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quotable_quotes_list.old
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’s law] creates an imperative to keep asking: “Is there a better design that is not available to us becau... fundamental truths . . . and then reason up from there.” — Elon Musk * “Opportunity is missed by most ... amiliar with guardrails on highways. They are put there to keep a simple mishap from turning into a full-... " -- Strathern (variation on Goodhart’s Law) * "There is no question that in virtually all circumstance
enterprise_lean-agile_coach_course
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Context is SAFe as that is where Alex is from so there anti-patterns you hear about in this Training are... ) (Sarcasm). "If you are not part of the solution there is plenty of money to be made in prolonging the p... ace is normal distribution. And with case studies there is never a control group (therefore confirmation bias) * Aligning mental models across participants ma
so_you_want_to_setup_a_business_as_an_agile_coach
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ernment regulations than you would do consulting. There is a lot of advice out there, often conflicting. You want to get started - “Just tell me what to do!” T... d others through the basics and have learned that there is a little more it than this. One note: I offer... far wrong. The first step is to decide on a name. There are three basic approaches here: - Use a name
thinking_in_bets_-_annie_duke
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. Thinking in bets starts with recognizing that there are exactly two things that determine how our liv... of cognitive traps, like assuming causation when there is only a correlation, or cherry-picking data to ... ame theory.) Valuable information remains hidden. There is also an element of luck in any outcome. You co... , in turn, is some variation of “I’m not sure.” There are many reasons why wrapping our arms around unc
what_is_a_user_story_ssa
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y shopping cart so I can continue to shop later”. There is a solution already implied in this “save the s... t they clump all users together. The joke is that there are only two industries that call their customers... Carry out the necessary research. If you do not, there are a couple of problems that can occur: * The... will probably look like the developer themselves. There are literally hundreds of decisions being made by
this_is_lean_-_resolving_the_efficiency_paradox_-_niklas_modig
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eory of Constraints, and why Flow Efficiency (and therefore "lean") is changing how we think about things... aracteristics: Immediately prior to a bottleneck, there is always a line, regardless of whether it is mat... hen the flow unit is information, but the line is there. The stages of activity after the bottleneck must... ed. This can be understood using Little’s Law. As there is a line, there are flow units in process. Given
how_does_a_team_initially_get_control_of_work
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“what is it the Teams are and will be working on” there are a number of reasons for starting the Team bef... process of getting ahead of the planning curve. There is a period between the Team Kick-off and the PI ... through Scrum, Kanban and other agile approaches, there are some driving "guiding principles" that drive ... Experience has shown that when Teams get started there is a reluctance to make all work visible resultin
under_what_conditions_is_full-time_equivalent_fte_resource_planning_effective
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ople are working on the most important things. We therefore prioritize the efforts on and pull work to th... ective except for the smallest of Projects, where there is a huge amount of existing experience, and wher... n the Ability to Deliver?]] for more on this). If there were a fourth project another 20% would be lost. The problem is that there is always other work coming in - the production s
implementing_beyond_budgeting-_unlocking_the_performance_potential_by_bjarte_bogsnes_-_bjarne_bogsnes
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issues. Starting with an assumption that "Today, there is so much more VUCA out there: Volatility, Uncertainty, Complexity, and Ambiguity". ====== On Traditi... nizations need to be built to respond to VUCA but there is a problem in that there is a traditional budgeting process in the way. The following problems are not
how_do_we_overcome_i_win_you_lose_type_thinking_to_open_organization_to_learning
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ion from which they have trouble moving even when there is significant evidence that their position is wr... requisite Knowledge ====== None really, although there is an expectation that people have have come acro... uding my experience) * Exercise: “At each table there is a sheet with some common biases that effect ou... t biases sheet (see below) * Say "At each table there is a sheet with some common biases that effect ou
we_need_more_people._or_do_we
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oblem” is to get more people. The feeling is that there is simply too much work that needs to be done. Or... budget. The reality is that given that, even if there was budget, onboarding is a lengthy process, we r... t the portfolio level. I’ve seen situations where there is 5 years of work that has already been approved and there is still more work being approved! The resultant
how_do_we_encourage_agile_thinking_in_non-agile_organizations_ssa
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effectiveness?" * "How do we become Agile when there is no one here to help?" * "How do we do DIY Ag... to teaching, marketing, finance, and HR; anywhere there is knowledge work and where we need to become mor... ean) practices and mindset are effective. However there are often situations where coaching capacity is a... rass-roots movement. It arose out the notion that there had to be a more effective way doing knowledge wo
if_we_doing_agile_at_scale_we_must_adopt_safe_anti-pattern
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t in the transformation, executives realizes that there seems to be value in the “agile thing”. They have... tions will show that other people are using SAFe. There is a nice website, with a lot of information that... y safe to do. Not only are my peers using it, but there are all these case studies and it’s right there in the name. What could possibly go wrong? Larger group
what_are_the_changes_in_culture_that_need_to_happen_with_agile
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tiveness is doing the right thing." He then adds "There is nothing so useless as doing more efficiently w... s quality is required, that we focus on value and there are constraints in how we get there. | | Solution focus - "Bring me solutions, not problems" | Problem f... you only find out at the end of the project that there is a problem. See [[how_can_we_understand_the_rea
