Podcasts about agile scrum

В гостях Илья Павличенко, LeSS и Скрам-тренер, консультант по организационному дизайну. Со-автор книги Creating Agile Organizations. Автор книги «Дизайн Agile-организаций» Со-основатель Scrum.ru. Обсудили что побудили Илью Написать свою книгу «Дизайн Agile-организаций». Разобрали концепцию «Микро Космос», кто должен участвовать и почему не следует делегировать эту активность. Поговорили какие критерии участников «Микро Космос» команда трансформации. Пообсуждали сколько времени потребовалось для написания книги и для кого была написана. Чем отличается от первой книги.Cсылка на канал Ильи https://t.me/pavlichenko_Ilia

The Agile Alliance partners with PMI—what does it mean for Agile’s future? Plus, how AI is reshaping Scrum Master roles and why honesty (even when it stings) is the key to career growth. Brian Milner and Cort Sharp tackle these hot topics in a no-holds-barred discussion. Overview In this episode of the Agile Mentors Podcast, Brian Milner and Cort Sharp dive into the recent Agile Alliance-PMI partnership and its potential impact on the Agile community. They also explore AI’s growing influence on Scrum Master roles—will it replace them or elevate their value? Finally, they tackle a tricky but crucial topic: when to speak up in the workplace, balancing honesty with career preservation. If you want to stay ahead in Agile’s evolving landscape, this is a must-listen! References and resources mentioned in the show: #32: Scrum in High School Sports with Cort Sharp #82: The Intersection of AI and Agile with Emilia Breton #129: 2025: The Year Agile Meets AI and Hyper-Personalization with Lance Dacy #132: Can Nice Guys Finish First? with Scott Dunn Mike Cohn’s Better User Stories Course Join the Agile Mentors Community Subscribe to the Agile Mentors Podcast Want to get involved? This show is designed for you, and we’d love your input. Enjoyed what you heard today? Please leave a rating and a review. It really helps, and we read every single one. Got an Agile subject you’d like us to discuss or a question that needs an answer? Share your thoughts with us at podcast@mountaingoatsoftware.com This episode’s presenters are: Brian Milner is SVP of coaching and training at Mountain Goat Software. He's passionate about making a difference in people's day-to-day work, influenced by his own experience of transitioning to Scrum and seeing improvements in work/life balance, honesty, respect, and the quality of work. Cort Sharp is the Scrum Master of the producing team and the Agile Mentors Community Manager. In addition to his love for Agile, Cort is also a serious swimmer and has been coaching swimmers for five years. Auto-generated Transcript: Brian Milner (00:00) Welcome in. Welcome back, everybody. This is the Agile Mentors Podcast. I'm with you as always, Brian Milner. And today, we're going to do something a little different. We're in this mode right now. We've kind of been open to some suggestions recently about maybe we should try some experiments and try some different things. And so today's going to be one of those little experiments. We have someone that's going to be with us, Mr. Cort Sharp. So welcome in, Cort. Cort (00:23) Hey Brian, thanks for having me on. Brian Milner (00:26) Absolutely. Cort is our community manager for the Agile Mentors community. And Cort and I do classes together a lot. He is often the producer in the classes. So we see each other a lot. We talk a lot. Cort's also a certified Scrum professional. So he's been doing this and has encountered Scrum in some kind of unusual circumstances as well. He's a high school swim coach. There's an episode that we talked about that. way back so that anyone wants to dig that out, they can go back and find that and learn a little bit more about it. But we just thought it would be good to have maybe periodically a little check in about maybe some stories that have come up in the news about Agile or things that have been flashing through social media feeds or anything like that. know, Cort and I are a little bit different age groups, a little bit, more than a little bit. And I'm sure the of things that cross court's radar may be a little bit different than the things that cross mine. And we just thought maybe it would be an interesting kind of thing to have a little discussion, the two of us, about some of these major burning issues and things that people are talking about on LinkedIn and Twitter and, I'm sorry, X, anywhere else. I'm going to kind of... Give the reins over to court here a little bit, because I know he's pulled some things that he wants to talk about, and we'll just kind of see where we go. Cort (01:40) Awesome, yeah, thanks Brian. Not just X and LinkedIn, we're also looking through Instagram, YouTube Shorts, where the cool kids hang out, I guess is. That's at least what my swimmers tell me. Brian Milner (01:50) Okay, okay I Got it I got a yeah, I you know, I had to learn a lot about an Instagram with my daughters and I still don't get it. just I mean I have fun flipping through stuff but I don't I could never like get a following there because I just don't understand how to Do all the but that's old guy talking. So Cort (02:11) It's a weird place, Brian. I don't blame you. It's totally good. But I've seen a few things come across my feed, and we've kind of had lighter versions of this conversation, whether it's in classes or just kind of on the side or something like that. So we just kind of thought, hey, let's sit down and actually go into depth about this, because I'm curious what your thoughts are on some of these things. And I don't know. Brian Milner (02:14) Yeah Cort (02:35) Hopefully I'm able to add into the conversation a little bit more than just here's a young guy yelling at a cloud instead of an old guy yelling at a cloud, right? No, I hope not. But let's come out and I'm gonna come out swinging at you. So the biggest news bite that I have found over the last couple of months or the last month-ish is that the Agile Alliance and PMI Brian Milner (02:37) Ha ha. young guy and old guy yelling at each other. That's not what anyone wants to hear. Yeah. Yeah. Cort (03:02) have entered, have announced that they're entering a partnership. We don't really know a ton about what that partnership looks like, but it is presumed that the Agile Alliance will be hosting some kind of content through PMI or PMI will be hosting some kind of content that the Agile Alliance has created. So I'm just curious, like, what are your thoughts on that? Do you think it's a good move, bad move, any kind of potential impacts that you see? It's a big one. Brian Milner (03:30) Yeah, way to start with a softball that we just, yeah, mean, it's obviously a hot button topic right now. I've heard lots, I've read lots of opinions of people on different kind of forums and discussion boards and things where people are talking about kind of, what does this mean? That kind of thing. And so here's kind of, Cort (03:34) Hahaha Brian Milner (03:57) Here's kind of what I've heard from both sides, right? The people who are kind of anti feel like this is maybe a little bit of a betrayal. And I think that the reasoning behind that kind of feels like maybe historically or somewhere maybe further into the past, the PMI may have been a little bit of an antagonist towards the Agile movement, or some people feel that way. I'm not saying this is my opinion, but this is what I've heard. Some people might feel that way. And so they feel like, would you attach your name to something like that? But I've also heard from people who are pro and have said, look, the basics of the deal are that it's not going to change anything for the Agile Alliance other than the name. It's officially the PMI Agile Alliance. But other than that, what I've heard from people who are board members that have posted Cort (04:43) Sure, yeah. Brian Milner (04:50) from the Agile Alliance have said, it's just nothing more than our name is now different. We're autonomous. We can still do the things we've always done. And we feel like the connection to this larger organization will enable us and help us. And I know the Agile Alliance has gone through some tough times, as a lot of us in the industry have, with the conferences. At least I know the conferences last year was kind of not what people have hoped, and not just the Agile Alliance conference, but other conferences have had down attendance and other things. Maybe just a sign of the times, I don't know. But personally, I kind of look at it and I got to preface this. got to, before we talk about anything else, right? Because now we're going to get into opinion. But I would just say, let me preface by saying the opinions you are about to hear. are not the official opinions of Mountain Goat Software. They are just the opinions of the individuals that you will be listening to. So this is just one guy's opinion, right? I think I would just say I get it from both sides. I understand. I see kind of the concern. From the people who are pro and they say, look, it's just the name, I don't know why anyone would freak out about that. It's just a, we're just putting letters PMI in front of our name. hear that, but I've also heard other people counter that to be like, yeah, but it would be like Greenpeace saying, you know, we're now Exxon Greenpeace, you know? And I don't think, I think that's quite, you know, a huge overstatement. I don't think that's the same thing at all. And I, you know, I recognize that the PMI has, you know, they've adapted. anyone who thinks that they're the same way that they've always been, I think is wrong. I think that they have incorporated over time more and more agile ideas into their certifications and other things. they certainly, I feel like they've recognized the agile sort of the future and they've tried to invest more heavily. I think this is a sign of that as well. They're trying to invest a little bit more into agile because they see it as, you this is the future of project management. You know. But they also see it as one of the paths. It's one way of doing project work. And it's not the only way. There are other ways that are good as well. I don't know that I disagree with that. Depends on the project. It depends on what it is you're trying to do. But we talk about this in class. If I know what it is that we're going to make, I know exactly how to make it, the customer knows what they want, and we're not changing anything along the way, then Cort (07:02) Yeah. Yeah. Brian Milner (07:16) Agile may not be the right way. But if any of those things are not true, then I think Agile is the right way. end of the world, no. I don't see it as the end of the world. I don't see it as the sky's falling. I think it is a sign of the times. I think it is sort of a benchmark kind of thing to say, wow, things have reached this point where they've joined forces. I think that's not an indication of either side bending a huge amount, but that both sides have bent and met in the middle. And that's kind of my opinion on it. The sky's not falling, but I don't really know how it will change things moving forward. They tell us it's not going to really. We'll see. Cort (07:58) I think I agree with a lot of what you're saying. And that's what I've seen as well amongst the social media spheres. Kind of a lot of discourse of, this is really bad, or, this is not as bad as you think it's going to be, or, this is actually really good. Because I think one point that I agree with a little bit more so is, in principle, at face value, This might not be what the Agile Alliance was founded on or anything that goes, or I wouldn't say anything, but it doesn't align with the foundational values of the Agile Alliance. But in the long run, I think this might be pretty beneficial for Agile as a whole, because PMI is massive. They have a huge reach, very big name recognition, and for them to acknowledge, not only acknowledge, but acknowledge in this way and bring in Agile into this space within their reach, I don't see a ton of harm that could really be brought to it purely on the basis of our reach, PMI's reach is significantly larger than the Agile alliances. So it just helps Agile grow a little bit more so and get a little further reach. Do you agree with that? you disagree? Thoughts on that? Brian Milner (09:14) Yeah, I mean, I've heard Mike say this before, where he says, you we talk about partnerships, you know, who's bringing more to the table? Is the Agile Alliance funneling more attention, eyeballs to the PMI by this Alliance, or is the Agile Alliance getting more eyeballs and more attention because of the audience of the PMI? I would think it's the Agile Alliance is getting more. Like you said, I think the PMI is a huge behemoth, pretty highly recognizable. their certifications have been out. They're kind of one of the first of those kinds of certifications that existed out there. And I just think that they're probably bringing more to the table to the Agile Alliance than the Agile Alliance is bringing to them. Cort (09:56) Yeah, yeah, the Agile Alliance is kind of getting the better end of the deal, so to speak, as far as exposure goes. Brian Milner (10:00) Yeah, but I think time will tell. I think that's really what I would say to anyone is just don't freak out too much yet. You need to just wait and see what will happen. When the moves happen, if something happens, it's like all of a sudden now the Agile Alliance can't in any way talk about how traditional waterfall is not a great way of doing things. Well, now I would raise the alarm and say, OK, well, now you see the compromise. But if that doesn't happen, if it truly is, as I've been hearing, it's just a naming, we're autonomous, I don't see the grave harm. Cort (10:33) Right, right. Right. I think one thing that's kind of overlooked or maybe just a little glazed over that people didn't pay too much attention to is they didn't announce this as a merger. They announced this as a partnership. So to me, when I hear partnership, hear two entities working independently with a common goal of whatever it may be. Brian Milner (10:54) Yep. Yep. Yeah, a little insider baseball on that because I have heard some discussions around that as well. And just what I've heard is, there is a trickiness there because the agile Alliance is a nonprofit organization. And so from a for-profit organization, you cannot acquire a nonprofit organization unless that nonprofit organization changes and becomes a for-profit entity. Cort (11:28) in for profit. Yeah. Brian Milner (11:31) I'm not a lawyer. I don't know any of that kind of insider, the legalese that's around that. But I've heard a little bit of conversation around the fact that it might have been an acquisition had they been a for-profit company. But since they were a nonprofit, it's a partnership. So that may be the case or not. I don't know. Cort (11:50) So that brings up just a question to me then. A lot of times when companies merge, they tend to merge as either an industry or a sector is kind of starting to go down, trickle down a little bit. And they merge as a method of of like bulking up, strengthening where they can, trying to... that they acquire, they merge in order to withstand the rough times. Do you think that that might be what's at play here? Where just from a business perspective, this is kind of the business smart move for both entities, both organizations, so that they can withstand, I think I saw somewhere like a 35 % reduction in middle management positions, postings or something like that, right? Brian Milner (12:31) Yeah. Yeah, absolutely. mean, I think, the, the past few years have been kind of difficult economically. please don't think I'm being political and saying that at all. I'm just, yeah, I can only state what I've, I've seen and heard from other people in the industry. And I've, you know, I've heard about people talking about less job postings, those going down. I've heard about, know, trainers and coaches and other things. you know, losing percentages of their students or their coaching engagements or other things. So I've just heard that it's been, and we've kind of experienced some of that as well, decline a little bit. I don't think it's that one of those two entities had a decline. I think they both are kind of recognizing this is a tough economic climate and strength in numbers. You know, if we can support each other and maybe that's the path forward is that we kind of combine forces and combine and conquer a little bit. So I think you're right. I think that may have forced it and it's just the opportunity presented itself. Cort (13:37) Just kind of a contextual thing where the context of kind of where we're at right now. That's really what drove it. Yeah, I can see that. could totally see that. Awesome. Well, let's jump over to our next kind of topic right now. Everyone's favorite topic right now, AI, right? We've talked about it substantially. But kind of with that whole idea of Brian Milner (13:52) Sure. Yeah. Yep. Yeah. Cort (14:03) or that little note that we had there of these mid-level management positions, we're not seeing them rise in open positions. We're kind of seeing them get squeezed down a little bit. We're seeing them reduced. And a lot of that is attributed to AI, where a lot of these mid-level management positions are tasks that can be done by AI, because a lot of it is kind of this data analysis stuff and what do we move forward with? Relating it to Scrum specifically with AI being on the rise and Scrum Master roles appearing to be bringing less value as a result, because I think you've seen it, I've seen it a lot. A lot of my friends are talking about it. I've seen it a lot on social media. Actually one Instagram reel that sticks out to me right now is someone was like, hey, do you want to get into tech without having to learn how to code, be a scrum master. It's super easy. You just take a two day course and you're going to make $110,000 a year or whatever. And it's like, you know, little tongue in cheek, but at the same time, I think there's some truth to what that real was saying. Um, however, with that, I think a lot of scrum masters are being shoehorned into roles or have been shoehorned into roles of. Logging meetings. creating meetings, facilitating those meetings and then entering in the next one and saying, Hey, everyone has to show up here and, you need a story point this. I need point values for this bug before we start working on anything. and a lot of that seems to be replaced with AI or at least is able to be replaced with AI. So Scrum Masters now are in a position where they have to drive more value. where, where do you think Scrum Masters? in their role can bring more value? And do you know of any resources that are either widely available, freely available, available at a lower cost to help Scrum Masters learn how to actually bring more value to their role? Brian Milner (16:04) Yeah. Well, the first thing I'll start off in saying is, you know, one of the great things about living in today's