Podcasts about agile2018

Jorgen Hesselberg, cofounder of Comparative Agility, and Steven Wolff, partner in Group Emotional Intelligence Partners, sat down with us to talk about their Agile2018 presentation on "Emotional Intelligence as a Performance Multiplier." Emotional intelligence has a profound affect not just on team dynamics but also on organizational culture. In his research Hesselberg has found that culture is often on the list of factors for team performance - but what is culture? Says Wolff, "When you can affect the rules of behavior - the norms - you can change the patterns of behavior that you see and feel - which is the culture." Howard Sublett hosts at Agile2018 in San Diego. The Agile Amped podcast is the shared voice of the Agile community, driven by compelling stories, passionate people, and innovative ideas. Together, we are advancing the impact of business agility. Podcast library: www.agileamped.com Connect with us on social media! Twitter: twitter.com/AgileAmpedFacebook: www.facebook.com/agileampedInstagram: www.instagram.com/agileamped/

Our guests Lyssa Adkins and Natalie Warnert sat down to talk about two organizations that are on a mission to give women a voice: Women in Agile and TENWOMENSTRONG. Women in Agile has grown from its grassroots origins to a non-profit organization with a number of different events and local groups. Their mission is to provide support for more women to build more inclusive conference experiences and provide opportunities to grow in a supportive environment. Read more about our partnership here.  TENWOMENSTRONG aims to bring whole-person development and enrichment programs to the Women In Agile community and to encourage women to lead their life with a purpose. On the assumption that the Agile community is inclusive, Warnert notes: “It comes from your place of privilege: You don’t have to think about the fact that someone is excluded because you’re automatically included.” Howard Sublett hosts at Agile2018 in San Diego. How to get involved: Women in Agile Twitter: @NatalieWarnert @womeninagileorgwww.Nataliewarnert.com www.Womeninagile.org #womeninagile Ten Women Strong www.Tenwomenstrong.net/agile www.lyssaadkins.com The Agile Amped podcast is the shared voice of the Agile community, driven by compelling stories, passionate people, and innovative ideas. Together, we are advancing the impact of business agility. Podcast library: www.agileamped.com Connect with us on social media! Twitter: twitter.com/AgileAmpedFacebook: www.facebook.com/agileampedInstagram: www.instagram.com/agileamped/

David Bland, founder of Precoil, helps both startup founders and enterprise leaders rapidly find product market fit. He sat down to talk about using Lean experiments with Agile teams, and how to fold in design thinking as a new way to look at your backlog. When considering what to work on, teams should look at: - Desirability – Do people want this? - Viability – Should we be working on this? - Feasibility – Can we do this? However, most teams focus on “Can we do this?” and not enough on “Do we want this?” or “Should we work on this?” Bland walks us through what a discovery engine for a team looks like, how to include the customer in your feedback loop, and how to run Lean experiments to reduce uncertainty in your backlog. Howard Sublett hosts at Agile2018 in San Diego. Reach our guest:Email david@precoil.comWebsite precoil.com/Twitter twitter.com/davidjbland The Agile Amped podcast is the shared voice of the Agile community, driven by compelling stories, passionate people, and innovative ideas. Together, we are advancing the impact of business agility. Podcast library: www.agileamped.com Connect with us on social media! Twitter: twitter.com/AgileAmpedFacebook: www.facebook.com/agileampedInstagram: www.instagram.com/agileamped/

“Pragmatic Manager” and author Johanna Rothman sits down to discuss her packed Agile2018 session “Agile and Lean Roadmapping: Incorporating Change at Every Level of Product Planning.” Businesses tend to want to follow a plan even when new information is available. Rothman advises using Minimum Viable Experiments to validate a business hypothesis and letting the results influence plans. To do so, she advocates for delivering on tiny stories (daily, if possible) and using rolling wave planning. She adds, “Resource efficiency is the greatest threat to knowledge work… I really like flow efficiency, where the entire team works together to produce the product." Howard Sublett hosts at Agile2018 in San Diego. The Agile Amped podcast is the shared voice of the Agile community, driven by compelling stories, passionate people, and innovative ideas. Together, we are advancing the impact of business agility. Podcast library: www.agileamped.com Connect with us on social media! Twitter: twitter.com/AgileAmpedFacebook: www.facebook.com/agileampedInstagram: www.instagram.com/agileamped/

話したこと アギレルゴコンサルティング @kawaguti さんとともに、M-1、Regional Scrum Gathering® Tokyo>、Certified Agile Leadership などについてお話ししました。 Podcast へのフィードバックをぜひ #omoiyarifm までお願いします！ M-1グランプリ ジャルジャル ホットワード ゼンチン / ドネシア #33 Agile2018 in San Diego に来ています 上戸彩が可愛い REGIONAL SCRUM GATHERING® TOKYO 2019 12/11 12:00から REGIONAL SCRUM GATHERING® TOKYO チケット販売 REGIONAL SCRUM GATHERING TOKYOボランティア募集中 OST Scrum Fest Osaka 2019 DevOps Days Tokyo 2019 Certified Agile Leadership Program Michael K Sahota BEA Systems AGILITRIX CSC Roger Brown Scrum Alliance® Certified Agile Leadership (CAL) Program 詳細PDF StructureとCultureの両方がないとうまくいかない How To Change Your Organizational Culture 文化はバブル CSMよりも社内での推進者にはCALの方が良いのでは？ CALのマネジメントスタイルを理解するマネージャーがいると良さそう

Jeffrey Davidson and Jo Avent join Bob to discuss their Agile2018 session Hunting for Diamonds: Hiring the Very Best for Your Agile Team.   Connect with Jeffrey and Bob on Twitter.

    Shane Hastie joins Bob to discuss his Agile2018 sessions: Being Agile in a Remote Team and The Foundations of Business Agility   Shane is the Director of Agile Learning Programs at ICAgile, Chair of Agile Alliance New Zealand, Lead Editor for Culture & Methods & Podcast Host on http://InfoQ.com.  Connect with Shane and Bob on Twitter.

Johanna Rothman joins the podcast at Agile2018 and discusses her sessions: You Have to Say More There: Effective Communication in a Distributed Agile Team and Agile and Lean Roadmapping: Incorporating Change at Every Level of Product Planning.   Connect with Johanna and Bob on Twitter.

Esther Derby chatted with Bob at Agile2018 about her two sessions - Creating an Environment for Successful Agile Teams and Clarity, Conditions, Constraints: An Alternative to Top Down Control.   Connect with Esther and Bob on Twitter.    

Scott Ambler joined Bob on the podcast at Agile2018.  Hear about Scott's Agile2018 talks "Database DevOps: Strategies to Address DevOps' "Last Mile" and "Agile Architecture: Mindset, skills, and practices."   Connect with Bob on Twitter and @LitheSpeed.

How's the Agile world growing up?  Dr. Steve Mayner, SAFe Fellow and Principle Consultant at Scaled Agile, Inc. joins Bob on the podcast at Agile2018.   Connect with Steve on Twitter.  Follow Bob's Twitter and visit LitheSpeed.com for support building an Agile organization.

Allison Pollard and Noreen Emanuel sat down for a chat with us about their mentor-mentee relationship. As an external Agile coach Pollard was able to act as a “super coach,” and through this symbiotic relationship Emanuel has now become a coach herself at her place of work. Pollard sees the relationship as a partnership: “For me it’s like I have a new colleague. I have a new person that has different ideas, their brain works differently, and they have all these great skills, so how do we tap into that together?” Hear concrete examples of how these two found common ground and recommendations for how coaches themselves can hone their skills. Accenture | SolutionsIQ’s Chris Murman hosts at Agile2018. Reach our guests: Allison Pollard @allison_pollard ‏twitter.com/allison_pollard Noreen Emmanuel @sweetnor twitter.com/sweetnor The Agile Amped podcast is the shared voice of the Agile community, driven by compelling stories, passionate people, and innovative ideas. Together, we are advancing the impact of business agility. Podcast library: www.agileamped.com Connect with us on social media! Twitter: twitter.com/AgileAmped Facebook: www.facebook.com/agileamped Instagram: www.instagram.com/agileamped/

Esther Derby has spent the last twenty-five years helping companies design their environment, culture, and human dynamics for optimum success. She sat down with us to talk about an alternative to top down control: clarity, conditions, and constraints. Her approach is a response to organizations saying that they want their teams to step into responsibility and to be empowered, but yet the management structure gets in the way of that. She doesn’t advocate just throwing away all the direction, but that we’re going to make a direction by making a compelling goal and attractor, rather than by telling individuals what to do on a day to day basis. "You give smart people a problem to solve and some constraints so they don’t have to figure out on every single day whether they should use this tool or that tool, and they’ll come up with some really great solutions." Howard Sublett hosts at Agile2018 in San Diego. Reach our guest:esther@estherderby.com The Agile Amped podcast is the shared voice of the Agile community, driven by compelling stories, passionate people, and innovative ideas. Together, we are advancing the impact of business agility. Podcast library: www.agileamped.com Connect with us on social media! Twitter: twitter.com/AgileAmpedFacebook: www.facebook.com/agileampedInstagram: www.instagram.com/agileamped/

