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
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)
Aside Posted on
Thinking this morning about a conversation I had yesterday at happy hour with several truly impressive human beings.
Some characteristics of a high performance Lean-Agile team:
- no longer needs a scrum master or lean agile leader
- uses the best of Scrum as an empirical framework for an amazingly lean sustainable flow process
- also uses principles of Lean and a Kanban system
- has a natural affinity for pulling the right work at the right time
- possesses high trust within the team and externally known to consistently deliver successful outcomes; builds trust with other teams
- regularly pushes the boundaries of what is possible as innovators
- cares deeply about people and the organization
- committed to continuous learning and relentless improvement
This is from a course on September 20-21, 2017. That thing in the red circle is the second iteration of three outcome of the “Autonomous Drone Ambulance / Medical Transport” product the team decided to build for their simulation. Very creative! It was decent when finished. I forgot to get a pic, apologies.
I have now adapted the simulation to allow the team to self-organize around the product they will develop.