The Agile Daily Standup - AgileDad

The Top 6 Reasons Why People Get So Angry Over Small Things Accumulated Stress Personal Triggers Control and Expectations Emotional State Communication Breakdown Cumulative Effects How to connect with AgileDad: - [website] https://www.agiledad.com/ - [instagram] https://www.instagram.com/agile_coach/ - [facebook] https://www.facebook.com/RealAgileDad/ - [Linkedin] https://www.linkedin.com/in/leehenson/

5 FREE Webinars To Launch Us Into Spring! Feb 9 - Finding a New Job or Advancing Your Career in 2024 Feb 16 - What is the NEW Agile Coaching Skills - Certified Facilitator? Mar 1- Agile Certification Roundtable - SAFe | Stable | Scrum Alliance | PMI March 22 - The AI in AgIle - How Artificial Intelligence is impacting Agile April 19 - Advancing & Scaling Agile - The Agile Diamond in the Rough Recent YouTube Videos: (All in January 2024)  What Is Agile Change Management?  The Top 3 Tips to Start and Quickly Grow Your Podcast Exploring Trust & Empathy - With Vendy Steinberga Recent Blog Posts: (All in January 2024)  Navigating The Agile Journey - Agile Maturity Assessments Elevate Your Event: 10 Tips To Find The Best Speaker in 2024 Navigating The 2024 Job Market - Strategies For Finding Your Ideal Job Excel In Achieving Excellence In Professional Development How to connect with AgileDad: - [website] https://www.agiledad.com/ - [instagram] https://www.instagram.com/agile_coach/ - [facebook] https://www.facebook.com/RealAgileDad/ - [Linkedin] https://www.linkedin.com/in/leehenson/

Backlog Items When the Product Is Still Undefined - Mike Cohn I get many of my ideas for tips from the questions people ask me in class or on calls. And I’m leaning on a real-life question for this week’s tip. Someone asked me recently:  “We’re working on an integration project, building out three APIs. We don't have proper user stories and are just figuring it out as we go. But it makes it hard to gauge progress.  “Is there a way we can still write user stories while we continue to figure things out?”  If you have a lot of open issues, one of the ways to structure a product backlog is to put those questions on the product backlog.  Issues as Backlog Items  Issues aren’t ideal as backlog items, but they can help teams get going. For example, maybe you have the following two issues that you know you need to solve before you can get started building a working product:  We want to understand how to approach such-and-such problem We want to evaluate four alternatives and choose one approach Put those onto your product backlog.  You may recall from my product backlog tip at the end of last month that I don’t normally want issues or questions on a backlog since they’re not true product backlog items. Why not? Because neither delivers a finished working product.  Instead, they’re decisions that the team needs to make in order to begin delivering product backlog items.  And sometimes, that’s just where a project is. And if that’s the case, issues can be the start of a product backlog.  Build a Working Product to Make Decisions  Try though, as soon as you can, to think of ways to turn those issues into user stories that do result in some piece of working product. In other words, reframe your issues and questions as user stories about building things that test hypotheses.  For example, the best way I’ve found to validate decisions is to build things. If I’m trying to figure out an architecture, I like to build things that prove the architecture is valid. A small build has two advantages: you’re delivering something and you’re using the work itself to help you make better decisions.  Let’s say we’ve done a design and it’s sketched out on a whiteboard. How do we know it’s the right design?  Well, the best way to know it’s the right design is to write one little thing based on that design. Then use that piece of working product to gauge whether the design is correct.  Building working product increments as part of evaluating options and making decisions will help you succeed with agile. How to connect with AgileDad: - [website] https://www.agiledad.com/ - [instagram] https://www.instagram.com/agile_coach/ - [facebook] https://www.facebook.com/RealAgileDad/ - [Linkedin] https://www.linkedin.com/in/leehenson/

