Podcasts about Agile

Technology can scale almost everything—except human experience. In a world driven by efficiency, what does it mean to design for how people truly feel? It's about transforming user interactions into ongoing insight and innovation, rooted in empathy and understanding.  This week, Dave, Esmee and Rob talk to Kevin Magee, Chief Technology Officer at All human about helping organizations transform customer experiences with a focus on design, engineering, and what is called "digital performance."  TLDR:00:41 Introduction of Kevin Magee with Guinness or sparkling water?03:23 Rob wonders, is Apple really opening up its ecosystem?11:40 Deep dive with Kevin into design, engineering, and digital performance36:30 How tools built for one purpose can transform entire systems48:35 Weekend city breaks and pursuing a master's in psychology  GuestKevin Magee: https://www.linkedin.com/in/kevinmagee/ HostsDave Chapman: https://www.linkedin.com/in/chapmandr/Rob Kernahan: https://www.linkedin.com/in/rob-kernahan/Esmee van de Giessen: https://www.linkedin.com/in/esmeevandegiessen/ ProductionMarcel van der Burg: https://www.linkedin.com/in/marcel-vd-burg/Dave Chapman: https://www.linkedin.com/in/chapmandr/ SoundBen Corbett: https://www.linkedin.com/in/ben-corbett-3b6a11135/Louis Corbett:  https://www.linkedin.com/in/louis-corbett-087250264/ 'Cloud Realities' is an original podcast from Capgemini

Darryl Wright: Why AI Adoption Will Fail Just Like Agile Did—Unless We Change Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. "People are looking to AI to solve their problems, and they're doing it in the same way that they previously looked to Agile to solve their problems for them. The problem with that is, of course, that Agile doesn't solve problems for you. What it does is it shines a light on where your problems are." - Darryl Wright The world has gone AI crazy, and Darryl sees history repeating itself in troubling ways. Organizations are rushing to adopt AI with the same magical thinking they once applied to Agile—believing that simply implementing the tool will solve their fundamental problems. But just as Agile reveals problems rather than solving them, AI will do the same. Worse, AI threatens to accelerate existing problems: if you have too many things moving at once, AI won't fix that, it will amplify the chaos. If you automate a bad process, you've simply locked in badness at higher speed. As Darryl points out, when organizations don't understand that AI requires them to still do the hard work of problem-solving, they're setting themselves up for disillusionment, and in five or twenty years, we'll hear "AI is dead" just like we now hear "Agile is dead." The challenge for Scrum Masters and Agile coaches is profound: how do you help people with something they don't know they need? The answer lies in returning to first principles. Before adopting any tool—whether Agile or AI—organizations must clearly define the problem they're trying to solve. As Einstein reportedly said, "If I had an hour to solve a problem, I'd spend 55 minutes thinking about the problem and 5 minutes thinking about solutions." Value stream mapping becomes essential, allowing teams to visualize where humans and AI agents should operate, with clear handovers and explicit policies. The cognitive load on software teams will increase dramatically as AI generates more code, more options, and more complexity. Without clear thinking about problems and deliberate design of systems, AI adoption will follow the same disappointing trajectory as many Agile adoptions—lots of activity, little improvement, and eventually, blame directed at the tool rather than the system. Self-reflection Question: Are you adopting AI to solve a clearly defined problem, or because everyone else is doing it? If you automated your current process with AI, would you be locking in excellence or just accelerating dysfunction? [The Scrum Master Toolbox Podcast Recommends]

Darryl Wright: The Agile Team That Committed to Failure for 18 Sprints Straight Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. "As Deming said, a bad system will beat a good person every time." - Darryl Wright Darryl was called in to help a struggling team at a large energy retailer. The symptoms seemed straightforward—low morale, poor relationships, and chronic underdelivery. But as he asked questions, a heartbreaking pattern emerged. The team had been "committing" to 110 story points per sprint while consistently delivering only 30. For 18 sprints. When Darryl asked why the team would commit to numbers they couldn't possibly achieve, the answer was devastating: "The business needs that much." This wasn't a problem of skill or capability—it was learned helplessness in action. Sprint after sprint, the team experienced failure, which made them more despondent and less effective, creating a vicious downward spiral. The business lost trust, the team lost confidence, and everyone was trapped in a system that guaranteed continued failure. When Darryl proposed the solution—committing to a realistic 30 points—he was told it was impossible because "the business needs 110 points." But the business wasn't getting 110 points anyway. They were getting broken promises, a demoralized team, stress leave, high churn, and a relationship built on distrust. Darryl couldn't change the system in that case, but the lesson was clear: adult people who manage their lives perfectly well outside work can become completely helpless inside work when the system repeatedly tells them their judgment doesn't matter. As Ricardo Semler observes in Maverick!, people leave their initiative at the door when organizations create systems that punish honest assessment and reward false promises. Self-reflection Question: Is your team committing to what they believe they can achieve, or to what they think someone else wants to hear? What would happen if they told the truth? Featured Book of the Week: Better Value, Sooner, Safer, Happier by Jonathan Smart Darryl describes Better Value, Sooner, Safer, Happier by Jonathan Smart as a treasure trove of real-life experience from people who have "had their sleeves rolled up in the trenches" for decades. What he loves most is the authenticity—the authors openly share not just their successes, but all the things that didn't work and why. One story that crystallizes the book's brilliance involves Barclays Bank and their ingenious approach to change adoption. Facing resistance from laggards who refused to adopt Agile improvements despite overwhelming social proof, they started publishing lists of "most improved teams." When resisters saw themselves at the bottom of these public lists, they called to complain—and were asked, "Did you have improvements we didn't know about?" The awkward pause would follow, then the inevitable question: "How do I get these improvements?" Demand creation at its finest. Darryl particularly appreciates that the authors present at conferences saying, "Let me tell you about all the things we've stuffed up in major agile transformations all around the world," bringing genuine humility and practical wisdom to every page. [The Scrum Master Toolbox Podcast Recommends]

Darryl Wright: When Enthusiasm Became Interference—Learning to Listen as a Scrum Master Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes.   "Wait stands for Why Am I Talking? Just ask yourself, wait, why am I talking? Is this the right moment for you to give an idea, or is this the right moment to just listen and let them have space to come up with ideas?" - Darryl Wright   Early in his Agile journey, Darryl was evangelically enthusiastic about the principles and practices that had transformed his approach to leadership. He believed he had discovered the answers people were seeking, and his excitement manifested in a problematic pattern—he talked too much. Constantly jumping in with solutions, ideas, and suggestions, Darryl dominated conversations without realizing the impact. Then someone pulled him aside with a generous gift: "You're not really giving other people time to come up with ideas or take ownership of a problem."  They introduced him to WAIT—Why Am I Talking?—an acronym that would fundamentally shift his coaching approach. This simple tool forced Darryl to pause before speaking and examine his motivations. Was he trying to prove himself? Did he think he knew better? Or was this genuinely the right moment to contribute? As he practiced this technique, Darryl discovered something profound: when he held space and waited, others would eventually step forward with insights and solutions.  The concept of "small enough to try, safe enough to fail" became his framework for deciding when to intervene. Not every moment requires a Scrum Master to step in—sometimes the most powerful coaching happens in silence. By developing better skills in active listening and learning to hold space for others, Darryl transformed from someone who provided all the answers into someone who created the conditions for shared leadership to emerge.   In this episode, we refer to David Marquet's episodes on the podcast for practical techniques on holding space and enabling leadership in others.   Self-reflection Question: When was the last time you caught yourself jumping in with a solution before giving your team space to discover it themselves? What would happen if you waited just five more minutes?   [The Scrum Master Toolbox Podcast Recommends]

This episode dives into one of the most "avoided" skills in career growth — networking that actually matters. Josh and Bob pull back the curtain on how real connections, not polished résumés, shape opportunities, careers, and even leadership credibility.The conversation hits on a key truth: too many professionals are obsessing over self-improvement in isolation — certifications, frameworks, “personal brands” — while ignoring the real engine of progress: people. Relationships. Community.This is not about transactional networking. It's about building a system of genuine connection — one that gives, supports, and keeps you growing long after your current role.Not sure where to start, you can give Bob's Moose Herd a shot. 20-Minute Networking Meeting Book that Josh referenced.Stay Connected and Informed with Our NewslettersJosh Anderson's "Leadership Lighthouse"Dive deeper into the world of Agile leadership and management with Josh Anderson's "Leadership Lighthouse." This bi-weekly newsletter offers insights, tips, and personal stories to help you navigate the complexities of leadership in today's fast-paced tech environment. Whether you're a new manager or a seasoned leader, you'll find valuable guidance and practical advice to enhance your leadership skills. Subscribe to "Leadership Lighthouse" for the latest articles and exclusive content right to your inbox.Subscribe hereBob Galen's "Agile Moose"Bob Galen's "Agile Moose" is a must-read for anyone interested in Agile practices, team dynamics, and personal growth within the tech industry. The newsletter features in-depth analysis, case studies, and actionable tips to help you excel in your Agile journey. Bob brings his extensive experience and thoughtful perspectives directly to you, covering everything from foundational Agile concepts to advanced techniques. Join a community of Agile enthusiasts and practitioners by subscribing to "Agile Moose."Subscribe hereDo More Than Listen:We publish video versions of every episode and post them on our YouTube page.Help Us Spread The Word: Love our content? Help us out by sharing on social media, rating our podcast/episodes on iTunes, or by giving to our Patreon campaign. Every time you give, in any way, you empower our mission of helping as many agilists as possible. Thanks for sharing!

In this week's episode, we're diving into one of the most transformative approaches in modern software development — Agile. This is more than just a buzzword or a set of rituals; Agile represents a mindset shift that's changed how teams build, collaborate, and deliver value. Join us as we explore what makes Agile successful, the benefits organizations can expect when it's done right, and what it really takes to lead an Agile transformation — from individuals and teams to the entire enterprise. We're unpacking the principles, challenges, and best practices behind becoming truly Agile this week on ASCII Anything!

Welcome to "100 Terms for YOUR PMP Exam Success" - your ultimate guide to mastering the Project Management Professional (PMP) exam. As a globally recognized certification, the PMP exam tests your knowledge and skills in managing projects from start to finish, including initiating, planning, executing, monitoring and controlling, and closing.This guide is designed to help you navigate the complex world of project management by breaking down 100 essential terms that you'll need to know for the exam. Each term is explained in clear, concise language and includes examples and scenarios to help you understand how it applies in real-world situations.Whether you're new to project management or a seasoned professional looking to enhance your skills and credentials, this guide will provide you with the knowledge and confidence you need to succeed on the PMP exam and in your career. So let's get started!Are YOU Looking to Take the Exam? Sign up: http://projectmanagementmasterclass.com

Il PMI è all'avanguardia nell'applicazione dell'intelligenza artificiale al Project Management: oltre ad aver prodotto studi e corsi, nel 2025 ha lanciato la certificazione Certified Professional in Managing AI (PMI-CPMAI)™.

