Podcasts about dominica degrandis

“The five thieves of time are: too much work in progress, conflicting priorities, unplanned work, unknown dependencies, and neglected work." Dominica DeGrandis is the author of “Making Work Visible”. In this episode, we discussed how we can optimize our workflow and reclaim control of our work and time. Dominica unveiled the concept of the five thieves of time that rob us of our productivity, that includes too much work-in-progress (WIP), conflicting priorities, unplanned work, unknown dependencies, and neglected work. She also shared actionable practices and tips on dealing with each of these thieves. Towards the end, Dominica emphasized the importance of bringing visibility to and measuring the flow of what leadership and customers care about - the delivery of customer value—big picture items that span end-to-end value streams.   Listen out for: Career Journey - [00:03:47] Making Work Visible & Five Thieves of Time - [00:08:45] Thief: Too Much WIP - [00:15:31] WIP is a Leading Indicator - [00:18:33] Thief: Unplanned Work - [00:20:45] Making Sense of WIP - [00:23:04] Thief: Conflicting Priorities - [00:24:38] Thief: Unknown Dependencies - [00:29:17] Managing Dependencies - [00:32:53] Thief: Neglected Work - [00:36:40] Make Organization Work Visible - [00:41:21] Measuring Flow - [00:50:19] 3 Tech Lead Wisdom - [00:55:11] _____ Dominica DeGrandis's BioA huge fan of using visual cues to inspire change, Dominica DeGrandis, author of Making Work Visible - Exposing Time Theft to Optimize Work & Flow, and Principal Flow Advisor at Planview, helps organizations make work visible to improve workflow. Obsessed with useful metrics & influencing change, Dominica advises customers on flow metrics, value stream management and how to effect change. Follow Dominica: LinkedIn – linkedin.com/in/dominicadeg Website – ddegrandis.com/ _____ Our Sponsors Are you looking for a new cool swag? Tech Lead Journal now offers you some swags that you can purchase online. These swags are printed on-demand based on your preference, and will be delivered safely to you all over the world where shipping is available. Check out all the cool swags available by visiting techleadjournal.dev/shop. And don't forget to brag yourself once you receive any of those swags. Like this episode? Show notes & transcript: techleadjournal.dev/episodes/156 Follow @techleadjournal on LinkedIn, Twitter, and Instagram. Buy me a coffee or become a patron.

There is some disconnect between business people and engineers when talking about technical debt. While engineers understand the metaphor as a credit card debt that has to be paid off entirely and as soon as possible, business people see it more as a mortgage paid in small installments over a long period.  Today we talk with Dave Mangot, CEO of Mangoteque and the consultant, author, and speaker helping private equity portfolio companies get good at delivering software. As a former architect at SalesForce, Dave is well-placed to tell us how to bridge the gap between the executives and the engineers and tackle technical debt in a technically sound and economical way.  When you finish listening to the episode, visit the Magoteque website, read the Magoteque blog, and connect with Dave on LinkedIn.  Mentioned in this episode: Dave on LinkedIn at https://www.linkedin.com/in/dmangot/  Mangoteque at https://www.mangoteque.com Mangoteque blog at https://blog.mangoteque.com Dominica DeGrandis, Making Work Visible at https://www.amazon.com/Making-Work-Visible-Exposing-Optimize/dp/1942788150 

