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I’m reading Lyssa Adkins’ book on COACHING AGILE TEAMS. Well, we are reading it asynchronously with Viktor Bence Németh (and probably with Enikő Szalkai, too). The part about Native Wiring says: “2. They care about people more than products. Sure, the focus on products is still there, but it’s accomplished through caring about people, who, in turn, knowing they are cared for and supported in their growth, create great products.” Revisiting this resonates with me. During a job interview, I was asked how I defined the success of a project. I said is successful if the people involved are satisfied. My mistake was not specifying what I meant since I was referring to BOTH stakeholders AND the people working on it. (Why segment people anyway? #sidenote) This may have been the crucial turning point for why I didn’t get the job because the hiring manager mentioned that he was asked the same question during his interview. He agreed with the top manager that a successful project = having stakeholders happy. (I want to note, though, that this organization was not indifferent to their people.) Today, looking back, I realize that being an SM, Agile PM, Head of Squad - you name it - all boils down to the same thing: • Equip your people - make sure they have the training, tools and framework • Trust them & make them feel capable • Let them excel in their field • Then repeat - likely at the next level. 📸 The caption of this way-old pic was at the time take: THE DAY WHEN I GOT THE HANG OF READING. Reading is one of the many ways to satisfy curiosity and fuel constant growth. 🚀

Ha a Folytatás gombra kattint a csatlakozáshoz vagy a bejelentkezéshez, azzal elfogadja a LinkedIn Felhasználói megállapodását, Adatvédelmi szabályzatát és Sütiszabályzatát.

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Ha a Folytatás gombra kattint a csatlakozáshoz vagy a bejelentkezéshez, azzal elfogadja a LinkedIn Felhasználói megállapodását, Adatvédelmi szabályzatát és Sütiszabályzatát.

If you are going to adopt/follow a framework that prescribes fixed-length timeboxes, start by making them as short as possible. For example, One to Five-day Sprints in Scrum or Two to Four-week PIs in SAFe. This will do at least three things - 1. Force you to slice your items, goals, objectives, etc., smaller. 2. Help you inspect and adapt your process at a faster rate. 3. Shorter cycles will provide data faster to guide you toward what your Sprint or PI length should be. Or... as an alternative, you could slice the items, goals, objectives, etc., as small as possible, limit their WiP, inspect and adapt as soon as something finishes, and not worry about timeboxes. #Scrum #SAFe #Agile

Ha a Folytatás gombra kattint a csatlakozáshoz vagy a bejelentkezéshez, azzal elfogadja a LinkedIn Felhasználói megállapodását, Adatvédelmi szabályzatát és Sütiszabályzatát.

I'd like to share one more thought, and perhaps Barry Overeem will have some insights to add (or not 🙃): Agile Coaches play a key role in helping organizations thrive in an ever-evolving world of Volatility, Uncertainty, Complexity, and Ambiguity (VUCA)*. With that in mind, coaching teams to become self-learning is something that any manager—whether you're an Engineering Manager, Product Manager, or Delivery Manager—can take on. But before long, you'll find yourself using the very tools and practices that Agile and Team Coaches are known for! In essence, you’ll be stepping into a coaching role yourself. By the way, Jurgen Appelo recently expanded on the complexity components with some new ideas: Intricacy, Scalability, Modularity, and Reflexivity. Just thought I'd throw that in for reference 😜.

How does the future look like in agile organizations? - A very interesting question was discussed among agile experts of different entreprises in yesterday’s panel discussion hosted by BearingPoint This is my short summary and takeaway: - An agile transformation of an organization is rather an evolutionary path than a project that ends, when done - Agile becomes in a way - „the new normal“ - Whatever framework will be choosen, a customer and value centric approach combines them all - Value stream mapping is essential to establish Agile Release Trains (team of teams setting) - do not forget to inspect and adapt the setting regularly, as value flow might change - Business Agility transformation needs the essential support of leaders and a new broader understanding of leadership - Lean Portfolio Management is a sophisticated practice to bring your enterprise strategy to execution and valuable to be implemented. - We are going to evidence ever lasting organizational learning and cultural change and need to be ready for „prompt engineering“ What comes beyond agile to me? To me there is no such thing as „beyond agile“ but rather a kind of strengthened adaptation capability towards fast and continuous change. The future continues to be a value centric business world in which teaming and networking is essential. Thanks to #bearingpoint, #RobertEppig, #JuliavonSpreckelson, #JennyStrom Thank you very much for this very fruitful exchange format ❤️. Loved it! #agility #networking #culturalchange #leanportfoliomanagement

