TL; DR: Scrum’s Essence, the New New Scrum Master—Food for Agile Thought #241
Welcome to the 241st edition of the Food for Agile Thought newsletter, shared with 26,408 peers. This week, we brush up our understanding of Scrum’s essence; we indulge ourselves in collective wisdom regarding Scrum’s first principles, and we embrace a state that nowadays is more important than ever—trust, leading to psychological safety.
We also analyze Product Owner roles—there are six of them—; we enjoy an inside view at Amazon’s culture, and we reflect about roadmaps, design problems, and testing assumptions within the Jobs-to-be-done framework.
Lastly, we come back to the Scrum Master role and learn how working with distributed teams requires to rethink it.
TL; DR: Accurate Estimates, Remote Productivity—Food for Agile Thought #240
Welcome to the 240th edition of the Food for Agile Thought newsletter, shared with 26,317 peers. This week, we revisit the fallacy of accurate estimates; we delve into a study revealing massive increases in the cycle and release time metrics of development teams since going remote, and we enjoy a view at a different world of agile testing and quality.
We also learn about product management by nagging; we tackle feature request handling, and we analyze the essence of a decent Sprint Goal.
Lastly, we check the latest recommendations of the Dark Side of Agile; this time, they can ensure the productivity of your now remote workers. (Won’t we all want to be that confident?)
TL; DR: Spotify Model Fallacy, Remote Discovery—Food for Agile Thought #239
Welcome to the 239th edition of the Food for Agile Thought newsletter, shared with 26,242 peers. This week, we point again at the Spotify Model fallacy; we understand the importance of empowered engineers to break out of the feature factory paradigm, and we put the org chart into the spotlight, the gateway to realizing change.
We also learn how to continue our product discovery efforts in today’s world of virtual communication; we look at the roots of innovation, and we are relieved that design sprints are open again for business—with a remote working guide from the maestro himself.
Lastly, we embrace an epic list of remote working resources, courtesy of InfoQ.
TL; DR: Development Culture, Levels of Autonomy—Food for Agile Thought #238
Welcome to the 238th edition of the Food for Agile Thought newsletter, shared with 26,169 peers. This week, we delve into the findings of the latest Software Development Culture and Methods Report—spoiler alert: Liberating Structures are becoming something big—; we differentiate between different development levels of distributed organizations, and we learn that Zoom is safe to use despite all of the fear-mongering.
We also explore the differences between Impact Mapping and various other product frameworks; we embrace the idea that product discovery does not require a product team to be co-located, and we revisit the shift of product planning to customer-centricity.
Lastly, we applaud Dave Dame for sharing with us how he navigates the struggles of Cerebral Palsy.
TL; DR: Work From Home Is Here to Stay, OKRs & COVID-19—Food for Agile Thought #237
Welcome to the 237th edition of the Food for Agile Thought newsletter, shared with 26,112 peers. This week, we are warming up to the idea that Work From Home is here to stay. Also, we appreciate plenty of resources on how to work as a distributed team, and we consider how to handle OKRs in a time of uncertainty.
We also dive into collaboration & conflict as a product leader; we learn how to discover customers without leaving the office, and we dare to see the crisis as an opportunity, inspecting proven innovation frameworks in the process.
Lastly, we are inspired by a set of questions true servant-leaders ask themselves every day.
TL; DR: Back to Agile Roots, Zoom’s Bad Rep—Food for Agile Thought #236
Welcome to the 236th edition of the Food for Agile Thought newsletter, shared with 26,031 peers. This week, we explore how the adoption of Agile outside the software industry may have cut the agile roots; we are pleased to learn that Zoom’s CEO got the memo, and we embrace Strategy Knotworking to inspect and adapt our plans in uncertain times.
We also reflect on how to best deal with difficult people; we oppose the idea that tech, design, and product are infighting factions, and we learn more about genuine innovation beyond mercenary engineers implementing stakeholder requirements.
Lastly, we applaud Shane Parrish for pointing at the obvious: that merely excelling at one thing might prove to be tricky in a VUCA world.
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