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quotable_quotes_list.old
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o With Business Agility" * "Quality has to be caused, not controlled" — Philip Crosby * “Being busy... e a better design that is not available to us because of our organization?” —Mel Conway, Toward Simplif... by analogy. [With analogy] we are doing this because it’s like something else that was done, or it is ... usk * “Opportunity is missed by most people because it is dressed in overalls and looks like work.” —
what_is_a_user_story_ssa
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====== What is a User Story? - SSA ====== <WRAP todo>Work in progress</WRAP> And "why do we use them?" And "what makes a 'good' user story?" And "how do we create a user story?" And "who creates a user story?" ====== Premise ======
so_you_want_to_setup_a_business_as_an_agile_coach
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have a different context, this article may not be useful to you. In the following section we will look... * Decide on a business name * Validate you can use the name * Claim your domain * Establish a le... name. There are three basic approaches here: - Use a name that describes what you do. Something “Agi... lude “Agile64, LLC” or “Focussed Agile, LLC”. - Use your own name. It’s a small business and you are
syntax @wiki
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e. This page contains all possible syntax you may use when editing the pages. Simply have a look at the... it this page". If you want to try something, just use the [[playground:playground|playground]] page. Th... u can **__//''combine''//__** all these. You can use <sub>subscript</sub> and <sup>superscript</sup>, too. You can use <sub>subscript</sub> and <sup>superscript</sup>,
how_do_we_split_user_stories
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====== How Do We Split a User Story? ====== > Basic answer is "By end user value - ask yourself 'What kind of feedback do you expect from the customer at the Sprint Review.'" User stories have a life-cycle. When we start into a ... ams are told that they have to complete an entire user story before moving on to the next one in a Spri
thinking_in_bets_-_annie_duke
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ist the temptation to change my strategy just because a few hands didn’t turn out well in the short run... ision at every point and still lose the hand, because you don’t know what new cards will be dealt and r... that is not 0% or 100% can’t be wrong solely because the most likely future doesn’t unfold. Decision... spin a particular narrative. Fake news works because people who already hold beliefs consistent with t
enterprise_lean-agile_coach_course
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raints associated with collaboration" * When to use lean vs CAS? If you cannot leverage variability, ... urce of powerful questions? * (Action) as coach user feedback markers to understand where the real pr... up trying to folllow the master plan. This is because of cognitive bias - risk adverse so don't like un... ed in falsifying) * Be careful of case studies. Use for exploring but don't apply directly. Case stud
how_do_we_overcome_i_win_you_lose_type_thinking_to_open_organization_to_learning
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way they do, the problems traditional thinking causes, an alternative approach using a "betting" metap... way they do, the problems traditional thinking causes, an alternative approach using a “betting” metap... and other poor outcomes for the organization * Use of a betting metaphor to change how we think about the outcome * Use of an template to capture these bets as an experi
how_do_we_build_and_maintain_context_when_all_we_have_is_a_backlog_list
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We Have Is a Backlog List? ====== > Or "What is User Story Mapping" > Or "How Do We Break Down a Big ... e they lose context when they just have a list of user stories. Others cannot think in terms of lists b... d what is going on. One approach that I have seen useful in these contexts is the use of "User Story Mapping". ====== Practice ====== The basic idea, made
what_kind_of_questions_should_we_ask_if_we_are_hiring_a_coach
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cussion. The question is "what approach should we use to drive this second conversation?" The following sections talk about some questions I’ve used in the past to help me understand fit. ====== W... ive Team Coaches? ====== The approach I've found useful is to set a more "situational" discussion. The... f details. If people skimp here perhaps it is because they don’t really have the level of experience ne
how_do_we_run_our_first_sprint_retrospective
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may be invited, but this is essentially a Team-focused activity. The Team can determine who they want t... ronment. Note that the activities and information used to generate the experiment is private to the Tea... vements associated with the people and process we use. This is important as for many teams the Retrosp... eriment to figure out whether the idea has merit. Use [[https://en.wikipedia.org/wiki/SMART_criteria|SM
implementing_beyond_budgeting-_unlocking_the_performance_potential_by_bjarte_bogsnes_-_bjarne_bogsnes
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and Notes ====== In general I found this a very useful book as my experience has been that many agile... ing done: “I can't do the blindingly obvious, because it's not in my budget!” * Often leads to the wr... flipside is people doing what they shouldn't, because it is in the budget - “Spend it or lose it!” * ... are afraid of leaving traditional management because they are afraid of losing control. The fear might
this_is_lean_-_resolving_the_efficiency_paradox_-_niklas_modig
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iciency in how work gets done. Flow efficiency focuses on the amount of time it takes from identifying ... isfying that need, whereas resource efficiency focuses on efficiently using the resources that add valu... lso improve resource efficiency in many cases because work which results from being resource efficient ... ncreasing the utilization of resources. Efficient use of resources has long been the most common way of
turn_the_ship_around_-_a_true_story_of_turning_followers_into_leaders_-_david_marquet
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an environment where everyone is a leader. Very useful and practical book aimed at helping managers u... arine with the worst record in the fleet and, because he was unable to use his traditional approach to managing the ship (leader as an expert - he wasn't th... “wrong rock.” "It is a mechanism for control because the conversations did not consist of me telling t
quotable_quotes_ah
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* "Why doesn’t every company use ESDs effectively? Because ESDs drive bureaucrats nuts, for two main reasons: 1. ESDs trust their own j... uy both design and make whenever we can. Why? Because it reduces the amount that we have to learn." – A... ght place; barriers to communication, such as the use of multiple forms (paper or electronic) to carry
what_inbuilt_biases_do_we_have_that_impede_good_decision_making
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how_do_we_know_we_have_a_good_user_story_the_invest_criteria
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how_do_we_use_points_to_estimate_work_ssa