Ha a Folytatás gombra kattint a csatlakozáshoz vagy a bejelentkezéshez, azzal elfogadja a LinkedIn Felhasználói megállapodását, Adatvédelmi szabályzatát és Sütiszabályzatát.

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Ha a Folytatás gombra kattint a csatlakozáshoz vagy a bejelentkezéshez, azzal elfogadja a LinkedIn Felhasználói megállapodását, Adatvédelmi szabályzatát és Sütiszabályzatát.

Feeling frustrated and drained while promoting agility and trying to change the org culture? Join #XP2024 for my talk "Staying sane as change agent during agile transformation" and many more inspiring sessions! learn more at https://lnkd.in/dCrArQxF #agile #XP #XP2024 Agile Alliance

RSVP: https://lnkd.in/ecp8TsnE October 28-30 - LeSS-Friendly: Product Discovery & Business Agility Workshop This workshop-style training is based on the assumption that you have achieved a certain degree of organizational design awareness and understand/have control of certain important organizational enablers (e.g. HR and budgeting) that define organizational dynamics. Note: Such awareness is typically achieved through organizational design and system thinking training - Large Scale Scrum (LeSS) By now, you are pretty comfortable with explaining to your colleagues and executive management what local optimization is and how it manifests itself in organizational and teams’ structure, roles/responsibilities, backlogs, engineering practices, and more. At this time, you want to understand how your existing knowledge can help shifting your organization's focus from projects, programs and portfolios to products. You also want to avoid some of the most commonly seen omissions and misappropriations of terms and definitions (a.k.a. "fake productization"), while defining customer-centric products. This training will take you through a few important steps/phases, required for an improved product definition. You will walk away with a good understanding of organizational reality, better grasp of the concept "what is a real product?" and some light-weight tools-templates, that could be put to use during your day-to-day work. #businessagility #productcentricity #productfocus

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Time to practice! Business Agility Bulgaria is over, Jurgen, Zuzi, and the other amazing speakers brought the attention - Agility is a must. Now's time for practice! We have developed a series of 100% practical workshops, united in the improved Agile Project Management Program. Details: 📍 Location: Online via Zoom. 📅 Date & Time: 👉 Fundamentals course: 4, 6, 12, 14 November 👉 Advanced course: 18, 20, 25, 27 November Each session: 18:30 - 21:30 EET ⚠️ Limited places! More info in the first comment. #AgileProjectManagement #course #workshop #certification #BusinessAgilityBulgaria2024

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Ha a Folytatás gombra kattint a csatlakozáshoz vagy a bejelentkezéshez, azzal elfogadja a LinkedIn Felhasználói megállapodását, Adatvédelmi szabályzatát és Sütiszabályzatát.

