Get ‘er done.
Good things happen to those who wait…
Or to those who get up and get shit done.
How do you get that promotion you want? That pay raise? That new title? That new house? That guy or girl you’ve had a crush on for as long as you remember? That vacation you’ve always dreamed of?
You don’t wait – you get up and you do something.
Here’s my core belief. We (all of us) are capable of literally anything and everything. All we have to do to get it is act.
Yes, sometimes that first action is clearing all those voices in our heads telling us we can’t do it but guess what – that’s still action.
Sitting around waiting for something to happen to you is a perfect example of being a victim not being someone in power and limitless.
My last post I talked about my reckless tendency…
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I promised a picture of the (jokingly) “super duper dependency board runway” (PDB) for our Agile Release Planes (ART) two weeks ago from my amazing uber client people at ESC. Well, here you go.
before the ART 1 and ART 3 PI4 Planning (P4 PIP):
A fractal is a mathematical set that exhibits a repeating pattern displayed at every scale.
Modularity and Fractal behaviors of scaling “Agile” frameworks. Do you see the consequential behavior of scaled Agile implementations as fractal patterns? Shouldn’t they be or are they?
Should a team’s relative estimating be fractal? performance in value and successful outcomes?
Any math nerds want to help out a coach? Does the analogy work?
Admittedly, I’m not smart enough to wrap my head around much more than simple addition and subtraction. I do see the similarities and I am always looking for better ways to describe what we teach. Thoughts?
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REALLY interesting training methods here for those that have studied Sharon Bowman. Imagine a classroom using Bowman’s “trumps” and microlearning in small batches. I’m ready for an experiment.
Excerpt from “Microlearning: Developing Learning Habits” by Marian Willeke:
How do we shift from task-based learning to habit-based learning?
By learning in small batches. By learning as we are doing. By learning with experimentation. By learning through experience sharing and targeted feedback.
This is the definition of microlearning; giving us a pattern of shifting our learning behaviour. It is a shift of making the learning matter as well as natural to experience; both as individuals and together as teams.
Let’s define “velocity” in “Agile” (or should I say more accurately relative estimating teams?) terms before we get started so that we have a shared understanding of what the community and thought leaders have to say.
Kent Beck – “This Agile thing should be about the need to heal the divide between business and development.”
And here we are in 2017 with scaling framework zealots launching rockets and starting wars bashing other frameworks? Doing exactly what Mr. Beck’s vision was against. Not debating ideas in the marketplace respectfully. Outright disrespectfully bashing and promoting misinformation campaigns.
WHY? Have you lost your way illustrious thought leaders? Aren’t we supposed to be better than this as change agents for good? What happened to healing the divide between business and developers?
Why are you creating divisions in this fledgling “Agile” revolution? For money? Fame?
This is not “Agile” behaviour.
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I encourage all readers to check out the SAFe© guidance article on the subject before reading this article. SAFe© and Scaled Agile Framework© are registered trademarks of Scaled Agile Inc.
An aside about Business Value reflection
Some SAFe© acronyms defined:
Epic Owner (EO), Business Owner (BO), Product Owner (PO), Product Manager(PM), Lean Portfolio Management (LPM), Scrum master (SM), Release/Solution Train Engineer (RTE/STE), Solution Management (SMg), Business Value (BV), Story Points (SP)
In SAFe©, a long-lived ART should come to a state where Business Value (BV) is reflective, but not equal to in any way, of normalized story points at the team level. Read the rest of this entry »