Podcasts about Agile

Alidad Hamidi: The Tax Agile Teams Pay for Organizational Standards 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 set targets for people, they will achieve the target, even if that means destroying the system around them." - W. Edwards Deming (quoted by Alidad)   The tension is familiar to every Scrum Master working in large organizations: leadership demands standard operating models, flow time metrics below specific numbers, and reporting structures that fit neat boxes. Meanwhile, teams struggle under the weight of context-insensitive measurements that ignore the nuanced reality of their work. Alidad faces this challenge daily—creating balance between organizational demands and what teams actually need to transform and thrive.   His approach starts with a simple but powerful question to leaders: "What is it that you want to achieve with these metrics?" Going beyond corporate-speak to have real conversations reveals that most leaders want outcomes, not just numbers. Alidad then involves teams in defining strategies to achieve those outcomes, framing metrics as "the tax we pay" or "the license to play." When teams understand the intent and participate in the strategy, something surprising happens—most metrics naturally improve because teams are delivering genuine value, customers are happy, and team dynamics are healthy.   But context sensitivity remains critical. Alidad uses a vivid analogy: "If you apply lean metrics to Pixar Studio, you're gonna kill Pixar Studio. If you apply approaches of Pixar Studio to production line, they will go bankrupt in less than a month." Toyota's production line and Pixar's creative studio both need different approaches based on their context, team evolution, organizational maturity, and market environment. He advocates aligning teams to value delivery with end-to-end metrics rather than individual team measurements, recognizing that organizations operate in ecosystem models beyond simple product paradigms.   Perhaps most important is patience. "Try to not drink coffee for a week," Alidad challenges. "Even for a single person, one practice, it's very hard to change your behavior. Imagine for organization of hundreds of thousands of people." Organizations move through learning cycles at their own rhythm. Our job isn't to force change at the speed we prefer—it's to take responsibility for our freedom and find ways to move the system, accepting that systems have their own speed.   Self-reflection Question: Which metrics are you applying to your teams without considering their specific context, and what conversation do you need to have with leadership about the outcomes those metrics are meant to achieve?   [The Scrum Master Toolbox Podcast Recommends]

Is your team moving in sync—or spinning in circles? - Mike CohnEver feel like your agile team should be working smoothly—but something's just a bit off? Handoffs feel clunky. Meetings drag. Even small changes spark big debates.It's not that your team isn't skilled—it's that you're not quite in sync.Rowers have a word for the alignment you're seeking: swing.What is swing?In crew rowing, swing is that near-magical moment when every rower moves in perfect unison—each stroke in sync, each effort amplified. And I do mean perfect unison. This means each rower: puts an oar into the water at the exact same timepulls for the same time and distance at the same speedlifts the oar out of the water at the same timeslides forward at the same paceTeam members hand off work frequently, without fanfare, and in small chunks.Team members can finish each other's… (Did you try to finish my sentence for me?) work. They can jump in and pick up tasks if someone is out sick or on vacation.Meetings are short, focused and valuable.Goals are ambitious, but usually met. When the team falls short, everyone (including leaders) understands that goals are not guarantees.A try-it-and-see mindset permeates the team. They're willing to experiment with new practices (such as user stories vs. job stories or story points vs. time) or frameworks (Scrum, SAFe, Kanban).The team is confident in their ability to succeed. As they deliver more and more value, and achieve outcome after outcome, the team feels almost unstoppable. Team members have fun. I sometimes decry that work is called work. I sincerely want work to be fun. I'm not naive: I know that won't always be the case. But when a team is working together well, it is fun.Swing is rare. When I rowed, our boat might have gone an entire race without once truly achieving swing. (And yes, it was usually my fault. Thanks for asking.)But when it happens, it's effortless. The boat flies.Agile teams can experience the same kind of swing. When everything starts to flowWhen teams are aligned and in sync you'll know it: ​​​​​None of this happens by accidentAchieving all of this isn't easy.Like rowers chasing swing, agile teams have to practice, reflect, and adjust—over and over again—in their quest to go from good to great.But take it from me, when it clicks, it's magic.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/

AI is already changing how we work—and how we work together. In this episode, Dr. Michael Housman joins Brian Milner to explore how AI is reshaping team collaboration, decision-making, and the very structure of Agile teams.

Simone D'Amico of Stanford and EraDrive, DJ Bush of NVIDIA, and Al Tadros of Redwire join me to talk about autonomy in space, to get into the specific details of what they're working on and how it comes together, and what it may do for the industry in the next few years.This episode of Main Engine Cut Off is brought to you by 32 executive producers—Joonas, Russell, Donald, Stealth Julian, Pat, Fred, David, Lee, Frank, Josh from Impulse, Steve, Joel, Joakim, Matt, Natasha Tsakos, Tim Dodd (the Everyday Astronaut!), Kris, Theo and Violet, Heiko, Will and Lars from Agile, Jan, Warren, The Astrogators at SEE, Ryan, Better Every Day Studios, and four anonymous—and hundreds of supporters.TopicsEpisode T+315: Autonomy in Space (with Simone D'Amico, DJ Bush, and Al Tadros) - YouTubeSimone D'Amico | LinkedInCenter for AEroSpace Autonomy Research (CAESAR)Stanford spinoff EraDrive claims $1 million NASA contract - SpaceNewsDJ Bush | LinkedInHow Starcloud Is Bringing Data Centers to Outer Space | NVIDIA BlogAl Tadros | LinkedInRedwire Space | Heritage + InnovationNASA Starling - Autonomous Tip and Cue in OrbitNASA Starling - Distributed Optical NavigationNASA Starling - Autonomous Space Domain AwarenessVISORS - Precise Formation-FlyingAutonomous Spacecraft 3D Model ReconstructionThe 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 JAXAWork with me and my design and development agency: Pine Works

Alidad Hamidi: When a Billion-Dollar Team Becomes Invisible 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.   "Most of the times, it's not teams that are self-destructive or anything... Simple analogy is when a flower is not blooming, you don't fix the flower, you fix the soil." - Alidad Hamidi   The team sat on the sidelines, maintaining a large portfolio of systems while the organization buzzed with excitement about replatforming initiatives. Nobody seemed to care about them. Morale was low. Whenever technical challenges arose, everyone pointed to the same person for help. Alidad tried the standard playbook—team-building activities, bonding exercises—but the impact was minimal. Something deeper was broken, and it wasn't the team.   Then Alidad shifted his lens to systems thinking. Instead of fixing the flower, he examined the soil. Using the Viable Systems Model, he started with System 5—identity. Who were they? What value did they create? He worked with stakeholders to map the revenue impact of the systems this "forgotten" team maintained. The number shocked everyone: one billion dollars. These weren't legacy systems gathering dust—they were revenue-generating engines critical to the business. Alidad asked the team to run training series for each other, teaching colleagues about the ten different systems they managed. They created self-assessments of skill sets, making visible what had been invisible for too long. When Alidad made their value explicit to the organization, everything shifted. The team's perspective transformed. Later, when asked what made the difference, their answer was unanimous: "You made us visible. That's it." People have agency to change their environment, but sometimes they need someone to help the system see what it's been missing. Ninety percent of the time, when teams struggle, it's not the team that needs fixing—it's the soil they're planted in.   Self-reflection Question: What teams in your organization are maintaining critical systems but remain invisible to leadership, and what would happen if you made their value explicit? Featured Book of the Week: More Time to Think by Nancy Kline Alidad describes Nancy Kline's More Time to Think as transformative for his facilitation practice. While many Scrum Masters focus on filling space and driving conversations forward, this book teaches the opposite—how to create space and listen deeply. "It teaches you to create a space, not to fill it," Alidad explains. The book explores how to design containers—meetings, workshops, retrospectives—that allow deeper thinking to emerge naturally among team members.   For Alidad, the book answered a fundamental question: "How do you help people to find the solution among themselves?" It transformed his approach from facilitation to liberation, helping teams slow down so they can think more clearly. He first encountered the audiobook and was so impacted that he explored both "Time to Think" and this follow-up. While both are valuable, "More Time to Think" resonated more deeply with his coaching philosophy. The book pairs beautifully with systems thinking, helping Scrum Masters understand that creating the right conditions for thinking is often more powerful than providing the right answers. In this segment, we also refer to the book Confronting our freedom, by Peter Block et al.    [The Scrum Master Toolbox Podcast Recommends]