Head of R&D and Work Futurist at Atlassian, Dom Price sees an unsettling trend: a celebration of Agile teams who do all the right things but don’t get any of the value. While Price sees Agile as “a philosophy, a spirit,” he argues that too many large organizations use it as a means to achieve compliance, managers going around with their checklists, saying “We do x, we do y, therefore we’re Agile tech.” But Agile is a means to real value - faster time to market, more innovative teams, more engaged teams, which are the true signposts for business agility. Price shares his experiences helping Atlassian with their scaling transformation and a challenge for agilists: “It’s ironic for me that people who are Agile practitioners, ones who are saying Agile is all about evolution, aren’t evolving as people. They’re static. They’re using things they learned 17 years ago and they’re deploying it in the exact same way.” Howard Sublett hosts at Agile2018 in San Diego. Access the Team Playbook: https://www.atlassian.com/team-playbook?utm_source=teamtour  Reach our guest:Twitter @domprice twitter.com/domprice The Agile Amped podcast is the shared voice of the Agile community, driven by compelling stories, passionate people, and innovative ideas. Together, we are advancing the impact of business agility. Podcast library: www.agileamped.com Connect with us on social media! Twitter: twitter.com/AgileAmpedFacebook: www.facebook.com/agileampedInstagram: www.instagram.com/agileamped/

Troy Magennis is a consultant to major companies on Agile implementation and portfolio planning, and a seasoned conference speaker. He was a keynote speaker at Agile2018 on the topic of data, which for the first time was approved as a track by the Agile Alliance this year. Magennis says part of being a good Agile coach is understanding data, although data can be inconvenient because it doesn’t always show what we want it to show. He walks us through the metrics that you really need to capture and why. “If it doesn’t help you with a decision, or it doesn’t help you observe that something’s going off the rails earlier, it’s a vanity metric.” Howard Sublett hosts at Agile2018 in San Diego. Reach our guest:Twitter: @t_magennis twitter.com/t_magennis Email: troy.magennis@gmail.com The Agile Amped podcast is the shared voice of the Agile community, driven by compelling stories, passionate people, and innovative ideas. Together, we are advancing the impact of business agility. Podcast library: www.agileamped.com Connect with us on social media! Twitter: twitter.com/AgileAmpedFacebook: www.facebook.com/agileampedInstagram: www.instagram.com/agileamped/

話したこと リクルートジョブズ @PoohSunny さんとともに、Agile2018 in San Diego の話などをしました。 Podcast へのフィードバックをぜひ #omoiyarifm までお願いします！ Agile2018 Conference #33 Agile2018 in San Diego に来ています 8/23 開催: Meetup in Tokyo #44 -Agile2018 Conference 報告会- Agile2018: DevOps Metrics 101 (Dominica DeGrandis) カンバン、リーンソフトウェア開発 リードタイム、スループット、Failure Demand の見える化 タウンワークをドライブさせるためになんちゃってアジャイルをやめた話 #devsumi #devsumiB / devsumi2018 - Speaker Deck 見える化から生まれるディスカッション Agile2018: Unit Tests as Specifications (David Bernstein) 初学者にわかることばで伝える David Bernstein(@ToBeAgile)さん - Twitter Beyond Legacy Code: Nine Practices to Extend the Life (and Value) of Your Software クリス Chris Lucian(@ChristophLucian)さん - Twitter Rakuten Technology Conference 2017 : Mob Programming at Hunter Industries Mob のアップデート クリスのブログ PoohSunny's blog Continuous Improvement and Agile Assessment platform @kawaguti さんのアジリティ Experience Report で重要なこと キーノート 3: Agile2018: Radical Candor: Love your work and the people you work with (Kim Scott) Itsuki KURODA(@i2key)さん - Twitter リクルートのよもやま フィードバックの話 キーノート 1: Agile2018: The Future of Work & Healthy Teams (that might not be agile) (Dominic Price) キーノート 2: Agile2018: What is the story with Agile data? (Troy Magennis) Agile2018: Thinking Fast and Slow – so what can we do about it? (Linda Rising) ファスト&スロー(上) あなたの意思はどのように決まるか? システム1 & システム2

Recorded during Agile2018 in warm (but not as warm as the Netherlands!) San Diego, our own James Gifford sits down with Jurgen Appelo to see what he's been up to.  This conversation covers all of Jurgen's current projects, including Management 3.0, Agility Scales, and even hints at an upcoming book!

Jim Benson is the author of the global bestseller "Personal Kanban: Mapping Work | Navigating Life" and self-identified "Agile heretic." A strong proponent for the values and principles, collaboration, and teamwork, Benson nonetheless is vocal on social media about ways Agile can approve. An example is when Agile teams don't do any documentation, pointing at the Agile Manifesto: "Individuals and interactions over processes and tools." Benson contends that people mistakenly turn this into a false dichotomy where the former is good and the latter is bad. But, he says, "You can't have interactions between individuals without process, and our process is facilitated by tools... The process is our social contract about how we are going to interact." He agrees that the Manifesto is good but it was written by "a bunch of guys going skiing" and a few relatively minor tweaks could make it more impactful. Accenture | SolutionsIQ's Howard Sublett hosts at Agile2018 in San Diego. The Agile Amped podcast is the shared voice of the Agile community, driven by compelling stories, passionate people, and innovative ideas. Together, we are advancing the impact of business agility. Podcast library: www.agileamped.com Connect with us on social media! Twitter: twitter.com/AgileAmpedFacebook: www.facebook.com/agileampedInstagram: www.instagram.com/agileamped/

