Podcasts about daily standup

In the spirit of showing our work - I figured I'd take this solo episode as an opportunity to walk you through a renewal flow I've been working on with the team! We also talk about my recent appearance on The Daily Standup where we talk about overcomplicating digital CS. Lastly, I'd love for you to submit your own work for a mini show-and-tell where you come on to talk about the great things you're building!Chapters:00:00 - Intro 03:41 - Overcomplicating digital05:18 - Digital automation should support the human, not the other way around07:28 - Showing my work: Pre-renewal flow12:10 - Design these flows WITH your teams - not in a bubble13:05 - The renewal flow18:34 - Is it overkill?21:10 - What I don't like about the flow - future expansion22:05 - Let your customers choose how they want to be communicated with24:00 - Submit your own work for the show ! Alex@digitalcustomersuccess.comEnjoy! I know I sure did... Thank you to our sponsor, QueryPal!QueryPal is an incredible platform for support leaders who want to optimize their operations! Support the show+++++++++++++++++Like/Subscribe/Review:If you are getting value from the show, please follow/subscribe so that you don't miss an episode and consider leaving us a review. Website:For more information about the show or to get in touch, visit DigitalCustomerSuccess.com. Buy Alex a Cup of Coffee:This show runs exclusively on caffeine - and lots of it. If you like what we're, consider supporting our habit by buying us a cup of coffee: https://bmc.link/dcspThank you for all of your support!The Digital Customer Success Podcast is hosted by Alex Turkovic

Season Hughes: How A Product Cancellation Tests a New Scrum Master's Growth Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. As a new Scrum Master, Season faced a challenging situation when her team learned their product would be canceled. Initially, she made the mistake of telling team members they could skip daily standups if they had higher priorities, leading to unexpected low attendance. During the retrospective, she transformed this challenge into a learning opportunity by helping team members reflect on their personal growth and lessons learned. This experience taught her the importance of maintaining team ceremonies while providing individual support during difficult transitions. In this segment, we talk about ORSC, a systems inspired team and relationship coach training. Self-reflection Question: How would you maintain team engagement and motivation when facing a product cancellation? [The Scrum Master Toolbox Podcast Recommends]

Mateusz Komander: When Process Becomes a Prison, Breaking Free from Over-Rigid Agile Team Practices Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. Working with an airline scheduling tool development team, Mateusz encountered a situation where rigid processes became a self-imposed prison. Instead of adapting to challenges, the team's response to missed deadlines was to add more process layers, particularly around testing.  The daily standups became status reports rather than collaboration opportunities, with team members focused on appearing busy rather than supporting each other. Through careful intervention, Mateusz helped transform their daily meetings to focus on future collaborations and mutual support needs. Self-reflection Question: How can you identify if your team's processes are serving as protective measures or becoming barriers to effective collaboration? Featured Book of the Week: Managing for Happiness by Jurgen Appelo Mateusz recommends "Managing for Happiness" by Jurgen Appelo as an essential read for Scrum Masters. This book stands out for its practical combination of tools and real-life examples, helping create better environments for teams' daily work. Its inspirational approach makes it particularly valuable for Scrum Masters looking to introduce new practices and ideas to their teams. In this segment, we also refer to Emotional Intelligence, by Daniel Goleman.  [The Scrum Master Toolbox Podcast Recommends]

5) The REAL Reason Why People HATE Scrum - Abigail Sundayhttps://www.dailystanduppodcast.com/podcast/episode/1a1f6416/the-real-reason-why-people-hate-scrum-abigail-sunday 4) How Teams Handle Unplanned Work & Interruptionshttps://www.dailystanduppodcast.com/podcast/episode/2a34a23c/how-teams-handle-unplanned-work-and-interruptions 3) Agile, ADHD, & Time Blindnesshttps://www.dailystanduppodcast.com/podcast/episode/dcbd4754/agile-adhd-and-time-blindness 2) Sprint Review - Sprint Demo - Sprint Retro - What's The Difference?https://www.dailystanduppodcast.com/podcast/episode/503e061e/sprint-review-sprint-demo-sprint-retro-whats-the-difference 1) Are User Stories & Story Points Required? No... - Mike Cohnhttps://www.dailystanduppodcast.com/podcast/episode/1a5b8908/are-user-stories-and-story-points-required-no-mike-cohn Bonus - FASTEST Growing Friday Episode = The World's Most Expensive Lamb - Bring Tissues... https://www.dailystanduppodcast.com/podcast/episode/1b13e011/the-worlds-most-expensive-lamb-bring-tissues Happy New Year! 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/ 

New workplace – feels like more is getting done, but food bills have gone up! Daily Standup – tell others what you did yesterday and what you plan to do today Finding a friend if you are self-employed Making a tick list between the two of you and tick them off as the day goes ... Read more

Doug Rabow: Daily Standups as a Success Barometer in Agile, And Other Lessons For Scrum Masters 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. In this segment, Doug discusses the dual aspects of success for Scrum Masters: defining it and demonstrating it to others. We also talk about how the quality of daily standups reflects the overall health of the Agile practices in the team. We also explore how fostering an environment of good-faith feedback and continuous improvement can lead to success for Scrum Masters and Agile Coaches. Featured Retrospective Format for the Week: Asking Questions In this segment about Agile Retrospectives, Doug highlights the importance of asking pointed, empathetic questions during retrospectives to uncover deep insights about team dynamics and challenges. We learn about the role that well-crafted questions play in driving continuous improvement. And learn how Doug's approach of integrating impactful questions into conversations, helps teams to navigate and overcome obstacles more effectively.   [IMAGE HERE] Retrospectives, planning sessions, vision workshops, we are continuously helping teams learn about how to collaborate in practice! In this Actionable Agile Tools book, Jeff Campbell shares some of the tools he's learned over a decade of coaching Agile Teams. The pragmatic coaching book you need, right now! Buy Actionable Agile Tools on Amazon, or directly from the author, and supercharge your facilitation toolbox!    About Doug Rabow Doug is a passionate practitioner of Lean-Agile strategic management with a focus on developing empowered teams and Lean process improvement.   You can link with Doug Rabow on LinkedIn.  

Peter Müller: Improving Scrum Daily Stand-Ups That Have Lost Focus And Become Long And Cluttered 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. When Peter took over a larger team, the daily stand-ups became cluttered with discussions that made the stand-ups long and unfocused. Stakeholders joined in, turning these meetings into mini-conferences that were even less focused. Peter initially thought he had a solution, but the team quickly reverted to old habits.  Does the Scrum Master need to step in to fix this anti-pattern? Or would it complicate things further? This episode dives into the nuances of managing a large team's dynamics and the importance of discerning which battles to fight. Peter shares crucial coaching tips, reflecting on why asking "why" might not always unearth the underlying issues. Discover how a solution-focused approach can redirect team efforts towards more productive outcomes.   [IMAGE HERE] Recovering from failure, or difficult moments is a critical skill for Scrum Masters. Not only because of us, but also because the teams, and stakeholders we work with will also face these moments! We need inspiring stories to help them, and ourselves! The Bungsu Story, is an inspiring story by Marcus Hammarberg which shows how a Coach can help organizations recover even from the most disastrous situations! Learn how Marcus helped The Bungsu, a hospital in Indonesia, recover from near-bankruptcy, twice! Using Lean and Agile methods to rebuild an organization and a team! An inspiring story you need to know about! Buy the book on Amazon: The Bungsu Story - How Lean and Kanban Saved a Small Hospital in Indonesia. Twice. and Can Help You Reshape Work in Your Company.   About Peter Müller Peter is a seasoned Agile coach and transformation consultant with extensive experience in fostering agile environments and enhancing team dynamics. His expertise in solution-focused coaching has helped numerous teams optimize their operational efficiency and adapt to agile methodologies effectively.   You can link with Peter on LinkedIn and connect with Peter on Twitter.

Top 3 Ways To Leverage The Daily Standup Podcast Listen to the Podcast Episodes to help you learn Agile and teach others about Agile Replace your organization's book club with aPodcast Listening Party Use the podcast for research and discovery 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/

Toby Rao: Success Metrics for Scrum Masters Which You Can Observe In The Daily Meeting 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. In this episode, we discuss how to achieve true self-organization within the team. Toby's perspective is that success is measured by several key factors, including active participation and engagement in daily standup meetings. Toby suggests we assess our success by observing if team members are paying attention, interacting with one another, and openly sharing solutions during these meetings. Featured Retrospective Format for the Week: The 4 L's and generating learning opportunities Toby's favorite retrospective format is the "4 L's retrospective," which stands for Liked, Learned, Lacked, and Longed for. In this segment, he highlights its effectiveness in generating ideas, with a particular emphasis on the "learned" component. Toby stressed the importance of continuous learning for both himself and his team, making it a central theme in his retrospectives. The format encourages sharing valuable learning moments and contributes to the team's growth and improvement.   [IMAGE HERE] Retrospectives, planning sessions, vision workshops, we are continuously helping teams learn about how to collaborate in practice! In this Actionable Agile Tools book, Jeff Campbell shares some of the tools he's learned over a decade of coaching Agile Teams. The pragmatic coaching book you need, right now! Buy Actionable Agile Tools on Amazon, or directly from the author, and supercharge your facilitation toolbox!    About Toby Rao Toby is an ICF-credentialed Coach and accredited IC Agile trainer, and practices as a certified Executive coach. With a dynamic Agile journey beginning in 2007, he's an active contributor to the global Agile community. He is based in Washington DC Metro, and speaks at Agile events worldwide and co-founded the A20 Agile conference. Toby also co-founded two thriving Agile meetups in the Washington DC area, with a combined 1300 members. You can link with Toby Rao on LinkedIn and connect with Toby Rao on Twitter. 

