If you are a change agent, SAFe® Program Consultant, SAFe® Product Manager, STE, RTE, or practitioner you may find the Blogagility.com™ Feature Progress Chart Template a useful tool for kick-starting your product management (PM) implementation and Lean-Agile reporting. Continue reading “Feature Progress Chart Template”
An exemplar of amazing customer service happened to me today. Anna M. from Balsamiq (Mockups) was professional, courteous, and responsive in solving my licensing problem with a smile! We should stop the machine occasionally and recognize people that are doing things right! Thank you Anna!
#balsamiq #customerservice #thanks #mockups
Awesome experience with a great group of students eager to learn about Scrum mastering within a SAFe portfolio. I really love teaching this course. 28 folks were in the class and thirteen agreed to take the picture to be posted here on LI. Thank you, team! My co-instructor, Giuseppe B. (left), was also amazing, as usual, as expected for such a great guy! The team chose (self-managed) to use the “Build a house” simulation rather than stock context sim so it was great fun to learn about and experience the awesomeness of PI Planning and the enterprise backlog model while planning a $1.5M mansion.
The teams also experienced self-organization and self-management in this course as they aligned to a common mission, vision, and strategy for their “construction company ART.” They learned how to write and decompose great features and stories.
The students also get near constant teaching and reference back to the value systems of the Agile Manifesto, SAFe, Scrum, Lean, and Systems Thinking. We spend lots of time talking about cognitive empathy, Human Factors, CAS, and culture transformation using the AM goal of “We are uncovering better ways of developing software by doing it and helping others do it” as a foundation.
#SAFe #Scrum #Scrummaster
I read several articles on the subject after having a short discussion during class this week with a fellow student (and amazing person!).
#noestimates does not seem to address the rather common difficulty in achieving a consistent, homogenous backlog with deterministic job durations and delay costs in a CAS. The #noestimates solution fails in the same ways that story points can fail. Yin/Yang. Red vs. Blue. Black & White. Whoopee.
This article was originally written as a learning tool in April of 2018 during my studies of OrgMindset, I/O psychology, Human Factors, and working with Alex Yakyma on the OrgMindset body of knowledge. The article isn’t technically in a finished state since I write and learn iteratively and incrementally (so, look for updates in the future). The concepts presented here are based on empirical observations and so I wouldn’t consider this a scholarly article.
I decided to publish the article now to thank, recognize, and honor the significant and amazing contributions of Alex Yakyma. He has pushed everyone he interacts with forward in our learning in the change management and organizational transformation space. Alex is a creative and passionate, deep thinker who is a blessing to the world.
I have personally learned and grown professionally as an OrgMindset Enterprise Coach under Alex’s tutelage over the past few years. My hope is to share some of what I learned to enhance your continuous learning journey. I also reserve a hope that one day Alex will continue to develop and mine the gold and diamonds that are the OrgMindset body of knowledge. So, please share this article widely. 🙂
Adventures in slicing features.
Teams need to learn the artful skill of slicing features into stories a related to their business context and domain purpose. A typical anti-pattern is for teams to waterfall their iterations, as described in the next two scenarios.
The first iteration we will gather all the requirements, the second iteration we will design, the third and fourth iterations we will build, and the fifth iteration we will test…and so on…
Another derivation of this anti-pattern is to order up another form of phony business agility and/or Scrum.
In this iteration we will pull “requirements gathering” stories first. When those are all finished, we will pull the “design stories”, and then “build” stories…
The next common anti-pattern related to intra-waterfall is for dev team members to pull stories and work on them independently. This is a siloing ant-pattern, indicating the team is not cross-functional and is simply a collection of silos and individual waterfalls. Continue reading “Paradigm shift: Slicing Features”
Authored by Preetam De, June 19, 2018, a blogagility.com contributing author.
X: We have to improve our Flow efficiency & Lead time.
Me: How come? Our Flow efficiency is around 50% which is actually better than most development teams.
X: Yes it’s above average but still not reflecting on the revenue though. We need to improve it even more, some even have 80% which I think we need.
Me: I have my doubts. We have made the system as lean as we could. If we push too hard, we will start hitting bottlenecks. Also we are not a manufacturing company so we have no choice but to keep experimenting new features.
Neither of us above were totally wrong. We simply had different opinions towards what was important for the business under discussion. “Business” – what kind and why it exists is very important here. Not all businesses can achieve high flow efficiency as they have to experiment too much and fail many times to understand the end user’s real problem. Value is what we want to focus on. To make sense of this article let me define what efficient and effective means to me: Continue reading “Pree: Lead time & Flow efficiency measures a system’s Efficiency – Not Effectiveness”