In part one of this Building Better Foundations interview, hosts Rob Broadhead and Michael Meloche talk with Greg Lind, founder of Buildly and OpenBuild, about bridging the gap in software development through AI, automation, and collaboration. Greg shares how modern teams can overcome silos, strengthen communication, and build transparency into their workflows — creating stronger, more adaptive foundations for success in today's fast-paced, AI-driven world. "We wanted to bring developers and product managers into one tool—so they could build together rather than as two separate teams." — Greg Lind About the Guest — Greg Lind Gregory Lind is an American software developer, author, and entrepreneur with over 20 years of experience in open-source innovation, software efficiency, and team transparency. He's the founder of Buildly in Brooklyn and co-founder of Humanitec in Berlin, helping organizations modernize systems through collaboration and automation. A frequent speaker at Open Gov and Open Source conferences, Greg advocates for open, scalable solutions and smarter software processes. His upcoming book, "Radical Therapy for Software Teams" (Apress, 2024), explores how transparency and AI can transform how teams build software. Bridging the Gap Between Teams and Tools Greg's journey toward bridging the gap started years ago while working with Humanitech in Berlin, where he saw firsthand how poorly connected processes caused frustration and inefficiency. Traditional Agile frameworks, while once revolutionary, began to buckle under the pressure of multi-repo, multi-cloud, and AI-driven development. "Agile started to break under the pressure—especially when we introduced AI-driven tools and CI/CD pipelines. The cycles just weren't fast enough." — Greg Lind To solve this, Buildly introduced a Rapid AI Development (RAD) process — a modern evolution of Agile that supports faster, release-based cycles rather than rigid sprints. It's an approach designed to keep pace with today's distributed teams and complex workflows. Bridging the Gap Through Automated Communication At the heart of Buildly's philosophy is a belief that communication shouldn't slow developers down — it should empower them. By integrating tools like Trello and GitHub, Buildly connects product and sprint backlogs into one transparent view. Developers' commits, issues, and updates automatically feed into team dashboards, reducing the need for endless meetings and manual updates. "You shouldn't have to explain what you did yesterday. Your commits already tell that story." — Greg Lind This approach allows teams to focus on outcomes rather than overhead — building trust, visibility, and true alignment across departments. It's automation as a bridge, not a barrier. Using AI to Bridge the Gap Between People and Process While Greg embraces AI's potential, he warns against depending on it too heavily. AI is great at identifying tasks and patterns, but humans still bring creativity, empathy, and strategic thinking to the table. "AI can tell you what's urgent, but it can't understand what's important." — Greg Lind In Greg's view, AI should be a co-pilot — helping teams filter information, automate repetitive work, and focus on higher-value decisions. By balancing automation with human insight, teams can bridge the gap between efficiency and innovation. Empowering Developers to Bridge the Gap Themselves Greg encourages developers not to wait for leadership to fix broken processes — but to take initiative. Automate your own workflows, visualize your backlog, and demonstrate how better systems can look in practice. "Even if you have to automate your own backlog—do it. Show your team what better looks like." — Greg Lind This proactive mindset transforms teams from reactive to adaptive, ensuring that everyone contributes to bridging the gap between communication, accountability, and delivery. Bridging the Gap Toward the Future of Development Greg Lind's insights remind us that bridging the gap in software development isn't about adopting the latest framework — it's about reconnecting people, process, and purpose. When teams share context, communicate openly, and use AI responsibly, they build stronger foundations for innovation. As this episode shows, the future of software isn't about faster code — it's about better collaboration. And bridging the gap is where that future begins. Stay Connected: Join the Developreneur Community We invite you to join our community and share your coding journey with us. Whether you're a seasoned developer or just starting, there's always room to learn and grow together. Contact us at info@develpreneur.com with your questions, feedback, or suggestions for future episodes. Together, let's continue exploring the exciting world of software development. Additional Resources Useful WordPress SEO Plugins Product Catalog: A Deeper Dive Into Customizing WordPress Plugins Manage WordPress Plugins Building Better Foundations Podcast Videos – With Bonus Content

Alidad Hamidi: When Silence Becomes Your Most Powerful Coaching Tool 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 purposefully designed a moment of silence. Staying in the anxiety of being silenced. Do not interrupt the team. Put the question there, let them come up with a solution. It is very hard. But very effective." - Alidad Hamidi   Alidad walked into what seemed like a straightforward iteration manager role—what some use, instead of Scrum Master. The organization was moving servers to the cloud, a transformation with massive implications. When leadership briefed him on the team's situation, they painted a clear picture of challenges ahead. Yet when Alidad asked the team directly about the transformation's impact, the response was uniform: "Nothing."   But Alidad knew better. After networking with other teams, he discovered the truth—this team maintained software generating over half a billion dollars in revenue, and the transformation would fundamentally change their work. When he asked again, silence filled the room. Not the comfortable silence of reflection, but the heavy silence of fear and mistrust. Most facilitators would have filled that void with words, reassurance, or suggestions. Alidad did something different—he waited. And waited. For what felt like an eternity, probably a full minute, he stood in that uncomfortable silence, about to leave the room.   Then something shifted. One team member picked up a pen. Then another joined in. Suddenly, the floodgates opened. Debates erupted, ideas flew, and the entire board filled with impacts and concerns. What made the difference? Before that pivotal moment, Alidad had invested in building relationships—taking the team to lunch, standing up for them when managers blamed them for support failures, showing through his actions that he genuinely cared. The team saw that he wasn't there to tell them how to do their jobs. They started to trust that this silence wasn't manipulation—it was genuine space for their voices. This moment taught Alidad a profound lesson about Open Systems Theory and Socio-Technical systems—sometimes the most powerful intervention is creating space and having the courage to hold it.   Self-reflection Question: When was the last time you designed a moment of silence for your team, and what held you back from making it longer?   [The Scrum Master Toolbox Podcast Recommends]

ชมวิดีโอ EP นี้ใน YouTube เพื่อประสบการณ์การรับชมที่ดีที่สุด https://youtu.be/LYjZ_JqjUtg . คุยอังกฤษกับเลขาธิการ ก.พ. เรื่องการศึกษาต่อต่างประเทศและข้าราชการยุคใหม่ที่ใช้ AI, Work from Anywhere, แถม Agile! . คำนี้ดี Featuring เอพิโสดนี้พูดคุยกับ ‘ดร. ปิยวัฒน์ ศิวรักษ์ (พี่ต้น)' เลขาธิการ ก.พ. คนปัจจุบัน . ทำความรู้จัก ‘สำนักงาน ก.พ.' ในฐานะ HR กลางของภาครัฐ ที่หลายคนรู้จักในบทบาทผู้จัดสอบ ‘ภาค ก.' แต่แท้จริงแล้วมีบทบาทอีกมาก ในการดูแลและพัฒนาบุคลากรภาครัฐให้กับประเทศไทย .