Do you faithfully hold weekly 1-1 meetings with each member of your team? Jeremy Barr explains why this is the most important thing you can do as a leader. In this fast-paced conversation, Jeremy shares lots of nuggets about leadership that he's learned from his various executive roles and now teaches to company founders, business owners, and leaders. He's on a mission to have a positive impact on 3 billion people, and you'll be fascinated to learn the approach he's taking to reach that audacious goal. Jeremy has been CTO, COO, CEO and VC investor. As a leader, he has managed teams of teams of people. He is currently building the world's largest investor and founder network. He created his company Rocket Mindset to rapidly uplevel the skills of founders and leaders. Jeremy is unique among the guests on this show because of the size of the positive impact he intends to have. Everything Jeremy does is to impact 3 billion people…and have a lot of fun while doing it. To achieve this audacious goal, Jeremy is working with his global team of investors and founders to run, invest in, and advise a ton of companies with the intention of growing them and the humans inside them rapidly.  His favorite things are to find and create high quality, highly evolved humans. You'll discover: What you should learn during the interview process to ensure you hire the right personHow to make an effective pitch, no matter what idea you're trying to sellA winning approach when you want to help two people resolve a conflictWhy daily stand-ups with your team create greater clarity, focus, and productivityThe kinds of questions to ask that help your team become autonomousCheck out all the episodesLeave a review on Apple PodcastsConnect with Meredith on LinkedInFollow Meredith on TwitterDownload the free ebook Listen Like a Pro

