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quotable_quotes_list.old
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revent their tasks from missing the schedule. The more granular the schedule, the larger the schedule re... eserves aggregate into even longer timelines. The more we increase planning detail and the harder we try... hen Change Is Hard * “Nothing undermines change more than behavior by important individuals that is in... to produce value themselves * “Less certainty. More inquiry.” — Erik Seidel * “I think it’s importa
thinking_in_bets_-_annie_duke
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id common decision traps, learn from results in a more rational way, and keep emotions out of the proces... this: “resulting.” When I started playing poker, more experienced players warned me about the dangers o... re two of them. First, “I’m not sure” is simply a more accurate representation of the world. Second, and... f calibrator, using experience and information to more objectively update our beliefs to more accurately
enterprise_lean-agile_coach_course
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=== Enterprise Lean-Agile Coaching Course ====== More advanced course on being an enterprise coach. C... mize scope which I understand. Results in deliver more crap faster. Even if you lecture people about thi... ning mental models across participants make model more accurate. Two mental models of interest - what to... here you have to step outside the model and learn more "Keep your eyes open" Constant evolution of idea
what_are_the_changes_in_culture_that_need_to_happen_with_agile
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oach assumes we have plans, but they are smaller, more regularly reviewed so we can more easily adapted based on the changing business situation. See [[why_sh... e then adds "There is nothing so useless as doing more efficiently what should not be done at all." With... s about setting up and meeting project plans, and more about the continuous flow of features / value and
how_do_we_overcome_i_win_you_lose_type_thinking_to_open_organization_to_learning
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be able to better deal with ambiguity by becoming more explicit on working with probabilities and less a... lternative approach using a "betting" metaphor to more accurately assess positions and encourage less po... to better way to deal with ambiguity by becoming more explicit on working with probabilities and less a... lternative approach using a “betting” metaphor to more accurately assess positions and encourage more co
this_is_lean_-_resolving_the_efficiency_paradox_-_niklas_modig
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ans we can free up some people to do work that is more aimed at what the customer needs. Why is this important? For more than two hundred years, industrial development ha... orms of efficiency. In resource efficiency, it is more important to “attach work to people” to ensure th... it to process. In flow efficiency, however, it is more important to “attach people to work,” that is, to
what_should_we_consider_when_forming_a_new_team
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are in for a treat is you adopt a team structure more oriented to the value delivered). For us the bas... where the team is responsible for a component (or more) in a product, and so provide services to functio... duplication. Downside is that they make planning more difficult as there is a dependency set up for jus... er to Eliminate the Effect of Dependencies?]] for more information). For a large product (lots of teams
how_do_we_encourage_agile_thinking_in_non-agile_organizations_ssa
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]]: Establish the mantra "Improving daily work is more important than doing daily work". Encourage tacti... l you know your customer is happy?" Want to know more? ====== What Steps Do I Take to Help My People I... ere is knowledge work and where we need to become more effective. The approach and advice here is generi... t to know "how do I encourage my people to become more Agile so that they become more effective, but als
how_do_we_know_where_we_are_spending_our_money
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f (or any executive level) in an organization the more interest there is in answering the question “Wher... ou ask yourself is “should I be spending less (or more) on this category?” While many Agile-ists just w... oftware Capitalization When we Go to Agile?]] for more on this subject. ===== Project Identifier ===== ... they indicate when good is good enough, and when more is better. Kano analysis helps people understand
under_what_conditions_is_full-time_equivalent_fte_resource_planning_effective
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are independent from other Projects. For anything more than this it doesn’t work on a couple of levels: ... ontext Switching on the Ability to Deliver?]] for more on this). If there were a fourth project another ... ndencies between Projects whether there are other more direct dependencies between those Projects or not... s experts, as critical. We have a tendency to put more onto these people which creates a huge dependency
what_kind_of_questions_should_we_ask_if_we_are_hiring_a_coach
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ning basic skills while the second interview is a more evaluative discussion. The question is "what appr... ===== The approach I've found useful is to set a more "situational" discussion. The idea is to have a a... some enthusiasm in the discussion. Here are some more specific questions that I have used to start that... acilitating this ceremony?" Looking for something more than "what went well", "what didn't go well" type
second_generation_lean_product_development_by_don_reinertsen
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ics ===== All product development decisions have more than one moving part. Therefore have to quantify ... eople think that higher utilization means you get more and so don't bother measuring the queues. Miss tr... "max 85%" for example. Very consistent What has more variability engineering (done one time in a row) ... eed to also think about cost of delay Queues cost more money than the cost of engineers Results in U cur
so_you_want_to_setup_a_business_as_an_agile_coach
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ess started and find that you will probably spend more time trying to understand accounting, legal and g... he basics and have learned that there is a little more it than this. One note: I offer this article fro... experience given the kind of company we are it is more important that you like what you choose, and feel... some serious validation and it really should take more than 24 hours to settle on a name you like. ====
what_inbuilt_biases_do_we_have_that_impede_good_decision_making
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inty could lead to good or bad outcome. With this more accurate representation of the world and, when we... nal one) is either actively searched for or given more credibility than evidence that disconfirms a beli... . Corollary: the better you are with numbers, the more you can 'explain' your story.” This bias is some... projects early is a "good thing", then we will be more inclined to do this. Another way to address this
