Podcasts about Kanban

In today's episode Helene speaks to Farah Egby and Cigdem Saka-Jackson about Agile.   They talk about: Agile as a set of working practices that prioritises people over processes and tools; Farah and Cigdem's previous work and journeys into Agile facilitation; The roles and functions that the “Scrum Master” and “Kanban” play in Agile; Roles and techniques in Agile facilitation and tips on how to do it; "I think you need to care. You have to be a caring person. I definitely don't believe it is, it is a rule book and just a set of applicable guidelines. You have to care about the people you work with and the team you're working with”. How Agile can be applied in different contexts including personally. “There are things that you can also apply to your own life individually, you can stop and have a moment to reflect, even if you don't do it with a formal process”. Links Today's guests:  Farah Egby:  https://www.linkedin.com/in/farah-egby/  farah@tuntara.co.uk Cigdem Saka-Jackson: https://www.linkedin.com/in/%C3%A7i%C4%9Fdem-saka-jackson-7885a111/ cigdemsaka@gmail.com To find out more about Facilitation Stories and the IAF and the England and Wales Chapter: Facilitation Stories website: https://facilitationstories.libsyn.com/ And to email us: podcast@iaf-englandwales.org IAF England and Wales: https://www.iaf-world.org/site/chapters/england-wales The Facilitation Stories Team Helene Jewell: https://www.linkedin.com/in/helenejewell/ Nikki Wilson:  https://www.linkedin.com/in/nicolawilson2/

In this "Value Delivered" episode of the Scrum.org Community Podcast, Dave West speaks with Andre Bohn of ambarics and Professional Scrum Trainer Alex Hardt about how combining Professional Scrum and Kanban helped ambarics streamline ERP software support. Learn how greater transparency, limiting work in progress, and visualizing work item age enabled the team to better manage unplanned work, reduce escalations, and increase customer satisfaction.

"If you're going to write about Agile, you better work Agile."In this special live episode, hosts Jim and Sander chat with Olina Glindevi and Ben Walder, the creative duo behind The Visual Agile Coach Playbook, at the ScanAgile 25 conference in Helsinki. They share the origin story of their book, their collaboration journey, and the power of visual thinking in agile coaching and team collaboration.The motivation and madness behind writing The Visual Agile Coach Playbook while juggling day jobs and family life.Using visuals as a serious and practical tool in agile work — not just as decoration or “fun stuff.”The creative friction between Ben's structured writing approach and Olina's visual process — and how they found agility in their collaboration.Why they believe trust, feedback, and staying in your lane can lead to stronger results when working in teams.The role of visual agile coaches and how visuals can unlock alignment, clarity, and engagement in teams.A sneak peek into their next project — a collaborative book on the future of work.Get the book: https://a.co/d/1V11eSOConnect with Olina & Ben (51) Olina Glindevi ✏️ | LinkedIn & (51) Ben Walder | LinkedInCheck out our sponsor:www.xebia.comwww.scrummatch.comwww.wiserbees.comwww.masteringagility.orgHosted by Ausha. See ausha.co/privacy-policy for more information.

The Software Process and Measurement Cast Crew is on vacation. Until then, we are revisiting some fabulous panel discussions we have had during the last 19 years. We will be back on June 21st.   Poor work intake equals out-of-control.  Being out of control leads to stress and poor quality.  Mastering Work Intake is the path to bringing order out of chaos. Buy a copy today!  JRoss Publishing or Amazon. JRoss Publishing: Amazon:   Original Show Notes:  In March 2020, as our world was shrinking and words like 'lockdown' and 'zoom-bombing' were becoming a reality, we recorded and aired . Paul Laberge, Susan Parente, Jo Ann Sweeney, John Voris, and I talked about how we could create or preserve interactions leading to serendipity. Remote working was new for many people. This week we discuss what went well and what have we learned from nearly a year of working remotely. As the editor of the SPaMCAST it is my great pleasure to reconvene a group of people that have such great insight into people. The discussion is full of great ideas to improve remote and hybrid working environments, but most of all it is full of ideas to help respect people in tough times or not.   Panelist Bios Jo Ann Sweeney FCIM FIIC MCIPR is an engagement and communication consultant. Typically, she acts as change management lead on complex programmes, facilitating development of effective engagement, training, and communication strategies and then assisting as the strategies are implemented. Clients value her deep understanding of audiences. Jo Ann is known for clarifying the complex and for persuading key stakeholders to get involved and actively support change. You are welcome to download a complimentary copy of Jo Ann's guide How to Explain Change in 8 Easy Steps at Contact Jo Ann at jo.ann@sweeneycomms.com John Voris is the current leader of AgilePhilly, the local user group in the Philadelphia area for Scrum, Kanban, and Lean Software. ()  His day job is working on financial applications for Crown Cork & Seal, an essential company with over 100 years of manufacturing food and beverage cans.  Prior to Crown, John was an independent software consultant for 30+ years helping both small companies and Fortune 100 large companies with both applications and operating systems. Reach out on LinkedIn: With more than 30 years in the information technology industry, Paul Laberge – CGI Director Consulting-Expert, has a wide range of experience providing IT project management. He enjoys coaching leaders in deploying business technology solutions. His experience in organizational change management spans many different lifecycles including transitions to Agile frameworks (RUP, XP, Scrum, SAFe, Nexxus, LeSS) and incorporating Lean (Kanban) methodologies. Reach out on LinkedIn: Susan Parente is a Principal Consultant at S3 Technologies, LLC and a University Professor at multiple Universities. Mrs. Parente is an author, mentor and professor focused on risk management, traditional and Agile project management. Her experience is augmented by her Masters in Engineering Management with a focus in Marketing of Technology from George Washington University, DC, along with a number of professional certifications. Ms. Parente has 23+ years' experience leading software and business development projects in the private and public sectors, including a decade of experience implementing IT projects for the DoD. Contact Susan at parente.s3@gmail.com  

"Let people twist, turn, and break your product a little — that's where the magic happens."In this special ScanAgile 25 edition, hosts Jim and Sander sit down with Linda Liukas — renowned author, educator, and playground designer — for a rich conversation about creativity, risk, resilience, and the future of learning and public spaces.Linda shares her journey from writing Hello Ruby to designing cutting-edge computer science-themed playgrounds that challenge how we think about education, risk-taking, and play. Together, they explore the parallels between playgrounds and workplaces, how organizations can foster real innovation (hint: it's not about micromanaging), and why letting people "own" a product or process leads to bigger impacts.Whether you're a leader, educator, or innovator, this episode will spark ideas about autonomy, growth, and designing environments — both physical and cultural — where people can thrive.Connect with Linda: (27) Linda Liukas | LinkedInCheck out our sponsor:www.xebia.comwww.scrummatch.comwww.wiserbees.comwww.masteringagility.orgHosted by Ausha. See ausha.co/privacy-policy for more information.