Bio Mahesh Jade is an esteemed agile evangelist and thought leader dedicated to the noble cause of fostering winning teams and products. His expertise lies in coaching teams, companies, and departments to implement Scrum and Agile methodologies, instigating profound improvements and transformative changes in their work processes and value delivery. Beyond coaching, Mahesh frequently conducts enlightening workshops and sessions on various topics including Scrum, agile leadership, facilitation, team dynamics, and experimentation, providing firsthand experiences in the realm of agility. Notably, Mahesh serves as the esteemed organizer of the India Community of 'The Liberators', further showcasing his dedication to fostering a vibrant and thriving agile community. With a multifaceted background encompassing roles as a developer, project manager, Scrum Master, and Agile Coach, Mahesh possesses a comprehensive understanding of both technical and organizational challenges. Leveraging strong visual acuity and an unwaveringly innovative outlook, he continuously discovers ways to infuse agility tailored to the unique shape and structures of teams, products, and practices. Mahesh's outstanding achievements have garnered recognition and widespread acclaim. His work has been featured in renowned platforms such as the Scrum Master Toolbox Podcast, research papers in the International Journal of Trend in Research and Development, and their YouTube channel, which hosts captivating recordings from a series of their talks at conferences, agile festivals, and workshops. Interview Highlights 04:25 The Agile Manifesto and Choosing 07:35 Research Paper Findings 08:25 Facilitation over “Facipulation” 09:40 Done over Doing 13:35 Now over Then 17:30 Visual Scrum 28:16 A, B, c, d way of managing Self 30:00 A.R.B Formula to Stay Present 33:15 Business Glossary of Agility for Presenting a Change Social Media          LinkedIn https://www.linkedin.com/in/iammaheshjade/          Medium https://medium.com/@maheshjade/about          YouTube https://www.youtube.com/c/MaheshJade         Medium Article on Visual Scrum Experiment https://medium.com/@maheshjade/visual-scrum-reach-goals-every-iteration-fefb86c1aa35  Books           Mahesh's paper Title: The Weakest Link: Towards Making An Organisation More Agile Link: http://www.ijtrd.com/ViewFullText.aspx?Id=25113           Eat That Frog by Brian Tracy Eat That Frog!: Get More Of The Important Things Done Today: Amazon.co.uk: Tracy, Brian: 9781444765427: Books           Fixing Your Scrum by Ryan Ripley and Todd Miller https://www.amazon.co.uk/Fixing-Your-Scrum-Ryan-Ripley/dp/1680506978          Evolvagility by Michael Hamman Evolvagility Explorer Series — MichaelHamman           The Art of Thinking Clearly by Rolf Dobelli https://www.amazon.co.uk/Art-Thinking-Clearly-Better-Decisions/dp/1444759566           Movie - 3 Idiots https://en.wikipedia.org/wiki/3_Idiots  Episode Transcript Intro: Hello and welcome to the Agile Innovation Leaders podcast. I'm Ula Ojiaku. On this podcast I speak with world-class leaders and doers about themselves and a variety of topics spanning Agile, Lean Innovation, Business, Leadership and much more – with actionable takeaways for you the listener. Ula Ojiaku Hi Mahesh. Thank you so much for joining us on this episode of the Agile Innovation Leaders Podcast. Mahesh Jade Thank you Ula, thank you so much. I'm completely excited. Ula Ojiaku I'm excited as well and I'm looking forward to our conversation. So you currently work for PwC, and we understand that everything you say is your own opinion, you're not representing your employer. So we acknowledge that. So on that note, can you share with us your journey so far and how you've gotten to where you are right now? Mahesh Jade Mm-hmm, yeah I follow metaphors pretty much in my life, so today I have really this metaphor in my mind of a story, of a book of short stories where we have got plenty of short stories, and at the end of each story there is some wisdom, some cool things, some good thing to remember. I mean, if I try to summarise my growing up and becoming what I am today, it was a journey of trying to be meaningful, because of the simple reason that when I started off as a software developer, I was doing development, pretty well, but then internally within me, I don't think I enjoyed that completely. Then I thought, okay, I find a lot of passion towards creativity, so let's do UI and UX. I did that, did it pretty well, and again, noticed that, okay, again, this is not something that I completely like that I, where I completely find my character, and then I got introduced to Scrum and Agility, and it was around 2016 end, and I know that there have been no moments after that where I have looked back. It's like I have found my passion, found my energy, found my character. And then there are a couple of small instances into my journey which really map to what we do in Scrum and Agility. So I can share them. So, it's like, I was third day of my career when I was in office, a small office where we used to sit just together, my CEO will be just next to me, and it was just third day in my office and I went into his cabin telling him that, you know, we have a potential to build this feature. It is very much there, but we do not see that on our website, and people just thought, okay, you are just doing crazy, it's your third day in office and you are directly getting into conversation with your leader and suggesting something, which is a change into the product. So I think my career, and my journey have been, on a very similar note, it has been fearless. It has been about making some change happen. It has been about trying out something different, that excites me. So, while I was working into softwares, I'll just connect these dots together. So, at one point of time, because I was not enjoying things completely, I thought, okay, I'll try filmmaking and I will get into the field of creative copywriting. So I tried that at a certain moment, but I could not go further into that. And then there was this moment when I decided that, okay, whatever I do in my career now, whichever field I get into, I'll make sure that I put my creative into my field. And Scrum was that point, I found Scrum to be the perfect ground to apply creativity, to work with people, to really circle around changes and improvements. I really enjoy that and I find it to be the perfect ground to apply creativity at work. Ula Ojiaku That's interesting you saying something like a journey, you want it to be meaningful and you tried different things until you hit on what seemed to be, you know, the thing for you that taps into your creativity, your enthusiasm, your passion. And so you said something before I hit the record button to me, you know, in terms of what, a parallel you've made between the Agile Manifesto and for the listeners, if you're not aware of the Agile Manifesto, it's more of a, you know, a set of values and principles that govern the ways of working that have come to be termed as Agile, which originated in software development. But back to you, Mahesh, you know, something in the power in the Agile Manifesto and the power of choosing. Can you tell us about this? Mahesh Jade Absolutely, Ula. I think I'm really fascinated by this word ‘over', which is used into Agile Manifesto. As an example, when we say individuals and interactions over processes and tools, I find power into it because, it gives us a choice to make. It is not a directive, a sentence that you do this and you do not do that, because I feel we, as humans, are wired to given choices and act into the zone of freedom. And there we come into our character more, more often  than not. So if we tell a small kid that don't look at the red pen or just don't do something, they are, they're prone to do the same thing again and again. And as we grow up, I think that that innate behaviour stays within us, where if we are told to not do something, we might actually do that, and we may not enjoy that. So this notion of something over the other, like more valuable over less valuable, I feel that to be very powerful. When I wrote my research paper, probably my second research paper on IJTRD, which is the International Journal of Trend in Research and Development, I was reading through materials and then I found everything that was getting discovered, landing into a theme that was around something over the other. So I would like to talk about that as well, the research paper ended into six different themes, about something over the other. And this paper is for leaders to really have the right goals into their minds. And when they are getting into a new ways of working where things are not straightforward, things are complex, and we have to be adaptive. So how do we set up the right goals? Like a highly valuable goal over a less valuable goal. Ula Ojiaku That's interesting, the power of choosing, you know, what's more valuable, and it also aligns with, you know, Agile, the heartbeat of Agile, you can't do everything at once, so you prioritise. And as human beings, the way we work is we thrive in environments where we feel like we have a say instead of being compelled to do something. So you are pulling or drawing out that motivation that's already inside people when they feel like they have a choice and they can, you know, have that say in terms of the direction of things. So tell me more about the findings of your paper. Mahesh Jade Yeah. So the first chapter in this paper was about unleashing the voices, and it was because, it is based on the premise that the organisational structures, they have got(ten) upended. When we say upended, I mean to say, the people who used to be vertically downwards in hierarchy somewhere, now they are actually customer facing. So if we take example of a Scrum team, the members of the team, they get a chance to meet the stakeholders or the customers, or the representative of customers, every two weeks. And that's really different than what it used to be earlier in a traditional way of operating. So at that point of time, I believe that leaders stepping into the new agile leadership journey, they should really choose facilitation over ‘facipulation'. So ‘facipulation' is a mix of manipulated facilitation where the outcome is already conceived into someone's mind and they're trying to just get to that point. Now that does not work into the new ways of working where people are facing customers, they should be empowered, they should be given a chance to be just facilitated, to make the right decisions themself. Like again, getting into a metaphorical way of looking at things, that I'm holding a torch as a leader, as a facilitator, and I throw the light on the right people, or I throw the light on the people who are not speaking up in the moment, or I throw the light on the right problem and I just ask them, okay, what is your opinion about that? So that kind of leadership is really expected in the new ways of working, at the end of the day it's about empowering the people. So that's about it. In a new upended organisational structure, a leader should choose facilitation over facipulation. Ula Ojiaku And what's the next one? Mahesh Jade The next one is probably, it was about performance. But the second finding of my paper was about done over doing, so choose done over doing. It means to say, rather than putting a lot of focus on what are we doing back to back and just getting into a loop of doing, focus on what is getting done by certain period and really have that mindset of creating value on a periodic basis. Now that value could mean a product, a finished product, or an outcome, or it could even mean a good feedback. It is again, good to have an outcome, good to have a win. And I propose that, looking at done is more important than looking at doing all the work again and again and again. Ula Ojiaku Yeah. It reminds me of the saying ‘stop starting, start finishing'. Just looking at what can we push to the finishing, start finishing instead of having so many things open and in progress you've talked about, you know, giving people a voice, and I'm paraphrasing that first one, facilitation over ‘facipulation', I love that new word. Anything else from your research in terms of the themes? Mahesh Jade Absolutely. So it was discovery of six themes and I would take maybe couple of more into them. So the next one it was about taking a leap of faith and it came about when I was doing a Scrum.org class about professional agile leadership. And we were talking about the different maturity levels in the teams, both in terms of the leadership in the team and the people in the team. And there was an interesting insight I got during the class where we get into the system not only to interact at the current maturity level, but we actually want to go to the next maturity level, both as any person in the team, be it the Scrum Master or be it the product owner, or be it your team members, everyone. It's a journey to go to the next level of maturity. And then I propose this theme to be, I call it as elevate over delegate. So, choose elevation, elevate over delegation, I'll give an example. So I'm big fan of Ron Eringa's works where he puts a label of maturity and he names it such as Scrum Master gets started as a clerk probably, and then he becomes an organiser. Slowly, he becomes a coach to the team, and then he becomes advisor. When it comes to the team, they are more likely to follow the, probably directed ideas and slowly people will influence them to do something. The next level could be they're just advised and then they're doing something and the highest possible level can be they're just self organising around, around the world. So the idea in this chapter or in this finding, is really to, if we are thinking that this is a moment to direct a team member, go for influencing probably, like, take the next step, take the next step of delegation if possible. So, operate at your current level of maturity, but also do try to go to the next level. So again, if you think there is a need to influence somebody, just try to advise them and see if they can still do it. If, if you feel that right now, this team needs advice, let's just allow them to self-organise. Probably they'll be able to do it because I feel, we do not only want to address the current maturity of the team members and the leadership, but we also want to go to the next level. So I propose this as a theme that whenever you have a chance, elevate over delegation. So elevate over delegate is the next theme. Ula Ojiaku Awesome. Elevate over delegate. Yes well here's for the next theme on your research from your research. Mahesh Jade Yeah, we'll cover one more and I guess it is about dependencies and creating focus and I have got a small story to share about that as well. So I'll first maybe share the story and then we come to the outcomes of this chapter and what is it? If I have to go to a doctor and just get a medicine and let's say it takes me eight days, I called up the hospital and they gave me the appointment after three days and I went ahead and then, so it took some time. So we never say that it took me eight days to get a medicine. We always say that, okay, I went to the doctor, I took the medicine. When it comes to work, people just put it all together and they get an impression that even if it is moving, or even if it is waiting, they think that we are doing something, which is not true. We should just separate where, when we are doing and when the item is in to wait. So it is very important to create that notion where people focus on now, that what is now and what is really afterwards. So a lot of times people get an impression that because we are waiting, we are doing something, and as a leader, we should develop that focus where people stay in the moment, people stay in now, people don't think too much of the next part in the future, but really focus on what is possible to do right now? And if something is not possible, how do we really park that and get started with another valuable thing if we have into our queue? Can we really work on that? So I think a lot of teams face this challenge where it has got developed as a belief that, probably, and I will talk more about it in the into the next part where people just feel that everything starts on the day one of the Sprint and everything finishes on the last day of the Sprint, which is not true. There are a lot of waits in between, and if we really manage them well, if we stay into the moment, chances are that we will do pretty much well. So this actually, this finding ends up into, again, another couple, of words, into the same notion now over then creating focus and looking at dependency in a different way. Staying into the moment and doing what is possible. So now over then is the next theme that I found it to be, while discovering and working around dependencies and creating focus. Ula Ojiaku So what I'm hearing you say is this, it's about the teams, because there are always going to be things outside our control, whether it's as individuals, as teams, when we're, you know, working towards something. So it's about saying, okay, we plan to do one thing, but something beyond our control is keeping us, let's reassess and know, okay, what is within our control that, at this point in time, that we can still do to help us work towards the original goal? Mahesh Jade Absolutely, absolutely Ula. Ula Ojiaku Okay. Please go on then with your next point, Mahesh. Mahesh Jade Yeah. So I'm done with the finding, sharing findings from the paper. I'll probably touch upon the experiment part. So, I call it a big derail in any of the Scrum teams, or for that matter, agile team, when people have the feeling or the notion that everything starts on the first day of the iteration and it ends on the last day of the iteration, which is completely not true. So, because of this, people just end up splitting the work at the last day of the iteration, or probably they will not call out a need for, probably just stopping some work and choosing something else. Those decisions do not happen in real time. So we started off with a small experiment and we named it as Visual Scrum. So I think I learned about it somewhere in one of the forum where people were sharing experiments and I do not exactly recall that, but then we built on that and we created a Mural visual board, which I have got a few stickers with me where  it's a small printout of how that went. So those who are just listening to the podcast, I can make it easy for them it's just a simple way to represent when work starts and when it is supposed to finish in a iteration. So it's like a long strip of sticky note, which represents that, okay, this work starts on Monday and it finishes on Thursday, something like that. So the experiment was simple. We wanted to make sure that people get the understanding that not everything starts on the first day and not everything finishes on the last day, and as soon as we started this, we started concluding our Sprint planning where people visually said that, okay, we have our eight stories. Three of them start on day one. Five of them are actually dependent, we'll just look at them after three to four days, and then people started changing the size of that rectangle about when it starts and when it finishes. And that itself was very powerful for people where they felt that, okay, we are not engaged full-time, we have a good buffer right now. Only two stories are important and the whole team can support that work. It is not that only the primary owner of the story will work on that. Slowly, what we started discovering was that, at a particular point in the second week, people are noticing that, OK, half of the stories are somehow done because we have developed a habit that let's keep the batch size or the sides of the story to be lesser than a week or so. So there are larger chances of completing that, and slowly we started discovering in this experiment, which was very visual to understand that we got started with eight stories or nine stories, but right now half of them are partially completed. Now we have a focus of only this left over part and then if the pin on that story, on that visual board is not moving for a particular story for a couple of days, that was getting highlighted very quickly, where people thought, okay, this story is blocked from last three days, something is wrong. Either we have to stop it completely and take it into the next Sprint, or we can just split it and probably look at a new acceptance criteria. So I know I'm covering it in pretty fast detail, but I can share a blog post that I'm intending to write on this experiment so people can get deeper into it and just look at it in a step by step way. But the point I'm trying to make here is that this derail can be avoided if people make the system visual. People should look at a notion where, as I said, not everything starts on the day one, not everything finishes on the last day, making sure that people understand that what is currently in progress and what is now, what is then, and then really focusing on the current stories, finishing them probably, and then making sure that if something is not moving into the system, call it out at the right time, rather than waiting until the end of the iteration. I think people found it very good and they improved their, I mean, velocity is not really a good measure to measure agility, but this team was completely, this set of teams were completely at a different level of operating when they felt that, okay, we used to take, earlier, we used to take some eight to nine stories into the Sprint. Now we can take even more than that, or even if we do not take too many of them currently, we