LIVE FROM LONG BEACH! Join us live from the Atlassian Builders' Summit as we see how Atlassian community members and JirAmigos get together and exchange ideas on Atlassian administration, Forge development, and Agile ways of working. Hear from attendees such as Josh Golosinskiy of GRYD.IO on the experience and see what's happening in real time.Thank you to Revyz for backing us up and making The Jira Life possible. https://www.revyz.io/The Jira Life=====================================Having trouble keeping up with when we are live? Sign up for our Atlassian Community Group!https://ace.atlassian.com/the-jira-life/Or Follow us on LinkedIn!  / the-jira-life  Become a member on YouTube to get access to perks:https://www.youtube.com/@thejiralife/...Hosts:Alex "Dr. Jira" Ortiz   / alexortiz89  ⁠⁠   / @apetechtechtutorials  ⁠ Rodney "The Jira Guy" Nissen / rgnissen  ⁠⁠https://thejiraguy.com⁠ Sarah Wright  / satwright  ⁠ Producer:"King Bob" Robert Wen   / robert-wen-csm-spc6-a552051  Executive Producer: Lina OrtizMusic provided by Monstercat:=====================================Intro: Nitro Fun - Cheat Codes   / monstercat  Outro: Fractal - Atrium   / monstercatinstinct  

EP149 — ¿Es Scrum el que falla o qué?, con Cristian Arias y Camilo Velasquez¿Está Scrum Roto?, ¿lo han roto?, ¿siempre estuvo Roto?, ¿qué tanto hay de cierto en que la culpa no es la herramienta sino quien la usa? ¿será que la utilidad intrinseca de Scrum se ha mantenido constante? o por el contrario ha demostrado que no es apto a entornos realistas?.De estos temas platicaremos en este episodio, junto a nuestros amigos Camilo Velasquez y Christian Arias.Qué te puedes llevar de este episodio?:Scrum es un punto de partida, no el destino final de la agilidad.La rigidez de Scrum puede ser positiva para equipos o individuos que están iniciando la agilidad.El objetivo primordial no es implementar Scrum, sino entregar valor al negocio.La mayoría de las implementaciones de Scrum en la práctica no siguen la guía al pie de la letra.Scrum se queda corto porque fue diseñado originalmente para equipos de desarrollo de software y no para la complejidad organizacional actual.El framework se enfoca más en el output (la entrega) que en el outcome (el valor o resultado de negocio).Es esperable que las organizaciones huyan de Scrum o de su versión inicial después de unos años y migren a modelos híbridos o de flujo (Kanban).En este episodio participan las hormigas Antonio Gallardo Burgos y Rodrigo Burgos, junto con las hormigas invitadas: Camilo Velasquez y Christian Arias.Si deseas conocer más sobre este episodio y todos los demás, visita el sitio: HormigasAgilistas.CL o en https://medium.com/hormigas-agilistas/¡Gracias por ser parte del Universo de Hormigas Agilistas!IMPORTANTE: Siempre es bueno recordar que en Hormigas Agilistas Podcasts no somos buscadores de la verdad, el objetivo acá no es indicar los que se debe hacer; más bien, abrimos el micrófono para que las personas puedan contar sus experiencias, sus ‘heridas de guerra', y así los oyentes puedan tomar lo que más le haga sentido en sus organizaciones y avanzar en la mejora continua.#Scrum #Agilidad #Kanban #HormigasAgilistas

Alex Sloley: How to Coach POs Who Treat Developers Like Mindless Robots In this episode, we refer to the previous episodes with David Marquet, author of Turn the Ship Around! The Great Product Owner: Trust and the Sprint Review That Changes Everything Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. "She was like, oh my gosh, I've never seen this before, I didn't think it was possible. I just saw you deliver stuff in 2 weeks that I can actually use." - Alex Sloley In 2011, Alex worked with a client organization creating software for external companies. They needed a Product Owner for a new Agile team, and a representative from the client—who had never experienced Scrum—volunteered for the role. She was initially skeptical, having never witnessed or heard of this approach. Alex gently coached her through the process, asking her to trust the team and be patient. Then came the first Sprint Review, and everything changed. For the first time in her career, she saw working product delivered in just two weeks that she could actually touch, see, and use. Her head exploded with possibility. Even though it didn't have everything and wasn't perfect, it was remarkably good. That moment flipped a switch—she became fully engaged and transformed into a champion for Agile adoption, not just for the team but for the entire company. Alex reflects that she embodied all five Scrum values: focus (trusting the team's capacity), commitment (attending and engaging in all events), openness (giving the new approach a chance), respect (giving the team space to succeed), and courage (championing an unfamiliar process). The breakthrough wasn't about product ownership techniques—it was about creating an experience that reinforced Scrum values, allowing her to see the potential of a bright new future. Self-reflection Question: What practices, techniques, or processes can you implement that will naturally and automatically build the five Scrum values in your Product Owner? The Bad Product Owner: When Control Becomes Domination Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. "They basically just owned the team. The developers on the team might as well have been mindless robots, because they were being assigned all the work, told how much work they could do in a sprint, what the work was." - Alex Sloley In 2018, while working with five interconnected Product Owners, Alex observed a Sprint Planning session that revealed a severe anti-pattern. One Product Owner completely controlled everything, telling the team exactly what work they would take into the Sprint, assigning specific work to specific people by name, and dictating precisely how they would implement solutions down to technical details like which functions and APIs to use. The developers were reduced to helpless executors with no autonomy, while the Scrum Master sat powerless in the corner. Alex wondered what caused this dynamic—was the PO a former project manager? Had the team broken trust in the past? What emotional baggage or trauma led to this situation? His approach started with building trust through coffee meetings and informal conversations, crucially viewing the PO not as the problem but as someone facing their own impediment. He reframed the challenge as solving the Product Owner's problem rather than fixing the Product Owner. When he asked, "Why do you have to do all this? Can't you trust the team?" and suggested the PO could relax if they delegated, the response was surprisingly positive. The PO was willing to step back once given permission and assurance. Alex's key lesson: think strategically about how to build trust and who needs to build trust with whom. Sometimes the person who appears to be creating problems is actually struggling under their own burden. Self-reflection Question: When you encounter a controlling Product Owner, do you approach the situation as "fixing" the PO or as "solving the PO's problem"? How might this reframe change your coaching strategy? [The Scrum Master Toolbox Podcast Recommends]

Les dark patterns sont des techniques de design qui manipulent les utilisateurs de manière subtile pour les inciter à effectuer des achats ou des actions sans qu'ils en aient conscience.Par exemple, les réseaux sociaux sont criblés de dark patterns. Avec des mécanismes tels que le scroll infini ou le système de récompense basé sur les likes, tout est fait pour maintenir l'attention des utilisateurs et encourager une consommation excessive.On tente de définir la frontière entre un design qui optimise l'expérience utilisateur et un design qui devient manipulateur. Et bien sûr, on souligne l'importance d'une approche éthique du design.Dans cet extrait, on évoque les points suivants :➡️ Dark patterns ou comment pousser l'utilisateur à l'achat➡️ Frontière entre design efficace et manipulation➡️ Comment créer et promouvoir un design plus éthique➡️ Les dark patterns utilisés par les réseaux sociauxRetrouvez Paul :Sur LinkedIn : https://www.linkedin.com/in/paul-terrasson-duvernon/Sur Substack : https://thethinkinggallery.substack.com/Si cet épisode vous a plu, pensez à laisser une note et un commentaire - c'est la meilleure façon de faire découvrir le podcast à d'autres personnes !Envoyez-moi une capture de cet avis (LinkedIn ou par mail à dx@donatienleon.com) et je vous enverrai une petite surprise en remerciement.

Alex Sloley: Why Sticky Notes Are Your Visualization Superpower in Retrospectives Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. "Like the smell, the vibe is something you feel. If you're having a successful impact on the organization or on teams as a Scrum Master, you can feel it, you can smell it. It's intangible." - Alex Sloley Alex introduces a compelling concept from Sumantra Ghoshal about "the smell of the workplace"—you can walk into an environment and immediately sense whether it smells like fresh strawberries and cream or a dumpster fire. In Australia, there's a cultural reference from the movie "The Castle" about "the vibe of the thing," and Alex emphasizes that as a successful Scrum Master, you can feel and smell when you're having an impact. While telling executives you're measuring "vibe" might be challenging, Alex shares three concrete ways he's measured success. The key insight is that success isn't always measurable in traditional ways, but successful Scrum Masters develop an intuition for sensing when their work is making a meaningful difference. Self-reflection Question: Can you articulate the "vibe" or "smell" of your current team or organization? What specific indicators tell you whether your Scrum Master work is truly making an impact beyond the metrics? Featured Retrospective Format for the Week: Sticky Notes for Everything Alex champions any retrospective format that includes sticky notes, calling them a "visualization superpower." With sticky notes, teams can visualize anything—the good, the bad, improvements, options, possibilities, and even metrics. They make information transparent, which is critical for the inspect-and-adapt cycle that forms the heart of Scrum. Alex emphasizes being strategic about visualization: identify a challenge, figure out how to make it visual, and then create experiments around that visualization. Once something becomes visible, magic happens because the team can see patterns they've never noticed before. You can use different sizes, colors, and positions to visualize constraints in the system, including interruptions, unplanned work, blocker clustering, impediments, and flow. This approach works not just in retrospectives but in planning, reviews, and daily scrums. The key principle is that you must have transparency in order to inspect, and you must inspect to adapt. Alex's practical advice: be strategic about what you choose to visualize, involve the team in determining how to make challenges visible, and watch as the transparency naturally leads to insights and improvement ideas. [The Scrum Master Toolbox Podcast Recommends]

The skills we teach today will decide the world we live in tomorrow but the digital skills gap is something we've been dealing with for decades, but it's growing faster than ever, it starts with kids and stretches all the way into late IT careers, and now we're finally taking a more connected, lifelong approach to closing it. This week, Dave, Esmee, and Rob speak with Mike Nayler, Director, National Security, Defense & Public Safety at AWS about the digital skills gap and explore how tech companies can help close it. TLDR:00:45 Introduction of Mike Nayler and the pros and cons of enterprise architects, based on a survey03:30 Rob is confused about AI replacing prompt engineers07:55 Conversation with Mike on the digital skills gap25:15 The real gap is between institutions and the people they aim to serve33:24 Mike heading back to school and writing essays againGuest Mike Nayler: https://www.linkedin.com/in/nayler/ HostsDave Chapman: https://www.linkedin.com/in/chapmandr/Rob Kernahan: https://www.linkedin.com/in/rob-kernahan/Esmee van de Giessen: https://www.linkedin.com/in/esmeevandegiessen/ ProductionMarcel van der Burg: https://www.linkedin.com/in/marcel-vd-burg/Dave Chapman: https://www.linkedin.com/in/chapmandr/ SoundBen Corbett: https://www.linkedin.com/in/ben-corbett-3b6a11135/Louis Corbett:  https://www.linkedin.com/in/louis-corbett-087250264/ 'Cloud Realities' is an original podcast from Capgemini

AI is forcing organizations to rethink how they operate. In this insightful conversation, Dave West and Yuval Yeret discuss the emerging need for a new organizational “operating system” that integrates AI into strategy, structure, and execution. They highlight the role of product thinking, OKRs, and continuous improvement in turning AI from hype into real business value.

