Podcasts about agile community

Schon im Scrum Guide wird klar formuliert, dass Scrum Master in bestimmten Fragestellungen ihre Product Owner unterstützen sollen. Als ausgewiesenen Experten für die Scrum Master Rolle haben wir uns daher erneut Alexander Kylburg eingeladen. Er ist schon mindestens 15 Jahre in der agilen Szene und vor allem im Rheinland ein sehr engagiertes Mitglied der Agile Community. So hat er den Kölner Scrumtisch nahezu von Tag 1 begleitet und die regelmäßige Agile Cologne als bedeutende agile Konferenz zusammen mit anderen vor über 10 Jahren ins Leben gerufen. Tim bespricht mit Alexander zunächst mal, wie er die Verantwortlichkeit von Scrum Mastern versteht und wie sie selbst ihre Scrum Master weiterbilden. Natürlich auch, wie man als Scrum Master überhaupt in die Product Owner Themen reinkommen kann. Spannend ist seine Einschätzung, wie gut bzw. intensiv Scrum Master heutzutage ihre Product Owner unterstützen. Was muss ein Scrum Master dafür wissen, um eine wertvolle methodische Unterstützung bzw. entsprechendes Coaching leisten zu können? Aber de beiden kommen im Gespräch auch an den üblichen Problemen vorbei: Was ist, wenn sich der der Product Owner vielleicht gar nicht helfen lassen will bzw. faktisch der Scrum Master keinen entsprechenden Zugang zum Product Owner findet? Genauso kann sich das Problem auch andersrum darstellen: der Product Owner "zieht" den Scrum Master in inhaltliche und operative Arbeit hinein und missachtet dabei die eigentliche Rolle des Scrum Masters. Darüber hinaus gibt es in dieser Folge auch praktische Tipps, wie sich Scrum Master das entsprechende Wissen aneignen können und auf Augenhöhe bleiben können. Das von Alexander Kylburg mehrfach erwähnte "Agile Coaching Growth Wheel" ist in Toolbox (empfehlenswert!) von paragraph eins gut und detailliert beschrieben: paragraph1.de/toolbox/das-agile-coaching-growth-wheel Das Toleranz Modell und das am Ende erwähnte Kartenspiel "Toleranz Poker" könnt ihr dort ebenfalls finden. Auf folgende ältere Folgen wird im Laufe des Gesprächs verwiesen: - Konflikte zwischen Scrum Master und Product Owner (mit Gast Alexander Kylburg - Dein Freund der Scrum Master Wer mit Alexander Kylburg oder seiner Firma paragraph eins (paragraph1.de) in Kontakt treten möchte, erreicht ihn am Besten auf seinem LinkedIn-Profil. Übrigens ist paragraph eins ein sehr geschätzter Kooperationspartner von uns. Wir hoffen, dass du mit dieser Folge wertvolle Ideen bekommen hast, wie du als Scrum Master oder Product Owner ein gutes Sprint Review gestalten kannst. Welche Erfahrungen hast Du selber gemacht und magst darüber berichten? Wir freuen uns, wenn du deine Erfahrungen aus der Praxis mit uns in einem Kommentar des Blog-Artikels teilst oder auf unserer Produktwerker LinkedIn-Seite. **Folgt uns Produktwerkern auf** - LinkedIn -> https://bit.ly/3gWanpT - Twitter -> https://bit.ly/3NitkPy - Youtube -> https://bit.ly/3DIIvhF - Infoletter (u.a. mit Hinweisen auf Konferenzen, Empfehlungen, Terminen für unsere kostenfreien Events usw.) -> https://bit.ly/3Why63K

Is The Party Over For ScrumMasters and Agile Coaches? Join V. Lee Henson as we continue the conversation around the great transition of roles and titles in the Agile Community... 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/