Tammy Gretz and Wendy Jacobs discuss their talk "From Self Obsession to Self Selection: A Scaled Org's Journey to Value Reorganization" at Agile2018.   Transcript Tammy Gretz Wendy Jacobs ‑ Agile2018   Bob Payne:  "The Agile toolkit." [music] Bob:  Hi. I'm your host, Bob Payne. I'm here with Tammy Gretz of [inaudible 0:25] ... [laughter] Bob:  ...and Wendy Jacobs. We've chatted a bit before this, but this is the first time you guys are doing a podcast, I think. Wendy Jacobs:  A live podcast, yes. Bob:  A live podcast. Wendy:  Correct. Bob:  This is recorded. [laughter] Bob:  You still have had to come. Wendy:  This is the first live or recorded podcast for me. There you go. [laughter] Bob:  You are doing a talk and it's related to team self‑selection, From Self‑Obsession to Self‑Selection. What's that all about? How do you two work together? What's your back story? What's the talk? Wendy:  I work at AEP, American Electric Power ‑‑ this is Wendy ‑‑ and Tammy and I work together there. She is a Scrum master on one of the teams working through our Agile partner, Cardinal Solutions. We started working together when she joined the team that we actually talk about. Tammy Gretz:  I was coming from it from a prospective of, it was a new team and I was there to teach them Scrum. They had never done it before. Bob:  Is this new to the whole organization or just to this team? Wendy:  We are in a multi‑year Agile transformation. The self‑selection and scaling, which is another aspect of the talk that we're doing, is new to the organization. This was the experiment. Bob:  How long have you been running Agile teams before you hit scaling and self‑selection? Tammy:  Before I came to AEP, I had been working about two or three years in an Agile environment. The AEP transformation, I believe, has been between seven and nine years. Bob:  Usually teams don't get to self‑selection until they've been doing it for a while. Wendy:  The group of teams that we're talking about, one of them was new when Tammy came in, newly into Scrum. The other two had been Scrum teams for a couple of years. Bob:  What was the self‑obsession portion of the program? Tammy:  [laughs] My team specifically was new to Scrum. The intention wasn't to go to scaling or do this whole self‑selection when I first started. It was teach this team Scrum and figure out how to get them working with the other two teams. We quickly realized that there were a lot of moving parts that need to have some kind of an organization or some framework to work with. Wendy:  The self‑obsession aspect is just human. We're worried about ourselves. When we're talking about having to all come together and do self‑selection event that involves trying to figure out how to deliver the most value to the company, you have to shed that self‑obsession, that selfishness and become selfless, because you have to see, where can I help most? This was a journey to take the individuals into teaming, into the ability to do self‑selection. That's where the... Bob:  Also, there's team identity, which you blow up with self‑selection. What is the event that caused you to say, "Hey, we need to kind of shake the snow globe here?" [laughs] Wendy:  We took a scaling class with a very experiment‑tolerant manager, we like to call her Andrea. Bob:  Because that's her name. [laughter] Wendy:  Protecting the innocent, whatever. Anyway, there was a kernel of it in there. One of the gentlemen on my team, he had a white paper on self‑selection for teams. We had begun talking about it. He sent her the white paper. We like to call him Greg. He sent her the white paper to just wet the whistle. Get the juices flowing about what does it really mean to do that, and she loved it. She loved the empowerment to the teams to be able... Bob:  It wasn't by Amber King was it? Wendy:  I don't recall. We can check. [laughter] Bob:  That would be interesting. She's a good friend of ours and she did a white paper on self‑selection at Cap One. It's possible. Wendy:  Very well possible. That was the kernel of it. She got a hold of that and really embraced it, and thought, "This could..." We were in a scenario where we wanted to make sure that the teams were formed in a way that delivered the value best. We were focusing on the value delivery. She worked with her business partners to define what those value streams were. Instead of just saying, "OK, you're on this team, and you're on this team, and you're on this team," she decided to let the teams decide, "Where does your value heart sing? Where do you want to put your focus?" thus lead us to self‑selection event. Bob:  How many people? Tammy:  Thirty‑four. Bob:  How many teams did you end up with? Wendy:  Six squads. That was a very critical word in this. We went from three teams to six squads because we're all part of one team. In a scaling event, you're really part of one team. She was really very specific about wanting to call these squads up to the general team. Bob:  How did it go? I'm sure some people were the Cookie Monster characters for the self‑selection. Some people... Wendy:  People were people. [laughs] Bob:  ...wanted to be told where go. "Tell me where to sit." [laughs] Wendy:  Exactly. It's all human. Think about being here at this conference. This is something we're going to talk about tomorrow, is that, how do you even select what session to go to? How do you figure out where you're going to sit? There's all sorts of reasons in your head. Tammy:  Nobody has the same two reasons. People pick things for weird reasons. They pick them for very specific, concrete reasons. You can't plan for that. Wendy:  The event went well. It was a two‑day event. The self‑selection took place the first day. We had some teaming main events on the second day to try to make sure that they were ready to go. Team agreements and let's talk about the definitions. During the actual self‑selection event, Andrea took care to really plan this. We helped her. We met for a couple months to plan this event. She made it fun. She made it seasonal. [laughs] It was right near Valentine's Day. There was a Valentine's Day theme to the whole thing. I was very impressed with what she came up with. Just the creativity that came out of her. Tammy:  For me, I was more of a participant during this. I was embedded in the team and Wendy was a coach with the team. She was working with the manager. It was very interesting to experience what maybe my other coworkers on the team, my other teammates, what they were experiencing, even though I knew what was coming. I still had that knee‑jerk reaction to be a human, and be like, "Oh, you want me to...? Oh, I got to do this? I don't care. Just put me wherever." [laughs] Bob:  Did you end up with any value streams that were starved of folks and then have to re‑negotiate? Wendy:  Interesting you ask. [laughter] Wendy:  Have you seen our talk? No. [laughter] Bob:  I've seen self‑selection events. Wendy:  That was actually the exciting moment. One of the exciting moments of this experience is that there were five total iterations to get to our final teams. It was after iteration four, and we had a starved squad. There wasn't anyone on one of the value streams. The managers stood up and said, "Hey, how are we going to deliver this? How are we going to deliver this value?" It was there that the Scrum value, courage, popped up its head. A couple of people were like, "We want that. We can take that on," and got up from where their friends were, where they felt comfortable, walked over that table and planted themselves, and said, "We got it." It was awesome. Bob:  Was it just Andrea? Wendy:  Yeah. [laughs] Bob:  Was she the advocate for each of them, or were there value stream owners that were...? Wendy:  The product owners were there and they come from the business. They were participating in this. Their management was there, too, watching, helping, and answering any questions if we had any, but Andrea was the manager of most of the people in the room. The answer is she advocated for all the teams and wanted to make sure that we came out with something that would benefit the company overall. Bob:  Is this a one‑time event or are you periodically revisiting as the demands on value streams change? [laughter] Tammy:  Actually, part of the agreement was that if they didn't like where they were, they had a chance to do it again in six months. We're right about at six months right now. They have come back and said, "Maybe we didn't think about this in the right way, necessarily, and we were still self‑obsessed a little bit." Now they're starting to see where, "Oh, maybe it might have been better if these two people were flopped," or, "This value stream might be a little better tweaked." They're learning from it. We're hopeful that they'll get to do that again here shortly. Interestingly enough, we have another group here that is going to be talking about another way that they did it. I've moved on to a different team and I've just completed another self‑selection there [laughs] with that team because they were growing. They were a smaller team and they realized that they needed to hire more. They hired four more people, which made them a massive team. We had to have discussions around the same kind of thing. We learned a lot from the first one, [laughs] applied it to this one. This one went really smoothly. It didn't take quite as long, but it was... Wendy:  The whole company's very supportive of continuous improvement. That's part of our culture, we're a continuous improvement company. I've helped with another self‑selection event not long after the one we did in February, and it was different. We've done it a couple different ways and we're learning each time from it. Tammy has the benefit in her current team to apply all the learnings we had and munge some of that together so they would have a very smooth event. Bob:  One of the things that I've seen in some places, as the business demands change, certain value streams will become higher in priority, where more work needs to flow through them. Have you guys experienced that yet or is that a future event? Tammy:  We might be going through it pretty soon. [laughs] Wendy:  With the current team you're on? Tammy:  Yeah. Wendy:  The current team that she's on, they are going to be sized a little differently based on the amount of stuff that's going to come through them. It is possible that that team may split again, the larger team. We're really looking at what makes the most sense. We're doing these experiments to try to understand what's working, what's not working, how can we tweak it? The managers are just very open and very wanting to try these things to make it the best place that they can. Bob:  One of the things that I saw one client do is