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so_you_want_to_setup_a_business_as_an_agile_coach
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====== So You Want Set Up a Business as an Agile Coach? ====== You’ve been coaching for a few years, and have decided that you want to set up a business as an independent Agile Coach. A small... ds… you’re a consultant now.” Since then I’ve set up my business and helped others through the basics ... cular context: * You are interested in setting up in the United States. * You are interested in s
enterprise_lean-agile_coach_course
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course is built around numerous individual and group exercises and simulations designed to effectively... agile on traditional mindset means still will end up trying to folllow the master plan. This is becaus... And with case studies there is never a control group (therefore confirmation bias) * Aligning mental... ou are solving the right business problem Coffee cup example One is about improving flow (of coffee t
thinking_in_bets_-_annie_duke
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s, I sometimes start with this exercise. I ask group members to come to our first meeting with a brief... ofessional conferences, I will occasionally bring up the subject of belief formation by asking the aud... dfather.” Everyone nods in agreement. I’ll follow up by asking, “Does anyone know how you calculate a ... Getting insight into the way uncertainty trips us up, whether the errors we make are patterned (hint:
quotable_quotes_list.old
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the most fundamental truths . . . and then reason up from there.” — Elon Musk * “Opportunity is miss... ly way to control chaos and complexity is to give up some of that control.” — Gyan Nagpal * “Buildin... roves performance. Spending hours cascading goals up and down the company, however, does not. It takes... and it’s too hard to make sure all the goals line up. We have a market-based approach, where over time
how_do_we_overcome_i_win_you_lose_type_thinking_to_open_organization_to_learning
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rkshop * Audience Level: Practicing * Room Setup: Rounds * Maximum Desired Attendees: 125? * D... turing. By thinking in terms of bets, and setting up real experiments, you will be able to improve how... ments. Of course in many ways this is all a lead up. In the final analysis we want people to retrospe... zation By thinking in terms of bets, and setting up real experiments (with testable outcomes that are
what_is_the_benefit_of_having_a_cadence_of_meetings_etc
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larly scheduled ceremonies such as the daily standup, iteration demo, iteration planning and so on. ... you don’t know anything today, you can set things up so that you find out something in two weeks time,... I once worked with a Team where the question came up “do we really need to do a demonstration?” We dec... various levels: plans come down and feedback goes up. A multi-level cadence is when we have iteration
how_do_we_deal_with_product_backlog_explosion
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product backlog triage". > Or "why should we set up an 'attic' state in out backlog?" **NOTE: The th... tionally called "requirements management". We end up with the idea that "if we think it is a good idea... large lists need additional organization, you end up maintaining a system just to manage them. * Fal... list” really means “it won’t happen,” but we keep up the illusion anyway. * Duplicate Ideas Go Unnot
how_do_we_allow_for_innovation
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Expect from a Hack-a-thon?" > Or "How Do You Set Up a Hack-a-thon?" “Innovation” seems to be the bus... knows about all the urgent things we have coming up in the plan and if we take away capacity from tha... of companies like Atlassian and Facebook and set up a “hack-a-thon”. A hack-a-thon is a (development ... some capacity to the effort. In the end we set it up as an experiment to see what happens, what the re
what_is_the_purpose_of_a_daily_standup_or_daily_scrum_event
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====== What is the Purpose of a Daily Standup (Daily Scrum) Event? ====== Many times, people will complain that their Daily Standup (Daily Scrum) meeting has turned into a status me... aining that the primary purpose of the Daily Standup (Daily Scrum) is to "synchronize" the activities ... n Schwaber puts is its "an opportunity for the group to socialize and synchronize." Perhaps the best
facilitation_-_ritual_dissent
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ions. Ritual dissent is a formalized way for a group of peers to criticise sketched ideas, drafted pro... spokesperson presenting a series of ideas to a group who receives them in silence. The spokesperson th... the audience and listens in silence while the group either attacks (dissent) or provides alternative ... presenting for the first time outside the core group in the “external world”. With the method Ritual
what_events_should_we_put_in_place_for_iterations_or_sprints
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e purpose of the meeting so that the meeting ends up having value. There is nothing worse than setting up a series of meetings and people just go through t... ation Planning (Sprint Planning), the Daily Stand-up (Daily Scrum), the Iteration Demo (Sprint Review)... implementation, you might want to look at setting up all these meetings and then paring back (or tryin
what_should_we_consider_when_forming_a_new_team
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le or Kanban into an organization you need to set up teams (see [[why_do_we_form_teams_when_we_transit... describes some simple background rules to setting up new teams. ====== Background ====== If you read... ull time Product Owner and Scrum Master. * Make-up: Teams should be cross-functional, containing dev... the organization. Often the Team itself will come up with a proposal to re-configure. But note that th
how_do_we_run_our_first_sprint_retrospective
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s happen. The result is that Teams will often set up a meeting, put these headings on the board and th... as “experiments.” In other words, we want to set up an experiment with an expected result, we underst... the room - see below * Have “timeline” drawn up in the room - see below “Running Retrospective” f... Have “liked, didn’t like, kudos, idea” grid drawn up in the room * Food in the room, perhaps somet
what_kind_of_questions_should_we_ask_if_we_are_hiring_a_coach
