Offline boards lift a team’s level of collaboration significantly. They are great information radiators for stakeholders, and they massively benefit from the psychology of getting haptic. Learn the best practices of getting started with your own offline boards in this third post of our series on how to kick-off an agile transition.
Age of Product’s Food for Thought of September 25th, 2016—shared with 4,698 peers—asks: Where does agile coaching start and end? In addition, we explore proven tactics to work with remote agile teams, and question the “stable team” dogma.
We then dive deep into an important engineering question for agile teams: Is there something like an agile architecture? We also remind us of typical agile failure patters in organizations, and we learn more about the future of agile delivery.
We also understand how to become better at product management, picking up some tricks from Ellen Chisa and John Cutler. Drift is so kind to share their customer-centric product creation framework with us, and Barry O’Reilly provides great insights in how to transition a large organization to a lean enterprise.
Last, but not least, we learn from The Economist why companies make their products deliberately worse—microeconomics is great, just saying—, and that we should dump the secrecy that surrounds remuneration.
Where to start when kicking-off an agile transition?
Usually, tools and processes are smallest the common denominator among all participants, as they are at the core of the grand scheme of agile things.
It is a rare occasion that you start from scratch with a brand-new team without an existing product, probably even in a more or less nascent organization, for example a startup.
In most cases, an existing product delivery organization with available products, and services will go “agile“. In this case, turning attention to the available product backlog is a pragmatic first step. The following process describes what aspects need to be attended to to optimize the outcome.
Peer Recruiting is the new hiring: In the near future, all creative, technology-based organizations will need to abandon the command & control structures that served the industrial world of the 20th century so well. Instead, they will reorganize themselves around autonomous teams to deal with the complexity and pace of innovation of the 21st century.
In such an agile world, recruiting will become a team decision, and the role of the human resources department will change into a supportive one. Recruiters will need to become servant leaders or facilitators, guiding the peer recruiting process.
The following guide to peer recruiting is based on my own experience in participating in the recruiting of such team members with Scrum-related roles over the last five years. This first article will cover the Scrum master role.
This fourth part of the Lean User Tests series focuses on equipment and location: What hard- and software do you need to run your user tests, and where to run them? (Spoiler alert: It’s preferably not your office.)
How are your preparations progressing? If anything is impeding you from reaching this goal, please do not hesitate to contact me by commenting this post, and I will gladly help you.
Stakeholder communication: It is simply not enough for an agile product development organization to create great code and ship the resulting product like a clockwork. You also need to talk about it, particularly in the beginning of your agile transition. Marketing the agile journey of product and engineering to the rest of the organization—and thus getting their buy-in—is a critical success factor to step up the game: You want to become agile, not “do agile”.
So, learn more about ten proven stakeholder communications tactics that contribute to making this happen.
This part of the Lean User Tests series focuses on selecting and inviting interviewees: Who is a suitable candidate, how to invite them and why you will need replacement candidates.
You should now be around three to four weeks away from your next—or first—user test. If anything is impeding you from reaching that goal, please do not hesitate to contact me by commenting this post, and I will gladly help you.
Disclaimer: Of course, this post is in no way intended to be gender-specific. In my experience, there is no difference between the Scrum pop and the Scrum mom. This post is all about the emerging trend of Scrum helicopter parenting.
Beware the Scrum Mom
Trying to be supportive and do good, is most of the time a honorable thing. This is particularly true in your capacity as a Scrum master. However, doing too much good can quickly have the opposite effect. It’s a known Scrum anti pattern, often referred to as the Scrum mom syndrome.
Read on to learn more about its manifestations, and the damage to your team caused by being overly protective.
From Scrum master to product owner, this set of questions addresses the future collaboration between the both and the rest of the team. The questions have been modeled after some basic principles, that high performing teams have in common. (You can read more on this topic in Marty Cagan’s post Product Success.)
20 Questions to Ask the Product Owner to Get up to Speed as a New Scrum Master
In a world where data-driven decision making is often prevalent, some people feel uncomfortable with agile methodologies as those provide only a few useful metrics. One of those few, however, is the cycle time from idea to shipping a valuable product increment to your customers.