You can grab Coco's book: The Full Potential Relationship - The Soccer Field Method®Transcript: Agile F M Radio for the Agile Community. [00:00:07] Joe Krebs: Thank you for tuning in to another episode of Agile FM. Today, I'm here with Coco Decrouppé, um, and she is an author, a team trainer, a top 15 leadership coach. She's a blogger, she is, and this is what we want to talk about here today, the creator of the Soccer Field Method, where she also wrote a book about.The book is full title is The Full Potential Relationship and the Soccer Field Method. Welcome to the podcast. [00:00:36] Coco Decrouppé: Thank you, Joe. I'm very excited to be here. I'm looking forward to the conversation and I'm honored that you asked me. [00:00:43] Joe Krebs: Wonderful. And this book which we, I just mentioned the full potential relationship, the soccer field method.I was immediately drawn to it as I'm a huge soccer fan myself, but soccer is not, or knowledge about soccer is really not important when reading or approaching the book or the method itself. And I think that's a correct statement, right? [00:01:03] Coco Decrouppé: Absolutely. Absolutely. It's not needed. [00:01:06] Joe Krebs: Awesome.Yeah. So the book actually is a grouped into three areas and I want to touch on those if possible with you. Today, the first one is the relationship with yourself because it is about the full potential relationship, the book. The second one is the relationship with another. And the third one is the relationship with the team.And that relates to listeners on the Agile FM podcast. Now I do have to say your background is not in Agile, but I believe there is. A lot of things the agile community can take away from from your writing. If that's okay with you, I would just start diving into the first part. [00:01:43] Coco Decrouppé: Yes, please. .[00:01:44] Joe Krebs: , the first thing I noticed when I read the book was like the biggest chunk, just in terms of material of your book is actually in the first part about yourself, like just in terms of pages really focusing on. On the first one. So we often work in agile teams. But when we're looking at individuals within the team, how could this the soccer field method in particular be relevant for an individual team member, for example, like a software engineer or a leader or a coach that you do.You do coach to coaches, right? And in this case, it would be an agile coach. How would this technique and what's so special about your soccer field method? In looking at a soccer field itself how is this important for an individual on a team? How could this be helpful? [00:02:32] Coco Decrouppé: Yeah, very good question.Very important question I feel. So the soccer field really is an analogy for a relationship, and we all have relationships. in private and business life. So it doesn't matter what your role is. It's not important what you're in, what industry you're in. We all have relationships. And we really need only two lines of the field.It's the middle line that separates us and the outer line that connects us again. And one challenge for leaders is the question, when do I need to be with my team? And when do I, when is it okay to set boundaries for myself? And that is a solution. approach to deal with this question on a daily basis in difficult situations.And the first step is the self leadership. So we have the two lines, the middle line, the outer line, and we have the two spaces. You have your side of the field. I have my side of the field. And this is where we can show up a hundred percent authentically with our skills, with everything we are. And our world is fast.There are lots of expectations, no matter what your role is. And we tend to think a lot outside of us. instead of thinking for ourselves, what can I actually control? And this is what the self leadership stands for. How do I step back, calm myself down and reflect on what is actually needed? What are my responsibilities actually?What are my values? What are my thoughts? What are my emotions? Even this goes deep here. So a lot about emotional intelligence, but it's a lot about stepping back. And we need this in every role, especially when we talk about transformation, change, all these things that cause Lots of confusion and stress for people.[00:04:34] Joe Krebs: This is also like related to how I show up in the morning for work. What I take away from work, like very, like, selfishly speaking, right? It sounds like it's all about me at this point, right? So this is the part of your method is all about me. Is that a fair statement? [00:04:51] Coco Decrouppé: Yes. It has a lot to do with the mindset and how you show up because every team Or every team member leads the team with their mindset.So it's very important to be aware of how we show up and this is also the power that we have. I don't like calling it selfish. Like, yeah, it's a very important word actually and how we phrase that. I call it more self determined. to really pay attention that we do need oxygen. First, we need to step back, we need to calm ourselves down and pay attention to our needs.First, before we then go and help other people and strengthen the team and support each other.[00:05:35] Joe Krebs: Yeah. So from a methods perspective, let's say I'm a software engineer. Is that you just mentioned like the emotions, right. How I would show up, but also from a self determined in terms of learning, right? So I come to work, possibly want to improve how I want to be as a professional within my team.Right. But what do I want? How do I grow? Does that also fall into my side of the soccer field. [00:06:03] Coco Decrouppé: Absolutely, that we understand what do I need also in working together, what is important to me. Sometimes I need more details from a person. Sometimes I need less details for a person, for example, and we need to communicate our needs in order to work together.And then there is what comes natural to us, right? Some are more technical oriented and others have an easier time in creating and building relationships, building trust. [00:06:34] Joe Krebs: Yeah. [00:06:35] Coco Decrouppé: And whatever comes natural to us, we always have to outbalance the other side. We also have to focus on the other thing.So when the technical side comes easy, we also need to pay attention. How do we actually connect? How do we communicate? So like we stayed in the beginning, we have the midline that separates us and the outer line that connects us. For some people, it's easier to set the boundary and be more intro, they're more introverts possibly.And for others, it's easy to connect. So we need both lines and both skills. In order to really work together. [00:07:10] Joe Krebs: So even within my own field of the soccer field, I still have different segments, right, in terms of learning, how I possibly open up to other people, communication, collaboration what are my skills and capabilities?So we can look also inside the team a little bit of an agile team, but if we're looking a little bit more on the The outside of the team that could be leaders stakeholders, people that are interacting with the team. And I know you do work a lot with leaders and provide leadership workshops with your method.What's, what could, do you have an example for a leader, like in that own segment within your own part of the soccer field and that individual said, like, and what kind of things would a leader be watching out for interacting with others? [00:08:01] Coco Decrouppé: . So this, whoever's looking at the field gets. Their side of the field, so everybody has , the self leadership. Right. That is step one. Step two is the conversational part of it, and it's not important really. Who's on the other side? That could be a client. Could be a customer. Customer, it could be a team member, it could be a family member even.This is a space in the middle that we haven't talked about now, but this is a space in the middle where we communicate. And connect again and have simple methods to help us structure our conversations and get our point across, but also listen to what the other person needs. It's a dialogue.It's a dialogue. Right? [00:08:45] Joe Krebs: Yeah. [00:08:46] Coco Decrouppé: And learning how to do that is, is simple, but it does take a little bit of time and effort to do that. Since this method always starts with the self leadership, I want to first of all, calm myself down and understand what do I actually want from the other side without crossing that boundary, respecting that boundary.And once I have identified on the self leadership, what I actually want and what my expectations are from the other side, it's much easier to communicate. But often I hear leaders who Find themselves in a challenge where they don't know why their team doesn't react. That they themselves are not. clear on what they actually expect on the self leadership level from the other person. Yeah. So we need to be clear first what we want also from the other side and then communicate it in a solution oriented way. [00:09:41] Joe Krebs: Interesting. So there's, so what's, what I think is interesting about this method is a few pieces to it is obviously is it's universally applicable, right, to leaders, as you said.The interaction with clients or even family. This is not limited, obviously, to anything in the agile space, but it also applies very well to the agile space. I found myself while going through the material. You just mentioned that there is. The other side of the field. So far, we have just spoken about the one side of the field, our own, and what goes into that.Let's explore the other side a little bit. What I like about the soccer field method, not only that I am interested in the sport myself, is that I do like metaphors of learning, right? So I feel like the technique, the method you're introducing is very easy for everyone to capture, and I'm pretty sure everybody has seen the soccer field.And how it works. Now, what's interesting in your technique is when you look at a soccer field, there's usually a circle in the center of the field. For you, it's a heart. Why? What does the heart represent? It's wonderful visual there. [00:10:51] Coco Decrouppé: Yeah, [00:10:51] Joe Krebs: do these two sides of the field connect and why is there a heart?[00:10:55] Coco Decrouppé: Yeah, I wanted to make it cheesy. So for the yeah, so it all starts, like you said, with the self leadership, your side of the field and the goal where we have our calm place, so we know how to calm ourselves down. And then we step forward to communicate in the middle of the field where I call it the heart of communication, which is the heart of communication.It stands for a human way of communicating on an eye to eye level, which is a very human need. And we understand, we communicate directly and transparently. It doesn't matter if the other person knows the method or not, we are responsible and at the same time, it's our power that we come in a certain mindset and communicate whatever we think is needed in combination with the listening skills.So this is the glue of the method, the heart of communication and communication itself. It's the glue to relationships and teams and organizations. We need communication to connect. [00:12:04] Joe Krebs: Right. And that is particularly like the one to one kind of communication, right, between two individuals. And something like that I could easily foresee in an agile team being very important, not only as a team level, but one on one in something we often do.It's called pair programming. Why is that so important? Like in pair programming, there would be two individuals. Sharing a keyboard, but sitting next to each other in a space and communicating a lot about what they're seeing in front of them and working collaboratively together. Why is that so important in your method that it gets its own space?Not only the individual, not only the team, but there's this one on one. [00:12:45] Coco Decrouppé: Yeah. I actually think it's both really important right there on an individual level one on one, but also on a team level, there's a lot of impact that we can have when we look at team meetings, and you're in a leadership position.And the one on one is so important because we need to talk about how we can work together. what you need from the other person. We feel like it's logical to me. So it should be logical to the other person. That's not the case. And I feel like I've said it already once, but the other person for some reason did not hear it.So we need to repeat and really sit down, not only what we were, but also how we work together. And it's always easier to start and, play the ball to the other side first and say, okay, what do you need for us? In order for us to work better together, what do you need? And may I share what I feel will be best, what I need from my perspective. So we really share both sides. [00:13:44] Joe Krebs: Right. And that is in software engineering, super important. There's so much ambiguity, so many misunderstandings, somebody explains it in a certain way, and I might still be listening to it. But I might just totally understand it in a very different way than the sender has sent me.The message might come across very different, like the telephone game very typical. Yeah. So why the heart beside cheesy, like it is the heart of communication? [00:14:14] Coco Decrouppé: Yeah, it is the heart because it stands for the human conversation. It's really, I feel like it needs more heart in business. We need to have that heart to heart conversations.There are conversations we need to have as a leader when you need to let somebody go. There are difficult conversations all the time. And we might really like the person and want to keep the person on the team, but we don't see the performance. So we can have a transparent conversation or see, I really value our relationship.And for this position, I need a certain kind of skill set that I don't see right now. So we can be more transparent, a lot more transparent, actually, to build trust, even in these kind of conversations. And it has a lot to do with a respectful frame to really approach each other. No matter what our backgrounds are, our experiences are, our culture is, right, really and [00:15:12] Joe Krebs: even the spoken languages might be different.Right. So absolutely. [00:15:15] Coco Decrouppé: Yeah. [00:15:15] Joe Krebs: So much to consider. Now, taking this to the next level in our conversation just notice that it is already complex. Two people to communicate and, having a shared understanding. Now, if you're taking this to a team level, the complexity increases even more.So that would be the relationship with the team. So we're still having our own side. We're still having the one on one we're still having the heart, but now there's an additional complexity coming in when. When we have a relationship with the team what's in your method that, where you address this kind of complexity when you're working in teams and how does that look like?[00:15:57] Coco Decrouppé: Yeah. So it basically multiplies by the number of. people on the team, right? Because everybody comes with their backpack, emotional backpack. And it's like when you think of a hurricane, some transformation, sometimes transformation or change can feel like very confusing. And we want to help people, or this is what I do too, in teams or individual, with individuals, I help them go to that eye of the hurricane, basically, to be in the calm, while there's a lot happening on the outside.And you can Make big decisions and do a lot, but on the inside, I invite you to feel calm and know how to step back. That's the same thing for the team, like, because it becomes just more intense with more people, whoever looks at the model and method always gets the one side of the field. And with the team, we have like in the image, we have more people on the other side, not one individual, but more people.So it becomes more a 3D like skyscrapers, but that everybody comes with 100 percent field and with their emotions and expectations. And there is crucial to really respect the boundary in the middle, because we tend to either go on the other side and want to do. Work for others because they don't get it done or we allow them to come on our side and we are completely exhausted at the end of the day or end of the week because we let basically everybody in so it's important to. understand that in order to have that balance, it's okay to set the boundary in the middle. It's okay to say no sometimes. That's a difficult one for people. It will help us to not take things too personal. We respect that boundary and we leave whatever they say or do or not to on the other side where they are.And then we come to the conversational part in the middle where we do need to talk about things and about our goal. So the balance again between the self leadership, staying calm on your side, knowing what is yours, what is it not. And the balance to holding the outer line for the team. So reminding them like a soccer coach or any team coach, we, we come together and you remind them, this is our goal, this is our strategy.They are the experts, but still we need to be reminded that we are playing on the same field. So the leader needs to know, and everybody on the team really, how to step back, calm down, but also connect through communication in the middle to strengthen the outer line and the team and the organization.[00:18:50] Joe Krebs: Yeah, this is awesome. So boundary management is important. The lines are there for a reason. In a field, I think like in every sport, right? We we see now there is just one example for everybody listening to this. Why this is not, you don't need necessarily soccer skills to participate in any of your workshops.And here's one there is a situation I just want to take that as an example here with you. It's never really happening in, in the actual game. But there is a chance that somebody might swap shoes or switch shoes, with another and that's just like an interesting metaphor as well. I think we often use walk in my shoes kind of concept.That is where we're actually swapping the shoes I would assume. Can you just give a little detail on what that means just for listeners to see that? This is not fully soccer. This is obviously [00:19:37] Coco Decrouppé: yeah, it is a metaphor and like, it's not about playing against each other. The soccer field method is all about playing with each other and becoming a stronger team.So swapping the shoes is I think that's a tricky one for people because We tend, and it's a beautiful thing too. We tend to think for other people and feel for other people. , some of us Right. Others have a more difficult time. And it's great to understand what is happening on the other side and what a person feels on the other side, but that doesn't necessarily mean that I have to feel the same thing.. So I can be at the calm place in the goal and still create the space for the other person to express how they feel. or what their challenges are. And because I'm not confused with them, I'm not overwhelmed with them, but I'm there holding the space, I'm able to guide them and accompany them through the process of reaching a goal and moving forward. So I think stepping in each other's shoes can be helpful as long as I stay on my side emotionally. It's, I mean, very important to listen what the other person is going through. And that way. [00:20:57] Joe Krebs: Yes, it's an awesome technique. Now, this is audio recording only, so people can't really see that. A lot of smiling faces. There's a lot of cards there is, as you can imagine is lots of tools that are being shared within the classroom. Lots of in person kind of delivery and you're taking this metaphor, obviously into the workshop itself. What is the like the common feedback from people that exit your course?So what is it you often hear, like, just like a quick like maybe what's a common theme, like just in terms of self reflection when they give you an evaluation or if they follow up with you? What do you hear? I know it's positive because I see smiling faces everywhere. [00:21:41] Coco Decrouppé: So yeah, the workshops are very interactive. I believe in a light atmosphere and spirits because we're talking about serious deep complex topics. And yes, of course, there's soccer field is a big part of it. But it's also one card of a 26 cards toolbox for leaders that are created. And it's a fun way and gives us just topics to discuss that are very practical for people.So the methods they use in the workshop is like, are like Lego serious play, very interactive, colorful, playful approaches to talk about this serious topics. And we do start with clarifying what is impactful leadership? What is it not? And I invite everybody to share their experiences. And by doing that, people find themselves. Hearing about other situations that they didn't even think of. And they're very personal stories. So we connect right away and that makes, creates a very trusting mindset and atmosphere right from the beginning. And therefore I believe, because it's a very human approach people come with their personalities and we invite everyone to be authentic, obviously, and the combination with my tools, in the end people leave.Thankfully, very fired and what I hear a lot is that they knew about self leadership, but now they understand why it is so important in order to lead an impactful team. And this is really also my main motivation because I feel that we don't talk enough about the self leadership and in the end we are by slowing down, we are quicker at our goals.[00:23:32] Joe Krebs: Yeah Coco, this is this is awesome. And I want to thank you for spending some time here with the listeners of Agile FM. You do more than soccer field method training courses. Obviously I wanted to connect the technique to the agile community. Also doing a lot of training and coaching.In other areas. I wanted to use the soccer field method as a way to connecting the agile community to maybe a new tool in the toolkit to explore. And yeah, and then for everybody who is interested in your workshops, they can also find us on the show page obviously, but also at cocodecrouppe.com.Everything will be there. So I want to say thank you and good luck with the soccer field method. [00:24:14] Coco Decrouppé: Thank you very much, Joe. Thank you for having me.

With SPaMCAST 791 we complete Year 17 with our interview with Vinnie GIl. Vinnie and I talked about conferences and staying connected with the Agile Community. One of the topics we covered was the value of conferences and meetups to the community and individuals—a great way to complete year 17.   Vinnie puts people and culture first. She enjoys connecting with people and companies to find their purpose, walking alongside them in their organisational growth journey. Her passion is influencing change at the Enterprise level to help bring about wide-ranging agile organisational transformation. Vinnie has vast industry and has deep business experience mining, engineering, retail, financial services, public sector, education, travel, automotive to name a few.  She has over 20 years in the project space and previously held roles in Project Management, Contracts, IT, HR, Strategy as well as experience working in and with start-up companies.  She is a Chartered Fellow of the MCIPD. She is deeply involved in the Agile community and volunteers her time with the Business Agility Institute, in addition to being a member of the International Consortium for Agile.  She is an IC Agile Authorised Instructor and teaches ICP Leading With Agility and Agility in Human Resources. Vinnie has a special interest in educating and education being the tool that empowers people. As an international conference speaker, she enjoys sharing real life agile learnings with a hint of banter. Mastering Work Intake by Tom Cagley and Jeremy Willets  Have you purchased your copy of  .  Doing the right work at the right time can make or break your project, and there are surprisingly few resources to show you how to manage this process effectively - no longer. focuses on the full pipeline that work follows as it enters and exits your organization, including the different types of work that enter at different levels and times. It is a must-read for agile coaches, Scrum Masters, product owners, project and portfolio managers, team members, and anyone who touches the software development process. Mastering work intake involves recognizing that it's easy to say “ yes” and much harder to say “ no.”   Buy a copy today!   J Ross: Amazon (US):   For physical copies outside of the US and Canada: UK and EU:   For international orders outside of Europe: (or the Amazon store for your country) Note: The Publisher indicates that it takes a while for the physical copies to get to the distributors outside of the USA and Canada.   Re-read Saturday News This week, Chapter 5 of  . The question of how much data is required to determine what is happening in a system is a perennial bugaboo. Those predisposed to acting tend to think less is more, while those with more reticence sometimes wait forever to make a decision.  The question of how much data is needed is more than just a footnote in flow. Buy a copy and get reading – .   Week 1: – Week 2: – Week 3:   –   Week 4: – Week 5: -     Next SPaMCAST  SPaMCAST 792 begins Year 18 with our interview with Gil Broza. Gill and I talked about his new book, Deliver Better Results: How to Unlock Your Organization's Potential.  The book explores what all successful improvements to value delivery have in common.

