Agile Methodologies | Agile Coaching | Kanban | Scrum | Scaled Agile Framework (SAFe) | Spotify Model | Project Management | Product Management | Agile Team Facilitation | Agile Transformation | Lean Portfolio Management | Agile Podcasts
How will agile at scale change in an increasingly virtual world? SAFe Fellow Scott Frost and SPCT Shawn Lowe – both business agility consultants at Accenture | SolutionsIQ – discuss the best approaches and mindset for success in a virtual setting.
While the world has been working virtually for some time, 2020 has pushed us into a new frontier that can be uncomfortable for large-scale transformation and training work. While it’s not business as usual, you can still make sustainable change within your organization. As Frost puts it: “When things change radically, we can survive. We are more adaptable than we thought we were.”
Accenture | SolutionsIQ’s Alalia Lundy hosts.
The Agile Amped podcast is the shared voice of the Agile community, driven by compelling stories, passionate people, and innovative ideas. Together, we are advancing the impact of business agility.
Podcast library: www.agileamped.com
Connect with us on social media!
Once you reach the point where you’re ready to pursue a job in Agile, the next hurdle you’ll often face is, “How?” Convincing someone to give you a job as a ScrumMaster or a Product Owner can be tough if you have no experience. And even if you do have experience, that doesn’t necessarily make it easier. The Pandemic has put a lot of people back into the applicant pool, and the competition is fierce.
In this week’s SoundNotes, LeadingAgile’s Director of Talent Acquisition Priya Sethuraman spends time with Dave talking about what to do if you are looking for a job in Agile. Priya and Dave discuss different approaches you can take, ways to prepare yourself to succeed in the interview, and how to begin working on getting experience and building your network even if you are completely new to the space.
Contacting Priya Sethuraman
- Web: https://www.leadingagile.com/guides/priya-sethuraman/
- Email: [email protected]
- LinkedIn: https://www.linkedin.com/in/priyasethuraman/
Contacting Dave Prior
If you’d like to contact Dave you can reach him at:
- LeadingAgile: https://www.leadingagile.com/guides/dave-prior/
- LinkedIn: https://www.linkedin.com/in/mrsungo
- Twitter: https://twitter.com/mrsungo
- Email: [email protected]
If you have a question you’d like to submit for an upcoming podcast, please send them to [email protected]
And if you’re interested in taking one of our upcoming Certified ScrumMaster or Certified Scrum Product Owner classes, you can find all the details at https://www.leadingagile.com/our-gear/training/
Vic (@AgileCoffee) and Larry (@LarryLawhead) were joined by Ben Rodilitz (@BenRodilitz) and Chris Hurney (@chris_hurney) to discuss topics related to Larry’s recent presentation at Agile SoCal. Here’s a link to Larry’s slides.
Books and resources mentioned in this episode:
- Agile Virtual Summit June 1-5, 2020 – Hosted by Adam Weisbart
- Getting Naked – by Patrick Lencioni
- Crossing the Chasm – by Geoffrey A. Moore
Looking for Scrum/Kanban training in Southern California or Nashville, TN? Rocket Nine has got you covered. Visit RocketNineSolutions.com today.
This week’s episode is all FLOW, FLOW, FLOW! Andy Cleff and Jay Hrcsko are joined by fellow agile coach Jeff Pray to discuss two of the concepts he uses while coaching the concept of flow in the enterprise. His Flow Manifesto is a re-imagining of the Agile Manifesto but specific to the concept of flow, and his white-paper on Flow-based Leadership is how Jeff escapes teaching leaders and executives all the agile jargon by simply teaching them why “flow” is important to them. Enjoy!
Steve was hired to help the teams go “faster”. However, when he started to see the Prodcut Owners throw their teams under the bus at Sprint Demos he understood that something else was going on. It wasn’t only about helping teams be faster anymore. As he started to dig deeper, he found a culture of fear in the organization and many other anti-patterns that he shares with us. A great story, with lots of warnings for us to keep an eye out for.
Featured Book of the Week: The #NoEstimates Book by Vasco Duarte
In The #NoEstimates Book by Vasco Duarte, Steve found a book that helped him understand what empirical process control is about, and put some things in place on how he approaches teams and their process.
About Steve Jaccaud
Steve is an Enterprise Agile Coach, Volunteer, Speaker, and Musician in Boston, Massachusetts. When he’s not leading workshops with creative software organizations, he’s probably working on an album or deep in meditation!
Last year I spoke with Jurgen Appelo at LitheSpeeds annual Lean + Agile DC conference. He delivered a great Keynote on his book Startup, Scaleup, Screwup.
Last week, I must have missed the start of at least three scheduled meetings. In each case, I saw on my calendar that the meetings would start in an hour or less, which meant that I could probably start and finish another task before I had to be at those meetings. And each time, I got so involved in the task I was working on that I lost track of everything around me and the meetings started without me.
