I really like this… This applies to any type of ‘success’ you want to have in life. During my workout today… I was thinking exactly around these lines.
To become successful requires… POSITIVE lifelong habits. As simple as that? Yeh… pretty much.
If this is so true. And so obvious… Then riddle me this, what are the personal barriers that must be chiseled down?
Getting messages like this, even early in the morning on a Monday are 1000% worth it. I always like to give back a fun animation to those that send me stuff like this.
This is pretty much been true about many scaled approaches to software. It seems like it’s either/or. But there are many ways to approach scaling that do not require heavy process control installations like SAFe.
While heavy marketing of scaled frameworks has become the norm, I’m still a firm believer that custom coaching and consulting to the specific unique culture that your company has is, and will always be, the answer.
Don’t blow up your organization with an out-of-the-box solution. #nobluescreenofdeath
I loved listening to Richard Khor talk about his agile journey… especially when he gave props to Peter Saddington about being an awesome coach who has helped him! 🙂
“I had a really good coach, Peter Saddington. He got me all the things that I needed. In those two days I learned a lot from him. He prepped me for the real world.”
Ok… very much self serving… but it brought joy to my heart that I was a part of someone’s agile journey!
Keep hope alive!
You can find the list here. It’s nice to know that my second book is still doing “ok” in the business realm. At least people are still reading!
While I understand how this is (actually) quite valuable… most only see this as another mechanism for insanity.
OMG. So much LOL.
Yeh. Pretty much.
My heart is filled. I absolutely love working with these guys. They are easily some of the best in the business.
It’s a wonderful feeling watching my fellow colleagues speaking at Agile 2016 in Atlanta, GA. Smiling as I watch them, soaking up the knowledge, and watching some of the small banter between all of us during sessions in front of hundreds of people.
I liken it to watching my kids do amazing things, all with a smile on my face. I’m proud. Very proud, of my team.
“As organizations (and societies) grow larger and more complex, the people at the top (whether managers or analysts) depend less and less on firsthand experience, more and more on heavily “processed” data. Before reaching them, the raw data – what actually goes on “out there” – have been sampled, screened, condensed, compiled, coded, expressed in statistical form, spun into generalizations and crystallized into recommendations.” – John W. Gardner in Self Renewal: The Individual and the Innovative Society
It is a characteristic of the information processing system that it systematically filters out certain kinds of data so that these never reach the ones who depend on the system…
Agile is all about transparency. I would, and we constantly suggest to our clients, that we do our very utmost to give unfiltered views of how things are going with development, all facets of development.
This way, leadership can make the best informed decisions they can about what is really happening!
Consider what “filtered” information you’re giving to leadership. Consider how that could be doing more harm than good.
Data is only as valuable as it is “real.”
In our Agile workshops, we try to use a lot of brain-science to help the learner. What we essentially do is a combination of both of these to create a fuller learning experience.
These are worth noting!
I think what makes her so fascinating is that she’s “not an engineer” by trade, however, her love for experimenting is infectious.
This is what I tell my clients all the time: The heart of agile is experimentation.
We must continue to experiment and continue to inspect and (change) when we find things can be improved or need to be changed.
Keep on experimenting!
I’m working with a startup right now and they have a sprint called the “MUFFIN SPRINT.”
Now, this isn’t standard practice at all… however, sometimes you just gotta contextualize Agile to your own cultural ‘norms’ of sorts.
So… for those out there, what do YOU think a muffin sprint means?
Why is this still a thing? (Unless you actually have a meeting at 9AM… which changes the context)
I find it fascinating that in many corporate contexts that: conformity equates to productiveness (in terms of perception).
This is not true.
In Agile, our most powerful evidence of effort is delivery.
Don’t miss this point. Almost nothing else matters.
I could go on and on… but none of that matters.
Ask yourself a powerful question.
Would you rather tell your leadership/CEO/executive/manager that:
“We are working hard.”
“We have delivered something, would you like to review it?”
Delivery is everything. Progress means nothing. Deliver fast. Validate your assumptions fast.
A Gallup poll cited that work stress is the number one reason for employee dissatisfaction. To be honest I’m not sure why this had to be ever polled; I mean, was there ever any doubt?
When working conditions are unsuitable and the job gets overwhelming it challenges not just work satisfaction but also productivity, morale, and eventually profitability if it goes on long enough.
Like all pieces of information these days someone had to go and make an infographic of it all – but this one showcased a few thoughts from the perspective of how a manager and/or organization can spot an over-worked employee.
Take a look and see for yourself (click to enlarge):
Just a shout out to one of my favorite clients @codescience – Kudos to you guys and your culture. It’s always a pleasure to work with true agile companies (or pretty damn close)! 🙂
Here’s the hard truth: You are not as effective as you possibly could be.
Let’s be even more honest for a moment, shall we? As an organizational coach and Agile coach I know first-hand what it’s like going into a company and not having the faintest clue as to what they are really like. Yes, I got the “brief,” I’ve had the meetings, I even had a few 1-on-1’s, but I really haven’t gotten the whole story. Often, it’s 100% my fault too, as I had not set up the engagement to allow me greater time to sit down and more fully understand the culture…
I would venture that you may have experienced something like this as well… You and I both know that it’s really difficult to get a solid pulse on the cultural and team dynamics at play – sometimes we’re simply flying blind.
Agile Coaches are all about helping businesses and teams thrive. The top impediments to doing this are often: Continue reading “Agile Coaches Must Understand Culture!”
When considering the “value” of a ScrumMaster, there is a clear evidence of the overall value of an effective ScrumMaster.
Here are some extra things to read if you’re considering investing in a great ScrumMaster or Product Owner:
Here are some data points (rounded) from Joe Little:
|Team Cost per Year||$1,000,000|
|Ratio of Bus. Value to Cost||3|
|Curr Bus. Value produced per Year||$3,000,000|
|Cost of Curr ScrumMaster (annual)||$125,000|
|Cost of Better SM||$150,000|
|Net Investment in new SM||$25,000|
|Inc in Bus. Value in first Year||100.00%||beg yr to end-of-year|
|Assume: This issolely from increase in Team velocity due to removing impediments|
|Rate of increase in first year||steady|
|Net Increase in First Year||$1,500,000|
|Cost of First Yr Impediment Removal||$200,000|
|TOTAL RETURN (First Yr)||$1,500,000|
|Return % (Return to Investment)||667%||First year|
Agile has been all the rage in software development for many years now. Its popularity exists mostly among smaller teams that iterate quickly and release frequently. Agile software development promotes an environment of rapid feedback and continuous improvement. At its core, it helps teams ship fewer high quality features instead of shipping a bunch of features that don’t quite work. In general, agile is highly regarded in the software development word.
But in some larger organizations, agile is often the subject of much criticism and can be found difficult to adopt. After all, how do you get a big, complicated company to adopt a small, simple philosophy? Larger organizations often struggle to make the agile methodology work for a variety of reasons. Here are some of them:
Moving away from established rules and procedures can be difficult for large organizations. A big change like this might even require a rigorous change management program. Management needs to get comfortable with their teams organizing their own work. Developers, testers, and designers need to get comfortable working side-by-side rather than simply throwing their work “over the wall”. Everyone needs to share responsibility for the quality of the software.
We’ve all heard of the “silo effect”. In larger organizations where silos exist, failure in communication across those silos leads to an organization that is out of sync. With agile, communication is more important than ever. If your teams are out of sync, your company is out of sync and you’re not functioning as effectively or efficiently as you could be. Focus on communication and you’ll have an easier time implementing agile.