What does soccer, soda, and software have in common? According to Jim York—everything. In this episode, he and Brian Milner break down what great teamwork really means, why shared goals matter more than job titles, and how understanding your team’s unique contribution can unlock better flow and results. Overview In this episode of the Agile Mentors Podcast, Brian Milner sits down with veteran Agile coach and trainer Jim York for a deep dive into what makes real teamwork tick. They unpack what separates a group of coworkers from a high-functioning team, explore the role of shared goals in driving motivation, and walk through value stream thinking using vivid analogies from sports and soda cans alike. Whether you're part of a Scrum team or leading cross-functional initiatives, this episode will help you think differently about collaboration, flow, and how teams can work better together. References and resources mentioned in the show: Jim York Jim's Blog Jim's Video Library Lean Thinking: Banish Waste and Create Wealth in Your Corporation by James Womack & Daniel Jones Liftoff Vision: Launching Agile Teams and Projects by Diana Larsen & Ainsley Nies GoatBot Join the Agile Mentors Community Subscribe to the Agile Mentors Podcast Want to get involved? This show is designed for you, and we’d love your input. Enjoyed what you heard today? Please leave a rating and a review. It really helps, and we read every single one. Got an Agile subject you’d like us to discuss or a question that needs an answer? Share your thoughts with us at podcast@mountaingoatsoftware.com This episode’s presenters are: Brian Milner is SVP of coaching and training at Mountain Goat Software. He's passionate about making a difference in people's day-to-day work, influenced by his own experience of transitioning to Scrum and seeing improvements in work/life balance, honesty, respect, and the quality of work. Jim York is a business owner helping teams discover how to delight their customers. He uses systems thinking, agile and lean to co-create resilient, learning teams. As a coach, he works with his clients to help them grow in directions that matter to them to achieve their goals. Jim is a Certified Agile Coach®️, holding both the Certified Enterprise Coach and Certified Team Coach credentials; Certified Scrum Trainer®️; Agile Fluency®️ facilitator; LeSS Practitioner. In 2007, Jim co-foundered FoxHedge Ltd with his wife, Melissa York. Auto-generated Transcript: Brian Milner (00:00) Welcome in Agile Mentors. We're back here for another episode of the Agile Mentors Podcast. I'm with you as always, Brian Milner. And today I have the very distinguished gentleman, Mr. Jim York with us. Welcome in, Jim. Jim York (00:12) Well, thank you, Brian. Glad to be here. Brian Milner (00:15) Very excited to have Jim with us. We were just chatting before and Jim and I met years ago at a conference. We got introduced by a mutual friend, Mr. Kurt Peterson, who has been on the show. He came on a little bit earlier to talk about Kanban. And just for those people who aren't familiar with Jim, Jim is a co-founder of a company called Fox Hedge. And he has been an Agile coach, a Scrum trainer for quite a while now and I give him the title Luminary, kind of scrum luminary, thought leader, been around doing this for a while. I hope that doesn't sound insulting in any way, Jim, to call you that. Jim York (00:55) Nope, nope, just trying to shine my light and help others shine theirs. So that's what a coach does. So. Brian Milner (01:00) Awesome, Cool, well, we wanted to have Jim on because we had this topic that it's kind of a broad topic, but it's, I think, actually crucial to today's world. And that's just the broad topic of teamwork itself. So I'll start this way, Jim. I want to get your opinion. In today's world, with the changing kind of landscape with AI and everything else that we see that's kind of influencing how we work, has teamwork had its day? Is it time now for something new or is teamwork still the best way to build things? Jim York (01:34) Yeah, well, teams are universal. I think once you get more than one single individual and you get some task that requires more than what one person can do, it's inevitable. We've to work together. And so I don't see that going away. It might change a bit. But in many ways, think the things that we face today are, in many ways, things that we faced before. They might be showing up in a different way, but I think there's some universality. universality to teamwork. Brian Milner (02:03) Yeah, I agree. And so what do we mean by teamwork? Why don't we define that a little bit for everyone? Jim York (02:09) Yeah, I guess we have to step back and start looking at what's a team. If we talk about teamwork, there's this whole expression, teamwork makes the teamwork. So what's a team? And the classic definition of a team is it's a group of individuals working on a shared goal. And so it's kind of like built into the definition, we're working on a shared goal. So teamwork is that combined action. Brian Milner (02:13) Yeah. Yeah. Jim York (02:32) And so that's kind of the general concept. It's, you know, some of the parts, you know, is greater than the whole. And so it's taking that mix of experiences, knowledge, skills, and bringing them together and having that dynamic, that energy, and kind of focusing it in the same direction. You know, that's really what teamwork is about. Brian Milner (02:55) Yeah, it's good to clarify it, because I think the word team gets quite widely used in today's world. you'll hear people describe that, hey, that's my sales team. When you look at it and how they actually work together, there's not really a lot of teaming actually happening. It's just a group of individuals who have the same job and that. that format. I do think you're right. It's important to understand the difference between that kind of a team and what we're talking about here as a team. Jim York (03:25) Yeah, there are different kinds of teams and people in a sales team, even if they're not working with each other, the fact that they have a shared goal does create some sense of team. And there's different teamwork where everybody's providing kind of their unique thing. And then you have, I think like a team in a rowing, when you have like four people in a rowboat. they might have somebody who's steering the boat, you know, but they have the four people holding onto the oars and, you know, they're working at a similar cadence. You can say to a certain degree they're individuals. I don't know if they're fungible. I don't think they're necessarily fungible, but they're working together to accomplish that shared goal. know, the people in rowing, that's different from people on like a soccer team. You know, on a soccer team, you're... You got the whole pitch, you know, you're all over the place and the ball's moving around and there's this kind of coming together and going apart of various team members interacting at different places and at different times throughout the game. You're kind of acting dynamically to where the ball is and where the opponents are and where they are on the field. And so there's this creativity that occurs there that's kind of a different kind of creativity than you might see in a rowing type of competition. Brian Milner (04:18) Yeah. Jim York (04:42) But yeah, I think there are different kinds of teams, but I think that universal theme of being a group of individuals that are having that shared goal, I think that's the thing that's in common. It's not the nature of the work that some people might call agile versus predictive or planned work. mean, the concept of a team is more universal thing. Brian Milner (04:43) Yeah. Yeah. I like the example of kind of the crew, right? Of rowing and stuff. I think that's a good picture because you're right. I mean, it's very subtle, but there's a lot of combined movement. And if one person is off a little bit, it really affects how others are working. I've used the example sometimes in my classes as a contrast to think about like a golf team. You know, like the idea that you have the group of people who, again, I say this in classes. So anyone listening to this who's a golf expert, it really loves golf. Please, email in and tell me if I'm wrong about this. But this is what I say in my classes. You know, if you're on a golf team, it's a group of individuals who are each shooting their own 18 holes. But then at the end of the round, you just total up the score. And if you have the lowest lower score than another team, then you win, right? But it's, When I'm shooting my 18 holes, I'm not necessarily aware of what everyone else on my team has done or what they're doing at the same time. We don't play off each other, right? I don't take the first shot and then they take the second shot. It's all on me to do my best. And then hopefully everyone else has done their best and we just kind of see how it works out at the very last second. Yeah. Jim York (06:17) Yeah, so teams are different. know, teams are definitely different. And I think it's that idea of the shared goal that is the thing that kind of the glue that holds the team together and that shared goal that can be at various levels. I mean, it can be at this grand big picture level. You know, sometimes what's referred to as a product vision, it can be at a more discrete team level. Sometimes that's referred to as, you know, our our unique contribution to the product division. So that would be like our team mission. And then there's maybe, you know, a specific task. And so, you know, we might be working on a specific, very small, discrete task. And, you know, there's a potentially a group of people working on that thing. And, and, and those people have that shared goal of moving that task, you know, through a process to a completion state. And so there's, there's some variability here in the different kind of levels and Hopefully, there's some alignment between those different levels when you're talking about a team. Brian Milner (07:14) All right, so there's some different kinds of teams and it kind of is wide ranging in how we would describe it. There's different configurations, but we have a single purpose. We're working together towards a single purpose. That's kind of our unifying factor there. So then what makes teams work? What's the glue other than our purpose? How do we actually... Combine efforts, how do we play off each other's strengths? How does that happen? Jim York (07:47) Yeah, well, it depends, right? I mean, that's the classic consultant's answer. It depends. How do we play off of each other? If you're in an environment where you've got a known solution to a known problem and you're just executing steps in a plan, those dynamics are pretty well understood. People in that process can be trained to do different types of activities. They can gain experience in that. Brian Milner (07:50) Yeah. Jim York (08:08) That's a fairly predictable kind of process, but then there are others where it's emergent. And so we have to kind of figure it out on the fly as we go. And even those environments where it seems that we've got a pre-existing solution, there is a very clear variable there, and that's people. People show up different every day. I might have had a poor night's sleep, and people might think, well, Jim's normally fairly easy to work with, but wow, today he's... got a short temper or whatever it might be. And so we have to of figure out on the fly how we adapt to those variables. anything that has to do with people, you're going to have some variability. think stepping back, Brian, I think one of the things that is important to kind of understand or get a sense of what part of the system that we want to understand when we're talking about a team and they are dynamics, they actually are fitting within some sort of product ecosystem. And so where are the boundaries of what we mean by our shared purpose, our shared vision within that ecosystem? There's a classic book called Lean Thinking by James and Womack. And there's a really interesting example, simple diagram in the book of a value stream. And it's a value stream of a cola can. And it's kind of fascinating. You kind of see this very simple value stream in there and it starts with aluminum being, well, not the aluminum, but the bauxite actually being mined. And it goes through a reduction mill and then to a smelter. And then it goes through some hot rolling and cold rolling process. And so finally you get basically rolls of sheet aluminum that go to a can maker and the can maker is cutting the cans that are then formed into the cola can. You know, and that can maker is actually the middle of the value stream because all the things I've described so far are upstream. Downstream of the can maker, once they've made the cans, the cans go to a can warehouse somewhere and they sit there until a bottler says, hey, we need some cans because somebody's ordered some cola. And so, you know, the cans make their journey to the bottler and they get filled and then they get... Brian Milner (10:01) Hmm. Jim York (10:17) go to a bottling warehouse and of course there's transportation, there's trucks carrying these empty cans from the can maker to the bottler and then the filled cans from the bottler to the bottler warehouse and then ultimately they go to some wholesale operation and then to a retail store and then you and I perhaps will go into the store and buy a six pack of cola and we go home and we drink the cola. And so you see this very simple kind of journey, this little value stream. from the perspective of the can maker. And so, first time I encountered that value stream, I'm sitting there looking at the can maker and I'm asking myself the classic question that I ask my clients. One of the first questions I ask is, who's your customer? And so for the can maker, it can be very easy to look at that and go, well, it's the bottler because the bottler is the one who places the orders for the cans. So clearly the customer for the can maker is the bottler. Of course from a lean perspective we look further down the stream We were looking at the end of the stream to see you know, what's what's it all for? What's it all for? And if you look at the diagram you get to you know finally to the end of the stream and there's the home where the person's potentially sitting on their couch and enjoying you know that that cola and so you know if you think about all the different steps along the value stream from the mining to the to the smelting to the bottler and Brian Milner (11:17) Ha Yeah. Jim York (11:38) the can maker themselves, the retail store that's selling the cola. The thing that you would ask them that would be the glue that would hold them together for this would be what Diana Larsson and Ainsley Nees call in their lift off book, the product vision. And so the product vision is really kind of what's it all for? And the cool thing about a product vision is it's very concise, it's very succinct and everybody can hold it in their heads very easily because of that. It's typically one sentence. And so I'm going to speculate this because I'm not a, I'm not part of this value stream where Cola makes its journey to people in their homes. But I'm guessing the product vision for all of these various people along the value stream boils down to something along the lines of our customers enjoy a convenient, refreshing beverage. And so the cool thing about that simple statement is that Brian Milner (12:23) Mm-hmm. Jim York (12:28) If you were to go to the mine and ask a miner and say, some of this bauxite that you're mining, in the context of this soda, what's it all for? Now, they're probably mining bauxite for a variety of different customers and a variety of different products. But in the context of this particular value stream, they could look down to the end of the stream and say, it's all about that person sitting on their couch at the end of a long day who simply wants to have a convenient, refreshing beverage. And so that's what you know, this particular product vision is. And so that kind of calls into view a couple of things. One is context is important. So when we're talking about the product, we have to be very specific about what it is that we mean, who is that customer at the end of the stream, and what is the experience that we want them to have. And so this product vision is, as I said, very simple. our customers experience a convenient, refreshing beverage. Now, that makes it simple in terms of this particular value stream, but it also makes us aware that it's very complex for the miners because they've got to deal with competing interests from a whole lot of different customers. And so if they've got limited capacity, they may be trying to figure out, which customer do we satisfy? And so the usefulness of the product vision is being able to go to that mining company and say, do you find value in, do you want to support this activity of creating this experience for this customer with convenient refreshing beverage? And if they buy into that, if they agree with that, that's your leverage, that's your argument. why you should deliver against this value stream versus some other value stream. Now, you don't always win that argument, which is really what life is about, is we're always dealing with trade-offs and we're dealing with different options or opportunities. And so I think that's one aspect of this. But when we talk about the team in the context of a product vision, The team is huge. The team is absolutely huge because it's not just a can maker and the can maker team. It's also the bottler and the bottler team. It's maybe the truckers union that's providing transportation between these different things. the retail store. It's the retail warehouse. All of them potentially have their own concept of team. And in order to create value, it's not just what you do and provide to your next partner on the value stream. You have to really pay attention to the entire value stream because ultimately anything that doesn't come together in the right way at the right in the right place right time It puts it all at risk It puts it all at risk. So I think it's important that we kind of understand the product vision this highest level glue that holds us together and then at a more discrete level look at your team, for example the can maker and What is their unique contribution? In Liftoff, Diana Larsson and Ainsley Niece call this the team mission. And so what is the team's unique contribution to the product vision? And so for the can maker, it's also fairly simple. It's like, we make the cans. And they could flavor that a bit with, they use the latest technology and they use environment. sensitive manufacturing processes, know, they source things using sustainable, you know, approaches and the like. at the team mission level, we're getting a little bit more discreet in terms of what it is that that team is contributing to the greater whole. So think part of this is just kind of stepping back and thinking about what it means to be a team. Brian Milner (16:12) Hmm. Jim York (16:24) You know, are we talking about we're a team that's the collection of all of these things? At times that might be a useful way of thinking about it. At other times we need to kind put our heads down and focus on what our unique contribution is and make sure that we're doing the appropriate job there. Brian Milner (16:24) Hmm. Yeah, this is fascinating because so what I'm hearing is that really we have to expand our thinking a little bit about teams because teaming teams are, know, in one sense, the small group that you're working with on a on a regular basis, but it's there's a larger team concept as well of the entire value stream from end to end. All the people who are contributing, they all are are working towards that ultimate goal of, in your example, someone having a refreshing beverage at the end of their long, day at work? And how often do we actually realize that or look at that? Are the miners really even aware of the fact that they're contributing to that sort of a larger team goal? I think that's a great question. Jim York (17:21) Yeah, that's an excellent point. And what are the implications of either that awareness or lack of awareness? And I think this kind of comes to play when we think about what motivates teams. If all I know is that I'm mining bauxite, that might work for some folks. That's enough motivation. Sometimes people say my paycheck is enough motivation. Brian Milner (17:44) Ha ha. Jim York (17:45) But if you really understand what it's all about, that maybe ties into a bit of self-worth, that I'm a contributing member of society. It could also help you make the right decisions and perform the right actions if you know ultimately what this is gonna lead to. And sometimes that's a calculation that's done in terms of the quality. of the work that you're doing or the output that you're creating. For certain applications, the quality might have certain characteristics where the quality has turned up very, very high in some areas or maybe it's lower in other areas because it's good enough. And if you overbuild quality, you might be introducing some waste because it's not. It's not necessary for the job at hand. In other places, if you deliver below quality, you introduce some risk that the product is not going to be, or the ultimate customer experience is not going to be what it is. I don't know about you, but I've occasionally gotten one of these plastic soda bottles where they've made the plastic so thin for the soda bottle that the liquid is actually needed inside the bottle to maintain the structural integrity of the bottle. Brian Milner (18:54) Yeah. Jim York (18:54) And if I were that customer sitting on the couch at the end of a long hot day, let's imagine it's a white cloth couch and I'm drinking orange soda and I reach over to pick up the soda and my hand, you know, grasping around the soda bottle, all of sudden the soda bottle just collapses in my hand and orange soda goes all over me and the couch and everything else. mean, that's, you know, there's some quality characteristics, some specifications around that. Brian Milner (19:02) Ha ha ha. Jim York (19:18) container that that plastic container that has to integrate well into the rest of the process. It has to work with the bottler and it has to work with the consumer when they're actually using it. So it's understanding the whole can certainly help teams feel a sense of purpose and also can guide that decision making in those actions around it. Brian Milner (19:30) Yeah. Yeah, I think that's an important thing to keep in mind and remember because, you you mentioned, you know, some people would say paycheck is a motivator. And I, you know, I, I kind of subscribe to the Dan Pink kind of motivation philosophy that, know, that, can only do it so far that it is a motivator, but it is a motivator only to a certain point. Beyond that point, we need more. We need more to motivate what we're going to do. Cause you know, there's a million things out there that can give me a paycheck. I could work in a lot of different places, but I've chosen to do what I do for a reason. There's something that fulfills me from doing that, or I prefer it in some way to what my other options might be. I know I've heard people say this in classes before, the idea of how do you have a vision for somebody who builds clothes hangers? We have this talk about vision, this grand design. Big purpose. Well, how do you do that for someone who has clothes hangers? You know, like I get that, you know, there's not everything, every product in the world has, you know, a save the world kind of vision, right? But I think you can, in your example of kind of the mining thing, I think is a good example of this because you can connect it to that ultimate value. And when you connect to that ultimate value, it doesn't that motivate people more to think, hey, I'm helping someone who's had a hard day. I know what that's like. Have a hard day, sit down on your couch and you just want to relax a little bit. Yeah, I want to help that person. Like that, is something that that'll gets me out of bed, you know? Jim York (21:06) Mm-hmm. Yeah, and I think that does require you to think beyond what we often think of as being the team. Because to make it all come together and result in that ultimate product vision, that, you know, the person having the convenient refreshing beverage, in my example, you know, all of those different parts have to come together. And any one of them, if it doesn't happen, you know, that we don't have that value that's realized at the end of the value stream. And so having that connection to what it's really ultimately about is critically important. And understanding where you fit into that and what your value add work is, I think is critically important. And so we talked about like at high level product vision, we talked about this unique contribution of your team like the can maker, and so our team mission, we make the cans. And then we get to the practicalities of the task that's in flight, the work that we're doing right now. And I think that's a critical piece of this puzzle. What is it that's the thing that's being acted upon right now? The work in process or the work in flight. And depending on what the nature of that is, I think that drives a lot of... decisions and one of them is around, you know, who do we need? So who are the actual people, you know, that have the right skills, knowledge, experience in order to do that work? And also it informs our process and so, know, again, that process could be something where it's a known process and we're just, you know, turning the crank or it might be something where we're having to figure it out on the fly. Regardless of the nature of the work, there's going to be a workflow. When we're trying to get something done, the work is going to be flowing through some sort of process. And it's that flow that really intrigues me. we want to look at the flow, especially if speed matters. And why would speed matter? Sometimes speed matters because customers want what we are building yesterday. So they want it as soon as possible. So time to value is often what's considered there. If we're something new that hasn't existed before, sometimes we're also building quickly so we can get it in front of someone to get their reaction to see whether it's fit for purpose. So we might think of that as being time to feedback. But the flow itself is there's the workflow. And so work, the nature of it is a piece of work is something that maybe an individual can go work on. Other times there's a piece of work that requires more than one person to work on. So there's an element of collaboration with that. Even when it's an individual that can work on a piece of work, usually they've received something from somebody that allows them to start that piece of work. And when they're done with that piece of work, they're passing what they've done along to somebody else and that other person is picking up. So even if... there's an ability to work on a discrete task by yourself, there's still an interaction often on the front end of that and the back end of that. So work is still flowing and we have to figure out how to collaborate in such a way that the work that is not being held up in some queue somewhere where we're getting some bottlenecks and that they're constraints. so figuring out how do you enable the work to flow and how do you enable the people to flow? Years ago, I had an opportunity to coach soccer and on my team, I taught them, in addition to like skills, I taught them three concepts. And so the first one was, everybody on the team should know where the ball is. And so it seems pretty obvious, you should know where the ball is. But if you look at this from a team building software perspective, does everybody know where the ball is? You know, what is the work that's in flight and what's the current state of that? I mean, we use information radiators to try to help people understand where the ball is, but often I don't think we use them as effectively as we might. So I'm always challenging teams to figure out, you know, how do you use your communication systems, your information radiators to enable everyone in your ecosystem to understand, you know, what's the work in flight and what is its current state? And why do you need to know that? Brian Milner (24:55) Hmm. Yeah. Jim York (25:24) Well, if you know where the ball is, you can get a sense of what are the things that are in the way of that ball moving forward. So my second rule for the team was know where your obstacles are. And so in a soccer game, you're seeing your opponents. And so you might have a great plan on how you're going to advance the ball from where it is currently down the field towards the goal. But little problem with that. You've got people on the other team trying to keep you from getting there. So you're having to react real time in the moment to those obstacles. And so in addition to everybody on the team knowing where the ball is, everyone on the team needs to know where the obstacles are. And so when you have that information, and again, for a team building software, this is the kind of thing that should be readily available in some sort of information radiator, real time ability to see where the ball is and to see what's in the way. Why is that important? Well, if you know where the ball is and you know where the obstacles are, you can position yourself as a team member to be what I called the help. And so by the help, that's the one or two people on your soccer team that if you're the one with the ball, you know you can pass to them easily. You know, that they are constantly moving around and positioning themselves to be in the place where it's possible for you to get the ball to them. So who are those two people? Well, it changes depending on where the ball is. And so what the team has to do is kind of get a mental mob. Brian Milner (26:41) Ha ha. Jim York (26:47) in their heads of the actual position of people on the field and get a sense of if the ball's here and the obstacles are here, then I should put myself here. Now, it isn't for all the team members to position themselves to be the help because that would be crazy. Just as we see on Agile teams, when somebody picks up a task, the whole team typically doesn't swarm on that task. It would be too many people on the task. Brian Milner (27:06) haha Jim York (27:16) So who shows up to work the task? The right number of people with the right skills and knowledge. So how do they know to come? It's because the work is made visible. And so they come because they see that they're needed. How fast do they come? Ideally, they're there instantly. Now, why might they not be there instantly? Because they might be working on some other tasks. And so if this were to happen in soccer game, you would see the other opponent, you know, they would be... basically scoring goals against you right and left because when you try to pass the ball, you wouldn't have somebody there to receive the ball. So knowing where your help is, if you've got the ball and passing it to that person helps you continue the flow down towards the goal. So if you're not the person who has the ball and you're not one of those two people that are the help currently, What you're doing as another team member is you are. orienting yourself on the field so that you will be the help when it's needed. And so there's this constant movement of people down the field. And where this really brings it home, I'll use this example, and I'm coaching agile teams, is they'll talk about how all their work and stuff, and I'll use the example of the soccer game and the one ball, and they say, now let's imagine you put two balls in flight. Brian Milner (28:16) Hmm, that makes sense, yeah. Jim York (28:36) Can you optimally move those balls down the field towards your opponent's goal? And typically, there is a limit, right? How many balls can you put on the field? Two, three, 15? It's like, yeah, it really drives home the point of limiting the work in process. the teamwork is made more effective and efficient if we have some sense of where the work is, what is the nature of it so that people can come and go, I call this people flow. so we're looking at things like the, well, out of... Brian Milner (29:05) Yeah. Jim York (29:09) out of the concept of open space, the law of mobility. It's like within our organizations, within our teams, can we have people flow to where the work is needed and also have people flow away from the work when they're not needed? And so enabling that autonomy of the individual to be able to go where they need to go in order to optimize the flow is a... Brian Milner (29:13) Yeah, yeah. Jim York (29:34) is a key organizational design problem. Brian Milner (29:37) Yeah, yeah, this is fascinating stuff. mean, I love the analogy with the soccer teams and that I mean, I, that makes sense to me. I love kind of where you're going with this. If people are hearing this and thinking, well, I like to hear more about this stuff. We're going to put links in our show notes back to Jim's site on this because he's got a lot of blog posts. They're kind of around the same theme on this. And we'll link to those specific blog posts for you so that you can find them. But Jim, I want to be respectful of your time and our listeners' time. So thank you so much for taking your time out to share this with us. Jim York (30:08) Well, I've been very pleased to join you, Brian. Thank you for the opportunity. Brian Milner (30:13) Absolutely.