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strategize_-_product_strategy_and_product_roadmap_practices_for_the_digital_age_-_roman_pichler
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how_do_we_know_where_we_are_spending_our_money
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if_we_doing_agile_at_scale_we_must_adopt_safe_anti-pattern
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devops_for_the_agile_enterprise
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second_generation_lean_product_development_by_don_reinertsen
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quotable_quotes_ak
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quotable_quotes_am
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quotable_quotes_list
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team_has_right_to_reject_stories_for_estimation_that_are_not_ready
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what_are_the_changes_in_culture_that_need_to_happen_with_agile
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what_is_the_best_approach_to_making_decisions_in_our_context
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establish_a_keystone_story
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how_do_we_run_our_first_iteration_demo_or_sprint_review
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how_do_we_write_good_features
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under_what_conditions_is_full-time_equivalent_fte_resource_planning_effective
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hans_samios_how_to_work_personality_issues_without_sounding_like_a_marriage_guidance_counsellor
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how_does_multi-tiered_product_management_work
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how_should_we_structure_our_organization_as_we_move_to_agile_ssa
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useful_videos
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what_can_we_do_to_improve_our_retrospectives
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what_is_typically_captured_as_a_ready_user_story_on_the_story_card
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bridging_the_communication_gap_-_specification_by_example_and_agile_acceptance_testing_-_gojko_adzic
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how_can_we_improve_the_quality_of_feedback_at_an_iteration_demo
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how_do_we_assign_business_value_to_pi_objectives
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how_do_we_get_away_from_business_as_usual_thinking_on_teams
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how_do_we_use_story_point_estimates_to_forecast
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learning_agile-_understanding_scrum_xp_lean_and_kanban_-_andrew_stellman_jennifer_greene
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reading_list
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recommended_reading
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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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what_are_the_guidelines_for_kanban_teams_operating_in_a_safe_environment
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what_is_a_definition_of_ready_dor_ssa
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dokuwiki @wiki
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how_do_i_convert_points_and_velocity_to_dollars
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how_do_we_work_on_the_big_architectural_initiative
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quotable_quotes_af
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quotable_quotes_ag
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sidebar
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what_are_the_potential_problems_implementing_okrs_in_an_organization
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what_content_should_be_considered_to_start_a_team_page
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what_does_it_mean_to_be_done
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workshops_training_and_other_events
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designing_organizations_-_strategy_structure_and_process_at_the_business_unit_and_enterprise_levels_-_jay_r._galbraith
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facilitation_-_play_pass_or_move
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how_can_we_improve_collaboration_on_user_stories
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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_we_use_assessments_for_good
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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_the_role_of_architect_change_in_agile_ssa
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johanna_rothman_-_scaling_agile_projects_to_programs
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reference_useful_in_training_situations
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sidebar.old
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what_can_we_do_to_improve_our_point_based_estimates
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what_is_the_benefit_of_having_a_cadence_of_meetings_etc
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what_is_the_purpose_of_iteration_or_sprint_goals
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why_do_we_do_a_system_demo_in_safe_ssa
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accelerate_-_building_strategic_agility_for_a_faster-moving_world_-_john_p_kotter
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how_can_we_decentralize_team_breakouts_process_in_a_pi_planning_event
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how_do_we_deal_with_product_backlog_explosion
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how_do_we_demonstrate_something_that_results_in_a_new_api
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how_do_we_get_more_training_on_user_stories
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johanna_rothman_-_agile_program_management
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lynn_winterboer_and_cher_fox_-_test_automation_-_agile_enablement_for_data_warehousing_and_business
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quotable_quotes_aa
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use_ranges_to_understand_risk
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what_are_the_characteristics_of_a_great_product_owner
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what_is_the_difference_between_emergent_and_intentional_architecture
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what_is_the_role_of_the_product_owner_ssa
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what_is_the_role_of_the_scrum_master_ssa
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what_kinds_of_questions_should_we_ask_to_understand_how_our_team_is_doing
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whats_the_difference_between_kanban_and_scrum_ssa
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why_a_plan_based_on_average_velocity_will_fail
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why_do_we_use_story_points_instead_of_hours
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why_should_we_focus_on_doing_one_thing_to_completion_at_a_time
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collaboration_at_scale_-_keeping_retrospectives_fresh_by_ben_linders
