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John Coleman

agility strategist at Orderly Disruption Limited

London, United Kingdom

John Coleman, founder of Orderly Disruption, Thinkers360 top 10 agility thought leader, Scrum.org Professional Scrum Trainer, co-author of Kanban Guide and Prokanban.org Professional Kanban Trainer, LeSS Friendly Scrum Trainer, founder and host of Xagility™ and Agility Island podcasts.

Linktree: https://linktr.ee/johncolemanxagility

Available For: Advising, Authoring, Consulting, Influencing, Speaking
Travels From: London, UK
Speaking Topics: executive agility, measurement, growth of sustainable authentic organizational agility, scaling, de-scaling, Lean UX, Kanban, Scrum, Nexus, Large Scal

Speaking Fee $2,500

John Coleman Points
Academic 90
Author 329
Influencer 18
Speaker 31
Entrepreneur 50
Total 518

Points based upon Thinkers360 patent-pending algorithm.

Thought Leader Profile

Portfolio Mix

Featured Videos

Joe Justice on his career, Tesla, Space X and agility
May 31, 2022
Jim Benson on Personal Kanban, The Collaboration Equation and the system of Humane Management
May 31, 2022
Indi Young on why you shouldn't look at a problem through the aperture of a solution
May 31, 2022

Featured Topics

Executive Agility

With 15+ years of experience, John Coleman is an agility thought leader, Scrum.org Professional Scrum Trainer and course steward, co-author of Kanban Guide and Prokanban.org Professional Kanban Trainer, LeSS Friendly Scrum Trainer, founder and host of Xagility™ and Daily Flow podcasts.

Whether you are looking to get your certification or you are an organisation looking to scale and/or use agile, I'm here to help.

Company Information

Company Type: Company
Business Unit: agility, executives
Theatre: North America, Ireland, UK, continental Europe, Middle East
Media Experience: 15+
Last Media Interview: 03/15/2022

Areas of Expertise

Agile 48.36
Business Strategy 31.55
Change Management 39.69
Climate Change
Culture 32.76
Customer Experience 32.72
Design Thinking 31.23
Digital Disruption 31.15
Digital Transformation 30.09
Emerging Technology 30.26
Entrepreneurship 30.26
Fintech 30.10
Future of Work 30.05
HR 30.26
Innovation 30.44
Leadership 32.70
Lean Startup 31.96
Management 41.00
Marketing 30.76
Procurement 30.20
Project Management 31.52
Risk Management 30.41
Startups
Sustainability
Open Innovation 30.34

Industry Experience

Aerospace & Defense
Automotive
Consumer Products
Engineering & Construction
Financial Services & Banking
Healthcare
Higher Education & Research
Manufacturing
Oil & Gas
Pharmaceuticals
Professional Services
Retail
Telecommunications
Travel & Transportation
Utilities

Exclusive Content    Join John Coleman's VIP Club

Publications

32 Article/Blogs
Why you might need an island of agility?
Infoq
June 07, 2022
Organizational agility is highly dependent on how well the environment is cultivated for agility to grow and sustained.
Pathways to organizational agility are numerous, some evolutionary, some revolutionary.
Forming a culture bubble of agility is an evolutionary approach.
Following an isolation pattern is a temporary approach.
Creating an island of agility is a revolutionary and positively disruptive approach.
Start slowly. Expand carefully. Improve carefully.

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Tags: Agile, Business Strategy, Leadership

So, what is organizational agility? 2022 UPDATE
John Coleman agility chef
February 11, 2022
I learn all the time, and 2021 taught me a lot. Based on those lessons, I’d like to share an update on what organizational agility means to me in 2022. I hope you find it useful for what it does and does not mean for you.

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Tags: Agile, Business Strategy, Change Management

How can Scrum with Kanban help people solve complex problems?
John Coleman agility chef
February 07, 2022
Let’s approach this from a slightly different angle by looking at how Scrum with Kanban can help people deal with complexity.

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Tags: Agile, Change Management, Management

How to use Evidence-Based Management and Scrum (Part 1): Bridging EBM goals with the Scrum Guide
John Coleman
September 10, 2021
Scrum.org developed its Evidence-Based Management (EBM) practices placing a strong emphasis on goals and experimentation. EBM's key value areas are also important, but the critical focus is on goals and how to use them to achieve further organizational gain.

This part I of a three-part series will focus on goals. We’ll examine how the goals set out in the EBM guide correspond to the Scrum Guide and some tools and formats for setting workable goals. Part II will focus on experimentation, and Part III will focus on measurement.

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Tags: Agile, Management

Tobias Mayer on Agility
John Coleman
July 16, 2021
There are loads of blog posts, articles and podcasts about agile - what it should be, what it should do, how it should look? The problem is that a lot of what’s out there is hypothetical and not based on field experience.


Tobias Mayer, author of The People's Scrum, and the upcoming audiobook, The State of Work joins this Xagility episode. Using funny anecdotes as well as real-life experiences, John and Tobias bring you a raw yet inspiring account of agile in motion, a consolidation of a decade of experience right to your ears.

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Tags: Agile

Haydn Shaughnessy - Digital Transformation hero
LinkedIn
June 02, 2021
Sadly, Haydn Shaughnessy passed away on 28th May after a short illness. My sincerest condolences go to Haydn’s family, relatives & friends.

I shall miss my conversations with Haydn. I met him in 2000 in a startup incubator scheme after which my startup failed dismally. Both of us reinvented into a similar but different space since then. Haydn was always the smarter one. He was incredibly well-read; he wrote on the Irish Times, Forbes, and HBR, and most recently he regularly hit number one or top-10 on several Thinkers 360 lists.

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Tags: Digital Transformation, Innovation, Future of Work, Agile

Pia Maria Thoren and John Coleman discuss agility & its importance
Medium
May 11, 2021
Pia Maria Thoren joins John Coleman as his guest in the first episode of the Xagility podcast.

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Tags: Agile

Why organizations need to widen the scope of agile, and how to start?
Medium
May 11, 2021
Join us for an insightful, knowledgeable, and humorous adventure as this group discusses the reasons for and benefits of organizations widening the scope of agile.

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Tags: Agile

lDiscussing “Agendashift” with Mike Burrows
Medium
May 11, 2021
Lean, Agile, and Kanban pioneer Mike Burrows joins John in this episode to chat about his book AgendaShift, which explores ways to engage every employee, at every level, in the process of change.

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Tags: Agile

​So what is organizational agility?
Medium.com
April 12, 2021
Have you ever noticed people keep talking about things, but they’ve not aligned with what their words mean? I have seen agility measured as the number of “agile teams” and the “number of training attendees” more often than I like to admit.
Maybe we can talk about what organizational agility is not — in a word — bs. For example, re-labeling, predictability for uncertainty, or old-fashioned micro-management and fear. Why? Because psychological safety enables cognitive diversity, which enables better handling of complexity.

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Tags: Agile

So, what is value, really?
John Coleman
April 11, 2021
If people optimize value or maximize value, it would be nice to understand what value is.
The dictionary definition is open to interpretation. I’d like us to be a little clearer for agility.

Let’s talk about what value is not:
- inputs such as budget, people allocation/assignment
- things to do that contribute to the creation of value also known as “activities”, e.g., sub-tasks to valuable work items, technical stuff that does not directly delivers value
- Outputs aka “stuff”, e.g., a “done” work item that is un-released in a Kanban context or a “done” increment that is un-released in a Scrum context

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Tags: Agile, Management

Ask John about Kanban as per https://kanbanguides.org
YouTube
February 22, 2021
Ask John about Kanban. John Coleman is co-author of Kanban Guide. He is also the author of Kanplexity, with heavy attribution to the creator of Cynefin.

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Tags: Agile

2020 Scrum Guide — addition of commitments to each artifact
Medium
November 18, 2020
The words “commit” and “commitment” feature prominently in the 2020 Scrum Guide, and it’s not just about the artifacts.
“The Scrum Team commits to achieving its goals and to supporting each other… when the Scrum Team and the people they work with embody these values, the empirical Scrum pillars of transparency, inspection, and adaptation come to life building trust.”
The Scrum Values contribute to people trusting and supporting each other. Let’s trust people, give trust, respect, and not expect people to need to earn it. And let’s continually improve together.

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Tags: Agile

Don’t be an apprentice in the negative sense of the word
Import from medium.com
November 12, 2019
Non-team commitmentsAs an executive leader, do you can still make commitments on behalf of your teams? Do you play the cynical game of accepting a plan you’ve insisted on because now somebody else is on the hook for delivery? Even if you shifted the blame, will your chickens come home to roost at

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Tags: Leadership, Agile

Kanban - the Flow Strategy and Kanban for Complexity (Kanplexity)
Orderly Disruption Limited and Daniel S. Vacanti, Inc.
September 27, 2019
Kanban - the Flow Strategy is a minimal guide for Kanban for knowledge work. Kanban for Complexity (Kanplexity) is an addendum for complex work.

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Tags: Agile, Business Strategy, Leadership

KantScrum Kanplexity
linkedin
March 30, 2019
Can't use Scrum? Using Scrum not as it was intended so not seeing the benefits? Can use Kanban but struggling a little with complex work? Here's a new Kanban for Complexity (Kanplexity) Guide for Teams and Servants. Curious to get your comments. Thank you.

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Tags: Agile

Introducing Kanban for Complexity (Kanplexity)
Import from medium.com
March 29, 2019
BackgroundSome teams of knowledge workers (En.wikipedia.org, 2019) work primarily on complex problems. Scrum operates in the complex problem domain, so it can be a natural choice.Picture this contextSingle team Scrum is in use by many teams of different initiativesHaving genuinely tried, some team

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What is Broad and Deep agility (BaDa) ?
Import from medium.com
November 06, 2018
What is Broad and Deep agility (BaDa) ?https://medium.com/media/65b265cbb8ede8e11075bfc37297c843/href

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Tags: Agile

How do Nexus and LeSS differ?
Import from medium.com
November 05, 2018
This article discusses the growth of agility for customer-facing products with 3+ teams, probably tens of teams with Nexus and/or LeSS.Background:In this article, I compare and contrast the more advanced maturity patterns of Scaled Professional Scrum, Nexus with Scrum Studio all in one corner, and

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Tags: Agile

The original Lean “versus” Agile for knowledge work — or is it “and”?
Import from medium.com
October 09, 2018
The original Lean “versus” Agile for knowledge work — or is it “and”?I wrote recently about why you think your organization wants agility. I also wrote about comparing the Kanbans (including Toyota Kanban), Kanbaning your Scrum, and I started a series on comparing the patterns (or non

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Tags: Agile

Broad and Deep agility (BaDA)
Import from medium.com
September 24, 2018
Is your organization faking agility?Is there any appetite for growing sustainable agility?Bad news (good news maybe:)), I walk when I understand the client wants to stick with WaterScrumFall, Dark Scrum, Zombie Scrum, or other fake agility.I am ok with people not wanting agility and wanting to go

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Spot the difference — The original Kanban, The Lean Kanban method, Professional Scrum with Kanban
Import from medium.com
September 23, 2018
Professional Scrum with Kanban came out in February 2018, and it can be found at https://www.scrum.org/resources/kanban-guide-scrum-teams. The Lean Kanban method is described in the Essential Kanban Condensed Guide, that’s at https://leankanban.com/. The original Toyota Kanban has been around for

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Tags: Agile

Retrospectives with system modelling
Import from medium.com
September 23, 2018
In the Certified LeSS Practitioner classes by Craig Larman and Bas Vodde, system modelling is introduced.I refer to system modelling in the sense of causal loop diagrams and stock & flow diagrams. I am a fan of both Dan Woodlock and Gene Bellinger. See sample videos below.https://medium.com/med

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Mirror mirror on the wall….
Import from medium.com
September 23, 2018
John Coleman does an opinion piece on scaling patterns and noneConsider this blog post as background for future posts. It has a lot of detail, and you might need to carve out some time, grab a cup of coffee and get comfortable before reading this.I can’t say I’m any better than anyone else in

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Tags: Agile

Why do you think your organization is growing agility?
Import from medium.com
September 23, 2018
We thought ofWhy do you think your organization is growing agility? Is the direction of travel primarily to….We thought of 28 potential reasons, and we’re curious how your organization would star-rate them. See https://www.surveymonkey.co.uk/r/whygrowagility?

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Agile Cincinnati 2017 conference
linkedin
October 09, 2017
I enjoyed sitting around Fountain Square, the day before Bengals beat Buffalo Bills in American football. I skipped that game as Tropical Storm Nate sent heavy rain our way. Besides, it gave me time to go over my first one-off Ted-style talks – very few words, symbolic pictures, everything in 3s, facts mixed with some stories, being myself, staying in my lane, being relaxed.

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Tags: Leadership, Agile

Look familiar? #advanced
linkedin
October 09, 2017
Greetings from my trip from London to Cincinnati, where I'll talk about scaling/descaling, growing good sustainable agility and so on. If you're around the Cincinnati area, you'd be crazy to miss the conference. There are some rockstar keynotes. There are some great speakers, Ellen Gottesdiener is likely to steal my thunder as Ellen is on stage at the same time as me in another room. Ellen rocked at the LeSS conference :). There are still a few tickets left for Agile Cincinnati.

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Tags: Agile

Scrum Master role, Large Scale Scrum or not
linkedin
September 17, 2017
I like Timothy Korson's LeSS case study for pseudo-named "Cash In Comfort". There are all sorts of takeaways from it, which are listed in the case study itself. In that case study, two sentences struck me in particular ...

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Tags: Fintech, Agile

Can London beat Amsterdam?
linkedin
September 12, 2017
One year has passed since the inaugural Amsterdam LeSS conference. Read Robert Briese’s blog “My personal review of the first ever Large Scale Scrum (LeSS) Conference in Amsterdam, 2016”

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Tags: Agile

#less2017 - LeSS conference article and video
linkedin
August 11, 2017
Bas Vodde told his Certified LeSS Trainer class in Santa Clara in March this year, that Ellen Gottesdiener, at my table, inspired Craig Larman and Bas Vodde's approach to product backlog management/refinement. Here, Ellen talks about the LeSS conference in London on 13-14 Sep 2017. In there you'll also see a short video featuring Dinesh Sharma and Ben Maynard, courtesy of Sullivan & Stanley, one of the conference sponsors. In addition, Ellen will be delivering a pre-conference training, Vision to Value: Backlog Refinement Practitioner – registration is now open!

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Tags: Agile

Do you believe this chart?
linkedin
August 08, 2017
If a journey was equivalent to a team of teams delivering good stuff together, yet dependent on back-end teams elsewhere, do you believe that ....

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Tags: Leadership, Agile

#less2017 #advanced - Did you know you can do a Scrum test and a LeSS test at Less.works?
linkedin
August 01, 2017
Did you know you can do a Scrum test and a LeSS test at https://Less.works ? It so obvious you could miss it. See https://less.works/less/test/index.html

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Tags: Agile

1 Book Chapter
Pivot: Real Cut Through Stories by Experts at the Frontline of Agility and Transformation
Writing Matters Publishing (UK); 1 edition (20 Jun. 2018)
June 20, 2018
Pivot is an inspiring and informative collection of cut through stories from 17 experts at the frontline of agility and organizational transformation.

Edited by Matt Bradley and Adrian Stalham from the Agility Gigs Community, and business author, Andrew Priestley, it features contributions from Adrian Stalham, Jacqueline Shakespeare, Scott Potter, Brett Ansley, Wayne Palmer, Matt Bradley, Bhavesh Vaghela, Angie Main, Karan Jain, Andrew Kidd, David Smith, Ahmed Syed, John Coleman, Mike Nuttall, Bruce Thompson, Jessica Gilbert, and John Boyes.

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Tags: Agile, Culture, Leadership

2 Founders
Basic/ally Agile
Instagram
April 25, 2022
A platform for those wanting to start their agile, scrum and kanban journey, intentionally designed to help with learning the basics. From the 5 scrum values to industry job application tips, you'll find it all here.

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Tags: Agile, Change Management, Management

Orderly Disruption
https://orderlydisruption.com/
May 01, 2014
Founded Orderly Disruption.com, home of executive agility, scaling, scrum.org and prokanban high quality learning.