Alex Sloley: Coaching Teams Trapped Between Agile Aspirations and Organizational Control Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. "The team says, oh, we want to try to do things this way, and the org keeps coming back and saying stuff like, no, no, no, you can't do that, because in this org, we don't allow that." - Alex Sloley Alex shares his current challenge working with a 10-person pilot Scrum team within a 1,500-person organization that has never done Agile before. While the team appears open-minded and eager to embrace agile ways of working, the organization continuously creates impediments by dictating how the team must estimate, break down work, and operate. Management tells them "the right way" to do everything, from estimation techniques to role-based work assignments, even implementing RACI matrices that restrict who can do what type of work. Half the team has been with the organization for six months or less, making it comfortable to simply defer to authority and follow organizational rules. Through coaching conversation, Alex explores whether the team might be falling into learned helplessness or simply finding comfort in being told what to do—both positions that avoid accountability. His experimental approach includes designing retrospective questions to help the team reflect on what they believe they're empowered to do versus what management dictates, and potentially using delegation cards to facilitate conversations about decision-making authority. Alex's key insight is recognizing that teams may step back from empowerment either out of fear or comfort, and identifying which dynamic is at play requires careful, small experiments that create safe spaces for honest dialogue. Self-reflection Question: When your team defers to organizational authority, are they operating from learned helplessness, comfort in avoiding accountability, or genuine respect for hierarchy? How can you design experiments to uncover the real dynamic at play? [The Scrum Master Toolbox Podcast Recommends]

Alex Sloley: When Toxic Leadership Creates Teams That Self-Destruct Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. "They would take notes at every team meeting, so that later on they could argue with team members about what they committed to, and what they said in meetings." - Alex Sloley Alex recounts working with a small team where a project manager created such a toxic environment that one new hire quit after just eight hours on the job. This PM would belittle team members publicly, take detailed notes to use as weapons in contract negotiations, and dominate the team through intimidation. The situation became so severe that one team member sent an email that sounded like a suicide note. When the PM criticized Alex's "slide deck velocity," comparing four slides per 15 minutes to Alex's one, he realized the environment was beyond salvaging. Despite coaching the team and attempting to introduce Scrum values, Alex ultimately concluded that management was encouraging this behavior as a control mechanism. The organization lacked trust in the team, creating learned helplessness where team members became submissive and unable to resist. Sometimes, the most important lesson for a Scrum Master is recognizing when a system is too toxic to change and having the courage to walk away. Alex emphasizes that respect—one of the core Scrum values—was completely absent, making any meaningful transformation impossible. In this segment, we talk about “learned helplessness”.  Self-reflection Question: How do you recognize when a toxic environment is being actively encouraged by the system rather than caused by individual behavior? What are the signs that it's time to exit rather than continue fighting? Featured Book of the Week: The Goal by Eliyahu M. Goldratt Alex describes his complex relationship with The Goal by Goldratt—it both inspires and worries him. He struggles with the text because the concepts are so deep and meaningful that he's never quite sure he's fully understood everything Goldratt was trying to convey. The book was difficult to read, taking him four times longer than other agile-related books, and he had to reread entire sections multiple times. Despite the challenge, the concepts around Theory of Constraints and systems thinking have stayed with him for years. Alex worries late at night that he might have missed something important in the book.  He also mentions reading The Scrum Guide at least once a week, finding new tidbits each time and reflecting on why specific segments say what they say. Both books share a common thread—the text that isn't in the text—requiring readers to dig deeper into the underlying principles and meanings rather than just the surface content. [The Scrum Master Toolbox Podcast Recommends]

Agile Estimation: Relative vs. AbsoluteEstimation in Agile isn't about predicting the future — it's about creating a shared understanding of work. Whether you're planning a sprint or sizing up your backlog, you're not aiming for perfect accuracy. You're trying to get close enough to make smart decisions as a team.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/

What You'll Learn:In this episode, hosts Patrick Adams and Andy Olrich discuss Andy's recent trip to the US for the Lean Solutions Global Summit. Andy, was a speaker and judge at the summit's Lean Solutions Competition. He notes the success of advanced manufacturing centers and the importance of lean and best practice tools. Patrick and Andy reflect on the new Lean Solutions office, emphasizing its immersive training environment and community service.About the Guest:Andy Olrich is a Business Improvement Specialist with over 25 years of experience driving meaningful change across industries including Mining, Manufacturing, Ports, Supply Chain and Logistics, Health, and Government services. With a strong foundation in trades and engineering, Andy has led Operations and Maintenance teams while leveraging formal expertise in Lean, Lean Six Sigma, Change Management, Agile, and related disciplines.Known for his energetic facilitation and people-focused approach, Andy combines a customer-centric mindset with a deep commitment to community engagement. As an international speaker, coach, and co-host of the Lean Solutions Podcast, he empowers individuals and organizations to enhance processes, reduce risk, improve customer experiences, and deliver sustainable outcomes.Links:North St. Partners WebsiteClick Here For Andy Olrich's LinkedIn

We are continuing our conversation with Nevine White, Senior VP of Finance at Greater Technology Together and a member of the Beyond Budgeting Round Table. Nevine has spent nearly two decades guiding organizations through the shift from rigid annual budgets to adaptive, rolling financial frameworks that enable true business agility.In this episode, Nevine discusses the challenges and success of empowering teams, the concept of embedded finance, and how transforming financial processes has fostered business agility, creativity, and resilience. Nevine details the importance of support structures, clear empowerment guidelines, and the impact of shifting from conventional budget models. Her transformative initiatives led to significant improvements in operational efficiency and organizational morale.00:00 Introduction to Agile Tales02:12 Empowerment in the Workplace03:44 Anecdote: The Importance of Clear Empowerment06:44 Introducing Embedded Finance10:17 Measuring Success and Overcoming Challenges12:59 Transforming Finance Teams18:10 The Impact of Abandoning Traditional Budgets22:40 Continuous Planning and Forecasting28:58 Conclusion Nevine's insights highlight that there's no one-size-fits-all playbook for financial agility. Instead, transformation requires experimentation, iteration, and courage to question the sacred cows of yearly budgets. Her experiences demonstrate how finance - often seen as the last function to change - can become a catalyst for business agility, resilience, and innovation.About Nevine White:Beginning her 35-year career in telecom engineering, Nevine moved on to leading the FP&A function for TW Telecom for two decades. There she championed powerful changes in financial planning that enabled an agile and effective management structure by eliminating traditional budgets. After the sale of the company, Nevine continued this work with Live Future Ready, leveraging her experience to support organizations in their financial transformation efforts across various industries. In 2019, Nevine joined Hargray Communications Group as the VP Accounting, before taking on building the Finance and Administrative functions for a broadband start-up. She is currently the Senior Vice President of Finance at Greater Technology Together, a leading network and security as a service firm. Recognized for her experience in finance agility and building effective teams, she has been featured at conferences and on podcasts, and enjoys sharing her learnings and experiences with all who are seeking to meaningfully change and enable their teams. You can follow Nevine on LinkedIn at https://www.linkedin.com/in/nevinewhite/Podcast music courtesy of www.purple-planet.comVisit us at https://www.ouragiletales.com/about

Alex Sloley: The Sprint Planning That Wouldn't End - A Timeboxing Failure Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. "Although I knew about the steps of sprint planning, what I didn't really understand was the box of time versus the box of scope." - Alex Sloley Alex shares a critical learning moment from his first team as a Scrum Master. After six months in the role, during an eight-hour sprint planning session for a four-week sprint, he successfully completed the "what" portion but ran out of time before addressing "how." Rather than respecting the timebox, Alex forced the team to continue planning for another four hours the next day—blowing the timebox by 50%. This experience taught him a fundamental lesson: the difference between scope-boxing and timeboxing. In waterfall, we try to control scope while time slips away. In Scrum, we fix time and let scope adjust. Alex emphasizes that timeboxing isn't just about keeping meetings short—it's about limiting work in process and maintaining focus. His practical tip: use visible timers to train yourself and your teams to respect timeboxes. This mindset shift from controlling scope to respecting time remains one of the most important lessons for Scrum Masters. Self-reflection Question: How often do you prioritize completing a planned agenda over respecting the timebox? What message does this send to your team about the values you're reinforcing? [The Scrum Master Toolbox Podcast Recommends]

Scrum Theatre and the Agile IllusionImagine your team having a perfect stand-up. Everyone's smiling, and it seems like everything is going smoothly. Everyone says that they do not have any blockers for today and that all's well. Each person on the team is relaxed, and your Scrum Master is grinning from ear to ear.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/

This episode isn't another AI hype session — it's a wake-up call.Josh and Bob dig into the growing trend of professionals outsourcing their craft to AI tools, whether it's writing code, managing products, or even “leading” through automation. The conversation gets real as Josh shares his own experiment of building a full product through AI (and what it cost him in confidence and skill).This is not an anti-AI rant. It's a rallying cry to stay grounded in human intelligence — your experience, judgment, curiosity, and teamwork. AI can augment your craft, but it should never replace it.If you've ever wondered where the line is between leveraging tools and losing your edge, this episode is your mirror moment.AI Coding Sucks - A view from a YouTube coding influencer on the state of AI codingStay Connected and Informed with Our NewslettersJosh Anderson's "Leadership Lighthouse"Dive deeper into the world of Agile leadership and management with Josh Anderson's "Leadership Lighthouse." This bi-weekly newsletter offers insights, tips, and personal stories to help you navigate the complexities of leadership in today's fast-paced tech environment. Whether you're a new manager or a seasoned leader, you'll find valuable guidance and practical advice to enhance your leadership skills. Subscribe to "Leadership Lighthouse" for the latest articles and exclusive content right to your inbox.Subscribe hereBob Galen's "Agile Moose"Bob Galen's "Agile Moose" is a must-read for anyone interested in Agile practices, team dynamics, and personal growth within the tech industry. The newsletter features in-depth analysis, case studies, and actionable tips to help you excel in your Agile journey. Bob brings his extensive experience and thoughtful perspectives directly to you, covering everything from foundational Agile concepts to advanced techniques. Join a community of Agile enthusiasts and practitioners by subscribing to "Agile Moose."Subscribe hereDo More Than Listen:We publish video versions of every episode and post them on our YouTube page.Help Us Spread The Word: Love our content? Help us out by sharing on social media, rating our podcast/episodes on iTunes, or by giving to our Patreon campaign. Every time you give, in any way, you empower our mission of helping as many agilists as possible. Thanks for sharing!

