Category: Process

Walk the Kanban while Scrumming it

Artificial Limitations are not controls

Don’t limit your team to using just Scrum or Kanban. Don’t even limit yourself to using watered down versions of a combination of Scrum and Kanban. High-performance teams master both the empirical process framework and controls called Scrum, and the use of Kanban (system; Lean).

Continuous Learning (The Three Ways) & Empiricism

Continuous learning teams know how to scale these frameworks and systems using the SAFe and other scaling frameworks to suit the needs of the business and customer solution context (value). Learning teams know how to drive DEVOPS culture and practices through self-organization and self-management.

Scrumming it, the next step

If you are practicing Scrum, and using a Kanban to support the process framework it is helpful to walk the board during the Daily Stand-up (Scrum). Do this a few times a week rather than asking the three questions every day.

WalkingtheKanban

#Scrum #Kanban #Agile #Lean #SAFe #scalingframeworks

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Business Outcomes and Measuring the Wrong Things

April 3, 2018 - by Marshall Guillory

Just read an interesting article. The average Chic-Fil-A unit brings in $4.4M in revenue. The average McDonald’s $2.5M. With many similarities, it begs the question of what is it in Chic-Fil-A’s system that creates almost 2X the amount of value for shareholders for a single unit?

My hypothesis: It is all in the service.

And not just run of the mill fast food drone service like that of McDonald’s. Kind, professional and joyful service with a smile. Above and beyond really, in a consistent manner across all units.

So is Chic-Fil-A in the fast food chicken business or the amazing world-class service business? I’ll let you ponder that.

A correlation to the hypothesis is Popeye’s Famous Fried Chicken units at $1.4M and 20th on the QSR50. More than 3X less than an average Chic-Fil-A volume. Continue reading “Business Outcomes and Measuring the Wrong Things”

The Agile End Game & the Agile Fallacy

March 28, 2018 - by Marshall Guillory

Agile is itself a fallacy

“We are ‘Agile’ because we were delivering ‘working software’ every two weeks”

But did we build the right thing? Do the right thing? Was it valuable?

Oops, we forgot to read the details… the values AND the principles are important. Is it a good thing they clarified the value in the #1 principle on the second page?

What about culture? Not so simple as four plus twelve equals Agile? Continue reading “The Agile End Game & the Agile Fallacy”

Stretched Target on a Sprint? Please Stop!

Authored by Preetam De, a blogagility.com contributing author.

In the last few days several people have asked me a question about stretched targets on Scrum sprints – not sure if it was a co-incidence or an ongoing vibe. So I will take a moment to explain it.

This article will not revisit the negative consequences in detail of having a stretch target. I will assume the obvious with a quick recap, so I can focus on the solution in detail rather than discussing the problem.

Quick Recap – Why do we think we need it?

  1. When we feel the need to manage a person rather than the work they do.
  2. When we focus on Efficiency over Effectiveness.
  3. When we focus more on tools and practices more than the principles behind them.
  4. To impress stakeholders they need everything “right now”
  5. To impress authority by over-estimating our capabilities
  6. When we assume – “What happened last sprint won’t happen again”
  7. When we don’t trust a team member and say “We need to keep them busy”

How can we avoid Stretch Targets?

A) By focusing on the flow of work that matches the business need Continue reading “Stretched Target on a Sprint? Please Stop!”

SAFe® Epic + Capabilities Board An example of a physical SAFe® Epic + Capabilities Board

EpicCapabilitiesBoard
SAFe® Epics and Capabilities mapped out in priority order. Copyright 2017 Blogagility.com.

My client has been working hard to implement the Lean Portfolio Management functions of the Scaled Agile Framework. Part of that process is to identify value streams flowing through the organization and begin the process of identifying the work that is on the streams. The value streams were identified well over a year ago. The process of researching, analyzing and identifying all of the work has been challenging, but very fruitful. Continue reading “SAFe® Epic + Capabilities Board An example of a physical SAFe® Epic + Capabilities Board”

I&A Series – “Outside team interference and noise; unnecessary outside team involvement”

I started a new series of posts where I will answer some actual problems/ideas presented in an I&A problem solving workshop as part of open space facilitation. This is the third of a few dozen that I plan on covering. If you have any comments, please, let’s learn together.

Problem/Idea #3:

“Outside team interference and noise; unnecessary outside team involvement”

 

A SAFe Answer

This problem is not unique to the SAFe or Lean-Agile space. It exists in every organization I’ve encountered.

It is, however, a big, common problem. How many times have you or your team been “redirected” to work on the latest fire fighting drill? Was this time accounted for in the waterfall/traditional silo planned WBS that you are working against? I’m certain your manager and project managers always go back to the integrated master schedule (IMS) to reflect lost productivity. IMS’s always account for production down, maintenance, operations? Sure they do. Especially when the team doing costing gets to review the proposal and “tweak” the final numbers. [insert massive sarcasm]

Continue reading “I&A Series – “Outside team interference and noise; unnecessary outside team involvement””

I&A Series – “As a member of the leadership team we need to see the portfolio roadmap with early warning signals / input for potential technical or schedule issues”

I started a new series of posts where I will answer some actual problems/ideas presented in an I&A problem solving workshop as part of open space facilitation. This is the second of a few dozen that I plan on covering. If you have any comments, please, let’s learn together.

 

Problem/Idea #2:

 

“As a member of the leadership team we need to see the portfolio roadmap with early warning signals / input for potential technical or schedule issues”

 

A SAFe Answer

Continue reading “I&A Series – “As a member of the leadership team we need to see the portfolio roadmap with early warning signals / input for potential technical or schedule issues””