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Tags: Agile, Change Management, Digital Disruption

1 Infographic
Journey to an Agile Island
https://orderlydisruption.com/
March 29, 2022
Journey to an Agile Island

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Tags: Agile, Design Thinking, Management

1 Keynote
Hit Delete - unlocking executive agility one deletion at a time
LinkedIn - Lithe Transformation™ – Agile Consultancy
January 11, 2022
Let's explore the unintended consequences of expecting teams to be agile when we haven't cultivated the right environment. Instead of buying "agility in a box," what can we do to foster the growth of authentic, sustainable organizational agility? Part of the answer might be in improving executive agility. Glacial evolution at the executive level often results in people giving up hope on the dream of organizational agility, even those initially enthusiastic about it. There are agility frameworks tailored for teams, teams of teams, managers, leaders, finance, and people operations. This talk will focus on executives in tech and non-tech environments and the people supporting them. Let's look at how deleting specific executive behaviors could avoid the feeling that agility is just about teams. Perhaps we can attain executive agility by deleting unhelpful behaviors one at a time. We don't have a proven recipe, but maybe we can strive to have fewer "agile-gone-wrong stories" by better understanding the urgency required for these deletions?

In this discussion, we'll explore:

The observable executive behaviors that might indicate what to address first.
Actionable steps towards deleting the above behaviors.
Being aware of side effects from starting elsewhere.
Real-life examples about the impact deleting certain behaviors had on organizational agility.
Where you can begin to affect change.

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Tags: Culture, Agile, Change Management

2 Media Interviews
Indi Young on why you shouldn't look at a problem through the aperture of a solution
Youtube
March 15, 2022
In this video version of the Xagility podcast, the incredible Indi Young joins me to talk about why you shouldn't look at a problem through the aperture of a solution and the effect this can have on overall performance. Packed with metaphors and anecdotes, this episode is the perfect mix of fun stories and incredible wisdom.

Indi's website: https://indiyoung.com/
Indi's book: https://indiyoung.com/books-time-to-l...

Episode transcript available here: https://share.descript.com/view/Td8V7...

Alternatively, if you wish to listen in audio format:
https://linktr.ee/johncolemanxagility

See publication

Tags: Change Management, Culture, Customer Experience

An interview with Jared Spool
Youtube
December 29, 2021
Jared M. Spool is a Maker of Awesomeness at Center Centre – UIE. Center Centre is the school he started with Leslie Jensen-Inman to create industry-ready User Experience Designers. UIE is Center Centre’s professional development arm, dedicated to understanding what it takes for organizations to produce competitively great products and services.

In the 43 years he’s been in the tech field, he’s worked with hundreds of organizations, written two books, published hundreds of articles and podcasts, and tours the world speaking to audiences everywhere. When he can, he does his laundry in Andover, Massachusetts.

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Tags: Agile, Change Management, Culture

1 Miscellaneous
Xagility podcast - Pia-Maria Thorén of Agile People
Anchor.fm
March 18, 2021
John Coleman interviews leading executives and top folks from agility. The inconvenient truth is that agility can't be bought in a box. Take the hard choices and make a difference. Try Agile, Lean/Agile for the c-suite.

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Tags: Agile, HR, Leadership

30 Podcasts
Balancing UX with shipping fast in scrum? A deeper look into each box of the Lean UX canvas
Orderly Disruption
December 04, 2022
Is there such thing as balancing UX with shipping fast in scrum? Is there even such thing as shipping fast in scrum? How can we know what is value when we don't know the end-user?

What happens in each box of the Lean UX canvas?

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Tags: Agile, Customer Experience, Management

Constraints, work capability, throughput and flow
Anchor.fm
June 15, 2022
Do you know what your team or team of teams capability to take on work is? How can throughput help? Using real-world examples, this episode aims to outline work capability and throughput.

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Tags: Agile, Change Management, Management

Joe Justice on his career, Tesla, Space X and agility
Anchor.fm
May 31, 2022
Joe Justice, founder of WIKISPEED, brings his extensive expertise and humour on this episode of the Xagility podcast!

Joe Justice is author of Scrum Master, published in 7 languages. Joe has worked with Bill Gates, the leadership team at Amazon, and operated the Agile program at Tesla for Elon Musk. Joe founded WIKISPEED which became an example of automotive design and production speed in a fun, egalitarian culture. Joe enjoys collaborating as a board member, writing, teaching, and running companies to make a good future arrive faster.

Joe's LinkedIn: https://www.linkedin.com/in/joejustice
John's LinkedIn: https://www.linkedin.com/in/johncolem...

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Tags: Agile, Change Management, Business Strategy

What the developers do in the last week of the sprint?
Anchor.fm
April 29, 2022
Do you think work should be handed off once it meets the definition of done? On this episode, I talk about how developers should collaborate with the 'testers' and the important role that plays overall. Tune in, you might find some useful tips.

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Tags: Agile, Change Management, Management

Can scrum and agility be scaled and what’s the best way to do it?
Anchor.fm
April 27, 2022
In this episode, I talk you through some of the different ways and frameworks you can use to scale scrum and agile. The first rule is of course not scale but if you must, here are some ways to do so:

3:27 LeSS - what is it and how does it work?

6:29 Disciplined agile - what is it and how does it work?

7:21 Scrum at scale - what is it and how does it work?

8:21 SAFe - what is it and how does it work?

9:55 Nexus - what is it and how does it work?

11:43 Spotify ING - what is it and how does it work?

12:29 Flight Levels - what is it and how does it work?

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Tags: Agile, Business Strategy, Management

Gene Gendel on his LeSS career, LeSS case studies and whether we can measure adaptiveness
Anchor.fm
April 26, 2022
The one and only Gene Gendel joins us on this episode of the Xagility podcast. Amongst other important topics, the speaker discusses important nuances such as the geographical restraint to agile adoption, whether LeSS is a framework and the importance of getting executives onboard with LeSS adoptions.

0:00 On the beginning of large scale scrum (LeSS) and his journey into LeSS

9:19 The fallacy big corporations have on the need to scale

12:57 LeSS Case Studies steps and the rigorous process

17:30 Is there such thing as a level of readiness organizations must consider when adopting LeSS?

20:13 Getting executives onboard with the product mindset

21:38 Can we measure adaptiveness?







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Tags: Agile, Change Management, Management

Value and Kanban: isn't Kanban just about outputs?
Anchor.fm
April 25, 2022
How do we deliver value in Kanban? What are the 4 key values of Evidence Based Management and what role do they play in delivering value in Kanban?

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Tags: Agile, Change Management, Management

Bruce McCarthy on his career, product vs project management and, getting roadpmaps right
Anchor.fm
April 14, 2022
This week, the Xagility podcast has the pleasure of welcoming the amazing Bruce McCarthy.
Bruce has authored Product Manager versus Project Manager and co-authored Product Roadmaps Reloaded: how to set direction while embracing uncertainty along with C Todd Lombardo, Evan Ryan, and Michael Connors.
In this episode, Bruce and John discuss the definition of product, product vs project management, probabilistic forecasting, and the importance of using roadmaps right.

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Tags: Agile, Digital Disruption, Management

Jim Benson on Personal Kanban, The Collaboration Equation and the system of Humane Management
Anchor.fm
March 29, 2022
Jim Benson joins John Coleman on this week's episode to discuss a lifetime of experience, Jim's Book 'The Collaboration Equation', the system of humane management, leadership & tangibles as well as advice on how to tackle the common stakeholder question 'when will it be done?', what goes on in the obeya rooms and why the most beautiful boards look like a huge mess.

Time stamps:
1:10 - Jim’s story & the beginning of Modus Cooperandi
4:25 - Coping strategies for large scale projects with lots of dependencies
6:49 - Jim’s book ‘The Collaboration Equation’
8:22 - Personal Kanban: a deeper look
13:25 - The system of humane management
24:09 - Leadership & tangibles
27:05 - ‘When will it be done?’
31:57 - Obeya Rooms
44:34 - ‘The most beautiful board looks like a fricking mess’

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Tags: Agile, Change Management, Management

Daily Flow - dealing with complexity in a Kanban footprint
Anchor.fm
March 16, 2022
How can we better deal with complexity in a Kanban footprint? Join me in this short episode to explore how.

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Tags: Agile, Business Strategy, Management

Daily Flow: a story about story points and an alternative, throughput
Anchor.fm
March 15, 2022
In this episode, I go through some field stories regarding story points - why you shouldn't use them and offer alternatives.

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Tags: Agile, Change Management, Management

Indi Young on why you shouldn't look at a problem through the aperture of a solution
Anchor.fm
March 15, 2022
the incredible Indi Young joins me to talk about why you shouldn't look at a problem through the aperture of a solution and the effect this can have on overall performance. Packed with metaphors and anecdotes, this episode is the perfect mix of fun stories and incredible wisdom.

Indi's website: https://indiyoung.com/
Indi's book: https://indiyoung.com/books-time-to-l...

Episode transcript available here: https://share.descript.com/view/Td8V7...

Alternatively, if you wish to listen in audio format:
https://linktr.ee/johncolemanxagility

See publication

Tags: Agile, Change Management, Culture

Daily Flow: Sizing & Forecasting
Anchor.fm
March 14, 2022
Popular patterns for sizing including "exact" time/cost, relative, right-sizing, and #noestimates. Popular patterns for forecasting include Gantt charts(ugh!), burnup/down charts(hmmm), and probabilistic forecasting(oooo). An emerging trend is with right-sizing and probabilistic forecasting. It's not all sunshine and honey, context matters, and it's dangerous to over-simplify. Let's laser focus on the upsides and downsides of each of these options.

Time Stamps:
0:00 Approaches & Their Upsides
9:00 Downsides of Approaches
19:02 Approaches for Forecasting

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Tags: Agile, Business Strategy, Management

An interview with Jared Spool
John Coleman
December 16, 2021
Jared M. Spool is a Maker of Awesomeness at Center Centre – UIE. Center Centre is the school he started with Leslie Jensen-Inman to create industry-ready User Experience Designers. UIE is Center Centre’s professional development arm, dedicated to understanding what it takes for organizations to produce competitively great products and services. In the 43 years he’s been in the tech field, he’s worked with hundreds of organizations, written two books, published hundreds of articles and podcasts, and tours the world speaking to audiences everywhere. When he can, he does his laundry in Andover, Massachusetts.

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Tags: Business Strategy, Customer Experience

Klaus Leopold on the value of Flight Levels and his book Rethinking Agile: Why Agile Teams Have Nothing To Do With Business Agility
John Coleman
October 18, 2021
The Xagility podcast has the immense pleasure of having the amazing Klaus Leopold on this week's episode. Tune in to hear Klaus talk about the beginning of his career, the start of Flight Levels and some fantastic case studies.

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Tags: Agile

Reviewing Cynefin - weaving sense making into the fabric of our world with Dave Snowden
John Coleman
October 05, 2021
This week, the Xagility podcast has the pleasure of hosting Dave Snowden to discuss his latest book, Cynefin weaving sense-making into the fabric of our world publication in 2020.

Sit back, relax and enjoy.

Watch on YouTube: https://www.youtube.com/watch?v=qLAyXnUx_TU

Check out Dave's book here: https://www.cognitive-edge.com/cynefinbook/


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Tags: Agile

John Coleman of Orderly Disruption meets Pia-Maria Thoren of Agile People
Xagility Podcast™
July 20, 2021
Xagility is a podcast series for the curious c-suite.

In this Xagility podcast episode, John Coleman of Orderly Disruption meets Pia-Maria Thorén of Agile People to review the book "Agile People".

John and Pia-Maria discuss metaphorical gardening, invitation over imposition, motivation, inspiration, agile leadership, agile management, and a beautiful poem by Dr. Leandro Herrero.

https://linktr.ee/johncolemanagile

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Tags: Agile, HR, Leadership

The theory of Scrum team effectiveness and evidence supporting it with Christiaan Verwijs and Dr Daniel Russo
Sustainable Xagility™
July 12, 2021
Have you ever wondered what makes Scrum teams effective? Perhaps you have found some theories online but do any of them have any scientific evidence? We bet not.

This episode brings you 5 years worth of research by the extremely knowledgeable Christiaan Verwijs and Dr Daniel Russo. Throughout the last half decade, these two have embarked on a journey to shed more light on what it is exactly that makes scrum teams effective whilst also debunking some of the common myths and thought patterns.

Having a scientifically backed answer not only adds to the field of scrum but also brings certainty - guidelines for effectiveness.

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Tags: Management, Leadership, Agile

Robert Kinnerfelt chats with John Coleman about Holacracy and Sociocracy (Teaser)
Sustainable Xagility™
June 30, 2021
Ever wondered what the terms "Holacracy" and "Sociocracy" mean in the context of agile? How do we define and implement them? What is their effect?

Well wonder no more, Robert Kinnerfelt joins this week's Xagility episode to provide you all the answers. Alongside the host, John Coleman, both speakers dive in the ins and outs of Holacracy and Sociocracy and how they impact organisations.

Put your headphones on, the show is about to begin.

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Tags: Leadership, Agile

Walking through Empowered with Marty Cagan
Sustainable Xagility™
June 23, 2021
This week, Xagility has the immense pleasure of hosting the incredible Marty Cagan to discuss his fantastic book: "Empowered: Ordinary People, Extraordinary Products".
Marty Cagan is the author of Inspired: How to Create Tech Products Customers Love, and Empowered: Ordinary People, Extraordinary Products. He has performed and managed virtually all of the roles in a modern software product organization, including product management, software development, product marketing, user experience design, software testing, engineering management, and executive management. He is the founder of the Silicon Valley Product Group, where he helps others create successful products through his writing, speaking, advising, and coaching. Marty has served as an executive responsible for defining and building products for some of the most successful companies in the world, including Hewlett-Packard, Netscape Communications, and eBay.
Packed with anecdotes, humor as well as pure wisdom, this episode is guaranteed to inspire you (pun intended) as the speakers dive deep into the core themes underlying Marty's book and discuss how to create tech products customers love!
So what are you waiting for? Tune in and get inspired!

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Tags: Management, Leadership, Marketing, Agile

Developing intrapeneurs with Denise Pereira Carvalho
Sustainable Xagility™
June 09, 2021
Is innovation about questioning or answering? Do you innovate with or only for your customers? Where exactly do you think innovation gets stopped within the corporation? How do we develop intrapeneurs?

These questions are often overlooked or indeed never raised the consequence of which is stifled innovation. But yet they are so paramount to the overall wellbeing of an organisation.

How do you nurture innovation and develop intrapeneurs?

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Tags: Innovation, Agile, Entrepreneurship

Developing intrapeneurs with Denise Pereira Carvalho (Taster/Exec Summary)
Sustainable Xagility™
June 08, 2021
Is innovation about questioning or answering? Do you innovate with or only for your customers? Where exactly do you think innovation gets stopped within the corporation? How do we develop intrapeneurs?

These questions are often overlooked or indeed never raised. But yet they are paramount to the overall wellbeing of an organisation.

How do you nurture innovation?

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Tags: Innovation, Agile

Mike Burrows on the 2nd Edition of Agendashift
Sustainable Xagility™
June 01, 2021
Mike Burrows joins John Coleman to talk about the second edition of the widely successful AgendaShift and its subsequent conference.

This episode is infused with real-life anecdotes as well as experience and humour. Mike takes the listeners on an enriched account of his book writing journey, his inspiration and his passion.

Sit tight and enjoy the episode!

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Tags: Agile

Tobias Mayer on agility
Sustainable Xagility™
May 11, 2021
Taking a seat at the Xagility table this week is Tobias Mayer.

Tobias takes the listeners on a thorough account of agility as he recalls the world of agile through his own lenses and of course, experiences. Packed with anecdotes as well as perspective, this episode is guaranteed to give you a brand new impression of agile.



Tobias Mayer is a certified Scrum educator (Scrum Alliance CST), an advisor, guide and mentor to those interested in humane and purposeful work places.

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Tags: Management, Culture, Agile

Discussing "AgendaShift" with Mike Burrows
Sustainable Xagility™
May 04, 2021
Mike Burrows, author of the uber successful "Agenda Shift" joins John Coleman on this week's episode of the Xagility podcast.

Mike and John discuss the underlying rationale of "Agenda Shift" as well as recalling Mike's book writing process.

The discussion then shifts to the contributions "Agenda Shift" has made to the world of Agile and the success it has received since its publishing. This discussion exists against the background of what the agile world looked like before the arrival of "Agenda Shift" as both hosts highlight the significant changes and improvements this book has achieved in the bigger holistic framework of agile.

Hold on to your socks, this one is guaranteed to knock them off!

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Tags: Agile

Discussing "Agendashift " with Mike Burrows
John Coleman
May 04, 2021
Lean, Agile, and Kanban pioneer Mike Burrows joins John in this episode to chat about his book AgendaShift, which explores ways to engage every employee, at every level, in the process of change.

John frames the discussion by revealing that upon reading Mike’s book, his immediate reaction was, “This is brilliant; I have to know more!” What inspired the birth of such a spectacular book? How do we fit these concepts into the larger agile framework and what does it look like in practice?

Get your snacks ready and turn off your screens as we get answers to the above questions in this captivating exchange.