have a very good control over completing these stories and achieving the Sprint goals. So visual, making the system visual, has a lot of potential to make sure that we achieve goals iteration after iteration, and I think that was valuable when we understood this. Ula Ojiaku So in Lean you would have the concept of the flow of the work and the throughputs you are getting things, you know, from started to done within that time box. And when would you typically, as you mentioned, you know, if the team is not moving, then the team can note, okay, or have a conversation around do we continue with this story? Do we split it? Do we put it back in the backlog? What sort of instances would they have to, or opportunities would they have to actually make this assessment? Mahesh Jade Yeah, so we have just made this complete experience , a creative experience for people where if the pin is not moving for two days, whenever the pin is stuck, we will make sure we will add a black sticky note at the end of that rectangle, calling out the dependency, that what needs to happen in order to move this pin from this day to the next day. And if that pin is not moving for a couple of days, that black sticker keeps on getting highlighted in every check-in event that we have in every daily Scrum. And probably after two days or so, we'll decide, okay, this is not moving. Let's take some decision, let's not wait until the end of the Sprint, let's take a decision right now that either we park it and we pick up something from our buffer, from the top of the backlog or we just split it and look at a different acceptance criteria, and it was pretty good. Ula Ojiaku Okay. So thanks for clarifying. So just to, you know, delve a bit more, especially on, with respect to the audience so that it's clearer, more explicit, assuming this is a Scrum team, would the Daily Standup be a good opportunity for them to actually make these evaluations, or would there be something or maybe the meet after? Mahesh Jade I would say, I mean, we intend to make the right decisions about splitting a story or probably making them, breaking them into parts, or sometimes we just want to make sure that we look at the top of the backlog if we do not have enough work in our hands. And by making the system visual, if I got your question correctly, I think making the system as visual as possible and putting some creative majors around it, if team can take the right decision at the right point, rather than waiting until the end of the Sprint, we are more likely to achieve the Sprint goals, is what we achieved through this experience, and we named it as Visual Scrum, and it was just simple. Whatever we are doing, just let's just represent it on a whiteboard in a very clear cut way, okay? Where we are currently, what is in progress, and what is already done, and what is remaining. So creating that complete bifurcation, that was powerful for people because otherwise everyone always felt that we are in an iteration. We have got, let's say eight to ten stories and all of them are in progress, that was an unconscious understanding that we were able to break by making the system visual. Ula Ojiaku And how is it different from a Kanban board because you know, a Kanban board you, again, that's borrowing from, has its origins in the Toyota production system, but as we use it nowadays, we know about, you know, you have columns to do, in progress, done, in the simplest form. So your visual representation, how is it different from, or how does it build on the normal timeline? Mahesh Jade Absolutely. So we did not do away with the current boards that we had into JIRA at that instance, but I'll put this on screen. But if you look at this closely, this gives a lot of information in a very quick way. Right now, what I see is that I'm into the middle of the Sprint, half of the stories are already finished. The story that is remaining, that is also, there is just a partial part, which is remaining. And I also have a story parked into my backlog at the top of the backlog. So the team comes to know that okay, a lot of work has already finished one work that is in progress, it is not much, it is trivial. So now I have power to pick up what is at the top of the backlog. So we did not do away with the Kanban board, they were still helping us, but we wanted to create a visual representation of what is done and what is in progress. So yeah, I think that was about the experiment. Ula Ojiaku Okay. And one more question because, again, it's really about wrapping my head around how one would apply it. So would it be the Scrum Master that would be checking this and then congregating the team to have a conversation, or anybody in on the team can do this? Mahesh Jade Yeah. So, the Scrum Masters of these teams, when we introduce them to this experiment, they started managing this board completely in the beginning. And slowly when the team matured, they were like, so there was somebody who would nominate to move the pins on the board. It could be the Scrum Master and sometime later some team members started facilitating that. But yeah, in the beginning it was the Scrum Master who tried to become a custodian of this visual presentation. Later, they just hand it over to the people. Ula Ojiaku Thanks for clarifying. Is there anything else about your experiments, any key learnings then? Mahesh Jade I think there was a moment of resistance when people were like, okay, why are we doing this? Should we do it? And I recall we were just adding it as a visual, creative visualisation of our system. And we said, you know, folks, there are two parts to this experiment, and let's just give it a try for the first part. If that works, we'll get into the second, but let's just try, make a nimble start. And I know in my mind that there was never a second part to the experiment. It was only this small experiment that we wanted to do. So I think that is a learning from that experiment that sometimes people want to be nimble into the experiment, people want to make a small start. So we can sometimes just look at the change as if it's really small and we can actually keep the size of the change very small so that it is easy for people to consume. And even if there are no second part to the change, it is okay. Simple changes are always good changes, no big deal. Ula Ojiaku So keeping it simple and just, because we as human beings would cope better when, you know, things are changed in an incremental manner, in small increments rather than big, massive changes. Now, in your experience and in your practice, what tips would you have for the audience? Mahesh Jade This is interesting. I think I have got a very small set of tips. They look very simple at times, but because they have worked for me again and again, I am really inspired to share them with the people so that probably it'll also work for them. So the first tip is like organising around your day in following the notion of A, B, c, d, where the A and B are capital, c and d are really small. And what I really mean by that is that, throughout the day, whatever work that we have, the coaching interventions or the items from our coaching backlog, if you really pick up two high priority item that are going to take some time and two trivial items, small items, which are really like smaller in nature, but they will create some way for next day, they could be like small activities focusing on two big things and two small things in a particular day, in a way limiting the work in progress for us, is really powerful. And we all know that limiting work in progress is powerful, I just put it in my cover of A, B and c d. So, A and B are really two important big things, and c and d are really trivial and it looks pretty simple, but it works again and again. Whenever we, I try to organise my day around, okay, what is this least possible thing I can do to go to the next part that I want to achieve or to help this team to go to the next level of maturity. Ula Ojiaku A and B and c and d, it reminds me of Brian Tracy's book, Eat That Frog and he said, if you know you had to do something that you're dreading, you know, and what could be more horrible than eating a frog, it's better to do that thing first, especially if it's the most valuable thing. So your A and B, you know, big A and B, and c and d reminds me of that. And was there any other tip? Mahesh Jade I think, since I started as a Scrum Master and then I started working with more teams and started getting into a mode where we are trying to bring a change at a larger scale, something which was very internal, not really related to agility, probably as a human, but it still worked, it still gave me some essence to hold onto, and I call it as ARB, A for attitude, R for Routine, and B for Blessing. And what I mean by that, where I have seen sometimes, things can really overwhelm us, sometimes some things are into our hands, sometimes it is just not into our hands, and sometimes the challenges are really very tricky to address. So in those times, I try to make sure that sometimes I try to focus on really the attitude part of the self, where even if things are going in the direction where we don't want them to be, we really keep track on the attitude, okay, are we in the right attitude? But it is not always easy to keep, to stay in the top possible way and, stay at the top of the attitude sometimes. So I discovered that when that does not happen, getting into the right routine, getting into the movement or doing something really helps. So I think there is a point when we are moving and suddenly something happens and then we get into a point when, okay, we can really, we are into back into the shape and we can again get into that situation where we are, we are seeing some light ahead. And the third part is really blessing, which I feel that sometimes we should keep some buffer for blessings to happen, for surprises to take place, because not everything that we do will have the desired result. And if we really keep a very tight boundary around the definition of our success, or a very tight boundary around what I am doing and what I will achieve, that really does not work, keeping a safe buffer for blessings to come and surprises to happen, it really works. And that is why I try to keep shuffling between A, R and B, sometimes focusing on attitude, sometimes focusing on the routine that I have in general, and sometimes, if nothing else, waiting for surprise to happen, and they do happen, and that is how I think I look at a flow of creating value over and over again by probably following a simple formula that is, that works for me from my experience, attitude, routine and blessing. Ula Ojiaku Wow. Attitude, Routine and Blessing, it sounds like a formula that would help with, you know, being less stressed and more, at peace and mindful, for me, having gone through, you know, near death experiences, I know that life is fragile and nothing is, you know, you can't take anything for granted. You can plan, but the only thing you can control, you know, when things are happening around you is your attitude, so how you tune it. And it's also good to, like you said, make space for surprises or things that can change and that's why we need to have some margin instead of always being on the go, go, go, go. So thanks for those tips, Mahesh. So, Mahesh, you started off as a Scrum Master as you mentioned earlier, and now you are working with multiple teams, you know, coaching. Can you share a bit of your experience coaching multiple teams? Mahesh Jade Yeah, you know, it's very interesting Ula that I found out that while working in a Scrum team as a Scrum Master, it sometimes helps to use the glossary of Scrum and working around that and building around the practices and making sure that ceremonies are taking place in a good way. So, a lot of Scrum glossary words. When I got into an environment when it was about multiple teams and working with leadership, I noticed that using the language of Scrum directly, that does not help, but we have to really tie the things that we can do with the problems that will get solved. So that, I think that was an important learning and I noticed that every time I used a second set of words to explain them something about, okay, we are doing this, but it is going to solve this problem, we had an immediate buy-in and I tell it, I always tell it to my colleagues as well, that getting a buy-in on what you can try and what you can introduce, tying up that with the problem that we'll solve is very important. So the way I approach this process with the leadership is sometimes I will tell them that, no matter if you are doing adapting to Scrum or you are taking practices from Kanban, I'm going to give you some goals where you will be able to exhibit agility and they would solve your problems where you consider that you start to visualise the work more powerfully, or probably you just become better at mitigating the dependencies, or, as example, you will become better at prioritising the work, or you'll become better at prioritising the kind of improvements that you want to have. And there could be more. It's like, I'll help you reduce your context switching, I'll help you do the planning in a more adaptive way, and I have seen that it really works, it really works for people because people really don't want to do, and adapt to a framework or a methodology for the sake of it, people do want to solve the problems, people do want to achieve value and really approaching the process, looking at the outcome that they want to have and then joining the dots is really a helpful practice. And it really helps. So it's kind of like developing a secondary dictionary for your Scrum and Kanban words and be able to talk about the changes that you can bring to the team in a way that, how it is going to solve the end problem. I think that secondary dictionary really helps. Ula Ojiaku That's a fantastic point, Mahesh, and I completely agree based on, you know, some recent work that I'm doing as well. The key thing is these teams aren't necessarily software development teams and for leaders, they're not developing software and there's no need to expect them to adhere to the framework, to the letter. It's really about speaking to their problems, what is it going to do for them, and putting it in the language that they understand instead of expecting them to learn a new language before solving the problem. So that's a fantastic point. Mahesh Jade Absolutely. Yes. One more thing, as I could relate, in this conversation is where I noticed that these assessments that we use for assessing the teams on their agile maturity could not be perfect at times. And people just think that, okay, I have done this assessment and I'm scored at somewhere. In my experience, I have always seen teams to be doing much, much lesser than what the assessment would tell. So I have started looking at it in a different way where I do not propose doing an assessment at the beginning of the quarter and the end of the quarter or something. But I give them small goals to attain, and I probably call it as a plus five activity that, forget about the assessment that you would do, so we do it, and we get some inputs from them, but then we just do not wait until the end of, let's say, quarter or half year to do that again. But we try to purposefully put small objectives in the middle, and we tell people that this is the objective and this is the quick start that you can get started with. You just do it. And then on top of it, we'll just provide you, we'll fill up the training gaps, and then you discover your own ideas of how you want to go ahead about it. So it's like creating iterative improvements by adding a small plus five into the process rather than starting with an assessment and doing the assessment at the end of the year or middle of the year. I think that does not help, but putting small quick starters activities that will actually make some change happen and celebrating that change on the go, I think that that really works with the people. Ula Ojiaku Oh yeah. So the small incremental changes they add up over time instead of waiting for that big bang end of, you know, a certain time box. Oh, absolutely, absolutely. Great points, Mahesh, thanks again for sharing those. Can you share with us any books that have greatly shaped your thinking or impacted you that you find yourself recommending to others? Mahesh Jade I see Fixing your Scrum to be one of the book that I got a signed copy from Ryan Ripley, that's my all time favourite. I have another favourite would be a book called Evolvagility, where I'm a proud student of Michael Hamman, and he has written this book where we really get deeper into our meaning making abilities, in a way that, so we have grown into certain ways from our beliefs system and probably our way of living, and then how do we look at them again and challenge our own thinking and remove, or probably hold that belief outside of us and objectively look at things and pick up the path. So I think that's another favourite book of mine, but like apart from the books about Agility or the Agile leadership, or how do we fix the processes into Scrum and Kanban, I think there is this one book called The Art of Thinking Clearly and it is really a very powerful book that has changed my way of thinking. It just lists down small chapters with a lot of fallacies and biases that we have developed into our mind. It has got historical examples that how things have unfolded, and then it just tells us that how are we really bound by a lot of biases and fallacies and it just helps us to come out of them and look at things in a very clean and clear way. So that's probably a book that is not really about Agility, but it cleans up the mind in a very clear way, and I think it again leads to become more agile into our thinking. So that's my favourite book, I think the author's name is Rolf Dobelli. Ula Ojiaku So any final words for the audience? Mahesh Jade Yeah, I mean, I wanted to share this during my introduction as well, but my journey, it has got empowered by this app called Meetup, and what I mean by that is, ever since I got started into Agility and Scrum and works around that I found that, when compared to other,  mediums of works and stream of work, this place of Scrum and Agility has got a very powerful community where the meetups are happening weeks after weeks, and a lot of prominent members of this community just come and join these communities and they're sharing the knowledge really at free. So, there is this famous Indian movie called Three Idiots, and there is, if somebody have not watched it, they should really watch it, it's a beautiful movie. And, one of the thing into that movie is where the character in the movie, he would say the knowledge, when the knowledge is getting distributed freely, just go and attend and seek it, don't wait for permission to get into the room to get the knowledge. And these Meetups into the space of Agile and Scrum and related frameworks are really powerfully, equipped to share that knowledge at free. And it's just happening, all over the place. So my advice would be to the people that the community into Agile and Scrum is so strong that we should really leverage it. I have been into some of the Meetup groups where prominent speakers and authors were talking, and the group was just about 15 or 16. So that's something where I feel that people, maybe they do not know that it is happening, or probably they do not think that it'll be so much valuable. But I assert that if we start building real conversations and start getting to meet a lot of people week after week, and every possible opportunity we can just imagine the kind of difference that we can create by learning from those real conversations. As a matter of fact, when I started, I would generally attend a Meetup on every week, and I did it for around more than one year, and that was super, super cool. So right now as well, I try to attend every possible Meetup that I can attend, but then I have seen a lot of people really do not show up. So if you look at a number, 50 to 60 people, if they sign up for a particular Meetup, probably five to six or close to 10 people will show up. And I feel that people should really leverage this free knowledge that is getting distributed all over the places and people are really eager in this particular community to share the knowledge and people should really leverage that. There's no dirth of opportunity to learn from the real conversations. And they're just mostly free all over the places. Ula Ojiaku So are you on social media, Mahesh? Mahesh Jade I make use of LinkedIn quite prominently, I keep sharing over LinkedIn. So that is one area where I'm active. Twitter is another medium that I make good use of. I'm intending to start writing more regularly. So last two years I was writing more from a research paper point of view. Now I'm trying to get into a part where I'm writing short articles and publish them. So probably I'll start writing more on Medium as well very soon. Ula Ojiaku Awesome. So LinkedIn and Medium, which was to be resumed soon. So thank you so much. This has been an insightful conversation. Thank you for again, being my guest, Mahesh. Mahesh Jade Thank you so much. It has been a great experience that I will remember throughout my journey to Agility. Ula Ojiaku My pleasure. That's all we have for now. Thanks for listening. If you liked this show, do subscribe at www.agileinnovationleaders.com or your favourite podcast provider. Also share with friends and do leave a review on iTunes. This would help others find this show. I'd also love to hear from you, so please drop me an email at ula@agileinnovationleaders.com Take care and God bless!   