world is there is so there's such a wealth of information that's free. You know, I can learn how to do, I can learn how to cook anything in the world by just finding the video on social media and not all of a sudden, you know, I've got everything I need to make a great dish. I may not taste the same as the person who did it, but you know, I can learn how to do pretty much anything. I can Google, you know, how to You know change out my doorbell, which is one thing I did over the holidays You know like that's the kind of thing that there's a full video showing exactly it step-by-step Here's how to do everything and and I think that you know for Us a scrum masters. There's there are some skills. I think that are gonna be More and more relevant more and more needed and I think you just have to put yourself in the frame of reference of what would AI do a good job of? this is such a answer because if my job as a scrum master is to just schedule meetings, well, then yeah, I'm in trouble because an AI can do that really easily. And you don't even need AI for that. All you just need is to have people enter when they're available. There's dozens of websites where you can do that. do that. My D &D group does that to try to find the nights we can play. It's easy to do that, and you don't need any AI for it. So if you reduce what a scrum master is down to something as simplistic as let's schedule meetings, well, then yeah, you're in danger. I think what's going to happen is that more and more, it's going to be the soft skill kind of things that are going to differentiate the Scrum Master profession. I think that AI is going to have a hard time with managing interpersonal relationships. It's going to have a hard time helping the team navigate through conflict. It's going to have a hard time picking up on details, how safe does the team feel, how well are they working together. AI can do certain things really well, but there's a reasoning that's not there now. I don't know if that's coming. I don't know if that's tomorrow, if that's 10 years from now, or a year from now, or six months. But I know that now, even though they say thinking or other things like that, it's not really thinking. It's just digging up more data. And it can process a large amount of data and give you some insights from it. That is something that it does well. but it can't intuit, you know? It doesn't have emotional intelligence. And yeah. Cort (18:47) Yeah. Yeah, think one spot or one really good definition of where AI is fantastic that I read recently is AI is absolutely incredible when there is a set of very clear specific rules. So the book that was reading that said that they use chess, example, right? Where chess has a very, as a set of very specific rules. and AI can beat any grandmaster easy. Really just like chess.com can beat any grandmaster at this point, right? Because it's able to analyze potential outcomes based on a set of rules and a scenario that it's given in. Whereas a lot of humans, we think, or a lot of human chess grandmasters, they think in a way of like, here's one specific strategy that has worked in this scenario. I'm going to go that down that route. So AI can inference, so to speak, they're going to go down this route because that's what has happened in the past. And based on that set of rules that has happened in the past, here we go. So I think you're entirely right with those softer skills where you're interacting in a space that has some guidelines, but not necessarily a set of clearly defined rules is where AI is going to struggle right now. Absolutely. Yeah, totally. Brian Milner (20:07) Yeah, I'll tell you, Cort, too, one of the things that I'm really interested in, and I've talked to you about this and some other people, I'm really interested to see how AI, especially for coding, because more and more coders are taking advantage of coding assistants. And there are some stories out there and some companies that are more and more reducing the reliance on a person to code and using more AI to do coding. Some claim that they can do it all with AI. I would be really suspicious if there's no human involved at all. But what I'm really curious about is how does it change the process? If you are using an AI coding assistant, Does that change any other part of your process? How do you verify that the code that the AI has produced is correct? Is there a pairing? Is there a peer review of that that the team does? I suspect that there's practices and things like that that are popping up all over the place that just haven't been codified yet. There hasn't been a white paper that says, here's what you do. to try to ensure that it matches well with the rest of the code or here's how you know that it matches your standards or other things. I suspect that there's plenty of those kind of things out there and I'm just kind of waiting to hear those reports. Cort (21:25) Right? Yeah. Yeah, think, gosh, was, was Mark Zuckerberg was on the Joe Rogan podcast not too long ago. and he was saying like, yeah, by the end of 2025, Facebook is already doing it or Metta is already doing this. Sorry. Metta is already doing this where they're starting to replace their mid-level programmers, their mid-level developers with AI. And Zuckerberg was saying like, it's expensive right out of the gate. Brian Milner (21:54) Yeah. Cort (21:59) Right. It's going to be a lot of time, but we see the value in this long-term. so I wonder if, if that white paper is going to come from either meta or alphabet or one of those ones, right. Brian Milner (22:09) Yeah. Well, the domino effect of this is also going to be fascinating to watch because you said that they're talking about mid-level. I've heard a lot more about junior level being replaced, Like the entry level kind of stuff. And so, okay, let's say you do that, right? And you're hanging on to your senior people who have the experience. What happens when they move on? Right? When those senior people are gone, you haven't had anyone coming up the pipeline because you replaced it with AI for the junior stuff. And you're depending on more senior, more skilled advanced people to verify, to go through and fix the issues that AI is producing. They're going to be gone. They're going to retire. You know? So I don't know how that, that will be my first question to someone like Zuckerberg about that. Cort (22:54) Right? Yeah. Yeah. Brian Milner (23:02) when they said something like that is, what's your continuity plan for moving up programmers into more senior skill level? How are you going to build that into your long-term process if you're going to replace junior and mid-level people with AI? That's going to be a train wreck that's going to happen at some point. Cort (23:27) I, cause a lot of times we talk about in courses or I've heard it a few times and I totally agree with this and subscribe to this idea that the goal of a scrub master is to work themselves out of a job. So I wonder if it's that kind of same kind of mentality that these bigger tech companies have with AI of, know, AI is going to work a developer out of a job or a developer is going to work themselves out of a job through AI being able to. code better than them, faster than them, be more precise, stuff like that. However, caveat to that, Mike was the one that said the goal of a scrum master or a good scrum master should be to work themselves out of a job, comma, I've never seen that happen. So Mike has never seen that happen, right? I don't think you've ever seen that happen. I've never seen that happen. I don't think anyone's really ever seen that happen. I don't think any scrum master has successfully done that. Brian Milner (24:10) Right. Cort (24:20) so I wonder if it's going to get to that, that kind of same point where it's like a developer will never work them themselves out of a job. It's just the cost of entry to a good developer job or to a developer job as a human. Just got up a little bit more, right? Where, where those senior positions are the only ones open. So you gotta create whatever experiences you can. Right. Brian Milner (24:42) mean, should, in reality, it should be like any other tool that people use to do a job. And it should be the kind of thing where, hey, now we have calculators, and I don't have to manually do the computations on my own. Does that mean that I don't need the reasoning and logic of knowing which computations to make? No. Someone still needs to know how to do that kind of thing. And I think that's how it shifts a little bit is. I don't know that it ever, I shouldn't say that ever. think it's, my, I'm not an AI expert, but my experience dabbling with this kind of stuff and reading articles and talking to people in the industry is that it's not there yet. It's, it's, it's good. It does a good job at, you know, being an assistant level, co-pilot level, that kind of thing, but it's not. Cort (25:29) Mm-hmm. Brian Milner (25:32) hey, let's fire our 10 developers because now we've got an AI that will do exactly what they did. It still takes reasoning and logic to know which path to go down, to ask it what to do. And I think that's just how it shifts a little bit is now there's a tool that does the more mundane part of that, but we still need the information, the logic, the reasoning to design it. Cort (25:44) Right. Right. Right. Yeah, totally. This this reminds me a lot of your conversation that you had with Lance. It's the first episode of twenty twenty five. You and Lance sat down and talked about AI and hyper hyper personalization. AI being used as a tool, which you and Lance discussed fairly thoroughly. You guys went into a little bit of depth about that. It's a tool that delivers value, but where do you think it's delivering value to, or who do you think it's delivering value to? Is it developers, the company as a whole, customers? Where do you see that value stream starting? And do you think it could eventually get to somewhere else, deliver value elsewhere? Brian Milner (26:17) Yeah. I mean, it's kind of like to me asking like, how do you, where do you see streets and roads and highways deliver value? know, like it's, there's a million places they deliver value. There's a million industries. There's a million different things that they do. And I kind of see AI, you know, as a much, much, much more advanced version of that. But just to say, they're, Does it deliver value to customers? Yes, it delivers value to customers. It might make their lives easier or make it more simple to get to what they need. Does it deliver value to the organization? Sure, it delivers to the companies because it's going to help reduce time to market and speed and maybe cost as well. Although cost, we'll see. That's kind of an interesting thing because, you know, Cort (27:26) huh. Brian Milner (27:33) You read lot of articles about how OpenAI is not profitable yet. And it's taking a huge amount of data, a huge amount of data centers, a huge amount of energy. So that runway runs out at some point. And even charging $200 a pop for their pro model a month, it's not profitable. I mean, they say that membership level is not profitable right now. Cort (27:46) Right. Right. Yeah. Right. Right. Brian Milner (27:59) So that doesn't continue forever. At some point, that money runs out. And when that does, how does it get paid for? So will it reduce costs by that point when that runway runs out and the consumers of the AI product have to pay the real cost of what it takes to run it? I don't know. Hopefully, it goes down by then. Cort (28:18) Yeah. Yeah. In that same episode with you and Lance, you talk a lot about AI as a tool, right? And it's not something that you are scared of personally because it is a tool and you view it as a tool and an aid to you being more productive. I'm just curious your thoughts on, let's take it back over to our scrum masters, right? So. someone starting out as a Scrum Master role or recently got put into a Scrum Master role, how do you think that AI can be used as a tool to aid Scrum Masters? Do you think it should take over kind of backlog prioritization so that Scrum Masters can focus a little more on those interpersonal connections? Do you think it should take over managing meetings or running meeting ceremonies so that Scrum Masters can focus on more important things? Brian Milner (29:10) I kind of, the hair on the back of my neck goes up a little bit or I cringe a little bit about the words take over. Because I'm not sure there's anything I would say that it should take over right now. I think that there are some things that it can assist with and do a better job. Like it can, you can offload the manual portion of doing that to the AI. But you know, yeah. We've talked about scheduling meetings. That's an easy thing for something like AI to do. And it does a good job. One of my favorite things that I've learned is you can dump a bunch of data into it and then ask a big open-ended question like, what are maybe some insights from this data that I'm missing? What are some key? Cort (29:37) Right. Brian Milner (29:54) takeaways that I should have from this mass of data that you sort through. And that's a really good job of interpreting that kind of thing for us. So I think it's those kind of things that, from a Scrum Master perspective, I think you can probably use it to do a lot of things like charting out velocity and tracking other trends in our velocity. Cort (30:00) Right. Brian Milner (30:15) or the trends in other data maybe that I collect for my team that I'm not aware of. I think it starts to fail a lot in the creative areas. I'll just give you a practical example from my standpoint. I spoke at couple of conferences. I try to speak at conferences on occasion. And when you do that, you have to submit papers of saying, here's what I want to talk about. I cannot use AI and go to it right now and say, hey, Cort (30:34) No, Brian Milner (30:37) I want to speak at conferences next year about AI or about Agile and Scrum kind of topics. What are some ideas? What are some things I can talk about? It's not going to give me anything that's worth anything if I ask that question. But if I already have the idea, it can help me flesh out the idea. It can help me kind of with the way I present the idea. But the idea is mine, right? Cort (30:49) Right. Brian Milner (31:03) And I kind of think that's the thing is from a Scrum Master perspective, use it for the things that would take a lot of manual time to do. But you have to know your stuff to know that you need that thing. Cort (31:12) huh. OK, so yeah, just speaking out loud here, use an AI as like, hey, I'm noodling on this idea to get a little more engagement in our daily standups. Walk me through how this would go, or something like that. Brian Milner (31:34) Yeah, I mean, there's some particulars there. you probably want to prompt it to say, you know, I want you to act as an agile expert. Ask me all the questions that you need to ask me about why my daily scrums are failing and help me figure out, you know, three next steps I could take to try to improve the daily scrum of my team. That would be the kind of prompt I would enter. and kind of hear what the question, let it ask you questions, let it refine it a little bit, and it'll give you some things to try. Now, maybe only one of those things is worthwhile, but if you have one of them that's worthwhile, it's worthwhile. Cort (32:10) Yeah, yeah, absolutely. Right, totally. Cool. Let's step away from AI real quick. I got one more question for you. And this can be like a, yep, we'll wrap it up after this one. One more question for you. And this was actually from the last episode with Scott, where the whole idea of it was you need to be nice by being honest, realistic, and I put in quotation marks, mean. Just being nice by being Brian Milner (32:16) All right, then we got to wrap up. Cort (32:35) Brutally honest, I guess in a good way of putting it when So again as the younger guy in this conversation as the one who doesn't quite have as much experience in having potentially career altering conversations as I like to call them When should I bring those up when should I be that kind of mean nice guy? Is it any time that I have my my foot in the door of? the CEO or someone who has a little more pull? Is it, should I only do it when I'm prompted or is there some other time that I should be bringing up these topics that are probably important, but you know, not the nice guy way of bringing them up. Brian Milner (33:13) Yeah, we were talking about the thing that I mentioned about the scenario where the guy found himself in the elevator with the CEO. And yeah, I do think there's an important kind of thing to keep in mind there where, you know, businesses are gonna expect you to kind of follow the chain of command a little bit. so, you know, I think you've got to balance that in with this. I'm not saying that you should... hey, everything that you think might be wrong in the company, go schedule a meeting with your CEO and go run and tell them. Like that's gonna make everyone between you and the CEO really mad and your CEO really mad, right? You gotta follow your chain of command a little bit. If I have a manager, I wanna be always kind of frank and honest with my manager so that they know they can trust me, that I'm gonna tell them. Cort (33:49) Yeah, yeah. Brian Milner (34:02) the reality and there it's just how blunt are you? How much do you soften when you say those things and try to say it in a polite way rather than saying, this sucks. You have to be able to play that game a little bit. But I I think you should always be honest with the people in your immediate chain of command. Cort (34:13) Right, right. Brian Milner (34:24) you, there's no, you know, definitive line about when you overstep that and go above and beyond. You kind of have to interpret that yourself. You can't do it too often, but if there are times when you feel like something is vital and it could actually have a real negative impact on your business, then, know, occasionally maybe it is okay to then go out of your chain of command and say, I just think this is really vital. And I think the company needs to know this. So I've kind of gone out of the normal chain of command. You're going to make the chain of command mad when you do that. So you have to weigh that and say, is it worth it? Do I feel like I can defend that I went outside the chain of command in this instance? that people won't see it as I'm always going outside the chain of command, but this was important enough to do it. Cort (35:10) Sure. Right. Okay. Awesome. Well, thanks, Brian. Thanks for getting that last one in there. Yeah. Brian Milner (35:18) Yeah. Yeah. Yeah, yeah, no, this has been fun. And we'll do this more often. We'll have some check-ins and try some more experience experiments. All right. Cort (35:30) Awesome. Well, thanks for having me on. Thanks for letting me ask these questions. thanks for a great conversation. I appreciate it. Yeah. Brian Milner (35:33) Yeah. Yeah. Thanks, Cort.