why_should_we_focus_on_doing_one_thing_to_completion_at_a_time
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ically face a number of pressures: * Demand for more: Management in organizations, often responding to... we are spending, will demand that Teams produce "more". The natural response to this is to show that we are trying to achieve this by starting more and more projects. * Desire to please: Most people and Teams want to not only be working on important
how_does_a_team_initially_get_control_of_work
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what_is_the_best_approach_to_making_decisions_in_our_context
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why_do_people_overcommit
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how_do_we_run_our_first_sprint_retrospective
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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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quotable_quotes_ah
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how_do_we_deal_with_product_backlog_explosion
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implementing_beyond_budgeting-_unlocking_the_performance_potential_by_bjarte_bogsnes_-_bjarne_bogsnes
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recommended_reading
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we_need_more_people._or_do_we
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what_can_we_do_to_improve_our_retrospectives
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what_is_the_difference_between_emergent_and_intentional_architecture
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why_does_a_lean-agile_approach_encourage_collaborative_decision_making
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why_should_we_work_harder_to_eliminate_the_effect_of_dependencies
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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_get_away_from_business_as_usual_thinking_on_teams
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how_much_coaching_do_we_really_need
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powerful_pictures
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turn_the_ship_around_-_a_true_story_of_turning_followers_into_leaders_-_david_marquet
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what_is_the_benefit_of_having_a_cadence_of_meetings_etc
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what_is_the_effect_of_changing_team_members_on_velocity
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why_should_an_architect_collaborate_with_teams
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you_can_enhance_employee_motivation_in_10_minutes_by_friday_-_gregg_lederman
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facilitation_-_play_pass_or_move
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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_small_changes_lead_to_big_improvements
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how_do_we_allow_for_innovation
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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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tim_ottinger_-_agile_productivity
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why_do_we_use_story_points_instead_of_hours
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how_do_we_use_agile_to_reduce_costs
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how_do_we_use_story_point_estimates_to_forecast
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how_to_get_your_session_accepted_at_an_agile_conference
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quotable_quotes_ab
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quotable_quotes_ad
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quotable_quotes_ag
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reading_list
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what_events_should_we_put_in_place_for_iterations_or_sprints
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what_kind_of_working_agreements_should_we_set_up_for_the_team
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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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accelerate_-_building_strategic_agility_for_a_faster-moving_world_-_john_p_kotter
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bridging_the_communication_gap_-_specification_by_example_and_agile_acceptance_testing_-_gojko_adzic
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conflict_resolution_-_daniel_dana
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essential_safe_-_dean_leffingwell
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fixing_defects_does_not_mean_you_are_addressing_technical_debt
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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_improve_the_quality_of_feedback_at_an_iteration_demo
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how_do_i_facilitate_a_portfolio_prioritization_meeting
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how_do_we_deal_with_constant_interruptions
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how_do_we_improve_team_performance
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how_do_we_reduce_the_effect_of_team_churn_on_our_ability_to_deliver_value
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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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quotable_quotes_ai
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quotable_quotes_am
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strategize_-_product_strategy_and_product_roadmap_practices_for_the_digital_age_-_roman_pichler
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what_are_the_characteristics_of_a_great_coach
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what_are_the_characteristics_of_a_great_scrum_master
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what_does_a_scrum_master_do_all_day
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what_does_it_mean_to_be_done
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what_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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ahmed_sidky_-_keystone_habits_leading_to_sustainable_enterprise_agility
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dan_greening_-_agile_capitalization
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devops_for_the_agile_enterprise
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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_help_executives_and_managers_learn_the_new_mindset
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how_do_we_know_we_have_a_good_user_story_the_invest_criteria
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how_is_work_assigned_during_a_sprint
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how_to_preempt_team_conflict
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james_tamm_-_want_better_collaboration_dont_be_so_defensive