In this Concepts Edition episode Uriel and Devin discuss:- Focusing on upside instead of downside sensitivity- The failure mode of Kanban stockout- Fusion360 Airtable API- Prioritizing system efficiency over personal workload- CMM increasing throughputPlease join our patreon! https://patreon.com/IncrementalCI And follow us on Instagram and share your improvements and tag us. www.instagram.com/incrementalci In this podcast we discuss concepts from Lean Manufacturing, the Toyota Production System, and general business management to improve our businesses. Thanks for listening! Please drop us a note with any and all feedback! If you have parts you need machined, reach out to Devin@lichenprecision.com and follow on Instagram www.instagram.com/lichen_mfg If you need CNCed Buckles, check out www.austeremfg.com and follow at on Instagram www.instagram.com/austere_manufacturingTo reach out to the podcast directly please email fixsomethingtoday@gmail.com

Lee Stuart is back again, but this time he's in the co-host seat. It's been a long time coming, but we're stoked to be talkin' shirt with Mr. President himself, Ross Hunter of ROQ. This monster of an episode will surely put you at ease regarding the state of the industry, grow your brain a few sizes, and pump you up with so much motivation that you could run through a brick wall. You'll see. Topics of discussion include: Lee's new space and DTF venture, AI customer service, travel pains, new equipment and automations from ROQ, print on demand, shop collaborations, some speculation on a combo DTF Printer-Press and carrier sheet waste reduction, the state of the industry around the world, pushing promo products, online stores, realistic purchases, utilizing lean methodology, SOPs and Kanban systems, ROQ's partnership with Grimco, and the stark contrast between Dilly and Lee's Youtube algorithms.

The Software Process and Measurement Cast Crew is on vacation. Until then, we are revisiting some fabulous panel discussions we have had during the last 19 years. We will be back on June 21st.   Poor work intake equals out-of-control.  Being out of control leads to stress and poor quality.  Mastering Work Intake is the path to bringing order out of chaos. Buy a copy today!  JRoss Publishing or Amazon. JRoss Publishing: Amazon:   Original Show Notes:    SPaMCAST 597 features a special panel of leaders who discuss working from home now and after the initial reaction to being remote has worn off. One of the important points we discussed was the need to make space for intentional serendipity. The panel is composed of Paul Laberge, Susan Parente, John Voris, Jo Ann Sweeney, and your host.  Panelist Bios Jo Ann Sweeney FCIM FIIC MCIPR is an engagement and communication consultant. Typically, she acts as change management lead on complex programmes, facilitating development of effective engagement, training, and communication strategies and then assisting as the strategies are implemented. Clients value her deep understanding of audiences. Jo Ann is known for clarifying the complex and for persuading key stakeholders to get involved and actively support change. You are welcome to download a complimentary copy of Jo Ann's guide How to Explain Change in 8 Easy Steps at Contact Jo Ann at jo.ann@sweeneycomms.com John Voris is the current leader of AgilePhilly, the local user group in the Philadelphia area for Scrum, Kanban, and Lean Software. ()  His day job is working on financial applications for Crown Cork & Seal, an essential company with over 100 years of manufacturing food and beverage cans.  Prior to Crown, John was an independent software consultant for 30+ years helping both small companies and Fortune 100 large companies with both applications and operating systems. Reach out on LinkedIn: With more than 30 years in the information technology industry, Paul Laberge – CGI Director Consulting-Expert, has a wide range of experience providing IT project management. He enjoys coaching leaders in deploying business technology solutions. His experience in organizational change management spans many different lifecycles including transitions to Agile frameworks (RUP, XP, Scrum, SAFe, Nexxus, LeSS) and incorporating Lean (Kanban) methodologies. Reach out on LinkedIn: Susan Parente is a Principal Consultant at S3 Technologies, LLC and a University Professor at multiple Universities. Mrs. Parente is an author, mentor and professor focused on risk management, traditional and Agile project management. Her experience is augmented by her Masters in Engineering Management with a focus in Marketing of Technology from George Washington University, DC, along with a number of professional certifications. Ms. Parente has 23+ years' experience leading software and business development projects in the private and public sectors, including a decade of experience implementing IT projects for the DoD. Contact Susan at parente.s3@gmail.com  

No uModeCast, o dia a dia da Dro Jeans é exposto sem filtro: a confecção, especializada em atender marcas como Baw e Reserva, mostra como transformar fichas técnicas em produto exige muito mais do que seguir instruções. O processo começa com o recebimento da ficha, passa pela criação da peça piloto, ajustes de modelagem, costura e comunicação intensa entre times. Um dos principais desafios apontados é interpretar a cabeça do estilista e transformar isso em algo viável de ser produzido. Mesmo com acerto alto, o número de revisões pode ser imprevisível — como no projeto feito com a Reserva para uma collab com Ayrton Senna, em que um único bordado precisou ser refeito diversas vezes para aprovação final. Para lidar com essa complexidade, a Dro Jeans adotou o uMode, sistema de fashion PLM que estrutura a operação em etapas visíveis, organizadas por Kanban e acessíveis a todos da equipe. A tecnologia permite controlar fichas, materiais, histórico de peças, apontar gargalos e documentar os ajustes feitos por piloteiros e modelistas. A integração com sistemas de ERP também está em curso para garantir rastreabilidade de ponta a ponta. Em meio às mudanças do mercado do Brás e do Bom Retiro, e com o avanço de vendas via WhatsApp e feirinhas digitais, o modelo da Dro Jeans se destaca por combinar agilidade com controle. A lógica de produzir pouco e com mais margem, vendendo direto ao consumidor, já movimenta parte das confecções. O podcast traz ainda reflexões sobre os prazos irrealistas das collabs e como isso impacta negativamente a qualidade final. O episódio é um mergulho na realidade da moda nacional — cheia de improvisos, mas cada vez mais sustentada por dados, sistemas e decisões estratégicas.

Richard Brenner: Skipping the Vision, How Not to Introduce Kanban 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. Richard shares an important learning experience from introducing Kanban to teams using a top-down approach. Without clearly articulating why the change was needed, team members questioned what they were doing wrong that necessitated change. Richard found himself unable to connect the organizational vision to the methodology shift, leading to resistance. He emphasizes the importance of first understanding the problem before applying Scrum or Kanban, defining what success looks like, and involving people early in the change process. Richard also recommends thorough contracting with client organizations to assess their current state and understand who is trying to change what, and why. In this episode, we refer to Kotter's book Leading Change. Self-reflection Question: How might your change initiatives be improved by spending more time defining the "why" before introducing new methodologies? [Scrum Master Toolbox Podcast Recommends]

What is the difference between product solution fit and product market fit? David Hirschfeld is a seasoned software development expert with over three decades of experience, having held leadership roles at renowned companies like Computer Associates and Intel. He is known for his critical stance on traditional software development methodologies, which he argues often lead to prolonged development cycles and excessive costs. Advocating for his innovative "launch first method," Hirschfeld focuses on minimizing risk and accelerating success by integrating AI-driven workflow optimization, thereby reducing dependence on investor funding. His approach emphasizes creating realistic prototypes and fostering early customer interactions to validate business models, ensuring that startups can efficiently and accurately meet market demands. Key Takeaways: Focus on product solution fit over product market fit is crucial for success in software development. Early sales are important to validate the business model and confirm product-market fit. Prototyping with high-fidelity prototypes helps in assessing customer interest and identifying issues early on. Crafting product demos focused on solving immediate problems helps in achieving product-market fit. Detailed metrics, Kanban methodology, and constant releases are essential for accuracy and efficiency in software development projects. Tracking estimates and actuals, spending time in prototyping, and detailed scope management are key for project success. Maintaining accuracy in estimates and reporting variances is crucial for successful project execution. More from David Hirschfeld David Hirschfeld is the Founder and CEO of Tekyz Corp, a software development company dedicated to accelerating startups through expert product development, AI integration, and workflow automation. With nearly two decades of experience leading Tekyz, David created the Launch 1st methodology—an innovative approach that helps software founders achieve product-market fit fast while avoiding the most common and costly startup pitfalls. Under his leadership, Tekyz has become a go-to partner for software recovery projects, rescuing troubled initiatives and transforming them into scalable, successful ventures. David also shares his insights as the host of the Scaling Smarter podcast and serves as a trusted board member and advisor across various industries. Throughout his career, David has co-founded several ventures, including the groundbreaking social media startup Kloojj and Anzu LLC, a thriving offshore development hub he continues to lead in Pune, India. His broad expertise spans sectors such as real estate, healthcare, logistics, law enforcement, entertainment, and IoT—bringing a unique, cross-disciplinary perspective to every project. With a passion for solving complex problems and creating beautiful, user-centered systems, David remains deeply committed to helping visionary founders bring bold ideas to life—quickly, intelligently, and with lasting impact.   Website: https://tekyz.com/ LinkedIn: https://www.linkedin.com/in/dhirschfeld/   If you are an experienced CEO looking to grow your company, visit https://www.TheCEOProject.com   You can also reach Jim by email: Jim@TheCEOProject.com   LinkedIn: @theceoproject Instagram: @the_ceoproject Twitter/X: @the_CEO_Project Facebook:  @IncCEOproject

