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quotable_quotes_list.old
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oblem” —- Gerry Weinberg * "Almost any question can be answered cheaply, quickly, and finally, by a t... olutely essential. Without defined processes, you can’t scale, you can’t put metrics and instrumentation in place, you can’t manage. But avoiding bureaucracy is essential. B
syntax @wiki
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erlined__ and ''monospaced'' texts. Of course you can **__//''combine''//__** all these. DokuWiki su... lined__ and ''monospaced'' texts. Of course you can **__//''combine''//__** all these. You can use <sub>subscript</sub> and <sup>superscript</sup>, too. You can use <sub>subscript</sub> and <sup>superscript</su
so_you_want_to_setup_a_business_as_an_agile_coach
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: * Decide on a business name * Validate you can use the name * Claim your domain * Establish ... ing this as your entity. ===== Validate That You Can Use The Name ===== You want to make sure that you can use the name you’ve chosen in multiple ways - a r... have ever done product naming, you know that you can spend months on the name, working through candida
thinking_in_bets_-_annie_duke
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tainty helped keep us alive all this time, but it can wreak havoc on our decisions in an uncertain worl... orld. Second, and related, when we accept that we can’t be sure, we are less likely to fall into the tr... occurred. Any prediction that is not 0% or 100% can’t be wrong solely because the most likely future ... the audience a question: “Who here knows how you can predict if a man will go bald?” People will raise
devops_for_the_agile_enterprise
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rces/whitepaper/state-of-devops-report * Video "Can You Walk in a Straight Line While Blindfolded": h... tions/krulwich/2011/06/01/131050832/a-mystery-why-can-t-we-walk-straight * Video "One Piece Flow Vers... mation is essential to DevOps but the wrong tools can bury you in a hurry. Don't be hypnotized by shiny... orld * And if you don't get out ahead of it you can expect to be part of history * "We are a techno
how_do_we_use_story_point_estimates_to_forecast
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== We have Team based Story Point estimates. How can this information be used to forecast work? Let's... The Team selects the set of work they think they can deliver in the next, say, 2 week period to form t... m is saying at this point is that they think they can complete 3+5+8+5, or 21 Points of work in this 2 ... on." What this really is saying is that your Team can deliver 21 Points of User Stories in an Iteration
how_does_a_team_initially_get_control_of_work
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making progress in finishing work so Team members can take on new, planned work. * Refine Scope: It h... unplanned (real break-ins) versus something that can be planned. From a Team perspective the more work we can plan, the more we can control and the more effective we can become. For many IT organizations which ar
what_is_the_benefit_of_having_a_cadence_of_meetings_etc
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bsolutely nothing else about what is going on, we can say “let’s see where we are every two weeks” and, while you don’t know anything today, you can set things up so that you find out something in t... ility to the time box. By having the time box you can only stray so far from the plan before another ev... ). If you are heading in the wrong direction, you can make an adjustment and, if the time box is small
what_can_we_do_to_improve_our_retrospectives
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====== What Can We Do To Improve Our Retrospectives? ====== When you get started, Retrospectives seem ... re some simple do’s and don’ts that Scrum Masters can use to improve Retrospectives: * Do take time ... the whole effort is diluted. If you feel like you can do more, decrease the time between retrospectives... ount of rework needed and so increase capacity we can focus on true value. * Do ensure the Team ident
enterprise_lean-agile_coach_course
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Planning. * CAS cannot be directly changed. We can provoke change but only through experimentation ... This is hard (requires change in mindset). What I can do instead is maximize scope which I understand. ... ou cannot directly change a mindset (as CAS). You can only attenuate factors that encourage wrong minds... ystems ==== Iterative and incremental approaches can be dangerous Reason is that they are easy to impl
this_is_lean_-_resolving_the_efficiency_paradox_-_niklas_modig
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omer needs - extra work that is created) means we can free up some people to do work that is more aimed... ed forward; we call these flow units. A flow unit can be material, information, or people. The differen... ly when the flow units are material or people. It can be more difficult to see the line at the bottlene... flow units forms and waits to be processed. This can be understood using Little’s Law. As there is a l
what_is_a_user_story_ssa
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* "As a <user_role> I want some <capability> so I can get some <business_value_or_benefit>." Some exam... a shopper, I want to save my shopping cart, so I can continue to shop later". * For an integration b... ormation from the development planning tool, so I can update my customers when they call." A user stor... achieve the result at, for example, less cost. I can imagine a requirement such as the Amazon on-click
bob_galen_-_stuff_bad_scrum_coaches_say
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ho is our scrum master again" On an agile team it can be anyone's role Who would like to step up and ex... verge .. "Optional retrospectives next" "If you can't do the process right you shouldn't do it" There... his isn't scrum" If you keep repeating things it can become one of these Eg 5 whys "How come you retr... ere something from the last retrospective that we can help "We tried agile practice x and perhaps we s
how_do_we_run_our_first_sprint_retrospective
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cle for the process and people). This information can help the Team determine how to improve performanc... eadings on the board and then discuss. While this can produce results, most Teams that do it this way w... to focus on our improvements?". In general, Teams can consider potential improvement topics, such as th... is essentially a Team-focused activity. The Team can determine who they want to invite on a Iteration-
simulating_agile_execution_with_the_ball_point_game
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life is to generate as many 'ball points' as you can." I then go through the set of "rules of the gam... and so on. Answer the game ones as quickly as you can, and as often as not by pointing to the rules of ... ings about this simulation is that there is a lot can be shown and talked about as a result. This is wh... hat did you observe? * What surprised you? You can then guide the remainder of the debrief around th
what_are_the_changes_in_culture_that_need_to_happen_with_agile
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under_what_conditions_is_full-time_equivalent_fte_resource_planning_effective
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how_do_we_overcome_i_win_you_lose_type_thinking_to_open_organization_to_learning