Maybe you call it a daily stand up. Maybe it's a huddle, or even a status meeting. But has your team stopped to ask if these daily meetings are really working for them?Today's episode digs into the benefits and pitfalls of the remote stand up – from aligning with your team, to leading with empathy, to meetings that really could have been an email. You'll hear from Marshall Walker Lee in defence of daily stand ups, with support from Matan Talmi, the co-founder of Spinach.io, and Kate Sullivan, head of legal at EasyJet. New debater David Shaw says ditch the synced meetup, with support from corporate humor comedian and Supermeme.ai co-founder, Sanjeev Yencee.

00:54 – Brian mentioned that many companies like to do daily stand-ups and huddles, but they are often haphazardly run and not as effective as they could be. They have a standardized process for running sales huddles with all their sales reps cascading across the US that virtually manage, but they can give insight into how to structure the huddle and make sure it is effective for all users on a call. 5:03 – Robb suggested that the role play should be divided into two parts: prospecting and objection handling. The goal is to have the participants try to get past a gatekeeper and get shut down by the gatekeeper, and then role play until one good thing is achieved. 6:36 – Tim said that the MSP Sparks have stats and figures that are easy to grasp, making it easier for salespersons to find the next reason why they should reach out to a company again. This helps them to have something in the back of their head to pull from when they talk to the decision-maker. 11:28 – Tim believes that role play is an effective way to self-diagnose a rep. He suggests finding a 3-minute call that is not an everyday thing, once a week or at least every other week, and listening to it. This is a good time for the rep to self-diagnose. 14:00 – Brian believes that a good morning huddle should have a conversation about what they did today, what they did yesterday, and what they accomplished yesterday. They also like the concept of mixing up content to keep people engaged, such as role play, pulling a calling, and bringing in inspirational quotes or something else to celebrate a win or dissect a loss. This will help keep people engaged and keep them focused on the task at hand.

In the past couple of months, we've had an increasing number of people ask us our thoughts on ChatGPT and how it will affect the world of content marketing and content writing.We've seen people take extremes: People saying they are going to use ChatGPT instead of hiring writers or content marketers going forward. Then the opposite, people saying ChatGPT has no value in writing or content marketing.In this podcast, we wanted to try to answer the question, "how can ChatGPT be used?" by sharing a number of different blog posts and writing prompts, and sharing our thoughts along the way about where ChatGPT excels, and where it falls short.We hope you enjoy it! A special thank you to Stacey Moore for helping educate us on the topic. Stacey has been using her own AI tool to assist producing content, you can check out her work at staceymoore.comSections:0:00 Why we're doing this episode on ChatGPT5:27 The kind of writing we do at Grow and Convert7:45 ChatGPT example 1: Produce a post on B2B Content Marketing Courses (Hard Example)14:49 Some downsides of example 1 and why it falls short of good writing17:19 Recapping what we've gone over so far19:37 Have Chat GPT produce certain sections of the post on B2B Content Marketing Coursed25:01 Contrasting ChatGPT to our post29:39 ChatGPT Example 2: Daily Standup meetings post34:14 Downsides of example 2: Contrasting it against what we wrote for the same subject37:24 Using ChatGPT for B2C blogging and thoughts on selling to beginners40:01 ChatGPT example 3: B2C - Produce a post on heat pumps43:53 Downsides of example 3: How do you stand out when you're producing the same thing as everyone?47:25 Mistakes people make in hiring content marketers/ writers49:06 How do you figure out search intent?50:38 Chat GPT example 4: Running tips (easiest example)54:59 Example 4 takeaways57:21 Final takeawys on ChatGPT and AI writing

Bu bölümde geçen hafta tükettiklerimizi, Call of Duty MWII oyununun tek kişilik modu, yazılım ekiplerinde her gün yapılan Daily Standup toplantılarının verimliliği, Seyfeddin'in sosyal medyayı terk etme ve hiç bir şey yapmadan oturma egzersizleri üzerine konuştuk.Bizi dinlemekten keyif alıyorsanız, kahve ısmarlayarak bizi destekleyebilirsiniz. :)Yorumlarınızı, sorularınızı ya da sponsorluk tekliflerinizi info@farklidusun.net e-posta adresine iletebilirsiniz. Bizi Twitter üzerinden takip edebilirsiniz.Bölüm linkleri:BanksyThe Playlist (Spotify Dizisi)Drive to Survive (F1 Dizisi)Rasmus AnderssonThe Social NetworkSandmanNeverwhere (Yokyer)American GodsGood OmensCoD MWIIEzbere YaşayanlarBayonettaHellena Taylor'ın TwitiCoD MWIIEzbere YaşayanlarBayonettaHellena Taylor'ın TwitiDaily Standup Tartışması (Twitter)GAS AppHalide AppFatih Arslan'ın Sosyal Medya diyet yazısı

Daily Standup 10 - All In Podcast E78 Reaction & Creating High-Quality Monthly Update Emails. Check the audio, video or transcript!