BONUS: X-Matrix and Obeya: How to Make Strategy Visible and Actionable for Everyone with Jim Benson and Karl Scotland In this BONUS episode, we explore the groundbreaking work of two renowned agilists - Karl Scotland and Jim Benson. Together, they've developed innovative approaches to making strategy accessible and actionable across organizations. We delve into how their combined expertise in X-Matrix strategy deployment and Obeya visualization creates powerful frameworks for aligning teams and keeping strategic conversations alive throughout execution. The Genesis of Strategic Visualization "It's not about whether agile works or not. It's about whether your business is being successful." Karl Scotland shares how his journey from tactical agile practices to strategic thinking began with a deceptively simple question: "How will we know if this agile thing is working?" This fundamental inquiry exposed a common gap in organizations - the disconnect between implementation methodologies and measurable business outcomes. Karl explains how this led him to develop the X-Matrix, a powerful visualization tool that connects true north, aspirations, strategies, tactics, and evidence on a single page, creating coherence across organizational efforts. Jim Benson reflects on his complementary path, observing how organizations often focus intensely on transformations without creating clear alignment between corporate needs, team activities, and customer value. This absence of a "full story" connecting strategic intent to daily work leaves teams uncertain if they're actually doing the right things. Jim highlights how their combined approach addresses this critical gap through collaborative strategy development and visual management. Seeing Strategy, Tactics, and Work in One Place "Strategy has often been things that C-level people do when they go on a retreat to Cancun...and everybody's like 'why?' and they're like 'Cancun'...the story of how that came about isn't there." Karl and Jim introduce their innovative approaches to making strategy visible and actionable. The X-Matrix provides a powerful framework for capturing the five key elements of strategy (True North, Aspirations, Strategies, Tactics, and Evidence) on a single sheet, showing how these elements correlate. This creates a comprehensive strategic story that answers what an organization is doing, why they're doing it, how they'll know it's working, and what success ultimately looks like. This strategic framework then comes to life in the Obeya room, which Jim describes as a physical or virtual space containing a family of visualizations. These include value stream maps, A3s, time series data, personal Kanbans, collaborative problem-solving tools, and KPIs - all designed to support the execution of the strategy articulated in the X-Matrix. By bringing these elements together, teams can maintain a living strategic conversation, allowing for continuous learning and adaptation based on real evidence. In this section, we also refer to:  Esko Kilpi's Interactive Value Creation blog, where he explores different aspects of value creation, including how conversations are the core interaction pattern. The Catch-ball process from Lean The Backbriefing, From Stephen Bungay's book The Art of Action   Maintaining Living Strategic Conversations "You don't create an annual strategy, but you create a living strategic conversation within the organization." The power of connecting X-Matrix and Obeya approaches lies in their ability to catalyze and sustain meaningful strategic conversations. Karl describes the X-Matrix as an "architecture for your Obeya" and emphasizes the importance of continuous strategy development rather than static planning. He introduces concepts like "catch-ball" from Lean and "backbriefing" from military commander Stephen Bungay, which create feedback loops to ensure shared understanding and effective execution. Jim highlights how this approach transforms strategy from an annual event into an ongoing dialogue where everyone can see how their work connects to larger goals. He emphasizes the importance of choosing language carefully, noting his appreciation for Karl's use of "evidence" rather than "metrics" - a subtle but significant distinction that encourages learning and psychological safety rather than mere measurement. This creates environments where people feel safe to discuss what's actually happening rather than hiding problems. The Changing Landscape of Agile and Strategy "I want people to own the process themselves, which is the agreements of how they will interact, and then they deploy tools like their Obeya to facilitate that process and those interactions." When discussing the recent PMI and Agile Alliance merger, both speakers offer thoughtful perspectives on the evolution of agile methodologies. Jim describes this as part of an ongoing commodification of agile practices, suggesting that we're entering a post-framework era where teams can draw from multiple approaches to craft ways of working that suit their specific context rather than adhering to rigid methodologies. Karl reflects on how the early agile community started with like-minded people coming together to share ideas and be "heretics," but eventually evolved into larger, more commercially-driven conferences and organizations. He sees the future in smaller, more focused communities of practice developing around specific interests or approaches - like the collaboration he and Jim have renewed with their course and strategic visualization work. Creating Professional Engagement Through Visualization "The word 'evidence' is a painfully poignant word... Evidence is something that grows over time based on investigation." A fascinating insight from this conversation is Jim's observation about the transformative power of visualization and language in creating psychological safety. He notes that when organizations approach their Kanban or Obeya with a learning mindset - seeking evidence rather than just tracking metrics - the entire conversation changes. Problems become opportunities for learning rather than failures to hide. Karl's careful choice of terminology in his TASTE model (True North, Aspirations, Strategies, Tactics, Evidence) reflects this intention, deliberately moving away from terms like "annual targets" or "process metrics" to encourage more holistic thinking. This approach helps create environments where strategic conversations can flourish across organizational boundaries, keeping everyone aligned on both direction and progress. About Karl Scotland and Jim Benson Karl Scotland is known for his groundbreaking work with the X-Matrix, integrating Agile principles with strategic planning. His innovative approach focuses on aligning True North, aspirations, strategies, tactics, and evidence into a single, collaborative visualization. Karl has extensive experience helping organizations develop continuous strategy development practices that connect strategic intent with execution. You can link with Karl Scotland on LinkedIn. Jim Benson is the visionary author of Personal Kanban and The Collaboration Equation. Jim's expertise lies in collaborative management, visualizing work, and fostering humane, team-driven environments. Through his work at Modus Institute, Jim helps organizations create systems that support continuous improvement and meaningful workplace conversations. You can link with Jim Benson on LinkedIn.

Kanban to potężne narzędzie do zarządzania przepływem pracy, ale jak każda metoda zarządzania, może kryć pewne pułapki. W najnowszym odcinku podcastu "Kanban przy kawie", przyglądamy się najczęstszym błędom i pułapkom, w które możemy wpaść zarówno przy wdrażaniu, jak i stosowaniu metody Kanban.

Theodore Morley wonders why tech workers so frequently point our wanderlust toward hands-on trades, Eduardo Bouças explains why he's lost confidence in Vercel's handling of Next.js, "xan" is a command line tool that can be used to process CSV files directly from the shell, Pawel Brodzinski takes us back to Kanban's roots & Sergey Tselovalnikov weighs in on vibe coding.

Theodore Morley wonders why tech workers so frequently point our wanderlust toward hands-on trades, Eduardo Bouças explains why he's lost confidence in Vercel's handling of Next.js, "xan" is a command line tool that can be used to process CSV files directly from the shell, Pawel Brodzinski takes us back to Kanban's roots & Sergey Tselovalnikov weighs in on vibe coding.

Theodore Morley wonders why tech workers so frequently point our wanderlust toward hands-on trades, Eduardo Bouças explains why he's lost confidence in Vercel's handling of Next.js, "xan" is a command line tool that can be used to process CSV files directly from the shell, Pawel Brodzinski takes us back to Kanban's roots & Sergey Tselovalnikov weighs in on vibe coding.

David Allen recently spoke with Luca Gambetti, whose company E-quality Italia is the certified partner for GTD in Italy. Their discussion centered around traditional and modern approaches to project management. Before becoming a GTD Master Trainer, Luca worked extensively as a project manager. He has a background in Agile, Scrum, Lean, Kanban and others. His key piece of advice about projects? Keep track of your achievements, and take time to savor them. Luca confidently says that with GTD, it is possible to live a more relaxed, focused life. You can listen to this entire conversation from March 2018 at GTD Connect®. Sign up for the GTD Newsletter -- This audio is one of many available at GTD Connect, a learning space and community hub for all things GTD. Join GTD practitioners from around the world in learning, sharing, and developing the skills for stress-free productivity. Sign up for a free guest pass Learn about membership options Knowing how to get the right things done is a key to success. It's easy to get distracted and overwhelmed. Stay focused and increase productivity with GTD Connect—a subscription-based online learning center from the David Allen Company. GTD Connect gives you access to a wealth of multimedia content designed to help you stay on track and deepen your awareness of principles you can also learn in GTD courses, coaching, and by reading the Getting Things Done book. You'll also get the support and encouragement of a thriving global community of people you won't find anywhere else. If you already know you'd like to join, click here to choose from monthly or annual options. If you'd like to try GTD Connect free for 14 days, read on for what's included and how to get your free trial. During your 14-day free trial, you will have access to: Recorded webinars with David Allen & the certified coaches and trainers on a wide range of productivity topics GTD Getting Started & Refresher Series to reinforce the fundamentals you may have learned in a GTD course, coaching, or book Extensive audio, video, and document library Slice of GTD Life series to see how others are making GTD stick David Allen's exclusive interviews with people in his network all over the world Lively members-only discussion forums sharing ideas, tips, and tricks Note: GTD Connect is designed to reinforce your learning, and we also recommend that you take a course, get individual coaching, or read the Getting Things Done book. Ready to start your free trial?

Product Manager Brian Orlando and Enterprise Business Agility Coach Om Patel are listening and reacting to Melissa Perri on Lenny's Podcast as she makes claims about product management, agile, frameworks, and why most companies struggle with product management. We discuss many of her claims, including:Product Management has nothing to do with the Manifesto for Agile Software DevelopmentScrum is only for Large OrganizationsLarge Organizations Lack Infrastructure to support Product ManagementRigid Processes Can Crash Your Entire Company...and many, many more!Whether you're in a startup or enterprise, Silicon Valley or your average FinTech, this discussion offers practical insights on balancing process with customer-centricity.#ProductManagement #AgileLeadership #TeamDevelopmentTags: product management, agile coaching, scrum, kanban, product strategy, team development, organizational design, product owner, product manager, safe framework, agile transformation, continuous delivery, silicon valley, enterprise agileReferences:Lenny's Podcast with Melissa Perri, https://youtu.be/wbi9chsAHp4Marteen Dalmijn's newsletter about Waternet: https://mdalmijn.com/p/how-a-digital-transformation-canAA199 - W. Edwards Deming's Profound Knowledge for Transforming OrganizationsAA187 - The Future of AI, According to Big Tech= = = = = = = = = = = =YouTubehttps://youtu.be/c0htPyVTKeESubscribe on YouTubehttps://www.youtube.com/channel/UC8XUSoJPxGPI8EtuUAHOb6g?sub_confirmation=1Applehttps://podcasts.apple.com/us/podcast/agile-podcast/id1568557596Spotifyhttps://open.spotify.com/show/362QvYORmtZRKAeTAE57v3= = = = = = = = = = = =Toronto Is My Beat (Music Sample)By Whitewolf (Source: https://ccmixter.org/files/whitewolf225/60181)CC BY 4.0 DEED (https://creativecommons.org/licenses/by/4.0/deed.en)

Marina Lazovic: How Limiting Work-in-Progress Saved a Struggling Agile Team 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. Marina shares the story of a small team of three developers who were struggling with multiple challenges. The team was primarily working on front-end fixes but faced persistent environment issues that kept breaking their work. Under pressure from a Product Owner pushing for delivery, the team fell into the trap of working on too many things simultaneously, resulting in items staying perpetually "in progress" and never reaching "done." As the situation deteriorated, the PO began micromanaging the team in attempts to unblock work. Marina explains how she helped the team understand the value of limiting work-in-progress (WIP), even when initially both developers and the PO were resistant to the idea. Through experimentation over several sprints, they discovered that limiting WIP actually increased their completion rate rather than reducing it. Self-reflection Question: What work-in-progress limits might benefit your current team, and how could you experiment with implementing them in a way that addresses stakeholder concerns? Featured Book of the Week: The Five Dysfunctions of a Team Marina recommends "The Five Dysfunctions of a Team" as an essential read for Scrum Masters. She describes it as a book filled with valuable lessons and examples that she could easily identify in her workplace. Marina finds particular value in sharing the concepts with her teams and using the book as a framework to discuss dysfunction patterns they might be experiencing. The practical examples provided in the book serve as excellent conversation starters to help teams recognize and address their own challenges. About Marina Lazovic Marina is a Scrum Master and Kanban Trainer from Belgrade, Serbia, with nearly a decade in the IT industry. Though not from a technical background, she is passionate about helping development teams and organizations optimize processes and build great products using Agile. She thrives on driving efficiency and fostering collaboration. You can link with Marina Lazovic on LinkedIn.

Summary In this conversation, Dave Prior and Preston Hunter discuss the challenges of transitioning to Agile methodologies, particularly focusing on the use of JIRA and visual collaboration tools like Lucid. They explore a case study of a team moving to Kanban, the integration of Lucid with JIRA, and how visual tools can simplify workflows and enhance collaboration. The discussion also covers capacity planning, managing dependencies, and the importance of creating custom views for project management. Preston shares insights on how Lucid can help teams visualize their work, engage stakeholders, and improve overall efficiency. The conversation concludes with resources for learning and support for new users of Lucid. This podcast was recorded in video format because of the demo that was given. You can find the video here: https://www.projectmanagement.com/blog-post/78177/using-lucid-to-update-jira-with-preston-hunter Takeaways • Visual collaboration tools can ease the transition to Agile. • JIRA can be overwhelming for new users; Lucid simplifies this. • Integrating Lucid with JIRA allows for real-time updates. • Custom views in Lucid can help manage personal and team workflows. • Visualizing dependencies is crucial for effective project management. • Capacity planning features help teams avoid overcommitment. • Engaging teams with visual tools fosters collaboration and creativity. • Lucid offers resources for new users to learn effectively. • Conditional formatting in Lucid enhances reporting capabilities. • Personalization of boards can reflect team culture and identity. Chapters 03:21 Introduction to Agile and Visual Collaboration 05:13 Challenges of Implementing Kanban with JIRA 09:21 Lucid's Integration with JIRA 15:21 Enhancing Team Collaboration and Workflow Visualization 21:28 Managing Dependencies and Capacity Planning 27:21 Customizing Workflows and Agile Practices 30:48 Empowering Teams with Agency 33:58 Capacity Planning and Sprint Management 36:30 Reporting and Visual Collaboration Tools 40:28 The Future of Project Management 42:33 Enhancing Team Collaboration and Engagement 45:32 Personalizing Team Spaces 49:41 Learning and Support Resources To learn more about Lucid go to https://lucid.co/ To contact Preston https://www.linkedin.com/in/preston-hunter/

#547 Nick Church is a UK-based wedding photographer who transitioned from a full-time career in the software industry to photography within 24 months. The central theme revolves around Nick's journey from picking up a camera for the first time in 2014 to becoming a professional photographer. Key learning objectives include understanding the steps involved in transitioning to a photography career, leveraging multiple photography niches for financial stability, and effective marketing strategies for acquiring clients. KEY TOPICS COVEREDTransition from Software Industry to Photography - Nick shares how his background in physics and art facilitated his understanding of photography fundamentals. He emphasizes the importance of a deep dive into learning photography and the role of creativity and passion in pursuing this new career.Marketing and Business Strategy - Nick highlights his strategy of utilizing Facebook advertising as a primary marketing tool for attracting clients and replacing his previous income. His approach involves targeted ads to engage potential clients within a specific demographic, maximizing return on investment.Workflow and Organization Techniques - Nick discusses using workflow management systems to organize client interactions and projects effectively. He introduces the concept of Kanban for prioritizing tasks, ensuring efficient use of time and resources.IMPORTANT DEFINITIONS & CONCEPTSKanban: A task management system that helps prioritize and streamline workflow for increased productivity and efficiency in business operations.DISCUSSION & REFLECTION QUESTIONSHow does Nick's approach to learning photography through doing rather than reading formal books resonate with different learning styles?In what ways can Nick's marketing strategies be adapted to other forms of photography beyond weddings?Reflect on the challenges associated with transitioning to a full-time photography career and how proper planning can mitigate these challenges.RESOURCES:Visit Nick Church's Website - https://www.nickchurchphotography.co.uk/Follow Nick Church on Instagram - https://www.instagram.com/nickchurchphotography/Learn What Camera Settings to Use in our free guide!https://perfectcamerasettings.com/ Sign up for your free CloudSpot Account today at www.DeliverPhotos.comConnect with Raymond! Join the free Beginner Photography Podcast Community at https://beginnerphotopod.com/group Get your Photo Questions Answered on the show - https://beginnerphotopod.com/qa Grab your free camera setting cheatsheet - https://perfectcamerasettings.com/ Thanks for listening & keep shooting!