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implementing_beyond_budgeting-_unlocking_the_performance_potential_by_bjarte_bogsnes_-_bjarne_bogsnes
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why_should_we_work_harder_to_eliminate_the_effect_of_dependencies
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facilitation_-_play_pass_or_move
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how_do_we_encourage_agile_thinking_in_non-agile_organizations_ssa
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johanna_rothman_-_scaling_agile_projects_to_programs
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what_inbuilt_biases_do_we_have_that_impede_good_decision_making
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what_is_the_best_approach_to_making_decisions_in_our_context
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how_do_we_know_where_we_are_spending_our_money
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troy_magennis_-_data_driven_coaching_safely_turning_team_data_into_coaching_insights
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hans_samios_how_to_work_personality_issues_without_sounding_like_a_marriage_guidance_counsellor
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johanna_rothman_-_agile_program_management
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what_are_the_potential_problems_implementing_okrs_in_an_organization
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what_should_we_consider_when_forming_a_new_team
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bridging_the_communication_gap_-_specification_by_example_and_agile_acceptance_testing_-_gojko_adzic
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how_do_we_do_software_capitalization_when_we_go_to_agile
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manage_your_project_portfolio_-_increase_your_capacity_and_finish_more_projects_-_johanna_rothman
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quotable_quotes_ac
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quotable_quotes_af
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quotable_quotes_ag
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quotable_quotes_aj
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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_kind_of_working_agreements_should_we_set_up_for_the_team
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why_do_people_overcommit
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conflict_resolution_-_daniel_dana
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dean_leffingwell_-_nine_immutable_principles_of_lean_agile
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how_can_we_scale_our_estimating_approach_beyond_a_team
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how_do_we_get_all_the_work_addressed_when_our_specialists_cannot_be_everywhere
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how_much_coaching_do_we_really_need
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quotable_quotes_ak
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quotable_quotes_am
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second_generation_lean_product_development_by_don_reinertsen
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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_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_is_the_difference_between_value_stream_identification_and_value_stream_mapping
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why_does_a_lean-agile_approach_focus_on_the_completion_of_work_running_tested_features
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how_can_we_use_lean_and_agile_principles_to_increase_personal_effectiveness
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how_do_i_support_my_people_so_they_improve
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how_do_we_deal_with_product_backlog_explosion
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how_do_we_get_all_the_work_addressed_when_our_specialists_cannot_be_everywhere.old
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how_do_we_get_away_from_business_as_usual_thinking_on_teams
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how_do_we_run_our_first_iteration_demo_or_sprint_review
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luke_hohmann_-_awesome_super_problems
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mike_cohn_-_let_go_of_knowing
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quotable_quotes_ae
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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_kind_of_questions_should_we_ask_if_we_are_hiring_a_coach
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accelerate_-_building_strategic_agility_for_a_faster-moving_world_-_john_p_kotter
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coaching_values_and_principles
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financial_advice
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how_do_i_convert_points_and_velocity_to_dollars
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how_do_we_deal_with_constant_interruptions
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how_does_multi-tiered_product_management_work
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if_we_doing_agile_at_scale_we_must_adopt_safe_anti-pattern
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leadership_delegates_the_transformation_to_others_anti-pattern
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prateek_singh_-_retrospective_moving_from_a_subjective_to_objective_world
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recommended_reading
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scrum_gathering_2015_ignite_talks
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what_is_the_purpose_of_estimation
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what_is_the_purpose_of_iteration_or_sprint_goals
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why_a_plan_based_on_average_velocity_will_fail
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can_we_trust_story_points_as_a_measure_of_effort
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collaboration_at_scale_-_keeping_retrospectives_fresh_by_ben_linders
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how_can_we_introduce_scrum_to_our_stakeholders
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how_do_i_facilitate_a_portfolio_prioritization_meeting
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how_do_we_allow_for_innovation
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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_know_we_have_a_good_user_story_the_invest_criteria
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how_do_we_reduce_the_effect_of_team_churn_on_our_ability_to_deliver_value
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how_do_we_split_user_stories
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johanna_rothman_-_growing_your_servant_leadership
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quotable_quotes_ah
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reference_useful_in_training_situations
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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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superforecasting_-_the_art_and_science_of_prediction_-_philip_e._tetlock_and_dan_gardner
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use_ranges_to_understand_risk
