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And the Agile Game of Thrones continues, a self-defining and destructive process where no people or processes or frameworks win. Everyone loses. The Agile End Game.
Next time can we do it TOGETHER?
Or, perhaps we should work on common ground now to defeat the enemies that so called “Agilists” claim to challenge?
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I have been studying the new SAFe guidance articles. I’m trying to focus on key learning areas mostly around the program level so that I can integrate the new material into courses I’m instructing. The new construct around CE/CI/CD and RoD are particularly exciting because they help us consultants map the path to agility more easily from traditionally aligned organizations.
the sum total of customer input does not a strategy make. But failing to meet real and evolving customer needs is an alternate path to extinction. A sense of balance is required. As the SAFe Lean-Agile Mindset says, “Producers innovate. Customers validate.”
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Background for the SAFe PMPO Lean-Agile Learning Plan with Open Space Experiment
Earlier this month I co-instructed the SAFe PMPO course with my coaching team (Papa Joe “The Marine”, Joe Sr. “The Arbiter of Lean-Agile Justice”, Giuseppe “Amazing Joe” (Joe3 we call them), and Scottie “The RTE Guy”). It was by far the most impactful course we have instructed as part of the transformation using the SAFe as best practice guidance. The team has been working for over a year to transform my client’s (FAA-ESC) organizational culture from traditional into a continuous learning and innovation culture based on trust, stewardship, servant leadership, systems thinking, empiricism, and the Lean-Agile value system and mindset (all as The Agile End Game). Read the rest of this entry »
Coaches and Practitioners of Lean-Agile and the SAFe
In my experience the amount of time that we get to spend in Lean-Agile and SAFe courses on the subject of Velocity and Capacity Planning is inadequate. So I spent some time building a tool for one of my client organizations. I have since spent some time greatly enhancing the tool and getting it ready for distribution. I am offering the tool for free. All that I ask is if you decide that the tool has value and you are going to use it, to like my blog. Perhaps even share this article on your favorite social media. Read the rest of this entry »
The good folks at Scaled Agile, the SAFe® community, Agile agnostics, consultants, and some in the “Agile” community are onto something incredibly important in defining the elusive and dynamic Agile End Game for organizations. Read the rest of this entry »
S_Fe is not Agile. S_Fe is not even Scrum. – Mike Beedle
In response to Mike Beedle on LinkedIn. Mike is wrong about the SAFe of course. And not just because of his childish method of attack. Facts, evidence, experiments, my experience and dozens of business case studies back up the experiments of the SAFe. Mike sounds a lot like project managers that swear the PMBoK/waterfall works better than agile for large scale “projects” with high complexity, significant uncertainty, many dependencies and new knowledge to be obtained to deliver the product. Project management works in those scenarios (fantasy). But not as well as Agile (reality). Read the studies (Chaos Report, Standish Group; State of Agile, VersionOne; others). A sea change is in play — right now. Customers want predictability, results — and truth. Not endless “Change Requests” and contract modifications for more time, more money and more people. One truth about the Agile Manifesto is that it is great guidance as a value system and principles for software development. The big problem is that it [Agile Manifesto] is STATIC. Relentless improvement drives us to go beyond yesterday. Study the Scaled Agile Framework for the enterprise and come to your own conclusions. Evolve or join the museum with the other artifacts of the information age.
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What does it mean to frame a user story? This often can be a difficult process to explain. Try to use this technique when you are teaching planning poker and writing user stories.
As we work through the process of doing planning poker to create amazing estimates (based on: knowledge, uncertainty, volume, and complexity) we learn more about the quality of the user story being presented. Newly formed teams (forming, storming) often find that their stories can be difficult to describe and gain consensus (on the estimate) and shared understanding. As a coach this is when I walk to the board and draw the infamous U.A.B. (unknown amorphous blob). Watch the video for the description of the technique.YMMV, but I find it useful for describing part of the intent behind user story telling. Learn more here.