Go to www.LearningLeader.com for full show notes The Learning Leader Show with Ryan Hawk This is brought to you by Insight Global. If you need to hire one person, hire a team of people, or transform your business through Talent or Technical Services, Insight Global's team of 30,000 people around the world has the hustle and grit to deliver. www.InsightGlobal.com/LearningLeader My guest: Dave Berke is a retired US Marine Corps Officer, TOPGUN Instructor, and now a leadership instructor and speaker with Echelon Front, where he serves as Chief Development Officer. As a F/A-18 pilot, he deployed twice from the USS John C Stennis in support of combat operations in Iraq and Afghanistan. He spent three years as an Instructor Pilot at TOPGUN where he served as the Training Officer, the senior staff pilot responsible for the conduct of the TOPGUN course. Notes: July 2001: Plans Don't Survive Contact - Dave's Top Gun graduation exercise as flight lead. Wingman yells, "Showtime one-one break right!" - an F-5 snuck into formation. Dave was staring at the radar instead of looking out, had to fall out of formation, and ended up at the back instead of leading from the front. Mission successful, but nothing like he planned. Dave: "The outcome was still really good... except it was nothing like I thought it was going to be." Lesson: You're planning for the success of the outcome, not how you're going to do it. The most important attribute in a leader is humility. To be effective, you must be able to listen, learn, be flexible, and admit you're wrong sometimes. One of the biggest issues they deal with when working with leaders is ego and/or the inability to be humble. As leaders, we need to be self-aware enough to realize when our ego is getting the best of us. And surrounding ourselves with people who will help us know when that is happening as well. Be Fluid with Plans, Deliberate with Outcomes - Be really fluid and loose with plans, but deliberate about aligning the team on outcomes. Dave grew up as a control freak, OCD planner. Dave: "In life, it's just not how life works... If you can align on the mission and outcome, and you are very open-minded that there are a lot of different ways to get there, you're far more likely to be successful." The military saying, "The enemy gets a vote." Ryan's quarterback coach after an interception: "He's on scholarship too, you know?" Process: How You Create It Matters Most - Process is important, but how you create it matters most. If you agree on the outcome, the conversation should be less about agreement, more about "When you talk about step one, what are you thinking? How does this lead to step two?" The process has to be organic. When you create it, you're more likely to maneuver around challenges. Book Dedication: Chris and Kat - Book dedicated to Corporal Chris Leon and his mother, Kat. Chris was a radio operator on Dave's 13-man Anglo team. June 20, 2006, Chris was killed by an enemy sniper in Iraq - first Anglican Marine killed there. Dave's son is Matthew Leon Burke - took Chris's last name. Chris's mom Kat is Aunt Kat to Dave's family. Dave: "I always say I really deep down wish I didn't know Kat, because that would've meant Chris came home and life just went on. But that's not what happened." Chris taught bravery. Kat taught strength. Top Gun Reality: It's About the Team - 1986 Top Gun most impactful movie on Dave's life at 14. But the movie depicts a lone wolf. Marine Corps teaches: Your contribution to the team matters most. A really good pilot who's self-centered will do more damage than a slightly less capable pilot who's a real team player. Dave: "If there's ever a team sport, it's going into combat... It's not about you. It's about the team." Trust: Action, Not Description - Echelon codifies relationships: Trust, respect, listening, influence. Trust is the cornerstone. Dave: "If you don't trust me, I could be good at so many things. If there is a trust gap, there's going to be a problem in the relationship and team." Trust is action you take.  Ego: The Universal Challenge - When Echelon works with companies, challenges are almost always connected to ego. Dave: "Our egos tend to wreak havoc at each level of organization." From birth, the ego drives us down the wrong path. When debating plans, ego says, "You're right, he's wrong." Building good leadership is managing egos. Dave: "Humility is the most important attribute in a leader. All the attributes, humility is number one, and we don't waffle on that." Humility Enables Everything Else - Dave worked with the biggest, toughest SEALs. Attribute most critical to success: humility. Ability to listen, learn, be flexible, change, admit you're wrong, and go with someone else's plan. It even affects fitness. Humility touches everything. Doesn't diminish other attributes, but allows you to strengthen them.  Teaching Humility: Subordinate Your Ego - You can't tell someone with a big ego to be humble. Dave: "The biggest challenge with someone else's ego is not their ego. It's your ego's response to it." Most counterintuitive thing: If you clash with Ryan, Dave has to subordinate his ego to Ryan's. Lower your ego: "Hey Ryan, I've been pushing back hard, I realize I'm not listening." Natural reaction: Ryan's ego starts to drop. Over time, collaborate more. You connect success to the ability to control the ego. Dave: "Humility is the measurement of how much control you have over your ego." What you give is usually what you get. It's reciprocal. Care About Team More Than Yourself - When your people see you working hard to clear paths or block an egomaniac boss, they'll run through walls for you. Outcome of a good relationship: You care about the team, the team cares about you. That selfless act shows you care about them more than yourself. Dave: "That's how you show that you care about them more than yourself, and that's what a leader's job is, to care about the team more than you care about yourself. That's parenting, that's marriage." Extreme Ownership - Book Extreme Ownership changed Dave's understanding. When you take ownership, take ownership of everything. Caveat: Not things you literally don't control. But you have ownership over everything, even just how you react. After Chris was killed, Dave said, "That's war, nothing we can do." Problem: When he embraced it wasn't his responsibility, it meant he didn't have as much to change. Should have asked: "What is everything we can do to make sure this doesn't happen again?" The tendency is to undershoot ownership. Try to take it to the extreme. If you can take ownership of everything you can control, you get more influence over the outcome. Detachment: A Superpower - Dave: "Detachment is a superpower" - (1) almost nobody can do it, and (2) if you can, it's massively influential. Detachment is being in control of emotions. When overwhelmed with priorities and pressures, you tend to get emotional. When you react emotionally, you make bad decisions. Learn the skill of detaching - not to be devoid of emotion (we're human), but don't let emotions dictate. Get Away from Problems to See What's Causing It - When a problem occurs at work, you tend to focus on it, go into it. It seems good but is often wrong. You should get away from it, detach. Getting away lets you look around and see what's really causing it. Military example: The enemy is shooting at you; the tendency is to focus on that. Usually bad because they're hoping you do - then they send a flanking maneuver. If you detach, step back, you'll see the flanking maneuver coming. Be able to see the future - that's the superpower.  Know Your Red Flags - Intervene Early - You have to understand where you are escalating your emotions. Know your personal red flags. Most people don't go zero to 100. Long day, flight delayed, bad meeting - little things tick up, so zero is actually 4 or 5, which means dirty dishes put you to 7. When Dave gets frustrated, traps tighten up. Some people's nose turns red. If you're at level 8 and someone says, "calm down," it makes it worse. But if at level 1 or 2 and you intervene, you're in control. What an adult does: "I'm an emotional guy, but I have awareness of where I am. If I'm a 4, I gotta intervene then." If at level 10, detaching is not gonna happen. That's the difference between kids and adults. Dave: "You are much more likely to have a hard time controlling your emotions, ironically, with people you care about the most." Quotes: "You're planning for the success of the outcome, not how you're going to go about doing that, because things get in the way."  "Humility is the most important attribute in a leader. All the attributes. Humility is number one, and we don't waffle on that."  "The biggest challenge with someone else's ego is not their ego. It's your ego's response to it."  "Detachment is a superpower."  "You are much more likely to have a hard time controlling your emotions, ironically, with people you care about the most." 01:16 Introducing Dave Burke 02:21 Dave Burke's Top Gun Experience 05:23 Lessons Learned from Military to Everyday Life 07:56 The Importance of Flexibility in Leadership 13:07 The Need to Lead: Dedication and Personal Stories 16:58 The Realities of Teamwork in Combat and Business 21:03 Building Trust and Relationships in Teams 26:04 The Role of Humility in Effective Leadership 31:03 Understanding Ego and Humility 31:50 Subordinating Your Ego 33:38 Challenges of Teaching Humility 34:07 Personal Experiences with Ego 39:20 The Power of Ownership 42:57 Detachment as a Superpower 52:58 Advice for Young Leaders 57:26 Conclusion and Key Takeaways  

In this special episode of the Scrum.org Community Podcast, Dave West sits down with Ken Schwaber, co-creator of Scrum, to celebrate 30 years since the initial introduction of Scrum at OOPSLA 1995, from which the paper, The Scrum Development Process was based.Ken reflects on the origins of Scrum, the cultural challenges faced during early adoption in large organizations, and the critical importance of transparency, honesty, and teamwork. He shares insights into how Scrum has influenced software development practices such as DevOps and continuous delivery, and offers his perspective on AI as a tool to support—rather than replace—human teams.From early pioneers to the modern evolution of Scrum, Ken shares stories, lessons, and hopes for the future: that Scrum will continue helping people and organizations achieve fulfillment, innovation, and success.Join us for a thoughtful, candid conversation with one of the foundational voices of Agile.

In this episode, Shiv is in conversation with Naresh Choudhary, Senior Vice President, Quality & Productivity, Infosys Ltd.Naresh shares his career journey starting from humble beginnings in Mumbai, studying engineering at VJTI, working at Arvind Mills, and eventually contributing to Infosys for 25 years. The discussion covers his transition from manufacturing to IT, the influence of mentors, various roles at Infosys, and the importance of reframing roles. Naresh also emphasizes the value of great work, networking, mentorship, and maintaining a work-life balance. He talks about driving innovation and change management effectively within a large organization through transparent communication, planning, and continuous feedback. Finally, Naresh offers personal practices like journaling, exercising, and separating work from family time to stay grounded and calm.00:00 Welcome and Introduction00:23 Early Career and Education02:00 Transition to Infosys03:43 Roles and Responsibilities at Infosys07:16 Mentorship and Career Growth10:28 Defining Great Work15:32 Overcoming Self-Doubt and Imposter Syndrome19:28 The Importance of Mentors24:23 Networking and Time Management29:19 Clearing the Mind for Focus29:51 Work-Life Balance and Breaks30:59 Organizational Change and Trust33:51 Planning and Transparency in Change34:51 Process Over Tools36:04 Sponsorship and Milestone Reviews37:46 Encouraging Knowledge Sharing43:58 Innovation and Idea Management47:33 Staying Grounded Amidst Responsibilities53:00 Personal Practices for Balance56:48 Conclusion and Final ThoughtsBio:In his stint at Infosys over 2 decades, Naresh has worked in different roles in Software Delivery, Consulting, Quality Assurance, Open Source, Enterprise Platforms, Products, Tools & Technology that have provided him opportunities to work on key transformation programs.Naresh has experience in Software Development, Quality System Design, Process definition, Implementation and Consulting, Product & Platform Engineering, Software Reuse, Knowledge Management, Training, Audits and Assessments. He possesses a sound understanding of various quality models, methodologies and frameworks like CMMI, ISO, Six Sigma, MBNQA, AI, Automation,  Agile, DevSecOps & SRE.Naresh participates on several product councils and advisory boards with Infosys' global technology partners and is currently leading the effort on reimagining the tooling, engineering excellence, digital platforms, Lean and automation landscape for the enterpriseHe is a self confessed Foodie, History enthusiast, Amateur Chef, Motivational Speakerhttps://www.linkedin.com/in/nareshchoudhary/