John Cutler writes the popular and beloved product newsletter The Beautiful Mess. For many years, he was a Product Evangelist at Amplitude, which led him to meeting and working with a large number of product teams around the world. Through this role, he gained unique insight into how the best product teams operate. In today's episode, John reflects on leaving his role at Amplitude, and explains the attributes that the top 1% of product teams share. We also go deep into some of his favorite frameworks and discuss the best way to apply these frameworks to your work. We also unpack skills like product sense and product mindset, and what he's planning in his new role at Toast.—Find the full transcript here: https://www.lennyspodcast.com/what-differentiates-the-highest-performing-product-teams-john-cutler-amplitude-the-beautiful-mess/#transcript—Thank you to our wonderful sponsors for supporting this podcast:• Merge—A single API to add hundreds of integrations into your app: http://merge.dev/lenny• Eppo—Run reliable, impactful experiments: https://www.geteppo.com/• Vanta—Automate compliance. Simplify security: https://vanta.com/lenny—Where to find John Cutler:• Twitter: https://twitter.com/johncutlefish• LinkedIn: https://www.linkedin.com/in/johnpcutler/• Newsletter: https://cutlefish.substack.com/—Where to find Lenny:• Newsletter: https://www.lennysnewsletter.com• Twitter: https://twitter.com/lennysan• LinkedIn: https://www.linkedin.com/in/lennyrachitsky/—Referenced:• Amplitude: https://amplitude.com/• The North Star Playbook: https://info.amplitude.com/north-star-playbook• Craig Daniel on LinkedIn: https://www.linkedin.com/in/craigmdaniel/• Working Backwards: Insights, Stories, and Secrets from Inside Amazon: https://www.amazon.com/Working-Backwards-Insights-Stories-Secrets/dp/1250267595• AppFolio: https://www.appfolio.com/• High Leverage Product Evangelism: https://cutlefish.substack.com/p/high-leverage-product-evangelism• Satya Nadella on LinkedIn: https://www.linkedin.com/in/satyanadella/• The Culture Map: Breaking Through the Invisible Boundaries of Global Business: https://www.amazon.com/Culture-Map-Breaking-Invisible-Boundaries/dp/1610392507• Innovation Labs: https://innovationlabs.com/• BEES: https://mybeesapp.com/• Marty Cagan on Lenny's Podcast: https://www.lennysnewsletter.com/p/the-nature-of-product-marty-cagan#details• Sooner Safer Happier: Antipatterns and Patterns for Business Agility: https://www.amazon.com/Sooner-Safer-Happier-Patterns-Antipatterns/dp/1942788916• Teresa Torres on LinkedIn: https://www.linkedin.com/in/teresatorres/• Andrew Huberman on Instagram: https://www.instagram.com/hubermanlab/?hl=en• TBM 49/52: Pyramid of Leadership Self/Other Awareness: https://cutlefish.substack.com/p/tbm-4952-pyramid-of-leadership-selfother• ChatGPT: https://chat.openai.com/chat• How to Measure Anything: Finding the Value of Intangibles in Business: https://www.amazon.com/How-Measure-Anything-Intangibles-Business-ebook/dp/B00INUYS2U• Accelerate: The Science of Lean Software and DevOps: Building and Scaling High Performing Technology Organizations: https://www.amazon.com/Accelerate-Software-Performing-Technology-Organizations/dp/1942788339• User Story Mapping: Discover the Whole Story, Build the Right Product: https://www.amazon.com/User-Story-Mapping-Discover-Product/dp/B08TZGKKF2• Build with Maggie Crowley podcast: https://podcasts.apple.com/us/podcast/build-with-maggie-crowley/id1445050691• One Knight in Product podcast: https://www.oneknightinproduct.com/index.html#page-top• Sunny Bunnies on Netflix: https://www.netflix.com/title/81286920• Booba on Netflix: https://www.netflix.com/title/81011059• Toast: https://pos.toasttab.com/• Drift: https://www.drift.com/John's list of high-performing people worth following:• Dr. Cat Hicks (@grimalkina) https://www.linkedin.com/in/drcathicks/ • Stephanie Leue https://www.linkedin.com/in/stephanie-leue/• Amy Edmondson (@AmyCEdmondson) https://www.linkedin.com/in/amedmondson/• Dominica DeGrandis (@dominicad) https://www.linkedin.com/in/dominicadeg/• Courtney Kissler https://www.linkedin.com/in/courtney-kissler-0930681/• Christina Wodtke (@cwodtke) https://www.linkedin.com/in/christinawodtke/• Matthew Skelton https://www.linkedin.com/in/matthewskelton/• Heidi Helfand (@heidihelfand): https://www.linkedin.com/in/heidihelfand/—In this episode, we cover:(00:00) What is a product evangelist? John's unique role at Amplitude(05:50) John's reflections and feelings on leaving Amplitude(17:28) What John's doing next(18:52) John's newsletter: The Beautiful Mess(27:49) What do the top 1% of product teams have in common?(40:08) Different ways companies are successful, and why anyone can improve(45:55) Investing in people vs. investing in processes(48:49) The importance of culture and values(49:59) Global company cultures: the individualist vs. the collectivist  (55:55) Why it's hard to make changes in large companies(58:49) How to view frameworks(1:01:02) The spectrum of performance in big and small companies(1:05:27) Examples of high-performing people who work outside of Silicon Valley(1:09:02) The skill of product management(1:11:35) The value of learning a bit about everything(1:13:46) Why do people often underestimate the loops available at their company(1:16:20) Chronic vs. acute issues at companies(1:18:07) Unpacking the skills behind product sense and product mindset(1:20:44) A place for people without the traditional meritocracy mindset(1:22:38) John's writing process and what he plans on writing about next(1:27:52) How to use ChatGPT for learning and levity(1:31:56) Lightning Round—Production and marketing by https://penname.co/. For inquiries about sponsoring the podcast, email podcast@lennyrachitsky.com. Get full access to Lenny's Newsletter at www.lennysnewsletter.com/subscribe

Dominica Degrandis is an expert on flow and helping companies get the benefits of using flow metrics to make systemic improvements. What does she find as the biggest obstacle to success? A proper investment in change. In this conversation Jeffrey and Dominica talk about the importance of a daily change budget, time you'd expect people to be working in the new way, with some advice for both leaders and practitioners. Recorded live at DevOps Enterprise Summit 2022 in Las Vegas. SHOW LINKS: - LinkedIn: https://www.linkedin.com/in/dominicadeg/ - Dominica Degrandis: https://ddegrandis.com - Making Work Visible, 2nd Edition: https://itrevolution.com/making-work-visible-by-dominica-degrandis/ - Dominica Degranids past episode: https://podcasts.apple.com/us/podcast/troubleshooting-agile/id1327456890?i=1000458010204 - Donald Reinertsen Principles of Product Development Flow: http://reinertsenassociates.com/books/ --- Our book, Agile Conversations, is out now! See https://agileconversations.com where you can order your copy and get a free video when you join our mailing list! We'd love to hear any thoughts, ideas, or feedback you have about the show. 
 Email us at info@agileconversations.com