Joe has a book “Agile Kata” in the making, if you like to be the first to know when it launches, please visit www.agilekatabook.com.Transcript: Agile.FM Radio for the Agile Community.​[00:00:05] Joe Krebs: Welcome to another episode of Agile FM. And this is a podcast as part of the theme of the Agile Kata series. And I have here today with me, Kelly Mallory, who is an operational excellence leader in a manufacturing facility in New England. Outside of her job, she supports the Kata Geek Girls and the Kata School North east where she is located as so am I here in New York. She is a little further up. Her aim is to spread the knowledge of color scientific thinking to more and more people through these communities. And obviously making the world a better place, which is a big goal we have here in mind. So I'm super excited to have you on the show here, Callie welcome.[00:00:56] Kelly Mallery: Thanks Joe. I'm really excited to be here. [00:00:59] Joe Krebs: Kelly, we are doing something a little bit different here on this podcast as an other podcast where we sometimes speak with authors about their book. We're talking about somebody else's book today. That's going to be Sylvain Landry's book, bringing scientific thinking to life.And we just thought about maybe picking a few items and talk about this this book, which was I don't know, maybe a year ago or so in 2022 or so released relatively new book in the Kata bookshelf. And we want to take a few segments out of the book and obviously then talk about the segments on a broader context.So when obviously we want to bring your experience in as well. Yeah. Sounds great. All right. So let's one of the segments we and I was thinking of like possibly reading out the segment first, so that listeners have a little bit of an idea where this is coming from, obviously all from the same book.And, the first one would be about the improvement Kata is fractal. And in other words, the improvement Kata is fractal, basically the same pattern at all levels, which makes it a meta skill, a target condition or a major obstacle at the strategic level. could in turn become the challenge for the level below and so on.The overall challenge reappears in successive smaller challenges as you move down in the organization and each of those challenges is reached by striving for successive target conditions. This fosters strategic alignment, connect strategy and execution and becomes a source of dialogue, coherence and motivation across the organization, not At least because people at all levels are practicing the same basic scientific way of thinking and acting.Now that's the segment we want to touch on first a little bit on from Sylvan's book. That would be on page 41. If somebody actually has the book in front of them listening to this. This is an interesting one because in the agile community when we are talking about processes like scrum, for example, Kanban there's always a conversation about how does that scale, how does that go into the large, how do we depart from a team to a larger level of the organization.I think that piece here from Sylvain's book hits that right at the mark because it shows how. It possibly could scale. What's your take on that segment from surveillance point? [00:03:29] Kelly Mallery: Yeah, I agree. And my experience in various manufacturing facilities. This comes in from a strategic planning standpoint.That's where my mind immediately goes where. At the highest levels of a company or an organization, you develop strategic plans and visions that are five to 10 years out. And then the expectation is it cascades down to the next level and the time horizon changes. But where I have seen this breakdown is some of that connection and embedding scientific thinking inside of that process.And what I believe Sylvain is talking about here is. Taking that strategic vision and. Morphing it more into the improvement Kata framework. . And how there is a deeper connection then at every level of the organization. Where the vision for a company that's five to 10 years out cascades down into three to five year strategic targets, which become the challenge.At the next level down. . And then they cascade that down to one year achievement targets, which can be cascaded to challenges there. . I love to think about this in the context of how beautiful those coaching interactions would become and how connected the organization becomes in that unified way of thinking.[00:04:58] Joe Krebs: And what I like about this is also that there is a as you just said there is even on the highest strategic level, there's still a goal. There's still something they would like to achieve. Now that might be on a much, much longer radius. In terms of the timeline and size of of the challenge, I remember at in the old days, it's probably not up to date anymore, but at Mercedes Benz, there was a product cycle of development for a new car was about like every seven years, a new car came out, right?From a model and so that is a longer period of time, obviously that is not something you can get some really concrete action items out of it as a team or as an employee. And I think that's, works very nice here in terms of his explanation. And when you read this, these basic steps of scientific thinking, how they trickle down into a small level, how do we break those seven years down?I think that's what he means by that, right? [00:05:49] Kelly Mallery: Yeah, agreed. And I like what you mentioned about the connection of that longer term strategy to the people doing the work. And what I think this, the fractal nature of the improvement kata really helps with there is breaking down that challenge into target conditions that are more achievable and manageable.And inside of that. You have to have right outcome metrics, which tell you, yes, we have achieved that, but there's the leading indicator process level metrics that you experiment against. So it does become much easier to take those big grandiose goals and create really tangible measures and therefore actions and experiments at The people doing the works level so that they can feel connected to the higher level strategy and know exactly on any given day, how do I contribute to that as an individual?How does my work matter? ., absolutely. And I, what I also think is fascinating when he points out that the scientific thinking process is the exact same at all levels. And I think that is an interesting point for linking this is to the agile community where there are other processes, if you're scaling or if you're integrating other parts of the organization, that's actually very different here.[00:07:14] Joe Krebs: I think that's a huge difference we can carve out is the pattern of scientific thinking is still the same. Yeah. Yeah. Yeah. [00:07:28] Kelly Mallery: It is. And it doesn't matter, right? The scope or scale of the work. So if you're working at a CEO COO level, you have a challenge that is very high level and your process for scientific thinking, the difference may just be the time scale.Yeah. And then at the ground floor where the day to day work is done. You're looking, your time horizon is much shorter, but the thinking process stays the exact same. It is wonderful. And imagine, I love imagining, because I have not yet experienced this. And I say yet, because I hope to. An entire organization where everybody has that thinking pattern.And just imagine what you could achieve. [00:08:16] Joe Krebs: Yeah, that is true, right? Obviously, there are some examples on Toyota, but we don't know if that's the exact same thinking pattern in all parts of a very large organization. So that will be very hard. Have you personally experienced any of these levels, not in the entire organization, working with unstrategic items versus very tactical and seeing that in action, what Silvani is talking about?[00:08:43] Kelly Mallery: I have in pockets. So in probably mid 2023 I was a part of a team rolling out strategy and we were looking at it from a cascading challenges perspective. So we got as far as. Taking the site level strategy and actions developing. Okay, the outcome metrics. What does that challenge statement look like?What might the process measures be for that? And therefore, what would the next level downs challenge be? And so we went through that catch ball process of cascading those challenges down. And then beginning to see what the tactical target conditions and experiments would be. So I began to see some of that, but that scale was, it confined to a single shop inside of one value stream.However, what I saw was the clarity that drove up and down the organization. As far as where are we going and how does each level connect to that? Yeah, I think [00:09:51] Joe Krebs: That's a good point, right? Also in terms of a vocabulary, right? So let's say you work with an executive leadership team and you're talking about a target condition and you're working with a team and you're talking about the target condition and you're bringing these streams together for communication.Everybody knows what a target condition is. SO there's not a separate process. It's not like leadership is working with this or in terms of agile teams. That could be safe as a process where it was money's using safe to scale or Nexus or or Scrum at scale or less. And in all of those things so these would be different terminology and vocabulary, which is not the case in this one, which I think is a huge benefit of that.Kelly if you're okay with that let's move on to a second piece of the book. Yes. Okay, and that would be a Toyota Kata and Lean which readers, if you are interested in following up on this topics, that would be somewhere between, I think, 84 and the page here. So that would be chapter six.So the segment here is for the past 25 to 30 years, lean efforts in most organizations have focused on implementing lean tools and practices that were. Benchmarked and copied from Toyota and on eliminating waste through three to five day Kaizen events run by Lean office staff in indeed as Leico Jeffrey Leico in this case mentions too many people think about Lean as a mechanistic process of applying off the shelf solutions to an organization's problems.This is decidedly unscientific compared to these Implementing an event based approaches to continuous improvement. Toyota CARA is clearly about skill building application practice through daily improvement that's aligned with the organization's strategic objectives. Now, that segment, there's a lot of stuff in here to to unpack.What's your take on this segment? It's another highlight of Sylvain's book. There's a lot in there which we can connect to agile, but I'll let you go first. [00:11:59] Kelly Mallery: I, I remember reading this book and when I read this this section I felt like I needed to facepalm a little bit because my entire career of 10 years in manufacturing has been focused on CI and lean and reading this, I had that, oh my gosh.Duh, this is why what I have seen with lean and continuous improvement initiatives have not gone so well and why sustainment is hard because we cherry pick a solution thinking that's exactly what is needed in any given situation compared to really Understanding the problem and determining and figuring out through experimenting, what's the best solution for this problem using guidance and principles from what Toyota has developed from those tools.But if you think about how they got there they developed the tools based on a problem they had. And then because of their success, we assume that just using the tools in that way means we can take them, copy and paste, but I've never seen that work. [00:13:09] Joe Krebs: Yes. And I think in the agile community, we have a very good example for that.There's even something called the Spotify model. So that's a way of Spotify working in agile ways, and they're very transparent about how they operate and make diagrams out of it. And then people follow these things in a totally different company. And and sometimes they often they struggle, sometimes they fail.Because they're applying a solution to for something that was created based on a very unique problem of a company that is in the digital music industry. And that might not work for somebody in a different industry. But the idea is, how do I come up with that model? And I think that's what this is all about, right?So Kada could bring you to, to a model like this. You can say it could be a Spotify model, or there could be a company X, Y, C model that was created using the Kata. And I came up with my own model. Now, inspiration is great. I think that's always good to look outside of your organization and see what's there.But I do think the Kata can help you guide you, steer you into the right direction, I believe. [00:14:14] Kelly Mallery: Agreed. And I think that starting with models or artifacts that already exist. Is great and a wonderful place to start maybe for a first target condition, say, let's try to execute this model or work within this artifact that already exists and see what happens.But I think what's important there and what we miss a lot in this community when we take tools and try to implement them is really observing how is this working in our environment and what can we learn from that? and adjust as needed. Keeping principles in mind over a specific tool. [00:14:56] Joe Krebs: Yeah.What do you think about the following? The, I noticed a sentence that is really specific to, the Kaizen events so the Kaizen events he's pointing out obviously it's more like a philosophy within an organization. However PARA thinking is continuous and there are some organizations that are using, I think that's.I don't want to put words in Sven's mouth here, but maybe he mentions like something like Kaizen events, which are very workshoppy kind of environments where we have a single improvement in mind solving that. And then we feel good about that. Whereas Kata would be possibly improving that, but then continuing improving, right?I think there is a subtle difference. How does that relate for you in terms of Kata and where you come from and what you do in terms of Kaizen versus Kata, continuous work versus workshop for improvements. And then having these feel good moments, it's we're done, we have improved.Everybody's great. But the journey should continue, [00:16:02] Kelly Mallery: right? Yeah. Agreed. My experience with that is very aligned with what you've talked about and what the talks about where my first events that I was part of and facilitated. We're very much, very good prep, good scientific thinking inside of the event, but then Friday comes noon and the report outcomes and you wash your hands of it and you say, look at everything we did.And then sustainment happens, but that's more a check the box and an action newspaper compared to continual learning right at that phase. It's just about implementing and not necessarily experimenting. And my, when I began to learn and practice the improvement kata, I started experimenting with kata inside of Kaizen events over the last couple of years in 2022 and 2023 and found some really wonderful things could happen from that where you can embed coaching cycles inside of the event, get people acclimated to that and that thinking.And then post event. It's not so much about implementing actions, but it then becomes about, okay what's our target condition in this situation are the metrics we expected to achieve from this event? Are we performing to that? And if not, wonderful. What obstacles are preventing us? What are we going to do next?And it becomes more about continued experimenting and learning and not implementing further actions. [00:17:38] Joe Krebs: And it doesn't feel so hard then on the individuals either. It's just Oh, this is this improvement effort now. And how do we go about it? And how do we structure this? And what's the timeline on it?Because you're replacing it with scientific thinking. It's ongoing. It's your new habit. It's there's no interrupt not to the way of how you work, but also what you produce, right? Because you're producing while you're not improving for the next three months and not producing anymore. You're Yeah, [00:18:06] Kelly Mallery: and I think an important thing to shift your mindset about when you, if you want to pursue this kind of thinking inside of events is that an event, a Kaizen event then becomes accelerated target conditions and coaching cycles.So your preparation phase is that initial grasping the current condition. And inside of the event, you strive for multiple target conditions, and you have a focused effort on that. And then afterward, it just becomes a normal target condition and experimenting so that You can continue that learning, and I agree.I think then what has to happen is going into an event. It's not about what is the exact solution we're trying to achieve. It becomes really about do I understand the problem and our current condition, and it does take away a lot of pressure and stress, especially from a facilitator standpoint, which I can speak to, about having to know exactly how it's going to work out and what that solution is going to be. Instead, I just focus on the thinking and the process. And then to your point, it should become more about continued learning and experimenting and not about an action plan afterward. [00:19:27] Joe Krebs: Yeah. What if companies out there already do these kind of improvement workshops?Let's say there was a company and they have the occasional or rhythmic Improvement efforts, but they say we believe in improvement. We have quarterly sessions where we discuss these things and we do certain things. And then after that, we go back to our regular business until the next improvement effort is going to take place.So it could be periodic or not, or rhythmic. Kaizen, let's say, or Kaizen events, right? There's a huge opportunity for using those events to start with Kata, right? So it's actually using them as a. As an as an entry entrance to, to cut us like, okay, this is an event. Why don't we approach that as usual, but then introducing Cata for long lasting change and continuous change.How do you feel about that? [00:20:18] Kelly Mallery: I think that's a brilliant idea because then also you're not trying to add another thing to learn about you embedded into a system that you already have. And then it's just about changing the way that you practice for those events, right? We no longer practice building action plans and practicing accountability.We practice establishing target conditions and experimenting to them and coaching to that. [00:20:49] Joe Krebs: Okay. All right. Awesome. Kelly, number three, shall we do it? Yes. Okay. Here's another soundbite artifacts or mindset question mark, both exclamation point. That's something you would find in pages one 26 to one 29 in Sylvain Landry's book bringing scientific thinking to life.As Leiker and Meyer, 2006 emphasized, the Toyota Kata is about tacit knowledge, non explicit procedural knowledge. Tacit knowledge is the craft type of knowledge that you gain from experience. In the practice practice and reflection rather than from reading a recipe. Of course, there are also specific artifacts such as work standards, A3s, and kanbans that are distinctive elements of the Toyota production system.Perhaps they too can be viewed as a form of cutout or practice routine at Toyota, where they are combined with feedback from a seasoned Toyota coach. So we are exploring artifact versus mindset. For the agile community, that is also a very comical as a tools, a lot of like just to put that out as a lot of agile teams that are using a tool like JIRA from Atlassian and and they feel like.That is agile, like by using the tool or in this particular case, applying a specific artifact or a recipe for some sort. And here, so then makes a connection between both of them. How do you see this shape? [00:22:18] Kelly Mallery: Yeah I've actually had some recent experience with this in about November of 2023.The company I had been working for decided to. rollout, and I will say rollout CADA practice. And the questions that came from that are what is this new thing? Does this replace anything? What if, does this replace A3? Does this replace practical problem solving? And then we ended up getting into large debates about, do you need a storyboard?Do you need the artifact? And lots of schools of thought, and we can go deep into the whole starter kata conversation. buT ultimately scientific thinking and practicing the improvement kata is inside of every lean tool every agile tool, every problem solving. And so the artifact needs to be there to help you learn and practice.But beyond that, once you have that mastery or at least competence, then it's important to understand that it's a thinking process. And that means you don't have to have a board or an A3 in front of you to think scientifically. But the conversations I had, people got very stuck on. I cannot do this if I don't have a storyboard.And they begin to connect the artifact with the thinking process. And I think that's where those questions came from of is Kata replacing something. And so I think as people, we get stuck on needing a physical artifact because it, it's a visualization of thinking pattern and it's easier to learn and practice.So when you want to break away or when you need to break away from the artifact, it is scary because you no longer have that safety net. Yeah. [00:24:16] Joe Krebs: I also, I saw that's not, I believe it's not from a events book, but I saw connections and some really good explanations on the storyboard myself.And I do the idea is that you, when walking through the section of the storyboard, excuse me, you bring the ideas back into your memory. That is a strong thing. And maybe that is kata. [00:24:42] Kelly Mallery: Yes. Yes. So if you read the starter kata or any. Any artifact, which is just a physical manifestation of some process are designed and exist to help us remember and learn something and the connection between physically interacting with a space or an item versus just thinking about it cements that in our minds.So I have no, I don't recall who this quote is. Assigned to, but right. Ink makes you think the act of writing changes the way that you think about things and it cements that into your mind. So the artifacts are really important as learning aids, but then it is also critically important. To try to step away from them, because that will tell you and confirm if the thinking process has been cemented.Yeah. [00:25:36] Joe Krebs: One thing I want to throw into the mix is also that in agile environments, we work in teams. Where if you were looking at Toyota literature, we often see coach and learner as a one to one association doesn't have to be like this, but I'm saying in the HR community would most likely see a team based approach.In that context, I do think a storyboard has a great place, because. The team might not feel like it might actually as you said, ink makes people think. And as a result of that, you might spot some ambiguity and misunderstandings. And I think that's just natural in human language that we would write on a board.Yes, it could be starter. It could be starter Kata related with, so let's practice this on a board. I give you the opportunity to update your board. It's your board. And we're using it in a coaching cycle to reflect on it. And so we're not forgetting anything. So it's like a tool to support you and your mindset, but it's not the mindset [00:26:33] Kelly Mallery: itself.AnD I think you make an excellent point that when collaborating, it is really important to have that information and project work visible for everybody so that you don't run into ambiguity, ambiguities or misinterpretations or misunderstandings. Because that team needs to work together effectively.And if you're just going off of verbals, you lose a lot of context, you miss stuff. What I think Sylvain is talking about here. Within that context is the artifact is important, especially when you are starting, but that when you have that mindset and more experience, you shouldn't be limited by the artifact that it should not become a crutch.And as you progress and evolving your understanding and learning the tool needs to evolve with you the artifact needs to evolve with you. Because [00:27:32] Joe Krebs: thanks for pointing it out. I think that's important. Yes. It might actually have a, it might, be a limit in your thinking if you're relying on the board to have, I think that's also a good, that's a good point for individual use as well as team use of the of the storyboard.There are actually a Miro and Mural storyboards available if somebody is is interested off that storyboard. So for remote teams now, Kelly, I think we said we would pick three items, but while I have you here, I'm, I think we're going to pick a fourth. Go for it. aNd these are more like it's related to the coaching questions.There is something going on. It's very interesting about, there's a set of different kinds of coaching questions. And it started with one set of five questions. And since then it's called the five questions of the, in the coaching cycle, but it has more than five in the current versions, but it's still called the five coaching questions, but the original version was five.And they were from before 2009 and they're called it to Yodakata original five questions. I like those. And so I'm just going to spell them out. So the specific here, first one is what are you trying to achieve? Second one is where are you now? Third one, what's currently in your way? Fourth one, what's your next experiment and what do you expect?And the fifth one would be, when can we see what you have learned from that step? And that has evolved, mushroomed, or whatever the right definition for that is, into something that is much, much more elaborate and many more questions, detailed questions to certain things. What's the story behind the evolution of these questions?I personally like those original five. [00:29:19] Kelly Mallery: I agree. And Honestly, I discovered these original five questions when I read this and it made a really good deep connection for me where I've been practicing the improvement kata and beginning to try to explore. Integrating that more into standard operating practices that, that I have personally and in my work.And when you take, the five questions that were taught from the Toyota Cotta practice guide, where to your point, it's more than five. And if you practice with Cotta Girl Geeks. Cotta School, Cascadia, Cotta School, Northeast. There may be others. There's also the planning phase questions, which are another set of five that are similar, but still more questions.And the specific language in the questions that. I was taught and learned from practicing, don't always connect with people, with every process or problem that you are working on and trying to integrate scientific thinking into. So the, these original five questions. Are a little more vague and I think they're a little more relatable if you have no idea what the Improvement Kata is where you eliminate right target condition, actual condition now, and it's just more about what are you trying to achieve and where are we?[00:30:42] Joe Krebs: So the evolution of the questions is related to the evolution of the community itself, right? So in the beginning, those five questions created somewhat a starter coaching cycle. Thank you. But which was probably easier to accommodate for somebody who's new to color thinking. And then maybe at some point, you might say those five questions don't go deep enough anymore and has evolved into something.But the current set of questions might be too much might be an overload for somebody who's brand new to just starting with. Incorporated cut off thinking or scientific thinking. [00:31:17] Kelly Mallery: Yeah. And I think, especially if you have never practiced or learned about what is a target condition, what does that entail?It's not a colloquial term in the continuous improvement community, or I'm assuming also in the agile community. It is not something that everybody knows about or has heard all of the time. So trying to bring people in. I think this lines up with personal experience where using, do I use the Japanese lean term or do I use an English equivalent and where a single Japanese term may have much more depth.It's also a bit alienating to people who have no idea what you're talking about. And so I, I see the challenge in starting right away with the evolved questions. Interesting. However, I will because I am a firm believer in starter kata. It is important to start with the current best practices for practicing the improvement in coaching kata.And it's just important to make sure that you go through that learning of what do those terms mean? Yes. And what is the understanding there? Because there is a lot of Deep learning and connection that can occur when you have that common language in the context of target condition, actual condition, now obstacles, right?Those words are specific and intentional. [00:32:52] Joe Krebs: Yeah. And it's also actually a good point, right? Maybe the two of us, we know more about the evolution that somebody who was new to Cata. Obviously, if there is anything where we would say that question originally was a mistake and we have replaced it with something else.Through learning, we might say this is not a good idea to go to the original one. But in this particular case, those five questions are in evolution, right? They are just refined stated differently, broken down into different sections. This is pretty cool. And I do want to, I do want to say for everybody listening to this from the Agile community, I'm thinking, oh, is this the daily scrum or is this like this daily standup event or whatever you call that?It's much more than that. And it's different than that. So this is not a one to one equivalent replacement or another term. The beauty is of this podcast was we just jumped right into a book. Looked at segments. You might feel or have felt while we're going through this episode lost as a listener.It's what are they talking about? But the beauty is that there is a book that explains all that. And that is bringing scientific thinking to life by Sylvain Landry. And so I would say. take those sections we just talked about, but also there's so much more in that book. You can start with Qatar thinking and obviously more background from the author himself.But yeah, so we didn't jump in and say what is Qatar? There are other agile episodes for that. We have recorded. And there was book material out there. So that's why we took a little bit more of an advanced approach here. Kelly, I want to thank you so much for being interested in talking with me about Sylvain's book.And also I think we picked great four topics out of the book, different topics makes people think and, yeah. Good luck in your cutout journey and thanks [00:34:39] Kelly Mallery: for your time. Yeah. Thank you, Joe. I've really enjoyed this conversation. And I just like to add to all the listeners, right? Don't go alone.There are communities out there. If you go to, you can just Google kata schools and there are maps that say where your local school may be. And there's a wide community of people who are willing and so generous with their knowledge Information and practice. So if you are interested in getting involved, reach out.[00:35:08] Joe Krebs: That's right. And that is a cut off or anything that is related to Toyota. If you're very specifically interested in how this could be possibly applied in an agile community. We have an additional source. The ones you mentioned are definitely good learning sources, but they can also come to agileKata. pro. Thank you so much, thank you.