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coordinating dependencies with another outside group that is not doing agile. How do you work the situ... ugh deciding what makes sense (eg standardize rollup reporting without standardizing work, standardizi... want, so that) user story format when they draft up stories. The team has received training and have ... In particular, want to ensure that you don't end up trying to do a 3 day workshop in 4 hours. And ide
2019_completed_events
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2019-11-07 | Improving teamwork of leadership group ... | | Blog "So You Want Set Up a Business as an Agile Coach?" | Blog Pos... 2 part series on the steps you should take to set up an Agile business. HansSamios: [[so_you_want_to_setup_a_business_as_an_agile_coach|So You Want Set Up a
implementing_beyond_budgeting-_unlocking_the_performance_potential_by_bjarte_bogsnes_-_bjarne_bogsnes
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simulating_agile_execution_with_the_ball_point_game
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facilitation_-_play_pass_or_move
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how_do_we_get_away_from_business_as_usual_thinking_on_teams
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alan_dayley_-_freedom_to_align
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devops_for_the_agile_enterprise
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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_changes_in_culture_that_need_to_happen_with_agile
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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_you_work_impediments
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this_is_lean_-_resolving_the_efficiency_paradox_-_niklas_modig
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what_kind_of_working_agreements_should_we_set_up_for_the_team
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how_do_we_move_from_safe_to_an_approach_with_less_overhead
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why_do_we_form_teams_when_we_transition_to_agile
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syntax @wiki
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hans_samios_how_to_work_personality_issues_without_sounding_like_a_marriage_guidance_counsellor
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how_can_we_decentralize_team_breakouts_process_in_a_pi_planning_event
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how_do_we_run_our_first_daily_scrum_or_daily_standup
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how_does_a_team_initially_get_control_of_work
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how_to_preempt_team_conflict
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scrum_at_scale_by_jeff_sutherland
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what_content_should_be_considered_to_start_a_team_page
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what_does_a_scrum_master_do_all_day
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what_is_the_effect_of_changing_team_members_on_velocity
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why_should_we_work_harder_to_eliminate_the_effect_of_dependencies
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why_shouldn_t_we_set_up_dedicated_defect_teams
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bob_galen_-_stuff_bad_scrum_coaches_say
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essential_safe_-_dean_leffingwell
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financial_advice
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how_can_we_use_lean_and_agile_principles_to_increase_personal_effectiveness
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how_do_we_encourage_agile_thinking_in_non-agile_organizations_ssa
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how_do_we_improve_our_improvement_process
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how_should_we_initially_track_release_progress
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if_we_doing_agile_at_scale_we_must_adopt_safe_anti-pattern
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is_generating_an_estimate_a_waste_of_time
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johanna_rothman_-_scaling_agile_projects_to_programs
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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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what_can_we_do_to_improve_our_retrospectives
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what_does_it_mean_to_be_done
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what_happens_when_we_have_partial_assignments_for_product_owners_and_scrum_masters
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what_is_the_structure_of_a_leadership_program_in_an_agile_transformation
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why_do_people_overcommit
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2021_completed_events
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2022_completed_events
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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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do_we_need_points_to_generate_a_release_burn-up_chart
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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_do_software_capitalization_when_we_go_to_agile
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how_do_we_progress_the_funnel_of_ideas_on_a_portfolio_kanban
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how_do_we_setup_an_organizational_impediment_removal_system_ssa
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how_much_coaching_do_we_really_need
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luke_hohmann_-_how_to_conduct_large_distributed_team_retrospectives
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mike_cohn_-_let_go_of_knowing
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reading_list
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scrum_gathering_2015_pechakucha
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second_generation_lean_product_development_by_don_reinertsen
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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_alternatives_to_the_creation_of_product_owner_and_scrum_master_roles_could_we_try
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what_are_the_guidelines_for_kanban_teams_operating_in_a_safe_environment
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what_guidance_do_you_have_for_good_conference_calls
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what_inbuilt_biases_do_we_have_that_impede_good_decision_making
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what_is_a_user_story_ssa
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what_is_session_based_testing