ชมวิดีโอ EP นี้ใน YouTube เพื่อประสบการณ์การรับชมที่ดีที่สุด https://youtu.be/LYjZ_JqjUtg . คุยอังกฤษกับเลขาธิการ ก.พ. เรื่องการศึกษาต่อต่างประเทศและข้าราชการยุคใหม่ที่ใช้ AI, Work from Anywhere, แถม Agile! . คำนี้ดี Featuring เอพิโสดนี้พูดคุยกับ ‘ดร. ปิยวัฒน์ ศิวรักษ์ (พี่ต้น)' เลขาธิการ ก.พ. คนปัจจุบัน . ทำความรู้จัก ‘สำนักงาน ก.พ.' ในฐานะ HR กลางของภาครัฐ ที่หลายคนรู้จักในบทบาทผู้จัดสอบ ‘ภาค ก.' แต่แท้จริงแล้วมีบทบาทอีกมาก ในการดูแลและพัฒนาบุคลากรภาครัฐให้กับประเทศไทย .

This week, Josh and Bob tackle the hidden beliefs that hold leaders back — inspired by a recent Harvard Business Review article. From perfectionism and ego to the inability to say “no,” they unpack the mental traps that quietly sabotage leadership growth.Through stories, humor, and brutal honesty, they dig into what it really means to lead without making it about you. Whether it's learning that not everyone's wired like you, realizing you're the ceiling for your team, or finally getting comfortable saying “no,” this episode is a mirror for every leader who's brave enough to look.It's part confession, part coaching session — and all real talk about what it takes to lead in today's world.Bob's Book Recommendation: Death March: The Complete Software Developer's Guide to Surviving "Mission Impossible" ProjectsJosh's Book Recommendation - The Mythical Man-Month: Essays on Software Engineering, Anniversary EditionThe Hidden Beliefs That Hold Leaders Back - The HBR article that inspired this episodeStay 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!

Modern data analytic methods and tools—including artificial intelligence (AI) and machine learning (ML) classifiers—are revolutionizing prediction capabilities and automation through their capacity to analyze and classify data. To produce such results, these methods depend on correlations. However, an overreliance on correlations can lead to prediction bias and reduced confidence in AI outputs.  Drift in data and concept, evolving edge cases, and emerging phenomena can undermine the correlations that AI classifiers rely on. As the U.S. government increases its use of AI classifiers and predictors, these issues multiply (or use increase again). Subsequently, users may grow to distrust results. To address inaccurate erroneous correlations and predictions, we need new methods for ongoing testing and evaluation of AI and ML accuracy. In this podcast from the Carnegie Mellon University Software Engineering Institute (SEI), Nicholas Testa, a senior data scientist in the SEI's Software Solutions Division (SSD), and Crisanne Nolan, and Agile transformation engineer, also in SSD, sit down with Linda Parker Gates, Principal Investigator for this research and initiative lead for Software Acquisition Pathways at the SEI, to discuss the AI Robustness (AIR) tool, which allows users to gauge AI and ML classifier performance with data-based confidence. 

Ben Day is a seasoned software consultant and fractional CTO. With over two decades of experience, he brings a blend of hands-on coding expertise, strategic clarity, and people-focused coaching to help companies — from startups to Fortune 500s — deliver high-quality software faster and with less friction.   As the founder of Benjamin Day Consulting, Inc., Ben offers training, coaching, and architectural guidance rooted in Agile, Scrum, Azure DevOps, and GitHub best practices. He's a Microsoft MVP, a certified Professional Scrum Trainer for over 15 years, and a sought-after speaker who favors storytelling over slide decks.   Topics of Discussion: [2:30] The overlap between music and coding, with Ben explaining the empathy required in both fields. [4:22] Jeffrey mentions the Sunday Sounds app, which allows users to create custom instruments using AI prompts. [6:45] The process of creating Slide Speaker and how Slide Speaker takes screenshots of each moment in a PowerPoint presentation and generates MP4 files. [13:01] Technical details of SlideSpeaker. [16:18] Event-based scaling. [17:10] How SlideSpeaker can be used for internal training presentations and compliance-approved content. [26:06] The opportunity for even more voice models and the ability to create your own custom voice, accent, and tone. [28:11] Ben talks about creating videos that help absolute beginners grasp C#. [32:45] What's next for Ben and Slidespeaker?   Mentioned in this Episode: Clear Measure Way Architect Forum Software Engineer Forum Benjamin Day Consulting Benjamin Day LinkedIn Benjamin Day YouTube SlidespeakerAI     Want to Learn More? Visit AzureDevOps.Show for show notes and additional episodes.

People ask "how can I interview for TOP ServiceNow talent if I don't know much about ServiceNow".  This episode teaches you- The 3 Characteristics of TOP ServiceNow talent.- Creating "hard to fake" questions that reveal those characteristics.- Setting up virtual test environments.MENTIONED IN THIS EPISODE:- Understanding the limits of personal performance- Success on ServiceNow, without ServiceNowABOUT USCory and Robert are vendor agnostic freelance ServiceNow architects.Cory is the founder of TekVoyant.Robert is just some guy.Sponsor Us!

Karim Harbott: From Requirements Documents to Customer Obsession—Redefining the PO Role 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 Great Product Owner: Strategic, Customer-Obsessed, and Vision-Driven   "The PO role in the team is strategic. These POs focus on the customer, outcomes, and strategy. They're customer-obsessed and focus on the purpose and the why of the product." - Karim Harbott   Karim believes the industry fundamentally misunderstands what a Product Owner should be. The great Product Owners he's seen are strategic thinkers who are obsessed with the customer. They don't just manage a backlog—they paint a vision for the product and help the entire team become customer-obsessed alongside them.  These POs focus relentlessly on outcomes rather than outputs, asking "why are we building this?" before diving into "what should we build?" They understand the purpose of the product and communicate it compellingly.  Karim references Amazon's "working backwards" approach, where Product Owners start with the customer experience they want to create and work backwards to figure out what needs to be built. Great POs also embrace the framework of Desirability (what customers want), Viability (what makes business sense), Feasibility (what's technically possible), and Usability (what's easy to use). While the PO owns desirability and viability, they collaborate closely with designers on usability and technical teams on feasibility.  This is critical: software is a team sport, and great POs recognize that multiple roles share responsibility for delivery. Like David Marquet teaches, they empower the team to own decisions rather than dictating every detail. The result? Teams that understand the "why" and can innovate toward it autonomously.   Self-reflection Question: Does your Product Owner paint a compelling vision that inspires the team, or do they primarily manage a list of tasks? The Bad Product Owner: The User Story Writer "The user story writer PO thinks it's their job to write full, long requirements documents, put it in JIRA, and assign it to the team. This is far away from what the PO role should be." - Karim Harbott   The anti-pattern Karim sees most often is the "User Story Writer" Product Owner. These POs believe their job is to write detailed requirements documents, load them into JIRA, and assign them to the team. It's essentially waterfall disguised as Agile—treating user stories like mini-specifications rather than conversation starters. This approach completely misses the collaborative nature of product development.  Instead of engaging the team in understanding customer needs and co-creating solutions, these POs hand down fully-formed requirements and expect the team to execute without question. The problem is that this removes the team's ownership and creativity. When POs act as the sole source of product knowledge, they become bottlenecks.  The team can't make smart tradeoffs or innovate because they don't understand the underlying customer problems or business context. Using the Desirability-Viability-Feasibility-Usability framework, bad POs try to own all four dimensions themselves instead of recognizing that designers, developers, and other roles bring essential perspectives. The result is disengaged teams, slow delivery, and products that miss the mark because they were built to specifications rather than shaped by collaborative discovery. Software is a team sport—but the User Story Writer PO forgets to put the team on the field.   Self-reflection Question: Is your Product Owner engaging the team in collaborative discovery, or just handing down requirements to be implemented?   [The Scrum Master Toolbox Podcast Recommends]