Do Non-Certified Offerings Add Value? In today's rapidly evolving business landscape, organizations are continually seeking ways to stay competitive and innovative. One strategic approach is to invest in skill development and knowledge expansion of their teams, especially in areas like Agile methodologies and integrating cutting-edge technologies like AI. However, the dilemma often lies in choosing between certified and non-certified training offerings. Here's why organizations should consider leaning into non-certified training offerings, particularly for courses such as Agile & Scrum Foundations, Advancing & Scaling Agile, Agile Leadership Summit, Agile Facilitation Foundations, and Integrating AI and Agile. Cost-Effectiveness: Non-certified training courses are generally less expensive as they are not billed per participant. This financial advantage allows organizations to train more members of their team without incurring the steep costs often associated with certified courses. By opting for non-certified training, companies can allocate their resources more efficiently, enabling a broader base of employees to acquire essential skills and knowledge. Customization and Relevance: Unlike certified courses that adhere to a strict curriculum, non-certified training can be tailored to meet the specific needs and challenges of an organization. This means that the content, examples, and exercises can be directly related to the company's projects and processes, making the learning experience far more relevant and immediately applicable. Customization ensures that the training addresses the unique issues and goals of the organization, fostering a more engaging and impactful learning environment. Direct Pathway to Agile Without the Fluff: Non-certified training courses can be designed to cover the same core concepts and learning objectives as their certified counterparts, but without unnecessary content that may not add value to the learner's immediate needs or the organization's objectives. This streamlined approach not only makes the learning process more efficient and effective but also prepares participants for certification should they choose to pursue it later. By focusing on the essence of the subject matter, non-certified training ensures that participants gain the necessary knowledge and skills in a more focused and time-effective manner. How to connect with AgileDad: - [website] https://www.agiledad.com/ - [instagram] https://www.instagram.com/agile_coach/ - [facebook] https://www.facebook.com/RealAgileDad/ - [Linkedin] https://www.linkedin.com/in/leehenson/

The podcast delves into the differences between effectiveness and efficiency, highlighting the importance of achieving goals strategically. It emphasizes the balance needed to conserve resources while directing efforts towards meaningful activities. Strategies for optimizing productivity and avoiding burnout are also discussed.

You Will Go Where You Are Looking - A Lesson on Goal-Setting: When driving a car, your eyes determine the path your vehicle follows. You will steer where you look. Anyone with a driver’s license probably knows this principle. “You’ll go where you’re looking.” 🚗 This principle also explains why teams need a shared goal. < One shared goal > 🎯 A clear, compelling, and shared goal increases the likelihood of everyone looking in the same direction. As such, they’ll also move in the same direction to achieve their goal. < Multiple shared goals > 🎯🎯🎯 If a team has multiple goals that must be achieved simultaneously, chances are that only some people are looking in the same direction. Potentially resulting in confusion, misunderstandings, and not achieving the goal(s). < No shared goal > 🤷‍♀️ Everyone is focused on their individual tasks, potentially all going in different directions. There’s no collaboration, no shared focus, and no teamwork. This is why having one shared goal as a team makes sense.Ideally, one long-term goal and smaller short-term goals. How to connect with AgileDad: - [website] https://www.agiledad.com/ - [instagram] https://www.instagram.com/agile_coach/ - [facebook] https://www.facebook.com/RealAgileDad/ - [Linkedin] https://www.linkedin.com/in/leehenson/

Fight FALSE Coaching Advertisements: Have you ever had someone try to tell you that they have a red pill blue pill approach to solving EVERY Agile Coaching issue? I recently came across an article titled I use this coaching method to solve 90% of problems and it works every time. Just reading the title made my skin crawl as I had flashbacks to many years ago when I purchased a used car from a not so reputable dealership. Do not allow people to steer you in the wrong direction. Do not fall for the predatory tricks! How to connect with AgileDad: - [website] https://www.agiledad.com/ - [instagram] https://www.instagram.com/agile_coach/ - [facebook] https://www.facebook.com/RealAgileDad/ - [Linkedin] https://www.linkedin.com/in/leehenson/