We are just back from The Value Flywheel Effect book launch at DevOps Enterprise Summit organised by IT Revolution with Gene Kim and crew. We had a great week doing our book launch. It was great to see the buzz and the content. But getting handed the first copy of The Value Flywheel Effect book made it very real! There was a shelf full of IT Revolution books in chronological order. Like DevOps, Enterprise Handbook, Accelerate, Team Topologies and all the Mark Schwartz and Dominica DeGrandis books. And The Unicorn Project and The Phoenix Project. It was unbelievable to see our book sitting alongside all of those books. Learning Sprint The first thing I did was a learning sprint. I did an hour on creating a cloud strategy with Wardley mapping, which I thought was interesting. I used Ben Mosior's Wardley map canvas from LearnWardleyMapping.com. And it was great taking people through that. Once people start connecting the elements of the value chain, they can start to ask why is that over there and not over here? Then you're into a nice conversation. Once they get beyond the terminology, notation and syntax, they are asking interesting, challenging questions. The canvas is a great way to get people thinking quickly. They start gaining insights and seeing what they may not have before using the canvas or map. And you can give them tips. People deliberate over who is the exact customer. Or the actual customer and their needs. People can get very micro at the start. And you say just pick one and keep moving. Just keep pushing through, because you can always add more later. You are getting people to move quickly. And you are giving people a couple of steers. But the first 20 minutes is complete confusion. What are we doing here? And then once you draw the map out, people go 'Ah right!'. And then when you start to plot movement and inertia, that's when people get really excited. And it becomes crystal clear. Creating the Value Flywheel Effect Talk I deliberated on what to do for my talk because I wanted to do something different. So I decided on 'Creating the Value Flywheel Effect' looking at how came up with this stuff. So I did an intro to the book. And then I told the story through maps, similar to our Map Camp talk. I started with one of the drawings we had done five or six years ago. Which was a scribbled messy drawing of a map. And I contrasted with the map in the book to show the evolution of the map. So it was a nice mechanism to tell the story. Some people think that maps come out fully formed. But they never do. There is lots of variation and challenge. We always challenge each other. And we revisit, rub stuff out and draw it again. When we validate certain things we always go back to the map. It's not the map. It's the communication! And the interactions. The maps are always wrong at the start. People try to go out of their way to create the perfect map. But that's not the point of the exercise. The Value Flywheel Effect Book Signing I did the book signing in the main theatre. There were 4 different book signings. So you hope to see people queue up because you don't want to end up standing on your own. But there was a huge queue and I was there for two hours signing 200 books. People were really nice and they were really excited. And lots of other speakers queued up as well. Propelo sponsored our book signing and they were great. So now the book is in the wild with 200 plus people! So we're starting to get feedback from people who weren't in the early previews. It was fantastic to see Dominica DeGrandis' comments on LinkedIn. She wrote the book: 'Making Work Visible'. It is a brilliant book about visualising flow. She has a couple of posts about our book: 'The Value Flywheel Effect'. And she popped up a maps from her LinkedIn called 'Mapping Psychological Safety'. It was the name of the post on her blog: DDeGrandis.com. And she said that it had never occurred to her to map psychological safety. I thought that was insightful. We would map stuff like that all the time. There's no boundaries to what we map. Psychological safety is usually the base or foundation of the map. Mapping, safety or challenge are things that are quite hard to see. But they are the most important thing for everything that comes above it. The thing at the very top, which is the need, is usually the least important because it is the end product. It's built into the flywheel. You need an environment where it's safe to challenge. And having safety to challenge requires psychological safety. It's cool that it's resonating with people and they're starting to zero in on those sorts of things. DevOps Enterprise Summit was a great event. Look up the slides on GitHub. All the videos are on videos.itrevolution.com. Serverless Craic from The Serverless Edge Check out our book The Value Flywheel Effect  Follow us on Twitter @ServerlessEdge

If you are like me, so much of the work you do, and the work your team does, is invisible to most outside observers. You may understand what you're working on, and your team likely understands it as well. But as soon as you move outside of the inner circle, the work becomes opaque. Move further away, it becomes a black box that outsiders peer into, but can't discern what is happening.This is often the source of immense conflict and consternation. Which is why this month we review the book Making Work Visible: Exposing Time Theft to Optimize Work & Flow by Dominica DeGrandis.  Don't forget to subscribe at productthinking.ccWeekly newsletter: Making Work Visible: Exposing Time Theft to Optimize Work & Flow: Book ReviewOr just want to leave a tip: buy me a coffee?Twitter: @kylelarryevans and @producthinking ★ Support this podcast ★

Inger and Jason are both complaining about their health again. Jason has 'mild degeneration' of his shoulder joint and Inger has 'mild degeneration' of her eye lens. The duo agree that it means they are falling apart, but as Jason says ' slowly'. After the whinging about health, and a few things about the Jeep/Tesla/Tinny there 's a bit about academic administration before a Speakpipe from Dasha from Finland (27:10) and another email from Heather Brown and finally, the point of the podcast: our work problems segment (34:49).This week we're talking about Making work Visible: exposing time theft to optimise work and flow by Dominica DeGrandis. This is an amazingly useful book and to help convince you, Inger produced a reading guide, which you can access on Google Slides as you listen. During the discussion, Inger shares the PERT formula, which is below:Most Likely Estimate (Tm)Optimistic Estimate (To)Pessimistic Estimate (Tp)PERT Estimate = (To + 4Tm + Tp) / 6Standard Deviation = (Tp – To) / 6Give it a try - Inger and Jason both think it's amazing. Since the team are on the clock with Jason going off to a Jeep show, they zoom through the reading segment (1:36:56), but promise to come back to talk in more detail about Navy SEAL romance novels next time (much to Jason's disgust). There's only time for a quick discussion of slime robots at 1:38:31. Two minute tips (1:42:40) are strangely in synch this time, and there's merch you can buy! Link to said merch and all the things we mentioned in the show should be in the links, below:Stuff we mentioned: Making work Visible: exposing time theft to optimise work and flow by Dominica DeGrandis.+ reading guide to the book, which you can access on Google SlidesOmni show episode with usOmni show ep with Kaitlin Salke about automating time calculationsInger's neglected project: The Whisper CollectiveMagnetic slime robotsWhy we did it: the Republican road to hell by Tim MillerWork won't love you back: how devotion to our jobs keeps us exploited, exhausted and alone. by Sarah Jaffee"The 80/20 individual on GoodreadsLeave us a message on www.speakpipe.com/thesiswhisperer. Email Inger, she's easy to find. You will not be able to find Jason's email (he likes it that way).Talk to us on BlueSky by following @thesiswhisperer and @drjd. Inger is sadly addicted to Threads, but cannot convince JD to join. You can find her there, and on all the Socials actually, as @thesiswhisperer. You can read her stuff on www.thesiswhisperer.com. You can support the pod by buying our Text Expander guide for academics from the Thesis Whisperer website.

Dominica DeGrandis is the author of *Making Work Visible*, and Principal Flow Officer at Tasktop. She joined us to talk about how important it is for teams to ensure that all of their work is accounted for in planning.