SPaMCAST 790 features our interview with Stefan Wolpers. Stefan and I talked about the Scrum Master's role in the 21st Century, his new book The Scrum Anti-Patterns Guide (), and remembering that it's all about people. Stefan's Bio: Embarking on a Scrum career unintentionally in 2006, Stefan was initiated as a Scrum Master for a small German startup. Lacking initial knowledge but employing careful observation, note-taking, and dialogue, the author embraced the role and learned from the team's experiences. Eighteen years into his Scrum journey, Stefan maintains an unwavering appetite for learning, humbled by the vast knowledge shared within the agile community. Recognizing newcomers' overwhelming challenges in this field due to scarce formal education, he aspires to provide guidance, emphasising a pragmatic, common-sense approach grounded in observing human interaction and collaboration. Since 2019, Stefan has served as a Professional Scrum Trainer for Scrum.org. LinkedIn:   Email:   Websites (Other) (Other) (Company) Mastering Work Intake by Tom Cagley and Jeremy Willets HAS PUBLISHED!   Jeremy Willets and I have been gobsmacked by the reaction to  .  Doing the right work at the right time can make or break your project, and there are surprisingly few resources to show you how to manage this process effectively - no longer. focuses on the full pipeline that work follows as it enters and exits your organization, including the different types of work that enter at different levels and times. It is a must-read for agile coaches, Scrum Masters, product owners, project and portfolio managers, team members, and anyone who touches the software development process. Mastering work intake involves recognizing that it's easy to say “ yes” and much harder to say “ no.” Buy a copy today!   JRoss: Amazon (US): For physical copies outside of the US and Canada: UK and EU:   For international orders outside of Europe: (or the Amazon store for your country) Note: The Publisher indicates that it takes a while for the physical copies to get to the distributors outside of the USA and Canada.   Re-read Saturday News We continue with Chapter Four of , titled Process Behaviour Charts, this week. Humans often fall prey to seeing trends when they don't exist. Today we construct an XmR chart to begin to fix that failing. Buy a copy and get reading – .   Week 1: – Week 2: – Week 3:   –   Week 4: –   Next SPaMCAST  With SPaMCAST 791 we will complete Year 17 with our interview with Vinnie GIl. Vinnie and I talked about conferences and staying connected with the Agile Community. A great way to complete year 17.  