Understanding The Link Between Agile Thinking & Agile Mindset Agile thinking and the agile mindset are increasingly important concepts in both business and personal development. Rooted in the principles of Agile methodology, originally developed for software development, these concepts have far-reaching applications in various fields. This article explores the essence of agile thinking, the agile mindset, and the key principles underpinning them, explaining their significance in today’s fast-paced world. Agile thinking is a way of approaching problems and projects that emphasizes flexibility, collaboration, and customer satisfaction. It’s about being adaptable, responsive to changes, and focused on delivering value. The agile mindset is the set of attitudes supporting this approach. It includes: Embracing Change: Seeing change not as an obstacle but as an opportunity for improvement. Continuous Learning: Always seeking to learn and grow, both from successes and failures. Collaborative Effort: Believing in the power of teamwork and open communication. Delivering Value: Focusing on creating real value for customers or stakeholders. How to connect with AgileDad: - [website] https://www.agiledad.com/ - [instagram] https://www.instagram.com/agile_coach/ - [facebook] https://www.facebook.com/RealAgileDad/ - [Linkedin] https://www.linkedin.com/in/leehenson/

Top 3 Ways To Leverage The Daily Standup Podcast Listen to the Podcast Episodes to help you learn Agile and teach others about Agile Replace your organization's book club with aPodcast Listening Party Use the podcast for research and discovery How to connect with AgileDad: - [website] https://www.agiledad.com/ - [instagram] https://www.instagram.com/agile_coach/ - [facebook] https://www.facebook.com/RealAgileDad/ - [Linkedin] https://www.linkedin.com/in/leehenson/

Longer Time = Lower Precision - Mike Cohn How much confidence should leadership have in an agile plan? It depends. Plans vary greatly in their precision depending on the time horizon.Teams typically create different plans for different time horizons. They might, for example, make a three-month plan, a one-year plan, and a three-year plan. You can depend on those plans, as long as they reflect the appropriate level of precision for the time horizon.If I'm looking at what I'm going to do three days from now, I can give you a fairly precise rundown of what I will accomplish. I know what I'm going to get done. I will write 1-3 YouTube scripts and approve a small set of website changes. I might also have time to review an AI tool we’re developing.So for a plan where the deadline is 3 days from now, I can give you a pretty detailed accounting of what I’ll get done. But notice I’ve left the plan just imprecise enough to account for uncertainty. I’ve built in a bit of wiggle room with my range of scripts and language such as “might.”On the other hand, if you’re asking me for a plan as to what I’ll finish three months from now, I need even more wiggle room. I'm not exactly sure what I'll do. I'll give you guidance on what I'm going to do. I'll give you expectations. And they'll be reasonable, but they’ll include broad-range estimates and broad-stroke descriptions.If I’m going out three years from now? I can give you some sort of idea of what we might do in three years if I talk about it in really vague terms: We're going to build a new product in 2-3 years.As the time horizon grows, the precision needs to decrease to account for the increased variability. Or to put it another way, as the time horizon shrinks and more is known about the project, more precision can be added to the plan.Barry Boehm described this phenomenon in a 1984 paper “Software Engineering Economics.” Later in his book The Software Project Survival Guide, Steve McConnell coined the term cone of uncertainty in referencing Boehm’s work. McConnell explains, “The Cone narrows only as you make decisions that eliminate variability.”The further away something is, the bigger the estimate range needs to be to account for variability and uncertainty. Today, for something that I haven’t started yet, I might say it's going to take three to six months. Later, I can say we’ll finish in another one or two months. Later still, I can be even more precise: It’ll take one or two more weeks.Precision improves as we get closer to the deadline.Understanding the variability in each plan’s precision can help you succeed with agile, How to connect with AgileDad: - [website] https://www.agiledad.com/ - [instagram] https://www.instagram.com/agile_coach/ - [facebook] https://www.facebook.com/RealAgileDad/ - [Linkedin] https://www.linkedin.com/in/leehenson/