If you want to optimize this metric for your organization, speeding up your product discovery process is essential. And this requires two things: a) rapid prototyping and b) people to test your prototypes with. That’s the main reason why running user tests continuously is so important.
Learn how to best organize and run user tests in this series of six blog posts. Today, we start with answering the “why” question and what huge benefits user tests will provide to your product discovery and delivery process.
When dealing with product roadmap failure, stop debating whether you are doing product roadmaps “right”, or whether roadmaps are evil. Look instead at the job you are hiring your roadmap to achieve. And then ask if the roadmap is the best tool for the job.
14 Common Product Roadmap Failures
A Summary of Almost all Methodology Debates on Twitter
Roadmap Needs and Being Awesome
New to Product Management? What is a product roadmap? For a standard definition see here.
Agile turns into micromanagement as a result of the middle management’s resistance to change. Despite better knowledge, changing an organization into a learning one, that embraces experimentation and failure is not in the best interest of everybody. Self-organizing, empowered teams often conflict with the middle management’s drive to execute on personals agendas.
The agile consulting industry repackages an originally human-centered, technology-driven philosophy into a standardized, all-weather project-risk mitigating methodology. Sold to command & control organizations, their middle managers turn “Agile” into a 21. century adoption of Taylorism for knowledge workers. Beyond this meta-level, the reasons, why engineers despise Agile, fall into five categories: Control, manipulation, monitoring, technology and teamwork.
You want to know the state of agility in your organization? Here we go: Download the checklist, distribute it generously among your colleagues and run a quick poll. It will only take 5 minutes of their time–and then run an analysis on their feedback. If the average number of checkboxes marked is higher than nine, then you are probably practicing cargo cult agile. Consider changing it. Or abandon your agile experiment all together. But don’t refer to it as “agile” any longer.
Everyday Failures in Applying Agile
Agile methodologies, like Scrum, have been on the rise across organizations of all kind and sizes for some years by now. Many consultants responded to the increasing demand for agile practitioners, particularly from corporate organizations, with rebranding themselves.
Customer care as entity, its function and status within a company, can act as a good litmus test for a company’s culture, its product management, and thus its potential for innovation and agile change.
If customer care is regarded solely as a cost center that needs to be outsourced, agile change is unlikely to happen in that organization.
20 questions for you — the new Scrum master — that fit into a 60 minutes time-box. Start learning how the new Scrum team is currently working and get up to speed. Download an easy printable template for your convenience.
Start Learning the Ropes in 60 Minutes
I was recently asked to participate in the product backlog grooming of a team that was looking for a new Scrum master. I was skeptical in the beginning. I had only limited knowledge about the project—a commercial website based on a CMS—, the grooming session was time-boxed to 60 minutes, and I hadn’t met the team members before beyond a very brief “hello”.
So, I prepared a questionnaire with topics I wanted to learn more about, and listened to the team grooming several user stories asking questions from the list when appropriate. Surprisingly, the insights turned out to be much more qualified than I expected. Particularly, the low-hanging (user story and Scrum improvement) fruits could be identified rather easily.
Scrum Master Hiring: Demand Creates Supply and the Job Market for Agile Practitioners is No Exception
Maybe, “Agile” in general is a management fad and not trend at the moment. But what we can say for sure is that Scrum has become very popular for software development purposes. A seasoned Scrum master is nowadays in high demand. And that demand causes the market-entry of new professionals from other project management branches, probably believing that reading one or two Scrum books will be sufficient.
If you are looking to fill a position for a Scrum master (or agile coach) in your organization, you may find the following 38 interview questions useful to identify the right candidate. They are derived from my ten years of practical experience with XP as well as Scrum, serving both as Product owner and Scrum master as well as interviewing dozens of Scrum master candidates on behalf of my clients.
Yes, even absolute beginners can prototype an app. And learn a lot about product management, product design and user experience along the way. It is a low cost exercise that will greatly improve communication within your organization.
Intro: Why Organize an App Prototyping Workshop?