quarterly, when they would do the equivalent of a cross‑program planning event, would then allow people to swap chairs, or they would shuffle demand, and say, "We need more folks over here, who would like to come join?" Then people would come, and they were like, "Oh shoot, we're too short over here." I don't know if they did five rounds. I don't remember exactly, but some number of... Tammy:  It's funny you said shuffle chairs, because that was almost more important than which team they were on, is where they were going to sit. Bob:  Oh yeah? [laughter] Wendy:  "I want the window. No, I want the window." They're, again, human. [laughter] Tammy:  It's all about the humans. It wasn't about the work. It was... Bob:  The soft stuff is the hard stuff. [laughs] Agile's easy, people are hard. [laughter] Tammy:  It's especially the different personality types. Even if we go really high‑level, introvert, extrovert, some of these things could be very hard for introverts, I think. You're speaking up and saying, "I want to go there." There's that shyness that they don't want to ruffle any...make any waves or do anything like that. All of these events, we've been very purposeful in thinking about that, making sure that there's no one really uncomfortable to a point where... Bob:  They could be uncomfortable, but not really. Wendy:  Self‑selection is uncomfortable. [laughter] Wendy:  We don't want to push them so far. Bob:  I wouldn't pick me. [laughter] Tammy:  You should always pick yourself. [laughter] Bob:  That's really exciting. Hoping that you'll get a good run of folks at that talk. It'll be very interesting. What else has been exciting about the conference? I know it's only day two. I believe you were at the Women in Agile. Did you do any of the camp before that, or just the Women in Agile? Wendy:  I actually didn't know about the camp before. Now that I know that they happen... [laughter] Bob:  They don't always happen. Wendy:  I know there's one happening, I believe, in Chicago in October or something like that, I was told. Now I'll be looking into this because it sounds like an interesting place to share ideas, get some new thoughts about how to do some things. Improve the toolkit. Tammy:  I'm really enjoying the Audacious Salons. Bob:  Good. Tammy:  Really enjoying them, a lot. [laughs] Bob:  Were you there yesterday? Tammy:  I was there for the leadership one, Agile Leadership. Today is The Next Big Idea. Wendy:  We did hear the afternoon session was quite interesting. Quite charged. Tammy:  I missed that. [laughs] Bob:  George said they went hours over the slot. I know Lisa and George very well. George has been on the podcast many, many times. [laughter] Wendy:  We are in good company. [laughter] Bob:  We have the "Tips and Advice" series on Agile Toolkit Podcast. How was the Women in Agile event? I know you met Amanda there, my colleague. Wendy:  Yes. Bob:  Big Pete was there. I don't know if you met him? Wendy:  I did not meet Pete. Did you meet Pete? Tammy:  No. Wendy:  Women in Agile, I enjoyed it. I like meeting people. I like meeting all kinds... Bob:  You seem very shy. [laughter] Wendy:  Believe it or not. [laughs] Tammy:  She's the connector. She knows people, and she's like, "Hey, you guys should know each other." [laughs] Wendy:  I do. I make sure everybody meets each other. I liked hearing people's stories about where they were in their Agile journey. The table I was at was a table that had no question to answer. We got to make up our own question that we wanted to answer, which was nice. We had a couple of folks at the table that weren't very far in their journey at all, and wanted to understand, what's the benefit of Agile over Waterfall? Those types of things. It was really very enjoyable to hear their perspectives on where they are and to try to share where I've been and where my enterprise is. It was a good event. I really loved hearing the new voices. There were two speakers that came in. They were reasonably new speakers. They had such wonderful stories. Tammy:  They were really great. The two new speakers, the new voices, that was a great element to that conference piece of it, is having these new people get up and speak. Bob:  Do you remember who they were? I wasn't there. No? Tammy:  I talked to them last night. Bob:  [laughs] They're super new voices. Real super nice people as well. [laughs] Wendy:  Their story was really great. Tammy:  Their stories were amazing. The things that they went through and now the places they've been, it's inspiring. I wish them all the best of luck and hope to get to do some of the...they've gone internationally and spoken, and that just sounds really cool and really fun. Just listening to how they did that was neat. Bob:  There's a decent conference ‑‑ Agile India is quite good. The European conferences, I've not actually gone to those either. I'm looking forward to going internationally. Wendy:  Maybe we should all go. Tammy:  Yeah, let's go. [laughter] Tammy:  What time does the plane leave? [laughs] Wendy:  Let's do it. Bob:  It's a red‑eye. [laughter] Tammy:  That's what she's on tomorrow. Wendy:  Yeah, I've got to take a red‑eye back. Bob:  I'm sorry to hear that. I can't do it. I'm staying till Friday morning. Tammy:  I'm staying the weekend. I wanted to get a couple extra days in just to enjoy the beautiful weather. Bob:  The farmer's markets are actually fantastic if you like that sort of thing. Tammy:  Absolutely. Bob:  We had the Scrum gathering out here. I had my favorite breakfast ever, which was a sea urchin shell that had been cleaned out with micro‑greens, tuna pokÈ, more micro‑greens, and then the sea urchin laid out. Tammy:  That is a very specific breakfast. Bob:  Yeah. [laughter] Tammy:  It's not waffles. Bob:  It's not waffles. I had an iced coffee with it so that made it breakfast. Tammy:  She wants waffles. Wendy:  I'm obsessed with waffles right now. Tammy:  She is, yes. Bob:  I don't know that they make sea urchin waffles, but they might someplace. Wendy:  I'm not sure that they should. [laughter] Wendy:  Just saying. Bob:  They should. Wendy:  You do? Bob:  Maybe a keto egg waffle with some sea urchin on would be good. What else are you looking forward to at this conference? Wendy:  Speaking. [laughs] [crosstalk] Wendy:  Actually getting through that. [laughs] Yes, the speaking would be a number high on the list. Honestly, I'm just looking for new ideas. I'm focusing more into the product space, the talks that are going on. I'm looking for some of those new things that I can take back. In my role, I am the product owner coach and I focus on the business side of things. I look for new tools I can use with them to help them understand why to do some of the things that we do, or just ways that they can do it better. Bob:  The product discovery space, it takes almost a completely different tool set. The mechanics are relatively straightforward, but it is the divergent thinking. How do we winnow down these many ideas? How do we get it into that convergent process? Agile is a delivery process and it's a convergent one. I love that interplay of when you can get it going. A little bit of experimentation, divergent thinking. Let's build it, test it. Let's get some data out. Let's have that drive our next set off experiments or experiences. I'm assuming you've looked at Business Model Canvas and stuff. Wendy:  Yep. [laughs] Tammy:  Yep. Bob:  Impact mapping. Wendy:  Yep. [laughter] Tammy:  It's all good. When I approach the coaching of product owners, I don't just dump, "Here. Here's all the tools. Try all of this at once." I layer it in, where, "Hey, I'm having a real problem with trying to figure out how to prioritize. Hey, I'm having a real problem deciding what should be our far‑afield thing? Where should we be heading towards? How do I lay it out for my stakeholders?" Things that people are probably listening to this and saying, "Well, duh." When you're new you don't know about this stuff. You can't overwhelm. Trying to find new tools that make it easier to embrace it and understand it, and may play on things they've done before, that's the things I look for to help them out. Bob:  I'm sorry, you were... Wendy:  No, go ahead. [laughs] Bob:  Do you guys have user experience embedded in with your product teams or are they a separate agency kind of model, or a little bit of both? Wendy:  A little bit of both. I'll say a little bit of both. Bob:  That's great. Tammy:  I was just going to say that I really like the Audacious Salon stuff because it's talking about a lot of the things we've already talked about in a new way or in a new light. I appreciate that. For me, working with the teams that I'm working with, I think they have been inundated with Agile and Scrum. How do we talk about it in a way that they can hear it, and not that stance of, "This is the only way." Bob:  I've always thought that was a ridiculous notion that Agile was a thing to concentrate on. It's a tool. Toyota Production System wouldn't have rested on a single process for very long without changing itself. [laughs] It's a means to great product outcomes. Tammy:  I try to break it down for them as much as possible. Obviously, we care about the frameworks that we're using, but I try to break it down into simple questions. Answer these simple questions and that will help you get to that thing you're trying to produce, your vision. That'll help you develop that vision. That'll help you develop that, "what's the next big thing?" I look for trying to, using Agile principles, break it down as small as possible to help them break through. Bob:  Thank you very much. I really appreciate you guys coming in and chatting. I hope you have a great talk. Wendy:  Thank you for asking us on the show. Tammy:  Thank you. Bob:  Although I think it's right at the same time as mine. Wendy:  It is exactly the same time. [laughs] Bob:  I hope it is not terribly well‑attended. [laughter] Tammy:  Wow, I was going to say I hope you have a full house. [laughter] Bob:  Thank you. Me, too. [laughs] No, I'm sure there are so many folks. We've got 2,300 people at this conference. We're both going to have the right...whoever shows are the right people. Wendy:  Are the right people. Tammy:  Exactly. Bob:  It's open space principle. Tammy:  Thanks for inviting us. Bob:  Yeah, no problem. Wendy:  Thank you very much. Bob:  The Agile Toolkit Podcast is brought to you by Lithespeed. Thanks for tuning in. I hope you enjoyed today's show. If you'd like to give feedback or be on the show, you can ping me on Twitter. I am @AgileToolkit. You can also reach me at bob.payne@lithespeed.com. For more free resources, transcripts of the show, and information about our services, head over to lithespeed.com. Thanks for listening. [music]