BONUS: The Evolution of Agile - From Project Management to Adaptive Intelligence, With Mario Aiello In this BONUS episode, we explore the remarkable journey of Mario Aiello, a veteran agility thinker who has witnessed and shaped the evolution of Agile from its earliest days. Now freshly retired, Mario shares decades of hard-won insights about what works, what doesn't, and where Agile is headed next. This conversation challenges conventional thinking about methodologies, certifications, and what it truly means to be an Agile coach in complex environments. The Early Days: Agilizing Before Agile Had a Name "I came from project management and project management was, for me, was not working. I used to be a wishful liar, basically, because I used to manipulate reports in such a way that would please the listener. I knew it was bullshit." Mario's journey into Agile began around 2001 at Sun Microsystems, where he was already experimenting with iterative approaches while the rest of the world was still firmly planted in traditional project management. Working in Palo Alto, he encountered early adopters discussing Extreme Programming and had an "aha moment" - realizing that concepts like short iterations, feedback loops, and learning could rescue him from the unsustainable madness of traditional project management. He began incorporating these ideas into his work with PRINCE2, calling stages "iterations" and making them as short as possible. His simple agile approach focused on: work on the most important thing first, finish it, then move to the next one, cooperate with each other, and continuously improve. The Trajectory of Agile: From Values to Mechanisms "When the craze of methodologies came about, I started questioning the commercialization and monetization of methodologies. That's where things started to get a little bit complicated because the general focus drifted from values and principles to mechanisms and metrics." Mario describes witnessing three distinct phases in Agile's evolution. The early days were authentic - software developers speaking from the heart about genuine needs for new ways of working. The Agile Manifesto put important truths in front of everyone. However, as methodologies became commercialized, the focus shifted dangerously away from the core values and principles toward prescriptive mechanisms, metrics, and ceremonies. Mario emphasizes that when you focus on values and principles, you discover the purpose behind changing your ways of working. When you focus only on mechanics, you end up just doing things without real purpose - and that's when Agile became a noun, with people trying to "be agile" instead of achieving agility. He's clear that he's not against methodologies like Scrum, XP, SAFe, or LeSS - but rather against their mindless application without understanding the essence behind them. Making Sense Before Methodology: The Four-Fit Framework "Agile for me has to be fit for purpose, fit for context, fit for practice, and I even include a fourth dimension - fit for improvement." Rather than jumping straight to methodology selection, Mario advocates for a sense-making approach. First, understand your purpose - why do you want Agile? Then examine your context - where do you live, how does your company work? Only after making sense of the gap between your current state and where the values and principles suggest you should be, should you choose a methodology. This might mean Scrum for complex environments, or perhaps a flow-based approach for more predictable work, or creating your own hybrid. The key insight is that anyone who understands Agile's principles and values is free to create their own approach - it's fundamentally about plan, do, inspect, and adapt. Learning Through Failure: Context is Paramount "I failed more often than I won. That teaches you - being brave enough to say I failed, I learned, I move on because I'm going to use it better next time." Mario shares pivotal learning moments from his career, including an early attempt to "agilize PRINCE2" in a command-and-control startup environment. While not an ultimate success, this battle taught him that context is paramount and cannot be ignored. You must start by understanding how things are done today - identifying what's good (keep doing it), what's bad (try to improve it), and what's ugly (eradicate it to the extent possible). This lesson shaped his next engagement at a 300-person organization, where he spent nearly five months preparing the organizational context before even introducing Scrum. He started with "simple agile" practices, then took a systems approach to the entire delivery system. A Systems Approach: From Idea to Cash "From the moment sales and marketing people get brilliant ideas they want built, until the team delivers them into production and supports them - all that is a system. You cannot have different parts finger-pointing." Mario challenges the common narrow view of software development systems. Rather than focusing only on prioritization, development, and testing, he advocates for considering everything that influences delivery - from conception through to cash. His approach involved reorganizing an entire office floor, moving away from functional silos (sales here, marketing there, development over there) to value stream-based organization around products. Everyone involved in making work happen, including security, sales, product design, and client understanding, is part of the system. In one transformation, he shifted security from being gatekeepers at the end of the line to strategic partners from day one, embedding security throughout the entire value stream. This comprehensive systems thinking happened before formal Scrum training began. Beyond the Job Description: What Can an Agile Coach Really Do? "I said to some people, I'm not a coach. I'm just somebody that happens to have experience. How can I give something that can help and maybe influence the system?" Mario admits he doesn't qualify as a coach by traditional standards - he has no formal coaching qualifications. His coaching approach comes from decades of Rugby experience and focuses on establishing relationships with teams, understanding where they're going, and helping them make sense of their path forward. He emphasizes adaptive intelligence - the probe, sense, respond cycle. Rather than trying to change everything at once and capsizing the boat, he advocates for challenging one behavior at a time, starting with the most important, encouraging adaptation, and probing quickly to check for impact of specific changes. His role became inviting people to think outside the box, beyond the rigidity of their training and certifications, helping individuals and teams who could then influence the broader system even when organizational change seemed impossible. The Future: Adaptive Intelligence and Making Room for Agile "I'm using a lot of adaptive intelligence these days - probe, sense, respond, learn and adapt. That sequence will take people places." Looking ahead, Mario believes the valuable core of Agile - its values and principles - will remain, but the way we apply them must evolve. He advocates for adaptive intelligence approaches that emphasize sense-making and continuous learning rather than rigid adherence to frameworks. As he enters retirement, Mario is determined to make room for Agile in his new life, seeking ways to give back to the community through his blog, his new Substack "Adaptive Ways," and by inviting others to think differently. He's exploring a "pay as you wish" approach to sharing his experience, recognizing that while he may not be a traditional coach or social media expert, his decades of real-world experience - with its failures and successes - holds value for those still navigating the complexity of organizational change. About Mario Aiello Retired from full-time work, Mario is an agility thinker shaped by real-world complexity, not dogma. With decades in VUCA environments, he blends strategic clarity, emotional intelligence, and creative resilience. He designs context-driven agility, guiding teams and leaders beyond frameworks toward genuine value, adaptive systems, and meaningful transformation. You can link with Mario Aiello on LinkedIn, visit his website at Agile Ways.

Miles O'Brien, science correspondent for PBS News and CNN space analyst, joins me to talk about Starship Flight 11, the current space policy landscape including the ongoing government shutdown, the possible return of Jared Isaacman, and what to do about all the competing budget priorities at NASA.This episode of Main Engine Cut Off is brought to you by 32 executive producers—Joakim, David, Heiko, Ryan, Jan, Kris, Frank, Josh from Impulse, Steve, Russell, Joonas, Joel, Matt, Will and Lars from Agile, Natasha Tsakos, Donald, Lee, Better Every Day Studios, Warren, Theo and Violet, Pat, Fred, The Astrogators at SEE, Tim Dodd (the Everyday Astronaut!), Stealth Julian, and four anonymous—and hundreds of supporters.TopicsMiles O'Brien Productions - Miles O'BrienMiles Ahead | Miles O'Brien | SubstackSpaceX finally got exactly what it needed from Starship V2 - Ars TechnicaMore layoffs at JPL - SpaceNewsTrump, Billionaire Isaacman Said to Meet About Top NASA Job - BloombergFormer NASA nominee Jared Isaacman in talks to become agency's chief | ReutersThe ShowLike the show? Support the show on Patreon or Substack!Email your thoughts, comments, and questions to anthony@mainenginecutoff.comFollow @WeHaveMECOFollow @meco@spacey.space on MastodonListen to MECO HeadlinesListen to Off-NominalJoin the Off-Nominal DiscordSubscribe on Apple Podcasts, Overcast, Pocket Casts, Spotify, Google Play, Stitcher, TuneIn or elsewhereSubscribe to the Main Engine Cut Off NewsletterArtwork photo by NASAWork with me and my design and development agency: Pine Works

Renee Troughton: Analytics From Day One and Four Other Principles of Great POs Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. "Product owners who think about their products as just a backlog that I prioritize, and I get some detailed requirements from stakeholders, and I give that to the team... that's not empowering the team. And it's probably leading you to building the wrong thing, just faster." The Bad Product Owner: The Backlog Manager Without Vision Renee describes a pattern of Product Owners who don't understand product management—they lack roadmaps, strategy, and never speak to customers. These POs focus solely on backlogs, prioritizing detailed requirements from stakeholders without testing hypotheses or learning about their market. Taking an empathetic view, Renee notes these individuals may have fallen into the role without passion, never seeing what excellence looks like, and struggling with extreme time poverty. Product ownership is one of the hardest roles from a time perspective—dealing with legislative requirements, compliance, risk, fail-and-fix work, and constant incoming demands. Drowning in day-to-day urgency, they lack breathing space for strategic thinking.  These POs also struggle with vulnerability, feeling they should have all answers as leaders, making it difficult to admit knowledge gaps. Without organizational safety to fail, they can't demonstrate the confidence balanced with humility needed to test hypotheses and potentially be wrong. The result is building the wrong thing faster, without empowering teams or creating real value. Self-reflection Question: Are you managing your Product Owners' workload and supporting their strategic thinking time, or are you allowing them to drown in tactical work that prevents them from truly leading their products? The Great Product Owner: Analytics from Day One and Market Awareness "They really iterated, I think, 5 key principles quite consistently... the one thing that did really shape my thinking at that time was... Analytics from day one." Renee celebrates a Chief Product Owner who led 13 teams with extraordinary effectiveness. This PO consistently communicated five key principles, with "analytics from day one" being paramount—emphasizing the critical need to know immediately if new features work and understanding customer behavior from launch. This PO demonstrated deep market awareness, regularly spending time in Silicon Valley, understanding innovation trends and where the industry was heading. They maintained a clear product vision and could powerfully sell the dream to stakeholders.  Perhaps most impressively, they brought urgency during a competitive "space race" situation when a former leader left with intellectual property to build a competing product. Despite this pressure, they never allowed compromise on quality—rallying teams with mission and purpose while maintaining standards. This combination of strategic vision, market knowledge, data-driven decision-making, and balanced urgency created an environment where teams delivered excellence under competitive pressure. [The Scrum Master Toolbox Podcast Recommends]

Renee Troughton: From Lower-Order to Higher-Order Values in Scrum Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. "If you, as a senior leader, demonstrate vulnerability, it creates real magic in an organization where others can open up and be their authentic self." Renee defines success for Scrum Masters through deeply human values: integrity, holding her truth, being compassionately authentic, caring, open, honest, listening, and vulnerable. She emphasizes that vulnerability as a senior leader creates transformative magic in organizations, allowing others to bring their authentic selves to work. Drawing on Byron Katie's "Loving What Is" and Frederick Laloux's "Reinventing Organizations," Renee explains that many corporate organizations focus on lower-order values like results and performance, while more autonomous organizations prioritize higher-order values rooted in the heart. When having conversations with people, Renee connects with them as human beings first—not rushing to business if someone is struggling personally. Success means seeing people completely for who they are, not as resources to be changed or leveraged. The foundation for collaboration, empowerment, and autonomy is trust, respect, and safety. Renee emphasizes that without these fundamental values in place, everything else implodes. She demonstrates how vulnerability, active listening, and accepting people where they are creates the fertile ground for successful teams and organizations. Self-reflection Question: Do you demonstrate vulnerability as a leader, creating space for others to bring their authentic selves to work, or do you hide behind a professional facade that prevents genuine human connection? Featured Retrospective Format for the Week: Themed Retrospectives (Monopoly, Sports, Current Events) "It gave a freshness to it. And it gave almost like a livelihood or a joyfulness to it as an activity as well." Renee recommends themed retrospectives like the Monopoly Retro or sports-themed formats that use current events or cultural references (aka metaphor retrospectives). While working at a consultancy, they would theme retrospectives every week around different topics—football, news events, or various scenarios—using collages of pictures showing different emotions (upset, angry, happy). Team members would identify with feelings and reframe their week within the theme's context, such as "it was a rough game" or "we didn't score enough goals." The brilliance of this approach is covering the same retrospective questions while bringing freshness, creativity, and joyfulness to the activity. These metaphorical formats allow teams to verbalize things that aren't easily expressible in structured formats, triggering different perspectives and creative thinking. The format stays consistent while feeling completely new, maintaining engagement while avoiding retrospective fatigue. [The Scrum Master Toolbox Podcast Recommends]

"We're 100% Divine and 100% human. It's in that shared common connection between the two of those that real magic happens." Drew Horning Hoffman teacher, coach, and podcast host, Drew Horning, sits in the guest chair today to share about his time in the Process and so much more. Drew originally came to the Process in 2013 for support with marital relationship issues, having heard about Hoffman from someone in his men's group. Looking back, Drew says Hoffman was one of the most profound experiences of his life. Just a year later, in 2014, he began his training to become a Hoffman teacher. Drew shares two vulnerable moments from his week. He shares about the profound student-teacher relationship he experienced with his teacher, Raz. More like a mentor or coach than a teacher, Drew knew Raz had his back all the way through the Process. Drew, age 4 The deeper story here, though, is how the Process opens the way for us to experience the full range of being human. Drew sees the Process as an exploration into what it means to be human, both the light and the dark within us. In one experiential exercise, Drew says he "touched this part, this base part of being human," and it "caused him to recoil." In the very next moment, he and his group were led directly into a compassion exercise. And what transpired was the transformation so key to the Hoffman Process. Moments after he touched into this darkness, he found himself held in love. Love is always embracing us, even in our darkest moments as human beings. Here we witness Drew's vulnerability and wisdom as a human being and a Hoffman teacher. He holds the human heart with gentleness, dignity, and respect. We hope you enjoy this conversation. More about Drew Horning: A former licensed private practice psychotherapist, Drew has a Master's degree in clinical work from the University of Michigan. He is trained in EMDR, Mediation and Dispute Resolution, Gottman Couples Counseling, and Brené Brown's Daring Way. He hosts his own podcast on relationships. Drew has also coached high school basketball. Drew published his book, Grappling: White Men's Journey from Fragile to Agile, in May 2021. He is currently a manager of the faculty as a core faculty member of the Hoffman Institute. Drew is on the board of his extended family's real estate business. He is committed to his own family, his two adult children, and his wife of nearly 25 years. Drew is committed to his own personal growth work and supporting others on their own journey towards wellness. Healing requires incredible courage and a commitment to kindness. The alchemy of these is what Hoffman and Drew are all about! Follow Drew on Instagram. Listen on Apple Podcasts As mentioned in this episode: Raz Ingrasci, Founder of the Hoffman Institute and Hoffman teacher, was Drew's teacher. •   Listen to Raz on the Hoffman Podcast: Husband, Father, Son The Body Keeps the Score, by Bessel van der Kolk MD White Sulphur Springs •   "All things change when we do." This is the quote Drew mentions from the fountain at White Sulphur Springs, our former retreat site. Dr. Dan Siegel, "feeling felt" •   “Wonderful things happen when people feel felt, when they sense that their minds are held within another's mind.” Dan Siegel •   Listen to Dr. Dan Siegel on the Hoffman Podcast: A Rabbit, Doe, & Fawn Become Partners in Transformation Listen to Dr. Jill Bolte Taylor on the Hoffman Podcast: Your Brain From the Inside Out • Dr Bolte Taylor's 90-second rule "Ed" McClune, retired Hoffman teacher and coach: •   Listen to Ed on the Hoffman Podcast: A Good Hoffman Geek Out "I close my eyes so that I may see." Paul Gauguin, French painter, sculptor, printmaker, ceramist, and writer... "This will grow inside you." Liza Ingrasci, CEO of the Hoffman Institute Foundation. She has been with the Hoffman Institute since 1990. Drew speaks of "the surprising power of Self-compassion,