Product Management Frameworks - Tools Not Solutions Frameworks seem to get a lot of hate in the Product Management/Development discourse. Whether it's JTBD, SWOT, Agile/Scrum, SAFe, or whatever, these structured methodologies often bear the brunt of blame when projects go off the rails. But is it really the framework's fault, or is there something else going on? 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/

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Agile is dead. Czy to prawda? I jaki agile? O tym w dzisiejszym odcinku, w którym rozmawiam z Dawidem Wacławskim. Porozmawiamy o tym, o co w ogóle chodzi w tym Agile is Dead, jak patrzeć na to zjawisko i jak je rozumieć. Omówimy temat tak, żeby także osoby, które na co dzień nie są ekspertami Agila, rozumiały o co w tym wszystkim chodzi.Wpis blogowy do tego odcinka znajdziesz na stronie: www.okrokdoprzodu.pl/075Czego dowiesz się z tego odcinka:Czy agile is dead?Agile jako formuła pracy vs. Agile jako mindsetSkąd się wziął Agile?Po co nam Agile?Na czym polega Agile SCRUM i co w nim jest super?Dlaczego pojawiają się hasła, że Agile is dead?Co jest przed nami?Gdy będziesz słuchać tego odcinka, pomyśl o osobie, która też wysłuchałaby go z korzyścią dla siebie lub swojego zespołu i podziel się linkiem do nagrania.Przyjemności ze słuchania życzy Monika Chutnik.Chcesz być na bieżąco? Zapisz się do newslettera: www.okrokdoprzodu.pl/newsletter

In this Special Episode of the Dare Real Agile Podcast, Coach AF have a Value Proposition about agility moving onward, preparing for it's participation in the Future of Scrum Open Space in Boston, at the Give Thanks for Scrum. Link to the written Blog Originally air LIVE on Friday, November 1st in Friday Live Agile […] The post Make Agile Scrum Again! appeared first on Agile Lounge.