This podcast is the last podcast of 2021 and marks the end of season #1. I do a quick overview and review of the podcast over the year.  I wanted to thank the following guests: Ben Rockwood (@benr)Doris QuinnMary and Tom Poppendieck (@mpoppendieck)Jeffrey Fredrick (@Jtf)George Dekker (@GeorgeDekker)Dr. Steven Spear (@StevenJSpear)Courtney Kissler (@chawklady)Josh Corman (@joshcorman)Kevin Behr (@kevinbehr)Elisabeth Hendrickson (@testobsessed)harper (@harper)Carmen DeArdo Dennis Schlagheck Glenn Wilson (@GlennDynaminet)Mark Burgess (@markburgess_osl)John Waraniak (@JohnWaraniak)Steve Pereira (@SteveElsewhere)Jabe Bloom (@cyetain)Paula Thrasher (@paula_thrasher)Dominica DeGrandis (@dominicad)Laksh Raghavan (@laraghavan)Tom Geraghty (@tom_geraghty)Andrew Clay Shafer (@littleidea)

This episodes connects Principles of Product Development Flow by Donald Reinersten and Making Work Visible by Dominica DeGrandis via the five time thieves.The thieves are: too much WIP (work-in-progress), unknown dependencies, conflicting priorities, neglected work, and (the most annoying of the bunch) interrupts.Free Resources NEW! The Small Batches Slack App for Teams Toyota Kata Pocket Guide The Flow Collective DevOps Email Course Project to Product Email Course War & Peace & IT Pocket Guide Links Adam Hawkins on Twitter Adam Hawkins on LinkedIn Adam Hawkins' website Principles of Product Development Flow Making Work Visible Dominica DeGrandis on the Profound Podcast Get InvolvedFollow @smallbatchesfm on Twitter and tweet me with your comments. Want a topic covered on the show? Then call +1-833-933-1912 and leave your request in a voice mail. Preference goes to to listener requests.Support the Show!Tell me about you in the listener survey! Rate this show on iTunes. Share this episode with your friends and colleaagues. Feedback is love, so send some my way.

Dominica DeGrandis is my guest on this episode. In 2010, Dominica and I met at the first US DevOps Days. We discuss the early DevOps Days and the Kanban game in this episode. We also discuss her work on making work visible and the five thieves of time. Every time I speak with Dominica, it is always a great conversation. Here are a few links:https://itrevolution.com/making-work-visible-by-dominica-degrandis/ https://itrevolution.com/immersion/ linkedin.com/in/dominicadeg

Change is difficult. And it’s even more difficult, if you’re the one trying to make change happen. That’s where Dominica DeGrandis comes in. As the author of Making Work Visible, Dominica has been helping teams make big changes for decades. And now she is joining us to explain the steps we can take to start making a change inside of our organizations, today. Join the Dev Interrupted Discord Community: https://discord.gg/tpkmwM6c3g

In this age of faster, and leaner software delivery, managing teams and more importantly managing tasks and workflows, both within teams and across teams, is more relevant than ever.  Time waste, too much work in progress and an overhead of technical debt are just a few of the problems that enterprises and other large organizations are faced with.  What are the root causes of work overload and how can it be mitigated so that cloud native adoption is a reality without your organization having to compromise on quality?  Cornelia Davis, CTO Weaveworks and Dominica DeGrandis, director of Digital Transformation at Tasktop offers some practical advice on evaluating IT workflows in the enterprise and how to manage technical debt and other invisible work.   

In this episode of Mik + One, the official Project to Product podcast, Mik is joined by Dominica DeGrandis, Principal Flow Advisor at Tasktop and Author of “Making Work Visible: Exposing Time Theft to Optimize Work & Flow.” In this episode, Mik and Dominica cover a variety of topics, including: - Reflections on the COVID-19 pandemic, its impact on organizations, and advice for leaders, teams and individuals to get through this time and find their own flow - Exploration into how Dominica's work in ‘Making Work Visible' applies at the individual, team and organization levels - Leadership's role in acknowledging employee burnout and working to improve it in order to increase employee confidence, innovation and engagement during the Turning Point - Getting Work in Progress (WIP) under control in order to improve flow - The concept of Flow Safety, and why it is critical in making structural changes and seeing successful results - The importance of experimentation when removing bottlenecks, and how it can help to increase team happiness and productivity - Why exposing dependencies is critical in order to make fast decisions that produce results, reduce wait times, and reduce WIP Subscribe to the Mik + One podcast today so you never miss an episode and don't forget to leave your review. Follow Mik on Twitter: @mik_kersten #MikPlusOne www.tasktop.com For more information about Dominica DeGrandis, visit: https://projecttoproduct.org/podcast/dominica-degrandis/

Read the full Show Notes and search through the world’s largest audio library on Scrum directly on the Scrum Master Toolbox Podcast website.  When multiple teams work on high-impact or high-visibility programs or projects, it is critical that they align how they work, and that certain processes are in place to support the teams. In this episode, we talk about what problems arise when teams are working separately, not aligned, and the supporting processes are missing. A key realization for Scrum Masters: the supporting processes can have a big impact on the performance of the team Featured Book for the Week: Thinking Fast, Thinking Slow, Kahneman et. al Mandy mentions several books: Thinking Fast, Thinking Slow, by Kahneman et. al; The Bottleneck Rules, by Clarke Ching; Making Work Visible by Dominica DeGrandis.  These books helped Mandy understand many different aspects of Agile beyond the work with the team.    About Mandy Sunner Mandy calls herself the Angel of Agile as she guards her team and stakeholders from attacks and compromises which are forthcoming in an era of uncertainty. Her Agile approaches are thought through by virtue of being a systematic thinker and keeping the customers at the forefront of development. A problem solver with many years of practical experience. You can link with Mandy Sunner on LinkedIn and connect with Mandy Sunner on Twitter.