Apple Podcasts - https://apple.co/2P8vGa9
Spotify - https://spoti.fi/3sLbb1P
Amazon Music / Audible USA - http://bit.ly/JohnOnAudible
Anchor.fm - https://anchor.fm/xagility
YouTube - http://bit.ly/JohnonYouTube

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Tags: Management, Culture, Agile

Why organisations need to widen the scope of agile and where/how to start?
Sustainable Xagility™
April 27, 2021
Ever thought about the benefits ensuing from organisations widening the scope of agile? Where and how would this process happen?

Joined by the knowledgeable and passionate Carolyn Mumby, David Nixon and Kyle Richardson take the listeners on a deep, insightful and anecdotal journey highlighting both the need of organisations adapting such agile perspectives as well as the deeper underlying rationales.

The discussion then focuses on, hypothetically, where and how such widening process would happen.

Grab your headphones and get ready to be challenged!

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Tags: Leadership, Agile

Sustainable Xagility - the agile manifesto, value and organizational agility with Robert Annis
Sustainable Xagility™
April 20, 2021
Robert Annis, Business & Organization Psychology Consultant and John Coleman chat about Agile, value, and organizational agility. Then they discuss the killer question...Is Agile dead? Well, is it?

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Tags: Agile

Pia Maria Thoren and John Coleman discuss agility & its importance
Xagility™
March 18, 2021
Pia Maria Thoren joins John Coleman as his guest in the first episode of the Xagility podcast.
Pia starts the episode by recalling her journey in agile and explains what fuelled the drive to write her first book: Agile People. John and Pia then embark on a deep, multifaceted, and simultaneously humorous discussion about agility.
Pia and John opine on what they think enables the optimum functioning of agility and what motivates employees. They discuss the importance of the 'garden' metaphor in agility and talk about fostering the right environment to allow employees to achieve their full potential.
Grab some snacks or your running shoes, and tune in here!


Apple Podcasts - https://apple.co/2P8vGa9
Spotify - https://spoti.fi/3sLbb1P
Amazon Music / Audible USA - http://bit.ly/JohnOnAudible
Anchor.fm - https://anchor.fm/xagility
YouTube - https://www.youtube.com/watch?v=bk9T6k2qcGo&t=1s

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Tags: Agile, HR, Management

Daily Flow - where does Scrum Master end and agile leader begin?
Anchor.fm
December 31, 1969
This episode talks about the scrum master vs agile coach, the conversations you might have as a leader/scrum master/agility coach, what John expects a scrum master or agility coach to do, leader responsibilities as well as some things to consider stopping.

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Tags: Agile, Change Management, Leadership

2 Professors
University of Westminster PSM classes
LinkedIn
February 07, 2022
Teaching Professional Scrum Master classes at University of Westminster.

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Tags: Agile, Change Management, Management

Teaching at University College London (4 day User Experience workshop)
LinkedIn
January 11, 2022
Delivering an in person 4 day workshop to 200+ students both physically and with the help of Ben Maynard, virtually.

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Tags: Change Management, Customer Experience, Management

1 Speaking Engagement
Hit Delete
John Coleman agility chef
November 11, 2021
Supports for authentic sustainable organisational agility.

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Tags: Agile, Business Strategy, Change Management

1 Trademark
Author of Kanplexity
EUIPO
June 15, 2021
John has coined the term 'Kanplexity' and it is trademarked.

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Tags: Agile, Change Management, Management

5 Trainings
ProKanban.org Applying Professional Kanban
John Coleman
May 07, 2022
Kanban is fast becoming the modern way to manage an organization’s delivery of customer value. In today’s always-on environment, you need a clear set of practices that don’t get in the way of your ability to continuously deliver but that provides enough structure to keep everyone aligned and focused. This 2 day course will give you an in-depth introduction to improving your team’s effectiveness by applying Kanban flow principles.

In this class, you will learn the basic principles of flow and how to use them to make your team process more efficient, predictable, and effective.

With an emphasis on the practical application of concepts, this course includes many hands-on exercises that will lead you through the steps of setting up and operating a Kanban system for continuous value delivery and improvement.

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Tags: Agile, Business Strategy

Professional Scrum with Kanban
John Coleman
April 25, 2022
Professional Scrum with Kanban (PSK) is an interactive, activity-based training course that teaches experienced Scrum Masters and other Scrum practitioners how to improve the way they work by applying Kanban practices in the context of Professional Scrum. Through theory, case studies and hands-on exercises, students will learn how Kanban practices can help Scrum Teams achieve better outcomes by improving the flow of work. Organizations using DevOps, Continuous Integration and Continuous Delivery (CI/CD) will find adding flow to their application of Scrum to be a natural complement.

The course also includes a free attempt at the globally recognized Professional Scrum with Kanban (PSK I) certification exam.

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Tags: Agile, Business Strategy

Scaled Professional Scrum (SPS)
John Coleman
March 28, 2022
Scaled Professional Scrum (SPS) with Nexus is a 4-day course that is designed as an experiential workshop where students learn how to scale Scrum using the Nexus Framework. Throughout, you are introduced to the artifacts and events within the framework, the new Nexus Integration Team role, along with more than 50 associated practices. The course also includes a free attempt at the globally recognized Scaled Professional Scrum certification exam.

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Tags: Agile, Business Strategy

Professional Scrum with User Experience (PSU)
John Coleman
March 14, 2022
Professional Scrum with User Experience (PSU) is a hands-on, activity based course where students experience how Scrum and User Experience (UX) align and integrate to create cross-functional teams that connect more closely with end users and customers, ultimately delivering more value and improving outcomes. By working together in a dual-track agile process, members of the Scrum Team can work more effectively to balance discovery work and delivery work.

The course also includes a free attempt at the globally recognized Professional Scrum with User Experience I certification assessment (PSU I).

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Tags: Agile

Professional Agile Leadership - Essentials (PAL-E)
John Coleman
February 19, 2022
The Professional Agile Leadership Essentials (PAL-E) is a 2-day hands-on workshop that uses a combination of instruction and hands-on exercises to help managers and other leaders who work directly with agile teams understand how to best support, guide, and coach their teams to improve their agile capabilities.

The workshop provides a foundation for the role that leaders play in creating the conditions for a successful agile transformation. Leaders and managers are critical enablers in helping their organizations be successful, yet the role of leaders and managers in an agile organization can be quite different from what they are used to.

This workshop uses a combination of instruction and team-based exercises to help participants learn how to form and support agile teams to achieve better results, and how to lead the cultural and behavioural changes that organizations must make to reap the benefits of an agile product delivery approach.

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Tags: Agile, Business Strategy, Change Management

61 Videos
John's least favourite agile approach
Youtube
June 28, 2022
#agile has come a long way since it's inception in 2001. There are many, many paths to #agility and there are many, many people in the #agile industry evangelizing why their way is the best methodology.

So, how do you know which #agileframework works best for you? How do you even know whether an #agileframework is even the answer?

In this short video, John Coleman walks us through his least favorite approach to #agile and explains why it is such a poor idea.

John Coleman has deep experience and expertise working with executives, #leadership teams and product development teams to achieve increased #businessagility and create environments where creativity and collaboration produce high-performance teams.

If you are interested in helping your team or organization achieve greater agility and want to explore agile training options, visit our training page on https://x-agility.com/executive-agili....

If you value coaching and would like to work with a deeply experienced agile and executive coaching specialist, visit our coaching page on https://x-agility.com/executive-agili...

If you are looking for an expert agile consultant that can help your leadership team identify an appropriate roadmap to business agility and take the most effective course of action in your agile transformation, visit our consulting page on https://x-agility.com/executive-agili...

#agile #leadership #agileleadership #certifiedagileleadership #professionalagileleadership #psm #psm2 #scrum #scrumorg #xagility #executiveagility #xagility

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Tags: Agile, Change Management, Leadership

Does workitem size matter?
Youtube
June 28, 2022
Does size matter? And how can we effectively utilize our time when using Kanban?

#kanban #workitems #scrum

My LinkedIn: https://www.linkedin.com/in/johncolem...
Kanban Guides Instagram: https://www.instagram.com/kanbanguides/
Kanban Guides Website: https://kanbanguides.org/

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Tags: Agile, Change Management, Leadership

Agile island vs agile silo
Youtube
June 27, 2022
In his work with multi-national organizations and large business enterprises around the world, John Coleman has advocated for the creation of #agile islands to help the organization transition to a 21st Century style of work.

Many successful organizations are simply too big to transform overnight and there are also elements of the organization that don't need to change because their core focus is management and execution rather than #innovation and #productdevelopment.

#agiletransformation is not a linear process of 'we work this way today' and 'tomorrow we work that way', it is instead a process of change that requires the old ways of working to work alongside the new, pioneering departments and divisions who are growing their #agile capabilities and #businessagility.

So, what is the difference between an #agileisland and a traditional #silo? How is an archipelago of agile islands interacting with the mainland any different to a series of departments, within an organization, operating independently and autonomously?

In this short video, John Coleman explains the difference.

John Coleman has deep experience and expertise working with executives, #leadership teams and product development teams to achieve increased #businessagility and create environments where creativity and collaboration produce high-performance teams.

If you are interested in helping your team or organization achieve greater agility and want to explore agile training options, visit our training page on https://x-agility.com/executive-agili....

If you value coaching and would like to work with a deeply experienced agile and executive coaching specialist, visit our coaching page on https://x-agility.com/executive-agili...

If you are looking for an expert agile consultant that can help your leadership team identify an appropriate roadmap to business agility and take the most effective course of action in your agile transformation, visit our consulting page on https://x-agility.com/executive-agili...

#agile #leadership #agileleadership #certifiedagileleadership #professionalagileleadership #psm #psm2 #scrum #scrumorg #xagility #executiveagility #xagility

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Tags: Agile, Change Management, Leadership

Agility Island: Setting Expectations in Scrum
Youtube
June 27, 2022
When will it be done? How do we manage expectations in scrum? How do we use Monte Carlo probabilistic forecasting and the importance of throughput.



My LinkedIn: https://www.linkedin.com/in/johncolemanagilitychef

My Instagram: https://www.instagram.com/johncolemanagilitychef/

My twitter: https://twitter.com/JohnColemanIRL

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Tags: Agile, Change Management, Leadership

What is the Xagility podcast about?
Youtube
June 24, 2022
John Coleman is the designer and creator of the X Agility concept for #executive and #leadership teams. In essence, empowering executives and #leaders to cultivate, nurture and grow organizational #agility in an #authentic and sustainable way.

There are a lot of thought leaders and industry experts in the #agile world, but there is very little in the way of actionable, pragmatic and sensible insight for #executive and #leadership teams.

Much of the knowledge and recommendations base is aimed at #agilepractioners and #scrumteams working at the coalface.

The X Agility Podcast is aimed directly at executives and leaders with the aim of providing valuable insights, showcasing great examples of #agility, and helping executives make sense of the knowledge that exists in this sphere of #agile and #businessagility.

In this short video, John Coleman walks us through his thinking behind the X Agility podcast and how it serves executive and leadership teams.

John Coleman has deep experience and expertise working with executives, #leadership teams and product development teams to achieve increased #businessagility and create environments where creativity and collaboration produce high-performance teams.

If you are interested in helping your team or organization achieve greater agility and want to explore agile training options, visit our training page on https://x-agility.com/executive-agili....

If you value coaching and would like to work with a deeply experienced agile and executive coaching specialist, visit our coaching page on https://x-agility.com/executive-agili...

If you are looking for an expert agile consultant that can help your leadership team identify an appropriate roadmap to business agility and take the most effective course of action in your agile transformation, visit our consulting page on https://x-agility.com/executive-agili...

#agile #leadership #agileleadership #certifiedagileleadership #professionalagileleadership #psm #psm2 #scrum #scrumorg #xagility #executiveagility #xagility

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Tags: Agile, Change Management, Leadership

Agility Island: What is a product goal?
Youtube
June 24, 2022
The 2020 version of the Scrum guide introduced the notion of ''product goal' but big visions can sometimes be hard for scrum teams to wrap their heads around which can in turn affect empiricism.

What is a product goal and how can we go about having one without affecting empiricism?

My LinkedIn: https://www.linkedin.com/in/johncolem...
Agility Island Podcast: https://anchor.fm/agilityisland

#scrum #agile #kanban #productgoal #agility

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Tags: Agile, Change Management, Leadership

Would executives get value from the scrum org PALE course?
Youtube
June 23, 2022
As an #executive or #leader, you have an organization to run and seldom have time to invest outside of your role and responsibilities. Would it make sense to take time out of the office to invest in a 2-day scrum.org PAL-E course?

Would you get value from the workshop and how would it empower you to lead organizational #agility in collaboration with your #leadership teams?

In this short video, John Coleman walks you through the value you would derive from a Professional Agile Leadership Essentials course and how that will help you make informed decisions about achieving greater #agility for the organization.

John Coleman has deep experience and expertise working with executives, #leadership teams and product development teams to achieve increased #businessagility and create environments where creativity and collaboration produce high-performance teams.

If you are interested in helping your team or organization achieve greater agility and want to explore agile training options, visit our training page on https://x-agility.com/executive-agili....

If you value coaching and would like to work with a deeply experienced agile and executive coaching specialist, visit our coaching page on https://x-agility.com/executive-agili...

If you are looking for an expert agile consultant that can help your leadership team identify an appropriate roadmap to business agility and take the most effective course of action in your agile transformation, visit our consulting page on https://x-agility.com/executive-agili...

#agile #leadership #agileleadership #certifiedagileleadership #professionalagileleadership #psm #psm2 #scrum #scrumorg #xagility #executiveagility #xagility

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Tags: Agile, Change Management, Leadership

When does organizational agility become more urgent?
Youtube
June 22, 2022
In the diffusion of innovation model, Everett Rogers divides people into phases in his theory that seeks to explain how, why, and at what rate new ideas and technology spread.

The innovators form 2,5%, early adopters form 13.5%, early majority are 34%, late majority are 34%, and the laggards form 16%. The model is widely accepted as being an accurate representation of how technology or new methodologies are adopted and gives us an idea of why the innovators and early adopters tend to have competitive advantage over their competitors.

So, when does organizational #agility become more urgent? When is an organization forced to act outside of its comfort zone and adopt a new way of working or a new technology in order to survive or thrive?

In this short video, John Coleman walks us through the factors that influence the need for organizational #agility and how that creates urgency for the organization to evolve.

John Coleman has deep experience and expertise working with executives, #leadership teams and product development teams to achieve increased #businessagility and create environments where creativity and collaboration produce high-performance teams.

If you are interested in helping your team or organization achieve greater agility and want to explore agile training options, visit our training page on https://x-agility.com/executive-agili....

If you value coaching and would like to work with a deeply experienced agile and executive coaching specialist, visit our coaching page on https://x-agility.com/executive-agili...

If you are looking for an expert agile consultant that can help your leadership team identify an appropriate roadmap to business agility and take the most effective course of action in your agile transformation, visit our consulting page on https://x-agility.com/executive-agili...

#agile #leadership #agileleadership #certifiedagileleadership #professionalagileleadership #psm #psm2 #scrum #scrumorg #xagility #executiveagility #xagility

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Tags: Agile, Change Management, Leadership

Heidi Helfand on Dynamic Reteaming, the evolution of teams, eco cycle mapping and the bus factor
https://www.youtube.com/watch?v=hH-HaE-Dy3Q
June 21, 2022
John Coleman, host of the X Agility Podcast, interviews Heidi Helfand in this fascinating insight into Dynamic Reteaming, the evolution of teams, eco cycle mapping and the bus factor.

Heidi Helfand is a software engineering leader with 20+ years of experience helping fast-growing companies double and triple in size.

Her book, Dynamic Reteaming, details people-focused patterns and tactics to help companies thrive through hypergrowth.

Heidi is currently VP of Engineering Growth at Kin, an insurance tech company that offers affordable coverage to homeowners in catastrophe-prone regions. Heidi is based in Southern California. CPCC, ICF PCC.

Connect with Heidi on LinkedIn at https://www.linkedin.com/in/heidihelf...

John Coleman has deep experience and expertise working with executives, #leadership teams and #productdevelopment teams to achieve increased #businessagility and create environments where creativity and collaboration produce high-performance teams.

If you are interested in helping your team or organization achieve greater agility and want to explore agile training options, visit our training page on https://x-agility.com/executive-agili....

If you value coaching and would like to work with a deeply experienced agile and executive coaching specialist, visit our coaching page on https://x-agility.com/executive-agili...

If you are looking for an expert agile consultant that can help your leadership team identify an appropriate roadmap to business agility and take the most effective course of action in your agile transformation, visit our consulting page on https://x-agility.com/executive-agili...

