Agile Complexification Inverter

A rant on Metric's I wish I had written...  so I'm going to just include it by reference and call it my own. One thousand Words on Metrics Here's a quote to get you even more interested in clicking that link... Conclusion In short, I find most grasping for metrics to be a reliable metric for lack of understanding of human behavior, not only that of those who would be measured but that of those who would do the measuring. If a higher-up wants a metric about a team, say, as an input to their judgment about whether the team’s work is satisfactory, oughtn’t there be some other way to tell? And if I choose nearly any metric on someone else’s behalf, doesn’t that reveal my assumption that I know something about how they do their good work better than they do? Or worse, that I prefer they nail the metric than do something as loose and floppy as “good work”?  Well - will you look at that!  Yareev's even willing to apply his own metric to his work.  What a gre

Our organization is starting to talk about measuring Cycle Time and Lead Time on our software engineering stories.  It's just an observation, but few people seem to understand these measurement concepts, but everyone is talking about them.  This is a bad omen...  wish I could help illustrate these terms.  Because I doubt the measurements will be very accurate if the community doesn't understand when to start the clock, and just as important - when to stop it. [For the nature of confusion around this terms compare and contrast these:   Agile Alliance Glossary ; Six Sigma ; KanbanTool.com ; Lean Glossary .] The team I'm working with had a toy basket ball goal over their Scrum board...  like many cheep toys the rim broke.  Someone bought a superior mini goal, it's a nice heavy quarter inch plastic board with a spring loaded rim - not a cheep toy.  The team used "Command Strips" to mount it but they didn't hold for long. The team convinced me there was a

A few months ago Michele of Sliger Consulting, Inc. asked about my first Agile Light Bulb moment, I've had a few of them but one that easily came to mind was this one with the Washington State Appellate Clerk court case management systems people back in 2005. In just two months our newly delivering Scrum team had put into production the "undoable" feature - BAM! - value delivered, trust confirmed, transformation successful. "My light bulb moment was during the product demo in the Sprint Review Meeting, when the state of Washington Appellate Clerk of Court told me he and the courts had been waiting 20 years for the feature that our team had just delivered. In just two months our newly delivering Scrum team had put into production the "undoable" feature - BAM! - value delivered, trust confirmed, transformation successful. He later sent me the requirement spec for the 20-year-old feature and it read just like our epic story and its children we discovered

What do you get from six years of blogging about Agile/Scrum and your continued learning experiences? Stats from Agile Complexification Inverter blog site Well the stats are just one insignificant measure of what one gets from writing about their experience. The more meaningful measures have been seeing some of these articles and resources put into practice by other colleagues, discussion that have happened (off line & sometimes in comments or twitter, etc.) with readers that require me to refine my thinking and messaging of my thinking.  Interestingly some times seeing a resource that you have created being "borrowed" and used in another persons or companies artifact without attribution is both rewarding and a bit infuriating.  I like that the concept has resonated well with someone else and they have gone to the trouble of borrowing the concept, and repeating or improving or repurposing the concept. Let me borrow someone else's concept:  "The Ba

Introduction:  What We Have Learned Originally written in 1993, this edition written in 2003 has additional insights from 10 years of working with teams.  The authors see more pragmatism on the subject, less thoughtless rushes to a fad movement.  Top leaders are seeing that teams also apply to themselves, at the top of the business.  They see the core aspect as discipline, not the management fad du jour.  The discipline for team performance has 6 basics: team size, complementary skills, common purpose, performance goals, commonly working agreements, and mutual accountability.  The desire to be a team is not sufficient - one must have performance centric outcomes as the objective.  Leadership is more important at the beginning - but not the primary determinant of success.  Most organizations have untapped potential in team performance.  The organizations performance ethic makes the difference between one-off success and widespread organizational team performances. The autho

Here's the 2016 Pumpkin decorating contest loser.  It's been a real LEAN year for the Scrum team. Have you heard of a MVP - Minimal Viable Pumpkin? Minimal Viable Pumpkin (MVP) https://en.wikipedia.org/wiki/Lean_startup