Welcome to Definitely Maybe Agile! In this episode, Peter Maddison and Dave Sharrock sit down with Barbara Whittmann, founder of the Digital Wisdom Collective, to explore how real organizational change happens from the middle out.Barbara shares her 25 years of experience fixing broken digital transformation projects and reveals why the "juicy middle" of organizations holds the key to sustainable change. We dive deep into mindset training, building internal ecosystems, and why most organizations have forgotten the purpose of half their tools and processes.From navigating the "permafrost layer" of middle management to understanding why AI initiatives often miss the mark, this conversation offers practical insights for anyone working to transform how organizations operate.Three Key Takeaways:Meet Organizations Where They Are - Don't force rigid methodologies or terminology. Use the organization's own language and focus on solving their actual problems rather than trying to "fix" them with prescribed frameworks.The Power of Cohorts - Change isn't an individual effort. Building a cohort of four people creates redundancy, moral support, and a self-reinforcing dynamic that can create ripples throughout the organization.Communication is Critical - We don't invest enough in helping leaders develop communication skills. Leaders need ongoing support, coaching, and safe spaces to develop their ability to listen, speak up, and collaborate effectively.Featured Guest: Barbara Whittmann - Founder, Digital Wisdom CollectiveContact: feedback@definitelymaybeagile.com

Marie n'a jamais voulu choisir entre ambition professionnelle et soif de liberté. Alors elle a tout combiné.Diplômée de l'ESSEC, elle démarre dans le conseil en stratégie en Allemagne, convaincue que c'est sa voie. Mais rapidement, la frustration grandit : trop de politique, pas assez d'objectivité. C'est cette soif de logique qui la pousse vers la data en pleine pandémie.Pari risqué qui finit par payer. Elle décroche son premier poste de data analyst chez Papernest, devient manager en un an, puis rejoint Dougs comme première personne data avec pour mission de construire toute la stratégie from scratch. Et au moment où tout semble rouler, elle décide de tout arrêter pour partir un an faire le tour de l'Europe à vélo.——— MARIE LEFEVRE —————Retrouvez Marie sur LinkedIn : https://www.linkedin.com/in/marie-lefevre-b5770489/Articles Medium : https://medium.com/@marielefevre————— PARTIE 1/3 : PARCOURS —————(00:00) Intro + présentation(02:37) Parcours ESSEC et conseil en stratégie(06:23) Reconversion data pendant le COVID(10:41) Peurs et appréhensions dans la transition(15:22) Se sentir débordée par les demandes(19:30) C'est quoi concrètement le job de data analyst ?(26:31) Comment on fait de la data concrètement ?(35:18) Arrivée chez Dougs pour construire la data from scratch(42:05) Construire une stack data avec des compétences limitées(51:27) Comment prioriser sa liste de demandes(59:02) Définir ce que c'est la data chez Dougs(01:01:25) Recruter et faire grandir l'équipe(01:08:15) Pourquoi partir faire le tour de l'Europe à vélo(01:16:05) Ce qu'elle ramène du voyage - confiance et relativisation(01:21:00) Redéfinir son rôle au retour(01:24:22) Comment est arrivé le management(01:29:03) Erreurs en tant que manager débutant(01:35:14) Comment monter une équipe data(01:39:42) L'art de dire non dans la data(01:43:38) Évolution salariale dans la data————— PARTIE 2/3 : ROLL-BACK —————(01:51:06) Le projet complexe du calcul des primes commerciales(01:53:22) Pourquoi c'est un bourbier - exceptions et cas particuliers(01:56:04) Comment gérer cette complexité avec transparence(01:58:15) Autonomiser les équipes face aux données critiques————— PARTIE 3/3 : STAND-UP —————(01:59:19) Comment construire une architecture data fiable et robuste(02:00:53) Les outils - Airflow, Fivetran/Airbyte, BigQuery(02:03:12) DBT pour orchestrer les transformations SQL(02:08:20) Le star schema comme fondation(02:12:40) Tests et robustesse de la pipeline(02:20:39) Ressources recommandées(02:22:30) Le conseil ultime de Marie————— RESSOURCES —————Podcast Data Gen (Robin Conquet)Newsletter Data Engineering (Christophe Blefari - blef.fr)Coursera pour la formation SQL et PythonOutils : DBT, Airflow, Fivetran, Airbyte, BigQuery, Metabase, Looker Studio————— 5 ÉTOILES —————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.Hébergé par Ausha. Visitez ausha.co/politique-de-confidentialite pour plus d'informations.

Karim Harbott: Don't Scale Dysfunction—Fix the Team First 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.   "How do you define the success of a football manager? Football managers are successful when the team is successful. For Scrum Masters it is also like that. Is the team better than it was before?" - Karim Harbott   Karim uses a powerful analogy to define success for Scrum Masters: think of yourself as a football manager. A football manager isn't successful because they personally score goals—they're successful when the team wins. The same principle applies to Scrum Masters. Success isn't measured by how many problems you solve or how busy you are. It's measured by whether the team is better than they were before.  Are they more self-organizing? More effective? More aligned with organizational outcomes?  This requires a mindset shift. Unlike sprinters competing individually, Scrum Masters succeed by enabling others to be better.  Karim recommends involving the team when defining success—what does "better" mean to them? He also emphasizes linking the work of the team to organizational objectives. When teams understand how their efforts contribute to broader goals, they become more engaged and purposeful. But there's a critical warning: don't scale dysfunction! If a team isn't healthy, improving it is far more important than expanding your coaching to more teams.  A successful Scrum Master creates teams that don't need constant intervention—teams that can manage themselves, make decisions, and deliver value consistently. Just like a great football manager builds a team that plays brilliantly even when the manager isn't on the field.   Self-reflection Question: Is your team more capable and self-sufficient than they were six months ago, or have they become more dependent on you? Featured Retrospective Format for the Week: Systems Modeling with Causal Loop Diagrams "It shows how many aspects of the system there are and how things are interconnected. This helps us see something that we would not come up with in normal conversations." - Karim Harbott   Karim recommends using systems modeling—specifically causal loop diagrams—as a retrospective format. This approach helps teams visualize the complex interconnections between different aspects of their work. Instead of just listing what went wrong or right, causal loop diagrams reveal how various elements influence each other, often uncovering hidden feedback loops and unintended consequences.  The power of this format is that it surfaces insights the team wouldn't discover through normal conversation. Teams can then think of their retrospective actions as experiments—ways to interact with the system to test hypotheses about what will improve outcomes. This shifts retrospectives from complaint sessions to scientific inquiry, making them far more actionable and engaging. If your team is struggling with recurring issues or can't seem to break out of patterns, systems modeling might reveal the deeper dynamics at play.   [The Scrum Master Toolbox Podcast Recommends]

The Agile Job Market is broken, and it's not coming back. But that doesn't mean all hope is lost. But if you love what you do, and how we serve, you can't wait for opportunities to come to you...