what_is_the_benefit_of_having_a_cadence_of_meetings_etc
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ation), quarterly Portfolio Planning, and so on. There are a number of reasons for this resistance: *... am handling logistics for a Train Planning event. There are 14 other Trains trying to reserve space in th... direction. * Cadence helps smooth the work and therefore makes it more sustainable. If we are planning to a 2 week iteration for example, then there is a limited scope we can do in that period, and
how_do_we_run_our_first_sprint_retrospective
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why_do_people_overcommit
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why_should_we_work_harder_to_eliminate_the_effect_of_dependencies
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how_do_we_deal_with_product_backlog_explosion
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how_do_we_know_where_we_are_spending_our_money
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what_can_we_do_to_improve_our_retrospectives
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what_is_the_best_approach_to_making_decisions_in_our_context
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devops_for_the_agile_enterprise
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how_do_i_facilitate_a_portfolio_prioritization_meeting
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how_do_we_get_away_from_business_as_usual_thinking_on_teams
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how_do_you_work_impediments
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second_generation_lean_product_development_by_don_reinertsen
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turn_the_ship_around_-_a_true_story_of_turning_followers_into_leaders_-_david_marquet
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what_kind_of_questions_should_we_ask_if_we_are_hiring_a_coach
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how_can_we_work_more_effectively_with_remote_people
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how_do_we_progress_the_funnel_of_ideas_on_a_portfolio_kanban
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i_am_going_to_wait_for_the_training_anti-pattern
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quotable_quotes_al
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simulating_agile_execution_with_the_ball_point_game
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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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troy_magennis_-_risk_the_final_enterprise_frontier
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what_is_pair_programming
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epics_and_features_become_the_new_way_to_specify_fixed_scope_anti-pattern
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how_can_we_improve_the_quality_of_feedback_at_an_iteration_demo
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how_can_we_scale_our_estimating_approach_beyond_a_team
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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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our_estimates_are_terrible
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quotable_quotes_aa
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quotable_quotes_ai
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quotable_quotes_aj
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quotable_quotes_am
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what_is_the_effect_of_changing_team_members_on_velocity
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what_kind_of_working_agreements_should_we_set_up_for_the_team
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what_should_we_consider_when_forming_a_new_team
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why_should_an_architect_collaborate_with_teams
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why_should_we_focus_on_doing_one_thing_to_completion_at_a_time
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bob_galen_-_stuff_bad_scrum_coaches_say
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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_allow_for_innovation
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how_do_we_talk_to_a_data_architect_about_an_agile_approach
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how_do_we_write_good_pi_objectives
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how_much_productivity_will_we_lose_as_we_transform_to_agile
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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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leadership_delegates_the_transformation_to_others_anti-pattern
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learning_consortium_webcast_-_large-scale_agile_at_ericsson_by_steve_denning
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manage_your_project_portfolio_-_increase_your_capacity_and_finish_more_projects_-_johanna_rothman
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quotable_quotes_ak
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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_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_difference_between_value_stream_identification_and_value_stream_mapping
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why_do_we_assign_business_values_to_pi_objectives
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accelerate_-_building_strategic_agility_for_a_faster-moving_world_-_john_p_kotter
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creating_psychological_safety_in_the_workplace_by_amy_edmondson
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designing_organizations_-_strategy_structure_and_process_at_the_business_unit_and_enterprise_levels_-_jay_r._galbraith
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essential_safe_-_dean_leffingwell
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how_can_we_use_lean_and_agile_principles_to_increase_personal_effectiveness
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how_do_we_improve_team_performance
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how_do_we_introduce_a_new_techncial_approach
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how_do_we_work_with_pi_objective_business_values_during_the_program_increment
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how_do_you_become_aware_of_impediments
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how_should_we_initially_track_release_progress
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quotable_quotes_af
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recommended_reading
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should_we_do_wip_limits_even_though_we_are_doing_scrum
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what_are_the_steps_we_can_take_to_restructure_a_train