Daily Standup 09 - Amazon Falls, Netflix Layoffs, Market Sentiment & Impact On Startups. Check the audio, video or transcript!

Daily Standup 08 - Transitioning From Universal Analytics to GA4, Google's Power & Who Wins. Check the audio, video or transcript!

Daily Standup 07 - Alphabet Earnings, The Othership Community & TechTo In-Person Events. Check the audio, video or transcript!

Daily Standup 06 - Elon Musk Buys Twitter, Horizontal vs Vertical Speech-to-Text & NLP Companies. Check the audio, video or transcript!

Daily Standup 05 - How To Make Mondays High Impact. Check the audio, video or transcript!

Daily Standup 04 - Big Earnings Week, TikTok First Impressions & Two Minute Paper DALL-E 2 Analysis. Check the audio, video or transcript!

Daily Standup 03 - Elon Musk vs Bill Gates, All-in-One Podcast & Everything Everywhere All At Once Movie Check out the audio or video!

Daily Standup 02 - Interest Rate Hikes, Startup Impact, Netflix, Investor Outreach & Wombo.ai Meetup. Check out the audio or video!

Daily Standup 01 - Quick Life Update, Insights From An Acquisition Offer & Market Volatility. Check out the audio or video!

Come celebrate with V. Lee Henson, President and Founder of AgileDad as we explore the top 5 broadcasted episodes of the Podcast: 5) Re-Energize Your Daily Standup 4) 3 Resolutions for 2022 3) 11 Laws of Agile Estimation 2) Mike Cohn - Understanding The Agile Revolution 1) The BEST Compliment I Have Ever Received Thanks for listening and for subscribing!

One of our Daily Standup subscribers recently asked me to review an article published in late January by Keven Bendeler titled I Don't Like SAFe. Join V. Lee Henson as we dissect this article and talk about the symptoms behind the article that require coaching that were no actual fault of the SAFe Implementation.

In this virtual age, many individuals and teams have become disheartened by the daily standup meeting. In this episode we join V. Lee Henson, President and Founder of AgileDad as we discuss what we should be doing to keep the standup high energy and on point.

Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams – is just out in its 2d Edition (and video training as well), after Addison Wesley put the 1st through four printings and translations to three other languages. They published the 2d edition for the new chapter, If You Are Agile, What …

Have you ever wondered how to make a New Years Resolution Stick? How do these resolutions tie to Agile and what would a successful C-Level Shark Tank Executive tell you to do in order to be successful? Learn all this and more in todays Daily Standup. --- Support this podcast: https://anchor.fm/agiledad/support

Heute im Interview: Uta Eichborn, Lehrerin an einem kaufmännischen Berufskolleg in Nordrhein-Westfalen und Dozentin bei fobizz„Stop starting, start finishing!“ dieser Satz beschreibt eine der Grundidee von agilen Methoden. Agile Methoden werden vor allem in der Berufswelt eingesetzt und stellen eine bestimmte Art dar, wie in einem Team arbeitsteilig miteinander gearbeitet und kommuniziert werden kann. Dabei ist außerdem auch die Fokussierung auf bestimmte Aufgaben ein wichtiger Baustein. Insgesamt geben agile Methoden so einen klaren Prozessrahmen vor, indem dann wiederum sehr frei und individuell gearbeitet werden kann.  Kanban Board, Daily Standup oder Desgin Thinking? Dies sind Beispiele für agile Methoden. Uta Eichborn ist Expertin für den Einsatz von agilen Methoden im Unterricht und stellt ganz klar heraus, dass diese in allen Schulformen eingesetzt werden können. Du erfährst in dieser Podcast-Folge von Uta Eichborn, was sich genau hinter den Namen verbirgt und wie der Einsatz im Unterricht aussehen kann. Ein toller ‚Nebeneffekt‘ dieser Methoden ist die Forderung und Förderung der überfachlichen Kompetenzen von Schüler/innen.Ganz viel Spaß bei dieser inspirierenden Podcast-Folge!Diese Episode ist eine Audio-Datei aus der Reihe des Teacher Talk Podcast.Du kannst Dir hier alle Folgen online anhören und herunterladen.Mehr Infos zum Angebot von Sebastian Nüsse findest Du hier.Sichere Dir jetzt mein Buch "60 Tools für gelungenen digitalen Unterricht":www.sebastian-nuesse.de/toolsSebastian bei InstagramSebastian bei LinkedIn

A daily stand-up is one of the core meetings in Scrum/Agile teams. What can we learn from this practice? And how can we apply it to our personal life? Corresponding blog posts with all the links: https://monthlymethod.com/standup/ Free Guide to Plan Your Week using Monthly Method principles - https://monthlymethod.com/guide/ Enroll in the next sprint: https://monthlymethod.com/enroll/ Support this podcast on Patreon: https://www.patreon.com/monthly_method Timestamps: 00:00 - Intro 00:56 - Daily standups in Scrum Teams 02:49 - Daily Standup Questions for Personal Life 10:15 - Daily standup the night before 12:28 - Pick this one question Get in touch: https://monthlymethod.com/contact/

On this life journey Friday episode of The Daily Standup, V. Lee Henson reveals the most difficult question he has ever been asked and how he turned his answer to this question into a personal quest to help build better relationships with all those he came into contact with.

The Difference Between a Daily Standup and Daily Scrum. Let's explore the options this situation presents. All of this and more are discussed in today's episode of Your Daily Scrum with Todd Miller and Ryan Ripley. What do you think? Let us know in the comments! Buy Fixing Your Scrum: Practical Solutions to Common Scrum Problems - https://amzn.to/3fMpH5a Join Ryan and Todd in a Professional Scrum Master course: https://www.scrum.org/agile-humans And make sure you subscribe to the channel! DISCLAIMER: Links included in this description might be affiliate links. If you purchase a product or service with the links that I provide, I may receive a small commission. There is no additional charge for you! Thank you for supporting the channel so we can continue to provide you with free content each week! FTC DISCLAIMER: This video is not sponsored by anyone. Sharing Scrum knowledge to help you grow as a Scrum Practitioner and to solve complex problems. #scrum #agile #scrummasterSee omnystudio.com/listener for privacy information.

The ONLY true path to happiness is in helping others find the happiness they deserve. Join V. Lee Henson in this Agile not so Agile episode of The Daily Standup where we learn: Helping others brings us happiness for three reasons:Diversion: When you worry less about your own needs–in this case, finding your own balloon–the stress of that hunt decreases. Taking your focus away from the fact that you can't find your own balloon lets you divert your attention away from your own problem. The feeling of compassion replaces the feeling of need.Perspective: Having concern for other people helps us remember that we are all facing similar problems in life–no matter what the individual severity of the issue is. Sometimes when we are focused on our own issues, they get put into perspective when we encounter the true suffering of others. It's easy to then realize the excess amount of attention we've been giving our own problems. Having compassion helps us put our problems into perspective.Connection: Connecting with others by helping them can bring happiness into your life. Humans are social beings that need to have positive connections with other people in order to be happy. Connecting with other people enriches our lives and gives us a sense of fulfillment.

Anders als das Sprint Planning, Daily Standup oder die Retrospektive ist es Ziel eines Reviews, externe Stakeholder regelmäßig über die neuesten Entwicklungen zu informieren. Umso wichtiger ist eine solide Vorbereitung und Planung: Wer stellt welche Entwicklung vor, aber auch welche Barrieren und organisatorischen Details müssen auf die Agenda? In der aktuellen Podcastfolge spricht Agile-Expertin Antje Lehmann-Benz über klassische Stolperfallen und gibt Praxis- wie Lektüretipps für Interessierte. Jetzt reinhören!

There are TONS of articles and people trying to figure out the BEST way to execute a remote standup call. Join V. Lee Henson, President and Founder of AgileDad as we explore 5 things you should be doing and 3 pitfalls you need to look out for. 

Das Daily Scrum Meeting ist das wichtigste Meeting. Leider werden manche Fehler immer wieder gemacht! Manche Scrum Standup Probleme trifft man immer wieder an. In 13 kleinen Daily Standup Beispielen erzähle ich dir von den Fehlern, die man immer wieder erlebt!

EP 191 - Daily standup ดียังไง by SkillPap

Click here to subscribe in iTunes!While you're handing out in iTunes land, I'd be really grateful if you left a review over on iTunes. You may think I don't read them and reviews don't move the needle, but I totally read EVERY. SINGLE. REVIEW. And they make my heart happy!Click here to review and let me know what your favorite part of the podcast is!

