VLOG – Relative cadence Coaching Tip #3 – Story point craziness and the Triangulation Technique

The third coaching tip vlog. I know I’m not regular. But I do have to learn and practice some time! I’ve almost no feedback so far. I also need ideas to focus on. Lots of stuff I cover as a practitioner doesn’t fit in 2-3 minutes or I can’t talk about it. Appreciated, friends.

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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]

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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

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VLOG – Coaching Tip #2 – Dealing with Epic Failure

This is my second vlog — ever — and coaching tip of the week. You know, since I didn’t find the time to do one every day. So this one is two minutes, twice my normal intent of one minute quick tips. Enjoy, I hope…

 

Dealing with Failure in front of the crowd

I did it. I messed up big time. It was the big show with my client. I’d done it so many times before that I lost count. But today, I was off.

It was the P4 PI Planning opening ceremony day (a SAFe big room planning event, the fourth one; quarterly) and it was my honor to go on stage as the leader, servant, external change agent and sr. consultant to share a few inspirational words with the agile release trains (ARTs). My peer and amazing US Marine friend, leader, servant, internal change agent, Papa Joe LaTorre, had deferred to me to close the ceremony as he normally does, the gentleman that he is.

You know that time you practice your speech and timing and wait for just the right moment to launch your inspirational superhero movie quote? yeah…. I messed it up in front of a few hundred people. “with great responsibility there must also come great power.” “You know, spider man’s dad” Oops. Alert! Improvements needed. I realized what I had done instantly. All those fleeting words and I screwed up the closer.

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I&A Series – “Being assigned features after planning before the PI is complete”

I am starting 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 first of a few dozen that I plan on covering. If you have any comments, please, let’s learn together.

 

Problem/Idea #1:

 

“being assigned features after planning before the Program Increment planning (PI/PIP) is complete”

 

A SAFe Answer

From a SAFe (and Scrum/Agile/Kanban) perspective, features (or stories) should never be assigned to a team. This is a common anti-pattern/fragile action that occurs during the early stages of cultural change where people are learning to let go of their theory X selves and dismantle the old belief system that people are dumb oxen that must be led by a bridle.

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