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what_do_you_mean_when_you_say
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what_kinds_of_problems_do_you_see_when_agile_teams_churn_team_members_a_lot
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what_question_are_we_voting_on_when_we_do_a_confidence_vote_in_pi_planning
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where_did_this_estimation_approach_come_from
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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_don_t_we_burn-down_stories_instead_of_hours_for_a_sprint
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why_should_we_start_without_doing_a_complete_analysis
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are_there_any_benefits_to_the_team_of_estimating
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faciliation_-_beyond_dot_voting
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financial_advice
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hans_samios_how_to_work_personality_issues_without_sounding_like_a_marriage_guidance_counsellor
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how_do_small_changes_lead_to_big_improvements
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how_do_we_ensure_critical_work_does_not_get_dropped_as_we_kick_off_teams
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how_do_we_run_our_first_iteration_demo_or_sprint_review
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how_do_we_use_agile_to_reduce_costs
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how_do_we_use_points_to_estimate_work_ssa
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how_do_we_work_on_the_big_architectural_initiative
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how_does_multi-tiered_product_management_work
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how_is_work_assigned_during_a_sprint
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if_it_involves_work_by_the_team_then_it_should_have_a_non-zero_estimate
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mike_cohn_-_let_go_of_knowing
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quotable_quotes_ab
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quotable_quotes_ad
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quotable_quotes_ae
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what_are_the_guidelines_for_kanban_teams_operating_in_a_safe_environment
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what_is_a_frequently_asked_question_faq_site
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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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what_is_the_role_of_the_team
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why_does_a_lean-agile_approach_encourage_collaborative_decision_making
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why_have_an_organizational_impediment_removal_system
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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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conflict_resolution_-_daniel_dana
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devops_values_and_principles
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do_managers_matter_in_an_organization
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do_we_put_story_point_estimates_on_a_spike_enabler_story
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facilitation_-_open_ended_agenda
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facilitation_-_play_pass_or_move
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frequently_asked_questions
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hendrik_esser_-_is_there_a_best_practice_for_agile_transformation
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how_can_we_decentralize_team_breakouts_process_in_a_pi_planning_event
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how_can_we_understand_the_real_value_of_fast_feedback_and_deciding_late
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how_do_i_convert_points_and_velocity_to_dollars
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how_do_i_support_my_people_so_they_improve
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how_do_we_forecast_our_plan_with_kanban
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how_do_we_initially_setup_our_definition_of_done
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how_do_we_know_we_have_a_good_user_story_the_invest_criteria
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how_do_we_split_user_stories
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how_do_we_use_assessments_for_good
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how_do_we_use_story_point_estimates_to_forecast
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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_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_does_the_architect_interact_with_the_product_management
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how_should_we_update_our_estimates
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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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is_generating_an_estimate_a_waste_of_time
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it_s_not_just_the_meeting
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management_will_assess_me_badly_if_i_bring_bad_news_anti-pattern
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quotable_quotes_ac
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reading_list
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superforecasting_-_the_art_and_science_of_prediction_-_philip_e._tetlock_and_dan_gardner
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team_has_right_to_reject_stories_for_estimation_that_are_not_ready
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use_ranges_to_understand_risk
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what_are_the_benefits_of_an_impediment_removal_system
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what_are_the_characteristics_of_a_great_coach
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what_are_the_characteristics_of_a_great_development_manager
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what_are_the_characteristics_of_a_great_product_owner
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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_does_it_mean_to_be_done
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what_events_should_we_put_in_place_for_iterations_or_sprints
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what_inbuilt_biases_do_we_have_that_impede_good_decision_making
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what_is_the_difference_between_emergent_and_intentional_architecture
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what_is_the_elevator_pitch_for_agile_and_scrum