#agile #leadership #agileleadership #certifiedagileleadership #professionalagileleadership #psm #psm2 #scrum #scrumorg #xagility #executiveagility #xagility #heidihelfand #johncoleman #dynamicreteaming

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Tags: Leadership, Agile, Change Management

What to measure in the agile world?
Youtube
June 21, 2022
Traditional #projectmanagement is incredibly focused on measurement, metrics and performance management. A #projectmanager invests a great deal of time in driving performance and ensuring that individuals and teams are completing tasks as they are assigned within the deadlines imposed.

In the #agile world, critics often say that the focus lies too much on people and environments whilst performance measurement and metrics take a back seat.

This simply isn't true. #scrum and #agility are built on the foundation of #empiricism - the concept of regular inspection and adaption and learning based on evidence - and as such, we have to measure and document what we are learning, producing and shipping.

In this short video, John Coleman talks about what #executive and #leadership teams should be measuring in the #agile world. John provides valuable insights into how these measurements and metrics can help #leaders measure the effectiveness of their teams.

John Coleman has deep experience and expertise working with executives, #leadership teams and product development teams to achieve increased #businessagility and create environments where creativity and collaboration produce high-performance teams.

If you are interested in helping your team or organization achieve greater agility and want to explore agile training options, visit our training page on https://x-agility.com/executive-agili....

If you value coaching and would like to work with a deeply experienced agile and executive coaching specialist, visit our coaching page on https://x-agility.com/executive-agili...

If you are looking for an expert agile consultant that can help your leadership team identify an appropriate roadmap to business agility and take the most effective course of action in your agile transformation, visit our consulting page on https://x-agility.com/executive-agili...

#agile #leadership #agileleadership #certifiedagileleadership #professionalagileleadership #psm #psm2 #scrum #scrumorg #xagility #executiveagility #xagility

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Tags: Agile, Change Management, Leadership

What makes a good leader?
Youtube
June 20, 2022
A #leader is often forged in the crucible of helping organizations, teams and individuals become more successful. Over the past 150 years, the focus has predominantly been on #management rather than #leadership and so there are still many managers out there who are command and control focused.

It is what they learned on the job from those who came before them and it is what they teach and reward to those who come after them. Over the past 25 years, there has been a greater focus on #leadership, however, many people haven't had the benefit of formal or professional #leadership training and so many companies aren't as strong in the leadership category as they would like to be.

So, what makes a good #leader? What makes someone stand out as a great example of the kind of person who makes an impact on both individuals and teams, and helps the organization become better?

In this short video, John Coleman walks us through his thoughts on what makes a good leader and how that is different to traditional managers.

John Coleman has deep experience and expertise working with executives, #leadership teams and product development teams to achieve increased #businessagility and create environments where creativity and collaboration produce high-performance teams.

If you are interested in helping your team or organization achieve greater agility and want to explore agile training options, visit our training page on https://x-agility.com/executive-agili....

If you value coaching and would like to work with a deeply experienced agile and executive coaching specialist, visit our coaching page on https://x-agility.com/executive-agili...

If you are looking for an expert agile consultant that can help your leadership team identify an appropriate roadmap to business agility and take the most effective course of action in your agile transformation, visit our consulting page on https://x-agility.com/executive-agili...

#agile #leadership #agileleadership #certifiedagileleadership #professionalagileleadership #psm #psm2 #scrum #scrumorg #xagility #executiveagility #xagility

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Tags: Agile, Leadership, Management

Retrospectives & Techniques
Youtube
June 20, 2022
On today's episode I take you through the some of the techniques from Esther Derby and Diana Larsen's book on Retrospectives such as setting the stage as well as I explain why I think improvements should happen on the spot and the importance of doing so on team performance.

My LinkedIn: https://www.linkedin.com/in/johncolem...
My Instagram: https://www.instagram.com/johncoleman...
My Website: https://orderlydisruption.com/

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Tags: Agile, Leadership, Management

Kanban Guides - Work Items
Youtube
June 20, 2022
What are work items in Kanban and what is value?

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Tags: Agile, Change Management, Leadership

Complexity Executive Agility
Youtube
June 03, 2022
In a traditional waterfall-style #projectmanagement environment, people are forced to estimate upfront. They define a #project scope, decide on who needs to do the work, and estimate a budget and deadline for the delivery of the project.

In a complicated environment, like civil engineering, this is relatively straightforward to do. A thousand bridges have been built before and we know how to build them well, how much they cost to build, and we know who we can rely on to get the job done with the timeframe we need it delivered.

Complexity, however, is a very different proposition.

Complexity happens when you simply don't or can't know the answer upfront. The problem you are trying to solve has never been solved before. The product or feature you are trying to create has never been created before. And there are so many unknown variables that may impact the #productdevelopment process it is impossible to take them all into account and plan for them.

In a nutshell, you simply can't know that which you don't know.

In this short video, John Coleman walks us through how complexity is a game changer in #productdevelopment and how executives can start to make different decisions and demonstrate different behaviors to allow the team to create with freedom.

Supporting behaviors and authentic engagement with the #developers to help identify and solve problems before they slow the team down, and reframing how we think about deadlines and delivery in a complex environment.

John Coleman has deep experience and expertise working with executives, #leadership teams and product development teams to achieve increased #businessagility and create environments where creativity and collaboration produce high-performance teams.

If you are interested in helping your team or organization achieve greater agility and want to explore agile training options, visit our training page on https://x-agility.com/executive-agili....

If you value coaching and would like to work with a deeply experienced agile and executive coaching specialist, visit our coaching page on https://x-agility.com/executive-agili...

If you are looking for an expert agile consultant that can help your leadership team identify an appropriate roadmap to business agility and take the most effective course of action in your agile transformation, visit our consulting page on https://x-agility.com/executive-agili...

#agile #leadership #agileleadership #certifiedagileleadership #professionalagileleadership #psm #psm2 #scrum #scrumorg #xagility #executiveagility #xagility

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Tags: Agile, Leadership, Management

How good is the Scrum.org PSM II course for leadership?
Youtube
June 02, 2022
If you are an executive or #leader within your organization and are looking to explore potential courses and workshops to help you better understand #agile, #agileleadership and how #scrumtraining all work together, then you've come to the right place.

The scrum.org Professional Scrum Master II course (#psm) is one of the most popular courses in the world for an aspiring and experienced #scrummaster. It is internationally recognised and #certified scrum master training that builds on the foundation learning provided in the PSM course and instils a greater understanding of #agile and #scrum in practice.

How valuable is that for #leadership teams and aspiring #agileleadership teams? In this short video, John Coleman walks us through the PSM II course and how it serves current and aspiring #agileleaders.

If you are interested in helping your team or organization achieve greater #agility and want to explore #agiletraining options, visit https://x-agility.com/executive-agili...

If you value #coaching and would like to work with a deeply experienced #agile and #executivecoaching specialist, visit our coaching page on https://x-agility.com/executive-agili...

If you are looking for an expert #agile consultant that can help your #leadership team identify an appropriate roadmap to #businessagility and take the most effective course of action in your #agiletransformation, visit our consulting page on https://x-agility.com/executive-agili...

#agile #leadership #agileleadership #certifiedagileleadership #professionalagileleadership #psm #psm2 #scrum #scrumorg #xagility #executiveagility #xagility

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Tags: Agile, Leadership, Management

How good is scrum org PSU class for leadership?
Youtube
May 30, 2022
Many people have never had #management training before ascending to a management position. Even less people have formal #leadership training.

So, how do you know what a great #leadership course is and how well it will suit the environment you are working in. If you are privileged to work in an #agile or #scrum environment, you will also be looking for #agileleadership training that is certified and respected.

Does the scrum.org PSU course fit the bill? Is it a great course for aspiring #agileleaders and #leadershipteams?

In this short video, John Coleman walks us through his perspective on the PSU course and how well it shapes up as a #leadership course.

For more information on John Coleman and executive #agility, visit https://www.x-agility.com

If you are looking for #leadership and #agileleadership training, visit our Executive Agility Leadership training page on https://x-agility.com/executive-agili...

If you would benefit from executive #agilecoaching and want to investigate how a #coaching roadmap to #agility can help your team, visit our Executive Agility leadership coaching page on https://x-agility.com/executive-agili...

If you are looking to partner with an #agileconsultant who has walked the path to #agility many times before, visit our Executive Agility Consulting page on https://x-agility.com/executive-agili...

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Tags: Customer Experience, Agile, Change Management

What are the main qualities of a leader?
Youtube
May 27, 2022
#leadership is something we aspire to, something which we need to invest a great deal of time and effort into mastering. It isn't something we are born with, it is something we nurture and develop.

If we are fortunate, we have #coaches and #mentors along the way that can help us identify #leadership and #agileleadership opportunities, and develop a strategy for exploiting those opportunities and growing our capabilities.

For most people, we simply learn through trial and error. Many people don't receive formal #management training, let alone #leadership training, and have to figure things out the hard way.

In this short video, John Coleman takes some time out to walk us through the main qualities of a #leader.

John is passionate about helping to grow the next generation of #agile leaders and has created a YouTube channel and website (https://www.x-agility.com) to help guide aspiring leaders and executives find their feet and excel in their role.

For more information on John Coleman, visit https://www.x-agility.com or connect with John on LinkedIn at https://www.linkedin.com/in/johncolem...

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Tags: Lean Startup, Leadership, Agile

What is authentic agility?
Youtube
May 26, 2022
As more companies begin to explore the opportunities offered by #agile and #scrum, it can be easy to get caught up in the mechanics of the processes and #agileframework.

Yes, #agile and #scrum offer a great new way of working and has proven incredibly effective in the world of #productdevelopment, but is it really just a case of choosing to work in a different way than traditional #projectmanagement dictates?

In this short video, John Coleman explores the concept of authentic #agility. In #agile environments such as #spotify and #netflix, it isn't simply a matter of working according to a different process that empowers the company to innovate and create progressive products that delight customers.

It is a complete shift in organizational culture and corporate mindset that allows them to innovate, evolve and consistently achieve competitive advantage in their markets.

Innovation, collaboration and creativity are embedded in their organisational DNA and it empowers them to pioneer new ground in their industry and truly delight their customers.

Authentic agility.

For more information on John Coleman and XAgiilty, visit https://www.x-agility.com or connect with John on LinkedIn at https://www.linkedin.com/in/johncolem...

If you are exploring opportunities to transform your organization and have identified #agile training and #agileleadership training as a valuable next step, visit https://www.x-agility.com/executive-a...

If you need an experienced executive coach to help guide you and your team through the complexity of transformation, visit https://www.x-agility.com/executive-a...

If you need an experienced consultant that can help guide you through the frameworks available to you and help your #executive and #leadership teams work through a proven roadmap to #agility, visit https://www.x-agility.com/executive-a...

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Tags: Leadership, Agile, Change Management

Can you buy agility in a box?
Youtube
May 24, 2022
Although the #agilemanifesto was written in 2001, #agile and #scrum are still in the early adopter phase for many companies. Many companies are now starting to explore #agileframeworks as a way to improve competitive advantage and lead in the #productdevelopmetn space.

There are a number of #agileframeworks available, depending on the size and application of the organisation, and there are a number of paths to achieving #businessagility.

So, how do you decide? How do you know who is selling snake oil and who is providing a reliable #agile solution that will empower your company to work in more productive, collaborative and creative ways?

In this short video, John Coleman walks us through the concept of buying 'agile in a box'. A concept where you buy an off-the-shelf #agile solution that empowers the company to transition overnight.

You guessed right. Buying #agile in a box isn't a great idea and you are better served working with an expert to discover what #agileframework best works for your application and what behaviours and patterns need attention to help you business achieve #businessagility.

For more on John Coleman and XAgility, visit https://www.xagility.com or connect with John on LinkedIn at https://www.linkedin.com/in/johncolem...

If you are an #executive looking for training in #agileframeworks and #agileleadership, visit https://www.xagility.com/executive-ag...

If your #executive and #leadership teams are exploring #coaching and #agilecoaching options, visit https://www.xagility.com/executive-ag...

If you are exploring #scrum, #kanban, #LeSS or any other #agileframework and would like a professional consulting service to guide you through the options and opportunities, visit https://www.xagility.com/executive-ag...

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Tags: Management, Agile, Change Management

Introduction to executive agility.
Youtube
May 24, 2022
John Coleman is an #agility chef. He also happens to be a trainer for #scrum, #LeSS, #largescalescrum, and #kanban.

In this short video, John walks us through how he helps #executives and #leadership teams to integrate #agile and #scrum frameworks into their organisations.

John works with the purpose of helping organisations achieve #businessagility rather than simply working through the mechanical process of adopting a particular #agileframework.

John's latest book, and keynote talk, is 'hit delete' - an original and creative perspective on how organisations can eliminate behaviours and patterns to achieve business agility rather than adding elements. View the video on https://youtu.be/VO7LjCXRBrA

If you are interested in helping your organisation achieve business agility and want to explore how John can help your executive team and leadership teams achieve 'executive agility', visit https://www.xagility.com.

If you have identified executive and agile leadership training as valuable for your organisation's evolution, visit https://www.xagility.com/executive-ag...

If you have identified #agilecoaching or #executivecoaching as valuable in your organisation's evolution to #agile, visit https://www.xagility.com/executive-ag...

Sometimes, you need a great consultant who has walked the path and has a clear roadmap to business agility. If you are looking for that consultant, visit https://www.xagility.com/executive-ag...

Connect with John Coleman on LinkedIn at https://www.linkedin.com/in/johncolem...

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Tags: Management, Agile, Change Management

Who writes user stories in agile?
Youtube
May 19, 2022
Do product owners write user stories or is it the developers? Should you even have user stories?

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Tags: Agile, Change Management, Project Management

What is technical debt?
Youtube
May 18, 2022
What happens when organizations take shortcuts? It may look like a short term 'gain' but it might actually be a long term 'loss'.

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Tags: Agile, Change Management, Customer Experience

Gene Gendel on his LeSS career, LeSS.works case studies and whether we can measure adaptiveness
John Coleman - agility chef, agility glue
April 26, 2022
The one and only Gene Gendel joins us on this video episode of the Xagility podcast. Amongst other important topics, the speaker discusses important nuances such as the geographical restraint to agile adoption, whether LeSS is a framework and the importance of getting executives onboard with LeSS adoptions.

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Tags: Digital Transformation, Agile

An interview with Jared Spool
John Coleman - agility chef, agility glue
December 29, 2021
Jared M. Spool is a Maker of Awesomeness at Center Centre – UIE. Center Centre is the school he started with Leslie Jensen-Inman to create industry-ready User Experience Designers. UIE is Center Centre’s professional development arm, dedicated to understanding what it takes for organizations to produce competitively great products and services. In the 43 years he’s been in the tech field, he’s worked with hundreds of organizations, written two books, published hundreds of articles and podcasts, and tours the world speaking to audiences everywhere. When he can, he does his laundry in Andover, Massachusetts.

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Tags: Agile

Pia Maria Thoren (Agile People) & John Coleman discuss agility
John Coleman agility chef
March 30, 2021
Pia Maria Thoren, author of Agile People together with John Coleman take the listeners on a nostalgic yet inspiring adventure as they first discuss Pia's bookwriting and career journey before progressing to its deeper underlying rationale.
The episode dicusses the importance of the 'garden' metaphor in agility and talks about fostering the right environment to allow employees to achieve their full potential. It does so against the backdrop of the 'house' analogy, which is concluded is not adequate.

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Tags: Agile

How do we rollout successful agile transformations when the world is working from home?
John Coleman agility chef
March 10, 2021
Carolyn Mumby and John Coleman chat about growing authentic agility and continual changeability for the organization's direction of travel, while people are working from home, through no choice of their own.

Carolyn is happiest when using her T shape profile to translate strategic opportunities into HR objectives and key results. Carolyn has extensive domain experience in designing innovative HR Tech systems and am currently the project lead on an Innovate UK backed initiative to measure and improve Agility levels among distributed teams working in online collaborative environments.

Carolyn is also a non-practising barrister specialising in employment law and HR. Over a period of 20 years, Carolyn learned to take a holistic view of legal rules, business strategy, human nature and common sense to provide commercially sound advice for hundreds of clients.

Taking a similar approach to digital HR transformation Carolyn believes there is, now more than ever, a compelling reason to inspire staff to leverage technology while they themselves add more value than machines, even in light of the rapid pace of change. John Hagel’s Scalable Learning model has captivated Carolyn for a while and informs her forward direction in terms of addressing many organisational constraints such as Employee Engagement and Wellbeing.

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Tags: Management, Agile

Ask John about Kanban as per https://kanbanguides.org
John Coleman agility chef
February 22, 2021
Ask John about Kanban. John Coleman is co-author of Kanban Guide. He is also the author of Kanplexity, with heavy attribution to the creator of Cynefin.