Business Agility Institute founder Evan Leybourn shares results from the 2018 Business Agility report at Agile2018. Connect with Evan on Twitter: @Eleybourn Download the Business Agility Report (2018). Add your voice to this report: Take the Business Agility Survey for 2019's report here. Follow @AgileToolkit. Visit LitheSpeed.com to help your organization embrace Business Agility.   Transcript: Evan Leybourn ‑ Agile2018   Announcer:  The Agile Toolkit. [music] Bob Payne:  I'm your host, Bob Payne. I'm here with Evan Leybourn from Australia. Evan, you're ahead of the Business Agility Institute, and you guys just released the Business Agility report today, you're at Agile 2018. I was leafing through it. There's a lot of great infographics and information behind those infographics. Do you want to just talk about how you went about getting the report? Then, maybe we can talk about some of the interesting results. Evan Leybourn:  Thanks, Bob. It's great to talk to you again. I absolutely love being on this podcast. I think it's my third time now. [laughs] Bob:  Is it third already? Evan:  Third already. Bob:  [laughs] Evan:  Third already. We put together the reports over the last couple of months based on the feedback we had from our members. A lot of people were asking for evidence. There's a lot of hearsay. There's a lot of anecdotes about business agility, and they wanted more proof. How does it work? Why does it work? Who does it work for? We went out, and we started sourcing information. We put out a survey. We'll share the link with your listeners in the text below the podcast. We got some fantastic insights which, I'll be honest, not many surprises. Most of the anecdotes that we hear, the data has borne it out, so that's actually pretty fantastic. Bob:  If not surprising, what are some of the important insights that folks were questioning and that now has been borne out in the data? Evan:  [laughs] We can probably narrow it down. I'll give you the really simple ones. The larger the company is, the less agile it is. I don't think that's a surprise to anybody at all. Bob:  [laughs] Evan:  Now, we have the data to show just how much more agile a small company is. In fact, we're doing some additional research now in terms of company thresholds, the size of organizations, and the operating model that's required for agility at those sizes. 15 to 50, 50 to 150, how do those sizes interface with agility, the practices, and the principles behind that? We know that agile organizations work differently. We know there are benefits, but how does size... If I'm 5‑person organization, then how I do agility is has to be different if I'm a 5,000‑person organization. We want to be able to outline that this generic information about X, Y, and Z, this is how it's specifically tailored to every size. Industries' wise, financial services, information technology and consulting, the top three industries who are adopting business agility right now. Both in terms of the quantity of organizations doing it as well as the maturity or the fluency that those organizations have. That's not really a surprise. We know from personal experience that banking and finance, every bank is trying to... Bob:  Huge competitive pressures with dust cycles. Evan:  FinTech eating their breakfast as they say. IT companies, Agile emerging technology and software. It's natural for these organizations to expand beyond the IT early, certainly earlier than other organizations. Consulting was a bit of a surprise. I wasn't expecting them in the top three. In fact they're number one to be precise. Now, cynical Evan thinks that, "Well, maybe the consulting organizations are just sort of..." Bob:  Self‑reporting a little higher. [laughs] Evan:  Self‑reporting a little higher because they're trying to say, "Hey, look how great we are." Less cynical Evan actually there's some logic behind it because consultants do need to be at the bleeding edge of business. If they're going to be transforming the client organizations, they've already got to be there. It does make sense that a lot of these consultancies are pushing the boundaries as much as they can. I think that's a natural behavior. Bob:  Did you get any breakout that was aggregated against those different industries? Were different moods of business agility? Evan:  No. Bob:  Was it really customer pitted or service or...? Evan:  We did slice and dice. We had some data scientists look at this information for us. They're the ones who provide a lot of the insights. We wanted to make sure that we were doing it meaningfully, specifically meaningfully. When we looked at the data, whether we sliced it at the company size, whether we sliced it by industry, not by industry, by company size or by high fluency, if we remove just the high fluency run the ones who are 9s and 10s, the outliers. Even if we normalize for who's reporting, whether it's the CEO reporting or an individual contributor because there was a difference. Even after all the slicing, those three industry still came out as 1, 2 and 3 so no matter how we sliced the data. It was pretty consistent actually. In fact, I mentioned that contributors, that was one of the few surprises that we got. Anecdotally, I assumed that the C‑Suite would over‑report and the individual contributors would under‑report maturity or fluency in business agility. We actually found that, because we had multiple respondents from the same company, in a single organization we thought they'd be different, but they were actually within 0.5 of a point from each other. Bob:  That's probably... Evan:  It's statistically... Bob:  ...insignificant. Evan:  ...insignificant. Now, there is a trend. Yes, the CEO is 0.5 higher than the individual contributors and line managers and senior leaders. Senior executives fall on that trend line, but it's quite negligible. The big surprise was we invited external consultants to assess the maturity, the business agility, fluency of their client organizations. They were about 15 percent lower on average. Bob:  The client organizations. Evan:  Yes. When the external parties assessed them, they assessed them 15 points lower. 1.5 points lower, 15 percent lower than themselves. Bob:  That may make sense with your transformational model... Evan:  It could. Bob:  ...as well, because I can't really help unless I'm in some aspects better at it than the organization. Evan:  Yeah, it's interesting. We need to do some further investigation as to why that's the case. My gut feeling is that there's probably two main reasons. The first being the rose‑colored glasses that happen within an organization. You see the transformation, you see you're making change, and it looks a little bit better, but the people from the outside are comparing you against... Bob:  Other people. Evan:  ...other people who are better. As an outsider, what you rate as a five, I rate as a three, just because I'm seeing that's a five over there. The inverse is also true. Bob:  We probably have different north stars that we're measuring against. Evan:  That's it. Maybe someone who's outside doesn't see a lot of the good. They're dealing with the procurement processes, they're dealing with the contracting processes, which are painful in almost every organization. They would underreport their client organization because the business agility hasn't hit procurement yet. It's just hit how employees are being engaged. Maybe they're underreporting for that reason as well. Bob:  Was the survey both public and private sector? Evan:  It was actually mostly private sector. We had a small number of respondents from the public sector, two or three percent. Though that data has mostly been excluded from the report just because there wasn't enough data points to meaningfully assess that information. We're hoping that version two of this report will be able to draw the public sector view. Because we are doing the government's Agility Conference in November, I think it would be a good idea to actually maybe create a government version where we survey the government organizations before the conference and maybe put something together for them. Bob:  Even if we have some objectives out of the conference, what do we want people to take away, even if it's a simple survey of, before they attend the conference, after, how much more do they know about business agility, if they're not already executing in that way. I really see, and I know we've talked about this, on the committee calls... [laughter] Bob:  ...the Government Business Agility Conference. It is just the early days in many, many government agencies on the delivery side, and without delivery, you can't turn the crank on the major business outcomes. Evan:  Spot on. I talk a lot about theory of constraints and the theory of...I've probably mentioned this in a previous podcast, but an organization can only be as agile as its least agile part. In business, 30 years ago, that was software, so we invent Agile. 10 years ago, that was operations, so we invent DevOps. Today, in business, it's HR, it's finance... Bob:  [inaudible 10:00] . Evan:  ...but government is probably still where the business was 20 years ago. In many government organizations, they're only now getting the benefits of Agile, let alone DevOps and full‑on business agility which is even in the future. That being said, we have some great stories, some great case studies in the government space around policy developments being done in using Agile, service delivery for social services being delivered using Agile mindsets and techniques around the creation of citizen‑centric approaches. Everything from budget games being done in San Jose, I think it was San Jose. If you Google, you'll find out exactly where it's being run, where they crowdsource the budget from citizens using Agile game theory. It's absolutely fantastic. Bob:  I was just chatting with somebody from a government agency. We were actually talking about using the Colleague Letter of Understanding with the Morningstar as a way of creating a rather hierarchical structure, a mesh commitment structure, within that organization. There're little pockets of these ideas taking hold. Evan:  We have a video from the very first business agility conference in New York in 2017. The deputy CIO of the State of Washington had adopted holacracy in the state government. I used to be a public servant, this is 10 years ago. The thought of holacracy in government was mind‑blowing. I couldn't believe they could even do that. They did and a huge success. Bob:  It can get a little tricky. I don't know if the state governments are the same but federal sometimes gets tricky when you hit the unions. [laughter] Evan:  Yes. In that scenario, in the institute, we're developing some position papers, some white papers on various complex topics. Incentives, motivation reward is a white paper that's being released tomorrow, in fact. By the time you listen to this, it'll already be released, and we'll share the link. One of the next white papers that we're going to put out there is business agility in a unionized environments, because a lot of our members are in united environments that's complex. Bob:  We may often give entities like the bureaucratic...paint them with a bureaucratic brush, but actually another agency that we did some work in, they were partners in creating an open workspace environment for everybody. Bob:  Going back to the report, some of the key findings that we did come up with, market success is one of the highest benefits of business agility, which I would actually be surprised by. Not because I don't believe that business agility brings with it financial and market success measures, but I didn't think as a community that we were there yet. I thought we had a while to go, that the benefits move on softer. Now, we have some great quotes, some great feedback from the survey respondents saying that now they have gained more customers, greater customer satisfaction, more repeat business through the adoption of business agility. The usual ones they are around, better way of working, and so forth. Bob:  Retention of clients. Evan:  Retention of clients, yeah. Bob:  Competitive advantage. I see better ways of working, came in at 16 percent, collaboration, communication, not shocking 14, and engagement up as well. That's what we see in the VersionOne survey on the IT delivery side, that engagement goes up a lot. Evan:  When we look at challenges, the top challenge, which should be of no surprise to anybody, is leadership. Leaders love them, but they can either make or break a transformation based on the culture that they help to instill in an organization. Buy‑in is number two or three in the challenges. What's the next one? That's embarrassing. I don't... Bob:  Just trying to find the page right now. [laughter] Bob:  Leadership, lack of buy‑in, inappropriate organizational design. Evan:  Of course, old design. Sorry, I should remember that one. It's off my head. Basically, the value stream is broken. Bob:  The silos. Evan:  The silos. When work goes from team to team to team, every hand off adds complexity and delays. An agile organization is one where the value stream is as much as possible contained in a single cohesive team. I don't mean a small team, those teams can be big, but the ownership, the accountability is held singly from ideation to customer delivery. Companies still struggle with that, but that's changing. We're seeing that change in companies although even in government organizations. Bob:  Even if you can get a decent alignment of the silos to create those, not solid line report, but dotted line to the value stream, that can go a long ways. In thinking about the market's success statistic, I actually think that makes sense because if we look at the...Again, I don't want to compare you guys, the VersionOne survey, but I'm... [crosstalk] Evan:  ...is due. We've admired the VersionOne survey for years. Bob:  It has been a valuable tool. Evan:  It's one of the reasons we created this is to go [inaudible 15:53] . Bob:  Number one is better ability to manage change. What do markets want? They want responsive goods and services. Evan:  The market will evolve faster than the company. It's why startups can out‑compete a legacy large organization who's got hundred times the budget, a thousand times the market share. They're dominated and overtaken by a tiny startup because the startup is able to adapt and provide a service that the customers want as opposed to what has been delivered for the last 20 or 30 years, which maybe what the customers wanted 30 years ago, but time moves on. I know Uber and Airbnb and everything else. Those examples are trotted out every single time if someone talks about market agility or market entity. Bob:  [inaudible 16:48] . [laughter] Bob:  [inaudible 16:50] is running in my head. Evan:  They're the obvious ones, but it doesn't matter what industry you're in. I spent the last four years living in Singapore, and every bank there had a decent revenue coming out of international remittance, sending money home. Australians, Filipinos, Indians would send money back to their home countries through the banks. Within the space of two years, the FinTechs emerged. They had better, faster, cheaper services, and the banks lost a couple of percent of their top line overnight. Bob:  We get [inaudible 17:23] all the time. That's just one possible transactional character. Evan:  If you put yourself in the shoes of a bank, no one's going to take away the deposit account because that's not a...Maybe I could be lying but I don't think that's a disruptable service, partly because there's no money in a deposit account. Banks make their money out of credit cards and all these transactions, and all these other things, so the FinTechs are coming in. Bob:  They can be in the right market if you've got some liquid cash that you're... [crosstalk] Evan:  That's certainly not where the banks are making their profit. Bob:  No. Evan:  The banks are looking at this going, all of the stuff they're doing that are high profit, the FinTechs can come in and do it better, faster, cheaper. All they're going to be left with is the slow, low‑profit services, like core banking. Now, they're desperately trying to become FinTechs themselves. If I'd walk into a bank 10 years ago and let's say, "Let's create an agile bank," I would've been laughed out. Now, they're coming to us saying, "How do we become an agile bank?" Bob:  "How do we disrupt ourselves before someone else does?" Evan:  That's it. I use banking as an example. The same is true in utilities, the same is true in healthcare, engineering. Any industry which you think is undisruptable, I guarantee you, will be disrupted within five years. Bob:  We're seeing people fall off the Fortune 500 lists. Evan:  57 percent of the 1983 Fortune 500 no longer exists. Bob:  Not even just off the list. Just out of existence. Evan:  Some have been acquired, some have gone through merges, some have gone through divestments. They're a fraction of what they were. Others have gone bankrupt. Some have come out of bankruptcy. They're still nothing. Bob:  We'll have the link to the report. Where can folks learn about the Business Agility Institute? Evan:  Thanks. We'll put the links below, businessagility.institute. I love the fact that .institute is a top‑level domain. Bob:  [laughs] Evan:  We bought that. Bob:  .institutionalized. [laughter] Evan:  That's what I should be. Absolutely. Businessagility.institute, you'll find all the information. We're a membership organization. I do encourage all your listeners to join up as a member. Help support us, help support the community, and develop new and great research. The inverse is true as well. It's not just a one‑way, we'll provide you things. We want you to share your stories with us. If you have a case study, if you would like us to create a white paper on a topic, ask us. We will do our best to actually build that for the community. Bob:  Thank you very much. Evan:  No, thank you very much, Bob. Until next time. Bob:  Until next time. Evan:  [laughs] Thank you. Bob:  The Agile Toolkit Podcast is brought to you by LitheSpeed. Thanks for tuning in. I hope you enjoyed today's show. If you'd like to give feedback or be on the show, you can ping me on Twitter. I am @agiletoolkit. You can also reach me at bob.payne@lithespeed.com. For more free resources, transcripts of the show and information about our services, head over to lithespeed.com. Thanks for listening. [music]  