In 'Access All Areas' shows we go behind the scenes with the crew and their friends as they dive into complex challenges that organisations face—sometimes getting a little messy along the way. We're launching a special AI mini-series exploring how artificial intelligence is reshaping industries. Each episode dives into key themes like scaling AI, societal impact, leadership, sustainability, and the challenges ahead. Join us for fresh insights and bold conversations on the future of intelligent systems.  This week, Dave, Esmee, and Rob kick off the AI mini-series with Craig Suckling, CAIO at Capgemini and co-host of this special edition. The episode is inspired by “Riding the AI Whirlwind,” Gartner's 2025 strategic predictions report, which urges organizations to act boldly on AI's potential while managing risks like rising costs and privacy concerns  TLDR:00:40 – Introduction of Craig Suckling and launch of the AI mini-series02:38 – Summary of three key insights and strategic recommendations from Gartner's “Riding the AI Whirlwind” report23:03 – Strategic planning assumptions: what they mean for business and tech leaders41:40 – Sam Altman's top three concerns about the future of AI49:35 – What key topics remain unaddressed?51:00 – What to expect from the AI mini-series featuring industry leadersHostsDave Chapman: https://www.linkedin.com/in/chapmandr/Rob Kernahan: https://www.linkedin.com/in/rob-kernahan/Esmee van de Giessen: https://www.linkedin.com/in/esmeevandegiessen/with co-host Craig Suckling: https://www.linkedin.com/in/craigsuckling/ProductionMarcel van der Burg: https://www.linkedin.com/in/marcel-vd-burg/Dave Chapman: https://www.linkedin.com/in/chapmandr/ SoundBen Corbett: https://www.linkedin.com/in/ben-corbett-3b6a11135/Louis Corbett:  https://www.linkedin.com/in/louis-corbett-087250264/ 'Cloud Realities' is an original podcast from Capgemini

In this episode, Roger Whitney continues his four-week series on retirement goal setting, focusing on the importance of building agile retirement goals. He emphasizes creating the right conditions for discovering what you truly want in retirement, rather than fixating on specific desires. Roger shares insights on self-discovery, the anatomy of goals, and the significance of establishing a solid foundation for a fulfilling retirement. Tune in to learn how to navigate your retirement journey with confidence and purpose!OUTLINE OF THIS EPISODE OF THE RETIREMENT ANSWER MAN(00:00) This week Roger talks about building agile retirement goals.PRACTICAL PLANNING SEGMENT(03:10) The intent is to build goals that are more meaningful to you so you can rock retirement.(07:00) How do you set goals that are meaningful to you in an agile way?(07:39) You want to start with self-discovery and establishing or revisiting your values.(09:53) Focus on creating conditions to explore your values and build a life where fulfillment naturally follows. (13:43) You have to experiment to determine what is right for you.(18:30) Roger talks about the anatomy of a goal, specifically low stakes goals that maximize optionality in retirement planning.(21:08) Roger talks about high stakes goals.(25:04) Low-stakes goals help you experiment, make confident decisions, and discover what truly supports a fulfilling retirement. LISTENER QUESTIONS(27:30) Roger answers Melissa's questions about rolling over an IRA without penalty and whether to trust a flat-fee fiduciary firm that offers to manage her accounts. (33:06) Greg asks Roger to revisit healthcare before Medicare. (34:17) Rob asks about deferring Social Security to age 70 and whether he still receives COLA increases in addition to the 8% delayed retirement credit.(36:03) Chris asks about using only a total world stock and bond index for his portfolio.(40:20) Roger advises keeping a local contingency fund so you always have accessible cash and don't feel “cash poor.”SMART SPRINT(43:20) Go back to your retirement goals and the plan you've put together. Look at them through the lens of our recent discussionRESOURCESSign up for our next Webinar!Scarcity Brain: Fix Your Craving Mindset and Rewire Your Habits to Thrive with Enough- Michael EasterSubmit a Question for RogerSign up for The NoodleFOLLOW US ON SOCIALSFollow Us on Facebook!Follow Us on Instagram

Renee Troughton: Managing Dependencies and Downstream Bottlenecks in Scrum Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. "For the actual product teams, it's not a problem for them... It's more the downstream teams that aren't the product teams, that are still dependencies... They just don't see that work until, hey, we urgently need this." Renee brings a dual-edged challenge from her current work with dozens of teams across multiple business lines. While quarterly planning happens at a high level, small downstream teams—middleware, AI, data, and even non-technical teams like legal—are not considered in the planning process. These teams experience unexpected work floods with dramatic peaks and troughs throughout the quarter. The product teams are comfortable with ambiguity and incremental delivery, but downstream service teams don't see work coming until it arrives urgently. Through a coaching conversation, Renee and Vasco explore multiple experimental approaches: top-to-bottom stack ranking of initiatives, holding excess capacity based on historical patterns, shared code ownership where downstream teams advise rather than execute changes, and using Theory of Constraints to manage flow into bottleneck teams. They discuss how lack of discovery work compounds the problem, as teams "just start working" without identifying all players who need involvement. The solution requires balancing multiple strategies while maintaining an experimentation mindset, recognizing that complex systems require sensing our way toward solutions rather than predicting them. Self-reflection Question: Are you actively managing the flow of work to prevent downstream bottlenecks, or are you allowing your "downstream teams" to be repeatedly overwhelmed by last-minute urgent requests? [The Scrum Master Toolbox Podcast Recommends]

Renee Troughton: The Hidden Cost of Constant Restructuring in Agile Organizations Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. "Trust and safety are the most fundamental foundations of a team to perform. And so you are just breaking the core of teams when you're doing this." Renee challenges us to look beyond team dysfunction and examine the "dirty little secrets" in organizations—leadership-driven anti-patterns that destroy team performance. She reveals a cyclical pattern of constant restructuring that occurs every six months in many organizations, driven by leaders who avoid difficult performance management conversations and instead force people through redundancy rounds. This creates a cascade of fear, panic, and victim mindset throughout the organization. Beyond restructuring, Renee identifies other destructive patterns including the C-suite shuffle (where new CEOs bring in their own teams, cascading change throughout the organization) and the insourcing/outsourcing swings that create chaos over 5-8 year cycles. These high-level decisions drain productivity for months as teams storm and reform, losing critical knowledge and breaking the trust and safety that are fundamental for high performance. Renee emphasizes that as Agile coaches and Scrum Masters, we often don't feel empowered to challenge these decisions, yet they represent the biggest drain on organizational productivity. Self-reflection Question: Have you identified the cyclical organizational anti-patterns in your workplace, and do you have the courage to raise these systemic issues with senior leadership? Featured Book of the Week: Loving What Is by Byron Katie "It teaches you around how to reframe your thoughts in the day-to-day life, to assess them in a different light than you would normally perceive them to be." Renee recommends "Loving What Is" by Byron Katie as an essential tool for Scrum Master introspection. This book teaches practical techniques for reframing thoughts and recognizing that problems we perceive "out there" are often internal framing issues. Katie's method, called "The Work," provides a worksheet-based approach to introspection that helps identify when our perceptions create unnecessary suffering. Renee also highlights Marshall Rosenberg's "Nonviolent Communication" as a companion book, which uses language to tap into underlying emotions and needs. Both books offer practical, actionable techniques for self-knowledge—a critical skill for anyone in the Scrum Master role. The journey these books provide leads to inner peace through understanding that many challenges stem from how we internally frame situations rather than external reality. We have many episodes on NVC, Nonviolent Communication, which you can dive into and learn from experienced practitioners.  [The Scrum Master Toolbox Podcast Recommends]

When Agile Meets ResistanceYou've probably heard Agile being described as a novel way of navigating productivity at work, that it could boost collaboration, and uplift your teams into a well-oiled machine. That's what they say, but how true is this? Especially in the IT culture?In reality, when Agile is incorporated into traditional IT culture, it seems like a wreck than a harmonious integration. The resistance is strong with this one with developers, project managers, and IT leaders staring at each other with palpable tension.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/

If you're a leader in game dev who feels stuck, able to spot problems but struggling to make a real difference, there is a path forward that levels up your leadership and accelerates your team, game, and career. Sign up here to learn more: https://forms.gle/nqRTUvgFrtdYuCbr6 What happens when doing the right thing could get you fired? Every game dev leader faces this nightmare: being held accountable for results but not empowered to make the decisions needed to achieve them. That tension creates chaos, burns out teams, and kills great games. In this powerful episode, Ben sits down with Clinton Keith, author of Agile Game Development and one of the pioneers of Agile in the games industry. Clinton shares raw, unfiltered stories from real studio crises, including the moment a CEO threatened his team's lives to force change. This isn't a lecture; it's a candid look at what happens when pressure spikes, trust erodes, and leaders have to choose between survival and integrity. Together, Ben and Clinton break down the industry's most toxic patterns, from “efficient waste” caused by rapid scaling to the trust issues that cripple creative freedom. They also explore how proven frameworks from the military and medicine, like the OODA Loop, can help game studios move faster, safer, and with more clarity.

