https://www.youtube.com/watch?v=hKBSmQCMEqQ

Time: Tuesday, December 3th. 2019:
19:30 Amsterdam time.

On twitter, a discussion started between Trond, Anton and Krisztina about working in agile product development without a clear business goal. Since twitter is a restricted medium to discuss these issues, we are taking it upon our VirtualDDD Meetup.



Join us with Trond, Anton and Krisztina and let's have an honest discussion about what it means to work agile. What are the pros and cons? We dig into the underlying principles and philosophy of agile, diving into the practical instead of the theoretics of business agility. Do we need the business to be agile to do proper Domain-driven design, and what are the overlaps between agile and Domain-driven design?

@Trond SCRUM - DARK SCRUM no need for standup no need for sprints Sprint Goals make it all work suddenly all makes sense

@Anton works in Medium dark scrum Artificial Sprint Goals -> PO selects the highest prio story, and then writes a sprint goal around it “I don’t need sprints or scrum” “kanban works perfectly fine”

@Krisztina we agree on goals, focus, timebox if all stakeholders are in line, we don’t need borders/timebox, they don’t interrupt, we work together scrum makes transparent what does not work (or atleast that something does not work)

@Kenny from Complex to Complicated

@Krisztina variable sprint length release always, not only at end of sprint

@Trond timebox is an enabling constraint

@Marco What would non-agile DDD look like?

@Kenny IT as a feature factory “here are some feature requirements, go build them”

@marco that works in obvious problems but that’s not where DDD shines

ppl learn through iteration, communication you need to model and model deeper when you get new insights agile & DDD are driven by same principles iterations ~ whirlpool ~ inspect&adapt

@Trond socio-technical systems new concept: deliberation now: control from the top worked tailorist knowledge work needs: product teams

@? “We don’t need middle-mgmt”

@Kenny I have a problem with that who decides on strategy? how are they working together

@Marco Middle mgmt is the wrong metaphor socio-technical systems

  • context maps

some ppl work in

  • 1 bounded context
  • between contexts
  • overview

the problem is taking agile as a tool to manage, instead of as a mindset

@anton “tweet about culture in leadership I have pinned forever”

@Krisztina developers should just stop

@kenny my mgr is in command&control, what should you do?

@marco it depends on which communication problem you’re having spiral dynamics “I’m focussed on me unless it becomes too complex” if you try to impose this way of thinking on someone who tries to become a better leader in the hierarchy, it’s hard

@Trond you need to find some agents in the system to talk to (agents up in the hierarchy) pilots for cross functional teams buy-in from leadership

@Krisztina devs need to stop talking so technical we need a DDD book without technical words (DDD for PO’s)

@anton aggregates for non-technical ppl

getting PO’s on board is not enough budgets & leadership needs to be on board

@Kenny just world bias/hypothesis -eg karma -eg “mgmt will get what they deserve”

@Kenny Abiba gave some great talks about certainty inspect&adapt -> lots of uncertainty

@Marco most agile business do not sell a product they sell a promise that the product will grow in to the needs all the time

@kenny What could you do tomorrow? -> guerilla event storming model and ask “do you mean this” make a mistake -> example mapping

@marco get better at knowing what communication ppl need learning to communicate what communication ppl need, not what you want to tell go for eventstorming, …

@Trond ask better questions challenge the obvious don’t assume that everyone things this is ok you’re not the only one in the company find your agents

@anton ask for an iteration or 2 to experiment

@trond our squad is way too big 3 goals within the goal lets try to split up

@Anton Do we need to let it crash&burn

// trying to solve a problem, but they don’t have a problem

@Marco I try to understand the motivation behind it usually someone experienced something so painful in the past

@Trond think about the system it’s a systemic problem

@krisztina if someone is not in your team if they are not a stakeholder (=no interest) figure out how this would interest them

@Marco every human should do regular retrospectives “I don’t want to improve on that right now” “you make me feel like everything I’ve learned is not worth anything, I don’t want that” ->spiral dynamics

@Krisztina -> happy self-reflective time

// but what if you dont want to