My guest for Episode #525 of the Lean Blog Interviews Podcast is Christopher R. Chapman. He's an experienced agile coach and consultant with a background in software development and agile transformation. Episode page with video, transcript, and more Since founding Derailleur Consulting in 2010, he has guided teams and leaders in adopting agile frameworks like Scrum and Kanban while integrating applied systems thinking inspired by Deming and other thought leaders. Christopher is also known for cultivating communities through initiatives such as #SystemsThinkingTO and for sharing his insights in his popular Substack newsletter, The Digestible Deming. In this episode, Chris and I discussed our upcoming collaborative workshops--"From Noise to Knowledge, Executive Leadership Through Data Driven Insight"--scheduled for May 13 in Toronto and June 17 in Cincinnati. We highlighted how the sessions will blend experiential learning, such as the Red Bead Experiment, with practical tools like process behavior charts to help leaders decode variation and improve decision-making. The conversation emphasized the Deming philosophy as a core framework, exploring how leadership behaviors and systemic practices directly impact team performance and overall organizational quality. We also noted the engaging social aspect of the workshops, mentioning optional outings to local MLB baseball games as an opportunity for continued dialogue. The discussion then shifted to our personal journeys with continuous improvement, agile methodologies, and the evolution of leadership roles. Chris shared insights from his transition from software development to coaching senior management, focusing on moving beyond traditional, isolated team interventions toward a holistic, systems-oriented approach. We both underlined the need for leadership to embrace a mindset shift--recognizing that issues within teams often reflect broader organizational constraints. We also debated common pitfalls, such as misinterpreting data due to superficial analyses, and argued for using robust, statistical tools to establish meaningful insights, setting the stage for transformative change in management practices. Questions, Notes, and Highlights: How do Deming's principles transform executive leadership and team performance? What key insights does the Red Bead Experiment offer for practical improvement? In what ways do process behavior charts enhance decision-making in complex systems? How can agile methodologies and Deming's philosophy be integrated effectively? What systemic issues underlie team challenges, and how should leadership address them? How can statistical process control complement traditional metrics in agile environments? What strategies enable leaders to shift from reactive problem-solving to proactive system improvement? How do extrinsic incentives impact collaboration and quality within teams? What methods best embed systems thinking into agile practices? How can workshop formats foster lasting changes in leadership mindsets? This podcast is part of the #LeanCommunicators network. 

Head into the world of data management with hosts Mikah Sargent and Rosemary Orchard as they explore essential apps to help you organize and action your data more effectively. From storing manuals to creating databases and automating with shortcuts, this episode provides practical solutions for both personal and professional data needs. DEVONThink - A powerful app for storing and searching documents like manuals, with annotation features and the ability to create links to specific sections of documents Tap Forms - The spiritual successor to Bento, allowing users to create custom forms and databases with various field types and options for viewing and organizing data Airtable - A versatile database service that integrates with automation tools and offers various views (grid, Kanban, calendar) to organize and visualize data Notion - Described as a great "dumping spot" for storing all kinds of information, offering a different approach to data management than Airtable Apple News New iPad Air with M3 Chip - Apple announced the new iPad Air with M3 chip supporting Apple Intelligence, available in 11-inch ($599) and 13-inch ($799) models New Magic Keyboard - Features a 14-key function row and larger trackpad, priced at $269 for 11-inch and $319 for 13-inch models Updated Base iPad - Now includes double the storage capacity and features the A16 chip Feedback CarPlay Directions - Addressed a viewer question about stopping CarPlay from automatically suggesting directions home, with tips on using alternative map apps Procreate App - Acknowledged viewer feedback about Procreate being an excellent graphics app for iPad that deserved mention in a previous episode Shortcuts Corner Smart Bulb Automation - Solved a problem where smart bulbs were turning on too dim when returning home, showing how to properly set up HomeKit automations with specific brightness levels Hosts: Mikah Sargent and Rosemary Orchard Contact iOS Today at iOSToday@twit.tv. Download or subscribe to iOS Today at https://twit.tv/shows/ios-today Want access to the ad-free video and exclusive features? Become a member of Club TWiT today! https://twit.tv/clubtwit Club TWiT members can discuss this episode and leave feedback in the Club TWiT Discord.

Head into the world of data management with hosts Mikah Sargent and Rosemary Orchard as they explore essential apps to help you organize and action your data more effectively. From storing manuals to creating databases and automating with shortcuts, this episode provides practical solutions for both personal and professional data needs. DEVONThink - A powerful app for storing and searching documents like manuals, with annotation features and the ability to create links to specific sections of documents Tap Forms - The spiritual successor to Bento, allowing users to create custom forms and databases with various field types and options for viewing and organizing data Airtable - A versatile database service that integrates with automation tools and offers various views (grid, Kanban, calendar) to organize and visualize data Notion - Described as a great "dumping spot" for storing all kinds of information, offering a different approach to data management than Airtable Apple News New iPad Air with M3 Chip - Apple announced the new iPad Air with M3 chip supporting Apple Intelligence, available in 11-inch ($599) and 13-inch ($799) models New Magic Keyboard - Features a 14-key function row and larger trackpad, priced at $269 for 11-inch and $319 for 13-inch models Updated Base iPad - Now includes double the storage capacity and features the A16 chip Feedback CarPlay Directions - Addressed a viewer question about stopping CarPlay from automatically suggesting directions home, with tips on using alternative map apps Procreate App - Acknowledged viewer feedback about Procreate being an excellent graphics app for iPad that deserved mention in a previous episode Shortcuts Corner Smart Bulb Automation - Solved a problem where smart bulbs were turning on too dim when returning home, showing how to properly set up HomeKit automations with specific brightness levels Hosts: Mikah Sargent and Rosemary Orchard Contact iOS Today at iOSToday@twit.tv. Download or subscribe to iOS Today at https://twit.tv/shows/ios-today Want access to the ad-free video and exclusive features? Become a member of Club TWiT today! https://twit.tv/clubtwit Club TWiT members can discuss this episode and leave feedback in the Club TWiT Discord.

Head into the world of data management with hosts Mikah Sargent and Rosemary Orchard as they explore essential apps to help you organize and action your data more effectively. From storing manuals to creating databases and automating with shortcuts, this episode provides practical solutions for both personal and professional data needs. DEVONThink - A powerful app for storing and searching documents like manuals, with annotation features and the ability to create links to specific sections of documents Tap Forms - The spiritual successor to Bento, allowing users to create custom forms and databases with various field types and options for viewing and organizing data Airtable - A versatile database service that integrates with automation tools and offers various views (grid, Kanban, calendar) to organize and visualize data Notion - Described as a great "dumping spot" for storing all kinds of information, offering a different approach to data management than Airtable Apple News New iPad Air with M3 Chip - Apple announced the new iPad Air with M3 chip supporting Apple Intelligence, available in 11-inch ($599) and 13-inch ($799) models New Magic Keyboard - Features a 14-key function row and larger trackpad, priced at $269 for 11-inch and $319 for 13-inch models Updated Base iPad - Now includes double the storage capacity and features the A16 chip Feedback CarPlay Directions - Addressed a viewer question about stopping CarPlay from automatically suggesting directions home, with tips on using alternative map apps Procreate App - Acknowledged viewer feedback about Procreate being an excellent graphics app for iPad that deserved mention in a previous episode Shortcuts Corner Smart Bulb Automation - Solved a problem where smart bulbs were turning on too dim when returning home, showing how to properly set up HomeKit automations with specific brightness levels Hosts: Mikah Sargent and Rosemary Orchard Contact iOS Today at iOSToday@twit.tv. Download or subscribe to iOS Today at https://twit.tv/shows/ios-today Want access to the ad-free video and exclusive features? Become a member of Club TWiT today! https://twit.tv/clubtwit Club TWiT members can discuss this episode and leave feedback in the Club TWiT Discord.

Head into the world of data management with hosts Mikah Sargent and Rosemary Orchard as they explore essential apps to help you organize and action your data more effectively. From storing manuals to creating databases and automating with shortcuts, this episode provides practical solutions for both personal and professional data needs. DEVONThink - A powerful app for storing and searching documents like manuals, with annotation features and the ability to create links to specific sections of documents Tap Forms - The spiritual successor to Bento, allowing users to create custom forms and databases with various field types and options for viewing and organizing data Airtable - A versatile database service that integrates with automation tools and offers various views (grid, Kanban, calendar) to organize and visualize data Notion - Described as a great "dumping spot" for storing all kinds of information, offering a different approach to data management than Airtable Apple News New iPad Air with M3 Chip - Apple announced the new iPad Air with M3 chip supporting Apple Intelligence, available in 11-inch ($599) and 13-inch ($799) models New Magic Keyboard - Features a 14-key function row and larger trackpad, priced at $269 for 11-inch and $319 for 13-inch models Updated Base iPad - Now includes double the storage capacity and features the A16 chip Feedback CarPlay Directions - Addressed a viewer question about stopping CarPlay from automatically suggesting directions home, with tips on using alternative map apps Procreate App - Acknowledged viewer feedback about Procreate being an excellent graphics app for iPad that deserved mention in a previous episode Shortcuts Corner Smart Bulb Automation - Solved a problem where smart bulbs were turning on too dim when returning home, showing how to properly set up HomeKit automations with specific brightness levels Hosts: Mikah Sargent and Rosemary Orchard Contact iOS Today at iOSToday@twit.tv. Download or subscribe to iOS Today at https://twit.tv/shows/ios-today Want access to the ad-free video and exclusive features? Become a member of Club TWiT today! https://twit.tv/clubtwit Club TWiT members can discuss this episode and leave feedback in the Club TWiT Discord.

Head into the world of data management with hosts Mikah Sargent and Rosemary Orchard as they explore essential apps to help you organize and action your data more effectively. From storing manuals to creating databases and automating with shortcuts, this episode provides practical solutions for both personal and professional data needs. DEVONThink - A powerful app for storing and searching documents like manuals, with annotation features and the ability to create links to specific sections of documents Tap Forms - The spiritual successor to Bento, allowing users to create custom forms and databases with various field types and options for viewing and organizing data Airtable - A versatile database service that integrates with automation tools and offers various views (grid, Kanban, calendar) to organize and visualize data Notion - Described as a great "dumping spot" for storing all kinds of information, offering a different approach to data management than Airtable Apple News New iPad Air with M3 Chip - Apple announced the new iPad Air with M3 chip supporting Apple Intelligence, available in 11-inch ($599) and 13-inch ($799) models New Magic Keyboard - Features a 14-key function row and larger trackpad, priced at $269 for 11-inch and $319 for 13-inch models Updated Base iPad - Now includes double the storage capacity and features the A16 chip Feedback CarPlay Directions - Addressed a viewer question about stopping CarPlay from automatically suggesting directions home, with tips on using alternative map apps Procreate App - Acknowledged viewer feedback about Procreate being an excellent graphics app for iPad that deserved mention in a previous episode Shortcuts Corner Smart Bulb Automation - Solved a problem where smart bulbs were turning on too dim when returning home, showing how to properly set up HomeKit automations with specific brightness levels Hosts: Mikah Sargent and Rosemary Orchard Contact iOS Today at iOSToday@twit.tv. Download or subscribe to iOS Today at https://twit.tv/shows/ios-today Want access to the ad-free video and exclusive features? Become a member of Club TWiT today! https://twit.tv/clubtwit Club TWiT members can discuss this episode and leave feedback in the Club TWiT Discord.