Agile Community: Es Nolite Te Bastardes Carborundorum e Surge sicut phoenix* *Don't try to decrepit this, just listen to what I want to share with You, an Exclusive Direct Message to my Podcast Audience, to Thank you, and give you some reflection and what's next with another level, way, for Renaissance. Way beyond this « […] The post Agile Community or Movement? Nolite Te Bastardes Carborundorum appeared first on Agile Lounge.

Joe has a book “Agile Kata” in the making, if you like to be the first to know when it launches, please visit www.agilekatabook.com.Transcript: Agile.FM Radio for the Agile Community. [00:00:05] Joe Krebs: Thank you for tuning in to another episode of Agile FM and I have here Melissa Perri with me. That is melissaperri. com. She's the author of the book, The Build Trap from 2018. And she just recently in October 23 released another book together with Denise. You have to help me with the last name. Phyllis.Phyllis, right? Product operations, how successful companies build better products at scale. And that was, I think I mentioned that October 23, so that's brand new. We want to talk today a little bit about our product and a topic I'm super interested in and that is Kata up, but before we do that, welcome to the podcast.[00:00:43] Melissa Perri: Thanks for having me[00:00:45] Joe Krebs: Melissa, you are known for your expertise in lean product strategy, user centric product development. You also a COO for Produx labs that is with an X at the end, so not products, it's produx. And I have all the links in the show page that is a product management consultancy, but I want to come back to that book you wrote in 2018, the build trap, because You say companies have a little bit of a dilemma when you wrote this book, because not only did they have to deliver faster, but faster, not only features, but value has anything changed since 2018?Since the book was released, did the dilemma get bigger, smaller, wider?[00:01:27] Melissa Perri: I think it got bigger, but we've seen a lot of progress. So I'm happy. I'm happy with the progress we made in the last five years. It's what happened was, I think. A lot of organizations now, we are not fighting the same battles I was fighting 10 years ago, where it's you must go talk to your users.Not everybody's still talking to your users, but they know they should be, right? Like I don't have to convince them that's a good thing to do. It's just that. Usually politics or systems or something else will get in the way of them actually going to do that. So what I'm observing though is a lot of companies are realizing they're in the build trap.There's a lot of people in the last five years who made strides to get out of the build trap. But there's still a lot of people who are stuck in it because they're just starting this journey. And the people who started this journey 10 years ago are making great progress. The people who started this journey like last year, they might be, a little more slow to be able to realize all the benefits. But the good thing is I don't think we're arguing about, do we actually need product managers What's the role of it? Should we be talking to our customers? How do we focus on value? Like people know that we should be doing those things. Now the question is, how do we do it?I [00:02:34] Joe Krebs: mean, there's still an emphasis based on my experience working with teams on just building features, and there could be like that pressure in an organization off, like releasing more features, but that's really not the goal here. What value do they carry?And so just want to make sure I get this right in terms of the. The build trap, right? [00:02:51] Melissa Perri: Yeah, exactly. The build trap is this place where organizations lose track of what value are we producing? And instead they're really focused on outputs instead of the outcomes. So what we're doing is we're measuring our success on things like how many features did we ship?Did we get everything done in time? Did it go out to our customers? And what happens is a lot of times we're not going back and revisiting. Those things that we released and saying, did they do something for business and for our customers? Did they actually solve a problem? Were they based on a problem?You see this happening with AI right now, right? There's always these places where we are like, Hey, there's a solution. Let's just implement a solution, but we're not pulling it back into what problem is this actually solving. And I had this conversation even with a CTO I was working with the other day where I was like, he has a whole AI strategy.I was like what is it, what are you going to do with that AI strategy, right? What problem is it solving? And we're doing a lot of work right now to uncover some customer problems. So I was like, let's pause this for a second, go and cover the problems and then go back and see if AI is a tool that can help us solve those problems in a unique, differentiated way.And that's how we have to look at. It's keeping the build trap, right? It's being able to really critically think about what we're building and why, and making sure that they go back to solving a need for our customers in a way that's going to scale our business. So it's not about ignoring business opportunities.So we should always be looking at those. But we have to remember that the way that we achieve business value is by. Solving customer problems in unique differentiated ways, [00:04:29] Joe Krebs: This is so this is really cool. I'm going to come back to that build trap here in a second, but I do want to go back to Summer of 2022 here for a second.When I was going to Nashville to the agile 22, which you deliver the keynote. I believe it was a Tuesday or Wednesday, but it was somewhere in the middle of the week. And I remember because I was hanging out in the open jam so that was the first I think after post COVID kind of agile conference, if I'm not mistaken.And it was quiet, it was very quiet on the open jam floor. A lot of people went to talks and everything, and that drastically changed when you deliver your keynote, because you mentioned the word Kata and I was out in a open jam and I constantly wanted to talk about agile Kata in terms of transformation, business agility, et cetera.But you related that to. Product and to your talk and after that keynote, obviously the floodgates were open, so to speak to open jam and people came in you were talking about Kata. How do people, and I think that's the question here to the build trap is how can people use the Kata in your opinion, the improvement Kata Michael Rother would popularize in his book, Toyota Kata to overcome that build trap.[00:05:36] Melissa Perri: I love Toyota kata it because. It makes you really take a step back and consider what you're doing. And it's not like this dogmatic framework that's really prescriptive for a specific moment in time. It can be applied to a lot of things. Like you said, like I actually learned kata. Teaching people Kanban Kata by Håkan Forss, right?And that's how I was introduced to it. And I had been a product manager for awhile and I was subcontracting for Kevin Bear actually, and Jay Bloom, and they introduced me to Kata and they said, can you help them think through their Kata using their Kanban using Kata? And I looked at it and I, once I started understanding more about Kata, I was like, this is how I approach product management.And I had been working with, a company called Lean Startup Machine where they taught a very specific approach to MVPs for companies where it was like, first you do a pitch, then you do a concierge experiment, then you may do a Wizard of Oz or something. And there was like a format to it. And it never the structure never sat right for me as a product manager, cause I'm not building a startup.I was inside of a company because I was like, in certain situations I wouldn't go in this order or I wouldn't do exactly that. And I'm like why doesn't the way that I operate fit into their. And it was having a hard time with it. And I was having a hard time explaining it, how I was thinking to other people.And when I introduced, when I got introduced to Kata, I was like, Oh my God, this is how I approach my thought process, but I've never had it Kata-fied before. And I do think it's a great, like problem solving framework that helps people solve problems and think about what they need to do and how they might get closer to a goal.So for me, what I found is that. When I was a product manager I taught it to other people who are around me. I taught it to my team so that we could build better products together and it caught on really well there. And then I started doing it as a consultant and as a teacher, I started teaching people kata to help them with product strategy and to help them with thinking through what they were going to build.And it kept expanding from there. And why I love teaching it is it's. It's really like a series of questions and it helps you get out of the build trap because it's asking you that critical question of why. And people get stuck in the build trap because they're not thinking about the why behind the features that they're building.And that's what Kata does. It slows you down for a minute to critically think about. Why are we investing in this? What is it going to do? And what do we expect at the end of the day? And I like even use it in informal settings all the time. Just like some of those key questions with leaders.So like I go in, I work with a lot of CEOs. I work with a lot of chief product officers and they'll show me their roadmap. They'll show me what they're building and I'll go, okay. What do you think, what is the goal that you're actually working towards, right? What's the outcome that you're trying to achieve?What do you know about the current state right now? What are the problems about our customers? And sometimes they don't have that answer. So I'm like, okay, let's go do some research, right? Let's now we know what action to take to learn that we can go explore what the problems are. We could go do use the research.We can get some data. Then we'll come back and then we'll set the next goal. And we get into strategy deployment there, right? Where we're setting a goal. We're trying to go out and do some experimentation around it, trying to learn a little bit more. And what it does is it really helps us learn about our businesses, our customers, our current situation.And critically thinking through all those things is what. Gets us to consider more options than just whatever solution idea came to your head first. And that's why I love Kata for product management for product strategy and deployment and creation and thinking through all these things, because it's not just about product management, but it's a broad framework that, anybody.Yeah. Anybody could understand, right? If I ask you, what's the outcome? What do you want to achieve from this? You're gonna, anybody can answer that depending on where you're sitting in this situation. And it's easy to understand, it's easy to grasp and it really helps people stop and start thinking more critically about stuff.So that's how I use it to help companies get out of the build trap. And even if I'm not going to introduce it in a super formalized way, like I've used it with, I have a Google sheet where I stepped through every part of the Kata when I'm experimenting with stuff and go all the way down. And I have some people I've taught love doing that, but even just the questions and the way that it makes us break down our logic and think about what's next, I think is really impactful for working with anybody in an organization just to get them to learn and deeply consider different things.[00:10:04] Joe Krebs: Right. I think something very interesting you said was like to slow down for a little bit, right? [00:10:08] Melissa Perri: Yeah. [00:10:09] Joe Krebs: and to think and really look at the the situation you are in product development and so many teams and an actual transformation aspect where I use the Kata a lot or business agility same thing, right?There's a tendency of all we know what the problem is, let's get started. Versus stepping back and say what, where are we right now? And I think that is a probably aspect in a product, but nobody wants to hear that. So it's let's slow down. Everybody's let's get started. [00:10:33] Melissa Perri: Yeah. [00:10:34] Joe Krebs: And it is getting started.[00:10:36] Melissa Perri: Exactly. It is getting started. That's like the best way to put it. One of the big things that I see people don't do is actually evaluate that current state. And that's a huge part of being able to set great product strategy and get out of the build trap. It's and when you go and look at your current state, and we do this with product ops, like in the book I was talking about, a lot of that is helping you get to that current state.It's about understanding like, what are your users doing now? What kind of customer segments do you serve? Who's using which products, what types of personas are using which products? And you can pull all this information out to get a current landscape of what is my company and my business and my product actually look like today.And if you don't understand that, it's really hard to figure out. Where you should go in the future, right? It's incredibly hard to set a vision. It's very hard to give direction to teams about where you're going. And the Kata introduces that super nicely in the way that it's laid out so that people don't skip over it.Cause a lot of times I'll see leaders go and just create a product vision out of thin air. And you're like based on what, right? But how does that relate back to what we're doing now? So it's been a great tool in helping people take that step back. Look at where we are before they actually want to leap forward and make assumptions about where we should go.[00:11:46] Joe Krebs: This is this is super cool. I do want to ask you something about something that's often connected with cut off thinking and also product development, especially if you're looking. It's a closer at scrum or the role of a product owner. There's a very rhythmic approach through sprints and iterations.Yes, you could do that with the Kata out. I researched product development companies out there and I think tanks. They don't necessarily work in these fixed iterations, right? So they're working more like ad hoc experimental approach. I just want to hear what your take is and how you would connect that maybe to the world of Scrum, the product owner role, and like just that rhythmic approach iterating over a product backlog.Versus more like the experimental approach and what do you see out there companies are doing? Probably also a little challenging because sometimes product development starts much earlier before there is a product backlog, right? Or something defined, iterate over. So there might be two steps to it.[00:12:44] Melissa Perri: Yeah, I have opinions about scrum. So here's where I think a lot of teams get stuck. There is a forcing function that's nice in scrum. Where. You say you need to break this down and make it small. And that's where the two weeks come from, right? So it's that you don't spend six months building a bunch of stuff and never showing it to the world and not getting the feedback.And I firmly agree with the concept of get things in front of customers early, get some feedback. Now that doesn't need to be get half baked ideas in front of 20, 000 customers early. It just means like sometimes we do these things behind the scenes. Like I'll work with B2B enterprises in healthcare and finance and all these completely regulated businesses.And what we'll do is we'll try to figure out how to test things with people early on. So we might. Build a small prototype, or we could build a even small subset of features into a product and let people use it in beta testing. So maybe it reaches 10 people, 20 people, we get feedback, and we iterate on that before we go and launch it to everybody else.To me, That's what scrum is trying to promote is that you get things out and have those feedback loops, but it took on a life of its own. I feel and people got really dogmatic about it, especially with the two week sprints. And I have worked in industries where. It does not take two weeks to actually get something built to be able to show to customers.So then what are you doing? You're just like giving people arbitrary deadlines and they're sprinting sprinting, but they don't have much to show for it. And again, pure scrum, people would say Oh, they're doing it wrong then. And I agree, but some work just takes longer. And to me, scrum is useful when there's.unknowns that you have to go test. But if you have to build something and you know it's going to take six weeks and you have concrete data that's the right thing to build go build it. Like, why are we trying to sprint for two weeks into six week cycles? That doesn't make any sense to me.So a lot of companies out there I think are using Scrum wrong, right? They're not thinking about what do we know, what do we not know about the things that we're building? These known, knowns and the unknowns of the world here. And you want to. In product development, get to a place where you're putting things out quickly and testing it with customers and getting some feedback.And like I said, you could do that in a small way when you're not sure if the solution you're building is the right thing for the customers and that's the thing that we're testing there. What I see with Kata is it allows for the flexibility of that when you started thinking through it. And when I've used it in practice, we, and I've used it with a lot of teams, I'll say to them, what's the first small step we can take to go learn if somebody actually likes this.And they might say, we we tried the prototypes. We think they're usably good. Now we have to build it in some small. Like that, that sometimes becomes the assumption we have to test in which case, maybe we get some beta testers. Like we said, we get 20 beta testers and we build it as code.We release it under a feature flag and we go test it in Kata. You would ask, how long is it going to take to build? That first thing, like when can we go see, right? When can we go see our results? It might be four weeks. It might be five weeks. It might be one week. It might be two weeks, right? There's no, you want to keep thinking about slimming it down as much as you can, but it's not prescriptive about this two week cycle.And that's why I like approaching things more like that rather than trying to time box it things into two weeks. I think time boxing is nice when you've got a Team that's not used to operating that way and it's a forcing function to get them to think smaller, right? So sometimes I'll ask them. Okay, cool.That's gonna take eight weeks. Could you do what could you do in two? What could you do in three? But then we'd have a conversation of yeah But if we did that in two we'd only be able to do this much and we wouldn't be able to get This part of it out and that part is really valuable and you're like, okay what about three right and you have that back and forth negotiation on it?But Scrum doesn't allow for that, right? Like it's nope, everything has to be in two week sprints. In certain forms of how people sprint. That's the part that doesn't sit well with me for Scrum, and where I think people are getting really caught up in the motions, but not thinking about why they're actually doing it.[00:16:57] Joe Krebs: Yeah. What's interesting, right? Because you also just said that about breaking things down into smaller pieces to make them fit, right? What I have seen in the past was like the teams overreact and these items become so, so small. [00:17:10] Melissa Perri: Oh yeah. And you don't want it to be too small, right? And that's a big thing too, where I've worked with a ton of teams who've missed Misunderstood what a minimum viable product is.And I don't even like to use that terminology now because it's just so butchered, but they'll be like, Oh, an MVP is just putting out these core functionality. And you go what are you going to learn when you release that? And that you don't already know now, because sometimes it's like, Oh, all we're going to learn is that it's not enough for people.They want more. And you're like, so why bother? Like why bother? If you know that's going to be the answer. Spend two more weeks and build something that's actually valuable there. And that's the conversations I think we need to be having when we think about breaking down product development and what's small and what's considered.And I do believe there's ways to slice things down into smaller chunks where you can get it out there, but it has to be valuable, right? It can't just be small. It has to be valuable. [00:18:01] Joe Krebs: Exactly. And I feel like that's a key point you're making here is where the Kata, it's almost like when you're talking about what's the next target condition, right?What is, and then you're talking about some valuable things, like there's a discrepancy between where we are right now and where we would like to be. And there's a value in between, right? And if you're aiming for that, and it could be two weeks, it could be one week, it could be two days or could be four weeks.So it's not so much about the time, but how fast can we go to that target condition? This is this is really awesome. So I love hearing your thoughts on these topics. And I hope that the listeners out there listening to this from a product management perspective or product owner role. Got some new ideas, the beauty of the Kata and the agile Kata I'm promoting a lot is that people can start anytime.[00:18:44] Melissa Perri: Yeah. I like that.[00:18:45] Joe Krebs: If you're listening to this and it's like, how do I. Do this, right? Everything's about experimentation. So why not experimenting with the the kind of approach and and try that and see how it works for you. And possibly make some modifications to it. And maybe the product management process itself could also be Kata-ized.So I think that would be awesome. Yeah, that's great. [00:19:04] Melissa Perri: I'd love to see more product managers doing it. I had actually talking to somebody in a couple of days who used it in the government with Congress people. Yeah. Doing product stuff. And I was like, that's cool. So lots of different contexts to do it.I hope it's a good tool that can help people be better product managers. [00:19:20] Joe Krebs: Yeah. And thanks for coming to the Kata series of Agile FM where I'm highlighting the multiple use cases of Kata thinking and how it could fit into the professional world out there. So thanks for taking the role on product management.Thank you, Melissa. [00:19:35] Melissa Perri: Thanks for having me