Where will Scrum@Scale take the Agile industry?  Co-creator of Scrum Jeff Sutherland sits down with @AgileToolkit to explore Scrum@Scale at Agile2018. Connect with Jeff Sutherland on Twitter. Learn more about Scrum@Scale.   @AgileToolkit is sponsored by LitheSpeed.   Transcript:   Bob Payne:  The Agile Toolkit. [background music] Bob:  I'm your host, Bob Payne. I'm here with Jeff Sutherland, one of the co‑creators of Scrum. Now you're working on Scrum at Scale. We're very excited about that at LitheSpeed. Just wanted to hear a little bit about Scrum at Scale and where you think that's going to take the industry. Jeff Sutherland:  It actually starts a long time ago. I was pulled out of medical school in 1983. For 15 years I was a research scientist, working with tools for Bell Labs. Learned how to write software for super‑computing, modeling the human cell. Really, all the basics of Scrum were formulated in that environment. When I was pulled out of the medical school by a big banking company they said, "Over at the medical school you guys have all the knowledge, but at the bank we have all the money." [laughter] Bob:  It's not an attractive feature of the banks. Jeff:  They made me an offer that my wife couldn't refuse... [crosstalk] Jeff:  ...the bank. [laughter] Bob:  Why do you rob banks? Because that's where the money is. [laughs] Jeff:  Of course, the first thing I realize I'm working on their new technologies such as the vice president for advanced technologies. I noticed their projects are all late. They have hundreds and hundreds of programmers and we're running 150 banks all over North America. Our customers are actually CIOs of banks. I walked into the CEO's office one day and I said, "Have you noticed that all your projects are late?" He said, "Yeah, the customers are calling me screaming every morning. Bob:  The system's perfectly designed... [laughs] [crosstalk] Jeff:  I said, "I'm just a medical school professor, a mathematician, a computer scientist, but I've looked at their Gantt charts on the wall. You have whole walls of Gantt charts and these tasks, names, and dates. I calculated the probability of being late using this Gantt chart and it's 0.9999999. You're virtually certain to be late on every project. It's a completely inappropriate method to manage projects with lots of change like software.. Bob:  Or uncertainty. Jeff:  He said, "Well, what should I do?" I said, "Well, you authorized me to keep this grant." When I came to medical school I had this grant from the Kellogg Foundation. A leadership grant where I had to with 50 national leaders travel around the world a third of my time for three years. To my surprise the CEO said he was going to support it. He said he thought he was going to get his money back, basically. I said, "You know, I've been running around the world and a subgroup of our leaders are actually business school professors. I've been talking to them about the bank, and they say we need to create a completely new operating model within the bank, a little company within a company, an entrepreneurial startup." I said, "That's what we ought to do." I said, "Here's the way these operate. I need everybody sales marketing, support, installation. I'm going to split them into small teams, four or five people. We're going to have product marketing come in on Monday morning and prioritize everything they're doing by value. Friday afternoon everything is going to be done and if it's software it's live. I need you to give me the whole operation. You and senior management can be my board of directors. I will report to you the financials once a month. The rest of the time you have to stay out of my company because I don't want you messing it up." He said, "We'll that's not going to be as much fun as looking at new technology." [laughter] Jeff:  I said, "It needs to be fixed." He said, "OK, you've got it." You've got that headache. He gave me the worst business unit in the bank. We split them into small team. I said, "We're going to throw away the Gantt chart." I said, "We're going to train you how to land a project just like I train fighter pilots to land an aircraft. I'm going to give you a burn down chart instead of the Gantt chart. This is back in 1983. All of this was the first prototype. It wasn't a prototype of Scrum. It was a prototype of Scrum at Scale. That's were it began. How do you run a whole organization with Scrum? How do you create an agile environment that is actually protected? I was protecting the environment from the Waterfall company. How do you prioritize everything for the organization and then execute those priorities as small as sprints? The teams, how are they responsible for actually delivering at the end of every sprint, which is one of the fundamentals of Scrum. I experimented with that through several companies until I finally got to Easel Corporation in 1993 where we gave it the name Scrum from... Bob:  From the paper. Jeff:  That was the first team that was called a Scrum team. Then in 1995 I pulled Ken Schwaber in. Ken Schwaber was leading a CEO of a project management software company selling waterfall methodologies. [laughs] I said, "Ken, come on in and look at Scrum. It actually works. That stuff you're selling doesn't work." He came in. He spent two weeks with the Scrum team and at the end of it he says, "You're really right. This is really more or less the way I run my company." He said, "If I used the Waterfall methodology to run my company I'd be bankrupt." [crosstalk] Bob:  ...respond to the marketplace. Jeff:  I said, "Well, why don't you sell Scrum instead of selling all this Waterfall stuff?" He thought about it and he said, "Yeah, why don't we do that." Then we decided, OK, I want to make opensource so that it can be widely deployed. We need to write the first paper on what it is. Formalize it, which we presented at OOPSLA'95. Then Ken started selling Scrum out into the market. I was head of engineering inside companies implementing this. One of the very first companies we go together into was a company called Individual, an Internet startup that had just gone public. We had 60 million dollars to spend. We were hiring people like crazy. We had multiple Scrum teams. What do we do? We implement Scrum at Scale. Bob:  Scrum at Scale. [laughter] Jeff:  These guys went from they were delivering every six months, the first quarter we implemented what we call today Scrum at Scale, they were doing multiple releases of their flagship product and delivered two new products in three months. Bob:  That's great. Jeff:  Scrum at Scale is designed to incrementally deliver quickly with a whole organization involved in making that happen. That's the challenge of Scrum at Scale. Bob:  One of the largest early project that Sanjiv Augustine and I did we brought in for stabilization recovery from a classic Waterfall fiasco. [laughter] At the time we were using XP or Extreme Programming, but interactive and incremental. We'd executed it on a small team. We were like, "There's no reason these ideas shouldn't be simply scalable up to a larger team." We had about 300 people on that program and we just said, "Look, we're going to integrate and demo the system," which took them two months to build before their first testing phase, "every two weeks." Of course, they didn't do it for the first four iterations, but after that every two weeks we got a demoable system up, we had some cross‑organizational planning, and a daily stand up that then the team member would step out, and we had it in a big long hallway. We would do the Scrum and then the Scrum of Scrums on a daily basis because things were changing so fast. Jeff:  Absolutely, yeah. The other interesting thing in those first two prototypes with Scrum at Scale is that today DevOps is a big buzz word, but that was fully implemented in both of those prototypes. In fact, in the Internet company they were having trouble with deployment. I said, "I want the deployment server and the developers cube and you guys will deploy multiple times a week. That's the way it's going to be. There isn't going to be operations blocking deployment." It was funny because the operations team, of course, screamed, but I was the head of engineering. I said, "You guys are too slow. We're not using you anymore." A week or two later they came back by and they said, "We've implemented Scrum in operations and we want to become part of your Scrum at Scale. We'll meet in your Scrum of Scrums daily meeting. [laughter] Jeff:  Can we have out server back if we do that?" [laughter] Bob:  You said, "Maybe. We'll see." Jeff:  "Only if the developers can deploy multiple times a week with the server in your server farm, if not we're taking the server back to the development area." Bob:  Multiple times a day, yeah. [laughter] Bob:  That's funny. Other than the deployment what sort of engineering practiced were you guys using for test automation and that sort of thing in those early days. Jeff:  Actually in the first Scrum a team testing product was part of the Scrum because it was a small token environment so we had a fully integrated piece of code running all the time. From the very first sprint we deployed internally. The tooling was such that our consultants could actually use it in the field to get feedback. Jeff McKenna was working with us today as one of the Scrum trainers, wanted to start a testing company. We were particularly interested in component architectures. Move way beyond the unit testing levels. How do you test for a component? Which, today has turned into micro‑services, right? [laughs] . How do you set up a test environment that tests the micro‑services and then make sure it's ready for deploy? All of this stuff has been around for a long time. Bob:  It has. The pattern have been there for a while. Now you've pulled it together. You're doing trainings and certification around that. Jeff:  In recent years we've been pulled in Toyota, GE, Maersk, the world's biggest shipping company, 3M we're the global trainers for 3M. We've been pulled into these big companies. I've had to coach the coaches that have gone in there. We need to formalize the method of scaling that works in really large. We work with SAP who's implementing this. It has 2,000 Scrum teams. These people with really large implementations have told us what we need to do to make it work, not only for one or two teams but for thousands. That's the beauty of Scrum at Scale. It will work really well for one or two teams because it has no extra overhead. It's the minimal viable bureaucracy. Bob:  The Scrum framework... [crosstalk] Jeff:  It scales up to thousands of teams. It works just as well as for thousands with a minimal addition of any bureaucratic overhead. High performance for an organization. 3M had the biggest stock price jump in history last November. If you read "The Wall Street Journal" it's because of several technology divisions, some of which we'd implement Scrum at Scale, because it is an organizational implementation to increase the value of the organization, not just make a project better. [laughs] Bob:  There was a heated article to really springboard off of. Jeff:  About a year and a half ago the Scrum Alliance came to us and said, "We are interested in participating in a scaling framework where we have ownership and our trainers and our membership within the Scrum Alliance can actually participate in the evolution of that framework. We can't do that with the other frameworks. Can we do it with you?" It took about a year of negotiation to decide how we're going to set this up. We have a joint venture now called Scrum at Scale LLC. It's half owned by the Scrum Alliance. It's half owned by Scrum Inc., my company. Its goal is to train the trainers and do the whole certification process for Scrum at Scale. Within the first few months, we have 42 trainers. They're training all over the world. We're off and running. Bob:  We're excited to be on that ride with you. [laughter] Bob:  Louise, Q. Is it in the class? The joke was that he was your bodyguard or something because he was very pumped up. [laughter] Jeff:  Yes. It was some guys from South America or something that said "Oh, Q, he must be his bodyguard," or something. [laughter] Jeff:  Q looks like... Bob:  He works out a lot. Jeff:  He wears sunglasses all the time, dark glasses. He looks like a martial artist. [laughter] Bob:  He's like Bono meets Steven Seagal. [laughter] Jeff:  That's pretty funny. Bob:  That's very exciting. How do you see the growth rate? You said 42 trainers in the first few months. Jeff:  We just did two train‑the‑trainer sessions last month, one in Denver and one in Boston. We'll be doing one in October in London, probably another one in January in London. We're going to be doing them in Europe. We'll be doing another one in Boston. Walking up here, there's a guy from Austin really twisting my arm trying to get us to come down to Austin and do it. Bob:  From the Scrum gathering or near the Scrum gathering in Austin? Jeff:  Yes. There's a lot of pent‑up demand for a better alternative for a scaling framework. It's growing really fast and I think it will continue to grow. Our challenge, mainly, is to... we'll have plenty of trainers, how do we help them fill their courses all over the world? That's a major objective to Scrum at Scale. To really get those trainers successful wherever they are. Bob:  What's been interesting in your trip to San Diego? Anything on the personal front or just business? Jeff:  I have the opportunity where we're doing some training up in Sunnyvale. My wife was with me. I said, "Why don't we just come down the West coast? We'll do a little road trip, rent a sports car. Stop at all the nice locations. [laughs] [crosstalk] Jeff:  That's what we did coming down here to San Diego. We're about to do that to go back up again. I have a Scrum at Scale training in Sunnyvale on Monday, Tuesday. That's been fun. Bob:  It's humid here which is an odd experience in San Diego. Jeff:  Yes. [laughs] Bob:  Thank you very much, Jeff. I really appreciate the time. I look forward to doing the train‑the‑trainer course with you coming up. Jeff:  Thank you very much for inviting me. Bob:  Thank you. The Agile Toolkit Podcast is brought to you by LitheSpeed. Thanks for tuning in. I hope you enjoyed today's show. If you'd like to give feedback or be on the show, you can ping me on Twitter. I am @agiletoolkit. You can also reach me at bob.payne@lithespeed.com. For more free resources, transcripts of the show and information about our services, head over to lithespeed.com. Thanks for listening. [music]