 In this second episode of the special AI mini-series, we now explore the human side of transformation, where technology meets purpose and people remain at the center. From future jobs and critical thinking to working with C-level leaders, how human intervention and high-quality data drive success in an AI-powered world.This week, Dave, Esmee, and Rob talk to Indhira Mani, CDO at Intact Insurance UK, about the Love for data, insights on leadership, resilience, and preparing the next generation for what's next.    TLDR:01:30 Introduction of Indhira Mani and Scotch whisky05:45 Explaining the State of AI mini-series with Craig07:12 Conversation with Indi about her boyfriend called Data 38:33 Umbrella Sharing in Japan and the trust on AI45:15 The British Insurance Award and Women in Tech finalist GuestIndhira Mani: https://www.linkedin.com/in/indhira-mani-data/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/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

On this episode of the Scrum.org Community Podcast, Dave West welcomes Professional Scrum Trainer Bogdan Onyshchenko to explore the Agile Product Operating Model (APOM). They discuss how APOM offers a holistic, principle-based approach for product organizations—going beyond Scrum to address team motivation, vendor management, strategic decision-making, and more.Bogdan shares insights on the importance of transparency, frequent delivery, and self-organization. The episode also gets into balancing prescriptive advice with flexible principles, understanding the “why” behind agile practices, and using APOM as a practical tool for improving outcomes and value delivery.Listeners will gain practical guidance on applying APOM in their own organizations and learn how this evolving model continues to support teams and leaders in delivering value effectively.Learn more about APOM. Topics covered:Defining the Agile Product Operating Model (APOM)Practical Applications of APOMBalancing Prescriptive and Principle-Based ApproachesThe Importance of Understanding the "Why"Operating Models vs. Frameworks

Karim Harbott: You Can't Make a Flower Grow Faster—The Oblique Approach to Shaping Culture 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.   "How can I make a flower grow faster? Culture is a product of the behaviors of people in the system." - Karim Harbott   For Karim, one of the biggest challenges—and enablers—in his current work is creating a supporting culture. After years of learning what doesn't work, he's come to understand that culture isn't something you can force or mandate. Like trying to make a flower grow faster by pulling on it, direct approaches to culture change often backfire.  Instead, Karim uses what he calls the "oblique approach"—changing culture indirectly by adjusting the five levers: leadership behaviors, organizational structure, incentives, metrics, and systems. Leadership behaviors are particularly crucial.  When leaders step back and encourage ownership rather than micromanaging, teams transform. Incentives have a huge impact on how teams work—align them poorly, and you'll get exactly the wrong behaviors.  Karim references Team of Teams by General Stanley McChrystal, which demonstrates how changing organizational structure and leadership philosophy can unlock extraordinary performance. He also uses the Competing Values Framework to help leaders understand different cultural orientations and their tradeoffs. But the most important lesson? There are always unexpected consequences. Culture change requires patience, experimentation, and a willingness to observe how the system responds. You can't force a flower to grow, but you can create the conditions where it thrives.   Self-reflection Question: Are you trying to change your organization's culture directly, or are you adjusting the conditions that shape behavior?   [The Scrum Master Toolbox Podcast Recommends]

Are You Protecting Your Team Against the Right Thing? - Mike CohnA lot has been written and said about the responsibility of a Scrum Master to protect the team.Examples of protecting the team typically involve running interference with well-meaning but overzealous product owners, stakeholders, and managers. Teams run into trouble all the time from people who want it all now or who keep adding more work in the middle or a sprint. Scrum Masters keep all that noise away so that the team can focus on delivery.But if you are only focused on problems coming from squeaky wheels, you're missing one of the biggest dangers out there: complacency.Agile is about continually getting better. I don't care how good a team is today; if they aren't better a year from now, they're not agile.Complacency can creep in when a team sees some initial improvement from adopting an agile approach. Team members will notice how improved they are and think that's enough.But there's almost always room for further improvement.Some teams become complacent about their process and stop looking for ways to deliver more value each iteration. Still other teams become complacent in seeking out new engineering practices that could make the team even better.Protect your team from complacency by setting high expectations and encouraging the team to set even higher expectations of their own performance.Teams that refuse to settle for the status quo are teams that advance from good to great.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/

During this episode you get a chance to learn from Natali Betancur, a member of the Women in Agile Board who serves as the Executive Sponsor for our Scholarship Program. As you listen, you'll get a chance to hear about Natali's Agile journey, which began in local government and evolved through various roles including work at Queens University of Charlotte's Center for Digital Equity. This episode explores themes of gender discrimination in the workplace and strategies for women in leadership positions, including building confidence and setting boundaries. The conversation concluded with Natali sharing her team's implementation of agile practices and digital equity initiatives, including their work to make Mecklenburg County more digitally accessible through strategic planning and community-focused projects.   About the Featured Guest Natali Betancur is a dynamic and results-driven professional with a passion for creating positive change. With a diverse background in business management, finance, and strategic planning, she brings a unique perspective to her work. All Natali does is grounded in her core values of community, family and service. She currently works as the Deputy Director in the Center for Digital Equity at Queens University of Charlotte and serves as a board member for Women in Agile Org. Follow Natali Betancur on LinkedIn (https://www.linkedin.com/in/natali-betancur/) 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 Hosts Leslie Porter is an agilist at heart. She was leveraging agile practices and appreciating agile principles long before she even knew what they were. Her agile journey officially started in 2010 and she never looked back. Her career has taken many twists and turns. She led a digital marketing start-up in college, was involved with replatforming Lowes.com while they adopted agile practices, provided training and coaching for agile transformation across a wide array of industries. She is trained in Organization and Relationship Systems Coaching (ORSC) and has been involved in with Women in Agile since its original inception at Scrum Gathering 2013 in Las Vegas. You can follow Leslie on LinkedIn (https://www.linkedin.com/in/lesliejdotnet).

Karim Harbott: Why System Design Beats Individual Coaching Every Time 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.   "You can't change people, but you can change the system. Change the environment, not the people." - Karim Harbott   Karim was coaching a distributed team that was struggling with defects appearing constantly during sprints. The developers and testers were at different sites, and communication seemed fractured. But Karim knew from experience that when teams are underperforming, the problem usually isn't the people—it's the system they're working in. He stepped back to examine the broader context, implementing behavior-driven development(BDD) and specification by example to improve clarity through BDD scenarios.  But the defects persisted.  Then, almost by accident, Karim discovered the root cause: the developers and testers were employed by different companies. They had competing interests, different incentives, and fundamentally misaligned goals. No amount of coaching the individuals would fix a structural problem like that.  It took months, but eventually the system changed—developers and testers were reorganized into unified teams from the same organization. Suddenly, the defects dropped dramatically. As Jocko Willink writes in Extreme Ownership, when something isn't working, look at the system first. Karim's experience proves that sometimes the most compassionate thing you can do is stop trying to fix people and start fixing the environment they work in.   Self-reflection Question: When your team struggles, do you look at the people or at the system they're embedded in? Featured Book of the Week: Scaling Lean and Agile Development by Craig Larman and Bas Vodde "This book was absolute gold. The way it is written, and the tools they talk about went beyond what I was talking about back then. They introduced many concepts that I now use." - Karim Harbott   Karim discovered Scaling Lean and Agile Development by accident, but it resonated with him immediately. The concepts Craig Larman and Bas Vodde introduced—particularly around LeSS (Large-Scale Scrum)—went far beyond the basics Karim had been working with. The book opened his eyes to system-level thinking at scale, showing how to maintain agility even as organizations grow.  It's packed with practical tools and frameworks that Karim still uses today. For anyone working beyond a single team, this book provides the depth and nuance that most scaling frameworks gloss over. Also worth reading: User Stories Applied by Mike Cohn, another foundational text that shaped Karim's approach to working with teams.   [The Scrum Master Toolbox Podcast Recommends]

In this last episode of our conversation with Nevine White, she discusses her journey in transforming traditional yearly budgeting to adaptive agile financial planning frameworks in major telecom firms. Nevine shares insights into overcoming leadership resistance, empowering teams to challenge the status quo, and the importance of continuous planning and operational agility. She explains how these changes fostered organizational nimbleness, better decision-making, and a culture of innovation. The conversation explores the role of finance in driving change, overcoming bureaucracy, and enhancing organizational agility, offering practical advice on managing fear, facilitating change, and improving communication and engagement within teams.00:00 Introduction to Agile Tales00:44 Transforming Financial Planning02:12 Challenges of Leadership Changes02:50 Empowering Organizational Change05:18 Finance Team's Reaction to Change08:28 Improving Communication and Processes10:04 Addressing Risk and Fear in Finance12:06 Overcoming Traditional Finance Barriers16:15 Leading Change from Within20:08 Advice for Finance and Non-Finance Teams26:09 Conclusion and Upcoming Episode TeaserNevine'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. She is a 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.About Nevine White:Beginning her 35-year career in telecom engineering, Nevine went on to lead the FP&A function at TW Telecom for 2 decades. There, she championed powerful changes in financial planning that enabled an agile and effective management structure by eliminating traditional budgets. After the company's sale, 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 of 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 team building, she has been featured at conferences and on podcasts. She enjoys sharing her learnings and experiences with anyone seeking to change and enable their teams meaningfully. 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

