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enterprise_lean-agile_coach_course
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d continuously evolve to drive maximum enterprise value. Course topics: Complex Adaptive Systems * O... ure Organizational design * Organizing around value in complex cases * Understanding value networks * Organizational implications of Conway’s Law * Fi... se economics * Exploring and defining business value in an organizational context * Operating with l
quotable_quotes_list.old
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argument for continuous delivery. * "Delivering value to the customer takes priority over delivering fe... mary mission of testing, clearly creates economic value for product developers. In fact, reducing risk is... ncy management when Teams are not able to produce value themselves * “Less certainty. More inquiry.” — ... tion." -- Mark Twain * "The best way to deliver value isn’t more, more, more, it’s to do small valuable
what_is_the_difference_between_value_stream_identification_and_value_stream_mapping
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====== What Is The Difference Between Value Stream Identification (VSID) and Value Stream Mapping (VSM)? ====== Or “Why do we need to do value stream mapping of the delivery pipeline when we have already done value stream mapping to understand our operational and
what_are_the_changes_in_culture_that_need_to_happen_with_agile
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h feedback, iterative and incremental delivery of value, etc). The problem is that while this is pretty s... bonuses for finding bugs. In terms of delivery of value to the customer this system will result in behavi... al bugs. We need to focus instead on "delivery of value to the customer" and optimize that system. The id... | The focus with agile is on delivering business value as a smooth flow. This may mean that the best thi
what_are_the_steps_in_a_value_stream_identification_workshop
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====== What are the Steps in a Value Stream Identification Workshop? ====== The purpose the Value Stream Identification workshop is to identify the operational (customers view of how we deliver value) and development value streams (the systems and people supporting the operational value stream) of our o
devops_for_the_agile_enterprise
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he role of DevOps in the context of the entire IT value stream, and prepares you to successfully plan and... test that was not written" — Unknown * "In any value stream, there is always a direction of flow, and ... ployment. * Transition cycle: maximize business value. * Idea that we should monitor "business value" through measures (eg leading indicators and the busine
how_do_we_get_away_from_business_as_usual_thinking_on_teams
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tation that they will work to improve the flow of value based on the value streams identified. Instead, what we find is that in an effort to get control of the ... lity of the Team to really work toward increasing value delivery. If we assume that we have addressed the... mics, etc will result in significant improvements value delivery. In the case of the Team working tickets
how_do_we_work_with_pi_objective_business_values_during_the_program_increment
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e a set of values that are updated to reflect the value of what was actually delivered so we can improve on our ability to deliver value. In other words the updated values are used to ca... ween the initial commitment, the demonstration of value and the assignment of updated business values. Ev... slighted when, from their perspective suddenly a value is reduced when their numbers go down. While this
what_are_the_steps_in_a_value_steam_mapping_workshop
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====== What are the Steps in a Value Steam Mapping Workshop? ====== Value Stream Mapping usually involves people that are part of a particul... define, build, validate, and release, and so the Value Stream mapping will involve people representing t... eason about potential improvements in the flow of value delivery. Typically a workshop is setup to: *
what_are_the_pros_and_cons_of_assigning_business_value_to_pi_objectives
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What are the Pros and Cons of Assigning Business Value to PI Objectives? ====== Or "To BV or not to BV?... subject was SAFe’s practice of assigning Business Value (BV) to PI Objectives as part of the PI Planning ... the subsequent assessment of the actual Business Value as the ART completes work. Reactions from “I never coach PI Objectives, or Business Value because it doesn’t add value” to “the 1-10 scale
what_is_a_user_story_ssa
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ant some <capability> so I can get some <business_value_or_benefit>." Some examples: * For a storefro... ility) * Why they want it (to get some business value or benefit) It’s a valuable capability of the sy... e "As a <user role> I want <capability> so I get <value>" format. We do this is to ensure we are focusing on the business value to be delivered and it is clear when communicatin
how_do_we_assign_business_value_to_pi_objectives
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====== How Do We Assign Business Value to PI Objectives? ====== There seems to be a lot of question the use of "business value" with PI Objectives, around the process of setting the value of PI Objectives, and how they are worked during ... age>what_problems_have_you_seen_with_the_business_value_assignment_process&noindent&notags&noeditbutton&n
tim_ottinger_-_agile_productivity
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No Outputs / inputs? Closer but no Productivity Value (outputs) / cost (inputs) Over some period of tim... ed on widgets Worth about the same Some variation Value is clear Order doesn't matter that much Output al... certainty about needs Order significantly affects value - eg ship really valuable items first Output not ... em Remove problem and more productivity Focus on value Smooth turbulent workflow Don't stockpile pain A
adam_yuret_-_waiting_for_godot-_concrete_approaches_to_busting_delays_and_why_your_enterprise_should_care
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ificantly reduce or eliminate huge delays in your value streams. We want to deliver value to our customers quickly in order to get critical feedback from them o... rning Outcomes: Attendees will learn: What delays value from flowing through our systems (with some data ... gle greatest impediment to our ability to deliver value to our customers. How to identify and address bot