Can Agile tools really teach you Agile practices, or are they just supporting players? Join Brian and Steve Spearman as they unpack the myths surrounding tools like Jira and discover why the process should always come before the tool. Overview In this episode of the Agile Mentors Podcast, Brian Milner and Steve Spearman debunk common myths about Agile tools, with a special focus on Jira. They stress that tools are not a replacement for Agile principles, and the process should guide the choice of tools, not the reverse. The conversation dives into how Agile tools can enhance transparency, why communication is key to effective Agile practices, and the importance of adapting tools to fit unique team workflows. References and resources mentioned in the show: Steve Spearman #43: Cultivating Agile Team Culture in a Virtual World with Richard Cheng #29: Influencing Up with Scott Dunn #71: The World of DevOps with Carlos Nunez Jira Miro Mural Trello SAFe LeSS Certified ScrumMaster® Training and Scrum Certification Certified Scrum Product Owner® Training Mountain Goat Software Certified Scrum and Agile Training Schedule Join the Agile Mentors Community Subscribe to the Agile Mentors Podcast Want to get involved? This show is designed for you, and we’d love your input. Enjoyed what you heard today? Please leave a rating and a review. It really helps, and we read every single one. Got an Agile subject you’d like us to discuss or a question that needs an answer? Share your thoughts with us at podcast@mountaingoatsoftware.com This episode’s presenters are: Brian Milner is SVP of coaching and training at Mountain Goat Software. He's passionate about making a difference in people's day-to-day work, influenced by his own experience of transitioning to Scrum and seeing improvements in work/life balance, honesty, respect, and the quality of work. Steve Spearman is a Certified Scrum Trainer® and Agile coach, passionate about helping teams thrive, drive business improvements, and master the art of managing change. With expertise in Agile training, scaled Agile, and leadership, Steve empowers organizations to navigate their Agile journeys smoothly and effectively. Auto-generated Transcript: Brian (00:00) Welcome in Agile Mentors. We're back for another episode of the Agile Mentors Podcast. I'm with you as always, Brian Milner. And today I have a very good friend of mine, a mentor of mine, Mr. Steve Spearman is with me. Welcome to the podcast, Steve. Steve (00:14) Thank you, Brian. It's great to be here with you. Nice to see you. Brian (00:17) Nice to see you as well. Yeah, Steve helped me out when I was trying to become a CST and I got to learn a lot from him, watching him teach his classes. So he's a pro. He's a CST, he's a coach and trainer and if you're interested, I recommend his classes. I think he's an excellent trainer and would have no hesitation sending anyone to one of Steve's classes. We wanted to have Steve on because we had this topic that got, actually, this is a listener suggestion. So we're always happy to take listener suggestions. And this is one that one of you sent in saying that you wanted us to kind of dive into and discuss a little bit about myths that are out there about Agile tools. So Steve, what does that mean to you? are some of the, is there a main kind of myth that you? you've heard more often than others about Agile tools. Steve (01:16) I think, Brian, the one we hear all the time, right, is this one that essentially Jira is Agile, right? And we're like, well, Jira is a very popular tool for people to use with Agile. It's might or might not be like most of us who do this. That may not be our favorite, honestly, but it is very popular for some pretty good reasons. So that's, I think, the most common one. And then just the idea that somehow it gets to the confusion people have about being a methodology and stuff, right? That essentially, if you just would implement the tool, then you'd be doing Scrum well, right? And that would be the important thing when in fact, I think most of our recommendations would be a little bit the opposite of that, right? Which is to come up with your own approach to doing things in Scrum and then maybe figure out a tool that helps you with that. Brian (02:06) Yeah, I agree. I've heard that quite often. And I've encountered organizations in my career where I'll ask them if they're Agile or if they are familiar with or no Agile. yeah, we have JIRA. OK, well, not quite what I was asking, but I appreciate the sentiment. But yeah, I mean, I agree. There's probably some mixed reviews on that as a tool. Steve (02:24) Yeah. Brian (02:36) I mean, personally, I'll say I've used it to run, you know, Agile organizations before. I'm not a hater of it. I think it's fine. I think it works. I mean, I don't know what your opinion here is, Steve, but people often ask me if there's a tool I recommend to kind of run projects and. You know, my standard answer is there's not one that I think is better and outshines all the rest. I think they all have their strengths and weaknesses and you just kind of have to tweak and adjust them to make them match, you know, your process. But that's the key, right? Is that process over the tool. Steve (03:17) Yeah. I've, you know, Jira I think is popular for a lot of reasons. One is, usually it's about half the per seat cost of a lot of the other ones. And so that for a lot of companies right there, that's that's a pretty big factor thing. I liked about it. Maybe similar to your experience, Brian was that if you're a little bit more of a techie, it's pretty programmable. You can go in and you could tweak it and you can make it do all kinds of things. And so that's maybe it's strength and it's weakness that it takes a little more investment, but you can do quite a bit with. Brian (03:47) Yeah, I agree. It is pretty flexible. The main thing I try to tell people who use it and are asking about, this going to be viable? Will it work for our purposes? The main thing I think they have to understand is the history of it. The Jira is really a bug tracking software. Well, let me be clear. It was created as a bug tracking software, right? Right. Steve (04:12) Yeah, ticketing system in general, yeah. Brian (04:15) Right, a ticket system. And when you know that, and then you get into the nomenclature and you look at the layout of how everything is within it, that makes sense. can see, cause you know, like the standard thing there is an issue, right? There's different issue types, but the standard thing is an issue. Well, that's because it was meant to handle support issues. Steve (04:35) Yeah. And also the, you know, we commonly use the word tasks, of course, in Scrum, not an official thing, but a very common thing we talk about. And Jira speak is subtasks. And that's just history again, of, know, where it came from. And, you know, a long, long time ago, you had to have a plugin to Jira to do Agile. It was originally called, I believe, Grasshopper many, many years ago. And then they ended up just calling it like Jira Agile for a very long time. And then as... Brian (04:57) Yep. Steve (05:04) it became a bigger and bigger piece of their market, they just kind of wrapped it all up in JIRA now, I think. Brian (05:09) Yeah, we both been around long enough to have been part of those days. So I remember those very well. Yeah, I mean, like I said, I think JIRA will do a fine job for you if that's what you're with. wouldn't, you some organizations using it, I wouldn't say, by all means stop and use something else. I think you can make it work. I think you just have to look at it and say, all right, I understand this is based on this. So now I just need to configure it and adapt it. really for the process we want to do. And I know from my standpoint, I've used it multiple times where when you configure it the right way, it will handle things the way that you, at least from my perspective, the way I usually think is the right way to implement it with a team or an organization. So it works. I can make it work. It just takes some tweaking. I guess for mine, but yeah, it's not Agile. It's not being Agile just because you're using Jira. Steve (06:11) Yeah, and it's kind of the good and the bad thing about tools. think people like them because, you know, I can assign people tickets and things like that, you know, and so like, you know, people, it's clear who's got things and stuff. That's also a weakness though, too, because it, you might say, all I have to do is assign it in the tool and I don't have to talk to you now. I just say, look, you, I signed you this ticket or something. And that's not great from my perspective. And then the other one is that when you, when you, change states and things in the tool. That lets everybody know where things are, and that's good, and it gives you tons of reports and things, and people like those. But it's also less visual than a lot of us are, which back in the day, we liked sticky notes on a board. I that was the thing. That was the thing. And so what I'm leaning toward myself a little more these days is tools like Muro and Mural and so forth that are very visual, and they're often sticky note-based kind of things. Brian (06:55) Yeah. Steve (07:09) And that allows you to do a lot of the stuff we used to do physically, but they don't have the same reporting capabilities. And so that's where we get these trade-offs that I think we're going to see with these tools. Brian (07:22) Yeah, I agree. I agree. Yeah. I'm, I'm, I'm the same way. And in fact, you know, when I said that earlier, someone asked me what my favorite tool is, you know, I said, my default answer is usually I don't have a favorite, but, if they push me, what I'll tell them is my favorite is just no cards or post-it notes, you know, like that's really, that's really what I, I have found works best. But, yeah, something like Miro or mural, I think is a, is a great, kind of virtual replacement for that. Cause it's just so open. and you can configure it however you want. It's not going to pull a report for you. You have to understand that. But it is the equivalent of having a virtual wipe. Steve (08:05) Exactly. And that's just, it's kind of a halfway physical feeling thing for our virtual world, which I think is helpful. Another interesting thing that I haven't played with a lot myself is that I know now in Miro, a sticky note in Miro can now be tied directly to a ticket in Jira. And so effectively you could have like the backend framework of Jira with a pretty front end on top of it or something is kind of how that looks like to me. So Brian (08:23) wow. Steve (08:32) I think that's got some promise maybe to give us both that physical thing that some of us miss while still having that reporting structure that a lot of our companies kind of want. Brian (08:41) Yeah, that's awesome. Yeah, that speaks to what you were saying earlier about that it's highly configurable. can make it do a lot of things. You just have to get into the guts of it a little bit. Steve (08:52) You know, another thing about the tool market here, know, Brian, I was just looking this up, not like I knew this, but apparently it's a $5 billion market this year, Agile tool, and it is projected to go up to 13 in the next 10 or 12 years. So it's serious money. And this is why there are so many players now, right? I mean, the number of tools out there now is just, I've lost track of them. I know it's easily 20 plus tools out there. Now there are... Brian (08:57) Haha. Steve (09:19) Certainly the most common ones that we think about, Jira is probably number one. Asana comes up a lot. Rally is a long time one that comes up quite a bit. Interestingly, one of our biggest ones from years ago that did such great reporting out on the network for us and great Agile materials was version one. It was a super, super popular one. Brian (09:43) Yeah. Steve (09:45) And when you look now, they are a fairly small player percentage-wise in the market. So there's been a lot of shifting here. And of course, Microsoft shops tend to go toward Microsoft tools. And so there's that factor that goes on here, too. So it's not trivial to figure out which tool you would want to use here. Brian (10:02) Yeah, that often drives a lot of even discussion in the classes, I know, from people who say, what do you, you know, they'll bring up a term like feature and say, what's, how does Scrum define? Well, Scrum doesn't define what a feature is, you know, like that's, that's a term that comes from your tool. And, know, that your tool might have a definition for it, but you know, Scrum doesn't. So, yeah. Steve (10:23) One of the challenges I think is also that because scaled Agile has become such a big factor these days, almost all the tools have adopted their terminology. so terms like epics and features and things, most of these come from scaled Agile. And if you're doing scaled Agile, that's great, right? If you're not, it can be a little confusing. So for example, I think it was, Mike Cohn maybe, who said that epic, he famously defined as being a story too big to fit into a script. That was sort of the definition of an epic. And now in most of the tools, an epic is something giant that you have a handful of in three months or something. So yeah, there is some terminology confusion out there now as well. Brian (11:16) Yeah, which may have all come from just the tools. You hit on something a little bit earlier that I had as one of my kind of common myths here around tools. And that was that these Agile tools replace the need for just the typical communication that we have. Because as you said, I can assign something to someone else. that way, I don't have to talk to them. I just put it in their queue. And it's there. And I think that's a huge myth here with the Agile tools is, you know, my, my, my goal with any kind of tool, whether it's a software tool or whether it's a, a template or something that I'm using for a specific thing, like story mapping or whatever, my, my goal for any of those things is that it drives conversation, right? That it is an encourager of conversation, not that it is something that takes away from or detracts. from conversation and communication. So I think that's a big myth sometimes is that people, even if it's unspoken, right, there's just sort of with some people an assumption that because the tool communicates and because the tool can communicate between people, I don't have to actually talk to anyone. And that's that couldn't be further from the truth to do Scrum well. Steve (12:33) I think it gets us to another subtle thing in the scrum that you know scrum that could say more clearly maybe than it does. But that is shown as a good pattern in our pattern site, you know, the one called scrumplop.org. The idea that we should swarm as teams, you know, is something that I think a lot of us feel is a really important concept. And swarming is this kind of strange idea that says you know, don't give everybody their own work item and then just say disappear, go do it, you know, good luck. Instead, we try to work more closely like teams on the same items, divided up, work together closely. And this of course involves a lot of communication, a lot of needing to talk to each other. And so sometimes people say, well, can we just send out a Slack message or something, you know, every now and then and say, hey, you know, I'm done with mine. You can, but I think it's sort of missing the the really cool back and forth of a true swarming culture where it's like, hey, is anybody ready to pick up a piece of code and run the testing on this one? I'm gonna move on to the next one. Swarming was this idea of doing things in short cycles and gets into issues of test-driven development and things like this. so none of the tools really help you with that concept at all. And they may even hurt you with it little bit, in my opinion. Brian (13:49) Yeah, absolutely agree. And I'm absolutely on board with you. I think that's such a vital component of it. I tell people in classes, you know, I know sometimes people get a little frustrated with sports analogies, but I tell them, you know, Scrum is a sports analogy at its core. You know, it's a rugby thing. the other thing I kind of think about is if you've ever gone to see, and I know lots of us have done this in our life, but you've ever seen a kid sport kind of team sport. If you ever stand on the sidelines of a kid's soccer or most of you out there, most of the world would say football. But you know, if you ever stand on a side of a field like that, what the coaches are constantly yelling at the kids is talk to each other, right? Communicate, talk to each other. And they recognize, you you recognize in that kind of a team sport how important it is to, you know, call for the ball or or just let people know where you are or where you're going. And that same thing is what we want with our Scrum teams. We want people to be able to just constantly talk to each other. So you're right. I think sometimes the tool might actually get in the way of that communication and just could create some communication problems. Which tool are we talking on? Which tool do I look for for that kind of a conversation or whatever? And it just can get lost in the shuffle sometimes. Steve (15:13) You know, the rugby analogy is such a core one for us, but it's getting to be kind of old history now because the whole rugby analogy came out of this original lean paper, right? Long, long time ago. And the reason they chose rugby, you know, is one of the reasons they chose rugby. Rugby is such an interactive thing. So unlike American football where, you know, you run down the field and you can, you know, you can only throw the ball once and then you run and try not to get tackled. In rugby, you throw the ball back and forth constantly. Continuous interaction and basically the guys from Toyota said look we got to learn to treat our teams like rugby teams When they're on the field don't be on the sideline yelling throw it to Brian You know let them figure it out themselves, and that's the whole concept of a self-managing team Which you know is a really big concept for us in scrum and one that a lot of companies struggle with Brian (15:54) You By the way, if there was anything being yelled with my name on it from the sideline, would not be throw it to Brian. It would be don't throw it to Brian. That would be the response. Yeah, absolutely agree. What else, Steve? What other kind of myths have you heard or do you commonly hear about Agile tools? Steve (16:24) I think one of them is the idea that there is a right tool because there are real pros and cons to all the tools and some of them are much more advanced than others and yet some of them are a lot more expensive than others. Some of them are tuned for people who work in Microsoft shops. Some of them are tied to particular tools like GitHub or something like that. So figuring out the right tool is a non-trivial exercise, I guess is what I would say. And especially if you're going to wedge yourself to a tool, I think doing some prototyping, some research. The good news is the vast majority of them have free versions. You can go out and try. I often get asked things like, are you going to teach us Jira in this class or something? And the answer is no. No, I'm not. It's just one of 20 plus tools. But the other thing is that The good news is tools are a lot simpler than Scrum and Agile are. Scrum and Agile are tricky, they're subtle, they're hard to understand. They're a lot about humans and interactions and patterns and these tricky things. Tools are relatively straightforward and there are free videos on how to use Jira out there. There's a public version of it you can go get and it's true for the others too. So anybody who's really looking for a tool, that'd be my recommendation. Go out and... Find a few of popular ones, go check them out, get a free version, watch some videos. I don't think you'll probably find you a class for that. Brian (17:54) Yeah, I agree. I mean, and if you do, know, you know, again, don't want to make this sound like we're only talking about Jira, but I know for things like that, I've seen, you know, meetup groups that are dedicated to those purposes that you can find on like meetup.com or other things where you can, you know, maybe go once a month or so and learn something about it for free. So there's lots of stuff like that that's out there. But yeah, I absolutely agree that, you know, As I said, I don't recommend one specific tool. And I think the thing that's kind of really important there when you're selecting a tool is to know what your process is first. Don't get the tool to set your process, find what your process should be, and then find the tool that's going to fit with that. It's the whole individuals and interactions over processes and tools. We don't want the tool to drive what we do. And unfortunately, I've been a part of several organizations where, hey, we use this tool and the tool only works this way. So that's the way we work, whether it's right or wrong for us. And that's just a terrible way going about it. Steve (19:03) Yeah. And unfortunately, most of the tools do force you to some degree into their approach, right? Because there is a struggle, I'm sure, for toolmakers between you could make it completely general, like here's some sticky notes, just go do whatever with them, you know, which is kind of what you do with a Miro or a Miro board. But most of them have tried to make it more, you know, you do this and then you do this and then you do this and it kind of leads you through it. And that seems like it would be helpful, right? But at the same time, it means they've already decided that the right sequence is to do this and to do this and to do this. And so just got to watch out for when is the tool prescribing your approach and when is it there to facilitate your approach. Brian (19:50) Yeah, I agree. I'll tell you another one that I've heard quite often that I always kind of makes the hair on my spine kind of stand on end is when people seem to take this approach that the Agile tool itself is going to teach them how to become Agile. You know, it's kind of akin to the idea of because we have Jira, we're Agile or some, you know, fill in the blank or whatever tool it is that you would be using. But yeah, I've seen different teams or organizations that take that approach of, well, we're buying this software. And so we'll learn by using this software how to be Agile because it's an Agile tool. It's an Agile software. So everything we need will just be, we'll come by osmosis because we have this tool in place. yeah, I found that to be just a terrible approach. If you don't have some kind of a some guide, right? If you don't have somebody to guide you through that in any way, shape or form, then you're lost in the wilderness. You just don't have anyone to help you find your way. And the fact that you have a tool that could be useful doesn't mean it's going to teach you how to be useful, right? You have to know, knowing Agile is not knowing the tool. Steve (21:11) It's like, imagine going to a Ferrari dealer and deciding you're going to buy a Ferrari. And you've driven a Honda Civic, so you feel pretty comfortable with driving. And they give you a 10-minute overview of the dashboard of the Ferrari that you just purchased. And they say, I hear you're planning on racing professionally next month. Good luck with that. Brian (21:17) Right. Steve (21:37) And because I can sort of drive the car, I can therefore win races, you know, at the, no, right? No. So now we both are going to be a little biased here as trainers, obviously, but I think we pretty strongly feel like without somebody to help guide you through the subtleties of things like Scrum and Agile thinking, you may let the tools dictate and that's not the intent at all. It should be your team comes up with what makes your team be amazing. Brian (21:48) Right. Steve (22:05) And we own our own processes in Scrum, right? That's a key concept is that Scrum tries not to dictate processes and it wants you to continually evolve them. And so even the thinking that says there's a right way to do it is actually incorrect Agile thinking. so, yeah, tools are not gonna be a lot of Brian (22:24) Yeah, I agree. We might be a little biased because of what we do, but you know, I like your analogy. I'll give you another one. if you are just because you buy a parachute doesn't mean you know how to skydive, right? And no one would would buy a parachute and think, I know everything. Just I'll just use it and I'll learn how to do it because I'll jump out the plane and you know, I'll learn how to skydive. Well, no, you go through training. figure it out, you probably do a lot of tests and things, so that by the time you get up there, you know exactly what you're doing. you've gone through all the safety checks and all those other kind of things. Nobody would see those things as being synonymous, but somehow we do that in the Agile community sometimes, as we see the tool as synonymous with knowing Agile. Steve (23:12) It's a really good example, though I like the parachute. I have never parachuted because I find it terrifying. But if you were going to be a skydiver, this is an area where there is a high cost of failure. It's like one of these things where a certain kind of failure you can only do once because you won't have a second opportunity. And so one of the things that is kind of an integral idea in Agile thinking is that we like to make Brian (23:18) Neither have I. You Steve (23:41) experimentation and failure inexpensive. And so one of the whole concepts of why we often encourage things like short sprints and scrum is the idea that we want you to feel free to experiment with your processes and to make mistakes. And I'm sure many of you out there have heard the fail fast thing we say all the time, right? And all of this comes out of this mindset of making failure affordable and learning part of the culture. And so all of that is very different than any of these kind of instruction-based follow a tool sheet, follow a standard methodology of Agile or something. None of that is really the right thinking according to the way the Agile Scrum people see the world. Brian (24:26) Yeah, I agree. Any others that have crossed your path that you would call out? Steve (24:33) You know, it's really hard to avoid the thousand pound gorilla here, which is safe, because safe has so dictated the tools and things that you just have to think through that. I don't want to get us off into scaling, because that's obviously another very large conversation of its own. I have come to think of safe this way. that scaled Agile is as Agile as many large companies can tolerate. Which is to say, it's not my favorite, but it is very prevalent out there. And so, you know, in some cases, you're not going to have a choice, right? Your company will have dictated a thing, whether it's safe or whether it's whatever it is. And just be aware that that decision is also reasonably tightly tied to these tools and things because... You know, you can get a really nice lightweight tool like say Trello, which is, you know, even free sometimes still. And that can be perfectly acceptable in, you know, nice small scrum team environments. But if you're going to do, you know, giant, you know, release train planning exercises, and you want the ability to put all this stuff into tools, then that will constrain you to a certain class of tools. Now it's a lot of them these days, but just be aware that how you choose to approach this and how heavy of a method you use. will also impact your tool choices. Brian (26:00) Yeah, I agree. I don't want to get, I know we're not going to dive off into the pros and cons of safe, but the kind of picture in my head that I always think about with safe is it's kind of like one of those Swiss Army knives that has a million different blades and attachments and things in there. It's designed to solve any possible problem. that you could encounter in that arena. you know, just like when you use a Swiss Army knife, you don't open all of them up and say, all right, well, I got to try to use them all at once. You find the one that you need and you use that one. So I don't think it's a problem to have the choice to use these various things. And when I've talked to really, you know, lifelong, safe trainers that really are successful with this, I find a similar attitude from them that it's not intended for you to have to implement every component. It's intended for you to find the things that fix the problems that you're encountering and then implement those things. And if you start to encounter other new problems, well, there's other parts of the framework that you can implement then that will help solve those issues for you. And I think that's one of the mistakes people make with SAFe sometimes is that they just You know, they take the whole, it's all or nothing. And while Scrum does say, hey, you have to implement all of this or you don't get the benefits of it, SAFe, I don't believe says that. At least I haven't heard trainers say that who teach it. So, yeah, yeah. Steve (27:43) It's more like a smorgasbord effectively, right? know, if you know different choices and maybe it's worth saying a word about why that is compared to because Scrum tries so hard to be a minimalist framework that it's sort of like saying, you know, I could choose not to eat vegetables and you know, that could be a good choice for me and the answer is no, that's not a good choice for you it turns out. You know, so Scrum, because it tries to tell you so little, it's basically telling you the stuff that is basically essential. You you just can't get along without it. So it's a super minimalist framework. Some of you, I'm sure, are familiar with what happened in the last version of the Scrum Guide, where, you know, typically, like with SAFe, when they add a new one, it gets bigger and bigger and bigger over time, right? And they add more and more details. And that's what people love about SAFe, right? You can go open up a page. and click on a keyword and open up another massive page of exactly how to do everything. And Scrum has taken the exact opposite philosophy to make it the most minimal framework they could. And they actually went from 18 pages to 13 pages in the last version of the Scrum Guide, taking all of the advice out, basically. And so we're just looking at two very different philosophies here. So Scrum is a minimalist framework. SAFe is the... I guess the Swiss army knife, if you will. I would like to say one comment about a Swiss army knife. I used to carry those many years ago, but essentially you have every tool in them and none of them are great, right? So every one of them is basically a tuned down version of the tool. So yeah, there's a corkscrew in there. It's not a very good corkscrew. And yes, there's a screwdriver in there. It's not a very good screwdriver. Brian (29:06) Ha ha ha. Steve (29:29) So I think sometimes over time we start to learn that you should have the right tool for the right job and not try to get by with the Swiss Army. Brian (29:38) Yeah, always whenever I saw, you know, whenever I would see a Swiss Army knife that would have the the kind of saw component of it, I always think, you know, it's it's it's it's, you know, two inches, three inches long. What kind of tree am I going to saw through? Steve (29:53) you have to be desperate, right? This would be like, I'm cutting my parachute cord or something, but. Brian (29:57) Right, exactly. Exactly. Well, I'll throw one more and then we'll we can call this. But there's one that I've heard that I just thought was I don't hear this as often, but I have started to hear it more. And that's just sort of it's kind of an attitude. It's this attitude of, hey, we're having a problem with and seems specifically around transparency. Right. The team is not being transparent. We're not having much transparency into how the work is going on. And so sometimes I've heard people kind of take this attitude of, well, you know, we're gonna implement this tool. And so by default, we're gonna increase our transparency, because now we're using this tool. And I would caution people on that as well, say that that's not true at all. You know, it's the old phrase we used in computers, you know, way, way back when I was in elementary school was garbage in garbage out. And I think that applies to our tools as well, you know. We can get greater transparency through a tool, but it takes the right input. It takes the right effort. And you could still have the attitude of, I'm going to obscure the way that the work is really happening and do that through any tool. So the tool itself, I don't think it's going to do that. The tool could help you with it, but you have to deliberately seek that out. Steve (31:21) You know, I, it's such a mindset for me, this concept of things like transparency and how that relates to how we work as a team and swarming concepts and all these things kind of come together to make scrum a really an effective thing. And the problem sometimes is when you try to force things, it has the opposite effect. I'm, don't disagree with the scrum authors very often, but I very much do with what they did with the daily scrum, you know, and the daily scrum. used to have the three questions, And the three questions, you know, what did you do yesterday? What am I going to do today? You know, do I have any impediments? And then they made it longer. They added more words to it to try to clarify things, which was just more structure effectively. And then finally, in the last version of the Scrum Guide, they threw out the three questions. And I was really happy to see those go. because they sounded like a status report. And so guess what was happening to most organizations? They think of the Daily Scrum as a status report, which developers hate. And now as soon as there's this status call, then the managers are talking and they say, hey, did you hear there's a daily status call we can come to? And now they start coming to another meeting. And now you have completely destroyed the concept of this really simple meeting, which was effectively just to let team members coordinate their plans for the day. It's kind of a swarming based thing. And so it makes beautiful sense once you understand that, but it's misunderstood 90 % of the time because it just sounded like status. Brian (32:55) Now, but hey, pass the plate, because I'm a member of that church. I agree with you on that wholeheartedly. I've always said that, you know, I think it's just one of the things I try to tell people to come through classes. Hey, Scrum Masters, if you don't remember anything else about these events, right? If you forget, you know, six months from now, what the exact time box is on something, I'm not as concerned with that. Make sure you understand the purpose of each one. Make sure that you embed that and print that in your memory. I know what each of these meetings is there for, why we are meeting in that situation. And if you know that, then I don't care about the format. The format will flow from that, but we're accomplishing this purpose and we're gonna figure out the best way to do it. Steve (33:42) Yep, and we can even take that back to the tools and say, can make most tools work, right? As long as you get the freedom to use it as you, as a team, see fit. You know, one of the guys, the guy who created the kind of the opposite end of the spectrum scaling approach, Craig Larmann with LESS, he says, why do you need more than just a shared Google Doc to do everything? You know, why couldn't you just have your, you know, all your stuff up there in a spreadsheet and, know, good enough for what you needed to have visible and you can generate a few reports and maybe that's all you need and maybe you don't need a heavy tool. that, you know, so there's a spectrum of possibilities. Brian (34:21) Yeah, I mean, when teams started out, there weren't any tools, and that's what everyone was using, was things like that. So, yes, it's entirely possible. Very cheap. And you don't have to be a big organization. You don't have to have a massive budget for software. can use the tools available to you and get by very well. Well, this has been great. I really appreciate you taking the time, Steve. I love this discussion, and I hope that... Steve (34:43) Absolutely. Brian (34:51) For our listener who suggested this, that we kind of hit the nail on the head and gave you what you were hoping for in this one. But yeah, when it comes to Agile tools, Agile should drive the tool, not the other way around. The tool shouldn't drive how you do Agile. And I think that's kind of where I would sum it up. Any last thoughts? Steve (35:10) So if I was going to quote Craig Larvin one more time here, less is more sometimes. And so the concept of minimalism and being more about how you and your team work together and how your meetings work and how you respect each other and how you learn how to work effectively together, way more important than your tools. ideally, let your approaches dictate the tool. Try not to let the tool dictate your approaches. Brian (35:40) Awesome, yeah, completely agree. If you've been listening to Steve and feel like, I really clicked with that guy, I really resonate with the ways he's speaking on this stuff, I encourage you check out his course schedule. You can find that at the Scrum Alliance website and see what courses he's teaching and sign up for one. Because as I said, Steve's an excellent instructor. So Steve, thank you so much for coming on the podcast. Steve (36:04) Thanks, Brian. It's been a pleasure to be here with you.