Recorded during the Agile2018 conference in San Diego, James Gifford sat down with Billie Schuttpelz, Charles Neighbors, and Valera Kushnir to talk about agile team maturity.  The discussion then runs the gamut, covering topics like toxic team members, scrum master candidates, how to address team dysfunctions, and they poke around the question of "Should a scrum master be able to write code?"  Enjoy! Support the Agile Uprising by making a contribution via patreon.com/agileuprising    

San Diego based April Wensel is the founder of Compassionate Coding. After a decade in software, she noticed that there was a lot of suffering in the industry. Rather than just assuming that that can't be changed, Wensel decided compassion was the answer. In this podcast, Wensel shares her experiences helping businesses to be more compassionate in not just business matters but also in their own interpersonal conduct. She also gives a useful definition of what compassion is (recognizing suffering and acting to end it) and is not (pity, or just faking niceness). And because all businesses are made up of people, anyone can get started being more compassionate. Individuals can get in touch with their core values and businesses can take a cultural retrospective. Accenture | SolutionsIQ's Leslie Morse hosts at Agile2018 in San Diego. Reach our guest:Twitter @aprilwenselcompassionatecoding.com/ The Agile Amped podcast is the shared voice of the Agile community, driven by compelling stories, passionate people, and innovative ideas. Together, we are advancing the impact of business agility. Podcast library: www.agileamped.com Connect with us on social media! Twitter: twitter.com/AgileAmpedFacebook: www.facebook.com/agileampedInstagram: www.instagram.com/agileamped/