On Building High Performing Teams (Part 2) In my last post, I talked about the importance of teamwork in creating a high performing team. It then begs the question: how does one encourage teamwork to build a high performing team? In the book coaching agile teams by Lyssa Adkins (who by the way is such a powerhouse and an inspiration to me) she explained the concept of using the high performance tree. What is a high performance tree you may ask, it is simply using the visual metaphor of a tree with roots, leaves and fruits to spark up the conversation of what high performance means to you as a team or an organization. In using this tree, it starts from 1. Clearly defining what your roots are as a team : if this is an agile team, your roots are most likely the scrum values which are (commitment, focus, openness,respect and courage) but if not, you can use your organizational values or simply decide amongst yourselves what your roots would be as a collective. Tip: Make sure the values you use are straightforward and understandable e.g empathy, communication,simplicity etc Like a typical tree, when you nurture the roots with the right amount of nutrients, water and sunlight(in this case the values initially highlighted)it grows to the point of producing leaves and that brings you to step 2 2. Observe the leaves forming: according to the high performance tree model, the moment your roots are strong, your leaves appear in the characteristics of a team that is self-organizing, empowered, believes they can solve any problem, committed to team success, owns its decisions and commitments, trust, is consensus-driven and deals in constructive disagreement. Once you see the characteristics listed during the leaf stage, the result is a high performing team that then produces the fruits that are listed in step 3 3. Fruit yielding stage: the team then begins to “yield fruits” in the form of a team that can do anything, have room for individual and team growth, get business value faster, get the right business value and get astonishing results. It is important to note that high performance is not a perpetual state. From time to time things will happen that will disrupt that state but you can always realign as a team. Do you know of the high performance tree? Tell me what you like about it. ……….. If you have found this post valuable, feel free to repost to your network. If you will like to engage my services, you can send an email to info@agiletogether.org #highperformancetree #agile #scrum #agilecoach #leadership #productowner #agiletrainer #20daysoflinkedinwithHaoma #thoughtleadership

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Ha a Folytatás gombra kattint a csatlakozáshoz vagy a bejelentkezéshez, azzal elfogadja a LinkedIn Felhasználói megállapodását, Adatvédelmi szabályzatát és Sütiszabályzatát.

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🔍 Understanding Product Scope with Joseph Phillips 🔍 Join Joseph Phillips, Director of Education at Instructing.com, as he explains the critical concept of product scope in our latest video! 🎓✨ In this video, discover: What product scope is: the customer's vision of the end result 🌟 The role of the business analyst in creating the product scope through requirements gathering 📝 How the project manager may also be involved in gathering requirements 📋 How requirements translate to the product scope and define the "definition of done" ✅ The relationship between product scope features/functions and the project scope 🔄 Learn how to accurately define product scope to ensure project success! Watch now for expert insights and practical advice! 📺🚀 #ProjectManagement #ProductScope #RequirementsGathering #JosephPhillips #InstructingDotCom #BusinessAnalyst #ProjectSuccess #DefinitionOfDone Check out the all-new PMP Exam Masterclass at: https://lnkd.in/gbyJG9Pi https://lnkd.in/gbf7_Uvx

Join us at our next #Agile #Coaching Exchange with Jan Neudecker. His talk is 'Agile is a lifestyle'. You can find out more about the session here: https://lnkd.in/edp75fjZ See you there!

Ha a Folytatás gombra kattint a csatlakozáshoz vagy a bejelentkezéshez, azzal elfogadja a LinkedIn Felhasználói megállapodását, Adatvédelmi szabályzatát és Sütiszabályzatát.

Coach: "Your code is like my hair - it's a tangled mess!" Developer: "Hey, my code is like your hair - it's got its own natural flow and beauty!" Coach: "But my hair has a natural flow because I take care of it! Your code looks like it's been put through a blender!" Developer: "Well, at least my code doesn't get frizzy when it's stressed!" Coach: "That's true, but my hair doesn't crash when it's under pressure!" Developer: "Okay, okay... I guess we both need to work on our conditioning!" By the way, I have curly hairs 😐

Super nice to see people come together, focus one a solution and build something useful within a few hours. Mobbing proves to be an amazing way for just-in-time knowledge exchange, just-in-time code review, just-in-time feedback loops, leading to amazing results within a short sprint. #mob #mobbing #mobai #collaboration #ale24

There once was a profession called agile coaching. Alas, effective agile coaches were as rare as good psychotherapists (about 1 in 100 I estimate). And so, the profession has been tarnished. That doesn’t mean psychotherapy or agile coaching doesn’t work. It means you have to find someone good at it. There is really no good way to tell good from bad for either until you've invested a whole lot of time and money (and the odds are against you). #agile #scrum #kanban #agilecoach

Ha a Folytatás gombra kattint a csatlakozáshoz vagy a bejelentkezéshez, azzal elfogadja a LinkedIn Felhasználói megállapodását, Adatvédelmi szabályzatát és Sütiszabályzatát.

