Aside Posted on
I’m sitting here on Sunday morning thinking about how there is a propensity in the “Agile” space to re-name or [re] label things that already exist so they become “new” things. That action in of itself is not bad. It can create new value, new wealth.
It becomes bad when it is sold as something entirely new. Where is the innovation? In the content or context — how the pieces were moved around or collected?
It’s like adding one Gala apple to a basket of red delicious apples and then going around telling everyone the basket is full of oranges.
Then entities start making money off of the alleged “new thing.”
I’m particularly fascinated by the DEVOPS movement. Especially considering my teams were doing the essence of “DEVOPS” with the USAF as early as the late 90’s (YMMV).
Then there is this thing called Open source. Linux. The core is there too from the early 90’s with Linus.
I was watching The death of Agile – Allen Holub. 🙂
What has really changed? Thoughts?
#DEVOPS #Agile #Scrum #SAFe #Nexus #DSDM #DAD #LeSS
#questioneverything #truebusinessagility #coreprinciples #thought
I have been very busy the past few weeks with various things so I apologize for the lack of new content. I did run across a few great articles that I suggest you read (approx. 20m total reading plus 55m video).
How to use Personas for Empathy Mapping – Article No :1264 | June 27, 2014 | by Nikki Knox
Scrum Guide 2017 Update! – Sutherland and Schwaber
SAFe for Government Programs (I’ve really enjoyed the process of helping to develop this new course!) – Dr. Mayner and H. Koehnemann.
Embracing your Genius – M. Willeke
New SPC Toolkit for Scalable DevOps and the Continuous Delivery Pipeline – Scaled Agile – Jennifer Fawcett, Product Owner and SAFe Fellow
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?
- When we feel the need to manage a person rather than the work they do.
- When we focus on Efficiency over Effectiveness.
- When we focus more on tools and practices more than the principles behind them.
- To impress stakeholders they need everything “right now”
- To impress authority by over-estimating our capabilities
- When we assume – “What happened last sprint won’t happen again”
- 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 Read the rest of this entry »
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. Read the rest of this entry »
Aside Posted on Updated on
I was just having a bit of fun this morning, but perhaps there is some way to enhance our learning?
From my original LinkedIn post.
“Business Value Bowling” everyone is ten pins and one frame away from accurately assessing business value at the end of the PI!
The Laws and the rules
“The average number of work items in a stable system is equal to their average completion rate, multiplied by their average time in the system.” ~ John Little, 1961
“A Proof for the Queuing Formula” by Little, J. D. C. (1961)