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Tags: Management

Ask John about Nexus as per https://www.scrum.org/resources/nexus-guide
John Coleman agility chef
February 15, 2021
On the Scrum.org website "Nexus builds upon Scrum’s foundation, and its parts will be familiar to those who have used Scrum. It minimally extends the Scrum framework only where absolutely necessary to enable multiple teams to work from a single Product Backlog to build an Integrated Increment that meets a goal.

A Nexus is a group of approximately three to nine Scrum Teams that work together to deliver a single product; it is a connection between people and things. Nexus seeks to preserve and enhance Scrum’s foundational bottom-up intelligence and empiricism while enabling a group of Scrum Teams to deliver more value than can be achieved by a single team. It does this by helping these teams to reduce the complexity created by cross-team dependencies that they encounter as they collaborate to deliver an integrated, valuable, useful product Increment at least once every Sprint."

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Tags: Agile

Ask John Coleman (agility chef, PKT, PST, LSFT) anything about Scrum
John Coleman agility chef
February 08, 2021
Ask John Coleman (agility chef, PKT, PST, LSFT) anything about Scrum

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Tags: Agile

LeSS measures, more outcomes - Ben Maynard
John Coleman agility chef
January 29, 2021
Since 2009 Ben has been passionate about organizational culture and design that enables the creation of value both for an organization’s customers and its’s people. Ben always wants to know "are we building the right Product" and "are we building it in the right way".

In recent years he has experimented with ways to balance an organization's desire for control, collaboration, and innovation through educating, coaching, and leading organizational transformations to get more with Large Scale Scrum (LeSS).

The catalyst to all of this has been his obsessional focus on the growth of people at all levels of an organization so that they can be effective and successful in achieving the organizations and their own personal goals.

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Tags: Marketing, Culture, Agile

Flawed Mental Models by Daniel Doiron, co-author of the book "Tameflow"
John Coleman agility chef
January 28, 2021
Daniel Doiron, co-author of 'Tame your Work Flow', returns to discuss what he believes are flawed mental models.

Popular delusions and the madness of crowds -- how flawed mental models & cognitive biases impact our decision making processas knowledge workers. How some things are self-evident but not obvious...
0 comen

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Tags: Agile

A chat with Karl Scotland about X-Matrix and Agile strategy
John Coleman agility chef
January 27, 2021
Karl Scotland helps businesses become Learning Organisations.

Over the last 20 years Karl has been an advocate of Lean and Agile approaches to achieve this, working with companies including the BBC, Yahoo!, EMC Consulting, Rally Software, Cisco, SDL, Legal & General and Alegis. During this time, Karl has been a pioneer of using Kanban Systems and Strategy Deployment for product development, a founding member of both the Lean Systems Society and Limited WIP Society, as well as being active in the community and a regular conference speaker. As a result Karl was awarded the honorary Brickell Key Community Contribution Award at the 2013 Lean Kanban North America conference. Karl is a key contributor to Agendashift.

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Tags: Digital Transformation, Agile

Andy Hiles, Daniel Vacanti, John Coleman - Kanban Guide & Prokanban.org (2020)
John Coleman agility chef
December 03, 2020
Andy Hiles, John Coleman, and Daniel Vacanti chat about Kanban Guide and ProKanban.org.

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Tags: Agile

Transformation Sprint - Haydn Shaughnessy
John Coleman agility chef
December 02, 2020
John Coleman charts with author Haydn Shaughnessy on his new book Transformation Sprint. See https://thetransformationsprint.com/

The Transformation Sprint is a time-boxed approach to digital transformation and business change.

It replaces the big transformation program with a manageable learning process that builds collaboration around your key challenges.

With a Transformation Sprint, you can build all the skills you need to help you succeed at change but best of all you can achieve some of the most important program design objectives in just four weeks.

To date, most transformations have used old project and program techniques to design and manage change. In Transformation Sprint, the authors have created a method that embraces agile techniques and draws them into the heart of the transformation design process.

Based on decades of experience and analysis of change at major organisations, the method itself is transformative.

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Tags: Agile

Agility chefs review the 2020 Scrum Guide (2020)
John Coleman agility chef
November 24, 2020
John Coleman is an agility chef. He happens to be a Scrum.org Professional Scrum Trainer, LeSS Friendly Scrum Trainer, and Professional Kanban trainer at Orderly Disruption. John and fellow agility chefs will review the 2020 Scrum Guide in this live stream session. If you'd like to join the panel on camera, email john@orderlydisruption.com.

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Tags: Agile

A chat with Scott Seivwright about Agile20Reflect Festival
John Coleman agility chef
November 16, 2020
About Scott Seivright:
Scott is an Agile Coach based in Scotland. He has many years of supporting and growing agile with large client organizations and has extensive experience of delivering Agile Ways of working in difficult situations.

Scott is down to earth and is open and will work with you with candour and respect.

Scott believes in delivering early value and alternates roles between Agile Coach and hands-on delivering valuable stuff. What is valuable? Stuff that keeps your customers loving you and coming back for more.

Worked at the C-suite level on transformations
Lead national technological Initiatives
Scrum mastered digital delivery teams on Apps development Android and ios
Worked with Major UK Companies on their Transformations
Coached, people, teams, Tribes and whole organisations on agile/change/ and transformation

Scott helps co-organize meet-ups for Heart of Agile and The future of Work in Scotland and is passionate about applying Human techniques to improve the way that teams work. Where ever those teams are teams in the Board Room, Teams in the Middle of companies or at the sharp end. He is always collaborating with new people on new ideas and new ways to help people collaborate, deliver, reflect and improve on doing their work better.

-----

About Agile20Reflect as per https://www.agile20reflect.org/home....

Agile20Reflect festival is the first Global Community lead Agile Festival! And as we learn how to do this we want to explain why it's not a conference so here goes..

"At our Free Agile Festival you can host, or do anything that you want at any time in February 2021. Co-badge it with us and we will advertise your event or activity on our central programme and we will keep a copy of your event or research for people that are unable to attend to make use of free in the future."

Its a simple idea, come be creative and share your passion! In our world community party!!!

Our watch words are
Curiosity, Collaboration, Community, Humanity, Dialogue and Fun!
At this difficult world time when so many of our industry are not working and many are effected by the financial and health crisis we want to celebrate and come together across the world. So for the 20 years anniversary of Agile will are having global meet-up type events where anyone can do anything around the world. We aim to have 1000 speakers reflecting on agile, at meet-ups around the world. 20 years is a significant milestone and a great reflection point. So we are looking for us all to put back into the community and build bridges. ...

Festival Motto : There is Unity in Diversity!!!

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Tags: Agile

A chat with John Seddon about Failure Demand
John Coleman agility chef
November 10, 2020
Since 1987, John Seddon developed both systems thinking and intervention theory, combining the two to create the Vanguard Method. Uniquely, this method’s sole purpose is to transform organisations by changing management thinking and helping this translate into a better system and improved performance.

John Seddon is author of several books, the most recent of which is "Beyond Command and Control". John created the Vanguard Method - see https://vanguard-method.net/the-vanguard-method-and-systems-thinking/. The sweet spot for the Vanguard Method is service delivery, finding the treasure within the building and within the current services, breathing life back into customer-centric service delivery, while other methods focus on "finding the next curve", the next big thing. John was on the show a few months ago.

In this episode, we will talk about Failure Demand, "demand caused by a failure to do something or do something right for the customer” (Seddon 2003)

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Tags: Agile

A chat with Tim Abbott
John Coleman agility chef
November 05, 2020
Timothy Abbott an Enterprise and Startup Coach that is an accredited coach and trainer in various aspects of Business Agility (Foundational Principles, HR, Facilitation, Coaching, Scaling Fundamentals, and more). Timothy passionately enjoys helping organizations unlock the potential of their people, products, and processes. Essentially, Timothy's core talent is in helping Senior Leaders and their teams get unstuck so they can deliver better customer-centric products and services to their customers in ways that enhance organizational adaptiveness, learning, collaboration, and skillfulness.

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Tags: Agile

A chat with Mark Noneman about Scrum.org's Evidence based Management
John Coleman agility chef
October 27, 2020
In addition to being a Professional Scrum Trainer with Scrum.org, Mark Noneman is an Enterprise Agilist at SMN Consulting and a Managing Partner at The Madison Henry Group. SMN Consulting and Madison Henry are global professional services firms dedicated to helping clients realize the benefits of Agile development and pursue organizational agility.

What is Evidence-Based Management?
Evidence-Based Management is a framework organizations can use to help them measure, manage, and increase the value they derive from their product delivery. EBM focuses on improving outcomes, reducing risks, and optimizing investments. It is developed and sustained by Ken Schwaber and Scrum.org.

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Tags: Management

Talking To Your Boss About Lean UX
John Coleman agility chef
September 16, 2020
Lean UX is a way of doing UX work in Agile Environments that meets the challenges of modern software development. It allows teams to use continuous, iterative rollouts to remain competitive in the market. Despite the promise of the method, designers and digital professionals who want to use Lean UX practices face roadblocks when they don’t have buy-in from the organizations in which they work.
What do these roadblocks to Lean UX look like? Structural resistance to change, fear that lean practices are a fad, and a lack of access to customers, to start. In this talk, Josh Seiden will share tips on how to persuade your organization to move to a leaner approach.


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Tags: Agile

Daniel Doiron talks about Throughput Accounting
John Coleman agility chef
September 01, 2020
Daniel Doiron's introduces us to Throughput Accounting, helping organizations to be profitable now and in the future using cash as the measurement over accounting tricks...

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Tags: Agile

An interview with Ellen Gottesdiener
John Coleman agility chef
August 27, 2020
Ellen Gottesdiener is a Product Coach and CEO of EBG Consulting focused on helping product and development communities create valuable outcomes through product agility. Ellen co-wrote Discover to Deliver, and wrote Requirements By Collaboration.

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Tags: Management, Agile

An interview with Troy Magennis
John Coleman agility chef
August 13, 2020
There are few people in agility as skilled as Troy Magennis with forecasting, metrics or managing dependencies.

Troy Magennis is a seasoned IT professional and executive, having helped deliver valuable software to customers at scale since 1994. In 2011 he founded Focused Objective, which has become the leader and trusted brand for Agile metrics and probabilistic forecasting. He regularly keynotes at Agile conferences eager to share his passion for using data in better ways to improve business outcomes. Previous clients include Walmart, Microsoft, Skype, Sabre Airline Solutions, Siemens Healthcare.

Troy currently consults and trains organizations wanting to improve decision making for IT through Agile and Lean thinking and tools, applying Scrum and Lean techniques appropriately and where they are going to make this most significant benefit through quantitative rigor.

Troy Magennis is often referred to by John Coleman as the most generous man on the internet. https://www.focusedobjective.com has a great "free tools & stuff" menu, tools that John uses regularly. Troy wrote a wonderful book on probabilistic forecasting.

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Tags: Agile

Exceptional management and management by exception. Management with TameFLow in the 20s.
John Coleman agility chef
August 10, 2020
Daniel Doiron's description of "Exceptional management and management by exception. Management with TameFlow in the 20s" is as follows......

Top management attention is the biggest 'invisible' constraint in today's corporate world.

Human's are very bad at integrating data, are subject to group think, tricked by anchoring and are emotional by nature.

Only one thing can help: metrics and science.

How can we apply this to management? And specifically to knowledge work where there are no answers to speak of in the agile world.

No one has the answers. That is unless you attend this meetup!

There is this extract from the book I recently wrote with Steve Tendon, 'Tame Your Work Flow', that I must immediately share with you all. The penmanship is Steve's and I don't recall anything deeper having ever been written in modern management.

''What most approaches fail at is not the planning itself, but in how the execution is managed.

In the TameFlow approach we are not thinking about the execution of the plan but more specifically about the execution of the work (work that was presumably planned) with the use of leading indicators and management by exception.''

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Tags: Management

Daniel Doiron, co-author of "Tame your work flow" : Flow Efficiency - The first step to improvement
John Coleman agility chef
August 03, 2020
Good Flow Efficiency is the first step to getting lasting improvements. Yet, no one gets it done right. This is surprising given that it is at the core of Kanban and Lean and that it is made of two basic and easy to understand components : Wait time and Touch time!

This meetup will reveal the thought leadership of the TameFlow approach from Steve Tendon and will be quite an eye-opener on how to build a Flow Efficiency Kanban board. We will address the following topics:

Focus on Wait time or Touch time first?
Treat WIP as a liability or an asset? (Lean and agile decision filters will be discussed)
Buffers on traditional Kanban boards
Column WIP limits as an impediment to Flow Efficiency
People and Flow
Complex Work Flow and invisible queues
Converting your traditional Kanban board to a TameFlow Flow Efficiency Kanban board

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Tags: Agile

An interview with Nigel Thurlow
John Coleman agility chef
July 07, 2020
Nigel Thurlow - CEO Flow Consortium | Co-Creator The Flow System | Author | Keynote Speaker | Scrum & Agile Trainer (PST) | Lean Expert

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Tags: Agile

An interview with Dave Snowden
John Coleman agility chef
June 16, 2020
In this interview, John will ask about the science behind Cynefin, why Dave is critical of systems thinking, spiral dynamics, and Myers-Briggs. SAFe might come up in conversation. But mostly John is curious about the suggested changes to Cynefin, how official they are, and how Cynefin can be useful in practice. And John is curious if emergent/exaptive practice needs to be on a rhythm (like sprints).

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Tags: Agile

An interview with Srikanth Ramanujam
John Coleman agility chef
June 15, 2020
Srikanth Ramanujam is such an active contributor on the agility chefs live stream, John thought why not bring Srikanth on the show as it seems obvious Srikanth has a lot to say. Not only that, John likes the clarity of thinking Srikanth demonstrates.

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Tags: Design Thinking, Management, Agile

Objectives & Key Results (OKRs) the Tameflow way, with Steve Tendon
John Coleman agility chef
May 29, 2020
An interview with Steve Tendon of Tameflow (Kanban + Theory of Constraints + Throughput Accounting) as per https://tameflow.com/​

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Tags: Agile

A chat with Steve Tendon on Tameflow (Kanban + ToC + Throughput Accounting)
John Coleman agility chef
May 22, 2020
An interview with Steve Tendon on Tameflow (Kanban + Theory of Constraints + Throughput Accounting) as per https://tameflow.com/​

Steve recently published "Tame your Work Flow: How Dr. Goldratt of “The Goal” would apply the Theory of Constraints to rethink knowledge-work management (TameFlow)". It has lots of testimonials.

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Tags: Innovation, Procurement, Agile

Cynefin for executives
John Coleman agility chef
May 14, 2020
Surely our organizations have been managing just fine with complexity without agility? Could Cynefin's findings on complexity be the reason we need agility and the reason we should not hang about?

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Tags: Agile

agility - this episode is for people who shouldn't have started here but did.
John Coleman agility chef
May 13, 2020
Ok, so you're an executive/change-agent in a function and there is a strongly communicated need for the organization to be more adaptive to market needs. But agility is being rolled out function by function. Most people understand that agility is about scaling trust and designing the organization towards the customer. It's not about agile project management for a siloed organization. If you ask for directions in Ireland, you might be told "well, I wouldn't start here":). And in England, you might be told: "well we are where we are". This episode is for people who shouldn't have started here but did.

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Tags: Marketing, Agile, Project Management

What is "LeSS Friendly Scrum"? Why does it matter?
John Coleman agility chef
May 07, 2020
In order to avoid the unraveling of John Coleman's work in organizations where John has influence, it's important that coaches and training organizations don't assume Scrum is a commodity. It also avoids common pitfalls with Scrum adoption. For training organizations and coaches, what does John Coleman mean by training and coaching needs to be "LeSS Friendly"? There is a longer more wholesome explanation on John Coleman's YouTube Channel, Periscope Channel, and Facebook page (agility chefs, orderly disruption). This is an attempt at a shorter explanation.

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Tags: Agile

An interview with John Seddon (creator of the Vanguard Method)
John Coleman agility chef
May 02, 2020
John Coleman here -- I’ve been following John Seddon, he’s a "marmite character"… I’m in the ‘like’ camp…

John Seddon wrote many books including the latest book Beyond Command & Control available on Amazon in physical or audible formats. I suggest audible even though I read the physical book, as John Seddon himself narrates the book. In the book, John Seddon is quite harsh about Agile, and Scrum in particular.

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Tags: Agile

Outcomes over Output by Joshua Seiden, co-author of Lean UX
John Coleman agility chef
April 29, 2020
Combined event London Lean Product Delivery and London Lean UX

7 pm Warm-up act - the executive's role in discovery by John Coleman
7:30 pm Main act - Sense and Respond - Products and Services in the Age of Complexity, by Joshua Seiden

Sense & Respond
A talk that draws on themes from Joshua's book, Sense & Respond. Your organization is—like it or not—in the software business. This talk shares five key principles you’ll need to embrace to thrive in this new world. Older version of this talk recorded at TDC, Trondheim, Norway, 2018 - see https://vimeo.com/296634086​

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Tags: Agile

Explicit Risk Management - when you see a fork in the road, take it!
John Coleman agility chef
April 24, 2020
Explicit Risk Management - when you see a fork in the road, take it!