Genevieve Hayes Consulting Episode 55: [Value Boost] Why Data Scientists are Focus-Poor (and the Software Developer’s Solution to Fix It) Have you ever noticed that software developers are frequently more productive than data scientists? The reason has nothing to do with coding ability.Software developers have known for decades that the real key to productivity lies somewhere else.In this quick Value Boost episode, software developer turned CEO Ben Johnson joins Dr Genevieve Hayes to discuss the focus management techniques that transformed his 20-year development career – which you can use to transform your data science productivity right now.Get ready to discover:The Kanban and focus currency techniques that replace notification-driven chaos [02:09]A 90-day planning system that beats imposter syndrome and drives results [03:09]Why two-hour focus blocks outperform constant context switching [04:19]The habit tracking method that helps you consistently “win the day” [06:12] Guest Bio Ben Johnson is the CEO and Founder of Particle 41, a development firm that helps businesses accelerate their application development, data science and DevOps projects. Links Connect with Ben on LinkedIn Connect with Genevieve on LinkedInBe among the first to hear about the release of each new podcast episode by signing up HERE Read Full Transcript [00:00:00] Dr Genevieve Hayes: Hello and welcome to your value boost from value driven data science. The podcast that helps data scientists transform their technical expertise into tangible business value, career autonomy, and financial reward. I’m Dr. Genevieve Hayes, and I’m here with Ben Johnson, CEO and founder of Particle 41 to turbocharge your data science career in less time than it takes to run a simple query.[00:00:29] In today’s episode, we’re going to be discussing techniques from software development that data scientists can use to increase their productivity and efficiency. Welcome back, Ben.[00:00:42] Ben Johnson: Hey, nice to be here.[00:00:44] Dr Genevieve Hayes: As long time listeners of this show are probably already aware, before becoming a data scientist, my background was as an actuary and statistician.[00:00:53] And then when I decided to make the move to data science, I did a master’s in computer science to upskill on machine learning and AI. And one of the things I loved most about my master’s was that my classmates were predominantly software developers and engineers. And I found that Just by being in the same classes as them and associating with them on the class online forums, I learned just as much, if not more, about what it takes to be an effective data scientist as I did from the lectures themselves.[00:01:32] And this is because the software engineers had a very different perspective on data problem solving from what I’d developed as a statistician and actuary. Ben, in addition to being a serial entrepreneur, you yourself are a software developer with over 20 years of experience. In that time, you must have come across a whole range of techniques for boosting your productivity and efficiency as a developer.[00:02:02] Are there any techniques among those that, you’re surprised, data scientists don’t also use?[00:02:09] Ben Johnson: It kind of swirls together. So focus is a currency as kind of the tagline here. So the book, the one thing has been really inspirational for me. And I’m a bullet journaler. And so I kind of take my 90 day goals and break them down into months and then the weeks, you know,[00:02:26] what’s the one thing or the finer sets of things? I find a lot of digital professionals, including data scientists are kind of multitasking and we’ve kind of even created This kind of interruption culture in the way that we work. So I find it interesting when data scientists don’t have like the Kanban board or the flow of work and they’re just kind of operating by slack messages and emails.[00:02:50] And I think then you have Low currency of focus like you’re poor in focus. And so the overarching thing here is to be rich in focus. And that means creating systems and work environment and a personal organization strategy. That makes you richer in focus.[00:03:07] Dr Genevieve Hayes: And how would you go about doing that?[00:03:09] Ben Johnson: So I think it starts with like some level of personal ceremony.[00:03:14] And some adherence to routine. So it may seem confining, but I actually find it gives me a lot of freedom. So spend a lot of time around the quarter. Thinking like, what do I want to accomplish in the next 90 days and documenting that and then breaking that out in a month and not just doing it professionally, but doing it personally as well.[00:03:34] So that then when I go to my week, I’ve kind of planned my week. I know what my focuses are for at least some of the time. I don’t like knock it all down in stone. I leave some flex time in there for. Emails and slack messages, but I definitely know what needs to be true by the end of the week for me to feel accomplished and confident.[00:03:57] And in the end, the biggest enemy is the imposter syndrome, right? So I have to have to put challenges in front of me that I’m accomplishing. Because the last thing I want anybody on my team to feel is that imposter syndrome. And the only way we were get through that is by. Proving to ourselves that we can accomplish the goals that we put in front of ourselves.[00:04:19] Dr Genevieve Hayes: What you’ve described there is very similar to the approach that I take in my work. I read Cal Newport’s deep work about, three years ago. Yeah, and one of the things I find, you know, as a data scientist, often I do have multiple projects on the go. But I try and work in deep work blocks, so I schedule three two hour blocks per day, and I actually have a kitchen timer, and for that two hour block, I will only work on one particular task, and even if I’m working on multiple topics within a day.[00:04:55] I try and only have one task per day, but just having those two hour focus blocks really helps me to accomplish a lot.[00:05:03] Ben Johnson: Yeah, I think so. And what you’re talking about there is this time compression and I think time compression is very, very powerful. And I would say most people don’t. Incorporate an element of time compression, like your timer is time compression and incorporate environment. We kind of used to be.[00:05:23] We planned the year and we give very little cadence to the quarter and the month. And then we kind of realized. You know, Q3 we’re falling behind and then that would make for these awful Q4 experiences, right? People working right up into the last day of the year kind of thing. I think we’re seeing that improve and I think time compression, EOS is really big on the quarterly planning, the monthly planning.[00:05:50] And then you mentioned like the Pomodoro technique. These things are getting really popular, but those things are awarded by an increase. Like when you’re rich in focus, those things happen, right? Or you do those things to become more rich in focus.[00:06:06] Dr Genevieve Hayes: And my experience is the days when I do manage to have those focus blocks, I’m happier at the end of the day.[00:06:12] Ben Johnson: Yep. Yeah, because you created a scoreboard and you won the day, right? You know, you won the day. Yeah. In my bullet journal, I have a habit tracker and I put so many habits on there that if I do about half of them, like I’m good, and that works for me, you know, kind of always be solving.[00:06:28] You know salespeople, they always be closing and I’m kind of like always be doing something to make my life better, even if it’s just like drinking water, right? Remembering to drink water that’s a thing on my tracker.[00:06:42] Dr Genevieve Hayes: And that’s a wrap for today’s Value Boost. But if you want more insights from Ben, you’re in luck. We’ve got a longer episode with Ben where we discuss strategies for accelerating your data science impact and results. And it’s packed with no nonsense advice for turning your data skills into serious clout, cash, and career freedom.[00:07:04] You can find it now, wherever you found this episode, or at your favorite podcast platform. Well, thank you for joining me again, Ben.[00:07:12] Ben Johnson: Oh, my pleasure.[00:07:14] Dr Genevieve Hayes: And for those in the audience, thanks for listening. I’m Dr. Genevieve Hayes, and this has been Value Driven Data Science. The post Episode 55: [Value Boost] Why Data Scientists are Focus-Poor (and the Software Developer’s Solution to Fix It) first appeared on Genevieve Hayes Consulting and is written by Dr Genevieve Hayes.

Have you ever noticed that software developers are frequently more productive than data scientists? The reason has nothing to do with coding ability.Software developers have known for decades that the real key to productivity lies somewhere else.In this quick Value Boost episode, software developer turned CEO Ben Johnson joins Dr Genevieve Hayes to discuss the focus management techniques that transformed his 20-year development career – which you can use to transform your data science productivity right now.Get ready to discover:The Kanban and focus currency techniques that replace notification-driven chaos [02:09]A 90-day planning system that beats imposter syndrome and drives results [03:09]Why two-hour focus blocks outperform constant context switching [04:19]The habit tracking method that helps you consistently “win the day” [06:12]Guest BioBen Johnson is the CEO and Founder of Particle 41, a development firm that helps businesses accelerate their application development, data science and DevOps projects.LinksConnect with Ben on LinkedInConnect with Genevieve on LinkedInBe among the first to hear about the release of each new podcast episode by signing up HERE

This week's guest is Uriel Eisen. Ron and Uriel discussed the importance of kanban, why increasing your inventory isn't always a bad thing, Uriel's background and projects, and more. An MP3 audio version of this episode is available for download here. In this episode you'll learn:  The quote Uriel likes (2:33) His background (5:14) What "tripling production" means (9:03) How he increased their inventory (14:01) How it's measured (19:13) Uriel's advice on how to get started (22:14) Podcast Resources Right Click to Download this Podcast as an MP3 Austere Manufacturing Austere Manufacturing on Instagram Arda on Instagram Arda Uriel on LinkedIn Get All the Latest News from Gemba Academy Our newsletter is a great way to receive updates on new courses, blog posts, and more. Sign up here. What Do You Think? Why is kanban so powerful?

Czy Kanban to również narzędzie dla osób technicznych, takich jak developerzy, liderzy techniczni czy architekci? Tak! Kto lepiej o tym opowie niż.. osoba techniczna. Zapraszam do rozmowy z Radkiem Maziarką, który opowie dlaczego i jak warto stosować Kanban do organizacji pracy swojej i swojego zespołu. Radek mówi z perspektywy osoby, która robi to o czym mówi, a więc stosuje Kanban w pracy nad dostarczaniem lepszych produktów cyfrowych szybciej. Jeśli zainteresuje Cię to o czym opowiada to pewnie warto zajrzeć na jego stronę www.radekmaziarka.pl oraz do jego newslettera: https://newsletter.radekmaziarka.pl/ Zajrzyj też do wpisu towarzyszącemu podcastowi: Nagranie zawiera efekt dźwiękowy: Sound Effect by Ribhav Agrawal from Pixabay

Jeff Sinclair, a senior global leader at McKinsey, discusses the history of operations at the firm. The firm was initially known as a strategy firm and did some organization and marketing work. However, in the 1980s, clients began to draw more attention to operations, particularly in the automotive industry in Europe and North America. Operations became a strategic function for automotive OEMs and part suppliers, as they needed to serve their customers with high quality, cost-effective, and operationally effective services. Operations Practice at McKinsey When Jeff joined the firm in 1981, there were about 500 people in the firm. Today, it is estimated that there are 40,000 people worldwide. The firm started building its operations capability in the 80s by recruiting people with specific functional expertise, particularly in manufacturing. They started hiring people from Toyota Supplier Support Center, and creating a well-defined career path within the firm, which is the specialist path or expert path. The operations practice was at the leading edge of other functional practices, such as marketing, market research, and organization. However, the firm had to create new career paths, which led to many iterations of the expert path. The firm had to continuously improve how it recognized and understood their contributions beyond the traditional generalist path. Bureaucratic Maneuvering in Creating a Career Path Jeff discusses the transition from a strong culture to multiple career paths within McKinsey. He explains that this change took about 18 years and was driven by the firm's strong culture and the willingness of senior partners in positions of power to help navigate the new path. As employees advanced in the firm, they had to develop relationships with senior executives, which led to ongoing opportunities to serve them. This made it difficult for experts to fit in and develop new service lines and ways of thinking about problem-solving. The firm struggled to recognize the contribution of subject matter expertise to their ability to serve clients and give them credit for developing new service lines and ways of helping clients execute more effectively. Experts were used on projects in a mixture of subject matter expertise, consulting  director roles, and full-time execution people.  The Evolution of Consultants at McKinsey  The firm gave some of the personnel role responsibility to the functional practices themselves, hiring lean manufacturing or supply chain experts into the practice. They would take over the personnel development role, evaluation of performance, counseling, and coaching on how to evolve these new career paths. Over time, the firm recognized the high value added contribution of functional practices and expanded its service to clients. While there is still a tension between generalist and specialist paths within McKinsey today, it has improved significantly. Bob Sternfels, the managing director of the firm, was a functional practice leader who recognized the level of contribution of functional practices and grew the career path within the firm. McKinsey's Expansion into other Industries The firm's operations practice evolved from a dominant career path of the generalist partner to a more diverse range of ways of delivering value for clients. The firm initially faced resistance from some office leaders who believed that the new approach would lead to professional suicide. However, over time, the firm embraced the idea of having multiple functional practices, including the operations practice. In the 90s, McKinsey expanded its service to healthcare providers, which led to the growth of the operations practice. This led to the development of Lean principles, such as the Toyota Production System, which were applied in various industries, such as healthcare, consumer goods, and banking. These principles allowed the firm to create real value in areas where people didn't expect it. One example of this transformation is the expansion of the healthcare practice into other industries, such as consumer goods and banking. This allowed the firm to draw in functional expertise from other industries, such as manufacturing and supply chain management, which allowed them to create real value in these areas. The McKinsey Impact  Jeff talks about the impact of McKinsey's operations practice on various industries in America. McKinsey has contributed to changes in healthcare operating theaters and hospitals, and even hospitals that didn't work with McKinsey may have learned from their projects. Jeff emphasizes the importance of a partnership within the firm, as it takes many people to make things happen. He believes that McKinsey's strengths lie in its ability to nurture the capability to grow and work with industry practices to deliver functional capabilities to clients.  The McKinsey Framework The firm organized itself to develop partnerships with industry practices and work in the wholesale fashion, and working in the retail side of the firm for example. They continuously invested in new knowledge, both bringing in established knowledge and developing their own. They also worked on career paths and managed practices and enterprise, creating a four-part framework of client knowledge, people, and infrastructure to build a practice. This framework was explicitly managed through the 90s and 2000s to create functional practices as legitimate entities in parallel with offices and industry practices, ensuring co-equalization between industry practice and functional practice. Building Manufacturing Capability Jeff shares his experiences with building manufacturing capability in a company. He partnered with Felix Brooke to understand and codify the technical, management, and people leadership systems that drive performance transformation. This expanded to include processes in healthcare and banking. Jeff also discusses the importance of understanding the current state of operational capability in an organization and applying Lean thinking at the overall organizational culture and capability building level. Jeff also emphasizes the need to invest in understanding how to design the operating and management systems, train people, build capability, and use pilot projects to demonstrate their effectiveness. Investment in Knowledge Project Work The conversation turns to the firm's investment in knowledge project work, which includes research and application engineering. McKinsey excels at translating various theories into service delivery capability service lines for clients. The firm invests a significant amount every year, spending more than the top five business schools combined on research and development of new service lines. They sponsor projects across multiple functional practices, including operations practice, to take their current knowledge to the next level and serve clients more effectively. Capability Building and Transformation McKinsey has developed a network of model factories around the world for capability building and transformation in manufacturing operations. The model factories are physical locations where McKinsey teams can bring client people in and train them in a simulated environment. The firm recognized that training for capability building in many organizations was weak. They formed teams around the world to identify the modules that people need to learn, such as lean principles, rapid change over stamping operations, pull scheduling, and the Kanban methodology. They codified and made tangible the processes. Over time, they accumulated multiple projects and started building knowledge outside of the manufacturing operation. To provide client training, the firm built multiple factories around the world. The first model factory was started in Germany. These small model factories were 15 to 20,000 square feet with real operations within them. These models helped with client training. The model factories were designed to provide a realistic experience for clients and to help clients learn and adapt to the changing needs of their operations. On Building a Practice Jeff helped launch a practice that focused on understanding customer value and defining functional specifications. This practice, which involves working with companies to define customer value, translates these requirements into functional specifications, which then translates into technical specifications that translates into the work that is being done. The practice evolved from helping clients drive growth in a market with potential opportunities. Jeff learned how to do this by working with people who knew how to do things like functional discovery and functional specification development. This led to the development of various product development programs, including consumer products, high tech, and healthcare. The practice began in traditional industries like automotive, industrial, and electronics but expanded to areas like consumer products, high tech, and healthcare.  Product Development Practice In the product development practice, some classic project types include product platforming, product development roadmaps, and product teardown projects. These projects help identify market applicability, customer needs, and the platform that needs to be put in place to have a range of product capability. By understanding how to think about the platform from both a hardware and software point of view, the product development roadmap can be managed to get products to market faster, with each product being cheaper to produce and having a competitive price point. Jeff shares one example of a project that was involved in a major acquisition included doing a product platforming strategy and a product development roadmap. This helped identify the range of market applicability, customer needs, and the platform that needs to be put in place to maximize the amount of commonality across the product line. By understanding how to think about the platform from both a hardware and software point of view, the product development roadmap could be managed in a way that got the product to market faster. Jeff also talks about reverse engineering.  Current Positions and Interests Jeff has been teaching at the University of Michigan, focusing on business and customer discovery. He teaches engineers that their designs need to be able to meet customer needs and be willing to pay for them. He also works with undergraduates in a consulting class at the business school, helping them develop turnaround strategies for companies in the avionics business. Jeff is an adjunct faculty member and has been doing this for about a dozen years. He is also involved in a startup consulting effort with his son, who worked for a small boutique firm called Magnet, which focuses on serving smaller companies, and he is an investor in various small, private equity owned and startup companies. Timestamps: 03:39: Building Operations Capability in the 1980s  07:45: Challenges in Creating Career Paths for Experts  09:55: Role of Experts in Projects  12:10: Evolution of Career Paths in the 1990s  17:10: Impact of Operations Practice on Industry Practices  31:36: Knowledge Initiatives and Model Factories  36:31: Product Development Practice  43:34: Reverse Engineering Projects  Links: Company website: https://shorewaypartners.com/ LinkedIn: https://www.linkedin.com/in/jeff-sinclair-87a7392b/ Michigan Ross: https://michiganross.umich.edu/faculty-research/faculty/jeff-sinclair   Unleashed is produced by Umbrex, which has a mission of connecting independent management consultants with one another, creating opportunities for members to meet, build relationships, and share lessons learned. Learn more at www.umbrex.com.  