5amMesterScrum Meetup Handy SW Tools For Studies, Product Mgr & Health Topic: the tools I use that helped me with Masters degree, my job as a product manager and with my fitness goals. Rob Jackson Product Manager - As an information technology professional, I am passionate about helping users operate more efficiently and seamlessly. I have extensive experience in healthcare operations, data analytics, technology improvement, and integration. Reach out to #5amMesterScrum  if you would like a copy of the presentation and list that Rob shared Rob Jackson's LinkedIn page https://www.linkedin.com/in/robjackson03/

It's the season finale of Elixir Wizards Office Hours! SmartLogic's Project Manager Alicia Brindisi and VP of Delivery Bri LaVorgna join host Dan to delve into the agile ceremony of retrospectives. They explore the vital role of retrospectives in Agile project management and unveil practical strategies for enhancing their effectiveness. Alicia and Bri break down the elements of a successful retrospective. They cover everything from meticulous preparation to facilitation techniques, and how to choose the best format for fostering open dialogue and actionable results. Learn how to navigate common obstacles and guide discussions toward productive, solution-focused outcomes. Throughout the episode, they emphasize the transformative potential of retrospectives within the Agile framework, portraying them not just as a procedural activity, but as a catalyst for continuous team growth and project success. Key topics discussed in this episode: Mastering the full potential of retrospectives in Agile environments Best practices for effective preparation and facilitation Choosing the right format to suit your team's dynamics Strategies for overcoming typical challenges during retrospectives Techniques for addressing and resolving interpersonal conflicts constructively The critical importance of valuing each team member's perspective Practical advice on applying insights from retrospectives to enact organizational changes Tailoring and refining retrospectives to meet your team's unique requirements Links mentioned: SmartLogic https://smartlogic.io/ SmartLogic LinkedIn https://www.linkedin.com/company/smartlogic-io Contact Bri Bri@smartlogic.io Retrium Retrospectives for Scrum & Agile Teams https://www.retrium.com/ 4Ls Retrospective Template https://www.retrium.com/retrospective-techniques/4ls Start Stop Continue Retrospective https://www.retrium.com/retrospective-techniques/start-stop-continue Sailboat Retrospective https://www.retrium.com/retrospective-techniques/sailboat Starfish Retrospective https://www.retrium.com/retrospective-techniques/starfish ClickUp Project Management Platform https://clickup.com/teams/project-management Asana Task Manager http://www.asana.com Jira Project Management Tool https://www.atlassian.com/software/jira  Special Guests: Alicia Brindisi and Bri LaVorgna.