In this episode we unpack commitment 2 of the Code of Ethical Conduct for Agile Coaching; Acting within my Ability. We explore the inclusion of this commitment in the Code and what it means for Agile Coaches.   About the Featured Guests Sarah Skold has spent most of her career in Human Resources and Learning and Development. She came across Agile as a philosophy and way of working, and LOVED IT! Sarah jumped ship and moved into a customer experience team working in agile philosophy, and is now a Scrum Master. Alex Sloley is an avid member of the agile community and published his book “The Agile Community” in 2022. He speaks regularly on the global stage and is an organizer of conference organizers. He specializes in agile training, coaching, and transformations. Alex is the Shepherd of the global Agile Coaching Retreat Advisor Team and the Co-Chair of the Agile Alliance Agile Coaching Ethics Initiative Team. Follow Sarah on LinkedIn  Follow Alex on LinkedIn  Follow Alex on Twitter (@alex_sloley) Reference(s) Code of Ethical Conduct for Agile Coaching https://www.agilealliance.org/resources/initiatives/agile-coaching-ethics/ 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 Renae Craven has been coaching individuals, teams and organizations for over 13 years and has spent a lot of time investing in and formalizing her professional coaching skills in recent years. Renae's passion is leading and coaching organizations and as a Certified Team Coach with Scrum Alliance, she helps teams to find their rhythm and pace that balances learning with delivery. Renae established her own company NaeCrave Pty Ltd (www.naecrave.com.au) in 2020 and keeps herself busy with coaching and training delivery. Renae is also a certified BASI Pilates instructor and runs her own pilates studio in Brisbane, Australia. She has a YouTube channel called ‘Pilates for the Office Worker' which features short 5 minute guided sessions that anyone can incorporate into their day, especially those of us who have been sitting down for extended periods. Subscribe to her channel Crave Pilates. Renae has been organizing the Women in Agile group in Brisbane since 2018. You can follow Renae on LinkedIn.   About our Sponsor Scrum.org is the Home of Scrum, founded in 2009 by Scrum co-creator Ken Schwaber focused on helping people and teams solve complex problems by improving how they work through higher levels of professionalism. Scrum.org provides free online resources, consistent experiential live training, ongoing learning paths, and certification for people with all levels of Scrum knowledge. You can learn more about the organization by visiting www.scrum.org.

In dieser Folge 57 führt Felix ein Gespräch mit "Boeffi" über die agile Konferenz “Product People”, welche in diesem Jahr am 13., 14. und 15. September in Köln stattfinden wird.  Begleitet sie auf einer spannenden Reise in die Welt der agilen Produktentwicklung, während sie gemeinsam die Einblicke und Erfahrungen von "Boeffi" erkunden. Dabei teilt Boeffi Geschichten aus über 20 Jahren Organisation agiler Veranstaltungen.  Es ist erwähnenswert, dass Felix' Firma Rebel Recruiting stolzer Mitausrichter:in dieser aufregenden Konferenz ist. Rebel Recruiting unterstützt aktiv die Agile Community und trägt dazu bei, die Produktentwicklung in Unternehmen voranzubringen. Verpasst nicht diese aufschlussreiche Episode des DigiDigga Podcasts! Abonniert den Podcast auf eurer bevorzugten Plattform, um keine Folge zu verpassen. Lasst euch von den Erkenntnissen und Erfahrungen inspirieren, um eure eigene berufliche Entwicklung voranzutreiben. Vielen Dank für eure großartige Unterstützung, und wir freuen uns darauf, diese spannende Episode mit euch zu teilen!

New Coaching Program Designed to help build multiple Learning and Growing Pathways for Coachees. Reserve a Free 30 minute Session to discuss opportunities and your Goals. Goal: To learn, practice and gain experience in the Agile Mindset via one-on-one coaching, sharing thoughts, challenges, commitments, practicing and reviewing concepts presented by other coachees in our Agile Community. We want to maximize the experience and opportunities to the greatest extent Reserve a 30 minute meeting session today to learn more  https://5ammesterscrum.com/5ammesterscrum-coaching-program/

This week, Dan Neumann is joined by Adam Ulery, Eric Landes, Andrea Floyd, Erica Menendez, and Kris Chavious. In this episode, they are celebrating Thanksgiving by sharing what they are thankful for from an Agile Perspective.   Key Takeaways Adam is thankful for the great people he met in the Agile Community and for Dan for making this podcast! Andrea is reflecting on the previous year and shows her appreciation for those who show up with curiosity. Eric is thankful for being able to coach with two special colleagues. Kris stops to appreciate his Agile colleagues, their unique perspectives, and how they teach each other while respecting each other's opinions. Erica is thankful for the Scrum Values, to have them, and to be able to use them in everyday life.   Mentioned in this Episode: No: The Only Negotiating System You Need for Work and Home, by Jim Camp   Want to Learn More or Get in Touch? Visit the website and catch up with all the episodes on AgileThought.com! Email your thoughts or suggestions to Podcast@AgileThought.com or Tweet @AgileThought using #AgileThoughtPodcast!