Agile/Lean/Kanban and the likes have yet to embrace Explicit Risk Management. Why? Probably because it requires a plan in order to track variations form the plan.

When your precepts 1) Agile - No upfront planning 2) Lean - Planning is waste and 3) Kanban - We are all for it but have no solutions.

Tameflow has the solution. Since 2011, when traditional Kanban let go of the Theory of Constraints from Dr Goldratt, TameFlow took the fork in the road and embraced TOC, Throughput Accounting, Pattern Theory, IFM (Incremental Funding method) and much more.

Today, #tameflow​ is the only modern management science of the 20s that has an answer to Explicit Risk Management in the Agile/Lean/Kanban sphere

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Tags: Agile, Risk Management

Talking about Kanban for Complexity aka Kanplexity
John Coleman agility chef
April 17, 2020
Looks remarkably like Scrum but it isn't, not a Scrum Master or Product Owner to be seen... and avoids the five dysfunctions of a team (Lencioni) but it has no values or principles, it must be totally corrupt :)

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Tags: Agile, Management

Looking at Monte Carlo Probabilistic forecasting
John Coleman agility chef
April 16, 2020
When will it be done?

It's the question we get asked the most. Let's see if there is another way.

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Tags: Management

Kanban trainers test advanced featureban online
John Coleman agility chef
April 10, 2020
Kanban trainers test advanced featureban online

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Tags: Management

Let's talk about kanbanguides.org
John Coleman agility chef
April 09, 2020
kanbanguides.org is the home for Kanban - the Flow Strategy & Kanban for Complexity (aka Kanplexity)

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Tags: Management

John Coleman & friends play with a Lean UX canvas discussing problems in society.
John Coleman agility chef
April 02, 2020
John Coleman & friends play with a Lean UX canvas discussing problems in society.

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Tags: Agile

2 Visiting Lecturers
Teaching Scrum.org Professional Scrum Master I for University of Westminster
University of Westminster
February 20, 2022

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Tags: Emerging Technology, Culture, Agile

Lean UX at scale at UCL
University College London
January 10, 2022
--over 200 undergraduates, some on Zoom, some in the room, in a hybrid 4-day event
--visit from Dave Snowden
--co-hosted with Ben Maynard and some wonderful teaching assistants

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Tags: Agile, Culture, Design Thinking

1 Webinar
Lithe Talk: Hit Delete
Lithe Transformation
January 11, 2022
John was invited to give his 'Hit Delete' Talk at Lithe Talk.

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Tags: Agile, Business Strategy, Design Thinking

1 Whitepaper
Co-Author of the Kanban Guide
Website
December 01, 2020
John has co-authored the Kanban Guide along with Daniel Vacanti.

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Tags: Agile, Change Management, Open Innovation

Radar

Blog

10 Article/Blogs
How do you measure Value in Scrum? (Part 2)
Thinkers360
June 15, 2022

But if cash is coming back in, I guess that’s clear, you could count that. But will it be clear actually that the extra cash that’s come in is because of your team? This is one of the things I like with the logic model, you’ve got inputs, budget, people, customer needs, things like that.

You got activities, all the things we do to deliver the work and then outputs, we actually delivered something that you can release and then you release it and you get some feedback and you hopefully get some outcome out that, but impact is much bigger than us normally. And it’s profit of the company, for example.

So unless you’re a startup or something like that, how do you know actually that the improved cash position helped that. Sometimes the accounting people are very good and they can tell, particularly if you’re looking at organizational value or maybe the cost of not doing something you can see on the bottom line already the difference that we made particularly if you reduce costs but the question I was asked was how do I measure value for a major IT infrastructure piece of work? And the person who asked the question won’t like the answer unless you’re releasing something in chunks along the way, you don’t have any value, zero nada, nothing. And if that time period, is quite long, say 18 months, you’re in a pretty precarious situation because what’s probably going to happen now is people aren’t really going to measure value anymore. They’ll be looking for some proxies. And typically what I see is they’re looking at story points.

Some other kind of proxy measure and sometimes there is story point bingo. So it’s not even an output measure to done it’s like, activity, cuz they’re just playing games with claiming velocity at the end of a sprint. And so then people conflate effort considering complexity and risk with value, which is that we’ve made a difference to the organization, to the world to ourselves, or we’ve learned something more about all of these, if you don’t release, if you don’t have people and even if you do release, if you don’t have people giving feedback about whether we’ve made a difference or not, you don’t have any value. And you’re probably following more a Waterfall profile, which would be where there’s basically no value whatsoever. No value whatsoever. And then we get towards the end and then whew. And I’m actually being optimistic here because I’m assuming that with the Waterfall, that you deliver the same value as the agile guys. But if you think about it with a traditional approach, the best thing you can hope for is what the people asked for.

That’s the best you can hope for and it’s usually not that because the different levels of translation that go on in between and so on. The best you can hope for, with some kind of an agile approach, you could do this with Kanban as well. The best you can hope with an agile approach is something much better than you originally thought of.

And I love what Rich Hundhousen says . He’s one of my peers in scrum.org, he says the sprint review is where the customer gets to see what she asks for, but doesn’t want. You get it? So you go on for a long time. You can use whatever frameworks you want. There’s lots of nice frameworks out there.

Evidence based management for example is really nice. I think Chris Matts has some kind of value hierarchy as well. There’s lovely approaches out there, but the thing is that if you’re not releasing anything, if you are not putting it into hands of someone else where we can actually see if it’s making a difference.

You’re not getting anything.

I did do something in a bank, it was a major application and there was IT infrastructure under the application as well.

And a huge economy was based on it. And the risk was that if we went live that we could damage the economy, no pressure. People were talking about, oh, we need a fixed window. We need 10 hours or whatever it was and blah, blah, blah. I said, this is just too much risk.

No-one’s gonna pull that lever. I certainly wouldn’t pull that lever. So I recommended Martin Fowler’s strangler pattern and it’s a nice little pattern actually, I had a strangler fig in my back garden in Chiswick when I was living there and it was really sad. It was like this little twig.

Image courtesy of Rany ElHousieny

And what it does is it lands in the little crack in a branch, little kind of takes root into the branch and it kind of sucks the nutrients outta the branch. It starts growing, even starts growing its own fruit and everything. I was confused thinking, oh, what’s going on? Oh, I didn’t think that was a big tree.

It was like, it was so good at camouflaging itself on the tree. It looked like it was part of the tree. And then what it does is it drops the roots down to the ground. And then those roots, once the roots get into the ground, the fate of the tree is dead, it’s basically dead. Cause what happens then is it just takes all the nutrients out of the ground that’s even coming into the roots of the tree, grabs all those wraps the tree, and then eventually the tree dies.

And then there’s like a hollow thing inside. So you can actually see these fig plants, you can get them in some garden centers and you should never plant them outside, cause they’ll destroy all your garden. But if you put them in a little box, I guess they’re okay. Anyway the metaphor here is I said gals, guys, what we need to do here is we need to strangle the old system. They said what are you talking about? What we need to do is we need to put just a few transactions through the new system.

But we can’t do that. We gotta be. I said, no, what you need to do is you need to design this kind of reconciliation system. So if a transaction goes through the old system, you push it through the new system.

And if it goes through the new system, you push it through the old system. And then at the bottom you have some reconciliation as well and so the idea is that it gives you a kind of an incremental goal life strategy cuz what you can do is you can say you can just open the top a little bit and just put a little bit of your market into this new system and you’ll see some problems and you’ll fix those problems.

And then you say, oh how confident are we feeling now about adding more people to this and so you open the top a bit more and so more stuff is going into the new system and we find some discrepancies. We reconcile the old system. It’s a lot of extra work, don’t get me wrong. But it’s very good at reducing the risk of the goal life.

Anyway, in that situation, within four months, I actually left after that recommendation. But they followed my advice and within four months it was live across the whole country. They actually decommissioned the old system and it was unlike previous attempts at replacing that system before where they were left, you know, when you tried to put in a new system and you try to replace the old system and then it doesn’t really quite work. So you end up with two systems. And so they were worried, that’s why they had a big bang approach. They wanted to get rid of the old systems. But with this approach, they did get rid of the old systems it’s called the strangler pattern.

So maybe you should be thinking less about how do you measure value and maybe you need to be thinking more about how do you reduce the risk with the deployment and how can you actually deliver any value in the shorter terms, you can follow a trajectory, like the agile one, rather than the kind of Waterfall pattern here, which is where you get nothing for a long time.

And then it eventually goes up. So keep feeding through your questions to me. Thank you so much for that question.

So just a reminder please donate to agile with Ukraine at agilewithUkraine.com. It’s very good cause to raise funding for life saving equipment, humanitarian and medical help, and I wish you a good day.

Thank you.

 
 
 
 
 
 
 

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Tags: Agile, Change Management, Management

How do you measure Value in Scrum? Part 1
Thinkers360
June 14, 2022

How do I measure value for a major IT infrastructure piece of work? How do I measure value? Before I even get into, how do I measure value? What is value? A lot of people struggle with this. I wrote an article about this here, what is value really?

I think one of the reasons why the world is in the way it is, is because we over-indexed on a couple of meanings for that.

Organizational Value

One of them being organizational values where maybe you’re trying to protect the reputation of the company or trying to protect the revenue that you have or protect whatever value that you have.

Organizational, from the point of view of protecting the organization’s interests, maybe protecting the reputation of the company, maybe reducing costs, things like that. That’s quite a common interpretation of value.

We’re saving some money or something like that.

Market Value

Then there’s market value, which is where a customer, end-user interacts with our product or service and they get something there, we see a change in behavior. They can do something more easily. They complete a task more easily.

They can do it in less, with less steps and so on. There’s less friction. It’s easier to do all these kind of things.

Societal Value

And then there’s societal value, an example of which for me, would be sustainability. Have we reduced our carbon footprint? Have we reduced our nuclear footprint?Have we reduced our plastic footprint?

Plastics seem to be even more damaging than the climate crisis. What are we doing around that area? Or it could be around a risk reduction, reducing risk. Maybe we’ve got a technical mess left behind this. Maybe the product looks all nice, but it’s just hanging together by a string but a lot of people don’t know that. It could be failure demand. Maybe we delivered something and we didn’t do something right for the customer. Some piece of work went live and then the call center was just rammed with complaints and some person left the building with a major bonus having delivered on time and on budget, but we just messed up the call centers and maybe 80, 90% of our calls at the call centers are complaints.

Risk reduction could also be the cost of not doing something. If we don’t do this, then something bad might happen kind of thing. And a lot of the time we don’t know when that bad thing might happen. It’s intangible really. We can’t really say when it will happen.We know that at some point it might happen.

Learning Value

A kind of a more mature lens at value as well would be, say we have some learning, we learn something about one of these above and there’s value also in learning. And I would argue that learning is the first citizen. A lot of the time we don’t actually know for sure if we will deliver this value.

And so sometimes you can run some experiments to discover do we have the capability to harvest that value? And so that’s for me, what value is. I had a case where I could just put a monetary value on something and we didn’t use it. We didn’t use it because at the time we were using some app and I think we had a million downloads or something like that, of the app.

And we could really have zoned in on users of the app and get them to convert, redeem some offer, tailored or something like that. And then we’d see the money. We could literally see the sales going up as the offers were being consumed on the app, but we decided not to use sales as the measure of value because we wanted 50 million people downloading the app, 50 million people using the app.

And what’s the point in milking the 1 million people who downloaded the app already when we could actually have done something much, much bigger. Even then we didn’t use money so in fact, I never have used money. So really value is relative. It’s not exact. We don’t know what we’re gonna get.

And if you have a backlog, for example, you’ve got different items in your backlog and you think some things are more valuable than others. It’s relative. We have an idea that some things might be more available than others, but there was a famous case study by Maersk Cargo called Black Swan farming, where they discovered that some items were hundreds or thousands of times more valuable than others, but they only found out after they went live. So they talked about cost of delay and all that. But what I picked out of that paper was you actually don’t know how valuable something is until you actually go live. So maybe you need to do some small little bets.

It’s tiny little bets on each to see where the money is. So instead of going into a casino and putting all your money on the first four tables, which is what a lot of people do in MVP, minimum viable product, which would mean the crappiest product in the time. I don’t use that term anymore.

I prefer what’s the smallest thing we can do, the smallest thing we can do, and the next most important thing. So instead of putting all your money in the first four tables in the casino, maybe we could put money on 10 tables and maybe all the actions on table number nine, actually.

So different ways of understanding value, market value, organizational value, societal value, risk reduction, or learning, and it’s relative. But when do you reap that value?

Reaping the value

You only reap that value when you release, when you give whatever you have to customers to give feedback. And often people draw a graph over time and they might have, a value in the vertical axis and maybe time on the horizontal axis.

And when you start with an agile piece of work even if you’re using something like scrum, where you’re going in, there’s some kind of sprint cycle and you’re trying to release some product at the end of that cycle and so on. We call it the increment and that increment gets bigger and so on.

Even if you’re doing that, in my opinion, when you start doing scrum unless you’re like a bunch of Navy seals or something where you can just click together and everything’s just perfect as soon as you start, most of the time, we just suck in the first sprint. Maybe for the first two months, we suck and there’s a change curve that people are probably familiar with as well.

When you start, you try something different, a lot of the time things get worse. You can reduce how much worse it gets. But typically gets worse, in my experience, it can take two months for the performance of the team to come back up and then you really get into a nice trajectory and you leave the other people behind. So when I start with the value I would argue that value would go up a little bit in the early sprint, but it wouldn’t be stellar. It wouldn’t be going upright, cuz we’re doing lots of learning about each other. We’re learning more about the vision and the product and what we’re trying to achieve. And if we’re having goal orientation, hopefully there’s some kind of North Star that we’re striving for at the end of every sprint kind of thing.

And going for some overall kind of North Star that we’re striving for. Hopefully we’re doing that. And then we got some goal orientation, but even with all of that in the first couple of sprints, maybe we don’t deliver as much value as we would hope. You only get value when you release and you might find out that the value is negative.

You find out that you’ve actually made things worse. Don’t forget that. I really admired a guy once, who was in one of my leadership classes. I don’t recommend this by the way, but he said, John I take things out of production. I said, what do you mean you take things out of production?

He says, yeah, they’re just putting rubbish in out, I said what happens if they notice? He says they rarely notice. And if they do, I just say, oh, sorry, that was a mistake. And then they put it back in. So he understood actually that a lot of the time we make things worse, you add more bugs and you add more, just makes it more messy and so on.

But most of us, hopefully we deliver more useful stuff as we go on. Although we do know from lots of studies, that two thirds of what we build, unless we do discover to deliver, which I wrote about here.

If we just deliver stuff like robotically from the backlog, two thirds of those items are rarely or never used.

So the man actually is probably not in a bad track, not sure I recommend it though. Probably the better way would be to use discovery, to figure out the stuff you should never build, do experiments. But let’s say the team is they’re delivering value because they, they’re releasing something, and then things get better and then they deliver more value and you can release during the sprint as well remember? You don’t have to wait until the end of the sprint. Actually, I hope what will happen is you deliver a bit of value during the sprint and then you actually have some feedback as well at the sprint review. And so we can course correct. We’re not just like relying on the opinions of the people, the stakeholders inside the building. We’re actually, we’re talking to customers. How about that? And we’re looking at the analytics, if it’s software, for example, or maybe there’s no analytics as well. If it’s non-software you can still tell how the product is doing and yes, you can run more experiments and just find out what’s going on.

You can do interviews, you can just talk to them, pick up the phone. And so with approaches like Scrum for example, the delivery of real value increases over time. Do we know exactly what it is? No, it’s relative for me. There are techniques but I don’t make up money. It’s just relative really.

Part 2 of this blog is now available.

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Tags: Agile, Change Management, Management

Trust and its impact on the definition of done in scrum
Thinkers360
May 31, 2022

Why is our definition of done so long?

I don’t like to call the definition of done the checklist for how we do things around here. I used to say that because you might be including every single little thing in your process when you do that, but does it have the essential elements of how do we know that this work is done?

Why is our definition of done so long? In some cases, actually, it’s not long at all. My most common experience is that when I ask people what’s in their definition of done they say we met the acceptance criteria. There’s a lot more to done than just meeting the acceptance criteria. This typically happens when there’s a kind of a traditional approach to delivery and scrum has been wrapped inside that approach. I often call it water scrum fall and in waterfall, it’s very professional, it’s very good but it doesn’t have a thing called a definition of done. So this concept is alien to waterfall.