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what_does_it_mean_to_be_done
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what_is_the_impact_of_context_switching_on_the_ability_to_deliver
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what_is_wrong_with_100_utilization_thinking
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what_question_are_we_voting_on_when_we_do_a_confidence_vote_in_pi_planning
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which_is_best_for_my_team
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agile_2015_-_industry_panel
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arthur_richards_-_distributed_agile
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daniel_vacanti_-_why_winning_the_lottery_is_more_predictable_than_your_agile_project
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fixing_defects_does_not_mean_you_are_addressing_technical_debt
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how_can_we_determine_how_many_undiscovered_defects_we_have
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how_can_we_forecast_when_we_do_not_have_a_lot_of_data
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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_can_we_work_more_effectively_with_remote_people
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how_do_i_lead_practically
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how_do_small_changes_lead_to_big_improvements
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how_do_we_improve_our_improvement_process
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how_do_we_move_from_safe_to_an_approach_with_less_overhead
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how_do_we_run_our_first_iteration_planning_or_sprint_planning_event
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how_do_we_use_points_to_estimate_work_ssa
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how_does_the_agile_approach_allow_us_to_deliver_early
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navigating_conflict_on_agile_teams_or_why_resolving_conflict_won_t_work_by_lyssa_adkins
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our_estimates_are_terrible
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quotable_quotes_ad
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scrum_at_scale_by_jeff_sutherland
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the_principles_of_clean_architecture_by_uncle_bob_martin
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troy_magennis_-_solving_the_hairy_problem_of_team_dependencies
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what_content_should_be_considered_to_start_a_team_page
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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_effect_of_changing_team_members_on_velocity
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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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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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creating_psychological_safety_in_the_workplace_by_amy_edmondson
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do_we_put_story_point_estimates_on_a_spike_enabler_story
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epics_and_features_become_the_new_way_to_specify_fixed_scope_anti-pattern
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essential_safe_-_dean_leffingwell
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establish_a_keystone_story
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focus_more_on_the_detailing_and_executing_the_plan_than_on_planning_and_alignment_anti-pattern
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hendrik_esser_-_is_there_a_best_practice_for_agile_transformation
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how_can_we_decentralize_team_breakouts_process_in_a_pi_planning_event
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how_do_we_assign_business_value_to_pi_objectives
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how_do_we_forecast_our_plan_with_kanban
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how_do_we_progress_the_funnel_of_ideas_on_a_portfolio_kanban
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how_do_we_talk_about_sprint_commitments_that_have_not_been_met_in_the_sprint
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how_do_we_use_kanban_at_the_team_level_when_the_art_has_a_cadenced_calendar
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how_should_we_initially_track_multiple_teams_progress
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how_should_we_initially_track_sprint_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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how_to_preempt_team_conflict
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jurgen_appelo_-_managing_for_happiness
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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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quotable_quotes_aa
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quotable_quotes_ai
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scrum_at_scale_-_the_end_of_one-size-fits-all_approach_to_scaling_by_alex_brown
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we_need_more_people._or_do_we
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what_are_the_changes_in_management_approach_that_need_to_happen_with_agile
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what_are_the_differences_between_scrum_and_kanban
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what_are_the_pros_and_cons_of_assigning_business_value_to_pi_objectives
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what_does_a_scrum_master_do_all_day
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what_happens_when_we_have_partial_assignments_for_product_owners_and_scrum_masters
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what_is_the_impact_of_a_reorg_on_an_agile_transformation
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what_kinds_of_problems_do_you_see_when_agile_teams_churn_team_members_a_lot
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whats_the_difference_between_kanban_and_scrum_ssa
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why_does_high_a_utilization_rate_make_it_impossible_to_create_good_estimates
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why_should_an_architect_collaborate_with_teams
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why_should_we_consider_moving_to_agile
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why_should_we_name_our_team
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you_can_enhance_employee_motivation_in_10_minutes_by_friday_-_gregg_lederman
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adam_yuret_-_waiting_for_godot-_concrete_approaches_to_busting_delays_and_why_your_enterprise_should_care
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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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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_put_an_estimate_on_complexity
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how_do_i_create_the_best_organizational_structure_for_success
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how_do_we_control_work-in-progress_wip
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how_do_we_demonstrate_something_that_results_in_a_new_api