Anna Mbengam was born and raised in Cameroon, though she spent most of her life living in Boston, Massachusetts. After graduating from high school, she signed up for the Army Reserve and simultaneously enrolled in her first year of college.    She was recruited to run track and field at American International College in Springfield, Massachusetts. It was there that she studied Political Science and Criminal Justice.    Upon her completion of Basic Training with the Army Reserve, Anna was introduced to the game of rugby. It soon became her newfound love. She was so infatuated with the sport that she focused her attention on playing rugby and maintaining a balanced student-athlete life. It was during this time of her life that she fully came to understand the importance of focus, commitment, and courage.    Anna realized the complexities and benefits of teamwork and collaboration when dealing with complicated circumstances on the field. The rugby scrum is a microcosm for the development of a cohesive team. All players in the scrum bring their own individual abilities to work together to achieve a common objective against strong competition.    Anna recognized that this same method of cohesiveness could be used in any team activity, whether in sports, business, or the workplace. After graduating from college, Anna was unsure of what kind of career she wanted to pursue. She was introduced to the idea of becoming a Scrum Master, and though she chuckled when she first heard the role's title, she was curious to learn more. She did her own research and joined the Agile Community of Practice, where she networked and got her first Scrum Master position. She was delighted and anxious to begin this journey due to her timid nature. She has always wanted to share the information she wished she had received while breaking into the field with others. Contact: https://linktr.ee/ScrumChampions   Thanks for your support. You can connect with us on Facebook, Instagram, and YouTube, or send us an email at hello@youcanbeanythingpodcast.com   Check out our website  www.youcanbeanythingpodcast.com for more resources and to learn more. Also, you can connect with Solange Che on Facebook (@Solange Che) and Instagram (@solangeche1). Thank you!   Remember to Be Good To Each Other!

Armin hat einen alten Kollegen getroffen. Dieser vertritt die These, dass Agile nur Geldmacherei ist. Das liefert uns den Anlass für ein Gespräch. Wir versuchen zu beleuchten, wie es dazu kam, dass die Agile Community so wahrgenommen wird. Anschließend kommen wir darauf, dass es ja auch eine entgegengesetzte Bewegung gibt. Es gibt eine ganze Reihe neuere Ansätze, die auf uns deutlich anders wirken. Diese teilen wir mit euch und besprechen, warum uns das neue Motivation und neuen Mut stiftet.

Welcome to Season 2 of our growing podcast.... In this episode, the crew continue to look at leadership, both how to work with leaders and what kind of leaders we should be as Agile Coaches. As usually they are joined by friends in the Agile Community to develop ideas etc Today we look at interaction and communication - throwing and catching. You have to listen to the podcast to get this :) Agile Coaching Mastery is recorded live on Fridays on Clubhouse. Go to agileclub.club to find out more and join us for the recording Ricardo can be found at https://www.linkedin.com/in/ricardoliberato/ Ras can be found at https://www.linkedin.com/in/rasoulbaghban/ Ian can be found at https://www.linkedin.com/in/ian-banner-3173229/ Ian's courses can be found at https://ianbannercourses.carrd.co/ Darryl Sherbourne joined the conversation https://www.linkedin.com/in/darrylsherborne/ Jason Cameron joined the conversation https://www.linkedin.com/in/cameronjason/

Welcome to Season 2 of our growing podcast.... In this episode, the crew continue to look at leadership, both how to work with leaders and what kind of leaders we should be as Agile Coaches. As usually they are joined by friends in the Agile Community to develop ideas etc Today we look at interaction and communication - Authentic Comminication Agile Coaching Mastery is recorded live on Fridays on Clubhouse. Go to agileclub.club to find out more and join us for the recording Ricardo can be found at https://www.linkedin.com/in/ricardoliberato/ Ras can be found at https://www.linkedin.com/in/rasoulbaghban/ Ian can be found at https://www.linkedin.com/in/ian-banner-3173229/ Ian's courses can be found at https://ianbannercourses.carrd.co/ Jason Cameron joined the conversation https://www.linkedin.com/in/cameronjason/

Welcome to Season 2 of our growing podcast.... In this Episode, Ricardo, Ras and Ian continue to look at leadership, both how to work with leaders and what kind of leaders we should be as Agile Coaches. As usually they are joined by friends in the Agile Community to develop ideas etc Today we start talk about the right way to get a systems viewof things Agile Coaching Mastery is recorded live on Fridays on Clubhouse. Go to agileclub.club to find out more and join us for the recording Ian's courses can be found at https://ianbannercourses.carrd.co/

Welcome to Season 2 of our growing podcast.... In this Episode, Ricardo, Ras and Ian continue to look at leadership, both how to work with leaders and what kind of leaders we should be as Agile Coaches. As usualy they are joined by friends in the Agile Community to develop ideas etc Today we start to talk about tVulnerability and Heros - you have to listen to the podcast to get this :) Agile Coaching Mastery is recorded live on Fridays on Clubhouse. Go to agileclub.club to find out more and join us for the recording Ian's courses can be found at https://ianbannercourses.carrd.co/

In this episode, Naresh Jain, Developer, Consultant, Conference Producer and Startup Founder of Xnsio  shares his insights and experiences related to -  Starting his career 20 years back building Neural networks for ISRO, and how he got into corporate life-  His experience reading the paper “Test infected” by Kent. How it helped him see the value behind extreme programming-  How he and his friends put together the first Agile India conference from 2004-  Challenges that comes across while organising different community- based conferences-  How to build communities using conferences-  His approach to put a good program/conference together-  How to balance the aspiring and the experienced speakers, which gives equal opportunities to both-  How he landed up as a coach/mentor and influence people while working in Thoughtworks-  Differences between roles of coach, mentor, trainer and a captain-  His love for coding and difference between code room (one step at a time) and board room (quantum leap)-  How he handles a board room coming with expectations and big transformations-  How to unlearn what you think is the best practice and how it helped him. Re-evaluate yourself-  What you can expect in the upcoming “Agile India conference” -  How Ward inspires him as a great speaker -  His view on full stack -  His advice for aspiring coaches/Mentors-  Agile India conference to be held : Nov 18th-20th a 3 day conference  More details at: https://2021.agileindia.org/ Naresh Jain is an award-winning, internationally recognized Technology & Product Development Expert. Over the last 15 years, he has helped many Unicorns and fortune 500 companies like Jio, Google, Amazon, JP Morgan, Hike, Directi, HP, Siemens Medical, GE Energy, Schlumberger, Shell, Dell, EMC, CA Technologies, etc. to streamline their product development. His hands-on approach of coaching teams by focusing on product discovery and engineering excellence is a key differentiator.  In 2004, Naresh started the Agile movement in India by creating the Agile Software community of India, a registered non-profit society to evangelize Agile, Lean and other Leading-Edge Software Development methods. He is responsible for creating and organizing 100+ international conferences. In recognition of his accomplishments, in 2007 the Agile Alliance awarded Naresh with the Gordon Pask Award for contributions to the Agile Community.You can find more about him here: https://confengine.com/user/naresh-jain Contact handles:Twitter: https://twitter.com/nashjainLinkedIn: https://www.linkedin.com/in/nareshjain/Website: https://nareshjain.com/

A new season !!!  Welcome to Season 2 of our growing podcast.... In this Episode, Ricardo, Ras and Ian start a major new theme of looking at leadership, both how to work with leaders and what kind of leaders we should be as Agile Coaches. As usualy they are joined by friends in the Agile Community to develop ideas etc  Today we start to talk about the Grand Unified Theory of Leadership, Management and Cryptocurreny Trading - you have to l;isten to the podcast to get this :)  Agile Coaching Mastery is recorded live on Fridays on Clubhouse. Go to agileclub.club to find out more and join us for the recording Ian's courses can be found at https://ianbannercourses.carrd.co/

It is time for the next installment of our Agile Expert Series where we are joined by the author of Amazon Best Selling book Essential Scrum, Ken Rubin. Ken is the Principal of Innolution and has been part of the Agile movement from the very onset of Agile. Join us for a discussion around how dependencies are killing your agility! Join A VERY Special 8-hour course (two ½-day sessions) on October 27-28, 2021 Dependencies Are Killing Your Agility: Learn to Fight BackListeners of the Agile Dad podcast can get a 15% discount on the class if they use the code agiledad15 during checkout!https://innolution.com/

OKR und Agilität verbinden? Wir sprechen mit Udo Wiegärtner über dieses (ab Minute 00:30:00) und andere spannende Themen. Udo arbeitet als Agile Transformation Coach im Team Paessler. Sein Herz schlägt für Agile Organisationen, Working Out Loud. Udo liebt es, Teams mit Agile Games oder Design Thinking sanft aus ihrer Komfortzone zu holen. Seine heimliche Stärke ist Culture Hacking, aber das würde er nie zugeben. Er teilt seine Ideen regelmäßig in Keynotes auf Konferenzen und innerhalb der Agile Community. Der #AgileGrowthCast ist ein tiefgehendes Interview, dass immer den Anspruch hat, zu inspirieren und mindestens eine spannende hilfreiche Methode oder Idee für Dich als Agilist zu vermitteln.

In this episode of the Agile Expert Series, V. Lee Henson invites Richard Lawrence to chat about his specialty of all things BDD and the impact this has in the Agile Community.Richard's superpower is bringing together seemingly unrelated fields and ideas to create new possibilities. Drawing on a diverse background in software development, engineering, anthropology, design, and political science, Richard trains and coaches people to collaborate more effectively with other people to solve complex, meaningful problems.Richard is a Scrum Alliance Certified Enterprise Coach and Certified Scrum Trainer, as well as a certified trainer of the accelerated learning method, Training from the Back of the Room. His book, Behavior-Driven Development with Cucumber, was published by Addison-Wesley in 2019 (for more information, visit bddwithcucumber.com).

Agile World with our hosts Sabrina C E Bruce and Karl Smith talk with Stuart Young about his Agile Journey. During this show Stuart references a set of visual images to explain his agile journey. Stuart is a professional business visualiser, trainer and coach with a deep-rooted appreciation for methods of Design Thinking and Agile Ways of working. As Visual Thinking thought leader and practitioner within the the Agile Community and beyond I endorse the use of Visual Thinking to enhance team collaboration and accelerate learning. Facilitating a suite of Design Thinking, Visual Thinking and Agile ways of working workshops I encourage teams to work more visually, making the intangible tangible, catalysing customer centric creativity and driving product innovation. Agile World magazine show with Sabrina C E Bruce and Karl Smith on YouTube. Agile World is a spin off from the The Agile20Reflect Festival now called https://access-agile.org/ Access Agile and affirms its commitment to a Global Agile Community. #Agile_World #AgileWorld #Agile #AgileTalkShow #AgileManifiesto #AgileCoach #ScrumMaster #Agile20ReflectFestival #Agile20ReflectEvent #Agile20Reflect Online Website https://agile-world.news/ LinkedIn https://www.linkedin.com/company/agile-world-news/ Facebook https://www.facebook.com/agileworldnews Instagram https://www.instagram.com/agileworldnews/ Twitter https://twitter.com/AgileWorldNews Tumblr https://www.tumblr.com/blog/view/agile-world YouTube https://www.youtube.com/c/AgileWorld Medium Agile World News https://medium.com/agile-world-news Podcast Spotify https://open.spotify.com/show/1aMY1R5ct7EqrehR4aZUat Apple Podcasts https://podcasts.apple.com/gb/podcast/agile-world/id1553727032 Google Podcasts https://www.google.com/podcasts?feed=aHR0cHM6Ly9hbmNob3IuZm0vcy80Y2FmNDhmYy9wb2RjYXN0L3Jzcw== Pocket Casts https://pca.st/vbyfqprr Anchor https://anchor.fm/agile-world Breaker https://www.breaker.audio/agile-world Radio Public https://radiopublic.com/agile-world-WPNL9j Co Hosts Sabrina C E Bruce https://www.linkedin.com/in/sabrinabruce/ Karl A L Smith https://www.linkedin.com/in/karlsmith2/ Agile World © 2021 Broadcast Media, Hollywood, California | English content by Karl A L Smith and Sabrina C E Bruce --- Send in a voice message: https://anchor.fm/agile-world/message

Dana James-Edwards is an agilist through-and-through. She is leveraging her talent in this area as she transitions her career focus solely towards enabling companies to come to grips with what it takes to truly enable diversity and inclusion.  This kind of conversation is the reason we launched this podcast, to give voice to the stories of women who are still discriminated against in our agile community. James-Edwards, herself a black woman with years of experience working in technology, shares a heart-wrenching example of an organization she encountered just this year where women working as agile coaches “were being put in the corner, were being put in the backseat, were being disrespected, were being overlooked for promotions.”  She also gives advice for how to catalyze change in your own organization.  “There was a period where being black took a backseat to being female.” Leslie Morse hosts. 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: solutionsiq.com/womeningile Women in Agile website: womeninagile.orgConnect with us on social media!LinkedIn: www.linkedin.com/company/womeninagile/Instagram: www.instagram.com/womeninagile/Twitter: twitter.com/womeninagileorg

Hi! I'am Agile Coach AF and here's why and how our Agile Community need REAL Agile. So, sit back and enjoy this Authentic podcast announcing my intention and my value list for this new business agility podcast. The post Why we need to Dare Agile ? appeared first on Agile Lounge.