In this episode of Tech Magic, with Cathy away on safari, Lee is joined by Lily Snyder to dive into a world of fascinating tech topics. From the Rabbit R1 device's clever AI capabilities to the FTC's challenge to combat voice cloning, there's something for everyone. They also explore the potential of AI music tools, discuss the Apple Vision Pro, and ponder the challenges of transitioning to touch screens. They even delve into bizarre XR devices and innovative uses of VR technology. So, join Lee and Lily as they share their excitement and curiosity about the ever-evolving world of technology. Don't miss out on this engaging and informative podcast!Come for the tech, and stay for the magic!Lily Snyder BioLily is a tech expert with over a decade of experience in the tech industry who helps tech professionals tell their stories, whether that's by writing and editing books and articles or producing podcasts like Tech Magic!She uses all her training in business analytics, SDLC, project management, and Agile Scrum to build metaverse strategies for brands, many of which are in the top Fortune 500.Lily Snyder on LinkedInLee Kebler BioLee has been at the forefront of blending technology and entertainment since 2003, creating advanced studios for icons like will.i.am and producing music for Britney Spears and Big & Rich. Pioneering in VR since 2016, he has managed enterprise data at Nike, led VR broadcasting for Intel at the Japan 2020 Olympics, and driven large-scale marketing campaigns for Walmart, Levi's, and Nasdaq. A TEDx speaker on enterprise VR, Lee is currently authoring a book on generative AI and delving into the “splinternet” theory and data privacy as new tech laws unfold across the US.Lee Kebler on LinkedInKey Discussion TopicsRabbit R1AI Music ToolsApple VR Pro and Hand ControlsMeow Wolf's innovative spa in Austin, TexasOpenAI's collaboration with the Metropolitan Museum of ArtBizarre XR devices Hosted on Acast. See acast.com/privacy for more information.

APMG International presents our popular weekly panel Q&A show. Episode 239 is about how to achieve an Agile Mindset. Hosted by Nick Houlton and Question Master Charlotte Miller. Answering your questions are Bina Champaneria, Malini Jayaganesh, Farah HEBA, Cindy Hancock, Allan Kelly, and Mridul Tandon.

Live Class With Your Buddy Phill (Agile-Scrum RAPID) --- Send in a voice message: https://podcasters.spotify.com/pod/show/projectmanagement/message Support this podcast: https://podcasters.spotify.com/pod/show/projectmanagement/support

Unlock the secrets to crafting impenetrable software as we delve into Domain 8 of the CISSP exam, where design and architecture reign supreme in the security integration battle. Prepare to have your coding paradigms shifted and your architectural blueprints fortified in this episode, which is nothing short of a cyber-fortification masterclass. We tackle the most critical phase of the SDLC and reveal how a well-laid foundation can make or break your software's defensive capabilities. Whether you're a seasoned professional or just starting, the insights shared here will be the cornerstone of your cyber defense strategy.This week, we're not just passing along knowledge; we're equipping you with the tools to revolutionize your approach to software development and security. We unpack SAST techniques, emphasizing the importance of meticulous code reviews in sniffing out potential vulnerabilities. Additionally, we demystify OWASP, providing a treasure trove of resources for web application security that's ripe for the taking. And if you're intrigued by the concept of integrated product teams, you'll find our exploration into their role in software development to be invaluable. By the end of this podcast, you'll understand why these teams are integral to fostering collaboration and innovation in the pursuit of unbreakable software. Join us on this journey to elevate your CISSP readiness and cybersecurity prowess.Gain access to 30 FREE CISSP Exam Questions each and every month by going to FreeCISSPQuestions.com and sign-up to join the team for Free.

Are you prepared to navigate the intricate maze of software development and cybersecurity? This week's episode guarantees to arm you with the expertise to conquer the CISSP exam and apply these vital skills in the real world. We delve into the structures and strategies that define successful software projects, comparing the precision of the waterfall model to the flexibility of agile, scrum, and the hybrid vigor of the spiral approach. Our foray into recent cyberattacks on US pharmacies serves as a stark reminder of the omnipresent cyber threats and the critical role third-party providers play in cybersecurity risk management. This journey through the software development lifecycle shines a spotlight on the crucial stages, from system requirements to operations, all while emphasizing the significance of aligning with customer and stakeholder needs. I also share insider tips on selecting the right programming languages and development tools to match project needs and developer expertise. For those who favor visual learning, we've got you covered with insightful resources from my blog and CISB cyber training that paint a clear picture of these methodologies in action.Finally, we cap off with an exclusive offer for our listeners pursuing CISSP certification: a treasure trove of 360 free practice questions, available over six months to elevate your study game. Sign up today to receive the first set of questions and unlock a personalized learning experience with tailored content that will guide you through the cybersecurity domain. Whether you're a seasoned pro or a CISSP aspirant, this episode is your gateway to mastering the ever-important intersection of software development and cybersecurity.Gain access to 30 FREE CISSP Exam Questions each and every month by going to FreeCISSPQuestions.com and sign-up to join the team for Free.

Allen Holub is a computer scientist, author, educator, and consultant. He has written extensively on the C, C++, and Java programming languages, and on object-oriented programming in general. Allen is well known for his uncompromising view of agile adoption and in particular the assumption that Scrum is the only agile approach. In the past he has said “Jira is the work of the devil” and “Agile has become a priesthood”. Allen is engagingly forthright in his views. In this episode of The Engineering Room, Dave Farley discusses with Allen the prevailing culture, and often anti-patterns, that lead to problems in agile adoption, and between them, they explore some of the ideas that really matter in becoming genuinely agile, as a practical way to more effective software development.xxIf you want to learn Continuous Delivery and DevOps skills, check out Dave Farley's courses ➡️ https://bit.ly/DFTraining

Angela Johnson is a Certified Scrum Trainer (CST), founder of the Collaborative Leadership Team, and the author of The Scrum Master Files: Secrets Every Coach Should Know. A self-proclaimed “professional people geek”, Angela helps companies successfully implement Scrum and Agile to achieve their goals and objectives, as well as people to get certified as scrum masters. Her expertise includes Kanban, eXtreme Programming, Facilitation and Organizational Change for business agility.

Perché i progetti falliscono? Cosa vuol dire essere agili? Scrum o Kanban? Partiamo dai problemi del processo di sviluppo software per fare insieme una panoramica sul metodo Agile, andando a sfidare le formule preconfezionate. Per andare oltre la semplice ricetta, che spesso non riusciamo ad applicare nel nostro contesto lavorativo, dobbiamo capire i “perché” degli strumenti agili per poi affrontare i “cosa” e i “come”. In questo percorso ci faremo aiutare dagli elementi del metodo Scrum e di Kanban, sottolineando le possibili ragioni per voler utilizzare questi strumenti.

«Взболтать, но не смешивать!» … или смешивать, но не взбалтывать? Фразы, которые отлично иллюстрируют путаницу, которая возникает у тех, кто хочет раз и навсегда подобрать себе «правильную» методологию управления проектами Сразу скажем — «правильная» или, вернее, «рабочая» методология для каждой команды и каждого проекта своя, и подбирать её лучше на практике. А вот разобраться, в чем отличия между Agile и Scrum — и понять можно ли эти два термина сравнивать, мы тебе поможем Так, нет причин задерживаться, скорее включай новый выпуск  Тайм-коды:00:45 — Что такое Agile01:09 — Основные ценности и принципы Agile03:23 — Что такое Scrum03:50 — Ключевые компоненты Scrum06:05 — Каким проектам подходит Agile06:57 — Когда нужно выбрать Scrum07:45 — Отличие Scrum от Agile09:14 — Как Scrum вписывается в Agile

Stan's Bio: BIO “Stan boasts extensive experience with Agile/Scrum since 2006, taking on roles like Agile Coach, Solution Architect, and Scrum Master across 10+ significant projects. He's adept at offering technical leadership, and Scrum Master responsibilities, and has conducted East Coast client assessments to determine their readiness for transitioning to an Agile/Scrum setup List of […]

APMG International presents our popular weekly panel Q&A show. Episode 201 is about how to build a strong business case. Hosted by Stephan Brendel and Question Master Charlotte Miller. Answering your questions are Sarbojit Bose, Malini Jayaganesh, Nataliya Khylenko, Adrian Pyne, Valerie Smith and Giles Lindsay.

Simple Programmer is now BACK with a brand new YouTube Channel- SUBSCRIBE HERE: https://simpleprogrammer.com/subscribespyt

Are you ready to navigate the maze of software development methodologies and their security implications? Well, that's exactly what we're about to do! We're unpacking everything from the waterfall development model, with its linear steps, to the agile model's flexible and adaptable nature, perfect for managing complex projects in an evolving landscape of threats and challenges.In this captivating cyber training episode, we also dissect the scrum methodology, providing insights into the roles within a scrum team and the concept of 'shifting left' – a strategy to integrate security into the development process. We discuss the importance of the security professional's role, emphasizing the necessity of spearheading security efforts within an organization. Plus, we also examine the pros and cons of the scrum methodology and its role in agile development.But we won't stop there. We're ushering in DevOps into the conversation, highlighting how its security implications can foster a culture of collaboration, automate tasks, and measure application performance. We'll also be venturing into the intricacies of the spiral development methodology, an approach used for larger, complex projects. And let's not forget about the kanban development method, a visually engaging approach to workflow management and bottleneck identification in security-related tasks. Buckle up, folks! We promise it's going to be a thrilling ride into the depths of cybersecurity knowledge.Gain access to 30 FREE CISSP Exam Questions each and every month by going to FreeCISSPQuestions.com and sign-up to join the team for Free.

Agile Scrum is a lightweight framework that promises to significantly improve internal audits by creating a mindset that generates stakeholder value through adaptive solutions for complex auditing problems. This mindset is needed as organizations face unprecedented changes and pressures in today's business landscape. Internal audits must keep leaders informed and aware of potential risks. Such a mindset addresses some of the often-experienced auditing challenges such as a lack of senior management support, insufficient audit preparation time, difficult auditees and lack of time needed to write audit results. Featuring special guest Thomas Bell and hosted by ISACA's Robin Lyons.