In dieser Folge des "Genau mein Agil - Podcast" geht es konkret um einen agilen Baustein, das Daily Standup auch nur Daily oder DailyScrum genannt. Hierzu spreche ich mit Dominik Richter, Consultant bei IBM (ix), über das "Daily" und seine Funktionsweisen wie auch die gängigsten Fragen, Probleme, Hindernisse und Lösungen dazu. Macht ihr auch solche oder ähnliche Daily StandUps? Dann könnt ihr hier vielleicht was lernen oder werdet Bestätigt, dass nicht nur ihr bei machen Punkten (Anfangs-)Schwierigkeiten habt... Wie immer dürft ihr beim reinhören gerne Feedback geben oder eure Erfahrungen mit uns teilen. Shownotes: LinkeIn: https://www.linkedin.com/in/do-richter/ Wenn euch diese Folge gefallen hat, gebt mir euer Gefällt mir, Daumen hoch oder die 5 Sterne auf Apple Podcast, Spotify, Deezer & Co – und teilt und liked uns auf Instagram, Facebook, LinkedIn und Twitter!

Ken, John, and 60 of their closest coworkers & friends got together on a Zoom to talk about the Daily Standup. Find out how to get twice the benefits in half the time with some tips and tricks on this Scrum ritual.----Do you want to learn more about Scrum? Follow us!Twitter / Facebook: scrumsup | Instagram: twoscrumsupFind out more about Alley at https://alley.co

How are your morning calls or huddles going? By now you should be in a flow - however you might be missing some key elements that can and will help you and your team level up. On today's #YourMorningCommute we break down those 4 elements, that are sure to keep you on track. --- Send in a voice message: https://anchor.fm/yourmorningcommute/message Support this podcast: https://anchor.fm/yourmorningcommute/support

Yes you read correctly. In an effort to keep all of our meetings aligned and in order by podcast episode, and by popular demand, we are running with another episode dedicated to the daily standup meeting. Join us in this episode where you will learn and expore what we need to do as a team in order to nail this meeting, thereby making all of our other Agile meetings more clear and enjoyable. 

In today's edition of The Daily Standup we will be discussing the difference between the internal product review and the public product demo. We will explain why both are important and serve a different purpose. The main key is to know and understand the needs of your audience. This allows you to key in on those items of the greatest interest to the participating audience. V. Lee Henson from AgileDad will share some great examples of each and how they can be applied. 

When Agile was still a young framework, we found that people struggled with the idea that they did not need a ton of heavyweight paperwork up front to be successful. In today's episode of The Daily Standup join V. Lee Henson as we explore the new enemy. Bad Agile or dogmatic agility has taken over. In a time where organizations are hyperfocused on quantity, they are all quikly abandoning quality and not allowing for a sustainable build and release framework. In this episode we identify the problem and talk about short term solutions. 

Daily Standup meetings are often the most abused of all Agile or Scrum Meetings. People attend for all of the wrong reasons and fail to see value in this event. Join AgileDad President and Founder V. Lee Henson as we explore what the daily standup is all about.  

One of the first things that we discover in many organizations is a lack of soft skills needed to help teams get to high performing. In this edition of The Daily Standup, we will explore why soft skills really do matter and the importance of knowing your team at a deep level. 

EP 147 - Daily standup ไปทำไม? พูดอะไรกันบ้าง? by SkillPap

Exclusive Download: The Weekly Sync™ Format – Run Your Weekly Team Meetings Following This Structure Easy, Fast & Productive - http://bit.ly/2toOVB1 -- Today, I’m going to show you how to generate consistent, repeatable momentum in your business. Yeah. You read that right.  When I was 24, I started a company called Spheric. And it grew. Fast. 150% year over year. We were one of the fastest-growing companies in Canada when I successfully exited and sold to a US firm. I was only 28. I owe a big part of that success story to a great book I read, called Good to Great by Jim Collins. Prior to that book, I was addicted to being busy. You know how it is:  Running around like a one-man-band trying to juggle 100s of demands… Cramming two weeks’ worth of work into one… All because that feels like progress. It’s addictive. But that kind of fire-cracker energy doesn’t last. It’s super inefficient and couldn’t possibly be sustainable! Real scalable momentum only comes when you have an Operating System for your company. And that means – drumroll – holding the right meetings with your team. Yes, meetings.  If you think about it, the only tool you have to lead your team better are meetings. But not just any meetings. You’ll need these 5 specific types of meetings that I’m going to walk you through in this week’s video. These meetings all work together and feed into each other. Each one has a name: 1. Daily Standup: for setting your focus. 2. The Weekly Sync: to iron out problems 3. Monthly Review: for celebrating achievements. 4. Quarterly Planning: for getting perspective 5. Yearly Strategic Planning: to build your future. Some of these meetings take just a few minutes. Others much longer.  But together, these 5 meetings become the operating system with which you maximize efficiency, iron out problems, stay connected and build momentum. In fact, I believe that these meetings are so crucial to a business… that if you aren’t doing them, you’re going to flounder and feel like nothing is getting done right. I consider them non-negotiable. Even if you’re team consist of 2 people.  Which is why I want to share them with you. So check out the video for the best-spent 11 minutes you’ll watch this week, and leave your thoughts in a comment underneath! -- Dan Martell has advised more startups than his hometown has people and teaches startup founders like you how to scale. He previously created, raised venture funding for and successfully exited two tech startups: Flowtown and Clarity.fm. You should follow him on twitter @danmartell for tweets that are actually awesome. + Instagram (behind the scenes): http://instagram.com/danmartell + Facebook (live trainings + Q&A): http://FB.com/DanMartell + Twitter (what I'm reading): http://twitter.com/danmartell Exclusive Download: The Weekly Sync™ Format – Run Your Weekly Team Meetings Following This Structure Easy, Fast & Productive - http://bit.ly/2toOVB1

Today, Chuck brings a controversy from work to the podcast. He makes a case for the ability for development managers to attend daily standup. He talks about the policy that brought this topic to mind, as well as a critique of how the policy was rolled out.Support the show (https://www.patreon.com/agilechuckwagon)

Daily Standup: 1) what did you do yesterday? 2) what are you working on today? 3) what are the barriers slowing you down? . Voice First Tech Get Started: voicedrycleaner.com LinkedIn: goo.gl/h8GdnM Instagram: goo.gl/5ypZke  Facebook: goo.gl/bzr2Pp  Twitter: goo.gl/sdyjwK  YouTube: https://bit.ly/2F8eTwt  . RJ Pikus Twitter: https://twitter.com/rjolayolay   . Pat "Sweets" Sweetman Instagram: goo.gl/i3ufET  LinkedIn: goo.gl/PyPFMW . Leave Feedback: "Alexa, Open SurveyLine" .   When prompted, use Name/Code: "voice 1st podcast". --- Send in a voice message: https://anchor.fm/voicefirstai/message Support this podcast: https://anchor.fm/voicefirstai/support

Unser Wochenplan Mo-Fr so gut wie gleich 08:00 - 11:30 Fokus Zeit 1 für die Priorität des Tages 11:30 - 11:45 Daily Standup zur ToDo Planung 11:45 - 13:00 Brunch (wir essen vorher nichts w/ intermittierendem Fasten) 13:00 - 15:00 Fokus Zeit 2 ebenfalls wichtige Tasks 15:00 - 15:30 Pause mit gesunden Snacks 15:30 - 17:00 Daily Business und Termine 17:00 - 18:00 Nachrichten (Insta, FB) 18:00 - 20:00 Freizeit, hauptsächlich Sport 20:00 Socialising Sa Halbtags arbeiten So Off-Day Episoden-Quote: „Make time for planning: Wars are won in the general’s tent.”- Stephen R. Covey Relevante Episoden HH08 - Prioritäten setzen like a Boss HH23 - Wie Du mit diesen Hacks Deine Schlafqualität verbesserst Unser Erfolgsjournal & Workbook für ein erfolgreicheres Berufs- und Privatleben: amzn.to/2Qz9k0e Folge uns für mehr #healthyhustle auf Instagram @healthyhustlers.dewww.instagram.com/healthyhustlers.de/ oder besuche uns auf unserer Website: www.healthyhustlers.de/

Im täglichen Spiel mit immer mehr Arbeit, Problemen & Veränderungen bleibt eine wichtige Ressource oft ungenutzt: die Intelligenz und die Ideen des Teams. Und selbst wer diese nutzen will, stößt dabei auf Hindernisse, die in der Führungskultur liegen und in jahrelanger Übung entstanden sind. Wir sprechen über diese Hindernisse und 5 Ansätze, welche Bausteine in der Arbeit mit dem Team es braucht, um die Mitglieder zu mehr Mitdenken zu bewegen.

Den første ceremoni, vi kaster os over, er Daily Standup. Hør, hvem der skal deltage, hvornår det skal holdes og hvordan. Vi fortæller også om fordele og udfordringer – og hvad du skal svare, hvis nogen spørger, om det ikke er spild af tid. Det korte svar er: Daily Standup er en effektiv måde at vidensdele på og sikre, at hele teamet går i samme retning. Værterne er Birte Laursen og Johannes Damsgaard-Bruhn.