Karim Harbott: The Day I Discovered I Was a Scrum Project Manager, Not 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.   "I was telling the team what to do, instead of helping the team to be better on their own. There's a lot more to being a Scrum Master than Agile—working with people is such a different skillset." - Karim Harbott   Karim thought he had mastered Scrum. He had read the books, understood the framework, and was getting things done. His team seemed to be moving forward smoothly—until he stepped away for a few weeks.  But, when he returned, everything had fallen apart. The team couldn't function without him constantly directing their work. That's when Karim realized he had fallen into one of the most common anti-patterns in Agile: the Scrum Project Manager.  Instead of enabling his team to be more effective, he had become their bottleneck. Every decision flowed through him, every task needed his approval, and the team had learned to wait for his direction rather than taking ownership themselves. The wake-up call was brutal but necessary.  Karim discovered that pushing project management responsibilities to the people doing the work—as David Marquet advocates—was far more powerful than being the hero who solves all problems. The real skill wasn't in telling people what to do; it was in creating an environment where they could figure it out themselves. Geoff Watts calls this servant leadership, and Karim learned it the hard way: a great Scrum Master makes themselves progressively less necessary, not more indispensable.   Self-reflection Question: Are you enabling your team to be more effective, or have you become the person they can't function without?   [The Scrum Master Toolbox Podcast Recommends]

In this episode, Josh and Bob hold up the mirror — hard. This isn't a pep talk; it's a reality check for anyone frustrated with their career, the market, or leadership.They unpack the idea of being “Me First” — not in a selfish way, but in a self-accountable way. Instead of waiting for someone else to fix the market, find your job, or create your opportunity, start by asking: What do I need to change? What can I do differently?The duo call out the tough truths facing agile professionals, coaches, and leaders right now. The golden age of “easy wins” is over. The only sustainable strategy is honest self-reflection and intentional evolution.If you've been waiting for the world to shift back in your favor, stop waiting. The next version of your career starts with you. 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!

Can decades-old management philosophy actually help us tackle AI's biggest challenges?In this episode, John Willis, a foundational figure in the DevOps movement and co-author of the DevOps Handbook, takes us through Dr. W. Edwards Deming's System of Profound Knowledge and its surprising relevance to today's most pressing challenges. John reveals how Deming's four-lens framework—theory of knowledge, understanding variation, psychology, and systems thinking—provides a practical approach to managing complexity.The conversation moves beyond theoretical management principles into real-world applications, including incident management mistakes that have killed people, the polymorphic nature of AI agents, and why most organizations are getting AI adoption dangerously wrong.Key topics discussed:Deming's System of Profound Knowledge and 14 Points of Management—what they actually mean for modern organizationsHow Deming influenced Toyota, DevOps, Lean, and Agile (and why the story is more nuanced than most people think)The dangers of polymorphic agentic AI and what happens when quantum computing enters the pictureA practical framework for managing Shadow AI in your organization (learning from the cloud computing era)Why incidents are “unplanned investments” and the fatal cost of dismissing P3 alertsTreating AI as “alien cognition” rather than human-like intelligenceThe missing piece in AI conversations: understanding the philosophy of AI, not just the technologyTimestamps:(00:00:00) Trailer & Intro(00:02:27) Career Turning Points(00:05:31) Why Writing a Book About Deming(00:12:53) Deming's Influence on Toyota Production System(00:19:31) Deming's System of Profound Knowledge(00:28:12) The Importance of Systems Thinking in Complex Tech Organizations(00:31:43) Deming's 14 Points of Management(00:44:17) The Impact of AI Through the Lens of Deming's Profound Knowledge(00:49:56) The Danger of Polymorphic Agentic AI Processes(00:53:12) The Challenges of Getting to Understand AI Decisions(00:55:43) A Leader's Guide to Practical AI Implementation(01:05:03) 3 Tech Lead Wisdom_____John Willis' BioJohn Willis is a prolific author and a foundational figure in the DevOps movement, co-authoring the seminal The DevOps Handbook. With over 45 years of experience in IT, his work has been central to shaping modern IT operations and strategy. He is also the author of Deming's Journey to Profound Knowledge and Rebels of Reason, which explores the history leading to modern AI.John is a passionate mentor, a self-described “maniacal learner”, and a deep researcher into systems thinking, management theory, and the philosophical implications of new technologies like AI and quantum computing. He actively shares his insights through his “Dear CIO” newsletter (aicio.ai) and newsletters on LinkedIn covering Deming, AI, and Quantum.Follow John:LinkedIn – linkedin.com/in/johnwillisatlantaTwitter – x.com/botchagalupe AI CIO – aicio.ai Attention Is All You Need – linkedin.com/newsletters/attention-is-all-you-need-7167889892029505536 Profound – linkedin.com/newsletters/profound-7161118352210288640 Rebels of Uncertainty – linkedin.com/newsletters/rebels-of-uncertainty-7359198621222719490Like this episode?Show notes & transcript: techleadjournal.dev/episodes/237.Follow @techleadjournal on LinkedIn, Twitter, and Instagram.Buy me a coffee or become a patron.

Everyone says to break goals into subtasks. But what if that's exactly what's slowing you down?I show why this common productivity advice fails when you're building something new—and what to do instead. You'll learn a faster, lighter Agile-inspired system that:- Cuts planning time to one hour- Keeps you focused without overwhelm- Builds clarity through action, not researchIf you've ever fallen into the “perfect plan” trap, this video will change how you plan forever.Learn about my private membership where we do monthly sprints together: https://monthlymethod.com/focus-room/Videos mentioned in the video:Agile goal management    • Agile approach for managing your goals. Sp...  What is a sprint?    • What is a sprint? How to use it in your life.  Choosing sprint goals    • Choosing sprint goals. Definition of Done.   ★ Support this podcast on Patreon ★

Thinking through the chaos that has ensued over the NASA Administrator role, the Artemis 3 lander acceleration movement, the SpaceX Starship HLS update, and a bit on how we actually got here.This episode of Main Engine Cut Off is brought to you by 32 executive producers—Donald, Stealth Julian, Jan, Theo and Violet, The Astrogators at SEE, Joakim, Steve, Matt, Fred, Lee, Joel, Kris, Ryan, David, Josh from Impulse, Warren, Heiko, Pat, Russell, Tim Dodd (the Everyday Astronaut!), Joonas, Better Every Day Studios, Will and Lars from Agile, Natasha Tsakos, Frank, and four anonymous—and hundreds of supporters.TopicsSpaceX - UpdatesSpaceX teases simplified Starship as alarms sound over Moon landing delays - Ars TechnicaWhy did NASA's chief just shake up the agency's plans to land on the Moon? - Ars TechnicaElon Musk just declared war on NASA's acting administrator, apparently - Ars TechnicaHow America fell behind China in the lunar space race—and how it can catch back up - Ars TechnicaChina completes landing and takeoff test for crewed moon lander - SpaceNewsChina completes second hot-fire test for new moon rocket, including engine restarts - SpaceNewsTrump pulls Isaacman nomination for space. Source: “NASA is f***ed.” - Ars TechnicaThe 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