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fixing_defects_does_not_mean_you_are_addressing_technical_debt
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how_do_we_encourage_agile_thinking_in_non-agile_organizations_ssa
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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_does_a_team_initially_get_control_of_work
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how_much_coaching_do_we_really_need
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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_ai
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the_principles_of_clean_architecture_by_uncle_bob_martin
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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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troy_magennis_-_data_driven_coaching_safely_turning_team_data_into_coaching_insights
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troy_magennis_-_forecasting_using_data_-_quickly_answering_how_big_how_long_and_how_likely
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useful_markup_syntax_in_the_wiki
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what_are_the_characteristics_of_a_great_scrum_master
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what_do_they_mean_when_they_says_simplicity
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what_is_a_wiki
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why_not_just_track_hours_like_we_traditionally_do
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why_should_we_work_harder_to_eliminate_the_effect_of_dependencies
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2021_completed_events
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alan_dayley_-_freedom_to_align
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arthur_richards_-_distributed_agile
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books_to_read
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establish_a_things_that_matter_matrix
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hendrik_esser_-_is_there_a_best_practice_for_agile_transformation
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how_can_we_determine_how_many_undiscovered_defects_we_have
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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_do_software_capitalization_when_we_go_to_agile
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how_do_we_setup_an_organizational_impediment_removal_system_ssa
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how_do_we_talk_to_a_data_architect_about_an_agile_approach
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how_do_we_use_agile_to_reduce_costs
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how_do_we_write_good_pi_objectives
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is_generating_an_estimate_a_waste_of_time
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only_use_fibonacci_sequence_numbers
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principles_and_values
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quotable_quotes_al
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should_we_do_wip_limits_even_though_we_are_doing_scrum
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troy_magennis_-_risk_the_final_enterprise_frontier
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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_we_can_take_to_restructure_a_train
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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_events_should_we_put_in_place_for_iterations_or_sprints
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what_guidance_do_you_have_for_good_conference_calls
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what_ideas_do_you_have_that_will_help_us_keep_retrospectives_fresh
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what_is_the_basis_of_our_estimating_process
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what_is_the_elevator_pitch_for_agile_and_scrum
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what_kind_of_working_agreements_should_we_set_up_for_the_team
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what_tips_do_you_have_for_a_scrum_master
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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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agile_2015_-_research_short_papers
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bob_galen_-_stuff_bad_scrum_coaches_say
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dan_greening_-_agile_capitalization
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dean_leffingwell_-_nine_immutable_principles_of_lean_agile
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essential_safe_-_dean_leffingwell
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how_can_we_forecast_when_we_do_not_have_a_lot_of_data
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how_do_i_facilitate_a_portfolio_prioritization_meeting
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how_do_we_get_all_the_work_addressed_when_our_specialists_cannot_be_everywhere
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joshua_kerievsky_-_modern_agile
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larry_maccherone_-_how_long_will_it_take
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quotable_quotes_ab
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quotable_quotes_ad
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quotable_quotes_aj
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rolling_rocks_downhill_-_the_agile_business_novel_-_clarks_ching
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useful_tools
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what_alternative_estimation_approaches_are_there
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what_are_the_changes_in_management_approach_that_need_to_happen_with_agile
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what_is_the_effect_of_changing_team_members_on_velocity
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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_problems_have_you_seen_with_the_business_value_assignment_process
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which_is_best_for_my_team
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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_written_english_to_communicate_requirements
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2020_completed_events
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alexander_brown_-_free_yourself_from_the_myth_of_one-size-fits-all_scaling
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daniel_vacanti_-_why_winning_the_lottery_is_more_predictable_than_your_agile_project
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dhaval_panchal_-_estimating_is_not_planning
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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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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_forecast_our_plan_with_kanban
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how_do_we_help_executives_and_managers_learn_the_new_mindset
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how_do_we_know_definition_of_ready_is_being_successfully_applied
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how_do_we_overcome_traditional_project_release_reporting_with_an_agile_approach_focused_on_change