Krys Blackwood is a Senior Lead UX Designer at NASA Jet Propulsion Lab in Pasadena, California. With her design team, she is creating a cultural change in an 80-year-old organization that's used to shipping things in a very waterfall way, "which makes sense when you're working with a billion dollar space craft." Blackwood has even gone so far as to travel to places like Spain and Australia to physically sit and work with the engineers who control space craft far out in space, to get a better understanding of their UX. "We are inserting a user-centered approach into robotic exploration of the solar system," she says. In her presentation at Agile2018, she shares case studies of work ranging from using AR/VR to drive rovers on Mars to making operations of the upcoming Europa Clipper mission simpler, faster and more pleasant for the human beings who have to do them. Accenture | SolutionsIQ's Howard Sublett hosts at Agile2018 in San Diego. To reach our guest and learn more:Twitter @NASAJPL and @shodoshan hi.jpl.nasa.gov/ The Agile Amped podcast is the shared voice of the Agile community, driven by compelling stories, passionate people, and innovative ideas. Together, we are advancing the impact of business agility. Podcast library: www.agileamped.com Connect with us on social media! Twitter: twitter.com/AgileAmpedFacebook: www.facebook.com/agileampedInstagram: www.instagram.com/agileamped/

話したこと 楽天 @kawaguti さんとともに、Agile2018 in San Diego 会場から中継です。 Podcast へのフィードバックをぜひ #omoiyarifm までお願いします！ Agile2018 Conference in San Diego #24 Global Scrum Gathering® San Diego 2017 に行ってきた Keynote について Agile2018: The Future of Work & Healthy Teams (that might not be agile) (Dominic Price) Efficiency vs Effectiveness, Output vs Outcome Atlassian Team Playbook - Team Building Activities that Work Agile2018: What is the story with Agile data? (Troy Magennis) Hans Rosling's 200 Countries, 200 Years, 4 Minutes - The Joy of Stats - BBC Four - YouTube NoEstimate Business Agilty Linda Rising Fearless Change アジャイルに効く アイデアを組織に広めるための48のパターン Agile Japan 2011 プログラム Kenji Hiranabeさんのツイート: “「リーダーの大切な資質を一つだけ挙げるとすれば、明るいこと。リーダーに相談にいったら、元気になって帰ってくるようでなければ」by 野中郁次郎” Bird がすごい

(@OopslandBillie), Cheryl Hammond (@bsktcase)and Joanna Vahlsing (@joannavahlsing) joined Ryan Ripley (@ryanripley) to discuss Women in Agile 2018.Billie Shuttpelz  [featured-image single_newwindow=”false”]Billie Shuttpelz – Agile Coach, Trainer, and All Around Awesome Person[/featured-image] In this episode you'll discover: Back for its third consecutive year, Women in Agile is on Sunday, August 5, 2018 (the day before the Agile2018 conference) in San Diego, CA. Click here to register. This year’s keynote is by April Wensel, an international speaker, and the founder of Compassionate Coding, a social enterprise that's bringing emotional intelligence and social consciousness to the software industry through training and coaching. How mentorship grows the community The power and value of diversity on teams Links from the show: Women in Agile 2018 – http://womeninagile.com/ Please submit a talk idea How to support the show: Thank you for your support. Here are some of the ways to contribute to the show: Share the show with friends, family, colleagues, and co-workers. Sharing helps get the word out about Agile for Humans Rate us on iTunes and leave an honest review Join the mailing list – Check out the form on the right side of the page Take the survey – totally anonymous and helps us get a better idea of who is listening and what they are interested in Leadership Gift Program Make a donation via Patreon Book of the Week: [callout]Geared toward women who are considering getting into tech, or those already in a tech job who want to take their career to the next level, this book combines practical career advice and inspiring personal stories from successful female tech professionals Brianna Wu (founder, Giant Spacekat), Angie Chang (founder, Women 2.0), Keren Elazari (TED speaker and cybersecurity expert), Katie Cunningham (Python educator and developer), Miah Johnson (senior systems administrator), Kristin Toth Smith (tech executive and inventor), and Kamilah Taylor (mobile and social developer). Written by a female startup CEO and featuring a host of other successful contributors, this book will help dismantle the unconscious social bias against women in the tech industry.  Click here to purchase on Amazon. [/callout] [reminder]Which topic resonated with you? Please leave your thoughts in the comment section below.[/reminder] Related Episode: Want to hear another podcast about the life of an agile coach? — Listen to my conversation with Zach Bonaker, Diane Zajac-Woodie, and Amitai Schlair on episode 39. We discuss growing an agile practice and how coaches help create the environments where agile ideas can flourish. Help promote the show on iTunes: One tiny favor.  — Please take 30 seconds now and leave a review on iTunes. This helps others learn about the show and grows our audience. It will help the show tremendously, including my ability to bring on more great guests for all of us to learn from. Thanks! Agile Dev West conference offers you the perfect opportunity to get away from distractions to immerse yourself and improve your agile skills in hot areas such as agile and lean development, scaled agile development, agile teams and leadership, digital transformation, and more. Agile for Humans listeners use code “AFH18” to receive 10% off their conference registration. Check out the entire program at adcwest.techwell.com. You'll notice that I'm speaking there again this year. Attendees will have a chance to participate in my half-day sessions on advanced scrum topics called Coaching Workshop: Taking Your Scrum to the Next Level, as well as Rethinking Your Retrospectives. I hope to see many Agile for Humans listeners in Las Vegas – June 3-8, for this great event. The post AFH 093: Women in Agile 2018 appeared first on Ryan Ripley.See omnystudio.com/listener for privacy information.

Ahh, the joys of Agile Opens. Meeting and mingling with fellow practitioners while learning new ideas and sharing experiences. For this episode, Vic (@AgileCoffee) traveled to Seattle for the Agile Open Northwest before bopping down to San Diego to visit Agile Open San Diego. Both multi-day events were held in February. In Seattle, Vic was joined by David Snook, Joel Bancroft-Connors (@JBC_GC), Dain Charbonneau (@Dainpc) and Harold Shinsato (@hajush). In San Diego, Vic sat with Rich Clingman, Jason Kerney (@JasonKerney) and Sarah Wiezel. Topics from this episode include: Agile Ethics Happy does not equal Healthy What does Agile look like when we have AI team members? The Value of NOT being defensive about Agile Training from the Back of the Room Vic is a TBR Certified Trainer of Sharon Bowman's Training from the Back of the Room (TBR) curriculum, and he's offering two upcoming TBR classes in California: August 4 & 5, 2018 (prior to Agile2018) in San Diego September 15 & 16, 2018 (after AOSC) in Irvine Visit TBRCal.com for more information and to sign up for emails (and discount codes). Links to items mentioned in episode 58 Agile Fluency Project Axiology and The Structure of Value: Foundations of Scientific Axiology by Robert S. Hartman (book) Dr. Barbara Fredrickson, Eustress and the Yerkes-Dodson Model The Agile Coffee Podcast is a proud member of the Agile Podcast Network!

Vic (@AgileCoffee) is joined by Larry Lawhead (@LarryLawhead) and Ben Rodilitz (@BenRodilitz) at the home of Colleen Kirtland (@PurposeCreator) for a kitchen session recorded on January 6, 2018. Topics from today's episode include: Whole (Food) Systems Health: regenerating our teams and ourselves Design Thinking and Agile Acrimony within the Agile Community Mob Programming for Vendor Management Read any good books? Training from the Back of the Room Vic is a TBR Certified Trainer of Sharon Bowman's Training from the Back of the Room (TBR) curriculum, and he's offering two upcoming TBR classes in California: August 4 & 5, 2018 (prior to Agile2018) in San Diego September 15 & 16, 2018 (after AOSC) in Irvine Visit TBRCal.com for more information and to sign up for emails (and discount codes).     Links to items mentioned in episode 57 The Homestead Education Center in Starkville, Mississippi The Souls of Black Folk by W.E.B. Du Bois (book) Sprint: How to Solve Big Problems and Test New Ideas in Just Five Days by Jake Knapp and John Zeratsky (book) How Emotions Are Made: The Secret Life of the Brain by Prof. Lisa Feldman Barrett Ph.D (book) Extreme Ownership: How U.S. Navy SEALs Lead and Win by Jocko Willink and Leif Babin (book) Team of Teams: New Rules of Engagement for a Complex World by General Stanley McChrystal and Tantum Collins (book) Antifragile: Things That Gain from Disorder by Nassim Nicholas Taleb (book) The Agile Coffee Podcast is a proud member of the Agile Podcast Network!