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manage_your_project_portfolio_-_increase_your_capacity_and_finish_more_projects_-_johanna_rothman
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materials_developed
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mike_cohn_-_let_go_of_knowing
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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_aj
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safe_-_past_present_and_future_by_dean_leffingwell
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scrum_master_or_arm-chair_psychologist_by_angela_johnson
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simulating_agile_execution_with_the_ball_point_game
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start
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troy_magennis_-_solving_the_hairy_problem_of_team_dependencies
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what_are_the_changes_in_management_approach_that_need_to_happen_with_agile
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what_are_the_guidelines_for_kanban_teams_operating_in_a_safe_environment
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what_are_the_steps_we_can_take_to_restructure_a_train
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what_is_a_user_story_ssa
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what_is_the_impact_of_context_switching_on_the_ability_to_deliver
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why_do_we_form_teams_when_we_transition_to_agile
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why_shouldn_t_we_set_up_dedicated_defect_teams
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agile_2015_-_industry_panel
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bob_galen_-_stuff_bad_scrum_coaches_say
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can_we_trust_story_points_as_a_measure_of_effort
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coaching_values_and_principles
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establish_a_keystone_story
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face-to-face_over_email_communication
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how_can_we_scale_our_estimating_approach_beyond_a_team
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how_can_we_work_more_effectively_with_remote_people
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how_do_i_convert_points_and_velocity_to_dollars
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how_do_we_assign_business_value_to_pi_objectives
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how_do_we_calculate_the_cost_of_delay_cod_and_the_weighed_shortest_job_first_wsjf
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how_do_we_get_all_the_work_addressed_when_our_specialists_cannot_be_everywhere
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how_do_we_initially_setup_an_executive_scrum_team
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how_does_the_role_of_architect_change_in_agile_ssa
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how_should_we_update_our_estimates
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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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safe_4.5_updates_by_safe
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the_end_of_enterprise_it
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troy_magennis_-_risk_the_final_enterprise_frontier
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what_alternative_estimation_approaches_are_there
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what_are_the_roles_in_an_agile_or_scrum_team
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what_happens_when_we_do_the_role_of_product_owner_and_scrum_master_well
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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_effect_of_batch_size_on_how_long_something_takes_to_get_done
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which_is_best_for_my_team
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why_do_we_have_the_product_owner_and_scrum_master_roles
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why_does_high_a_utilization_rate_make_it_impossible_to_create_good_estimates
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why_should_we_start_without_doing_a_complete_analysis
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syntax @wiki
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adam_yuret_-_waiting_for_godot-_concrete_approaches_to_busting_delays_and_why_your_enterprise_should_care
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alexander_brown_-_free_yourself_from_the_myth_of_one-size-fits-all_scaling
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are_there_any_benefits_to_the_team_of_estimating
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books_to_read
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continuous_delivery_in_a_large_enterprise_transforming_enterprise_it_by_henk_kolk
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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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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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faciliation_-_beyond_dot_voting
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facilitation_-_open_ended_agenda
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financial_advice
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how_can_we_decentralize_team_breakouts_process_in_a_pi_planning_event
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how_can_we_introduce_scrum_to_our_stakeholders
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how_can_we_more_formally_capture_an_experiment
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how_can_we_understand_the_real_value_of_fast_feedback_and_deciding_late
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how_do_we_control_work-in-progress_wip
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how_do_we_forecast_our_plan_with_kanban
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how_do_we_get_all_the_work_addressed_when_our_specialists_cannot_be_everywhere.old
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how_do_we_move_from_safe_to_an_approach_with_less_overhead
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how_do_we_progress_the_funnel_of_ideas_on_a_portfolio_kanban
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how_do_we_run_our_first_iteration_demo_or_sprint_review
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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_do_we_write_good_features
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how_do_we_write_good_pi_objectives
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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_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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i_need_to_start_now_as_funding_has_been_approved_anti-pattern
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jurgen_appelo_-_managing_for_happiness