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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_pi_objective_business_values_during_the_program_increment
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how_does_the_agile_approach_allow_us_to_deliver_early
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how_is_work_assigned_during_a_sprint
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how_should_we_initially_track_sprint_progress
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how_to_get_your_session_accepted_at_an_agile_conference
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james_tamm_-_want_better_collaboration_dont_be_so_defensive
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quotable_quotes_ac
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safe_4.5_updates_by_safe
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scrum_at_scale_by_jeff_sutherland
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useful_references
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we_need_more_people._or_do_we
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what_do_we_not_want_to_see_when_applying_definition_of_ready
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what_is_a_frequently_asked_question_faq_site
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what_should_we_consider_when_forming_a_new_team
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what_tips_do_you_have_for_a_product_owner
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why_do_we_form_teams_when_we_transition_to_agile
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why_do_we_have_the_product_owner_and_scrum_master_roles
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why_does_a_lean-agile_approach_encourage_collaborative_decision_making
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why_does_a_lean-agile_approach_focus_on_the_completion_of_work_running_tested_features
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why_should_we_name_our_team
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adam_yuret_-_waiting_for_godot-_concrete_approaches_to_busting_delays_and_why_your_enterprise_should_care
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agile_2015_-_industry_panel
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ahmed_sidky_-_keystone_habits_leading_to_sustainable_enterprise_agility
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coaching_values_and_principles
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complexity_references
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establish_points_guidelines_for_each_point_value
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estimates_are_based_on_current_knowledge
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faciliation_-_beyond_dot_voting
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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_i_help_raise_awareness_of_transformation_problems
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how_do_we_allow_for_innovation
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how_do_we_improve_our_improvement_process
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how_do_we_improve_team_performance
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how_do_we_initially_setup_an_executive_scrum_team
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how_do_we_progress_the_funnel_of_ideas_on_a_portfolio_kanban
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jeff_sutherland_-_stalwarts
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lean_values_and_principles
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michael_spayd_-_agile_assessment_prior_to_scaling
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navigating_conflict_on_agile_teams_or_why_resolving_conflict_won_t_work_by_lyssa_adkins
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our_estimates_are_terrible
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powerful_facilitation
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powerful_stories
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prioritization_techniques
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quotable_quotes_ae
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scrum_at_scale_-_the_end_of_one-size-fits-all_approach_to_scaling_by_alex_brown
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tim_ottinger_-_agile_productivity
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troy_magennis_-_solving_the_hairy_problem_of_team_dependencies
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what_are_the_characteristics_of_a_great_development_manager
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what_do_we_not_want_to_see_in_a_product_owner
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what_is_the_mapping_between_features_and_pi_objectives
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what_is_the_purpose_of_estimation
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what_is_the_role_of_the_stakeholder
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what_is_the_structure_of_a_leadership_program_in_an_agile_transformation
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what_subjects_should_we_cover_at_a_team_kickoff_or_re-baseline_event
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where_did_this_estimation_approach_come_from
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why_shouldn_t_we_set_up_dedicated_defect_teams
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10_reasons_estimation_and_planning_fails_and_what_to_do_about_it_by_troy_magennis
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agile_2011
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frequently_asked_questions
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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_ensure_critical_work_does_not_get_dropped_as_we_kick_off_teams
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how_do_we_establish_skills_development_in_the_team
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how_do_we_initially_setup_our_definition_of_done
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how_do_we_run_our_first_daily_scrum_or_daily_standup
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how_do_you_become_aware_of_impediments
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how_do_you_work_impediments
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how_should_we_initially_track_multiple_teams_progress
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ideas_for_future_conference_sessions
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start
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useful_kanban_references
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what_are_the_differences_between_scrum_and_kanban
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what_are_the_similarities_between_scrum_and_kanban
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what_do_you_mean_when_you_say
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what_insights_do_we_get_from_tracking_investment_horizon
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establish_a_done_definition_for_a_story_to_be_ready_for_the_team
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face-to-face_over_email_communication
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kanban_values_and_principles
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materials_developed
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quotable_quotes_a9
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