Agile

(Why your daily stand-ups don’t work and how to fix them) Model: 5 heuristics you’re doing stand-ups wrong symptoms which indicate you’re doing your stand-ups in the wrong way, for the wrong reasons: Heuristic: Stand-ups take more than 15-minutes Heuristic: People talk about their work instead of talking about goals Heuristic: People stop showing up regularly Heuristic: People talk to their manager (or “scrum master”) instead of talking to their peers Heuristic: If the manager or “scrum master” can’t show up, the stand-up doesn’t happen Quote: the purpose of daily stand-ups the purpose of the Daily Scrum is to inspect progress toward the Sprint Goal and adapt the Sprint Backlog as necessary, adjusting the upcoming planned work....

One metric of how iterative you work is the amount of change to the backlog after each sprint review. If none, that you're likely not working iteratively but incrementally

Model_ Agile Fluency = ‘scale out’, making value streams smaller, until they fit into one team. Model_ Scaled Agile Framework (SAFe) = ‘scale up’, adding more people to the same value stream. In Model_ Agile Fluency the distinction is clearly visible when we look through the lens of team composition. Model_ Agile Fluency is scaling out. It creates small teams that are self-sufficient. Slicing the value stream smaller where needed. Changing the organisation’s structure....

https://martinfowler.com/articles/agileFluency.html Lens: Model_ estimates in Agile Fluency Lens: Model_ team composition in Agile Fluency

process to break ‘bad habits’ from waterfall but once those habits are broken, we want to remove those processes Agile practices: purpose: get used to regularly delivering software problem: let’s pick a task that fit’s in the rest of the slot group tasking a story, but only 1-2 people will work on it fear: estimates (depends on who I work with) improve today! once you get into the habit of taking work from a kanban wall, you don’t need a standup anymore...

graveyard: agile does not work “if a project was in the graveyard I walked away” simple managers teach the best practices agile has no value here Complicated problems experts are expensive get a team to do what the experts tell “harvest their knowledge, turn it into stories” Complex problems there are no experts “hire a bunch of bright people, turn them loose and say: figure it out” try something, try something else if something stops working, try something else...

Agile Schizophrenia - Fred George (https://www.youtube.com/watch?v=jh7du2TfCQU) disruptor: challenges thinking in a organisation teams that are different -– misalignment Model_ Uncertainty of requirements defines whether to work waterfall, agile or beyond agile graveyard: agile does not work “if a project was in the graveyard I walked away” simple managers teach the best practices agile has no value here Complicated problems experts are expensive get a team to do what the experts tell “harvest their knowledge, turn it into stories”...

Digital Fluency: Connecting the Dots of Digital Transformation - Gary O’Brien (https://www.youtube.com/watch?v=8VLyofZVdlk) What is digital? customer expectation: - high - realtime - anytime - consistent - total control - constantly changing speed: - speed you need to make decisions - speed you need to get things into market - speed of change new & emerging technology -– Companies that do this well. Same characteristics customer obsession from customer perspective “70% of our customers want a morgage” > “I don’t know anyone who wants a morgage, people want a home” “sell more morgages” vs “put people in homes”...

How to enable organizations to go faster - Fred George (https://www.youtube.com/watch?v=WKTtnVb83mQ) one hacker away someone else talking about process like my programmer anarchy Model_ Cynefin Framework simple: eg callcenter complex: eg payroll, taxes complex: advertising, day trading, recommendation engines, should I loan you money ) orgs good at complicated, are bad at complex ) the complicated problems have been solved already ) the money is in complex these days...

Pro Easy Quick win Con Never want to remove them Become dependent Limiting Don’t learn the essence: improve & adapt Can’t improve on it Pro - Easy It’s easy to copy something in it’s whole at first. Imitation is how most learning happens (Model_ Shu Ha Ri) Pro - Quick win Never underestimate the value of a quick win. It goes a long way towards convincing people! Con - Never want to remove them People think: “It works, why fix it?...