Emily Bache on Maintainable, Rod Collins on With Great People, Dominica DeGrandis on Troubleshooting Agile, Ariel Caplan on Greater Than Code, and Dave Aronson on Maintainable. I’d love for you to email me with any comments about the show or any suggestions for podcasts I might want to feature. Email podcast@thekguy.com. And, if you haven’t done it already, don’t forget to hit the subscribe button, and if you like the show, please tell a friend or co-worker who might be interested. This episode covers the five podcast episodes I found most interesting and wanted to share links to during the two week period starting December 9, 2019. These podcast episodes may have been released much earlier, but this was the fortnight when I started sharing links to them to my social network followers. EMILY BACHE ON MAINTAINABLE The Maintainable podcast featured Emily Bache with host Robby Russell. Robby started out by asking Emily about common traits of maintainable software. She says that maintainable software has a design, is well tested, has names that relate to the domain, has had thought given to having levels of abstraction, and is the kind of code you would like to read. Robby asked Emily what developers get wrong when talking about technical debt. She says that some developers label as technical debt any code they don’t like or didn’t write themselves. Other developers don’t even admit that there is any such thing. This is problematic because there really is code that is bad, code that most developers would have trouble understanding. She says that your decisions regarding technical debt have to be driven by the needs of the users of the software. Code you don’t need to change doesn’t need to be improved.  They talked about examples of bad code and Emily mentioned Terry Hughes’ Gilded Rose refactoring kata as an example of horrible code that she uses to educate others. She herself invented a tennis refactoring kata and a Yahtzee refactoring kata that I got to try out myself in her workshop at the Agile Testing Days conference in November.  Robby asked whether these exercises are meant to be done alone or with others. Emily says it is always more fun to code with other people and you learn more. She says coding is a social activity. Very little code today is written by individuals. It is written by teams. Doing exercises like the tennis kata in a group lets you have discussions about design and code smells without it being personal and then you will have practiced such discussions for when it really matters in your production code. Robby and Emily talked about the individual genius developer and Emily says that while there are definitely still instances of software built by geniuses working alone, the best software today is often built by teams from the start. This led her to talk about mob programming, which she favors because it forces you to explain your ideas in words. You have to become good at communicating, in words, about software design and coding constructs. She says she didn’t have that skill when she started mob programming. Robby stated that he wasn’t familiar with mob programming. Emily explained that, as in pair programming, you have two people working together at the same machine, but in mob programming you have more than two people and, because of the increased number of people, you need an increase in structure. One piece of structure is that the driver, who is typing at the keyboard, cannot follow their own ideas about what to write. Instead, the navigator, a designated person in the mob, communicates what code should be written. The rest of the mob supports the navigator and the driver and you regularly rotate the roles. For the mob to work, the navigator has to get good at communicating in words, not just with the driver, but also with the rest of the mob so that they can assist and can take over when the navigator rotates to the driver role and the driver returns to the mob. They discussed how often to rotate and Emily says it varies from team to team, but her preference is to rotate every four or five minutes. As an aside, at the Agile Testing Days conference this past November, I got to experience a mob programming workshop led by Emily in which I got to be a member of the mob and rotate through the roles of navigator and driver and I highly recommend seeking out opportunities to experience this style of work if you get the chance. They talked about her work as a technical agile coach and how she splits her time among multiple teams at a given engagement, working with each team for two hours every day. These teams would work as a mob on their production code and she would sit in the mob and either take the navigator role, coach the navigator and driver, or simply observe. This allows her to help teams to learn practices like writing tests, doing refactoring, improving their design, breaking their work into small pieces, committing often, writing good messages, and all the stuff you need to do to be agile. They also do one hour coding dojos.  Being a guest in other teams’ codebases, she says, you have to be respectful because even when you see that the code is bad, you don’t know why it got that way. The first thing she does when she joins a new team is ask to see their code, their unit tests, and the code they find most difficult to work with. Robby asked Emily to reflect on the various projects she has participated in and describe common issues that affect most teams’ code and processes. Emily says she sees a lot teams struggling to meet expectations and not taking enough time to really communicate with each other and improve. Most software developers really want to do a good job and are under a lot of deadline pressure that works against doing a good job. Software development is a marathon and you have to make sure you are learning and your processes are improving as you go. Apple Podcasts link: https://podcasts.apple.com/ca/podcast/emily-bache-its-always-more-fun-to-code-with-others/id1459893010?i=1000457798211 Website link: https://maintainable.fm/episodes/emily-bache-its-always-more-fun-to-code-with-others-PtzH4tY7 ROD COLLINS ON WITH GREAT PEOPLE The With Great People podcast featured Rod Collins with host Richard Kasperowski. Rod says that, in the 20th century, if you wanted to scope out the future, you looked backwards. You understood your business, product, and market metrics and forecasted from that because, in those days, the past was a proxy for the future. Today, the world is rapidly changing and planning can become a strategic trap. Planning is no longer the foundation of strategy. The basis of strategy today is discovery. Richard asked why Rod calls himself an information curator and Rod said that no one person can see into the future, but if you have processes that leverage the collective intelligence across experts, non-experts, and what Rod calls unusual suspects, it gets businesses to ask the right questions and find the unknown unknowns. Rod says that most leadership teams, especially senior leadership teams, don’t spend sufficient time on business strategy. When your challenge in a business environment is discovering the unknown unknowns, you cannot afford to meet only once a year to think about business strategy. Rod had his own leadership teams meet about strategy for a whole day every two weeks. Rod asks, “How much of a CEO’s time is spent bridging gaps between the various units because they are not getting along?” Meeting for a day every two weeks pays itself back many times because senior leaders are able to handle issues among themselves without involving the CEO. There is esprit de corps, a history that gets created among the leadership team, and the collaborative way of working together becomes the natural way of conducting business. Rod says that the leadership training of the last five decades is focused on the individual. Most train strategic leaders to hold their hierarchical authoritative power in such a way that it is beneficial, but treat leadership as fundamentally residing within the individual. Rod thinks that part of the transformation of 21st century business is the unit of leadership changing from the individual to the team. Leadership training, as a consequence, needs to happen in the context of full teams. Apple Podcasts link: https://podcasts.apple.com/ca/podcast/rod-collins-innovation-discovery-how-to-do-it-right/id1262784541?i=1000457926652 Website link: https://soundcloud.com/withgreatpeople/episode28 DOMINICA DEGRANDIS ON TROUBLESHOOTING AGILE The Troubleshooting Agile podcast featured Dominica DeGrandis with hosts Douglas Squirrel and Jeffrey Fredrick. Squirrel and Jeffrey asked Dominica what she means by time theft. She says that time theft is the interruptions and context switching that often comes from conflicting priorities, unknown dependencies, and unplanned work. For example, you may go to work and have back-to-back meetings and