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larry_maccherone_-_how_long_will_it_take
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lean_values_and_principles
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management_will_assess_me_badly_if_i_bring_bad_news_anti-pattern
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quotable_quotes_ak
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reference_useful_in_training_situations
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rolling_rocks_downhill_-_the_agile_business_novel_-_clarks_ching
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scrum_gathering_2015_ignite_talks
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should_we_do_wip_limits_even_though_we_are_doing_scrum
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simulating_wip_effects_with_balls_and_a_banana
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superforecasting_-_the_art_and_science_of_prediction_-_philip_e._tetlock_and_dan_gardner
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troy_magennis_-_data_driven_coaching_safely_turning_team_data_into_coaching_insights
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useful_videos
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what_are_the_characteristics_of_a_great_product_owner
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what_are_the_potential_problems_implementing_okrs_in_an_organization
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what_do_we_do_if_we_don_t_have_budget_for_product_owners_and_scrum_masters
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what_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_happens_when_we_have_partial_assignments_for_product_owners_and_scrum_masters
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what_is_session_based_testing
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what_is_the_impact_of_a_reorg_on_an_agile_transformation
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what_is_the_role_of_the_product_owner_ssa
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what_is_wrong_with_100_utilization_thinking
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what_kinds_of_problems_do_you_typically_see_as_the_organization_transforms_to_agile_lean
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what_other_kind_of_structural_approaches_have_you_seen
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what_subjects_should_we_cover_at_a_team_kickoff_or_re-baseline_event
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why_do_we_assign_business_values_to_pi_objectives
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why_don_t_we_use_gantt_charts_in_agile
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welcome @wiki
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2021_completed_events
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agile_2015
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agile_values_and_principles
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chris_sims_-_leadership_styles_for_a_successful_agile_transformation
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collaboration_at_scale_-_keeping_retrospectives_fresh_by_ben_linders
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do_we_really_need_a_full-time_product_owner_or_scrum_master
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epics_and_features_become_the_new_way_to_specify_fixed_scope_anti-pattern
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establish_a_things_that_matter_matrix
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facilitation_-_ritual_dissent
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facilitation_-_walk_in_my_shoes
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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_collaboration_on_user_stories
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how_can_we_put_an_estimate_on_complexity
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i_am_going_to_wait_for_the_training_anti-pattern
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it_s_not_just_the_meeting
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joshua_kerievsky_-_modern_agile
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navigating_conflict_on_agile_teams_or_why_resolving_conflict_won_t_work_by_lyssa_adkins
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principles_and_values
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qa_and_testing_references
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quotable_quotes_list
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scrum_at_scale_by_jeff_sutherland
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team_of_teams_-_new_rules_of_engagement_for_a_complex_world_-_general_stanley_mcchrystal
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template_-_anti-pattern_or_smell
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the_rollout_a_novel_about_leadership_and_building_a_lean-agile_enterprise_with_safe_by_alex_yakyma
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track_accuracy_of_estimate_metric
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track_adopted_work_metric
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what_guidance_do_you_have_for_good_conference_calls
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what_is_a_wiki
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where_did_this_estimation_approach_come_from
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why_a_plan_based_on_average_velocity_will_fail
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why_is_agile_so_hard
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10_reasons_estimation_and_planning_fails_and_what_to_do_about_it_by_troy_magennis
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2018_completed_events
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2019_completed_events
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agile_extension_to_the_babok_guide_-_iiba
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agile_jokes
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arthur_richards_-_distributed_agile
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conferences
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creating_psychological_safety_in_the_workplace_by_amy_edmondson
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dean_leffingwell_-_one_on_one_meeting_through_icon
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do_managers_matter_in_an_organization
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establish_points_guidelines_for_each_point_value
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frequently_asked_questions
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how_do_we_use_points_to_estimate_work_ssa
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how_do_we_work_with_non-functional_requirements_nfrs
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introduction_to_micro-services_by_martin_fowler
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useful_references
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dokuwiki @wiki
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