Jira is the Satan’s offspring. Agile is dead. Estimating is stupid. SAFe is dumb. Waterfall is evil. For all the soldiers of the method war, for all the framework-bashers, method-haters, approach shamers. You should wake up. The truth is, your job is not to align with a framework or use certain pre-defined tools. Your job is to drive continuous improvement. Something doesn't work? Fix it. Does something work? Great, make it work even better. Be pragmatic. Recreate tools, tailor methods, mix frameworks, and create a unique way for your organization if needed. Your responsibility is to drive change towards your employer's goals. Do whatever it takes to reach those goals. So, are you up for the challenge? It's time to step up and become someone who drives change towards success.

Válassza az Elfogadás lehetőséget a hozzájáruláshoz, vagy az Elutasítás lehetőséget az ilyen célra használt, nem alapvető sütik elutasításához. A beállításokban bármikor frissítheti a kiválasztottakat.

Ha a Folytatás gombra kattint a csatlakozáshoz vagy a bejelentkezéshez, azzal elfogadja a LinkedIn Felhasználói megállapodását, Adatvédelmi szabályzatát és Sütiszabályzatát.

A LinkedIn és harmadik felek alapvető és nem alapvető sütiket használnak a Szolgáltatásaink nyújtása, biztosítása, elemzése és továbbfejlesztése, valamint releváns hirdetések (a szakmai és álláshirdetéseket is beleértve) megjelenítése érdekében, mind a LinkedIn felületén, mind azon kívül. További információkért tekintse meg a Sütiszabályzatunkat.

This isn’t a knock on Product thought leaders like Cagan or Pawel here, but I’m so exhausted with this argument. This “argument” is becoming stale and almost clickbait’y in the Product community. Let’s speak about this in terms of practicality & reality (from a US organizational lens). In a near majority, not all, but most US orgs who have Product Management do not actually practice product management correctly. It’s not a Product utopia; hence Cagan can write his latest book about Product Ops and transforming orgs to become Product Oriented. So, to bring this back to a common reality, we’re talking about Orgs who have levels (jr,mid-sr, principal) will create a junior level (PO or jr PM) to level set & baseline the Product role and career path within the organization. These junior level folks will generally start off with tactical work ie backlog & ticket writing duties. The more senior the role = the less you get involved at the tactical level. I believe we should just eliminate Product Owner from modern Product nomenclature. I don’t care about Scrum or SAFe. Sorry, not sorry. Let’s start this conversation from a place of seniority & responsibility rather than PO vs PM and devolve into the circular philosophical debate. Nobody will argue a JR or Mid level PM operates or has the same level or responsibility/ownership as a senior or principal. And those same individuals won’t deny that a senior or principal level PM isn’t living inside their product’s backlog or writing user stores 8hrs a day…they’re wasting away in endless & normally pointless meetings. I won’t talk executive level because that’s purely strategic, and lets be honest, the real “argument” here is likely based on this question; who the hell is managing the backlog day to day & writing all my jira tickets? 🤷‍♂️ 😆 Let’s drop the PO vs PM talk in 2024 and focus on what matters. Building & Delivering Value in your product. Rant over.

🚨 We are asking too much of "certifications" 🚨 The PSM1 and PSM2 would total 32 hours of optional training and are both multiple-choice. We are asking too much of certification, and any attribution of job or role capability from them is a fallacy! The assessments from Scrumorg are designed as self-assessments of knowledge. They are study aids... not a validation of the skills of the person who has them. Here is what Scrumorg says: - PSM I holders have a consistent terminology and approach to Scrum; 656,075 people - PSM II holders have proven that they have an understanding of the principles and application of Scrum; 42,825 people (6.5%) - PSM III certificate holders have a deep understanding of the application and practices of Scrum and the Scrum Values in complex team and organizational situations; 1,177 (0.2%) Why have only 0.2% of those who have gone down the Scrumorg route progressed to PSM3?