Dennis Stevens joins drunkenpm for a deep dive into the challenges faced by middle management in organizational change. Dennis argues that Agile and transformation efforts often fail because they treat middle managers as a roadblock, when in fact, these managers are simply victims of a badly designed system. The core idea is that companies shouldn't try to eliminate these roles but must instead design specific organizational "containers" and routines that force middle managers to leverage human nature (like self-interest and competition) to drive innovation. The goal is to shift strategy from a static plan to a dynamic process that lives in the interactions between people, ensuring all the work being done is strategically aligned, measurable, and ultimately successful. Key Takeaways Middle Management is the Constraint: Organizational change, adaptability, and innovation will either happen or stall at the middle management level. Systemic Failure: Middle managers are often marginalized as the "stepchild" and are expected to manage tasks and activities instead of creating the conditions necessary for teams to achieve outcomes. Strategy is Dynamic: Strategy doesn't happen when a leader speaks; it becomes real when people start talking to each other and applying it, which requires designing routines that create safety for delegation. Embrace Human Nature: Successful organizational design must leverage human nature, where competitiveness is the fuel, rather than relying on idealistic notions of "no ego, total alignment". Conditions Over Practices: The success of Agile is due to the environment and conditions created for the teams, not the specific practices (like stand-ups or language). A key function of management is to consciously create those conditions. Constraints Drive Innovation: Setting clear goals and enforcing constraints and consequences within the designed container will drive innovation by forcing teams to be efficient and reinvent, as opposed to operating without pressure. Key Moments 0:02:24 The Core Thesis: Stevens introduces the central argument: "If you're trying to change how an organization runs, middle management is where it will either happen or stall." 0:03:41 The Problem Defined: Stevens uses the "stepchild" analogy to describe the plight of middle managers: having "fake power," lacking strategy, and being blamed for a system that was not designed to support them. 0:08:50 The Root Cause: Stevens identifies the problem: it's not a failure of management but a failure of the organization to deeply understand the conditions necessary for teams to innovate coherently in a complex system. 0:15:26 The Anti-Commune Stance: Stevens argues against the idealistic view of self-organization, stating that to succeed at scale, a system must be built where competitiveness is the fuel, rather than expecting people "to not be people." 0:20:08 The Glue of Strategy: Stevens defines where strategy truly exists: "Strategy becomes real when people start talking to each other." He stresses the need to build routines that create safety for delegation. 0:30:46 Constraints & Innovation: Stevens explains that constraints drive innovation by forcing efficiency, while a lack of constraints leads to inefficiency and a lack of pressure to reinvent. Dennis's Article: Innovation By Design https://www.linkedin.com/pulse/innovation-design-orgwright-qeipe/?trackingId=6eh7kgcyKabru1Cdv4%2BERg%3D%3D Links from the Intro: Productivity Survival: https://www.tickettailor.com/events/markkilby/1905697 No One is Coming to Save You Amazon: https://tinyurl.com/yhdk785j Leanpub: https://leanpub.com/surfthechaos Contacting Dennis LinkedIn: https://www.linkedin.com/in/dennisstevens/ OrgWright: https://www.orgwright.com/ The Agile Network: https://tinyurl.com/2tywk29e Contacting Dave LinkedIn:https://www.linkedin.com/in/mrsungo/ Linktree: https://linktr.ee/mrsungo The Agile Network: https://tinyurl.com/y3rhnnxp

Renee Troughton: How to Navigate Mandatory Deadlines in Scrum Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. "I said to the CIO at the time, we're not going to hit this. In fact, we'll be... I can actually tell you, we're gonna be 3 weeks late... And he said: ‘Just make it work!'" Renee shares a powerful story from her work on a mandatory legislative compliance project where reality clashed with executive expectations. Working with a team new to Agile, she carefully established velocity over two sprints and projected the delivery timeline. The challenge intensified when sales continued promising bespoke features to clients while the deadline remained fixed. Despite transparently communicating the team would miss the mandatory date by three weeks, leadership demanded she "just make it work" without providing solutions. Renee found herself creating a misleading burn-up chart to satisfy executive confidence, while the organization played a dangerous game of chicken—waiting for another implementer to admit delays first. This experience taught her the critical importance of courage in conversations with leaders and the need to clearly separate business decisions from development team responsibilities. Sometimes the best we can do is provide transparency and let leaders own the consequences of their choices. In this episode, we refer to the seminal book on large projects: The Mythical Man Month, by Frederick Brooks. Self-reflection Question: When faced with unrealistic demands from leadership, do you have the courage to maintain transparency about your team's reality, even when it means refusing to create false artifacts of confidence? [The Scrum Master Toolbox Podcast Recommends]

Best practices once drove growth. But in the AI era, they might be your biggest barrier to progress. Courtney Baker, David DeWolf, and Mohan Rao break down why rigid frameworks like Lean, Agile, and NPS are no match for real-time transformation. They explore how AI is rewriting the rules—and why success now depends on constant reinvention, not static playbooks. David steps into “AI in the Wild” to unpack a headline-grabbing statement from Walmart's CEO: every job—2 million of them—is about to change because of AI. What does that mean for leaders everywhere? Later, Courtney sits down with Andy Sitison, CTO of Share More Stories, to talk about human-centered transformation. They dig into practical AI ethics, how to protect authenticity in a world of generative noise, and what it really takes to build trust with technology.

This week, Josh and Bob take on one of leadership's most under-discussed realities: anxiety.Leading is hard enough. Leading while anxious? That's another level. In this raw and personal episode, they unpack what anxiety looks like in real leaders — not as something to suppress or “manage,” but as something to understand, even befriend.They share personal stories about how anxiety has shaped their decisions, moments they've fumbled through tough conversations (including a very human “first time firing someone” story), and how anxiety can actually serve as a signal — a reminder of care, growth, and awareness.This isn't a “how to stay calm” episode. It's a conversation about why anxiety exists for a reason — and how great leaders use it to stay self-aware, humble, and human. Stay Connected and Informed with Our NewslettersJosh Anderson's "Leadership Lighthouse"Dive deeper into the world of Agile leadership and management with Josh Anderson's "Leadership Lighthouse." This bi-weekly newsletter offers insights, tips, and personal stories to help you navigate the complexities of leadership in today's fast-paced tech environment. Whether you're a new manager or a seasoned leader, you'll find valuable guidance and practical advice to enhance your leadership skills. Subscribe to "Leadership Lighthouse" for the latest articles and exclusive content right to your inbox.Subscribe hereBob Galen's "Agile Moose"Bob Galen's "Agile Moose" is a must-read for anyone interested in Agile practices, team dynamics, and personal growth within the tech industry. The newsletter features in-depth analysis, case studies, and actionable tips to help you excel in your Agile journey. Bob brings his extensive experience and thoughtful perspectives directly to you, covering everything from foundational Agile concepts to advanced techniques. Join a community of Agile enthusiasts and practitioners by subscribing to "Agile Moose."Subscribe hereDo More Than Listen:We publish video versions of every episode and post them on our YouTube page.Help Us Spread The Word: Love our content? Help us out by sharing on social media, rating our podcast/episodes on iTunes, or by giving to our Patreon campaign. Every time you give, in any way, you empower our mission of helping as many agilists as possible. Thanks for sharing!

Phil McAlister, former Director of NASA's Commercial Space Division, joins me to talk about the Commercial LEO Destinations program, the budgetary issues facing NASA and its human spaceflight programs, and to share his perspective on the last (and next) few years in these areas.This episode of Main Engine Cut Off is brought to you by 32 executive producers—Joel, Pat, Will and Lars from Agile, Joakim, Jan, Warren, David, Fred, Better Every Day Studios, Josh from Impulse, Ryan, Natasha Tsakos, Theo and Violet, Tim Dodd (the Everyday Astronaut!), Stealth Julian, Donald, Joonas, The Astrogators at SEE, Russell, Kris, Frank, Steve, Heiko, Lee, Matt, and four anonymous—and hundreds of supporters.TopicsPhil McAlister | LinkedInThe Dreaded Gap | LinkedInYou Can't Reach the Stars While Chained to Low-Earth Orbit | LinkedInNo Changes Allowed | LinkedInVast backs new NASA commercial space station strategy - SpaceNewsT+205: Phil McAlister, Director of Commercial Spaceflight at NASA - Main Engine Cut OffThe ShowLike the show? Support the show on Patreon or Substack!Email your thoughts, comments, and questions to anthony@mainenginecutoff.comFollow @WeHaveMECOFollow @meco@spacey.space on MastodonListen to MECO HeadlinesListen to Off-NominalJoin the Off-Nominal DiscordSubscribe on Apple Podcasts, Overcast, Pocket Casts, Spotify, Google Play, Stitcher, TuneIn or elsewhereSubscribe to the Main Engine Cut Off NewsletterArtwork photo by NASAWork with me and my design and development agency: Pine Works

Bret is joined by Philip Andrews and Dan Muret of Cast AI to discuss pod live migration between nodes in a Kubernetes cluster.

The evolving role of technology in modern defense environments, highlighting innovations in communications, automation, and open-source frameworks. Drawing from personal experience, the conversation emphasizes how real-world conflicts are reshaping how tech is deployed, adopted, and understood across military operations.  This week, Dave, Esmee, and Rob speak with Ben Sparke, Enterprise Azure Cloud & AI Specialist for UK Defence at Microsoft, about  how his military background informs a human-centered approach to technology in the evolving defence sector—highlighting the shift from mission-driven to tech-driven innovation.  TLDR:00:37 – Introduction of Ben Sparke and face-to-face podcasting02:40 – Rob gets confused about Digital Twins representing you in court08:15 – Tech's evolving role in defence, with Ben 34:41 – Why improvisation and human adaptability matter 43:30 – Ben's hundred-mile bike race over the weekend  Guest Ben Sparke: https://www.linkedin.com/in/ben-sparke/ HostsDave Chapman: https://www.linkedin.com/in/chapmandr/Rob Kernahan: https://www.linkedin.com/in/rob-kernahan/Esmee van de Giessen: https://www.linkedin.com/in/esmeevandegiessen/ ProductionMarcel van der Burg: https://www.linkedin.com/in/marcel-vd-burg/Dave Chapman: https://www.linkedin.com/in/chapmandr/ SoundBen Corbett: https://www.linkedin.com/in/ben-corbett-3b6a11135/Louis Corbett:  https://www.linkedin.com/in/louis-corbett-087250264/ 'Cloud Realities' is an original podcast from Capgemini 

In this episode of the Agilists: Aspire and Achieve podcast, host Renae Craven chats to Anne Monterio about her move from her home country of Brazil to Germany. Anne shares practical advice and tips on what to do to prepare for a move and how to settle into a new country and environment. About the Featured Guest Anne is an expert in Agile methodologies, project management, and product development. As a Product and Agile Coach at HelloFresh with over ten years at IBM, Anne has led agile transformations to boost team performance and customer satisfaction. Anne advocates for diversity, openness, and empathy believing these values are key to overcoming challenges and is passionate about creating tech products that simplify life. Follow Anne on LinkedIn (www.linkedin.com/in/anne-bravieira) The Women in Agile community champions inclusion and diversity of thought, regardless of gender, and this podcast is a platform to share new voices and stories with the Agile community and the business world, because we believe that everyone is better off when more, diverse ideas are shared. Podcast Library: www.womeninagile.org/podcast Women in Agile Org Website: www.womeninagile.org  Connect with us on social media! LinkedIn: www.linkedin.com/company/womeninagile/ Instagram: www.instagram.com/womeninagile/ Twitter: www.twitter.com/womeninagileorg    Please take a moment to rate and review the Women in Agile podcast on your favorite podcasting platform. This is the best way to help us amplify the voices and wisdom of the talent women and allies in our community! Be sure to take a screenshot of your rating and review and post it on social media with the hashtag #womeninagile to help spread the word and continue to elevate Women in Agile. About our Host Renae Craven has been coaching individuals, teams and organizations for over 13 years and has spent a lot of time investing in and formalizing her professional coaching skills in recent years. Renae's passion is leading and coaching organizations and as a Certified Team Coach with Scrum Alliance, she helps teams to find their rhythm and pace that balances learning with delivery. Renae established her own company NaeCrave Pty Ltd (www.naecrave.com.au) in 2020 and keeps herself busy with coaching and training delivery. Renae is also a certified BASI Pilates instructor and runs her own pilates studio in Brisbane, Australia. She has a YouTube channel called ‘Pilates for the Office Worker' which features short 5 minute guided sessions that anyone can incorporate into their day, especially those of us who have been sitting down for extended periods. Subscribe to her channel Crave Pilates. Renae has been organizing the Women in Agile group in Brisbane since 2018. You can follow Renae on LinkedIn (https://www.linkedin.com/in/renaecraven/).