what_problems_have_you_seen_with_the_business_value_assignment_process
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=== What Problems Have You Seen With the Business Value Assignment Process? ====== The general literatur... event, and assign values in the range of 10 (high value) to 1 (low value) on all the team's PI Objectives on a relative scale. Sounds easy, doesn't it? But the... lot of different approaches to assigning Business Value to PI Objectives, the process seems to cause a lo
what_should_we_consider_when_forming_a_new_team
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why_do_we_assign_business_values_to_pi_objectives
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why_should_we_focus_on_doing_one_thing_to_completion_at_a_time
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how_does_the_agile_approach_allow_us_to_deliver_early
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this_is_lean_-_resolving_the_efficiency_paradox_-_niklas_modig
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what_are_the_steps_we_can_take_to_restructure_a_train
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facilitation_-_play_pass_or_move
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second_generation_lean_product_development_by_don_reinertsen
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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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if_we_doing_agile_at_scale_we_must_adopt_safe_anti-pattern
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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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why_should_we_work_harder_to_eliminate_the_effect_of_dependencies
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how_do_i_facilitate_a_portfolio_prioritization_meeting
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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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dean_leffingwell_-_nine_immutable_principles_of_lean_agile
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how_can_we_understand_the_real_value_of_fast_feedback_and_deciding_late
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how_do_we_calculate_the_cost_of_delay_cod_and_the_weighed_shortest_job_first_wsjf
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joshua_kerievsky_-_modern_agile
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mike_cottmeyer_-_the_executives_step-by-step_guide_to_leading_large-scale_agile_transformation
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quotable_quotes_ah
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should_we_do_wip_limits_even_though_we_are_doing_scrum
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2022_completed_events
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how_do_small_changes_lead_to_big_improvements
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how_do_we_know_we_have_a_good_user_story_the_invest_criteria
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johanna_rothman_-_agile_program_management
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manage_your_project_portfolio_-_increase_your_capacity_and_finish_more_projects_-_johanna_rothman
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thinking_in_bets_-_annie_duke
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todd_little_and_andrew_tuttle_-_performance_reviews_that_don_t_suck
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we_need_more_people._or_do_we
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what_can_we_do_to_improve_our_retrospectives
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why_don_t_agile_tools_automatically_change_status_when_related_items_change_status
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why_don_t_we_burn-down_stories_instead_of_hours_for_a_sprint
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2019_completed_events
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epics_and_features_become_the_new_way_to_specify_fixed_scope_anti-pattern
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how_do_we_help_executives_and_managers_learn_the_new_mindset
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how_do_we_move_from_safe_to_an_approach_with_less_overhead
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how_do_we_work_on_the_big_architectural_initiative
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how_much_productivity_will_we_lose_as_we_transform_to_agile
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johanna_rothman_-_scaling_agile_projects_to_programs
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jurgen_appelo_-_managing_for_happiness
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quotable_quotes_af
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safe_4.5_updates_by_safe
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scrum_gathering_2015_pechakucha
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strategize_-_product_strategy_and_product_roadmap_practices_for_the_digital_age_-_roman_pichler
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what_do_we_need_to_think_about_when_we_go_from_a_pi_planning_approach_to_a_more_continuous_planning_approach
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what_happens_when_we_do_the_role_of_product_owner_and_scrum_master_well
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what_inbuilt_biases_do_we_have_that_impede_good_decision_making
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what_insights_do_we_get_from_tracking_investment_horizon
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what_is_the_impact_of_a_reorg_on_an_agile_transformation
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why_don_t_we_use_gantt_charts_in_agile
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why_should_we_consider_moving_to_agile
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2018_completed_events
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2021_completed_events
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alan_dayley_-_freedom_to_align
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dan_greening_-_agile_capitalization
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dean_leffingwell_-_one_on_one_meeting_through_icon
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do_we_put_story_point_estimates_on_a_spike_enabler_story
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essential_safe_-_dean_leffingwell
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how_do_i_convert_points_and_velocity_to_dollars
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how_do_we_deal_with_product_backlog_explosion