Ep.189 is here! Take a listen all about The White Castle from Devir! We tell you all about it before diving into a topic about topics that will make more sense when you get to it! We then end the show telling you the castle we are most excited to see in Japan. Be sure to like, share, and subscribe! Game: 14:16 Topic: 25:30 Question: 36:16 Game Mentions: Vinhos, Lisboa, Kanban, CO2 Support: If you would like to help us improve our product, here's where you can do that! www.patreon.com/MalthausGames podpledge.com?p=3D8L1M1V4S7F8... ko-fi.com/malthausgames Sound Attributions: Something Elated by Broke For Free, Downloaded from freemusicarchive.org/music/Bro... Edits: Cut to length and Faded in. Heavy Happy With Drums by Ryan Cullinane, Downloaded from freemusicarchive.org/music/Ryan Cullinane/Heavy Happy With Drums – Beat Driven Productions – Heavy Happy With Drums Edits: Cut to length and faded out. Crowd in a bar (LCR recording) by Leandros.Ntounis, downloaded from freesound.org/people/Leandros... Edits: Cut to length, added vocals and own recorded drink making sounds. Vinyl_record_needle_static_01.wav by joedeshon, downloaded from freesound.org/people/joedesho... Edits: Cut to length, added to music and raised volume level. Hidden Wall Opening by ertfelda, downloaded from freesound.org/people/ertfelda... Edits: Adjust volume and cut to length added jungle sound and voice. Yucatan jungle.mp3 by folkart films, downloaded from freesound.org/people/folkart%... Edits: Adjust volume, cut to length, added door sound and voice. Footsteps, Concretem A.wav by InspectorJ, downloaded from freesound.org/people/Inspecto... Edits: Cut to length, adjusted volume, added jungle sounds and voice. Fantasy Sounds Effects Library, Ambience_Cave_00.wav by LittleRobotSoundFactory, downloaded from freesound.org/people/LittleRo... Edits: Cut to length, faded in, adjusted volume and added footsteps, jungle sounds, stone door, and voice. Game Show Theme Tune by FoolBoyMedia, downloaded from freesound.org/people/FoolBoyM... Edits: Cut to length, added vocals, adjusted volume. Audience, Theatre Applause.wav by makosan, downloaded from freesound.org/people/makosan/... Edits: Added music, added voice, cut to length and adjusted volume

This is a special episode, where I introduce the "Big Agile Questions" survey and review some of the questions that you've already submitted! Thank you all who did! You can find the submission form here. Submit your questions, as we will be reviewing these in future episodes! To join 25,341 other Agilists on our Newsletter (˜1 post/week), visit this page, and join. The Power of Asking Better Questions At every major turning point in history, from the Renaissance to the Industrial Revolution, progress has begun with asking better questions. The Agile movement itself started with the authors of the Agile Manifesto questioning traditional software development methods. Now, in 2025, with significant changes in the industry including PMI's acquisition of the Agile Alliance, the community faces a crucial moment to shape its future direction through thoughtful inquiry and reflection. "Throughout history, the biggest leaps forward have come from people willing to ask difficult, sometimes even quite challenging, questions." The Future Beyond Agile

In this episode of the Scrum.org Community Podcast, Dave is joined by Yuval Yeret and Darrell Fernandes to answer key questions on Agile product portfolio management from a recent webinar. They explore how to visualize work, reduce work in progress, and prioritize investments using cost of delay. The conversation highlights the importance of quarterly business reviews, aligning initiatives with strategic goals, and leveraging Kanban and Evidence-Based Management. Tune in for practical insights on managing Agile portfolios effectively—and stay tuned for Part 2!Here is the resource Yuval mentioned containing the Product Portfolio Agility Trail Map. 

Do you find yourself juggling too many tasks at once, struggling to make meaningful progress on any of them? In this episode, I dive deep into one of the core practices of the Kanban method: limiting work in progress, or WIP. We'll explore how taking on too many concurrent tasks can wreak havoc on your brain, your client experience, and your ability to keep your commitments. I also provide you with several practical tools and strategies for setting WIP limits in your personal work and your practice as a whole. By the end of this episode, you'll have a clear roadmap for regaining control of your workload and consistently delivering your best work. Get full show notes, transcript, and more information here: https://www.agileattorney.com/56

Antti Horelli: The Challenge of Breaking Silos, And Building Collaborative Agile Teams Remotely 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. Antti shares a story about a team of solo workers who struggled to collaborate effectively. Despite having technical expertise, the team faced challenges in delivering value due to conflicting views on "good tech work" and communication issues. The remote working environment further complicated their interactions, ultimately leading to the team's dissolution. This experience emphasizes the importance of focusing on team cohesion and establishing clear ways of working, especially in distributed teams. Featured Book of the Week: "Lean, Resolving the efficiency paradox" Antti recommends "This is Lean: Resolving the Efficiency Paradox” by Modig et al., an approachable book for its clear explanation of flow efficiency versus resource efficiency in Scrum and Kanban. The book helped him understand the counterintuitive benefits of optimizing for one-piece flow and completing single value-delivering items, offering valuable insights for process improvement. Self-reflection Question: How can you help your team transition from individual work patterns to effective collaboration? [The Scrum Master Toolbox Podcast Recommends]