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what_subjects_should_we_cover_at_a_team_kickoff_or_re-baseline_event
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why_does_a_lean-agile_approach_encourage_collaborative_decision_making
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how_can_we_scale_our_estimating_approach_beyond_a_team
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how_do_i_lead_practically
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how_do_i_support_my_people_so_they_improve
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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_ensure_critical_work_does_not_get_dropped_as_we_kick_off_teams
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how_do_we_initially_setup_an_executive_scrum_team
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how_do_we_know_where_we_are_spending_our_money
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how_do_we_move_away_from_trust_but_verify_approach_to_compliance
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how_do_we_reduce_the_effect_of_team_churn_on_our_ability_to_deliver_value
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it_s_not_just_the_meeting
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joshua_kerievsky_-_modern_agile
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learning_consortium_webcast_-_large-scale_agile_at_ericsson_by_steve_denning
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llewellyn_falco_and_maaret_pyhajarvi_-_strong-style_pairing
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luke_hohmann_-_awesome_super_problems
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lynn_winterboer_and_cher_fox_-_test_automation_-_agile_enablement_for_data_warehousing_and_business
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our_estimates_are_terrible
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quotable_quotes_ag
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strategize_-_product_strategy_and_product_roadmap_practices_for_the_digital_age_-_roman_pichler
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the_lean_machine-_how_harley-davidson_drove_top-line_growth_and_profitability_with_revolutionary_lean_product_development_-_dantar_p._oosterwal
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what_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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what_is_the_effect_of_batch_size_on_how_long_something_takes_to_get_done
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what_kind_of_responsibilities_does_a_development_manager_have
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what_other_kind_of_structural_approaches_have_you_seen
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which_is_best_for_my_team
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why_should_an_architect_collaborate_with_teams
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coaching_values_and_principles
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collaboration_at_scale_-_keeping_retrospectives_fresh_by_ben_linders
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conflict_resolution_-_daniel_dana
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facilitation_-_open_ended_agenda
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fixing_defects_does_not_mean_you_are_addressing_technical_debt
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how_do_we_establish_skills_development_in_the_team
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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_get_all_the_work_addressed_when_our_specialists_cannot_be_everywhere.old
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how_do_we_know_we_have_a_good_user_story_the_invest_criteria
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how_do_we_run_our_first_iteration_demo_or_sprint_review
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how_do_we_split_user_stories
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how_do_we_use_story_point_estimates_to_forecast
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how_do_we_work_on_the_big_architectural_initiative
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how_will_you_make_it_safe_for_people_to_raise_impediments
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johanna_rothman_-_agile_program_management
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learning_agile-_understanding_scrum_xp_lean_and_kanban_-_andrew_stellman_jennifer_greene
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manage_your_project_portfolio_-_increase_your_capacity_and_finish_more_projects_-_johanna_rothman
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management_will_assess_me_badly_if_i_bring_bad_news_anti-pattern
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quotable_quotes_ae
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quotable_quotes_ah
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recommended_reading
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safe_training_videos
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the_principles_of_clean_architecture_by_uncle_bob_martin
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under_what_conditions_is_full-time_equivalent_fte_resource_planning_effective
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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_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_is_pair_programming
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what_is_the_role_of_the_development_manager
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why_do_we_start_and_end_iterations_sprints_mid-week
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why_do_we_use_story_points_instead_of_hours
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why_not_just_track_hours_like_we_traditionally_do
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why_should_we_name_our_team
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2015_completed_events
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2020_completed_events
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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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dan_greening_-_agile_capitalization
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daniel_vacanti_-_why_winning_the_lottery_is_more_predictable_than_your_agile_project
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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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establish_points_guidelines_for_each_point_value
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faciliation_-_beyond_dot_voting
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frequently_asked_questions
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how_can_the_development_manager_be_effective