In this episode of Agile Mentors, Brian sits down with Lance Dacy to discuss integrating Agile and Scrum practices into the world of data science. Overview In this episode of the "Agile Mentors" podcast, Brian sits down with Lance Dacy to discuss integrating Agile and Scrum practices in the world of data science. Tune in to gain insight into the importance of feedback, the stages of the SAS Enterprise Miner initiative, and how frameworks like OSEMN can enhance the data science process. Listen in to learn how to strike the right balance between technical knowledge and product ownership and why culture is crucial in successful Agile implementation within the data science domain. Listen Now to Discover: [01:16] - Brian introduces his guest Lance Dacy, referring to him as "our San Diego Zoo guy" and the topic of today's show using Agile or Scrum practices in a data science world. [02:27] - Lance shares his background in data science and how it fits into the world of Agile. [05:06] - The big reason so many people are against using Agile for data science and where the big rub is. [09:02] - Who cares if it’s Agile or not? Lance shares Jeff Salts's poll about data science and introduces CRISP-DM. [11:05] - The six steps of the cross-industry standard process for data mining. [14:18] - Adopting a Scrum-like approach and treating data science work as smaller phases makes it possible to classify and organize tasks effectively. [15:59] - Does anyone remember the Rational Unified Process? [17:57] - It’s up to you to come up with ideas—once you have them, here's how we get it done. [18:18] - In the world of data science, implementing frameworks like Scrum can lead to misconceptions and failures—the key lies in understanding the layers of data science, navigating the complexities of the work effectively, and making informed decisions. [23:06] - The vital importance of feedback. [23:45] - The stages of the SAS Enterprise Miner initiative. [27:25] Brian introduces the sponsor for the podcast, Mountain Goat Software, and their two-day Certified ScrumMaster Course that’s perfect for anyone who wants to understand Scrum and add value to any team. [28:23] - How the product owner fits in when discussing working with big data. [29:50] Lance introduces the OSEMN process and explains how to solve a problem like a data scientist. [30:47] - When it comes to the role of a product owner, the technical knowledge required depends on the nature of the product. [31:42] - While Scrum lacks explicit guidance on backlog construction, the OSEMN framework themes (obtain, scrub, explore, model, interpret) can be incorporated to align sprint goals with specific aspects of the data science process. [33:47] - The framework or the structure of how you carry it out is less important than the kind of agreement. [35:07] - It's a cultural rather than a process problem. Lance delves into the debate on applying Agile Scrum to research. [36:37] - A fundamental misunderstanding about daily scrums. [37:18] - None of us are smarter than all of us together. Agile and Scrum work well when you know how to solve the problem, and there's a relatively clear path to victory. [38:49] - Brian shares his biggest piece of advice to people considering this in the data science [39:28] - “Data science is just the work that we're trying to do, tailor your process for your team and your culture and always inspect and adapt to try to make it better.” [41:08] - If you have feedback for the show or topics for future episodes, email us by clicking here (if you have yet to get a response, send another one as something has gone wrong in the process). And don’t forget to subscribe to the “Agile Mentors” Podcast on Apple Podcasts so you never miss an episode. And if you are a data scientist or work in big data and found the information in this valuable, let one of your co-workers know about it. References and resources mentioned in the show: Data Science Process Alliance CRISP-DM OSEMN Scrum and Data Science Agile Mentors Blog Topic: Decision Science - What methodology fits best? Certified ScrumMaster Training and Scrum Certification Mountain Goat Software Certified Scrum and Agile Training Schedule Join the Agile Mentors Community Subscribe to the Agile Mentors Podcast on Apple Podcasts Want to get involved? This show is designed for you, and we’d love your input. Enjoyed what you heard today? Please leave a rating and a review. It really helps, and we read every single one. Got an Agile subject you’d like us to discuss or a question that needs an answer? Share your thoughts with us at podcast@mountaingoatsoftware.com This episode’s presenters are: Brian Milner is the SVP of coaching and training at Mountain Goat Software. He's passionate about making a difference in people's day-to-day work, influenced by his own experience of transitioning to Scrum and seeing improvements in work/life balance, honesty, respect, and the quality of work. Lance Dacy is a Certified Scrum Trainer®, Certified Scrum Professional®, Certified ScrumMaster®, and Certified Scrum Product Owner®. Lance brings a great personality and servant's heart to his workshops. He loves seeing people walk away with tangible and practical things they can do with their teams straight away.

In this week's episode, we will be talking through two of the most popular frameworks used to apply agile in software teams throughout the industry - Scrum and Kanban. We'll be talking through the different ceremonies and artefacts of Scrum, and diving into the importanance of zen flow within a Kanban board. And in true Hot Girls Code style, we'll be putting these frameworks into context we all find all too familiar - sharing the burden of baking a birthday cake or planning your next big party. New episodes come out weekly every Wednesday morning (NZT). Follow us on ⁠Instagram⁠ & ⁠Tik Tok⁠ @hot_girls_code to keep up to date with the podcast & learn more about being a women in tech!

​ @your Agile Coach Thank you all for watching #agile #scrum #scrummaster #agilecoaching if you have any questions, kindly drop in the comment section or send an email to onlineagilecoach@gmail.com If you are looking for a mentor in your Agile journey, kindly reach out, we can help you! For Mentoring/Coaching services, please send an email to: onlineagilecoach@gmail.com if you want to connect on other platforms, we are on LinkedIn and Instagram IG: @youragilecoach LinkedIn- Yinka Okunlade

In this episode, I will test your basic knowledge of scrum using the scrum guide as a basis. I will also test general agile knowledge. Happy listening! And all the best as you prepare for the exam. --- Send in a voice message: https://podcasters.spotify.com/pod/show/pmpradio/message Support this podcast: https://podcasters.spotify.com/pod/show/pmpradio/support

FREE GIFTS AS A THANK YOU TO MY SUBSCRIBERS AGILE MANIFESTO: Great cheat-sheet for PMP, CAPM, ACP, CSM, PSM http://tinyurl.com/agileposter SCRUM CHEAT-SHEET: https://learn.pmsucceed.com/pl/2147667728 35 HOUR FREE ONLINE TRAINING VIA YOUTUBE: https://tinyurl.com/40daypmp2 If you have any questions, do not hesitate to reach out! info@praizion.com Best Wishes, Your Buddy Phill --- Send in a voice message: https://anchor.fm/pmpradio/message Support this podcast: https://anchor.fm/pmpradio/support

Разбираемся что такое нестыдная фасилитация, как работает Agile, как живется на Бали и где найти лучшие споты для сёрфинга.

What questions should we ask when thinking about the career ? Also take a free course on Agile Scrum on our YouTube Channel Please email your thoughts and feedback to agilemalayali@gmail.com You can also Subscribe and Listen to other Podcasts Malayalam Podcasts Pahayan Media Malayalam Podcast Vayanalokam Malayalam Books Podcast English Podcasts Penpositive Outclass Hello Namaskaram! with Vinod Narayan

We mostly think about Agile in the context of work and business but can we think of agile in life. I think we can. Here are some thoughts. Also take a free course on Agile Scrum on our YouTube Channel Please email your thoughts and feedback to agilemalayali@gmail.com You can also Subscribe and Listen to other Podcasts Malayalam Podcasts Pahayan Media Malayalam Podcast Vayanalokam Malayalam Books Podcast English Podcasts Penpositive Outclass Hello Namaskaram! with Vinod Narayan

Alex Mahrou is the Director of Incubation for Data and Technology within the People & Places Solutions line of business at Jacobs. His focus areas are on growing organic capability in cloud, data & analytics, Open Source, and platform-level technology. He originally started with the Jacobs family in 2013.David Yardy is a Software Architect/Team Manager with a 20-year history of working in the engineering, design, and construction industry. In his role, he is responsible for overall architecture, design, and development of web, mobile, and cloud-based solutions.  David is highly effective in driving the software development lifecycle, including requirements gathering and analysis, design, programming, testing, and deployment, and he has demonstrated ability in leading Agile/SCRUM-based teams environments aligned with DevOps patterns and practices while collaborating with geographically diverse teams to deliver global solutions.  

Summaries: AGILE - SCRUM - KANBAN - PRACTICES - MANIFESTO (PMP Prep)

#5amMesterScrum ZIP-INAR Building Million Dollar Team Recording from 11/23/2022 . Thoughts from Gary Vee, Grant Gardone, Bob Proctor, Price Pritchett, Leila Hormozi, etc.

#veteransday2022 Free Coaching Offer. I'm offering 6 months of coaching for five (5) US Veterans. Maybe they want to transition into the agile world or would just like to sharpen their skills. It is open for the 1st five (5) veterans. Typically once a week for 30 minutes and capped at 6 months Please feel free to share with any Veteran you may know who is interested in Agile or potentially being a scrum master. Contact Greg Mester on LinkedIn https://www.linkedin.com/in/gregmester/ #free #scrum #scrummaster #agile #agilecoach #coaching #5amMesterScrum #veteran #veterans

He was working 12-hour days and was distraught when he had to turn down going to the park with his son because he was working. Antoni Tzavelas reflected on his values and determined that he needed to find a job that would give him more time to do what he felt was most important.Antoni returns to the NoDegree Podcast Listen in as Antoni tells Jonaed about how he:Decided what new career to pursueTransitioned into a new industry during the pandemicStays relevant in his industrySupport/Contact Antoni:Website: https://training.antonit.com/Twitter: https://twitter.com/antoniscloudNeed career or resume advice? Follow and/or connect with Jonaed Iqbal on LinkedIn.LinkedIn: https://bit.ly/JonaedIqbalNDConnect with us on social media!LinkedIn: https://bit.ly/NoDegreeLinkedInFacebook: https://bit.ly/NoDegreeFBInstagram: https://bit.ly/NoDegreeIGTwitter: https://bit.ly/NoDegreeTWTikTok: https://bit.ly/3qfUD2VJoin our discord server: https://bit.ly/NoDegreeDiscordThank you for sponsoring our show. If you'd like to support our mission to end the stigma and economic disparity that comes along with not having a college degree, please share with a friend, drop us a review on Apple Podcast and/or subscribe to our Patreon: https://www.patreon.com/nodegree.Remember, no degree? No problem! Whether you're contemplating college or you're a college dropout, get started with your no-degree job search at nodegree.com.

★ Support this podcast on Patreon ★

Join host Judith W. Umlas as she interviews Agile Consultant and former CEO of Scrum Alliance, Howard Sublett in an engaging and both fun and action-filled conversation. They discuss Howard's passion to bring humanity to the workplace, and some amazing steps and practices he has initiated in organizations to do so. These include the “affirmation circle” for departing employees and the Gratitude Channel he set up at Scrum Alliance, as well as the impact these practices had. They discuss the strategic alignment of both Servant and Grateful Leadership with Agile and Scrum… and Howard's awesome blue eyeglasses that “make a statement”! Join them – you'll love every minute of this upbeat conversation.

เริ่มต้นใช้ด้วยความเข้าใจ

Summary Keywordsorganisation, people, episode, excellence, podcast, community, leader, frontline, key, guests, create, agile, senior leaders, senior leadership, cascading, amazing, episodes, run, execute, whirlwind. IntroductionWelcome to Episode 100 of the Enterprise Excellence Podcast. This is an amazing achievement. Em, and I are here today to talk about the last 100 episodes and some of the key themes and key topics that hopefully you'll gain value from with it all being pulled together.Firstly a big shout out to our sponsor, SA Partners. We feel very honoured to be linked with such a purposeful company that truly does a great job in this space of enterprise excellence. And there's such a great fit between SA Partners and us. Thank you for supporting this podcast and helping us do what we do.There have been some key themes that have popped up again and again over our 100 episodes. We both are so deep in it with recording and editing the podcast, which we see as a real advantage. Weekly inspiration as to why we do what we do. We want to create a better future for people and the planet, and the podcast and our guests provide inspiration for that again and again.  So, we're going to chat about some of the key themes that we've learned over the last 100 episodes, and here's to 100 more! We are proudly sponsored by S A Partners, a world-leading business transformation consultancy. Links Brad is proud to support many Australian businesses. You can find him on LinkedIn here. If you'd like to speak to him about how he can help your business, call him on 0402 448 445 or email bjeavons@iqi.com.au. Our website is www.bradjeavons.com. What next?1.     Watch our Agile Scrum in Sales Two-minute tip with Tom Connolley and subscribe to our YouTube channel.2.     Join our membership page to access free planning resources.3.     Buy our book - Agile Sales, available on Catch right now! 

