TL; DR: Bottom of Agile, Velocity Forecasting Spreadsheet—Food for Agile Thought #292
Welcome to the 292nd edition of the Food for Agile Thought newsletter, shared with 31,223 peers. This week, we get to the Bottom of Agile; we point at the benefits of journaling regarding modern leadership competencies, and we delve into the advantages and psychology of slack time. Additionally, we appreciate Troy Magennis’ updated ‘Throughput or Velocity Forecasting Spreadsheet’ for easy Monte Carlo forecasting of agile work.
We then address five PO anti-patterns what you can do about them; we introduce the three-step ‘Not Impossible, Just Too Expensive’ approach to problem-solving, and we point at the danger of merely copying what other companies do without understanding the why behind them.
There are plenty of failure possibilities with Scrum. Given that Scrum is a framework with a reasonable yet short “manual,” this effect should not surprise anyone. However, creating Product Increments that “over-deliver” in scope or quality — also known as gold-plating — with regard to the previous refinement agreement demonstrates that the Developers need to acquire a more entrepreneurial mindset and embrace their responsibility.
Join me and explore the reasons and the consequences of this Sprint anti-pattern in 109 seconds.
Contrary to popular belief, the Scrum Master success principles are tangible, when we guide the analysis with an outside perspective.
Read on and discover four Scrum Master success principles: From when not to use Scrum to product quality to supporting the Product Owner to putting self-management at the center.
TL; DR: Hypotheses Validation, Measuring Productivity—Food for Agile Thought #291
Welcome to the 291st edition of the Food for Agile Thought newsletter, shared with 31,152 peers. This week, we delve into hypotheses validation, and we shine a light on why it is often hard to have an authentic conversation and what you can do about it. We also stress the importance of modeling and measuring culture and analyze critical problems at the leadership level of organizations that result in a 70 % failure rate of transformations.
We then wonder why so many product managers want to create strategies while we derive all the signals for further product growth from the operational work in the trenches. We appreciate a new ebook on dealing with difficult stakeholders and critical situations, and we learn a simple approach to measuring team productivity: Don’t touch velocity!
Lastly, we learn that Gitlab identified a new DevOps maturity model.
There are plenty of failure possibilities with Scrum. Given that Scrum is a framework with a reasonable yet short “manual,” this effect should not surprise anyone. Turning the Sprint Retrospective into a Blame Game Retrospective demonstrates a Scrum team’s lack of skills and professionalism.
Join me and explore the reasons and the consequences of this Sprint Retrospective anti-pattern in 83 seconds.
There are plenty of Product Owner failures. Given that Scrum is a framework with a precise and concise yet short “manual,” this effect should not surprise anyone.
Explore with me three widespread examples of how Product Owners fail their team in three short video clips, totaling 6 minutes and 9 seconds.
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