In positive psychology, this is called a flow state, also known colloquially as being in the zone. This is the mental state in which a person performing an activity is fully immersed in a feeling of energized focus, full involvement, and enjoyment in the process of the activity. In essence, flow is characterized by the complete absorption in what one does, and a resulting transformation in one’s sense of time.
Wouldn’t it be great, if we could apply this to all our projects and everyone working on it? You can.
To see how flow can be applied to our projects, we are welcoming Andrew Kallman to the program. He and his brother Ted Kallman wrote the book Flow: Get Everyone Moving in the Right Direction…And Loving It and Andrew is here today to give us an introduction.
Here is how someone describes the effect flow has had on their projects: Flow is when you know where you are headed, know what your goal is, and know the steps necessary to get there. It’s like running a race. You don’t plan each step along the way, but you keep your eyes on the finish line, and everything you do moves you toward it thanks to your training.
Items necessary for "Minimum Viable Airlines" and your "Minimum Viable Project". These are the items that we agreed we would need before embarking on a project together. Do you have all of these before you begin a project?
- Destination – Project Vision
- Altitude – Depth of backlog
- Location – Progress (working software)
- Airspeed – Speed of delivery and speed constraints
- Fuel – Stories
- Captain or pilot – A leader
- Black box – Project data or metrics
- Landing gear – A clear and well worn path to prod
- Good flight procedures – Working agreements
- FAA flight time restrictions for pilots – Sustainable pace
- Logbook – Source control
- Emergency slide – Good enough or a safe way to end a project on short notice
- Podcasting Innovation – it’s amazing how much has changed in the last 7+ years, thanks to all the people & companies that have created
- Goats to Go – www.goatsonthego.com – you can poop out the back of the airplane
- The Red Rubber Ball at Work – by Kevin Carroll – a fun book on practical strategies and why you should inject more fun into the workplace – http://kevincarrollkatalyst.com/books
- TV shows you can watch that Jason likes:
- Why Planes Crash
- Airline Repo
- Uncle Bob, professionalism in software development and the future of programming, https://youtu.be/LmRl0D-RkPU
- Vacation from your vacation
- China Airlines Flight 006, https://en.wikipedia.org/wiki/China_Airlines_Flight_006
- Nuclear and radiation accidents and incidents, https://en.wikipedia.org/wiki/Nuclear_and_radiation_accidents_and_incidents
Rich Sheridan is a keynote speaker, the author of Joy Inc., Chief Joy Officer and is best known for helping create Menlo Innovations in Michigan. Check out the full show notes at TheAgileWire.com
What does it take to go from manager to leader? Hear from Susanne Madsen, internationally recognized leadership coach and consultant.
Support the show (https://thedigitalprojectmanager.com/membership/)
Everyone has a superpower. Everyone. Maybe you haven’t discovered it yet. That’s OK. We’re here to help you figure out what amazingly talent you bring to life and then we want to help you maximize it.
If you listened to our previous episode, centered on our reaction and response to the Black Lives Matter Movement, you know we decided to dedicate a section of every future episode to sharing the actions both of us are making to do our part.
Both Bob and Josh donated money to causes they believe help move our society towards a solution to the numerous racial injustices we face. We encourage you to donate whatever you can to any organization(s) you feel helps us move forward. If you’d like to support the organizations we selected, links are provided below.
Spread The Word:
Love our content? Help us out by sharing on social media, rating our podcast/episodes on iTunes, or by giving to our Patreon campaign. Every time you give, in any way, you empower our mission of helping as many agilists as possible. Thanks for sharing!
Bob’s Superpowers blog post.
The Liberators (Barry Overeem and Christiaan Verwijs) joined Ryan Ripley and Todd Miller for an episode of Craft Brewed Agile on YouTube. We discussed building a consulting business, focusing on the things that bring you joy, and how authenticity can make all the difference in your agile pursuits.
Support the show:
- Purchase our new book – Fixing Your Scrum: Practical Solutions to Common Scrum Problems.
- Join Todd and Ryan in a Professional Scrum Course: https://www.scrum.org/ryan-ripley
Special Guests: Barry Overeem and Christiaan Verwijs.
Looking back at the scrum guide is a good idea for a Product Owner. One of the foundational elements of scrum is the philosophy that it is built on, that being empirical process controls. What is empiricism and how can POs and others benefit from it? In this episode, some of the ideas around empiricism are explored and why they are important. Also some of the related and competing concepts are recognized for thought. If you have any favorite stories or empirical examples please share so we can continue to learn.
