at_scale_we_must_adopt_safe_anti-pattern
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this_is_lean_-_resolving_the_efficiency_paradox_-_niklas_modig
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how_do_i_support_my_people_so_they_improve
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how_do_we_encourage_agile_thinking_in_non-agile_organizations_ssa
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how_do_we_know_where_we_are_spending_our_money
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what_is_the_benefit_of_having_a_cadence_of_meetings_etc
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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_we_control_work-in-progress_wip
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how_do_we_get_away_from_business_as_usual_thinking_on_teams
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how_do_we_overcome_i_win_you_lose_type_thinking_to_open_organization_to_learning
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we_need_more_people._or_do_we
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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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what_kind_of_questions_should_we_ask_if_we_are_hiring_a_coach
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why_should_we_focus_on_doing_one_thing_to_completion_at_a_time
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how_do_we_run_our_first_iteration_demo_or_sprint_review
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how_do_we_run_our_first_sprint_retrospective
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how_does_multi-tiered_product_management_work
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how_should_we_update_our_estimates
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what_is_the_effect_of_changing_team_members_on_velocity
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how_can_we_scale_our_estimating_approach_beyond_a_team
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how_do_we_initially_setup_an_executive_scrum_team
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how_do_you_work_impediments
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so_you_want_to_setup_a_business_as_an_agile_coach
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why_should_an_architect_collaborate_with_teams
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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_know_we_have_a_good_user_story_the_invest_criteria
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why_do_we_use_story_points_instead_of_hours
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you_can_enhance_employee_motivation_in_10_minutes_by_friday_-_gregg_lederman
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accelerate_-_building_strategic_agility_for_a_faster-moving_world_-_john_p_kotter
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devops_for_the_agile_enterprise
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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_batch_size_on_how_long_something_takes_to_get_done
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what_is_wrong_with_100_utilization_thinking
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ahmed_sidky_-_keystone_habits_leading_to_sustainable_enterprise_agility
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creating_psychological_safety_in_the_workplace_by_amy_edmondson
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how_do_i_convert_points_and_velocity_to_dollars
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how_do_we_initially_setup_our_definition_of_done
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second_generation_lean_product_development_by_don_reinertsen
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should_we_do_wip_limits_even_though_we_are_doing_scrum
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simulating_agile_execution_with_the_ball_point_game
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what_can_we_do_to_improve_our_retrospectives
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what_inbuilt_biases_do_we_have_that_impede_good_decision_making
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what_tips_do_you_have_for_a_scrum_master
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which_is_best_for_my_team
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essential_safe_-_dean_leffingwell
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estimates_are_based_on_current_knowledge
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how_can_we_work_more_effectively_with_remote_people
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how_do_we_do_software_capitalization_when_we_go_to_agile
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how_do_we_forecast_our_plan_with_kanban
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how_does_the_agile_approach_allow_us_to_deliver_early
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how_will_we_know_we_are_making_progress_on_impediment_removal
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it_s_not_just_the_meeting
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quotable_quotes_ab
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recommended_reading
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scrum_master_or_arm-chair_psychologist_by_angela_johnson
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troy_magennis_-_solving_the_hairy_problem_of_team_dependencies
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what_can_we_do_to_improve_our_point_based_estimates
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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_the_best_approach_to_making_decisions_in_our_context
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what_kind_of_responsibilities_does_a_development_manager_have
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are_there_any_benefits_to_the_team_of_estimating
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coaching_values_and_principles
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epics_and_features_become_the_new_way_to_specify_fixed_scope_anti-pattern
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how_do_we_help_executives_and_managers_learn_the_new_mindset
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how_do_we_move_from_safe_to_an_approach_with_less_overhead
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how_do_we_talk_to_a_data_architect_about_an_agile_approach
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thinking_in_bets_-_annie_duke
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what_content_should_be_considered_to_start_a_team_page
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what_insights_do_we_get_from_tracking_investment_horizon
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what_is_pair_programming
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what_is_the_basis_of_our_estimating_process
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what_is_the_role_of_the_team
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why_do_we_form_teams_when_we_transition_to_agile
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do_we_put_story_point_estimates_on_a_spike_enabler_story
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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_progress_the_funnel_of_ideas_on_a_portfolio_kanban
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how_do_we_reduce_the_effect_of_team_churn_on_our_ability_to_deliver_value
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how_much_coaching_do_we_really_need
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i_need_to_start_now_as_funding_has_been_approved_anti-pattern
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quotable_quotes_ah
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what_is_the_impact_of_a_reorg_on_an_agile_transformation
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what_is_the_impact_of_context_switching_on_the_ability_to_deliver
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why_does_a_lean-agile_approach_encourage_collaborative_decision_making
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conflict_resolution_-_daniel_dana
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how_can_we_improve_the_quality_of_feedback_at_an_iteration_demo
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how_can_we_understand_the_real_value_of_fast_feedback_and_deciding_late
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how_do_small_changes_lead_to_big_improvements
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how_do_we_improve_team_performance
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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_work_on_the_big_architectural_initiative
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how_should_we_initially_track_sprint_progress
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if_it_involves_work_by_the_team_then_it_should_have_a_non-zero_estimate
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leadership_delegates_the_transformation_to_others_anti-pattern
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lean_values_and_principles
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learning_agile-_understanding_scrum_xp_lean_and_kanban_-_andrew_stellman_jennifer_greene
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powerful_pictures
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quotable_quotes_aj
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scrum_gathering_2015_ignite_talks
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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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turn_the_ship_around_-_a_true_story_of_turning_followers_into_leaders_-_david_marquet