cannot get your real work done until you put the kids to bed or on Sunday afternoon. As Squirrel says, “You can’t do your work at work.” It prevents you from getting into the flow state described by Csikszentmihalyi. If you ask people what prevents them from getting their work done, they often say it is because they are overloaded. She told the story of working with a team of 41 engineers working on 33 projects at the same time, building out six data centers in six countries in six months. They were carrying the duty pager and were interrupted so much that they put two project managers in front of them to protect them from the inbound demand, but their mutual dependencies within the organization interrupted them too. The project managers put a big Kanban board up and, every time an engineer was interrupted, they put a post-it on the board. In a week, they had 92 interruptions and the majority were due to product managers wanting to know the status of their project. Every day, people were walking past this board and this is how you get visibility on your problem. Making the work visible provoked the necessary conversations to inspire change. The change that occurred was taking one of each specialist, moving them into a different building and asking them their biggest pain points. Because work was being started without finishing previous work, they had a lot of projects at 90%. This isolated team was able to finish 10% of the projects in four weeks. As a build engineer, Dominica used to rant about teams not having enough automated testing but it got her nowhere, but once she started capturing the data, taking a scientific and systems-thinking approach, and presenting her data-backed case to leadership, the result blew her away. She got budget, she got headcount, and she got empathy. Jeffrey said that people often find themselves on an us/them divide and this is not what Dominica found once she could present the data to leadership. The problem is that people don’t have the shared information to work from and, in making the work visible, she was generating information that nobody had before. Squirrel says he worries that people will use the metrics to beat people up. Dominica says this is why we want to focus on business outcomes and not activity metrics. A lot of proxy metrics are captured because it comes with the tool, but these metrics don’t tell you how much business value a team is providing for the company. Dominica likes to use a balanced set of flow metrics such as cycle time and flow efficiency. Squirrel asked why the business leaders would be interested in such metrics. Dominica gave the example of business leadership thinking they need to hire more developers because the teams they have are not delivering fast enough. If you are measuring flow efficiency, development time is usually a low percentage of flow time, so adding more developers would not help cycle time at all. You need to know where your bottleneck is and measuring flow efficiency helps you make these kinds of business decisions. Jeffrey asked where someone should start in making work visible and reducing time theft. Dominica starts with the question of what prevents a team from getting work done. Decide on a few small experiments of four to six weeks to address these problems, find that one person on the business side who can be your ally and maybe sponsor these experiments, and address their business pain. Apple Podcasts link: https://podcasts.apple.com/ca/podcast/making-work-visible-with-dominica-degrandis/id1327456890?i=1000458010204 Website link: https://soundcloud.com/troubleshootingagile/making-work-visible-with-dominica-degrandis ARIEL CAPLAN ON GREATER THAN CODE The Greater Than Code podcast featured Ariel Caplan with hosts Jamey Hampton, John K Sawers, and Jacob Stoebel. Ariel says his superpower is extreme irritability. He had to learn when to address the things that irritated him and when to let them go. He started a daily writing practice of noting what irritated him that day and also what he liked. He connected his superpower to accessibility. He says you can develop in yourself a sensitivity to examples of poor accessibility like the use of red and green as the only means to present certain information in a user interface. Ariel has been working on developing the corporate values for the company he works for. Ariel says that company values are often viewed with skepticism and he gave an example: a company had the values of communication, respect, integrity, and excellence, according to their annual report in 2000. The name of the company was Enron. John talked about helping his team of about 25 people come up with their team values to use as an interviewing rubric. He liked asking about values in interview questions because there is no wrong answer and, by asking the candidate what a good demonstration of a particular value is, it allows you to evaluate how they think that the value would play out instead of having them guess the magic answer to a tricky interview question. Jamey added that it is important to revisit your list of core values every so often. His company, Artemis, grew from ten to thirty employees and decided to revisit their values. Some of the values did not change fundamentally, but changed meaningfully in the way they were expressed. Ariel asked about when is it time to delete a value from your list and Jamey described how the original list of Artemis’ “values” included company goals like “we help indoor growers succeed”. These got removed because they weren’t really values, but they remain corporate goals.  Ariel says he pays attention to who is impacted and has to change their behavior because of a value. He gave as an example the values of grit, determination, and hard work and how this gets abused to put pressure on the front-line workers. Another example is a value like: “we challenge people; we ask questions; etc.” A better value might be “we create an environment where it is safe to ask questions, safe to challenge ideas, and safe to take risks.” The first example puts the pressure on the front-line workers to behave a certain way, while the second puts the pressure on management to create a better environment. Apple Podcasts link: https://podcasts.apple.com/ca/podcast/158-exploring-company-values-with-ariel-caplan/id1163023878?i=1000458078372 Website link: https://www.greaterthancode.com/exploring-company-values DAVE ARONSON ON MAINTAINABLE The Maintainable podcast featured Dave Aronson with host Robby Russell. Robby asked Dave what his definition of software quality is. Dave addresses quality for the vast majority of software as a list of six aspects that form the acronym ACRUMEN: appropriate, correct, robust, usable, maintainable, and efficient. The N means nothing. Appropriate means doing what the stakeholders need it to do, where the term stakeholder refers to users, customers, operations personnel, and others. Where Appropriate refers to doing the right job, Correct means doing the job right. He uses the analogy of being asked to write a checkers program and, in response, writing the world’s greatest chess program. It can be as correct, robust, usable, maintainable, and efficient as anyone could ever possibly want, but if you wanted a checkers program, you are not going to be happy with it. In ACRUMEN terms, the chess program is not appropriate. Alternatively, a perfectly reasonable checkers program that may even have a few bugs is probably going to suite your needs better than a fantastic chess program. For Robust, he is mostly referring to security. He uses the CIA triad (confidentiality, integrity, and availability). The program should not reveal information, alter information, or become unavailable when it is not supposed to. Regarding Usable, Dave says it is not just the end user that needs to find the software usable; things like an API should be usable as well. In ACRUMEN, Maintainable means easy to change with low fear of error and low chance of error even for a novice programmer new to the project. Fortunately, the vast majority of software engineering advice is aimed squarely at this. For the last letter in the acronym, E for Efficient, Dave says there are more resources to make efficient use of than CPU cycles. There is, of course, disk space and network bandwidth, but also the user’s patience and brainpower, and the company’s money. Apple Podcasts link: https://podcasts.apple.com/ca/podcast/dave-aronson-putting-the-m-in-acrumen/id1459893010?i=1000455264616 Website link: https://maintainable.fm/episodes/dave-aronson-putting-the-m-in-acrumen-n_6lX9fc LINKS Ask questions, make comments, and let your voice be heard by emailing podcast@thekguy.com. Twitter: https://twitter.com/thekguy LinkedIn: https://www.linkedin.com/in/keithmmcdonald/ Facebook: https://www.facebook.com/thekguypage Instagram: https://www.instagram.com/the_k_guy/ YouTube: https://www.youtube.com/c/TheKGuy Website:

Sunday is the new Monday, and that’s a bad thing - says our guest today, Dominica DeGrandis, author of Making Work Visible. How can you move from default yes to an effective, smooth flow of work? Dominica addresses this question while touching on queueing theory, empathy, and hope! SHOW LINKS: - Dominica’s Twitter feed: https://twitter.com/dominicad - Domenica’s web site: https://ddegrandis.com/ - Kanban book: https://www.amazon.co.uk/Kanban-Successful-Evolutionary-Technology-Business/dp/0984521402/ref=asc_df_0984521402/ - Queueing theory: https://en.wikipedia.org/wiki/Queueing_theory - Paul Graham on Maker and Manager Schedules: http://www.paulgraham.com/makersschedule.html
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 Our new book, Agile Conversations, will be out in May 2020! See https://conversationaltransformation.com where you can pre-order! 
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Dominica DeGrandis, Author of Making Work Visible and Principal Flow Advisor at Tasktop, discusses the human factor of DevOps as well as the new mindset people must have when they shift to managing work in a product-centric model.

For this week’s episode, your host Dan Neumann is shaking things up! He’ll be answering some of the frequently asked questions that often come up in his work as well as some miscellaneous questions on Quora on the themes of Agile and Scrum.   In his coaching, Dan often finds that there are a lot of misconceptions, questions, or themes that continuously come up. Throughout this podcast, he’s hoping that the selected questions today will add some value to your own practice! Some of the questions include: “What resources would be good reading for an Agile Scrum Master,” “What is a road map in Agile,” “In practice, does waterfall planning ever accurately predict (or guarantee) completion dates for tasks and projects,” and more!   If you have any questions you’d like to ask for yourself, you can email them to Podcast@AgileThought.com or Tweet @AgileThought using #AgileThoughtPodcast!   Key Takeaways What resources would be good reading for an Agile Scrum Master? Agile Project Management with Scrum, by Ken Schwaber (Very approachable for those even brand new Agile and Scrum) Anything by Mike Cohn, including his blog on Mountain Goat Software Essential Scrum: A Practical Guide to the Most Popular Agile Process, by Kenneth S. Rubin Listen to this podcast, of course! You can tweet or email in your own questions to have them answered in a future episode Always be sure to ask others in-person what they suggest and also to just simply pick up books and resources in whatever current challenges you may be facing For team dysfunction, check out the book: The Five Dysfunctions of a Team: A Leadership Fable, by Patrick Lencioni, as well as his follow-up book: Overcoming the Five Dysfunctions of a Team: A Field Guide for Leaders, Managers, and Facilitators If you’re interested in building your skills as a coach, read: Coaching Agile Teams: A Companion for ScrumMasters, Agile Coaches, and Project Managers in Transition, by Lyssa Adkins One of the opportunities for Scrum Masters to really help their teams is in facilitating effective retrospectives — in Agile Retrospectives: Making Good Teams Great, by Esther Derby and Diana Larsen, they lay out a five-step framework for an effective retrospective *Dan considers this a must-read! Dan’s final tip: always keep learning Can a product owner change a sprint backlog any day? The product owner’s role is to optimize the product backlog for value Hopefully, the product owner is participating during the sprint, but really the sprint backlog is the domain of the development team, and one would not expect to see them changing the sprint backlog day-in and day-out The product owner’s role is in the product backlog and to accept items as they are being delivered in the sprint, to clarify questions, and to make sure that sprint goal is achieved The sprint backlog will usually change throughout the sprint but it would be done in collaboration with the scrum team always keeping the sprint goal in mind What is a road map in Agile? A road map is simply a plan on how to get from one point to another Part of the mindset and approach to Agile road maps is really realizing that we’re not able to predict the future to a high degree of certainty or very specifically and that we need to be able to respond to change In practice, does waterfall planning ever accurately predict (or guarantee) completion dates for tasks and projects? Does it ever? Yes, there are times when waterfall or highly predictive planning can accurately predict completion dates for tasks and projects The scenarios or conditions under which it happens tend to be those that have a high degree of certainty about the capabilities that are needed If you have a team that’s done a particular type of development before with technology that they’re using again and really well-understood requirements, waterfall planning can accurately predict dates for tasks and projects The less certainty there is, that’s where waterfall planning breaks down   Mentioned in this Episode: Quora Agile Project Management with Scrum, by Ken Schwaber Mike Cohn’s Amazon Book Page Mike Cohn’s Blog on Mountain Goat Software Essential Scrum: A Practical Guide to the Most Popular Agile Process, by Kenneth S. Rubin The Five Dysfunctions of a Team: A Leadership Fable, by Patrick Lencioni Overcoming the Five Dysfunctions of a Team: A Field Guide for Leaders, Managers, and Facilitators, by Patrick Lencioni Coaching Agile Teams: A Companion for ScrumMasters, Agile Coaches, and Project Managers in Transition, by Lyssa Adkins Agile Retrospectives: Making Good Teams Great, by Esther Derby and Diana Larsen Agile Coaches’ Corner Episode: “Creating Effective Retrospectives with Sam Falco” The Agile Manifesto Quora Questions: “What resources would be a good reading for an Agile Scrum Master?” Asked by Alex Shaw “Can a product owner change a sprint backlog any day?” Asked by Mohammed Saiful Alam Siddiquee “What is a road map in Agile?” Asked by Maxime Sauvaget “In practice, does waterfall planning ever accurately predict (or guarantee) completion dates for tasks and projects?” Asked by Alan Pita   Dan Neumann’s Book Picks: Essential Kanban Condensed, by David J. Anderson and Andy Carmichael Making Work Visible: Exposing Time Theft to Optimize Work & Flow, by Dominica DeGrandis   Want to Learn More or Get in Touch? Visit the website and catch up with all the episodes on AgileThought.com! Email your thoughts or suggestions to Podcast@AgileThought.com or Tweet @AgileThought using #AgileThoughtPodcast!