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what_is_the_purpose_of_a_system_demo
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what_is_the_purpose_of_iteration_or_sprint_goals
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what_is_wrong_with_100_utilization_thinking
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what_kinds_of_questions_should_we_ask_to_understand_how_our_team_is_doing
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why_is_agile_so_hard
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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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syntax @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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ahmed_sidky_-_keystone_habits_leading_to_sustainable_enterprise_agility
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bridging_the_communication_gap_-_specification_by_example_and_agile_acceptance_testing_-_gojko_adzic
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collaboration_at_scale_-_keeping_retrospectives_fresh_by_ben_linders
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establish_a_things_that_matter_matrix
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fixing_defects_does_not_mean_you_are_addressing_technical_debt
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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_can_the_development_manager_be_effective
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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_introduce_scrum_to_our_stakeholders
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how_do_i_lead_practically
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how_do_i_set_expectations_of_my_people_so_they_are_motivated_to_improve
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how_do_we_assign_business_value_to_pi_objectives
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how_do_we_know_definition_of_ready_is_being_successfully_applied
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how_do_we_move_away_from_trust_but_verify_approach_to_compliance
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how_do_we_run_our_first_iteration_planning_or_sprint_planning_event
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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_with_non-functional_requirements_nfrs
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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_will_you_make_it_safe_for_people_to_raise_impediments
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i_need_to_start_now_as_funding_has_been_approved_anti-pattern
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james_tamm_-_want_better_collaboration_dont_be_so_defensive
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jeff_sutherland_-_stalwarts
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jessie_shternshus_-_individuals_and_interactions
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jurgen_appelo_-_managing_for_happiness
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kylie_castellaw_-_fortune-teller_to_scientist
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lynn_winterboer_and_cher_fox_-_test_automation_-_agile_enablement_for_data_warehousing_and_business
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middle_management_struggling_with_the_change_anti-pattern
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principles_and_values
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quotable_quotes_ah
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research_to_help_understanding
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scrum_gathering_2015
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scrum_gathering_2015_ignite_talks
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some_basic_site_statistics
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split_every_story_until_it_represents_a_small_common_size
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troy_magennis_-_solving_the_hairy_problem_of_team_dependencies
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what_alternative_estimation_approaches_are_there
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what_are_the_benefits_of_establishing_the_role_of_development_manager
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what_are_the_potential_problems_implementing_okrs_in_an_organization
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what_are_the_pros_and_cons_of_assigning_business_value_to_pi_objectives
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what_are_the_steps_to_establish_a_development_manager
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what_can_we_do_to_improve_our_point_based_estimates
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what_do_we_need_to_have_in_place_prior_to_initial_scrum_team_training
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what_do_we_need_to_think_about_when_we_go_from_a_pi_planning_approach_to_a_more_continuous_planning_approach
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which_is_best_for_my_team
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2020_completed_events
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acceptance_test-driven_development
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agile_2015_-_industry_panel
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books_to_read
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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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establish_a_done_definition_for_a_story_to_be_ready_for_the_team
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facilitation_-_walk_in_my_shoes
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lean_values_and_principles
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mobbing
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navigating_conflict_on_agile_teams_or_why_resolving_conflict_won_t_work_by_lyssa_adkins
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pages_where_there_is_work_todo
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qa_and_testing_references
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quotable_quotes_ag
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rationale_-_or_why_do_i_have_this_set_of_pages
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safe_values_and_principles
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scrum_at_scale_-_the_end_of_one-size-fits-all_approach_to_scaling_by_alex_brown
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scrum_values_and_principles
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start
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the_principles_of_clean_architecture_by_uncle_bob_martin
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tim_ottinger_-_agile_productivity
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webinars_and_videos
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