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how_do_we_initially_setup_an_executive_scrum_team
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how_do_we_move_away_from_trust_but_verify_approach_to_compliance
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how_do_we_work_with_non-functional_requirements_nfrs
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how_do_we_work_with_pi_objective_business_values_during_the_program_increment
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how_do_we_write_good_features
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how_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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how_will_we_know_we_are_making_progress_on_impediment_removal
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larry_maccherone_-_how_long_will_it_take
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luke_hohmann_-_how_to_conduct_large_distributed_team_retrospectives
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lynn_winterboer_and_cher_fox_-_test_automation_-_agile_enablement_for_data_warehousing_and_business
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management_will_assess_me_badly_if_i_bring_bad_news_anti-pattern
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michael_spayd_-_agile_assessment_prior_to_scaling
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principles_and_values
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quotable_quotes_a9
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review_the_5_s_to_make_sure_they_are_the_same_relative_size
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safe_4.5_updates_by_safe
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start
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track_accuracy_of_commit_metric
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useful_kanban_references
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useful_videos
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what_alternative_estimation_approaches_are_there
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what_are_the_characteristics_of_a_great_product_owner
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what_are_the_steps_in_a_value_stream_identification_workshop
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what_are_the_steps_we_can_take_to_restructure_a_train
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what_can_we_do_to_improve_our_point_based_estimates
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what_ideas_do_you_have_that_will_help_us_keep_retrospectives_fresh
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what_is_a_wiki
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what_is_session_based_testing
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what_is_the_difference_between_emergent_and_intentional_architecture
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what_is_the_effect_of_batch_size_on_how_long_something_takes_to_get_done
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what_kinds_of_problems_do_you_typically_see_as_the_organization_transforms_to_agile_lean
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what_tips_and_tricks_do_you_have_to_make_a_good_system_demo
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what_tips_do_you_have_for_a_product_owner
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why_do_we_assign_business_values_to_pi_objectives
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why_do_we_do_a_system_demo_in_safe_ssa
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why_do_we_form_teams_when_we_transition_to_agile
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why_do_we_use_story_points_instead_of_hours
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why_have_an_organizational_impediment_removal_system
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2019_completed_events
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2020_completed_events
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designing_organizations_-_strategy_structure_and_process_at_the_business_unit_and_enterprise_levels_-_jay_r._galbraith
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dhaval_panchal_-_estimating_is_not_planning
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do_we_need_points_to_generate_a_release_burn-up_chart
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establish_points_guidelines_for_each_point_value
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estimates_are_based_on_current_knowledge
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faciliation_-_beyond_dot_voting
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facilitation_-_ritual_dissent
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facilitation_-_walk_in_my_shoes
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how_can_the_development_manager_be_effective
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how_can_we_more_formally_capture_an_experiment
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how_do_we_determine_what_to_demonstrate_in_the_system_demo
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how_do_we_establish_skills_development_in_the_team
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how_do_we_improve_team_performance
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how_do_we_setup_an_organizational_impediment_removal_system_ssa
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how_do_we_talk_to_a_data_architect_about_an_agile_approach
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how_do_we_use_a_definition_of_ready_dor
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how_do_we_use_agile_to_reduce_costs
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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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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_should_we_initially_track_release_progress
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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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is_generating_an_estimate_a_waste_of_time
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jessie_shternshus_-_individuals_and_interactions
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joshua_kerievsky_-_modern_agile
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learning_agile-_understanding_scrum_xp_lean_and_kanban_-_andrew_stellman_jennifer_greene
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learning_consortium_webcast_-_large-scale_agile_at_ericsson_by_steve_denning
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only_use_fibonacci_sequence_numbers
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pithy_slogans
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reading_list
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scrum_master_or_arm-chair_psychologist_by_angela_johnson
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sidebar
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sidebar.old
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team_has_right_to_reject_stories_for_estimation_that_are_not_ready
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the_end_of_enterprise_it
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tim_ottinger_-_agile_productivity
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todd_little_and_andrew_tuttle_-_performance_reviews_that_don_t_suck
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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_benefits_of_establishing_the_role_of_development_manager