Darryl Wright: The PONO—Product Owners in Name Only and How They Destroy Teams 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 Great Product Owner: Collaborative, Present, and Clear in Vision   "She was collaborative, and that meant that she was present—the opposite of the MIA product owner. She came, and she sat with the team, and she worked with them side by side. Even when she was working on something different, she'd be there, she'd be available." - Darryl Wright   Darryl shares an unusual story about one of the best Product Owners he's ever encountered—someone who had never even heard of Agile before taking the role. Working for a large consulting company with 170,000 staff worldwide, they faced a difficult project that nobody wanted to do. Darryl suggested running it as an Agile project, but the entire team had zero Agile experience. The only person who'd heard of Agile was a new graduate who'd studied it for one week at university—he became the Scrum Master. The executive sponsor, with her business acumen and stakeholder management skills, became the Product Owner despite having no idea what that meant.  The results were extraordinary: an 18-month project completed in just over 7 months, and when asked about the experience, the team's highest feedback was how much fun they had working on what was supposed to be an awful, difficult project. Darryl attributes this success to mindset—the team was open and willing to try something new.  The Product Owner brought critical skills to the role even without technical Agile knowledge: She was collaborative and present, sitting with the team and remaining available. She was decisive, making prioritization calls clearly so nobody was ever confused about priorities. She had excellent communication skills, articulating the vision with clarity that inspired the team. Her stakeholder management capabilities kept external pressures managed appropriately. And her business acumen meant she instantly understood conversations about value, time to market, and customer impact.  Without formal training, she became an amazing Product Owner simply by being open, willing, and committed. As Darryl reflects, going from never having heard of the role to being an inspiring Product Owner in 7 months was incredible—one of the most successful projects and teams he's ever worked with.   Self-reflection Question: If you had to choose between a Product Owner with deep Agile certification and no business skills, or one with strong business acumen and willingness to learn—which would serve your team better? The Bad Product Owner: The PONO—Product Owner in Name Only   "The team never saw the PO until the showcase. And so, the team would come along with work that they deemed was finished, and the product owner had not seen it before because he wasn't around. So he would be seeing it for the first time in the showcase, and he would then accept or reject the work in the showcase, in front of other stakeholders." - Darryl Wright   The most destructive anti-pattern Darryl has witnessed was the MIA—Missing in Action—Product Owner, someone who was a Product Owner in Name Only (PONO). This senior business person was too busy to spend time with the team, only appearing at the sprint showcase. The damage this created was systematic and crushing. The team would build work without Product Owner engagement, then present it in the showcase looking to be proud of their accomplishment.  The PO, seeing it for the first time, would accept or reject the work in front of stakeholders. When he rejected it, the team was crushed, deflated, demoralized, and made to look like fools in front of senior leaders—essentially thrown under the bus. This pattern violates multiple principles of Agile teamwork. First, there's no feedback loop during the sprint, so the team works blind, hoping they're building the right thing. Second, the showcase becomes a validation ceremony rather than a collaborative feedback session, creating a dynamic of subservience rather than curiosity. The team seeks approval instead of engaging as explorers discovering what delivers customer value together. Third, the PO positions themselves as judge rather than coach—extracting themselves from responsibility for what's delivered while placing all blame on the team.  As Deming's quote reminds us, "A leader is a coach, not a judge." When the PO takes the judge role, they're betraying fundamental Agile values.  The responsibility for what the team delivers belongs strictly to the Product Owner; the team owns how it's delivered.  When Darryl encounters this situation as a Scrum Master, he lobbies intensely with the PO: "Even if you can't spare any other time for the entire sprint, give us just one hour the night before the showcase." That single hour lets the team preview what they'll present, getting early yes/no decisions so they never face public rejection. The basic building block of any Agile or Scrum way of working is an empowered team—and this anti-pattern strips all empowerment away.   Self-reflection Question: Does your Product Owner show up as a coach who's building something together with the team, or as a judge who pronounces verdicts? How does that dynamic shape what your team is willing to try?   [The Scrum Master Toolbox Podcast Recommends]

Luke O'Mahoney, Founder & Creator of Sapienˣ, joined The Modern People Leader.We talked about the three emerging models of product-led HR, Agile theater, and how an enterprise company phased its shift to product-led HR.---- Sponsor Links:

Have you ever wondered how you can create more agile, well-rounded leaders across your organization — without sacrificing flexibility or work-life balance? We often talk about developing talent and succession planning as if they're separate from our distributed work strategy. But if you're not intentional about how career growth happens across remote and hybrid setups, you risk losing great talent to stagnation or burnout. Which is why on this episode of Inclusion in Progress, we're diving into one of the 12 distributed work models we've identified while working with global teams: The Job Rotation Model — which empowers employees to rotate through different roles and departments while maintaining location flexibility. We cover: How to use rotational programs to develop leaders in a distributed environment What it takes to create a culture of mentorship and knowledge-sharing across hybrid or remote teams The challenges of implementing this model — including project continuity and remote knowledge transfer — and how to solve them We'll be breaking down the rest of all of these work models on future episodes, so subscribe to the podcast to make sure you don't miss out! And if you're a People or HR leader who wants a more detailed breakdown of the 12 distributed work models (and an easy framework to decide which works best for your organization)... Download a copy of our Distributed Work Success Playbook today! TIMESTAMPS: [02:34] How the Job Rotation Model enhances career growth while offering flexibility. [03:58] What are some of the key principles to applying job rotation workplace? [05:18] What are some of the most common challenges for this Distributed Work Model? [06:25] How to know if the Job Rotation Model is best fit for your organization? LINKS: info@inclusioninprogress.com www.inclusioninprogress.com/podcast www.linkedin.com/company/inclusion-in-progress Download our Distributed Work Models Playbook to learn how to find the distributed work model that enables your teams to perform at their best. Want us to partner with you on finding your best-fit hybrid work strategy? Get in touch to learn how we can tailor our services to your company's DEI and remote work initiatives. Subscribe to the Inclusion in Progress Podcast on Apple Podcasts or Spotify to get notified when new episodes come out! Learn how to leave a review for the podcast.

Caleb Henry, Director of Research at Quilty Space, joins me (in studio!) to talk about Starlink V3, Starlink satellite relay, Kuiper's rollout, the Airbus-Thales-Leonardo merger, and the future of Iridium.This episode of Main Engine Cut Off is brought to you by 32 executive producers—Heiko, Joonas, Joel, The Astrogators at SEE, Russell, Joakim, Tim Dodd (the Everyday Astronaut!), Natasha Tsakos, David, Steve, Josh from Impulse, Will and Lars from Agile, Better Every Day Studios, Jan, Fred, Warren, Kris, Pat, Donald, Matt, Frank, Stealth Julian, Ryan, Theo and Violet, Lee, and four anonymous—and hundreds of supporters.TopicsCaleb Henry (@ChenrySpace) / XThe OneWeb Book | Caleb Henry | SubstackQuilty SpaceSatellite operators will soon join airlines in using Starlink in-flight Wi-Fi - Ars TechnicaStarlink mini lasers to link Muon Space satellites for near real-time connectivity - SpaceNewsProject Kuiper plots broadband services in five countries by end of March - SpaceNewsAirbus, Leonardo and Thales agree to combine space businesses - SpaceNewsProject Bromo: An Escape Hatch, Not a FortressIridium pulls $1 billion 2030 service revenue goal amid SpaceX's D2D push - SpaceNewsThe 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