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how_do_we_use_story_point_estimates_to_forecast
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how_do_we_write_good_features
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how_do_you_work_impediments
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how_will_we_know_we_are_making_progress_on_impediment_removal
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quotable_quotes_a9
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quotable_quotes_ac
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what_are_the_characteristics_of_a_great_product_owner
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what_is_the_benefit_of_having_a_cadence_of_meetings_etc
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what_is_the_effect_of_changing_team_members_on_velocity
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what_is_the_elevator_pitch_for_agile_and_scrum
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what_kinds_of_problems_do_you_see_when_agile_teams_churn_team_members_a_lot
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why_do_people_overcommit
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2017_completed_events
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agile_2015_-_industry_panel
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bob_galen_-_stuff_bad_scrum_coaches_say
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establish_a_things_that_matter_matrix
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focus_more_on_the_detailing_and_executing_the_plan_than_on_planning_and_alignment_anti-pattern
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getting_value_out_of_agile_retrospectives_-_luis_conclaves_and_ben_linders
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how_can_we_decentralize_team_breakouts_process_in_a_pi_planning_event
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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_improve_team_performance
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how_do_we_setup_an_organizational_impediment_removal_system_ssa
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how_do_we_split_user_stories
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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_write_user_stories_when_we_cannot_get_all_development_and_testing_done_in_one_sprint
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how_does_a_team_initially_get_control_of_work
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how_is_work_assigned_during_a_sprint
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implementing_beyond_budgeting-_unlocking_the_performance_potential_by_bjarte_bogsnes_-_bjarne_bogsnes
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kylie_castellaw_-_fortune-teller_to_scientist
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pithy_slogans
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quotable_quotes_aa
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quotable_quotes_ab
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quotable_quotes_ad
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quotable_quotes_ai
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scrum_at_scale_by_jeff_sutherland
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scrum_gathering_2015_ignite_talks
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split_every_story_until_it_represents_a_small_common_size
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under_what_conditions_is_full-time_equivalent_fte_resource_planning_effective
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what_are_the_changes_in_management_approach_that_need_to_happen_with_agile
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what_does_a_scrum_master_do_all_day
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what_is_wrong_with_100_utilization_thinking
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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_an_architect_collaborate_with_teams
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accelerate_-_building_strategic_agility_for_a_faster-moving_world_-_john_p_kotter
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agile_2015_-_research_short_papers
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ahmed_sidky_-_keystone_habits_leading_to_sustainable_enterprise_agility
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books_to_read
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coaching_values_and_principles
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establish_points_guidelines_for_each_point_value
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establish_typical_sizes_for_typical_work
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faciliation_-_beyond_dot_voting
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how_can_we_improve_the_quality_of_feedback_at_an_iteration_demo
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how_can_we_introduce_scrum_to_our_stakeholders
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how_do_i_help_raise_awareness_of_transformation_problems
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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_put_a_story_point_estimate_on_a_spike_enabler_story
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how_do_we_reduce_the_effect_of_team_churn_on_our_ability_to_deliver_value
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how_do_we_talk_to_a_data_architect_about_an_agile_approach
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how_do_we_work_with_non-functional_requirements_nfrs
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how_do_you_become_aware_of_impediments
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how_does_multi-tiered_product_management_work
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how_does_project_management_change_with_agile
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is_generating_an_estimate_a_waste_of_time
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larry_maccherone_-_how_long_will_it_take
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learning_agile-_understanding_scrum_xp_lean_and_kanban_-_andrew_stellman_jennifer_greene
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lynn_winterboer_and_cher_fox_-_test_automation_-_agile_enablement_for_data_warehousing_and_business
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quotable_quotes_ag
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quotable_quotes_al
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quotable_quotes_am
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reading_list