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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_do_we_do_with_stories_that_are_not_done_at_the_end_of_an_iteration
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what_events_should_we_put_in_place_for_iterations_or_sprints
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what_guidance_do_you_have_for_good_conference_calls
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what_insights_do_we_get_from_tracking_investment_horizon
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what_is_the_basis_of_our_estimating_process
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what_other_kind_of_structural_approaches_have_you_seen
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what_types_of_problems_do_people_see_when_they_go_agile
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what_we_don_t_want_to_see_in_a_scrum_master
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where_did_this_estimation_approach_come_from
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why_do_we_have_the_product_owner_and_scrum_master_roles
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why_does_a_lean-agile_approach_encourage_collaborative_decision_making
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why_don_t_agile_tools_automatically_change_status_when_related_items_change_status
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why_not_just_track_hours_like_we_traditionally_do
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why_should_we_start_without_doing_a_complete_analysis
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agile_2015_-_research_short_papers
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are_there_any_benefits_to_the_team_of_estimating
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do_managers_matter_in_an_organization
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establish_a_done_definition_for_a_story_to_be_ready_for_the_team
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establish_typical_sizes_for_typical_work
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face-to-face_over_email_communication
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how_do_i_help_raise_awareness_of_transformation_problems
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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_get_more_training_on_user_stories
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how_do_we_help_executives_and_managers_learn_the_new_mindset
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how_do_we_initially_setup_our_definition_of_done
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how_do_we_know_definition_of_ready_is_being_successfully_applied
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how_do_we_run_our_first_daily_scrum_or_daily_standup
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how_do_we_use_assessments_for_good
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how_do_you_work_impediments
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how_does_project_management_change_with_agile
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how_does_the_architect_interact_with_the_product_management
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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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how_will_you_make_it_safe_for_people_to_raise_impediments
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ideas_for_future_conference_sessions
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if_it_involves_work_by_the_team_then_it_should_have_a_non-zero_estimate
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james_tamm_-_want_better_collaboration_dont_be_so_defensive
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joe_justice_-_scrum_for_full_scale_manufacturing
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kylie_castellaw_-_fortune-teller_to_scientist
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lean_values_and_principles
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pages_where_there_is_work_todo
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presented_at_agile_2016
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quotable_quotes_ab
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rolling_rocks_downhill_-_the_agile_business_novel_-_clarks_ching
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safe_specific_questions
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scrum_guide_-_ken_schwaber_and_jeff_sutherland
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simulating_wip_effects_with_balls_and_a_banana
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split_every_story_until_it_represents_a_small_common_size
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team_of_teams_-_new_rules_of_engagement_for_a_complex_world_-_general_stanley_mcchrystal
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track_found_work_metric
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troy_magennis_-_risk_the_final_enterprise_frontier
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useful_tools
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what_are_the_characteristics_of_a_great_development_manager
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what_are_the_steps_to_establish_a_development_manager
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what_do_we_mean_by_smart_goals_or_objectives
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what_do_we_not_want_to_see_in_a_product_owner
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what_do_you_mean_when_you_say
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what_happens_when_we_do_the_role_of_product_owner_and_scrum_master_well
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what_is_a_definition_of_ready_dor_ssa
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what_is_pair_programming
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what_is_the_purpose_of_a_system_demo
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what_is_the_role_of_the_development_manager
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what_is_the_role_of_the_product_owner_ssa
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what_is_the_structure_of_a_leadership_program_in_an_agile_transformation
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what_is_typically_captured_as_a_ready_user_story_on_the_story_card
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what_kind_of_responsibilities_does_a_development_manager_have
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what_tips_do_you_have_for_a_scrum_master
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what_types_of_benefits_do_people_see_when_they_go_agile
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when_should_the_system_demo_be_scheduled
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who_is_responsible_for_orchestrating_and_facilitating_the_system_demo
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why_do_we_start_and_end_iterations_sprints_mid-week
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why_don_t_we_burn-down_stories_instead_of_hours_for_a_sprint
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why_don_t_we_use_gantt_charts_in_agile
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why_don_t_we_use_written_english_to_communicate_requirements
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welcome @wiki
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