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📘 "The Art of Slicing Work" by Anton Skornyakov offers strategies to tame unpredictable projects. Dive into the concepts behind the book on our podcast! 🎙️ #BusinessBook #ProjectManagement https://lnkd.in/dXS5FrQv #agile #lean #kanban #scrum #slicing #productowner @scrumpodcast

One of the biggest myths you have been told about the estimation. Estimates are Estimates, so do not worry about them. Yesterday, we had a session on Estimation. Thanks to all participants for their contributions and for sharing their experiences. Oh, you missed that? No worries, join AgileWoW meetup group to remain updated about the upcoming sessions. The link is in the Comments section. Visit our website, www.agilewow.com, or contact us at support@agilewow.com or call/WhatsApp +91-8368865197 for more details. #agile #estimation #management #projects #agilewow

Ha a Folytatás gombra kattint a csatlakozáshoz vagy a bejelentkezéshez, azzal elfogadja a LinkedIn Felhasználói megállapodását, Adatvédelmi szabályzatát és Sütiszabályzatát.

📣 *FREE MIRO TEMPLATE!* 📣 The Agile Manifesto - Values For Success 🚀 Did you know that the Agile Manifesto, published in 2001, has been a guiding light for successful product development frameworks like Scrum and Kanban? Now, I'm excited to share with you a *FREE Miro template* that I created to help teams explore the values of the Agile Manifesto and understand how they align with project success! In this exercise, you will be able to uncover the key elements that contribute to project success and see how they correspond to the values outlined in the Agile Manifesto. Here's how it works: 1️⃣ Invite your team to add sticky notes about what they believe contributes to project success. Think beyond meeting deadlines and budgets, but rather the underlying factors making these achievements possible. 2️⃣ Ask your team to place each sticky note next to the Agile Manifesto value card to which it relates the most. This will help visualise the connections between project success and Agile values. 3️⃣ Once all the sticky notes are on the board, take the time to discuss the ones grouped on the left side, which align with the Agile Manifesto values. This debrief will help reinforce the importance of these values in delivering complex projects. By engaging in this exercise, you and your team will gain a deeper understanding of Agile values and discover practical ways to apply them for project success. So, go ahead and access the *FREE Miro template* using the link below, and let's unlock the power of the Agile Manifesto together! 👉 Get the free template: https://lnkd.in/eRKQBmn8 #AgileManifesto #ProjectSuccess #AgileValues #MiroTemplate #Collaboration #Teamwork #AgilePrinciples #ProductDevelopment #Scrum #Kanban #Innovation #ContinuousImprovement

Feedback should be given daily. Not once a year. 17 years ago, I hated receiving feedback only once a year! As a software engineer, I both loved and hated performance review meetings. I was quite ambitious. I wanted to progress quickly. That's why I wanted to get feedback. That's why I waited for these review meetings. That's why my review meetings lasted more than 3 hours (sorry, boss 😁) I wanted to get as much value as possible. But see, back in the day, I received feedback only once a year. "No news is good news" was the norm. I didn't get day-to-day feedback. I received only formal feedback. Once. A. Year. Performance review meetings are not the place to deliver feedback. These meetings are to review the progress. To discuss the big picture. Feedback should be given daily. - Hari #feedback #career

Ha a Folytatás gombra kattint a csatlakozáshoz vagy a bejelentkezéshez, azzal elfogadja a LinkedIn Felhasználói megállapodását, Adatvédelmi szabályzatát és Sütiszabályzatát.

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Ha a Folytatás gombra kattint a csatlakozáshoz vagy a bejelentkezéshez, azzal elfogadja a LinkedIn Felhasználói megállapodását, Adatvédelmi szabályzatát és Sütiszabályzatát.