Dominica DeGrandis is Director of Digital Transformation at Tasktop, where she helps customers improve the flow of work across value streams. Responsible for introducing customers to flow-based aspects of digital transformation, she guides IT teams and business teams to learn and adopt new ways of working to improve performance. Dominica is the author of “Making Work Visible: Exposing Time Theft to Optimize Work & Flow.” She is a huge fan of using visual cues to reveal mutually critical information across organizations to inspire change and spur alignment. Dominica lives in Seattle, WA with her husband and extended family. Dominica DeGrandis Here we talk about metrics, work flow, and the great benefits of minimizing WIP – work in progress. We also talked about engaging managers in the discussion of work flow and metrics. DeGrandis is excellent at seeing how processes work and finding ways to help participants literally see how work flows through the system. She advocates using Kanban boards to create a view of what’s going on at various levels in an organization. This can also help individuals see how their specific metrics affect the larger business goals. We also discussed the topic of “Priority vs. Calendar.” DeGrandis has a talk on this subject. She talks about The 30 Minute Jam, the All Day Cram, and the Triple-Book Wham. Many people – especially creative people – need large blocks of time on the calendar in order to reach and maintain “flow” and get quality work done. I love her assertion that most people have more control over their calendar than they believe. Lots of good stuff here. Enjoy! https://www.youtube.com/watch?v=hk_9ZRIGQP8

In this episode, Justyna and Paul talk with Dominica DeGrandis, author of Making Work Visible.Support the show (http://patreon.com/agilebookclub)

This month Justyna and Paul talk about Making Work Visible, by Dominca Degrandis.Support the show (http://patreon.com/agilebookclub)

Dennis Stepp is prioritizing tests based on risk. This episode is not sponsored! Want to be a sponsor? You can contact me or check out my sponsorship gig on Fiverr Show Notes: Mind Mapping The four factors of risk based analytis: Domain, risks, impact, likelihood I threw out the term systemic risk Books: Clean Code by Robert C. Martin The Phoenix Project by Jean Kim A Seat at the Table by Mark Schwartz Making Work Visible by Dominica Degrandis Working Effectively with Legacy Code by Michael Feathers Dennis-Stepp.com Dennis is on Twitter Want to be on the next episode? You can! All you need is the willingness to talk about something technical.

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

In this podcast Shane Hastie, Lead Editor for Culture & Methods, spoke to Dominica DeGrandis about time thieves, making work visible, the important themes from the DevOps Enterprise Summit and ways to be more productive. Why listen to this podcast: • If we can understand the thieves of time better we can get some time back from our overburdened work-life • Having too much work in progress is the mother of all the other thieves of time • Much of our work is based on arbitrary rather than real due dates • Most daily stand up events take too long because of the focus on status - Instead of talking about what people are doing rather talk about what’s blocking them • Different type of works needs different time focus – managers vs makers • The value of having a regular cadence for meetings and for “Do Not Disturb” time • The danger, and harm, that comes about from believing there are “best” practices which can be applied in complex or complicated domains More on this: Quick scan our curated show notes on InfoQ https://bit.ly/2x1ZVFJ You can also subscribe to the InfoQ newsletter to receive weekly updates on the hottest topics from professional software development. bit.ly/24x3IVq Subscribe: www.youtube.com/infoq Like InfoQ on Facebook: bit.ly/2jmlyG8 Follow on Twitter: twitter.com/InfoQ Follow on LinkedIn: www.linkedin.com/company/infoq Check the landing page on InfoQ: https://bit.ly/2x1ZVFJ

The final part of a series of episodes going over the book Making Work Visible written by Dominica DeGrandis. You can find more info about this book on Amazon: https://www.amazon.com/Making-Work-Visible-Exposing-Optimize-ebook/dp/B076BYZ6VN/ref=sr_1_1?ie=UTF8&qid=1536269034&sr=8-1&keywords=making+work+visible We definitely recommend this book for those looking to optimize their work efficiency.

How do you make your work visible to your team, your division, your entire organization? Richard talks to Dominica DeGrandis about her book 'Making Work Visible' and the challenges that IT folks have showing workloads and flow. The discussion turns to the Kanban board, both digital and physical. Dominica talks about methods for identifying work items, showing them flow and making it easy for everyone to see the huge scope of work the average IT team handles.

It's all too common for the "business" to provide conflicting priorities for development teams, and Dominica DeGrandis is helping to get them re-aligned. She shares her experience with how LeanKit approached this exact problem internally. Dominica is presenting "From Divided to United--Aligning Technical and Business Teams" at Mile High Agile this year. Dominica DeGrandis teaches Kanban Flow to Devops enthusiasts. Her passion involves helping organizations improve workflow and optimize throughput. She is keen on providing visibility and transparency across teams to reveal mutually critical information. As Director of Learning & Development at LeanKit, Dominica combines experience, practice and theory to help teams level up their capability. SolutionsIQ's Howard Sublett hosts. About Agile Amped The Agile Amped podcast series engages with industry thought leaders at Agile events across the country to bring valuable content to subscribers anytime, anywhere. To receive real-time updates, subscribe at YouTube, iTunes or SolutionsIQ.com. Subscribe: http://bit.ly/SIQYouTube, http://bit.ly/SIQiTunes, http://www.solutionsiq.com/agile-amped/ Follow: http://bit.ly/SIQTwitter Like: http://bit.ly/SIQFacebook