When people think of done, they think, oh, we just met the acceptance criteria. We just did what our customer is looking for. But we might be lacking transparency if we don’t have additional criteria there. What I often see as well is almost the opposite of that, where there’s too much in the definition of done and I did this in the past myself as well in a large bank where I with others created an organizational definition of done, which was then inherited by the teams as a minimum that they would not have to rethink how to comply with financial regulations and so on. We thought that was a good idea but what that resulted in was essentially we had a very detailed definition of done and it was so detailed that really people didn’t remember what was on it. It probably was put on a confluence page or metaphorically stuck in a drawer where people forgot about it.

I often did mini audits if you like across groups of say 400 people, just checking in, do you even know the depth of what the definition of done, do you respect it? Do you continually improve it? And I was told people improve it, but actually they didn’t even know what it was.

So how can you improve your definition of done if you don’t even know what the one is that you have, and if you don’t even respect it.

There’s no basis for continuous improvement in scrum at least if you’re not using your definition of done, but while we might want to be careful about making sure that people haven’t forgotten anything, it does say something about us when we do have a very detailed definition of done. Imagine a list that had 30 items on it. What does that say about what’s going on in that environment? And I would put it to you that what it says is that there’s a lack of trust. It typically happens when maybe there are some suppliers involved.

It might be nothing to do with the suppliers. And I’m not saying it’s their fault, but there’s this kind of organizational lack of trust in other people, it could be other teams and it could be at other sites. But essentially it comes down to lack of trust and it always begs the question where does the definition of done end and where does waterfall begin? We often hear people complaining about a definition of ready as a gate, you can’t bring it in cause it’s not ready, which is not a very scrummy approach. You still have a last chance to sort things out during sprint planning.

Not a very scrummy approach.

But the definition of done, when it’s a really long detailed list, it’s likely that people won’t be complying with it. You’ve lost the plot then, people will not understand why should they do all these things? It’s just too much. So what ends up happening is because there’s too much, nothing happens.

What would happen if we had higher trust in the system? And what impact would that have on the definition of done? So what I often do is a liberating structure called critical uncertainties, and you could pick any two dimensions of a problem. Say on the horizontal axis, I would have the level of trust. So on the left-hand side, I might have low trust and on the right-hand side I might have high trust and the vertical line would be to do with the definition of done the minimum would be you had one, a clear, but basic definition of done, not no definition of scrum, in scrum you have a definition of done, that’s it.

A basic but clear definition of done at the bottom and at the top a very detailed, definition of done. And so you draw the vertical line, you draw the horizontal line, you end up with four quadrants. You end up with a situation where we have low trust and a very detailed definition of done.

We’ve got low trust and a very basic definition of done. We’ve got high trust, very basic definition of done but clear and high trust, a very detailed definition of done, but clear, and what you can do with critical uncertainties, you can ask people, how would you think people would be behaving in those quadrants?

So for example, if you had low trust and a basic, but clear definition of done, actually things could fall between the cracks because there’s no trust. Maybe they won’t, maybe everything will be fine. Maybe we will actually earn trust, but what could happen? Things could fall between the cracks.

It becomes apparent to people and reinforces that sometimes we have a detailed definition of done because we don’t have enough trust.

And then you go to the high trust side and say, what would happen? What kind of behaviors would you see if you had high trust and a clear, but basic definition of done? And they say nice things, it’d be lovely.

What would happen if you had a very detailed definition of done with high trust?

It might actually erode trust. And so for me, it all comes back to trust then. So if you have high trust, you don’t need to have a very detailed definition of done I would put to you. How do you increase trust?

Let’s come back to the scrum values for a start. In scrum, we’ve got the five scrum values. I use the mnemonic FOCCR. It’s funny. Meet the Fockers then change the K to a C. Focus, openness, courage, commitment, and respect. Have the scrum team and its stakeholders really committed to those scrum values and if they’re really striving to improve on those, trust should increase. Trust is also at the base of the triangle of the five dysfunctions of a team. If you don’t have trust there are lots of things that don’t happen.

So how do you increase trust? I guess is the question and I don’t have all the answers, but I think one of the things is, might be no harm now and again, to do a sprint review. How are we doing against the scrum values? How are we doing against the three pillars of scrum as well? Transparency, inspection, and adaptation. How transparent are we? Are people clear on what’s actually really happening? By looking at the three artifacts, the product backlog, the sprint backlog and the increment, but also I would refer back to Richard Hackman’s work as well, because he was an expert on teams.

He studied teams in the US federal agencies, and it’s not all about us singing songs all around the campfire and everybody’s happy. It’s a two-way street really. To increase trust, we also need to deliver, we need to deliver ideally what we said, we’d deliver in the spring goal.

That’s what we commit to in scrum we commit to delivering the work from the spring goal. And so I think it’s a two-way street. I think we need to be looking at how we’re behaving with each other. We need to be striving to improve how we’re doing on the scrum values and we need to be delivering. And it’s not true in my opinion, that we need to wait for the team to be happy and we need to build up trust before the team can deliver. You might not have a team for very long if that’s your approach because the team might never deliver. And we do need to face some reality.

Sometimes when we’re being open, we need to have the courage to say the things that need to be sorted.

So how do we use definition of done more efficiently at sprint planning?

So really the definition of done should already be there before you go into sprint planning. A lot of people kind of get confused that the best place to review the definition of done is actually at the sprint retrospective. But people say, hang on the retrospective is at the end of the sprint, what do we do before we start the first sprint?

It doesn’t say this in the scrum guide. My personal opinion is when I start up with a team, we elaborate. What’s the vision for the product. If there’s a vision, what’s the product goal. Let me try it. I might use a story map to break down the product goal into sub goals, into high-level items, into more detailed items.

And you end up with the product backlog on the wall. I would also encourage the team to create their definition of done before they start their first sprint planning and I will write another blog on sizing, so I won’t get too much into sizing, but when you’re looking into can we do this item in the sprint?

Do we think we’re comfortable about bringing this item in? You can use the definition of done as your reference point if you’d like to say actually to get this done, we have to do all these things. Do we really think that we can comfortably get that done within the sprint? How comfortable do we feel about that?

The mistake that a lot of teams make is they don’t refer to their definition of done at all. So then surprise, at the end of the sprint, they don’t have a lot of work done because actually they didn’t even know what done actually meant. I would use the definition of done as a reference point for planning and really, if you want to improve how the team uses the definition of done, I would say, even though you can have an organizational definition of done, and even though the intent behind that is to ensure that we don’t forget things. Be careful. I’m thinking with one of my clients at the moment of moving away from that kind of a model and moving more to a situation where the teams, the people in the teams are deciding what done means.

If multiple teams are working on the same product, they need to work with each other to figure that out, but let them figure it out. And then let’s together try to figure out a way, how can we increase trust so that we don’t need to have such a detailed definition of done so that we do comply with our definition of done and that then gives us a basis for continuous improvement. The light bulb moment here is that when we ask teams to improve their definition of done, a lot of people think, oh, I have to add more items to my definition of done, I have to do even more things.

Maybe if you improve trust maybe there’ll be fewer items in your definition of done. 

See blog

Tags: Agile, Leadership, Management

In scrum who is responsible for engaging the stakeholders?
Thinkers360
May 23, 2022

The buck stops with the product owner. There's three accountabilities in scrum:

  • the product owner,
  • the scrum master and
  • developers.

I guess we would really want the scrum master and the developers to be doing some of that stakeholder engagement.

For example, during the sprint, I hope the developers have been introduced to the customers and end-users, so they actually refine what needs to be done. What was the thing you wanted again, you asked us six months ago and we're just starting to work on it now. What problem are you really trying to solve? Oh, that's what you try and do. That's not what we understood. So trying to get a common understanding of what's required.

 

I would expect developers to be talking to customers and end users and not the product owner kind of like being the proxy, kind of conduit between the developers and the customers. The product owner is ultimately on the hook for customers, end users, but also compliance stakeholders for example, maybe there's some suppliers that you're interacting with. Maybe there's other teams that we depend on and we need to interact with those. And there's the whole organization, of course, but the scrum master can help with a lot of this. For example, a scrum master is a change agent and should be able to work with other teams and maybe negotiate ways of working with those other teams.

 

They might not be working in a scrum fashion, but we can't just arrive saying we use a scrum, so you need to give us this tomorrow. They have their own lead times have their own ways of working. We need to be respectful of other people. And so the scrum master can interact with those people. 

 

A decent scrum master should be able to negotiate on your behalf as well as the product owner in terms of how do we demonstrate compliance in this agile world? Can we see each other every month? And can I ask you two questions? Are you happy? Are you engaged? And if the answer to either of those two questions is no then maybe we need to talk more during the sprint.

 

But coming back to who's ultimately on the hook, it really is down on the product owner. And then I hope there would be a very good discussion within the team about what can the scrum master take away in terms of 

responsibility there and what can the developers do? And how can we make sure that the product owner is effectively connected with the stakeholders that she needs to be connected to, to such an extent that we're kind of keeping an eye on the politics if you like in a positive way where the optics we might be doing very well as a scrum team, but if we're not being perceived to be doing well, that's important. So what are the expectations of these stakeholders? Do we need to help them embrace uncertainty?

Does the scrum master need to help them to understand uncertainty? And that sometimes we don't know when it will be done. So we need to use some regular forecasting to kind of give them some kind of information, still saying, we'll give you a better forecast next week. I think if there's one job I really want the product owner to be doing is to be really connecting properly with stakeholders.

I don't want them writing user stories. I don't want them writing product backlog items. I don't want them kind of stuck in with a team every single day, unless it's a really technical product or so on. The product owner has other things to do as well in terms of product management, commercial stuff, pricing, and so on, marketing.

And unless that stuff is all part of what the work is done on the scrum team product owner is going to be doing lots of other stuff. And so I hope there's some really healthy discussions within the scrum team about how do we deal with all these stakeholders and stakeholder mapping is one of the techniques that you can use.

So who's on the hook really? Ultimately the product owner.

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Tags: Agile, Change Management, Project Management

Can scrum and agility be scaled and what’s the best way to do it?
Thinkers360
April 29, 2022

LeSS — Large Scale Scrum

So if you just look at LeSS, if I was to look at one slogan for it, if you like, it’s one product backlog with a learning focus, LeSS stands for large scale scrum with a little ‘e’ in the middle. As for adaptive product groups, I mean, it’s not what agility is all about, adapting to what’s going on in the market but so many companies really lost their way and they think it’s better, faster, cheaper, but LeSS is about adaptive product groups, it’s about learning and they’ve got real peer-reviewed case studies. It’s very difficult to get a case study published there. It’s like really difficult and I’ve tried five times, I’m still not there.

I have applied LeSS principles in many places but I’ve struggled to implement it. So it’s very difficult to implement. But it’s got this nice blend of principles and rules and, the idea of self designing teams, you don’t have to use self designing teams. You can evolve the whole group. That’s another approach. If you do, you have self designing teams that kind of go with flipping the system, 50 people at a time, it’s an expression flip the system, you have kind of informed consent, bringing maybe 50 people through, get them all trained up, all that kind of thing. You might find out at the end of the training that maybe only 35 of those people actually want to be part of it. And because LeSS is based on volunteering, so there’s no problem there. The 15, you stay where you are, we’ll treat you (your work) as a dependency, even if we desperately need you, because we prefer people who are in there to really want to do this.

LeSS is about simplifying by stripping complicatedness away.

So if you see some process that’s meh , it’s about stripping those away. And actually what’s really nice about LeSS, ‘manager’ is an optional role. And if you have them, the view is that they’re more impactful than scrum masters in removing impediments and then simplifying, which I quite like.

In LeSS, they use communities as such to preserve the legacy organization. That’s probably not the right way to say, but you don’t want to throw out the baby with the bath water. If you had an analysis group, an architecture group, development group, testing group, maybe you’d have communities for those , so they still have a place to go if you like to talk about those kind of concerns. Even if you decide not to do LeSS, my opinion is it’s a very good thing to learn, to understand what maybe mistakes you could avoid. I read the three books and I went to Bas Vodde’s class a few years ago and my head was exploding. It was a fantastic workshop and I was glad to see someone else had the same comments this week, someone else who went to his training in Manchester.

I actually wrote a blog post, 50 light bulb moments, five zero, after training, with Bas Vodde. It’s amazing. But it does rely on long-term co-located, multidisciplinary, end to end, what I call a slice of cake teams.

I think the whole feature team thing has become misunderstood. So I talk about layer of cake teams, like front-end, middleware back-end and slice of cake teams kind of cutting down through that. So LeSS demands if you like that you have cake teams so It’s a big step.

You can evolve towards it. You could treat the framework as an evolution, and then use the principles to guide you. That’s what I do. But you can also use it as a framework and then use that as your starting point to move along and always using the principles to move forward. Very good thing to do, to understand maybe what most people fall into, growing product owners like flowers like I mentioned earlier

Disciplined Agile

Then there’s disciplined agile, which I’m only including, because it’s so well-known, but I really think it’s rubbish. It’s ‘practical’ and in the books I was disappointed with the author’s ‘but in the real world’, ‘but in the real world’ and all this kind of stuff, making excuses almost everywhere, all over the book about why you can’t be agile and why you can’t be lean. It’s a buffet so pick what you want and guideline oriented. And what I noticed when I was working in a major oil company, nearly 10 years ago when I was an enterprise agile coach, they’re writing kind of a guide for how we could implement agility in the whole company. I realized that two thirds of people need rules. So disciplined agile is a set of guidelines so you can just basically drive a truck through it.

Drive by, is what I would say that’s my personal opinion about disciplined agile, it is owned by PMI now, which is the only reason why I’m including it because PMI is a huge organization, but I would quite honestly just drive by disciplined agile. Some good ideas in there but so compromised, it’s not useful in my opinion.

Scrum at Scale

Then there’s scrum at scale. One of the things I like about scrum with scale is it’s got an exec scrum team. So the executive team uses scrum and they’ve got this how cycles, so they do have product owners growing like flowers. So we got product owner, we got chief product owner, chief chief product owner and all this kind of thing.

And it’s got a how cycle or a prioritization refinement, the what cycle. And then the how cycle is the scrum masters. Then you got scrum of scrum masters, scrum with scrum of scrum masters master and so on. And then there is eventually this kind of executive action team as well, where they try to remove impediments.

So it’s really nice from the point of view of getting problems fixed. What I don’t like about it is that it just, it’s the ‘piss in the pants’ solution that I talked about earlier. It’s scrum-ish, which is surprising because Jeff Sutherland as co-author, of the scrum guide it does rely on a product owner per team and hierarchy of those. And interestingly Henrik Kniberg, a very respected guy. He says that the original Spotify video, that’s an instance of scrum at scale. It surprised me. I really like Henrik’s work. Take that at face value.

SAFe — Scaled Agile Framework

Then there’s SAFe, scaled agile framework. I’m not a fan of SAFe, I’m not a fan of scrum with scale either as you probably picked up, but some of these approaches are useful when the organization just, they’re just so far away from lean agile that some people say you can use it as a Trojan horse and you can get started and so on.

But I used to think that, I don’t think that anymore. It’s very popular. It’s build-out, it’s got everything in there. It’s got lean agile in a box, which I don’t mean in a complimentary way. It relies heavily on training and there’s a real low barrier to entry for most trainers so you could have been doing program management all your life. And then you go on a four day class and now you can teach the class as well. Even though you might not have that much agile experience, you do have to pass a test to be fair and all that. You could basically reinvent yourself. If you are going to use SAFe, I would say, there are some very good people I respect in the SAFe space.

So use someone that is highly recommended, maybe there’s some SPC who’s highly recommended or an SPC trainer. They’re like the top gun if you like of the SAFe community and I’ve seen some very good people going through there. So try to use really good practitioners. It’s got different scales, so you’ve got the essential version and there’s the large solution, there’s portfolio and there’s the full solution, I believe.

And they keep updating, which is nice. So they’re being agile about the framework. I’m just not a fan of it. And if a company asks me to use it, I just run, I ask someone else that I respect to go in and do it instead. It just tramples on all of my values really and a really corrupt scrum as well.

Nexus

Then there is nexus. So nexus is probably the simplest pattern of them all. And I believe it is culture agnostic, and it’s almost method agnostic.

I’ve used this in a variety of cultures, even cultures where it’s very difficult to be agile let’s put it that way. It’s designed to deal with layer of cake teams, and let’s be honest, most teams in the world are layer of cake teams. It’s simple. It’s flexible. It’s like LeSS’ little sibling.