A few weeks ago, I wrote a post titled “No More LEGO® At Agile Workshops – I Am Tired Of Building Airports” expressing my annoyance with the common practice of exercises in workshops that use an inappropriate means in my eyes. I also promised to experiment with an alternative: Building app prototypes, utilizing one of the many prototyping apps in the market. And here is what I have learned over three workshops into this experiment.
The end of 2015 is nearing and it’s product roadmap building time again—at least for those companies that are still dedicated to the old command-and-control model. In the next few weeks, execs and (key) stakeholders will come together and define what needs to be built to meet business demands in 2016. So, here are the seven best practices on how to build product roadmaps the agile way.
When I wrote the Agile Failure Patterns In Organizations post in October, I could not anticipate the feedback it would receive: Over 80 comments on the Hacker News thread and almost 15,000 readers on the blog and additional channels like DZone or Business2Community.
The Fine Line Between Risk Mitigation and Falling Back into Covering Your Butt
The team hasn’t met its commitments once. Not once.
The atmosphere was becoming thicker by the minute. The management was displeased with the progress of the project and was looking for answers, starring at a bunch of Jira charts, I prepared earlier. “How can we claim that we are working in Scrum mode, if the team is not sticking with the rules?”
Throughout the majority of projects I have been working on I could observe an obsession with burn-down charts and other Scrum metrics, mainly team commitments. And as a consequence, a side product of backlog grooming, estimation and sprint planning is elevated to the most important management indicator that “Agile” works: The team’s commitment is matching or outperforming its average velocity.
Building a valuable, useable and feasible product does not happen overnight. These are my four core learnings from focusing on customer value, looking back at the projects I have been pursuing over the years.
Lessons Learned #1: Customers Don’t Know What They Want. And You Cannot Just Ask Them.
It’s really hard to design products by focus groups. A lot of times, people don’t know what they want until you show it to them.
Age of Product’s Food for Thought of September 18th, 2016—shared with 4,585 peers— turns to Dark Scrum, and how the agile revolution is falling victim to its own success. We learn why leadership is overrated, and how self-organization requires to rethink its role.
We then dive deep into how to navigate the dangerous waters of office and project politics, and we learn how to say “No” without killing ourselves in the process.
We also understand the importance of playing to improve your life & work, and we check out mental models for product managers, including the lastest “CynAgileanUXanbanicrumify” trend.
Last, but not least, we learn how to avoid building bad features by keeping our customer-centricity mojo and prioritizing in the right way, and we pick up Elon Musk’s inspiring view of future, and what we should be working on.
Age of Product’s Food for Thought of September 11th, 2016—shared with 4,435 peers—again turns to the question: What is Agile, agile, or probably “Agile”. With 70+ agile practices, we have a look at meaningful agile metrics, and how Scrum helps the FBI to track the bad guys. Nevertheless, we need to ask: What’s wrong with Scrum?
We then dive deep into product managers fooling themselves prior to burning out, and what you can do about it.
We also learn, what features a “good” team at Google—spoiler alert: being smart doesn’t suffice—, and why zero bullsh*t Lean is good product management. (If your backlog feels like a black hole, you want to listen to that podcast.)
Last, but not least, we deconstruct Theranos’ precocious “founder” in an epic story. And we learn that the former Apple engineer who led the transition of the Mac to Intel processors, wasn’t consider a match for a Genius Bar job in an Apple store—at the age 54.
Welcome to the era of ageism and enjoy a great Sunday!
Age of Product’s Food for Thought of September 4th, 2016—shared with 4,331 peers—explains the two agile camps—Manifesto-based agile mindset vs. selling packaged “Agile”, so to speak—, ventures out into hostile territories, and brushes up your framework knowledge with a handy cheat-sheet.
We then dive deep into learnings from Fortune 500 product teams running lean experiments, and what the modern product designer role covers. We enjoy the 100+ cognitive biases cheat-sheet—no more fooling yourself—, and finally have to ask: Do we really need Product Managers?
Last, but not least, we learn how Trello builds & scales its fabulous tool, and why management is too important to be left up to managers alone. Enjoy a great Sunday!