Всем привет, с вами снова Sbergile Talks Podcast и мы успели по вам соскучиться!Что может быть лучше, чем начать сезон с новой рубрики! Scrum-мастерская – это серия коротких выпусков, где мы вместе с Agile-коучем Машей Дьяковой приглашаем гостей для обсуждения прикладных историй для Scrum-мастеров. В этот раз к нам пришел Agile-коуч Сбера Саша Кавыршин, мы поговорили, как Scrum-мастеру стоит выстраивать процесс целеполагания. Приятного прослушивания!Подписывайтесь и слушайте подкаст на всех удобных площадках:⚪️ Apple: is.gd/CUQJ5t

Read the full Show Notes and search through the world's largest audio library on Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. There's a big contrast between some of the Agile values and principles, and the approach that we see implemented when Project Management is the ruling approach to delivering software. Agile and Scrum require that leaders (including Scrum Masters) learn about servant leadership, instead of looking at teams as “school children” that must be managed, and controlled.  In this episode, we talk about the key differences we must be aware between the “old” approach to software development (based on project management ideas), and what Agile is all about.  In this episode, we refer to the Tuckman's stages of group development.    About Gurucharan Padki Gurucharan Padki comes with 18 years of experience in the IT industry, of which he has spent more than a decade in the Agile world delivering products, programs and projects with focus on engineering and quality . He has played the role of product owner, scrum master and agile coach in multiple organizations across India and the world driving transformations. You can link with Gurucharan Padki on LinkedIn. 

What happens when one of your favorite students ever reaches out to you and asks you to review what many may consider the most cringeworthy article on Agile ever written? You graciously review it and try not to let your blood pressure get too high!

Hayley Bakker is a Co-founder and Chief Product Officer at Diversely, an HR SaaS platform that helps businesses attract more diverse applicants and remove bias from their hiring with smart (AI driven) tools, diversity analytics and bite-size unconscious bias training. Prior to that she founded Colibri Growth, a Tech Offshoring company that helps tech startups in Singapore to set up and manage their tech teams and development in Vietnam. Hayley's passion and drive for diversity in the workplace was sparked from her experience working in traditionally male dominated industries (M&A, banking and tech). She led non-profit Girls in Tech's Singapore chapter for a number of years and recently helped to set up the Vietnam chapter - both working to empower, engage and educate women (with an interest) in Science, Technology, Engineering and Maths. Hayley graduated with a Bachelors of Science in Industrial Engineering and a Masters of Science in Financial Engineering and Management and is Certified in Agile Scrum, Human-Centered Design and Lean Six Sigma. Show notes at: https://www.jeremyau.com/blog/hayley-bakker You can find the community discussion for this episode at: https://club.jeremyau.com/c/podcasts/hayley-bakker

This inaugural episode features a conversation with my dear friend, the inimitable, Dean Kynaston. Dean and I cover a wide range of topics in this segment, such as: Examples and benefits of coaching and mentoring relationships. A growing awareness within many businesses to make the shift from a Project mindset to Product Development mindset The epic adventures of being in an agile team The motivational factors of master, autonomy, and purpose Love, Trust, Psychological Safety - the power of saying "How Can I Help?" Transactional managers vs. Transformational Leaders … people managers who are discovering effectiveness by adjusting their stance to be more supportive of teams instead of trying to be directive as a primary driver of teams Building capabilities in our people by connecting them with high-quality training, plus the gift of sufficient time back on the job with the help of coaches to reinforce the unlearning process as teams and people insert new learnings and new skills The value of learning from our failures Building relationships by co-creating a vision of what a team can become Books we referenced: Lyssa Adkins' Coaching Agile Teams Dean co-authored Agile Project Management for Dummies Dan Pink's Drive Andrea Tomasini's Organic agility Foundations Other works bearing Dean's imprint: Dean's blog article - Agile Transformation Is A Journey Dean's course offerings - Disciplined Agile Scrum Master Training podcast music supplied by Epidemic Sound featured track: The Last Guardians by Coma Svensson --- Support this podcast: https://anchor.fm/quokka-cast/support

Today, in the Invent Like An Owner Podcast, Dave speaks with Neil Roseman & Jorrit Van der Meulen. The discussion revolves around Amazon's DVD rental business which was launched outside of the US, the significance of the Subscription Management Service, and the transition to the Agile/Scrum product development methodology at Amazon.Neil Roseman is the former VP for Software Engineering at Amazon. He is currently the Technologist in Residence at Summit Partners - a funding company committed to finding and partnering with exceptional entrepreneurs to help them accelerate their growth and achieve dramatic results. Jorrit Van der Meulen originally joined Amazon in 1999 and left in 2005. After working at Zillow for nearly four years, he left and rejoined Amazon in 2008 as the VP for Content Sites. He's currently the VP for Amazon European Retail.Episode Resources: Neil Roseman's LinkedIn and Twitter Jorrit Van der Meulen's LinkedIn Find Dave on LinkedIn and Twitter What to Listen For: 00:00 Intro 02:51 Many people who don't live in the UK or Germany weren't aware of Amazon's DVD rental business 08:13 What happened after DVD rental was launched in the UK and Germany 10:27 Figuring out how to ship DVD's and then taking them back into rotation 12:18 The window people want to rent a DVD is super short 16:05 Reducing complexity by picking a market that was more solvable 19:35 How Jorrit joined Amazon 21:37 Launching the Subscription Management Service and moving to agile development 26:43 It was process that was both business and technical 28:33 Meeting with Jeff Bezos and the Subscription Service team 33:15 Key features of the Subscription Management Service 36:43 The difficult (and easier) aspects of creating Amazon Prime 40:52 Focus on creating an appealing pricing program 46:06 Integrating the business and development functions 49:26 Jorrit runs Amazon's retail business in Europe 50:17 Neil is currently the Technologist in Residence at Summit Partners

Do more for your clients, teams and customers.  We're used to thinking of incremental improvement as 1-2% improvement or delivery over time...but when it comes to innovation, you need to have ideas that are way bigger than that.  Multiply your ambition. Don't think 10% less waste reduction...think 80%5 New Products this year instead of 1Don't just fix a problem for your team, fix it for the whole firm.  Fix the impossible - do things that have never been done before.Eliminate all meetingsDon't create processes to improve performance, create a whole performance cultureAbolish all reports.  Show done work insteadIncrease new skill learning by 500% ***AGILE MASTERY SERIES*** Starting April 2021, you can be part of a weekly continuous learning tribe that goes way beyond traditional Agile/Scrum learning experiences.  Get access to the competitive skills and the latest industry trends EVERY WEEK on Thursday at noon EST!  Learning is crucial to your ability to lead and thrive - but you can't go it alone.  You need a team. Best part - you can subscribe monthly and have access to ALL of the previous session recordings for as long as you are a member. Click here to browse the catalog and learn more!***JOIN THE FORGE***Sign up for more info about our online leadership immersion experience.https://badassagile.com/the-forge/****** Follow on CLUBHOUSE: https://www.joinclubhouse.com/club/badass-agile Don't forget to join us in the Badass Agile Listener Lounge on Facebook for member exclusives, livestreams and previews! https://www.facebook.com/groups/badasslistenerlounge/ We're also on YouTube!  Follow the podcast, enjoy some panel/guest commentary, and get some quick tips and guidance from me: https://www.youtube.com/channel/UCf6I_bii9oUSI8fkN1BOk6g ****** Our mission is to create an elite tribe of leaders who focus on who they need to become in order to lead and inspire, and to be the best agile podcast and resource for effective mindset and leadership game. Contact us (contact@badassagile.com) for elite-level performance and agile coaching, speaking engagements, team-level and executive mindset/agile training, and licensing options for modern, high-impact, bite-sized learning and educational content.

Do more for your clients, teams and customers.  We're used to thinking of incremental improvement as 1-2% improvement or delivery over time...but when it comes to innovation, you need to have ideas that are way bigger than that.  Multiply your ambition. Don't think 10% less waste reduction...think 80%5 New Products this year instead of 1Don't just fix a problem for your team, fix it for the whole firm.  Fix the impossible - do things that have never been done before.Eliminate all meetingsDon't create processes to improve performance, create a whole performance cultureAbolish all reports.  Show done work insteadIncrease new skill learning by 500% ***AGILE MASTERY SERIES*** Starting April 2021, you can be part of a weekly continuous learning tribe that goes way beyond traditional Agile/Scrum learning experiences.  Get access to the competitive skills and the latest industry trends EVERY WEEK on Thursday at noon EST!  Learning is crucial to your ability to lead and thrive - but you can't go it alone.  You need a team. Best part - you can subscribe monthly and have access to ALL of the previous session recordings for as long as you are a member. Click here to browse the catalog and learn more!***JOIN THE FORGE***Sign up for more info about our online leadership immersion experience.https://badassagile.com/the-forge/****** Follow on CLUBHOUSE: https://www.joinclubhouse.com/club/badass-agile Don't forget to join us in the Badass Agile Listener Lounge on Facebook for member exclusives, livestreams and previews! https://www.facebook.com/groups/badasslistenerlounge/ We're also on YouTube!  Follow the podcast, enjoy some panel/guest commentary, and get some quick tips and guidance from me: https://www.youtube.com/channel/UCf6I_bii9oUSI8fkN1BOk6g ****** Our mission is to create an elite tribe of leaders who focus on who they need to become in order to lead and inspire, and to be the best agile podcast and resource for effective mindset and leadership game. Contact us (contact@badassagile.com) for elite-level performance and agile coaching, speaking engagements, team-level and executive mindset/agile training, and licensing options for modern, high-impact, bite-sized learning and educational content.

The next turn of business requires bold thinking and decisive action.  How can you have strong ideas? -Don't wait for perfect ideas -Don't worry about having - or conform to - popular ideas -Don't ask for permission for your ideas -Don't hedge your ideas with the word 'maybe' -Don't have expensive ideas - make 'em cheap and easy to break -Don't lean on or imitate other people's ideas ***AGILE MASTERY SERIES*** Starting April 2021, you can be part of a weekly continuous learning tribe that goes way beyond traditional Agile/Scrum learning experiences.  Get access to the competitive skills and the latest industry trends EVERY WEEK on Thursday at noon EST!  Learning is crucial to your ability to lead and thrive - but you can't go it alone.  You need a team. Best part - you can subscribe monthly and have access to ALL of the previous session recordings for as long as you are a member. Click here to browse the catalog and learn more!***JOIN THE FORGE***Sign up for more info about our online leadership immersion experience.https://badassagile.com/the-forge/****** Follow on CLUBHOUSE: https://www.joinclubhouse.com/club/badass-agile Don't forget to join us in the Badass Agile Listener Lounge on Facebook for member exclusives, livestreams and previews! https://www.facebook.com/groups/badasslistenerlounge/ We're also on YouTube!  Follow the podcast, enjoy some panel/guest commentary, and get some quick tips and guidance from me: https://www.youtube.com/channel/UCf6I_bii9oUSI8fkN1BOk6g ****** Our mission is to create an elite tribe of leaders who focus on who they need to become in order to lead and inspire, and to be the best agile podcast and resource for effective mindset and leadership game. Contact us (contact@badassagile.com) for elite-level performance and agile coaching, speaking engagements, team-level and executive mindset/agile training, and licensing options for modern, high-impact, bite-sized learning and educational content.

The next turn of business requires bold thinking and decisive action.  How can you have strong ideas? -Don't wait for perfect ideas -Don't worry about having - or conform to - popular ideas -Don't ask for permission for your ideas -Don't hedge your ideas with the word 'maybe' -Don't have expensive ideas - make 'em cheap and easy to break -Don't lean on or imitate other people's ideas ***AGILE MASTERY SERIES*** Starting April 2021, you can be part of a weekly continuous learning tribe that goes way beyond traditional Agile/Scrum learning experiences.  Get access to the competitive skills and the latest industry trends EVERY WEEK on Thursday at noon EST!  Learning is crucial to your ability to lead and thrive - but you can't go it alone.  You need a team. Best part - you can subscribe monthly and have access to ALL of the previous session recordings for as long as you are a member. Click here to browse the catalog and learn more!***JOIN THE FORGE***Sign up for more info about our online leadership immersion experience.https://badassagile.com/the-forge/****** Follow on CLUBHOUSE: https://www.joinclubhouse.com/club/badass-agile Don't forget to join us in the Badass Agile Listener Lounge on Facebook for member exclusives, livestreams and previews! https://www.facebook.com/groups/badasslistenerlounge/ We're also on YouTube!  Follow the podcast, enjoy some panel/guest commentary, and get some quick tips and guidance from me: https://www.youtube.com/channel/UCf6I_bii9oUSI8fkN1BOk6g ****** Our mission is to create an elite tribe of leaders who focus on who they need to become in order to lead and inspire, and to be the best agile podcast and resource for effective mindset and leadership game. Contact us (contact@badassagile.com) for elite-level performance and agile coaching, speaking engagements, team-level and executive mindset/agile training, and licensing options for modern, high-impact, bite-sized learning and educational content.