The newest VersionOne (13th) Annual State of Agile Report will be released this spring. Last year the report was published on April 9, 2018. This year I will compare and contrast the various scaling frameworks growth and shrinkage and also discuss the missing elements for organizational transformation and whether or not the industry at large is addressing those challenges.Read more
It has been said that “Value is in the eye of the beholder.” Our perceptions drive our understanding of value, according to psychologists, and perhaps marketers. What makes great marketing at a company and positive sales can also have a negative effect on the product development organization itself. A double-edged sword of sorts, as humans and our perceptions, assumptions, and emotions travel with us to work. Long after that impulse purchase of the latest iPhone or other gadgets we are still creatures of habit.
The same behaviors that make us vulnerable to marketing manipulation also make product development companies vulnerable to diminished truth and performance in execution. The reality is that we are navigating complex adaptive systems (CAS) within systems. The system (organization) we work within, the product (a system), our team (a system), and ourselves (a system). The causes and effects of movement or change in and around the systems are where we must build discipline, manage assumptions, and rationalize, validate (/in-) through experiments. These validations become part of our imprint, our perceptions, or mental models (schemas). But what if our rationalization or validation was incorrect? Our experiment flawed. How would you know?
This is an organizational aspect too. The organization is the symbiosis of its people and their behavior and mental models.
For example, what is the value of a spare tire when you are purchasing a new car?
Does the spare tire affect the decision-making process of buying the car? What about the price of an average spare tire ($30-$100) and its effect on the decision-making process to buy a car? Continue reading “Perception of Value in a CAS”
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. 🙂