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what_do_we_need_to_have_in_place_prior_to_initial_scrum_team_training
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what_is_the_difference_between_emergent_and_intentional_architecture
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what_kind_of_working_agreements_should_we_set_up_for_the_team
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what_kinds_of_questions_should_we_ask_to_understand_how_our_team_is_doing
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why_do_we_have_the_role_of_product_owner
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why_should_we_name_our_team
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adam_yuret_-_waiting_for_godot-_concrete_approaches_to_busting_delays_and_why_your_enterprise_should_care
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alan_dayley_-_freedom_to_align
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arthur_richards_-_distributed_agile
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fixing_defects_does_not_mean_you_are_addressing_technical_debt
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give_default_estimates_for_classes_of_work_and_then_work_exceptions
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how_can_we_decentralize_team_breakouts_process_in_a_pi_planning_event
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how_do_we_allow_for_innovation
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how_do_we_establish_skills_development_in_the_team
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how_do_we_write_good_features
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how_do_you_become_aware_of_impediments
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how_does_a_manager_need_to_adjust_their_approach_with_agile
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how_would_you_describe_kanban_in_a_nutshell
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i_am_going_to_wait_for_the_training_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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prateek_singh_-_retrospective_moving_from_a_subjective_to_objective_world
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quotable_quotes_af
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review_the_5_s_to_make_sure_they_are_the_same_relative_size
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scrum_gathering_2015_pechakucha
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track_found_work_metric
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troy_magennis_-_risk_the_final_enterprise_frontier
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what_are_the_steps_we_can_take_to_restructure_a_train
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what_do_we_not_want_to_see_in_a_product_owner
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what_is_session_based_testing
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what_kinds_of_problems_do_you_see_when_agile_teams_churn_team_members_a_lot
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what_subjects_should_we_cover_at_a_team_kickoff_or_re-baseline_event
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why_do_we_have_the_product_owner_and_scrum_master_roles
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why_does_a_lean-agile_approach_focus_on_the_completion_of_work_running_tested_features
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why_not_just_track_hours_like_we_traditionally_do
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why_shouldn_t_we_set_up_dedicated_defect_teams
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2016_completed_events
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bridging_the_communication_gap_-_specification_by_example_and_agile_acceptance_testing_-_gojko_adzic
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focus_more_on_the_detailing_and_executing_the_plan_than_on_planning_and_alignment_anti-pattern
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how_do_we_write_good_pi_objectives
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how_do_we_write_user_stories_when_we_cannot_get_all_development_and_testing_done_in_one_sprint
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implementing_beyond_budgeting-_unlocking_the_performance_potential_by_bjarte_bogsnes_-_bjarne_bogsnes
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manage_your_project_portfolio_-_increase_your_capacity_and_finish_more_projects_-_johanna_rothman
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management_will_assess_me_badly_if_i_bring_bad_news_anti-pattern
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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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presented_at_agile_2016
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quotable_quotes_ag
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quotable_quotes_ai
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tim_ottinger_-_agile_productivity
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useful_videos
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what_are_the_characteristics_of_a_great_product_owner
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what_problems_have_you_seen_with_the_business_value_assignment_process
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what_we_don_t_want_to_see_in_a_scrum_master
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why_does_high_a_utilization_rate_make_it_impossible_to_create_good_estimates
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agile_2016
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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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dean_leffingwell_-_nine_immutable_principles_of_lean_agile
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establish_points_guidelines_for_each_point_value
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frequently_asked_questions
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how_can_we_put_an_estimate_on_complexity
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how_do_we_improve_our_improvement_process
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how_do_we_setup_an_organizational_impediment_removal_system_ssa
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how_do_we_split_user_stories
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how_do_we_work_with_non-functional_requirements_nfrs
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how_does_the_role_of_architect_change_in_agile_ssa
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how_should_we_initially_track_release_progress
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how_to_get_your_session_accepted_at_an_agile_conference
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how_to_preempt_team_conflict
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johanna_rothman_-_scaling_agile_projects_to_programs
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learning_consortium_webcast_-_large-scale_agile_at_ericsson_by_steve_denning
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our_estimates_are_terrible
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principles_and_values
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quotable_quotes_aa
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quotable_quotes_ac
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quotable_quotes_ae
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quotable_quotes_am
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reading_list
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split_every_story_until_it_represents_a_small_common_size
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troy_magennis_-_data_driven_coaching_safely_turning_team_data_into_coaching_insights
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what_are_the_characteristics_of_a_great_coach
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what_are_the_differences_between_scrum_and_kanban
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what_does_a_development_manager_do_all_day
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what_happens_when_we_have_partial_assignments_for_product_owners_and_scrum_masters
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what_is_the_purpose_of_iteration_or_sprint_goals
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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_product_owner
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why_do_we_assign_business_values_to_pi_objectives
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why_do_we_have_a_definition_of_ready
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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_have_an_organizational_impediment_removal_system
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2015_completed_events
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2019_completed_events
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agile_2015_-_industry_panel
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alexander_brown_-_free_yourself_from_the_myth_of_one-size-fits-all_scaling
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bob_galen_-_stuff_bad_scrum_coaches_say
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establish_a_keystone_story
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establish_typical_sizes_for_typical_work
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facilitation_-_play_pass_or_move
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financial_advice
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start
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