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recommended_reading
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scrum_master_or_arm-chair_psychologist_by_angela_johnson
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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_-_risk_the_final_enterprise_frontier
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what_are_the_characteristics_of_a_great_development_manager
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what_can_we_do_to_improve_our_point_based_estimates
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what_do_we_not_want_to_see_when_applying_definition_of_ready
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what_do_you_mean_when_you_say
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what_happens_when_we_have_partial_assignments_for_product_owners_and_scrum_masters
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what_is_the_basis_of_our_estimating_process
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what_is_the_best_approach_to_making_decisions_in_our_context
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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_kind_of_responsibilities_does_a_development_manager_have
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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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which_is_best_for_my_team
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why_not_just_track_hours_like_we_traditionally_do
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2020_completed_events
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agile_extension_to_the_babok_guide_-_iiba
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alexander_brown_-_free_yourself_from_the_myth_of_one-size-fits-all_scaling
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are_there_any_benefits_to_the_team_of_estimating
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canonical_references_on_scaling
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continuous_delivery_in_a_large_enterprise_transforming_enterprise_it_by_henk_kolk
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devops_values_and_principles
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do_we_need_points_to_generate_a_release_burn-up_chart
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establish_a_keystone_story
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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_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_lead_practically
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how_do_i_support_my_people_so_they_improve
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how_do_we_allow_for_innovation
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how_do_we_build_and_maintain_context_when_all_we_have_is_a_backlog_list
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how_do_we_do_software_capitalization_when_we_go_to_agile
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how_do_we_encourage_agile_thinking_in_non-agile_organizations_ssa
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how_do_we_establish_skills_development_in_the_team
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how_do_we_get_more_training_on_user_stories
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how_do_we_initially_setup_our_definition_of_done
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how_do_we_overcome_i_win_you_lose_type_thinking_to_open_organization_to_learning
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how_do_we_run_our_first_iteration_demo_or_sprint_review
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how_do_we_run_our_first_sprint_retrospective
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how_do_we_use_a_definition_of_ready_dor
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how_much_coaching_do_we_really_need
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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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it_s_not_just_the_meeting
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johanna_rothman_-_growing_your_servant_leadership
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michael_spayd_-_agile_assessment_prior_to_scaling
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powerful_pictures
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quotable_quotes_aj
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reference_useful_in_training_situations
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research_to_help_understanding
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safe_-_past_present_and_future_by_dean_leffingwell
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safe_values_and_principles
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simulating_agile_execution_with_the_ball_point_game
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simulating_wip_effects_with_balls_and_a_banana
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the_state_of_safe_by_chris_james
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use_ranges_to_understand_risk
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useful_videos
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value_stream_mapping
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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_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_benefits_of_establishing_the_role_of_development_manager
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what_are_the_characteristics_of_a_great_coach
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what_are_the_characteristics_of_a_great_scrum_master
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what_are_the_guidelines_for_kanban_teams_operating_in_a_safe_environment
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what_are_the_responsibilities_of_a_product_owner
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what_are_the_responsibilities_of_a_scrum_master
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what_are_the_steps_involved_in_an_initial_agile_assessment
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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_do_with_stories_that_are_not_done_at_the_end_of_an_iteration
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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_is_pair_programming
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what_is_the_role_of_the_product_owner_ssa
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what_is_typically_captured_as_a_ready_user_story_on_the_story_card
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