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
Video Posted on Updated on
Big Lake Software sponsored a video log on the topic of Lean Portfolio Management with Alex Yakyma, Founder of Org Mindset, author of “The Rollout”, and Marshall Guillory, Principal Consultant, Enterprise Agility Coach and author at blogagility.com.
This vlog is longer than the normal 2-3 minutes for hard hitting, short timebox coaching videos. The discussion covers quite a bit of ground on five primary topics within LPfM at a fair depth for a little over 32 minutes.
Part 1 Topics:
- Define what LPfM is first, in the context of a Lean-Agile transformation or an org mostly demonstrating Lean behavior / Agile behavior
- Is it necessary for every impl. / organization
- What size fits? Enterprise? Startups?
- Understanding a business’s portfolio(s) relationship between strategy and value streams / mapping
- Impediments to implementing LPfM”?
- How to get in front of forecasting with the portfolio coupled with the idea of exploration and validated learning at the highest level in the org.
- Options thinking and embracing variability and uncertainty at the portfolio level; exploiting economic opportunities.
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)