Hi! I'am Agile Coach AF and here's why and how our Agile Community need REAL Agile. So, sit back and enjoy this Authentic podcast announcing my intention and my value list for this new business agility podcast. The post Why we need to Dare Agile ? appeared first on Agile Lounge.

In this @AgileUprising podcast, Chris Murman @chrismurman and Andy Cleff @justsitthere chat about the launch of anew initiative at the Agile Uprising - helping folks in our community find their voice, to share ideas they have brewing, to connect some dots. #askagileuprising   Learn more at https://coalition.agileuprising.com/c/ask-agile-uprising     Show Notes / Links Chris Murman What can you do about organizational Silence? What a complex relationship with emotions has meant to me Is Twitter Still a Good Thing for the Agile Community?    Andy Cleff Organizational Silence Part 1 – Maybe we should do something about this…  Part 2: Digging through the soil to get to the roots  Part 3: Resilience, courage, vulnerability, and alliances  Famous rejection letters... like "First, we must ask, Mr. Melville, does it have to be a whale?" Web Links Join the conversation on Coalition.AgileUprising.com

Mike Marchi returns to the show with Jeff Singleton.  Both are board members of the Agile Professional Learning Network - Chicago Chapter. We talk about a recent discussion at the APLN meetup, how the Agile Community sustains itself.  We also talk about how internal organizations may sabotage their own efforts to create sustainable communities. Also, the APLN is hosting their 3rd Annual Conference on May 16th, 2019.  They are still accepting speaker proposals.  Checkout their for more info.

In this podcast recorded at the Agile 2018 conference Shane Hastie, Lead Editor for Culture & Methods, spoke to Deema Dajani (Advisor Transformation Consulting) & Shannon Mason (VP Product Management, Agile Central) of CA Technologies about the Women in Agile organisation, their own experiences as women in the technology industry and ways to support and increase diversity in organisations. Why listen to this podcast: - Women in Agile is an incorporated not for profit focused on supporting, enabling an empowering women and allies in the agile community - The unconscious bias that comes in to so many aspects of work, particularly as it impacts recruitment - There is data which shows that the more diverse a team is, the better the solutions they come up with are - The need to coach and support women candidates for promotions and new roles to encourage them to overcome their own self-evaluation, which is often more judgemental than it should be - There are pools of qualified people with diverse backgrounds not just a few isolated individuals – helping ensure that the ratios in our organisations match the ratios in society More on this: Quick scan our curated show notes on InfoQ https://bit.ly/2UGu8RW You can also subscribe to the InfoQ newsletter to receive weekly updates on the hottest topics from professional software development. bit.ly/24x3IVq Subscribe: www.youtube.com/infoq Like InfoQ on Facebook: bit.ly/2jmlyG8 Follow on Twitter: twitter.com/InfoQ Follow on LinkedIn: www.linkedin.com/company/infoq Check the landing page on InfoQ: https://bit.ly/2UGu8RW

Offen für den Zufall sein – diese wichtige Grundregel beim Netzwerken habe ich befolgt bei einer Zugfahrt von Hamburg nach Berlin während der Weltmeisterschaft 2018, präzise an dem Tag des Ausscheidens der deutschen Mannschaft. Im Abteil schaute ich mit Hendrik Bornholdt (37) nicht nur die erste Halbzeit Deutschland gegen Südkorea, er berichtete in der Halbzeitpause auch, dass er bei Arvato Bertelsmann in der konzerneigenen Agentur "Friends of C" arbeitet und vom Standort Hamburg aus eine konzerninterne Agile Community gegründet hat, diese betreut und aktuell weiter ausbaut. Spannend und sehr zeitgemäß, dachte ich mir und schon stand die Einladung in den Digital You :Podcast. Vor allem, als ich bei der Recherche sah, dass Hendrik als Angestellter im Konzern trotzdem gezielt aufs Personal Branding setzt. Like! Wenn Du Hendrik im Office sehen möchtest mit den Flipcharts, schau Dir den begleitenden Artikel auf LinkedIn an: https://www.linkedin.com/feed/update/urn:li:activity:6463417993643728896https://www.linkedin.com/in/kathrinkoehler/ Was wir gemeinsam ausleuchten: Wie er in der Agile Community bei Arvato Bertelsmann die internen Diskussionen über diese Arbeitsform in Schwung bringt und Interessierte intern vernetzt Wie er sein gestalterisches Talent bei seiner Arbeit als Agile Coach einsetzt und die Schaubilder sehr geschickt beim Content Marketing in den sozialen Netzwerken einsetzt Wie er seine persönlichen Aktivitäten aufgesetzt hat, nun pflegt und dies auch zum Wohle seines Arbeitgebers einsetzt (warum also Führungskräfte starke Personenmarken in den eigenen Reihen besser fördern als verhindern sollten) Viel Sinn macht es, während dieser Episode parallel im Web zu surfen bzw. das Video aufzurufen, um die Flips zu sehen. Die wichtigsten Abbildungen zeigen wir bei LinkedIn, falls Video keine Option ist: https://www.linkedin.com/feed/update/urn:li:activity:6463417993643728896  Was habe ich zum Thema digitale Identität herausgefunden? Ab einer gewissen Sichtbarkeit müssen sich aktive Kommunikatoren daran gewöhnen, Unterstützung und Feedback von Menschen zu erhalten, die sich nicht persönlich kennen (Netzwerkeffekte). Die Sorge vor negativen Reaktionen bleibt präsent, auch wenn es bislang nur positiver Nutzen aus den Aktivitäten entstanden ist. Wichtiges Links zur Episode: Hendrik arbeitet für Friends of C, eine Agentur im Arvato Bertelsmann Konzern: https://www.friendsofc.com/ Hendrik persönliche Homepage: http://www.hendrikbornholdt.de Seite und Buch "Flipchart Coach" von Axel Rachow und Joachim Sauer: http://www.flipchart-coach.de/ Und ab dafür. Hier ist die Episode 8 des Digital You :Podcast zu finden (Termin der Aufzeichnung: 20. August): ITUNES: Link zur Show SOUNDCLOUD https://soundcloud.com/kathrinkoehler/ SPOTIFY: Link zur Show YOUTUBE: Link zum Kanal COMMUNITY – warum Mitglied werden? Wir treffen uns zu Live-Events und tauschen uns zum Thema digitale Identität aus https://www.kathrinkoehler.com/digital-you-community/

Joe Krebs speaks with Harrison Owen about Open Space and the impact it has in the Agile Community and organizations around the world. It originally aired in 2012 and was re-released.

Rick will be interviewing Scott Ambler, (co)-creator of the Agile Modeling (AM) and Agile Data (AD) methodologies and the Disciplined Agile (DA) framework. The Disciplined Agile (DA) process decision framework provides light-weight guidance to help organizations streamline their information technology (IT) and business processes in a context-sensitive manner. It does this by showing how the various activities such as solution delivery, operations, enterprise architecture, portfolio management, finance, security, legal, and many others work together. The framework also describes what these activities should address, provides a range of options for doing so, and describes the tradeoffs associated with each option. In effect, DA provides the process foundation for business agility. Please do not miss the opportunity to hear from one of the true leaders in the Agile Community!

In this episode, I spoke with David Hussman about products, pricing and experiments. David is an agile authority, thought leader and frequent speaker in the Agile Community. He received the Gordon Pask award from the Agile Alliance and as a musician makes great associations between his favorite pastime and agile products. David founded and shaped the company DevJam which he recently sold. In this episode, David makes references to product agility, which I invite you to give a visit for further research.

Everyone started with a base desire to learn agile.  Someone reached out, lent a hand, and helped you get up to speed.  Maybe it was a blog, a co-worker, or even a podcast, but someone offered you help along the way. In this episode, we provide some ideas on how you can "pay it forward" and lend a helping hand.  We know this isn't an exhaustive list, so please share you ideas on twitter or in the comments below. Become a Meta-Cast Partner We recently launched a Patreon campaign to help take us to the next level.  Our goal is to start offering video podcasts and delivering our content into other channels.  We need your help to make that happen! (https://www.patreon.com/metahyphencast) Support this podcast

Theme: Agile Community Events Dr. Dave (@DrCorneliusInfo) joins Vic (@AgileCoffee) for a beautiful morning on Huntington Beach discussing all manner of Agile community events: Agile Opens (and other open space uses), coaching retreats and camps, lean coffees, hackathons. Dave talks about the 5Saturdays model, and we tell how to find, get involved and host these activities. This is one of my favorite episodes. In addition to the excellent scenery and the superb company, I very much enjoy talking about community events. Not only do I believe that community is important and fulfilling, but I have a penchant for organizing these activities. For more information Open Space: History of Open Space Harrison Owen's Guide to Open Space Technologies Agile Opens: Agile Open Southern California - Sept 10-11, 2015 Agile Open Northern California - Oct 9-10, 2015 Agile Open Northwest Agile Coach Camps: AgileCoachCamp.org Agile Coach Camp US West 2015 Scrum Coaching Retreat Seattle 2015 LeanCoffee.org - includes listing of cities with lean coffees 5Saturdays.org - Dr.Dave's community learning initiative to bring Scrum and other skills into local high schools ALICE - educational software that teaches computer programming in a 3D environment Scrum Day San Diego and Scrum Day Orange County (Vic presented at both in each of their first years) various others: Play Camp (and Luke Hohmann's other ventures: Innovation Games and Conteneo) Play4Agile AgileGames (New England) DevOps AIN World Conference (Montréal, Sept 24-27, 2015 - organized by the AI Network) Lego Serious Play (might have to search a bit to see if conferences are planned) Finally, Vic ran a couple of Hackathons in the workplace... - - - - Coming up in episode 31 - I hold a lean coffee at a 5Saturdays event with a cast of new voices. Further ahead in episode 32 - interviews from the 2nd annual Scrum Day San Diego.  

I met Jon at my most recent client. He is a dynamic person and is highly committed to Agile Delivery. Jon has taken the enjoyable workplace and run with it. We talk about that topic and others in this interview. Expect to hear more from Jon in the Agile Community in the future. Enjoy. -bob payne

This week Scott talks with Dave Laribee of Xclaim Software about the movement he named ALT.NET. Are these alternative principles or just business as usual? What can Microsoft learn from the Agile Community?

Jeff gave a presentation on the Psycology of Build Times at Agile 2006.  He is always a cheerful voice in the Agile Community and we chat about a variety of subjects including the presentations that he and I  presented at  SD Best Practices 2006.-bob payne