Feedback: twitter – @deliveritcast email – [email protected]
Links: PO Coaching and Consulting – seek taiju Scrum Guide – Scrum Guide Mark Noneman – The Empirical Product Owner ThoughtCo – Philosophical Empiricism Jason Fried – Take a tour of Hey ScrumMaster Toolbox – The PO who threw the team under the bus (Steve Jaccaud)
Special guest Jessica Kerr asks: What if we could understand the words?
- Jessica on Twitter
- The Origins of Opera and the Future of Programming
- Florentine Camerata
- Sanctus – Benedictus – Osanna II
Missa Tu es Petrus
- Pur ti miro, pur ti godo
L’incoronazione di Poppea
More Agile in 3 Minutes
Management 3.0 – Manage the System , not the People
In this podcast recorded at Agile 2019, Shane Hastie, Lead Editor for Culture & Methods, spoke to Steve Adolph about the role of the product owner, the rock crusher for user stories and bridging the gap between “the business” and IT
Tags: Agile, Agile 2019, Agile conferences, product management, product ownership, business agility, user stories, MVP, MMF
Why listen to this podcast:
• The role of the product owner often hides the complexity of product management and upstream activities designed to ensure we build the right product
• A product backlog should not be like a stack of plates – every item the same size – rather it is like a rock crusher where large items are further away and as they get closer they are broken down into more granular pieces
• A good minimum viable product is an experiment designed to answer a specific set of questions about the value and utility of some aspect of a product
• Minimum marketable feature set is what is the minimum set of features that we can put out there that people will actually buy and use
• The artificial divide between IT and business in many organizations is an inhibitor to generating real value
More on this: Quick scan our curated show notes on InfoQ https://bit.ly/2BrWI5p
You can also subscribe to the InfoQ newsletter to receive weekly updates on the hottest topics from professional software development. bit.ly/24x3IVq
Like InfoQ on Facebook: bit.ly/2jmlyG8
Follow on Twitter: twitter.com/InfoQ
Follow on LinkedIn: www.linkedin.com/company/infoq
Check the landing page on InfoQ: https://bit.ly/2BrWI5p
Listen to a candid conversation about what prompted Travelport to adopt SAFe®. Hint: it partially started with a grassroots movement. Hilla Knapke, director, enterprise transformation office, and Charles Fleet, VP of transformation share their stories, observations, and perspectives.
Jira Align Technical Account Manager Matt Magee provides insights on how traditional PPM style time tracking can still be critical in an agile world. Learn more at agilecraft.com/time.
In this episode, Professional Scrum Trainer Sam Falco addresses the question: “How do we avoid Scrum adoption pitfalls?”
Last week, a student asked me what are some common pitfalls that we see when organizations shift to Scrum from a “big design upfront” process like waterfall.
A big one is that they think it’s a silver bullet
Adopting Scrum doesn’t solve problems overnight. It doesn’t solve problems at all! Scrum will surface the problems in your ability to deliver so that you can fix them. Too many organizations falter when Scrum runs up against an organizational impediment and “the way we’ve always done it” wins out. One example of this phenomenon is when there’s an onerous change management system that prevents code from getting into production. Scrum teams complete an increment and it sits there waiting until someone approves it to be moved to production. Sometimes, the wait is so long that multiple increments pile up.
Some organizations will cling to that change management system even though it’s getting in the way. Success comes when they adapt to the new way of working. At one organization I worked with, the solution was to set up an experiment with one team working on a less risky area of code. Once they proved that they could safely put code into production without breaking things, it paved the way for broader changes to their process.
Another pitfall is that the organization doesn’t really adopt Scrum
In many cases, organizations claim to adopt Scrum, but what they really do is apply Scrum terminology to existing roles and processes. I frequently see the term “Product Owner” used—or maybe I should say abused—as a new name for a Project Manager. But those Project Managers carry on pretty much the way they did before. They lack any of the accountabilities or authority of a Scrum Product Owner. They shift from using Gant charts measured in weeks to plotting out a project in Sprints over several months.
And that’s another way this behavior manifests. They’ll use the name of Scrum events without understanding their underlying purpose. A Sprint lacks the focus of creating a usable increment. “Daily Scrum” is a daily status report. “Sprint Review” is a carefully orchestrated smoke-and-mirrors show with limited, if any feedback or collaboration with stakeholders.
Without using all of its roles, events, and artifacts—and the rules that bind them together—you’re not using Scrum. You’re probably perpetuating your existing system. You know, the one that wasn’t working for you before. This is the realm of “Scrum, but.” And “Scrum, but” is not Scrum at all.
They don’t make other necessary changes
Even when an organization adopts Scrum’s mechanics, they sometimes find that Scrum doesn’t provide the benefits they hoped for. Delivery improves a little, but it soon plateaus and it’s a struggle to keep improving. That’s because other changes are necessary to really reap the gains of Scrum.