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how_can_we_understand_the_real_value_of_fast_feedback_and_deciding_late
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how_do_i_create_the_best_organizational_structure_for_success
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how_do_i_help_raise_awareness_of_transformation_problems
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how_do_small_changes_lead_to_big_improvements
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how_do_we_assign_business_value_to_pi_objectives
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how_do_we_deal_with_constant_interruptions
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how_do_we_determine_what_to_demonstrate_in_the_system_demo
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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_talk_to_a_data_architect_about_an_agile_approach
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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_do_you_become_aware_of_impediments
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how_is_work_assigned_during_a_sprint
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i_am_going_to_wait_for_the_training_anti-pattern
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if_it_involves_work_by_the_team_then_it_should_have_a_non-zero_estimate
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if_you_are_not_seeing_any_problems_or_impediments_that_is_a_problem_anti-pattern
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james_tamm_-_want_better_collaboration_dont_be_so_defensive
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jeff_sutherland_-_stalwarts
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jim_mccarthy_-_freedom_culture_design_and_our_possible_destiny
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larry_maccherone_-_how_long_will_it_take
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lean_values_and_principles
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michael_spayd_-_agile_assessment_prior_to_scaling
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only_use_fibonacci_sequence_numbers
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people_not_asking_for_help_when_trying_a_new_agile_practice_anti-pattern
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quotable_quotes_a9
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quotable_quotes_aa
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quotable_quotes_ab
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quotable_quotes_ac
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quotable_quotes_af
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quotable_quotes_ai
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quotable_quotes_aj
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quotable_quotes_ak
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quotable_quotes_am
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reference_useful_in_training_situations
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safe_4.5_updates_by_safe
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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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sidebar
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sidebar.old
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simulating_wip_effects_with_balls_and_a_banana
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start
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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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troy_magennis_-_solving_the_hairy_problem_of_team_dependencies
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useful_markup_syntax_in_the_wiki
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we_need_more_people._or_do_we
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what_alternative_estimation_approaches_are_there
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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_characteristics_of_a_great_product_owner
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what_are_the_characteristics_of_a_great_scrum_master
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what_are_the_potential_problems_implementing_okrs_in_an_organization
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what_are_the_problems_with_estimation
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what_are_the_responsibilities_of_a_scrum_master
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what_are_the_roles_in_an_agile_or_scrum_team
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what_do_you_mean_when_you_say
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what_does_a_development_manager_do_all_day
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what_ideas_do_you_have_that_will_help_us_keep_retrospectives_fresh
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what_is_the_best_approach_to_making_decisions_in_our_context
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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_impact_of_a_reorg_on_an_agile_transformation
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what_is_the_purpose_of_estimation
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what_kinds_of_questions_should_we_ask_to_understand_how_our_team_is_doing
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what_question_are_we_voting_on_when_we_do_a_confidence_vote_in_pi_planning
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when_should_the_system_demo_be_scheduled
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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_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_have_an_organizational_impediment_removal_system
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why_should_we_start_without_doing_a_complete_analysis
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2017_completed_events
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2018_completed_events
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agile_2015_-_conference_start
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agile_2015_-_industry_panel
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alexander_brown_-_free_yourself_from_the_myth_of_one-size-fits-all_scaling
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day-to-day_with_people
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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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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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establish_a_keystone_story
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facilitation_-_walk_in_my_shoes