Agiles Arbeiten Big Five. Der digitale Wandel hat verwirrend viele Schlagworte in Umlauf gebracht: New Work, Agiles Arbeiten, Scrum, Kanban, VUCA bzw. VUKA, Daily StandUp, Retrospektiven, Design Thinking, Teal und Lean. Antje Hinz, MassivKreativ, hat den Workshop "Agiles Arbeiten: Big Five" in Berlin besucht und gibt gemeinsam mit den beiden Trainern und Experten Alexander Schaaf (key2know) und Valentin Nowotny (NowConcept) Einblicke, was sich auf die eigene neue Arbeitswelt übertragen lässt. Das folgende Interview mit den beiden Workshopleitern entstand spontan im Anschluss an den ersten Workshop-Tag. Das Interview führte [Antje Hinz](http://www.massivkreativ.de/massivkreativ-live-antje-hinz-informiert-inspiriert-interagiert/) (MassivKreativ, Wissenschaftsjournalistin, Wissensdesignerin, Medienproduzentin, Verlegerin im [Silberfuchs-Verlag](http://www.silberfuchs-verlag.de/verlagsprogramm/laenderhoeren/index.html), Moderatorin, [Speakerin](https://speakerinnen.org/de/profiles/antje-hinz) Mehr Infos hier: [Artikel Workshop: Agiles Arbeiten – Methoden für den Wandel]( http://www.massivkreativ.de/workshop-agiles-arbeiten-methoden-fuer-den-wandel/)

Justin Handler is the Head of Accounts at O3 World, a Philadelphia based Digital Agency. O3 World has been integrating Agile practices into their workflow for the past few years and Justin has been leading that charge every step of the way. In this interview, Justin shares stories about what has worked for O3, some things that didn’t, and he offers advice for Digital Agencies that are moving down the path towards Agile. Justin is also one of the folks heading up the Digital PM group in Philadelphia. If you’d like to learn more about the group, check out http://twitter.com/dpmphilly or https://www.meetup.com/DPM-Philly/ SHOW NOTES 03:24 Interview begins 03:44 Background on Justin and his role at O3 06:48 How O3 got started with implementing Agile 08:00 O3’s first experiments with Agile estimation practices 09:40 What O3 tried that didn’t work and what they learned from it 11:57 Debating the value of a Daily Standup and O3’s alternative solution 14:15 Does the client get access to the Trello Board and Slack? 14:34 The key to making Agile practices work in an Agency 16:05 Fitting UX into Agile at O3 19:25 Involving Developers with UX work 20:03 Capturing and prioritizing requirements at O3 22:30 Development and UX working in parallel 23:27 Helping the client with adopting Agile (or not) 25:39 Changing the nature of the relationship with the client 27:14 Advice for agencies getting started with Agile 29:23 How to reach Justin JUSTIN’S ARTICLE During the interview Justin references an article he wrote called “Agile In The Agency. Is It Possible?” You can find it here: http://www.thedigitalprojectmanager.com/managing-agile-projects-in-agency/ CONTACTING JUSTIN Web: http://www.o3world.com Email: handler@o3world.com Twitter: @justinhandler

Vandaag lekker weer iets over de daily standup en backlog. Wat dat is is een lijst met taken. Meestal zijn dat user stories die functionaliteiten die door ontwikkelaars gebwoud worden. Als functioneel beheerder zou je weleenes vragen kgrijen van ontwikkelaars over bijvb de URL naar een database endpoint of webservice.

Om scrum te laten werken moet je je aan de basis regels houden. De regels zijn een backlog bijhouden van taken en altijd maar altijd stipt op tijd beginnen zeg maar rond 9:30. En scrum mag nooit meer dan 5 minuten duren. Elk team lid vertel basis wat vandaag op je backlog staan, en of je hulpvragen heeft. Wil je meer praten dan meld je dit in jouw spreekbeurt en beleg een overleg n voor na de dagelijks scrum. Bijvoorbeeld: Vandaag werk ik aan issue-678 over voorbereiding van de klanten API deployment, ik heb een vraag uitgezet bij leverancier X Y Z over de connectiviteit naar dataserver Z. Hulpvraag aan TeamLid A ivm de dataserver Z proxy config voor na de standup. Verder geen vragen. Door naar Teamlid B. En zo gaat je door Kort en bondig zijn. In de volgende podcast vertel ik meer over een backlog opstellen van toepassing op functioneel beheer. Meer weten? Contact erasmus-ict.nl en luister volgende keer naar deel 4 van SCRUM voor Functioneel beheerders. Later in de serie duiken wij de diepte in.

In unserer bisher größten Runde dreht sich alles um das Daily Scrum (auch bekannt als Daily Standup, aufgenommen im Sitzen). Im Rahmen des Open Space der XP Days 2016 haben wir mit Ina Einemann (HEC), Tim Bourguignon (Mathema Software GmbH), Marco Prüser (24 technology), Alicia Hunter (borisgloger consulting GmbH) und Andy May (Fiducia & GAD IT AG) über Reporting-Dailies, den Product Owner im Daily sowie Mute Zones gefachsimpelt und uns auch die Frage gestellt, wie man das Daily pünktlich starten und enden lassen kann. Premiere: Mit Ina und Alicia haben wir die ersten 2 Frauen im Podcast!

Whether you are separated by one floor in the same building or thousands of miles, working with distributed teams is never an easy. But for most of us, it’s the reality of how we work now. In this podcast, LeadingAgile’s Jann Thomas and Adam Asch share tips for how to get better results from your distributed teams and remote team members. 08:00 Introductions 01:21 Topic Intro 02:22 What are the common issue you see with Distributed Teams 02:37 Making people aware of your schedule the you are remote 05:51 Understanding your own best way of working and dealing with it when it is not in sync with your team 08:11 Working with people in different time zones 10:06 The time zone problem 11:14 - Sending team members to a physical location to build rapport and knowledge transfer 12:17 Helping remote team members see themselves as part of a team instead of adversaries 13:25 Cultural Training 14:05 When you’re in the same building but on different floors 15:08 Meeting up in the middle 16:22 The importance of meeting up for the Daily Standup 17:28 They’re home, but are they actually “working”? 18:20 Working for a virtual company 19:13 Making intentional choices to stay connected to your team 20:00 Suggestions for the team members who don’t want to participate 22:21 Better technology for better communication 23:22 The SM and PO working together to create a communicative, collaborative culture 25:10 Getting in touch with Jann and Adam for more tips If you’d like to reach out to Jann or Adam with follow up questions here is how to contact them: Jann Thomas Email: jann@leadingagile.com Twitter: https://twitter.com/agile_jann Adam Asch Email: adam@leadingagile.com Twitter: https://twitter.com/adamasch

This podcast features Derek Huether and Dave Prior having a discussion around the idea of getting back to the basics of Agile, understanding why we do things, seeing the value they bring and creating safe spaces for learning while your organization is coping with the challenges of Agile Transformation. Show Notes Interview Start 00:08 Topic Introduction: Back to Basics and the importance of asking Why 00:09 An Example: Reporting and figuring out what is needed in terms of reporting 01:41 Give them the information, not the reporting they got used to under waterfall 2:45 If time is currency, how much does the Daily Standup cost? 04:08 Risk mitigation and making a time investment 05:20 When the Daily Scrum isn’t working, is it wasteful? 05:50 Figuring out why things aren’t working 07:19 It’s not what did you do yesterday, it’s what did you finish yesterday 7:55 Going through the motions until you see the impact and understand why 8:44 Taking your hands off the wheel and learning to trust the team 10:30 Learning to trust is hard 11:05 Learning to trust and letting them learn from mistakes - with safety 12:24 Is it failure or learning? 13:22 Creating a safe space for middle management 14:01 Advice for mid level managers who want to do Agile, but aren’t working in a safe space 17:58 How the Agile Manifesto was created with Generous Listening 20:50 Supporting Agile transformation and existing deadlines with supplemental teams 22:02 Showing them how to do it instead of telling them how to do it 23:40 Learning Fast, Not Failing Fast 25:48 The Not Touchy/Feely Agile Guy 26:17 It’s all about Money, Time and Coffee 26:40 Reaching Derek on every form of social media known to man 26:50 If you'd like to reach Derek you can find him on the LeadingAgile site at http://www.leadingagile.com/guides/derek-huether/ or on Twitter at https://twitter.com/derekhuether

Agile 2016 Personal Accountability Retrospective At Agile 2016, Adam Asch, Katrina Coker, Jim Hayden, Derek Huether, and Dave Prior planned to meet for a Daily Standup each day where they would share their personal plans and goals for each day of the conference. This is something that worked very well for Derek and Dave at Agile 2015 and the hope was to continue that practice and to have the team members serve as personal accountability partners for one another during the week in Atlanta. And it worked… for a day… sorta. In this podcast they hold a 2 part retrospective reviewing their goals, how they were met (or not) and why. It’s all about outcomes… Part 1 - Dave, Derek and Jim Part 1 Intro 0:09 Dave’s failure to meet his self care goals, observations and outcomes 1:57 Derek’s Networking Goals and how he met them 4:50 Derek’s Conferencing Persona 8:18 Recharging during the conference (or not) 11:22 The importance of conference buddies 12:35 Jim’s goals for building stronger relationships with co-workers and checking ideas 13:50 It’s not just a social thing 15:20 Jim and Derek’s Thoughts on the sessions 19:27 Dave’s takeaways on emerging topics - 24:40 Predator vs. Prey 25:58 Personal safety and the code of conduct 26:11 Personal Lessons Learned from attending Agile 2016 30:15 Part 2 - Adam, Dave and Katrina Part 2 Intro 35:08 Katrina’s goals at the conference and how she met them 35:19 Adam’s goals for the conference and how he met them 39:20 Personal Lessons Learned from Agile 2016 42:42 Katrin’a thoughts on intellectual and personal safety 43:50 If you'd like to get in touch with the team you can find them all on the LeadingAgile website http://www.leadingagile.com/our-guides/ And here's how to track them down on Twitter: Adam Asch @adamasch Katrina Coker @klcoker25 Jim Hayden @jim_hayden85 Derek Huether @derekhuether Dave Prior @mrsungo

Jean Tabaka will show how to run an quick and effective daily standup to have teams collaborate.