Many of you have all heard of the Tuckman model of team dynamics (Forming, Storming, Norming, Performing).  It was created in 1966 and has become the most popular model for describing team behavior.  Is it time to level up in your mental model of team dynamics?  Are you ready for a richer more functional model? Introducing the Team Performance Model by Drexler and Sibbet Orientation - Why am I here? "Orientation is about understanding the purpose of a team and assessing what it will mean to be a member.  you need to understand the reason the team exist, what will be expected of you and how you will benefit from membership.  In a new team, these are individual concerns, because the group is only potentially a team.  that is why these concerns are illustrated as occurring in your imagination at an intuitive level.  As a team leader it is important to provide time and space for people to answer these internal questions themselves." Keys to when Orientation challenges

Let's look at an info-graphic of a beginning team's metrics and use this as a case study in Scrum Team Metrics. Description of charts: Burndown chart - a daily count of the number of task units (aspirin is this teams selected units for task estimation) not done.  This includes the task yet to be started, and task in process. Tasks in Process - a daily count of the number of tasks in process. Tasks Done - a daily count of the number of tasks that are done. Stories Done - a daily count of the number of Stories that are done. Velocity - the empirical measure of Stories that are considered done by the team and accepted as done by the Product Owner during the Sprint Review. The Back Story on this team: This team had been attempting to do some form of ad-hoc Scrum / Kanban with little guidance and understanding of the process.  The Kanban aspect came from the company's tooling (RTC) template - not from any real practices the team was implementing.   After some

An Exercise in Estimation:  How many times can you fold a piece of paper in half & half again... I do this exercise when beginning scrum teams start story estimation or task estimation.  While this exercise has a unique twist that is very different than task estimation or story estimation - very few people foresee this aspect of the exercise, so it adds to the ah-ha moment. Start by giving everyone a sheet of typical paper (8.5 x 11 in the USA - although the size just doesn't matter).  Then tell them the exercise but ask that no one do any thing yet.  First we will estimate.  The task is to estimate how many times you could fold the paper in half and then again in half and repeat... without doing it what's your estimate of the number of folds? Ask people to call out their estimate, write then on a board in no particular order or fashion. Typical groups come up with estimate in the range of 5 - 20 folds. If you want to do math... calculate an average estimate...

Mayhem Just last month I receive a congratulatory letter from REI MasterCard - 10 years of a mutually beneficial business relationship ....  until .... chaos ensued (thank you Mr. Mayhem).  So I accepted the opportunity to communicate with my business lender on an incident that made me very dissatisfied with their policies. Subject: Re: Congratulations on your REI World MasterCard anniversary!  Thank you Robert,      Just to let you know - I’m sure this will interest you - I will shortly be canceling my 10 year relationship with REI MasterCard, because of the quality of service you have just required me to deal with. I’ve got a great payment history and have been using our card to pay bills on line and automagically for years. Recently through my oversight, I forgot to pay my bill on time. So in response to this great customer who always pays his bills and once in 10 years paid late, your organization saw fit to block all payments, causing further confusion and customer

I learned this technique from the facilitators of Language Hunting  and Where Are Your Keys , they term the technique How Fascinating   and practice it quite a few times each game. The purpose of the technique is to invert the physiology of failure into a learning moment to reflect upon what just went wrong and instead of cringing and curling up into a safe ball, we open up the body and the mind to learning and the experience of reflecting and allowing the universe to teach us something. Try it a few times... See Also: The Failure bow -DeepFUN by Matt Smith Go Ahead, Take a Failure Bow by  Beth Kanter  at HBR TED Talk:   The unexpected benefit of celebrating failure "Great dreams aren't just visions," says Astro Teller, "They're visions coupled to strategies for making them real." The head of X (formerly Google X), Teller takes us inside the "moonshot factory," as it's called, where his team seeks to solve the world&#