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focus_more_on_the_detailing_and_executing_the_plan_than_on_planning_and_alignment_anti-pattern
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high_performance_teams
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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_determine_how_many_undiscovered_defects_we_have
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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_do_we_control_work-in-progress_wip
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how_do_we_improve_team_performance
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how_do_we_run_our_first_iteration_planning_or_sprint_planning_event
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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_does_project_management_change_with_agile
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how_much_productivity_will_we_lose_as_we_transform_to_agile
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how_should_we_initially_track_multiple_teams_progress
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how_should_we_structure_our_organization_as_we_move_to_agile_ssa
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how_to_get_your_session_accepted_at_an_agile_conference
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ideas_for_future_conference_sessions
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jessie_shternshus_-_individuals_and_interactions
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joe_justice_-_scrum_for_full_scale_manufacturing
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jurgen_appelo_-_managing_for_happiness
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middle_management_struggling_with_the_change_anti-pattern
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mike_cottmeyer_-_the_executives_step-by-step_guide_to_leading_large-scale_agile_transformation
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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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presented_at_agile_2016
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principles_and_values
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quotable_quotes_al
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rationale_-_or_why_do_i_have_this_set_of_pages
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review_the_5_s_to_make_sure_they_are_the_same_relative_size
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scrum_master_or_arm-chair_psychologist_by_angela_johnson
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subject_specific_article
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superforecasting_-_the_art_and_science_of_prediction_-_philip_e._tetlock_and_dan_gardner
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the_end_of_enterprise_it
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troy_magennis_-_data_driven_coaching_safely_turning_team_data_into_coaching_insights
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troy_magennis_-_risk_the_final_enterprise_frontier
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use_ranges_to_understand_risk
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useful_videos
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what_anti-patterns_do_you_see_with_the_system_demo
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what_are_the_benefits_of_a_collaborative_approach_to_architecture
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what_are_the_benefits_of_an_impediment_removal_system
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what_are_the_changes_in_management_approach_that_need_to_happen_with_agile
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what_are_the_steps_in_a_value_steam_mapping_workshop
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what_are_the_steps_involved_in_an_initial_agile_assessment
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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_do_if_we_don_t_have_budget_for_product_owners_and_scrum_masters
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what_do_we_not_want_to_see_in_a_product_owner
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what_do_we_not_want_to_see_when_applying_definition_of_ready
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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_a_wiki
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what_is_the_basis_of_our_estimating_process
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what_is_the_difference_between_value_stream_identification_and_value_stream_mapping
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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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what_is_the_typical_agenda_for_a_system_demo
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what_is_typically_captured_as_a_ready_user_story_on_the_story_card
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what_is_wrong_with_100_utilization_thinking
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what_kinds_of_problems_do_you_see_when_agile_teams_churn_team_members_a_lot
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what_should_our_sprint_goals_look_like
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what_team_events_is_the_product_owner_involved_in
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what_tips_do_you_have_for_a_scrum_master
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what_tips_do_you_have_to_help_develop_the_definition_of_ready
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what_we_don_t_want_to_see_in_a_scrum_master
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who_is_responsible_for_orchestrating_and_facilitating_the_system_demo
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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_run_a_system_demo_when_we_ve_just_done_a_sprint_review_or_iteration_team_review
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why_does_a_lean-agile_approach_focus_on_the_completion_of_work_running_tested_features
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why_does_high_a_utilization_rate_make_it_impossible_to_create_good_estimates
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why_don_t_we_use_written_english_to_communicate_requirements
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why_should_we_consider_moving_to_agile
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why_should_we_focus_on_doing_one_thing_to_completion_at_a_time
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dokuwiki @wiki
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welcome @wiki
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