A common organizational structure is to have teams organized around technical layers or components. For example, a User Interface team, a Data Access Team, a Service gateway team, and so on. Scrum requires that we produce a working increment each Sprint, which means one that’s in usable condition. Teams organized by layers or components face numerous handoffs and challenges integrating their work. There’s a loss of transparency, and they struggle to compete that working increment.
The solution is to form teams that can deliver complete features that cut across all layers. Scrum doesn’t tell you to do that, but it works best if you do.
Scrum also doesn’t tell you to adopt good DevOps practices, or incorporate Kanban techniques, or to refactor your code. They’re all still good ideas.
Scrum is incomplete for a reason and that’s so that you can identify what works best for your organization. You have to go beyond Scrum. I talked about the pitfall of “Scrum, but,” earlier. But “Just Scrum” isn’t enough. You need “Scrum, and.”
Adopting Scrum requires a shift in organizational mindset. Without that, people revert to familiar behavior, even if that behavior wasn’t effective. And adopting Scrum can’t be an endpoint. It’s the beginning of a journey of experimentation and continuous improvement. In the Trainer Talk episode “Why Does Scrum Have So Many Meetings?” a few weeks ago, I mentioned that implementing Scrum requires intentional, thoughtful organizational redesign. That’s true of implementing the basics of the framework, but it’s equally true about the wider ecosystem that Scrum teams work in. And just like I said in that earlier episode, that’s why you need a good experienced Scrum Master—and sometimes more than one—to guide your organization’s Scrum adoption.
Want to Learn More or Get in Touch?
Register for our upcoming web meetings by visiting agilethought.com/events
See available training courses at agilethought.com/training.
Visit the website and catch up with all the episodes at AgileThought.com!
Jeffrey and Squirrel had very different experiences at recent tech conferences including DOES London/Virtual. We describe what worked and what didn’t for us, and how listeners can apply the lessons to their own remote attendance at conferences and meetings.
Audiobook Companion at IT Revolution site: https://itrevolution.com/agile-conversations
Podcasts on remote working and affordances: https://www.conversationaltransformation.com/posts/active-listening-for-remote-working/
Alistair Cockburn’s People and Methodologies in Software Development: https://www.researchgate.net/publication/253582591_People_and_Methodologies_in_Software_Development
Links from DOES London Virtual: https://docs.google.com/document/d/1FsWkeoweWDPYjDDbukCnH4Hj3LLRV3RobIUKa2qWdwk/edit
Our new book, Agile Conversations, is out now! See https://conversationaltransformation.com where you can order your copy and get a free video when you join our mailing list!
We’d love to hear any thoughts, ideas, or feedback you have about the show.
Email us at [email protected]
“Starting work doesn’t generate value, starting work only costs money. Finishing work generates value.” – Klaus Leopold
First, there was personal productivity.
Then, everyone started talking about Agile teams.
Today, it’s time to take it even higher.
In this episode of the Lamp, we are talking about business alignment with Klaus Leopold. Klaus is an experienced computer scientist and a well-known Kanban pioneer – he was one of the first Lean Kanban trainers and coaches worldwide.
He is the author of books Practical Kanban, Kanban in IT and co-author of Kanban Change Leadership. Today on the podcast, Klaus is sharing with us his passion for establishing lean business agility that goes beyond teams.
Business alignment and coordination might be one of the biggest challenges any leader faces. In this episode, you’ll learn how to enable your teams and your whole organization to do the right work at the right time using the concept of Flight Levels.
Team performance vs Business Agility
We often think we need to have agile teams in our business so they would deliver projects faster. But that’s the wrong lever.
What should we optimize in business to speed up the overall delivery time?
How to take the right decisions on the right levels.
Individual performance vs Team performance vs Company performance
Understanding the difference between team Kanban and Portfolio Kanban
When you fly high, you don’t see much detail. When you fly low, you can’t see the bigger picture
How to ensure the right team is working on the right stuff at the right time
How to optimize cross-team collaboration for value delivery
The impact of levers you can use is greater at higher levels of your organization. But if the lever doesn’t solve your problem, it doesn’t matter how strong it is.
Business agility is not about the power of the lever. It’s not about the performance of individuals, not about team performance, not even about product performance. It’s all about company performance.
First, company, then products, then teams, then individuals. But it’s the company that has to improve.
Contact with our guest:
In this episode, we talk about how we deal with unconscious biases as a coach, and how do we detect and dampen them. Also, we talk about how to shift the team to an outcome mindset.
- (00:00) Introduction
- (00:46) Dealing with unconscious biases
- (31:54) Shifting to an outcome mindset
- (46:59) Wrap up
Support the show (https://www.agilealliance.org/membership-pricing/)