Darryl Wright: The Retrospective Formats That Actually Generate 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. "My success is, how much have I helped the team achieve what they want? If what they want is to uplift quality, or to reduce their time to market, well then, my success is helping them achieve that." - Darryl Wright When Darryl enters a new organization, he's often told his success will be measured by percentage of Agile adoption or team maturity assessment scores. His response is direct: those are vanity metrics that show something for its own sake, not real success. True success requires multiple measures, carefully balanced to prevent gaming and to capture both the human and business dimensions of work. Darryl advocates balancing quantitative metrics like lead time and flow efficiency with qualitative measures like employee happiness and team self-assessment of productivity. He balances business outcomes like customer satisfaction and revenue with humanity metrics that track the team's journey toward high performance. Most importantly, Darryl believes his success metrics should be co-created with the team. If he's there to help the team, then success must be defined by how much he's helped them achieve what they want—not what he wants. When stakeholders fixate on output metrics like "more story points," Darryl uses a coaching approach to shift the conversation toward outcomes and value. "Would you be happy if your team checked off more boxes, but your customers were less happy?" he asks. This opens space for exploring what they really want to achieve and why it matters. The key is translating outputs into impacts, helping people articulate the business value or customer experience improvement they're actually seeking. As detailed in Better Value, Sooner, Safer, Happier by Jonathan Smart, comprehensive dashboards can track value across multiple domains simultaneously—balancing speed with quality, business success with humanity, quantitative data with qualitative experience. When done well, Agile teams can be highly productive, highly successful, and have high morale at the same time. We don't have to sacrifice one for the other—we can have both. Self-reflection Question: If your team could only track two metrics for the next sprint, what would they choose? What would you choose? And more importantly, whose choice should drive the selection? Featured Retrospective Format for the Week: The 4 L's and Three Little Pigs Darryl offers two favorites, tailored to different contexts. For learning environments, he loves the 4 L's retrospective: Liked, Learned, Lacked, and Longed For. This format creates space for teams to reflect on their learning journey, surfacing insights about what worked, what was missing, and what they aspire to moving forward. For operational environments, he recommends the Three Little Pigs retrospective, which brilliantly surfaces team strengths and weaknesses through a playful metaphor. The House of Straw represents things the team is weak at—nothing stands up, everything falls over. The House of Sticks is things they've put structure around, but it doesn't really work. The House of Bricks represents what they're solid on, what they can count on every time. Then comes the most important part: identifying the Big Bad Wolf—the scary thing, the elephant in the room that nobody wants to talk about but everyone knows is there. This format creates psychological safety to discuss the undiscussable. Darryl emphasizes two critical success factors for retrospectives: First, vary your formats. Teams that hear the same questions sprint after sprint will disengage, asking "why are you asking me again?" Different questions provide different lenses, generating fresh insights. Second, ensure actions come out of every retro. Nothing kills engagement faster than suggestions disappearing into the void. When people see their ideas lead to real changes, they'll eagerly return to the next retrospective. And don't forget to know your team—if they're sports fans, use sports retros; if they're scientists, use space exploration themes. Just don't make the mistake of running a "sailboat retro" with retiring mainframe engineers who'll ask if you think they're kindergarten children. For more retrospective formats, check out Retromat. [The Scrum Master Toolbox Podcast Recommends]

Charlie is an internationally renowned consultant, practitioner, author, speaker, and trainer, of Lean and Agile improvements spanning over 4 decades. Charlie has published 20 books to date, in healthcare, manufacturing, and a children's book and received two Shingo Prizes. Seven of the books have been translated into other languages. There are more in the works. Charlie spent over 13 years with AlliedSignal (now Honeywell) and has been implementing TQM/ Lean Principles and Thinking since 1985. He was the first TQM/Lean Master and a Strategic Operations Manager for AlliedSignal where he received several special recognition and cost reduction awards. Charlie is an external consultant for the Maryland World Class Consortia (MWCC) and a co-author for the resulting World Class Guidelines in 1998. He has been a keynote speaker for the MWCC, Chinese Industrial Engineering Institute, China's Benchmark Lean conferences, and Agile DEVOPS conference in Portugal and done several Lean/ Agile podcasts to date. He has put on training seminars for The Dark Report's Quality Confab and Executive War College.Charlie started Business Improvement Group (BIG) in 1997, and along with his son and other partners, spent the last 28 years implementing successful Lean Implementations and World Class Kaizen events for small to fortune 100 companies across the U.S., Canada, Mexico, Puerto Rico, Europe and Asia. He has taught Lean Thinking Principles to students from all over the world.Charlie is following in the footsteps of his grandfather, Charles W. Protzman, Sr. who, as part of the CCS, under the direction of MacArthur in 1949-50, along with Homer Sarasohn, taught CEO's of over 50 prominent Japanese Telecommunications Companies an eight-week course in American Industrial Management. It was Protzman and Sarasohn that then recommended Deming to JUSE, to continue their quality teachings leading to Deming's 8-day Quality Course starting in 1950 and creation of the Deming Prize.Charlie has a BA and MBA from Loyola University in Maryland.Link to claim CME credit: https://www.surveymonkey.com/r/3DXCFW3CME credit is available for up to 3 years after the stated release dateContact CEOD@bmhcc.org if you have any questions about claiming credit.

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

In this episode, I share an interview with Ines Garcia, who is one of the creators of the Agile Sustainability Manifesto. She emphasizes the importance of adapting sustainable behaviors to individual lifestyles and advocating for change through personal example rather than pressure. She stresses that meaningful change starts with individual willingness to be part of Continue Reading

Building on last week's episode on AI and Operating Systems in SMBs, Dave West and PST Yuval Yeret dive into the challenges of scaling small and medium-sized businesses.Dave shares lessons from growing an organization from a small team to over 100 people—navigating silos, new stakeholders, and keeping teams outcome-focused. Yuval highlights common scaling pitfalls and explores frameworks like EOS, Scaling Up, and D4X, emphasizing vision, strategic goals, and evidence-based management.Learn how to maintain agility at scale, build cross-functional teams, and create an operating system that drives sustainable growth.Resource - Mastering Organizational Traction Trail Map

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]

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 How much is your bad code costing you, and how much is your team's suffering just a ritual of amateur theatre? In this episode, Engineering and Agile expert Tim Ottinger and Ben challenge the core belief systems that plague software development, from the focus on individual productivity to the self-inflicted wounds of long release cycles. They break down the shocking truth about what slows software projects down, the high cost of errors in a complex system, and why doing work when it's easy is the only way to avoid the crushing complexity of doing it when it's hard. What you'll learn in this episode: ● Why teams might refuse to change and improve the way they work ● The importance of finding problems now, rather than waiting till later ● Why "crunch time" is killing your output, not boosting it ● When to be throwing work away and when to be making things real Bibliography: https://www.industriallogic.com/blog/faster-and-more-predictable/ Paired Programming Illuminated by  Lori Williams and Robert Kessler: The Goal by Eliyahu Goldratt More about our guest: Tim Ottinger is a legendary figure in software development, having programmed since 1979 and been active in the early days of Extreme Programming and Agile. As a Senior Consultant at Industrial Logic, co-author of Agile In A Flash and a contributor to Clean Code, Tim brings decades of practical experience to dissect what goes wrong in most software development and how you can start doing better. Accolades and Publications: ● Co-Author: Agile In A Flash (with Jeff Langr). ● Contributor: Clean Code. ● Writing Credits: C++ Report, Object Magazine Online, Pragmatic Bookshelf magazine, Software Quality Connection. ● Recognized for: Compassionate and patient approach to working with individuals, sincerely interested in helping people reach their goals. Social Media and Websites: ● Website (Blog): https://agileotter.blogspot.com/ ● Company Blog: https://www.industriallogic.com/blog/ ● Twitter/X: @tottinge. ● LinkedIn: https://www.linkedin.com/in/agileotter/ ● Email: tottinge@gmail.com ● Other: https://randsinrepose.com/welcome-to-rands-leadership-slack/ Connect with us:

Can simplicity be your team's most powerful productivity tool? In this episode of The Mob Mentality Show, we explore Agile Manifesto Principle #10: “Simplicity—the art of maximizing the amount of work not done—is essential.” This isn't abstract Agile theory — it's real-world stories and lessons from software teams who've learned how to cut waste, focus on what matters, and deliver more by doing less. We share hands-on examples from their work in Mob Programming, Extreme Programming (XP), and Lean Thinking, unpacking how simplicity shows up in everyday team decisions.

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!

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]

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]

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]

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