I compared nexus and LeSS, a few years ago and Bas, he said nexus is like LeSS’ little brother, which is actually a compliment because before that wouldn’t have been said. And it’s a big improvement on scrum of scrums. So each event in nexus has a purpose, so there’s nexus sprint, the nexus daily scrum, the nexus sprint review, the nexus sprint retrospective. Unlike scrum of scrums where, people turn up and they don’t know why they’re there, are they for impediments or for dependencies? Are they for status reporting, even who goes like the different patterns disagree on who should go.

The decent patterns in my opinion, would send people who are doing the work. We call those people developers in scrum. That doesn’t mean they’re software developers. We just call them developers in scrum, but you could use nexus for Kanban teams. That was in my first case study back in 2015, just a couple of months after it came out, I had Kanban lean startup and the scrum teams using the nexus patterns.

It’s a very nice pattern. And you can evolve away to slice of cake teams over time. There’s also nexus plus because the downside of nexus is it only goes up to 9 teams. But you could have a nexus plus integration team. So a nexus of a Nexus kind of thing.

And so you’d have a nexus for each work stream, and then you’d have nexus plus integration team integrating between those, what I love about nexus , one product backlog, one product owner. It doesn’t grow product owners like flowers. So far the patterns I’ve been talking about, I’d be looking at either LeSS or nexus as a kind of the North star, if you like probably LeSS as the North star. And then Nexus maybe as a way of getting there.

Flight Levels

There’s another pattern called flight levels, which has been around for a while, but it’s been gathering steam really in the last few years. And the idea is that you have like a flight level one, flight level two, flight level three.

And so the flight level one would be like your operational boards if you like. You could be doing scrum, you could be doing Kanban, you could be just doing work or whatever, and your teams will have whatever boards they have. But I’m not sure if you’ve noticed that when teams are working together on a product, sometimes there’s a kind of a dependency chain. There’s boards that link to each other and things like that, or maybe they don’t link to each other, maybe that’s the problem.

This is all my personal opinion.

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Tags: Agile, Change Management, Management

Why adding Lean UX to Scrum with Kanban is integral to the future of agile?
Thinkers360
April 04, 2022

In a previous article, I wrote about how Scrum with Kanban can help deal with complex problems.

Scrum with Kanban helps people discover and deliver outcomes faster, whether related to the customer, organization or reducing risk. Adding Lean UX techniques to Scrum with Kanban allows teams to discover and address unmet customer needs, reduce stress, and cope with unpredictability.

Teams incorporating Scrum with Kanban already have a significant advantage regarding delivering value on a regular cadence. The signaling systems built into Scrum with Kanban make where work is getting stuck visible, giving Scrum Teams an opportunity and clear direction for improving the system in which they operate.

Using Scrum with Kanban, a workflow can have several cycle times, including end-to-end customer cycle time and time-in-process. By monitoring throughput, Scrum Teams can prioritize within their capacity. By actively managing work item age, they can shorten feedback loops and increase throughput.

So, what does Lean UX add to these advantages? It helps make sure we’re delivering what we should be delivering. 

Product development is becoming increasingly complex with the emergence of 5G, AI, the metaverse, and other quickly evolving technology landscapes. One result is that it’s easier than ever to misunderstand or misinterpret customers' needs amid many new potential product options. That reality alone is reason enough to integrate Lean UX techniques into a Scrum with Kanban approach.

I think of Lean UX as a strategy for maintaining humility about our product development ideas. We get it wrong most of the time. A recurring Standish Group report, the CHAOS report, says two-thirds of features are rarely or never used. Think of the expense of all of these wasted products and features.

 

The Lean UX canvas is an indispensable tool that aids the discovery of product/market fit. With the canvas, product backlog refinement produces Product Backlog items for UX research, design, interviews, and experiments to test our assumptions about the business problem, the customer/end-user, and their problems/jobs-to-be-done and solutions. Alternatively, there is an option to blend UX/non-UX Product Backlog items in the refinement process.

 

Box 1 frames the business problem to be solved; one could use the business problem template, the elevator pitch template, or free format. Box 2 is specific about the percentage or numeric improvement achieved if the problem was solved; the pirate metrics AARRR (#acquisitions, #activations, $revenue, %retention, #referrals) metrics are often used. Box 2 metrics are about what's better for the organization with the customer/end-user in mind.

 

Box 3 is about our best guess on who might be interacting with the problem we’re trying to solve. Box 4 is about the observable outcomes and longer-term benefits for the people from box 3 - at least our best guess. Customers/end-users should be at the heart of product management.  

 

It’s only when one gets to box five that solution possibilities are considered. We do, after all, want to avoid looking at the problem through the aperture of a solution.

 

Box 6 clicks together hypotheses from the assumptions from boxes 1-5; it’s as easy as clicking together Lego bricks. 

 

We believe that [a specific business outcome from box 2]

will be achieved if [a specific user from box 3]

attains [specific outcomes & benefits from box 4]

with [a specific feature from box 5].

 

Box 7 is about figuring out the assumption that if wrong could lead to catastrophic failure. We want to tease that out in box 7, and then in box 8, what experiment/research/interview(s) could we do in 30 minutes, one day, one month, one month to learn the next most important thing.

 

Lean UX proposes data-informed decision making; in practice, a mixture between looking at analytics and talking to customers and end-users. 

 

Lean UX practitioners learn humility fast. Our best guesses are usually wrong and pivot or stop. If we’re lucky, we persevere. I love Lean UX because we discover we should not build most of our ideas, and we discover better ideas or stop wasting money.

Scrum with Kanban combined with Lean UX design techniques improves customer satisfaction and time-to-market and allows experimentation to address unmet needs. 

Apart from delivering more value, Lean UX combining Scrum with Kanban provides the foundation for more rewarding work. Up-and-coming workers are demanding more work-life balance and professional satisfaction. Using Scrum with Kanban, people estimate less, learn/build more, and make problems immediately visible resulting in a more relaxed, satisfying work environment. Because trust often increases with more effective, efficient, and predictable delivery, Scrum with Kanban reduces team drama through better focus and slack. Slack allows people to think and be ready for the unexpected.

The future of agile includes Scrum with Kanban and UX. This winning combination allows us to focus more, learn more, finish more, collaborate more, and see the bigger picture. It enables us to set better customer expectations, more often improving overall satisfaction.

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Tags: Agile, Change Management, Lean Startup

How Kanban helps people solve complex problems
Thinkers360
March 31, 2022

Kanban is a strategy for optimizing the flow of value through a process that uses a visual, pull-based system. It’s suited to complex problems because it helps deal with uncertainty, a central feature of complex professional knowledge work. Let’s explore the Kanban practices and its other aspects and how they apply.

 

DEFINING AND VISUALIZING WORKFLOW

Kanban uses system members to refer to the people working in tandem towards a goal. Those folks can be a team, group, crew, or individuals. Regardless, the first task is to define the workflow (DoW), which makes explicit what units of value to work on and how system members will manage them from start to finish.

The term kanban essentially means visual signal. The Kanban Guide gives us a structure for optimizing signaling to see any hiccups in our flow. We visualize the workflow via a Kanban board, which can include more than one workflow, if necessary. 

While Kanban doesn’t require collaboration, its practices foster working together, which is ideal for complex work. Summoning the collective wisdom of system members to define the work and the process of starting and finishing brings a kind of order and clarity to the environment. 

 

ACTIVELY MANAGING ITEMS IN A WORKFLOW

Kanban’s second practice is actively managing items in a workflow.  This practice has system members examine the signals we’ve outlined above and address any issues in the workflow. We control how much work to bring into the workflow, spot and manage bottlenecks, and ensure work items don’t age needlessly. We examine impediments to work that appear to be stuck.

By regularly reviewing these signals, we avoid becoming overwhelmed and continually refresh our thinking and approach, allowing us to adapt to emerging realities and new knowledge. 

 

IMPROVING THE WORKFLOW

Kanban’s third practice is improving the workflow where system members continuously tweak their workflow to achieve a better balance of effectiveness, efficiency, and predictability.  System members can review and change the definition of the workflow at any time, including adding or removing columns. Changes can be small and incremental or large-scale if the situation warrants. 

For example, when I worked in the marketing department of a fast-moving consumer goods company, I noticed that we were experiencing a bottleneck in our work but had no idea where it was in the system because we lacked visual signals. I suggested to the team that we create a swimlane on our board per dependency partner so we could see where things were getting hung up. After this change, we resolved the workflow issue with the department involved. 

There is always a bottleneck in complex work; we would have unlimited capacity if there weren’t. Let’s not be too hard on people. Finding bottlenecks isn’t about blame.

Let’s create a definition of workflow (DoW) that works for the Kanban system members without even a hint of “big brother is watching.” I would argue that the Kanban board must provide value to the system members themselves; if there’s value to the “higher-ups,” it’s a bonus. Members are often aware of the bigger system within which they operate, and they usually see sense in some kind of (self-managed) coordination and strategic workflow(s) at higher levels. 

Regular reviews of the workflow are recommended when dealing with complexity, either event-based or in a rhythm.

 

KANBAN IS COMPATIBLE WITH OTHER FRAMEWORKS

While it’s critical to maintain the integrity of the Kanban practices and measures regardless of environment, integrating Kanban with other approaches is possible and likely advisable. Combining Kanban with Scrum and Lean UX, for example, works well when the type of solution required for the need is unclear. Kanban helps us improve effectiveness, efficiency, and predictability, while Scrum and Lean UX allow us to discover to deliver when we don’t have enough data to inform us of what solution would meet the customer’s needs best.  

 

ALL LEVELS OF APPLICABILITY

The beauty of Kanban is that we can use it at all levels as part of a strategy to optimize value delivery. 

Kanban is compatible with many types of knowledge work, including marketing, legal, people & culture, finance, and software. In my opinion, one would be hard-pressed to identify a sector that Kanban hasn’t touched. 

Whether your team uses a Scrum or Kanban board or just “does work,” it’s crucial to coordinate the work across value streams, products, services, or projects. Using an aggregate collaboration Kanban board can help with governing delivery and dependencies. At the top level, this enables executives to be more in tune with how injecting new work fits the in-progress strategy and its impact on workflow.

In these times, value is not only about the organization, the customer, and the end-user; it is also about sustainability, the reduction of risk, and learning. Kanban is useful for achieving value in all of these areas.

 

CONCLUSION

A characteristic of complex work is that the way forward involves a lot of unknowns that we must adapt to and address as they become known. Kanban’s practices and measures help us to manage variables and workflow and use data for better decision-making in the face of uncertainty. 

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Tags: Agile, Change Management, Management

How can Scrum with Kanban help people solve complex problems?
Thinkers360
March 22, 2022

Complexity often requires collaboration, not necessarily between teams, but between groups, crews, or individuals. Scrum already helps teams deal with complexity, so what does Kanban bring to the mix?

Scrum with Kanban includes a definition of workflow, four practices, and four measures. The first practice is visualization of the workflow. The visualization of that workflow is essentially the Kanban board. 

 

There is so much in the definition of workflow that can help make sense of complexity. The name Kanban roughly means visual signal. The Kanban Guide For Scrum Teams helps us optimize signaling to see what we need to do to help our work flow.

 

Focusing on the following allows us to navigate complexity more easily: 

  • What active work we should focus on or bring in today 
  • How much work we’re comfortable doing at the same time 
  • Our aspiration for more predictability
  • Visualizing:
    • relatively aged work
    • blocked work
    • dependencies, including those neither aligned nor acknowledged 

 

The 2nd practice of limiting work in progress (WIP) tightens the Scrum Team’s focus, so they get the Product Backlog items to Done sooner, which allows for slack time for thinking and unplanned eventualities. When the Scrum Team releases sooner, feedback loops also get tighter resulting in a quicker inspection of feedback and adaptation.

 

 

The 3rd practice of active management of work items in progress is about the Scrum Team addressing the above signals. By reviewing what the Developers need to work on together today, they continually refresh their thinking to address the complexity they’re facing.

 

 

The 4th practice is inspecting and adapting the team’s definition of workflow. The Scrum Team can change the definition of workflow at any time, including which columns on the Kanban board to add or remove. However, the Scrum Team needs to strike a balance between allowing the system to settle to observe trend changes following a policy change and adapting to the current reality by making multiple changes in the definition of workflow.

 

 

Scrum events increase the number of opportunities to step back to thoughtfully review what’s going on, which helps avoid execution bias. Using Kanban’s flow-based perspective and metrics as part of the Scrum events strengthens the team’s empirical approach. 

 

In Sprint Planning, teams can use throughput or Monte Carlo probabilistic forecasting to guide selecting the number of items they can reasonably get Done in a Sprint. In the Daily Scrum, a review of blockers and relative work item aging can help manage items in progress towards the Sprint Goal.

 

I recommend using Monte Carlo probabilistic forecasting in the Sprint Review as well. The tool can help manage expectations with its caveat that we’ll have a more accurate forecast next week/Sprint/month. Knowing that we are up against it to meet a deadline early on is often enough to course correct or simplify achieving the outcomes. 

 

 

The Scrum Team should strive for a range of opinions and views on what the customer data is saying; doing so improves fresh thinking, a vital tool for complex work. Try to avoid groupthink; invite to the Sprint Review people who constructively bring different perspectives.

 

The Sprint Retrospective encourages the Scrum Team to assess where work is getting stuck, the definition of workflow, and monitor their aspiration for the service level expectations (SLE) against real-world data.

 

 

While Scrum with Kanban is fantastic at improving effectiveness, efficiency, and predictability, deep complexity presents additional challenges.  

 

Quickly evolving, complex environments can encourage advancing ideas that have insufficient evidence to support building them. The “build it, and they will come” approach can be wickedly expensive. Remarkably, the simple act of talking to the customer can help avoid slipping into a fantasyland of what we think they want or need. Using a discover-to-deliver approach aided by Scrum with Kanban and Scrum with UX’s data-informed decision-making help teams stay on the right path.  

 

Remember the treasures that come from simply improving customer service delivery. Using Scrum with Kanban, we can get through Product Backlog items more effectively, efficiently, and predictably to realize those improvements.

 

The beauty of using Kanban to deal with complexity is that we can apply it at all levels as a strategy to optimize the delivery of value. In these times, value is not only about the organization, the customer, and the end-user; it is also about sustainability, the reduction of risk, and learning.

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Tags: Agile, Business Strategy, Change Management

Robert Annis and John Coleman discuss the agile manifesto & organizational agility
Thinkers360
May 06, 2021

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Tags: Agile, Digital Disruption, Leadership

5 tips for Executive Leadership for the 2020s
Thinkers360
January 18, 2020
Executives for the 2020s sensitively disregard some principles that guided managers through the 1920s. And they have better questions to ask, questions that leave the growth of agility unhindered. As Marshall Goldsmith says, "what got you here won't get you there." Everyone heard the stories of firms that got disrupted out of business. Copy-and-paste-agility is a freight train to extinction. Maybe you hope your organization won't become one of those stories. As W. Edwards Deming said, "survival" is optional. Consider these five tips for the 2020s: 1). Be customer-centric and find out what's going on. Naked transparency is ugly. If there are no problems, you're not looking hard enough. 2). Don't impose. If you do install agility, without continuous improvement, it's not agility anyhow. 3). Make sure the plumbing is squeaky clean -- avoid or cancel "fat burgers." Treat every valuable work item as a bet -- some bets win, most bets lose. Make small bets, parallel bets. You also need experimentation to validate assumptions before clogging the pipes with more ideas. Whatever is in the pipes, let it flow well by being focused on finishing work before starting more work. Fix impediments and spend most of your time fixing organizational problems. If you don't, you can expect to lose your best people. 4). Be careful about measurement. Figure out a way to measure the number of inspired people, perhaps through the number of inspirational stories? I haven't figured out how to do that yet. 5). Invite people, understand their work, let them become informed about the options for agility, let them decide how they want to work, and support continuous improvement. Tolerate and expect different pockets of the organization to use different types of Agile/Lean. It's ok and expected to be ruthless about value. Be compassionate - happy employees & suppliers help to make satisfied customers. Best of luck with your journey! If you'd like some help, reach out to the beautiful community of Professional Agile Leadership trainers & coaches at Scrum.org. Check out the full series at https://medium.com/series/how-leaders-show-up-8042c57cbd6. John Coleman https://ace.works/johnc https://ace.works/timeline https://ace.works/blog https://bit.ly/JohnColemanBlog https://www.valueglide.com/blog

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Tags: Agile, Culture, Leadership

Opportunities

1 Business
Executive Leadership for the 2020s

Location: Virtual, Ireland, UK, continen    Date Available: January 20th, 2020     Fees: 2500 USD pd, 350 USD ph plus t

Submission Date: January 18th, 2020     Service Type: Service Offered

John co-authored, with 30 thought leaders in executive leadership and agility, a strategy for executives in this volatile, uncertain, complex, ambiguous, and threatened world. It's a journey of workshops, thinking, and practical application.

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