Why do so many projects spiral into stress, shifting priorities, and endless risks while others seem to flow smoothly toward success? What if the difference isn't just about tools or methods, but about how you lead?Thankfully, today's guest brings a fresh, human-centered approach to project management. James Louttit is the author of Leading Impactful Teams: Achieving Low Stress Success in Project Management, a leadership coach, and a former CIO who now trains managers and business leaders around the world. His work blends real-world experience with practical tools to help managers lead projects with clarity, sustainability, and impact.In this episode, James introduces his “eight lenses of project management” and reveals why prioritization is often the missing key to project success. He shares powerful ways to engage stakeholders, identify and manage risks, and avoid common mistakes in estimating time and effort. Along the way, James offers stories and frameworks that any manager, whether formally a project manager or not, can use to keep work on track and teams energized.In the extended members-only conversation, James explains how to properly scope your projects and define quality, two notoriously tricky areas that can make or break your results.Get FREE mini-episode guides with the big idea from the week's episode delivered to your inbox when you subscribe to my weekly email.Join the conversation now!Conversation Topics(00:00) Introduction to Project Management(01:44) The Eight Lenses of Project Management(03:13) The Importance of Prioritization(07:54) Agile vs. Waterfall Project Management Approaches(10:23) Engaging Stakeholders Effectively(17:20) Managing Risks in Projects(24:09) Time Management and Estimating Effort(30:40) Keep Up with James(31:30) [Extended Episode Only] How To Properly Scope Your Projects(33:10) [Extended Episode Only] Defining Quality In Project ManagementAdditional Resources:- Get the extended episode by joining The Modern Manager Podcast+ Community for just $15 per month- Read the full transcript here- Follow me on Instagram here - Visit my website for more here- Upskill your team here- Subscribe to my YouTube Channel here Keep up with James Louttit- Follow James on LinkedIn here- Subscribe to his YouTube channel here- Join the IPM Community with a free 7-day trial hereGuest Bonus: Free Audio Book: Leading Impactful Teams and 3 FREE 1-Year Membership to IMP CommunityLeading Impactful Teams is a lively exploration of the "lenses" of project management – Scope, Prioritisation, Time, Cost, Quality, Risks, Team and Stakeholders – that will enable the reader to develop a "sixth sense" for potential issues that could derail their project. It provides a practical toolkit to help you and your team deliver great project outcomes with minimum stress and maximum fun. The IPM Community helps you deliver projects on time, on budget, and without burnout through bite-sized lessons, tactical tools and weekly peer support. Created by James Louttit, author of Leading Impactful Teams, it's a no-jargon, no-exam space where professionals learn fast, share real challenges, and lead with confidence.  To get this bonus and many other member benefits, become a member of The Modern Manager Podcast+ Community.---------------------The Modern Manager is a leadership podcast for rockstar managers who want to create a working environment where people thrive and great work gets done.Follow The Modern Manager on your favorite podcast platform so you won't miss an episode!#ProjectManagement #Leadership #TeamManagement #TeamSuccess #ProjectPlanning #AgileLeadership #RiskManagement #ProjectManagementTips #LeadershipSkills #TeamPerformance

AI Assisted Coding: Agile Meets AI—How to Code Fast Without Breaking Things, With Llewellyn Falco In this BONUS episode we explore the practice of coding with AI—not just the buzzwords, but the real-world experience. Our guest, Llewellyn Falco, has been learning by doing, exploring the space of AI-assisted coding from the experimental and intuitive—what some call vibecoding—to the more structured world of professional, world-class software engineering. This is a conversation for practitioners who want to understand what's actually happening on the ground when we code with AI. Understanding Vibecoding "You can now program without looking at code. When you're in that space, vibecoding is the word we're using to say, we are programming in a way that does not relate to programming last year." The software development landscape shifted dramatically in early 2025. Vibecoding represents a fundamental change in how we create software—programming without constantly looking at the code itself. This approach removes many traditional limitations around technology, language, and device constraints, allowing developers to move seamlessly between different contexts. However, this power comes with responsibility, as developers can now move so fast that traditional safety practices become even more critical. From Concept to Working App in 15 Minutes "We wrote just a markdown page of ‘here's what we want this to look like'. And then we fed that to Claude Code. And 15 minutes later we had a working app on the phone." At the Agile 2025 conference in Denver, Llewellyn participated in a hackathon focused on helping psychologists prevent child abuse. Working with customer Amanda, a psychologist, and data scientist Rachel, the team identified a critical problem: clinicians weren't using the most effective parenting intervention technique because recording 60 micro-interactions in 5 minutes was too difficult and time-consuming. The team's approach embodied lean startup principles turned up to eleven. After understanding the customer's needs through exposition and conversation, they created a simple markdown specification and used Claude Code to generate a working mobile app in just 15 minutes. When Amanda tested it, she was moved to tears—after 20 years of trying to make progress on this problem, she finally had hope. Over three days, the team released 61 iterations, constantly getting feedback and refining the solution. Iterative Development Still Matters When Coding With AI "We need to see things working to know what to deliver next. That's never going to change. Unless you're building something that's already there." The team's success wasn't about writing a complete requirements document upfront. Instead, they delivered a minimal viable product quickly, tested it with real users, and iterated based on feedback. This agile approach proved essential even—or especially—when working with AI. One breakthrough came when Amanda used the number keypad instead of looking at her phone screen. With her full attention on the training video she'd watched hundreds of times, she noticed an interaction she had missed before. At that moment, the team knew they had created real value, regardless of what additional features they might build. Good Engineering Practices Without Looking at Code "We asked it to do good engineering practices, even though we didn't really understand what it was doing. We just sort of say, okay, yeah, that seems sensible." A critical moment came when the code had grown large and complex. Rather than diving into the code themselves, Llewellyn and his partner Lotta asked the AI to refactor the code to make a panel easy to switch before actually making the change. They verified functionality worked through manual testing but never looked at how the refactoring was implemented. This demonstrates that developers can maintain good practices like refactoring and clean architecture even when working at a higher level of abstraction. Key practices for AI-assisted development include: Don't accept AI's default settings—they're based on popularity, not best practices Prime the AI with the practices you want it to use through configuration files Tell AI to be honest and help you avoid mistakes, not just be agreeable Ask for explanations of architecture and evaluate whether approaches make sense Keep important decisions documented in markdown files that can be referenced later “The documentation is now executable. I can turn it into code” "The documentation is now executable. I can turn it into code. If I had to choose between losing my documentation or losing my code, I would keep the docs. I think I could regenerate the code pretty easily." In this new paradigm, documentation takes on new importance—it becomes the specification from which code can be regenerated. The team created and continuously updated markdown files for project context, architecture, and individual features. This practice allowed them to reset AI context when needed while maintaining continuity of their work. The workflow was bidirectional: sometimes they'd write documentation first and have AI generate code; other times they'd build features iteratively and have AI update the documentation. This approach using tools like Super Whisper for voice-to-text made creating and maintaining documentation effortless. Remove Deterministic Tasks from AI "AI is sloppy. It's inconsistent. Everything that can be deterministic—take it out. AI can write that code. But don't make AI do repetitive tasks." A crucial principle emerged: anything that needs to be consistently and repeatedly correct should be automated with traditional code, not left to AI. The team wrote shell scripts for tasks like auto-incrementing version numbers and created git hooks to ensure these scripts ran automatically. They also automated file creation with dates at the top, removing the need for AI to track temporal information. This principle works both ways—deterministic logic should be removed from underneath AI (via scripts and hooks) and from above AI (via orchestration scripts that call AI in loops with verification steps in between). Anti-Patterns to Avoid "The biggest anti-pattern is you're not committing frequently. I really want the ability to drop my context and revert my changes at a moment's notice." The primary anti-pattern when coding with AI is failing to commit frequently to version control. The ability to quickly drop context, revert changes, and start fresh becomes essential when working at this pace. Getting important decisions into documentation files and code into version control enables rapid experimentation without fear of losing work. Other challenges include knowing when to focus on the right risks. The team had to navigate competing priorities—customers wanted certain UX features, but the team identified data collection and storage as the critical unknown risk that needed solving first. This required diplomatic firmness in prioritizing work based on technical risk assessment rather than just user requests. Essential Tools for AI-Assisted Development "If you are using AI by going to a website, that is not what we are talking about here." To work effectively with AI, developers need agentic tools that can interact with files and run programs, not just chat interfaces. Recommended tools include: Claude Code (CLI for file interaction) Windsurf (VS Code-like interface) Cursor (code editor with AI integration) RooCode (alternative option) Super Whisper (voice-to-text transcription for Mac) Most developers working at this level have disabled safety guards, allowing AI to run programs without asking permission each time. While this carries risks, committing frequently to version control provides the safety net needed for rapid experimentation. The Power of Voice Interaction "Most of the time coding now looks like I'm talking. It's almost like Star Trek—you're talking to the computer and then code shows up." Using voice transcription tools like Super Whisper transformed the development experience. Speaking instead of typing not only increased speed but also changed the nature of communication with AI. When speaking, developers naturally provide more context and explanation than when typing, leading to better results from AI systems. This proved especially valuable in a crowded conference room where Super Whisper could filter out background noise and accurately transcribe the speakers' voices. The tool enabled natural, conversational interaction with development tools. Balancing Speed with Safety Over three days, the team released 61 times without comprehensive automated testing, focusing instead on validating user value through manual testing with the actual customer. However, after the hackathon, Llewellyn added automated testing by creating a test plan document through voice dictation, having AI clean it up and expand it, then generating Puppeteer tests and shell scripts to run them—all in about 40 minutes. This demonstrates a pragmatic approach: when exploring and validating with users, manual testing may suffice; but for ongoing maintenance and confidence, automated tests remain valuable and can be generated efficiently with AI assistance. The Future of Software Development "If you want to make something, there could not be a better time than now." The skills required for effective software development are shifting. Understanding how to assess risk, knowing when to commit code, maintaining good engineering practices, and finding creative solutions within system constraints remain critical. What's changing is that these skills are now applied at a higher level of abstraction, with AI handling much of the detailed implementation. The space is evolving rapidly—practices that work today may need adjustment in months. Developers need to continuously experiment, stay current with new tools and models, and develop instincts for working effectively with AI systems. The fundamentals of agile development—rapid iteration, customer feedback, risk assessment, and incremental delivery—matter more than ever. About Llewellyn Falco Llewellyn is an Agile and XP (Extreme Programming) expert with over two decades of experience in Java, OO design, and technical practices like TDD, refactoring, and continuous delivery. He specializes in coaching, teaching, and transforming legacy code through clean code, pair programming, and mob programming. You can link with Llewellyn Falco on LinkedIn.

In this episode of The Daily Windup, we explore why project management skills—not just certifications—can make or break your success in business and government contracting. From PMP to Agile to Lean Six Sigma, today's guest explains how learning the language of project management changes the way veterans and small businesses enter the civilian market, build credibility, and drive profitability. Why PMP certification creates instant credibility for veterans and small businesses How Lean and Six Sigma directly improve customer satisfaction and profitability The belt system explained—white, yellow, green, black, and master black belt, karate style Learn more: https://govcongiants.org/ 

Clarity Is the Secret Weapon of Agile!We often mistake transparency for clarity. Transparency just means the information is available. Clarity means you can actually see. Clarity is not dumping everything on the table. It's making sense of it. It's vision. It's seeing...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/

Burnout Is NOT a Agile Problem - It Is A Planning ProblemI remember a sprint planning meeting a few months ago, and I knew the sprint was doomed before it even started. Not because of bugs or blockers — those we could handle. It was the way everyone looked during planning: like we were gearing up for a marathon we hadn't trained for.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/