Is Agile still relevant in today’s fast-paced world? Brian and Joshua Kerievsky reveal the four game-changing principles of Modern Agile that prioritize safety, empowerment, and continuous value delivery. Overview In this episode, Brian Milner sits down with Joshua Kerievsky, a pioneer in the Agile community and the creator of Modern Agile. They discuss how Agile practices have evolved, the critical role of safety and empowerment, and how to deliver value continuously in today’s fast-paced world. Don’t miss these insights into creating better teams, products, and results through simplicity and experimentation. References and resources mentioned in the show: Joshua Kerievsky Industrial Logic Joy of Agility by Joshua Kerievsky Modern Agile #33 Mob Programming with Woody Zuill #51: The Secrets of Team Safety with Julie Chickering Badass: Making Users Awesome by Kathy Sierra The Power of Habit by Charles Duhigg The Lean Startup by Eric Ries Experimentation Matter: Unlocking the Potential of New Technologies for Innovation by Stefan H. Thomke Agile For Leaders Mike Cohn’s Better User Stories Course Accurate Agile Planning Course Join the Agile Mentors Community Subscribe to the Agile Mentors Podcast Want to get involved? This show is designed for you, and we’d love your input. Enjoyed what you heard today? Please leave a rating and a review. It really helps, and we read every single one. Got an Agile subject you’d like us to discuss or a question that needs an answer? Share your thoughts with us at podcast@mountaingoatsoftware.com This episode’s presenters are: Brian Milner is SVP of coaching and training at Mountain Goat Software. He's passionate about making a difference in people's day-to-day work, influenced by his own experience of transitioning to Scrum and seeing improvements in work/life balance, honesty, respect, and the quality of work. Joshua Kerievsky is the founder and CEO of Industrial Logic and author of Joy of Agility. An early pioneer of Extreme Programming, Lean Software Development, and Lean Startup, Joshua is passionate about helping people achieve genuine agility through principle-based approaches like Modern Agile. Auto-generated Transcript: Brian (00:00) Welcome in Agile Mentors. We're back. And this is another episode of the Agile Mentors podcast. I'm here as I always am. I am Brian Milner and today I am joined by Joshua Kerievsky and really excited to have Joshua here with us. Welcome in Joshua. Joshua Kerievsky (00:16) Thank you so much, Brian. Happy to be here. Brian (00:19) Very excited for Joshua to be here. Joshua's been around for a while. He's been doing this for a long time. He said, you know, when we were talking before, and he's been involved with Agile before, it was called Agile. And, you know, that probably tells you all you need to know there. But a couple other things here about him, just so that you kind of can place him a little bit. His company is Industrial Logic, Inc. and he's the CEO and founder of that company. He has a book called Joy of Agility that's out there that I highly recommend. It's a really great book. And he's also closely associated with something that maybe you've been aware of, maybe you've heard of, maybe you haven't, but something called Modern Agile. And that's what I thought we'd focus on here for our discussion is really to try to understand a little bit about it. especially for those of you, maybe you haven't heard of it, haven't been around it before. So... Why don't we start there, Joshua? Tell us a little bit about what was the need that was trying to be filled with something like modern Agile. Joshua Kerievsky (01:19) Well, it goes back to a conference I attended in Prague back in around 2015. And I was giving a speech, a keynote speech there, and that ended. And then I went and said, well, I'm going to go join the OpenSpace. And I was just looking at what people were talking about at the OpenSpace. And at that point in time, I had already been experimenting with a ton of stuff that just kind of different from what we had been doing 10 years earlier or even later than that. I mean, just this was new things that we were doing, whether it was continuous deployment or ideas from lean startup or ideas from the pop and dykes and lean concepts applied to agility or just a lot of things that were just different. And none of the sessions I was seeing in the open space seemed to be talking about any of that stuff, like giving up story points or moving away from sprints until continuous flow. just nothing was being talked about. So I just said, well, I'm going to host a session, and I'll call it, I don't know, a modern Agile. And so that's as far as I got in terms of thinking about the name. I just wanted to run a session where we could talk about, there's a lot of new things we're doing that kind of display some of the older ideas. And they're very useful, I found. So the session ended up getting a lot of attention. 60, 70 people showed up there. So we had a big group. And it was well received. People were fascinated by the stuff that they weren't aware of. And so I then repeated this open space event in Berkeley. Like a month later, was Agile Open Door Cal in Berkeley was running and did it again. And again, there was tremendous interest. in this, so much so that I decided to write a blog and wrote the blog and started getting more conversations happening. And that sort of began the movement of describing this thing called Modern Agile. And it took a few twists and turns in the beginning, but it wasn't sort of, I guess, if anything, I felt like Agile needed to be a little more simple. in terms of what we were explaining, because it was starting to get very complex with frameworks, enterprise frameworks coming along like safe and just too many moving parts. And so what ended up happening is I wrote some things and people started to notice, there's kind of like four things there that are really valuable. One of them was The names changed a little bit over time. But anyway, what ended up was four principles emerged. And that really became modern Agile. Brian (03:58) That's awesome. just for listeners here, I've pitched attending conferences in the past. If you've listened to this podcast, you've heard me say that, and I'll create things come out of that. And here's an example, right? This is something that was open space discussion. Open space, if you're not familiar with that, at conferences, can, if there's an open space day or a couple of days, then anyone can present any topic they want. And whoever shows up is who shows up. And this one got a lot of attention. And a movement grew from this open space topic, which is awesome. So let's talk. You mentioned there's four principles here. And I like the distinction here we're making also between the frameworks and the practices versus the cultural aspects or the philosophy behind it. And returning to those roots a little bit more from what Agile originally was. So you mentioned there's kind of four areas of this. Let's walk our way through those. I know the first one, or one of the first ones here is make people awesome. So help us understand, what do you mean by make people awesome? Joshua Kerievsky (04:59) Probably the most controversial of principles, because you'll get people coming along saying, wait a minute, people are already awesome. What are you talking about? And it comes from my, I'm a big fan of Kathy Sierra. And her blog was incredible. And her book, she wrote a book called Badass, Making Users Awesome. And in her book, she was really wonderfully clear about Brian (05:07) You Joshua Kerievsky (05:24) that teams that build products ought to focus on the user of the products more than the product itself. In other words, she would say, don't try to create the world's best camera. Try to create the world's best photographers. Big subtle difference there. Like that is focusing so much on empowering the users, making them awesome at their work or whatever they're doing, whether it's art or accounting or whatever, whatever your product does, how can you give them something that elevates their skills, that gets them to a point of awesomeness faster? And that's what she was talking about. So I thought, what a wonderful message. And initially, I used language like make users awesome. you know, having been an entrepreneur myself and created products and sold them and You learn a heck of a lot when you make your own product. And we've made several products over the years at Industrial Logic, probably the most successful of which was our e-learning software. And that has taught me so many, so many lessons. One of them is you have to serve an ecosystem of people. You can't just make your main user awesome. What about the person who's buying the software? How do you make them awesome in terms of helping them buy something that's going to get used? If they buy your e-learning and they never use it, they've wasted a lot of money. So we've got to make sure that their reputation is intact because they made an excellent investment and it got used and it got into valuable, it created value in the company. So how do I make the buyer awesome? How do I make the person that like rolls out the licenses to people awesome? How do I make their experience awesome? How do I make my colleagues awesome so that we love what we're doing and really enjoy working together? So it kind of morphed from make users awesome to make people awesome. And it's so expanded. If anything, we set the bar higher. And all of the principles of modern agile are like unachievable. They're all kind of high bars, right? But they're the goal that we go towards. So that really is it. It's about creating Brian (07:23) Ha Joshua Kerievsky (07:35) you know, wonderful, you know, the in Great Britain, they use awesome kind of sarcastically sometimes, right? They'll say, well, that's awesome. You know, and so for them, it would be brilliant. You know, I thought of making an English version. We have many translations of modern agile, and I thought of making an English version, which would be a proper British English version, make people brilliant. But it's meant to be to empower folks to give them something. And it's so it is. Brian (07:43) Ha You Joshua Kerievsky (08:04) It does have a product focus in the sense of we're typically building a system or a product that someone's going to use and it's going to give them skills they didn't have before or abilities they didn't have before that are going to be very valuable. Brian (08:18) Yeah, I love that. And there's a sort of a servant nature to that servant leaders, not servant leadership as much, but servant nature of I'm serving these people and how do I, how do I serve them in a way that really empowers them? Kind of reminds me of like, you know, the, the great principle with, with dev ops of just, know, if I can, if I can empower the developers to be able to do these things on their own. And so they don't need someone else to come and check the box and do everything for them. You're making them awesome. You're empowering them to be more than they were otherwise. Joshua Kerievsky (08:54) Yes, yes, absolutely. I I think we've seen a history in the software field of a lot of tools coming along and helping. It's not just tools, it's also methods as well. I mean, I'm entirely grateful to the Agile software development movement because it helped nudge everything towards a far better way of working and to make us more awesome at our craft. yeah, you have to have a North Star though. If you're going to build something, You have to know, what are we going for here? What are we shooting for? And with Cathy's influence, again, it's not so much make the greatest product in the world. It's, that focus on the users, the people who are going to be using the work, using the product. Brian (09:34) That's really good. Let's talk about the second one then on my list here, the make safety a prerequisite. What was the point here behind this principle? Joshua Kerievsky (09:40) Yes. So starting probably around 2011 or so, I could not stand going to the Agile Conference anymore. It had just become too commercial and too filled with just people hocking stuff. And it just was bothering me too much. I couldn't go. So I ended up going to South by Southwest, which is an Brian (09:54) You Joshua Kerievsky (10:09) Enormous conference tens of thousands of people show up So it'd be 20,000 30,000 40,000 people showing up for these for this event, which is musical film technology just it's just wild and I came across this book by Charles Duhigg called the power of habit. He was there that year and In that book. Well, first of all that particular year was 2012 that I went my first year there it poured The rain, it was every day, it was unusual for that time, but it was just like pouring rain. So what could you do? I bought some books and I was sitting there in my room reading them. And I'm reading this book, The Power of Habit, and I come across this chapter called The Ballad of Paul O'Neill. Now who the heck's Paul O'Neill? Well, it turns out Paul O'Neill is this incredible guy, a complete business maverick. He ended up becoming the treasury secretary under Bush and not. in 2000 for a short period of time, but that's another story. And he ran Alcoa for about 13 or 14 years. And so the Ballot of Paul O'Neill is very much about what he did at Alcoa to turn the company around. And in essence, you could say he made safety a prerequisite. That safety was his guiding light in turning that company around, which meant left people empowered to do all kinds of things. So it went way beyond safety, but started there. And it's an incredible story. I've written about it in Joy of Agility. I got so into Paul O'Neill that I ended up interviewing his main lieutenant. And then I got a chance to interview him a couple of times. the man's a genius. He passed away a few years back. Absolute genius. this concept of safety started to really pull at me in the sense that I felt, first of all, extreme programming, and I'm a big practitioner of extreme programming, brings a tremendous amount of safety to software development. It may not be as explicit in saying safety, safety, safety. When you look at extreme programming, doesn't really talk about safety, but it's implicit. And these days, Kent Beck's much more vocal about, you One of his missions is to make software development safer for geeks. But safety to me is almost like I found my home. Like safety was something that, what I learned through Paul O'Neill was that it's a doorway to excellence. And he transformed a hundred year old company with safety. I would complain about companies we were working with that were 25 years old and had an embedded culture. Like, how are we gonna change this company? But safety started to be this thing that I hadn't really thought enough about, and making it explicit opened up a lot of doors, right? And I became very interested in the work of Amy Edmondson, who's extremely famous today, but back then she was not so famous. And huge fan of hers. I, you know, I can email her and she'll email me back and she wrote a nice thing about my book. So. She has done some incredible work there. And so when we talk about safety in modern agile, it's psychological safety. It's financial safety. It's any of the safeties. There are many safeties that we could talk about. And it looks at all of them, right? It's brand safety, software safety in terms of security. you know, of the software and on and on and on. So make safety prerequisite is vast and big in terms of what we're trying to do there. Making it a prerequisite means it's not an afterthought and it's not a priority that shifts with the winds. It is permanent. It is something that we know we have to have in place. And it's very, very hard to achieve. Just like make people awesome is hard to achieve. Boy, is make safety a prerequisite difficult. Brian (13:43) Hmm. Yeah, I love Amy Edmondson's work as well. I'm just kind of curious. does the safety kind of inclusive of things like quality as well? Do you intend that to be part of what you mean by safety? Joshua Kerievsky (14:11) Well, mean, to the extent that it makes it safer to do good software development. So if bugs are happening all the time, you can't make people awesome, typically if you don't have quality. If you have really poor quality, nobody's being made awesome. They're experiencing all kinds of problems with your product. So make people awesome and make safety a prerequisite are very much tied together. That is, there is no real excellence without safety. You could think you're having an excellent experience, so that all of a sudden there's a major problem, and boy, are you unhappy. So they really go hand in hand. You could have the most incredible restaurant, and then one day you've got food poisoning happening. Great, no one's come to your restaurant. So you will not make anyone awesome if you don't make safety a prerequisite, and quality is part of that. Brian (14:57) Awesome. Well, let's move on to the next one then, because the next category is one that just resonates with me a lot. Experiment and learn rapidly. What was kind of the thought behind this one? Joshua Kerievsky (15:06) Yeah, and this is one where it that's shorthand, if you will, because you can only fit so many words on a wheel there. But it's important to know that that really means experiment rapidly and learn rapidly. And that comes a lot out of it in the influences of something like Lean Startup. I'm a huge fan of that book and of Eric's work, Eric Reese's work. Brian (15:13) Ha Joshua Kerievsky (15:29) And the fact that we can experiment rapidly and learn rapidly rather than just building everything and then learning slowly. Right? How can we do cheap experiments quickly to decide what's important to work on and what isn't? Let's not build stuff nobody wants. Let's find more time with our customers and understand their needs better so we can build the right things that make them awesome. In other words, and a lot of these are interconnected. In many respects, modern Agile is a Venn diagram. ideally want all four principles to be overlapping. And right there in that middle is where you really want to be. Not easy. But experimenting, learning rapidly, yeah. So challenge yourself to find ways to do quick, cheap, useful experiments. You can do lot of unuseful experiments. Amazon experienced that. There's a story in my book about how Amazon had to start just shepherding the experiments a little more and having some better criteria. Because you could do an endless array of experiments and not get anywhere. There's a wonderful book called Experimentation Matters by a Harvard business professor. Wonderful book as well. But I love experimentation and learning. And I see it as critical to building great products. So that's that principle there. Brian (16:46) Yeah, there's a real difference, I think, in organizations that put value on that learning process. if you see it as a valuable thing, that we invest time to gain knowledge, then that really can truly make an impact when you go forward. I know I've talked about this in classes sometimes where people will say, isn't it a little bit selfish from the organization to try to always just figure out what's going to sell the best? or what's going to work the best in advance of putting something out. My response is always, well, yes, there is a benefit to the business, but there's a benefit to the customer as well because they would rather you work on things that they care more about. Joshua Kerievsky (17:24) That's right. Yeah. I mean, we once put out an experimental product to a large automotive company. And we were really excited about it. We had a whole list of features we wanted to add to it. But we were like, you know what? Let's just get this primitive version kind of in their hands just to see what happens. it turned out that we learned very rapidly that they couldn't run the software at all. There was some proxy. that was preventing communication with our servers from their environment. So it was like, excellent. We learned really quickly that instead of those fancy new features we want to add to this thing, we're going to fix the proxy problem. And to me, that's the nature of evolutionary design is that we create something, get it out there quickly, and learn from it rapidly and evolve it. So it goes hand in hand with that as well. Brian (18:11) That's awesome. Well, there's one category left then, and that is deliver value continuously. So what was the genesis of that? Thinking about delivering value continuously. Joshua Kerievsky (18:19) So that was heavily influenced by my own journey into continuous delivery and continuous deployment and that whole world. We got into that very early. I was lucky enough to catch a video by Timothy Fritz, who he worked with Eric at IMBU. And he coined the term continuous deployment. And that video is actually no longer on the Brian (18:43) Ha Joshua Kerievsky (18:44) But this was something that I became enamored of was doing continuous deployment. And we started doing it at Industrial Logic with our own e-learning software back in about 2010. And by the time you get to like 2015, it's like, hey folks, there's this thing where you can do a little bit of work and ship it immediately to production in a very safe way, a safe deployment pipeline. It's friggin' awesome. But the principle doesn't just apply to that because this modern agile is not just about software development. It's how can I work in a way that gets value in front of people as fast as possible? So for example, if I'm working on a proposal, great, I'm not going to work for two weeks and then show you something. I'm going to put something together, a skeleton, I'm going to show it to you and say, what do you think? Does this add value? Where would we improve this? Blah, blah, Again, going hand in hand with evolutionary design. continuous delivery of value is something that is a way of working. With artists that I work with, they'll do a quick sketch or two or three sketches of something first before we start settling in on which one do we like the best and how do we want to craft and refine that. So there's a way of working in which you're delivering value much more finely grained and approaching continuously instead of in bigger batches. Brian (20:05) Yeah. I love the connection there between artists as well, because I've got a background in music, and I'm thinking about how when you go to write a song or create a new work like that, you start off with the roughest of demo tapes, and you move from there to increasingly more sophisticated versions of it until you finally have the finished product. But no one thinks that's strange or thinks that's weird in any way. But you're right. Sometimes there's this attitude or kind of I think in some organizations of, we can't let anyone see that until it's absolutely finished, until it's done. Joshua Kerievsky (20:39) Yeah, yeah, and that maybe that's that there's some fear there, you know, because they don't want to be thought of as, you know, being lesser because they put something rough in front of someone. Whereas I view it as a, you know, to me, it's a sign of weakness when you when you only send something polished because you haven't had the courage or the sense of safety to put something rough where we can make better decisions together early on. So. There's a lot of learning, I think, around that. But it's a challenging principle of its own, deliver value continuously. And people would say, well, what does value mean? Value is one of those words where it's unclear, because you could improve the internal design of a software system. Is that value? It probably is. But you've got to be able to quantify it or prove that it's going to help make things more graceful in terms of flowing features out. yeah, quantifying, communicating what the value is. is important. I'm also a big fan of maximizing the amount of work not done, as it says in the manifesto. So how can we do less and deliver more sooner? Our motto in industrial logic now is better software sooner. And a lot of these principles go straight into that. that drives it. Brian (21:38) Yeah. That's really great. Yeah, I love these four principles and I think that they really represent a lot. There's a lot that's baked into each one of these things. And I'm sure as you kind of put this together with the community and started to talk more about it, I'm sure there were some challenges. I'm sure people came up to you and said, well, what about and how about this? Is there anything now looking back on this that you'd say, gosh, we really... really didn't quite cover this or, know, this is maybe I could fudge it and squeeze it in this area, but you know, there's this other thing that I really think would be important to kind of mention here as well. Joshua Kerievsky (22:28) Well, you know, it's funny, because I thought I was going to write a book. I started collecting stories. I love telling stories, and I find stories to be a great way to help educate people. Not the only way, right? But as part of some of the workshops I give, you tell a story. Hopefully it's a story that's sticky, that sticks in the person's brain. And over the years, I collected stories like that, stories of agility. I thought I'd be writing a book about modern agile when I started writing Joy of Agility. Gradually, as I wrote more and more stories, they didn't quite fit into all those four principles. And I think the lesson I learned there was that I was starting to talk about what pure Agile means, the word Agile. What does it really mean to be Agile? Whereas modern Agile is really almost in the context of product development, of building services or products for people. Whereas Agile itself is even more pure. And so the... the book itself got into the difference between quickness and hurrying, which you can relate to this. You could say experiment and learn rapidly. Well, OK, maybe we shouldn't rush it. Don't rush. Be quick, but don't hurry is one of the mantras in Joy of Agility. So adapting, right? Adapting, we talk about adapting all the time. So to be agile, you need to be able to adapt quickly. These four principles in modern agile don't say anything about adapting. Brian (23:46) Ha Joshua Kerievsky (23:48) So that's kind of implied, but it's not there. So it's a different lens on agility. If anything, I'd say the make people awesome principles are not meant to. It created some dislike, I'd say, from some people. It could have been called empower people, potentially, although a lot of people really love make people awesome. I don't know so much what I'd change there. I'd say we have a .org. So it's a modernagile.org is a website. There's a pretty large Slack community, which, know, four or 5,000 people on that. We don't certify anyone in modern agile, so there's no certifications, but it's something that is neutral in the sense that whether you practice Scrum or Kanban or Safe or whatever, these principles can influence you. And, you know, but again, this all came out of like, when I went to that open space conference in Prague, I had no idea I was going to talk about modern agile. You know, it was not like a predetermined thing. It was just like, my God, they're not talking about the modern ways we're doing stuff. So, and I always encourage people to, you know, keep pushing the limits and keep modernizing. I said to my own company the other day, our wonderful ways of working that we've been doing now for years that have evolved, they're probably antiquated as of today. You know, with generative AI, what would we do differently? Let's have a perspective on our own work as it needs to be modernized constantly. So the term modern in modern agile means always be modernizing, always be looking. Okay, I've had people say, well, Josh, some things don't need to be modernized. There's things that are just evergreen. They're classic. I'm like, absolutely. I'm not changing evolutionary design anytime soon. I find it to be quite useful in so many contexts. So yes, there's the evergreen stuff. And then there's the stuff where you can, indeed, discover a better way. The manifesto itself says, we are discovering better ways of working. Great. Keep that going. Keep modernizing and looking for easier, simpler, quick, easy grace. as the dictionary definition of Agile says, how can we work with quick, easy grace? That's always going to be improving, hopefully. Brian (26:12) Love that, yeah. And you're right, I mean, think there's some, to some people I think that there's, I guess at times an attitude of, you this is all new stuff or this is a brand new concept and something they don't really see the connection backwards in time to how these things are all built on other ideas that have been progressive over the years. So the idea of, yeah, this is, you know, we're, we're not saying that certain ideas are bad because now we're trying to modernize them. We're just saying we're trying to apply that same principle forward into kind of the context of today, which I don't see anyone should have a problem with that. Joshua Kerievsky (26:48) That's right. That's right. Well, and if you are experimenting and learning rapidly with your own process, which I highly encourage, chances are the way you work today will be different than it was yesterday. You will be exploring, like we use discovery trees today. We didn't use them before. Years ago, no one knew what a story map was. There wasn't such a thing as a story map. Now we have story maps. There's constant improvement happening. And you've got to be open-minded and willing to try new things and drop old stuff. We thought sprints and iterations and extreme programming was absolutely fundamentally part of the way to work. Then we started experimenting with dropping them and turned out, wow, this is pretty cool. We like this. It works pretty darn well for our purposes. That came through experimentation. some of our experiments were terrible, just terrible. It's not an experiment if you already know the outcome. keep pushing the limits of what can make you happier and more joyful at work in terms of producing great stuff. Brian (27:46) Awesome. That's great stuff. Well, I can't thank you enough for coming on, Joshua. This is great stuff. just, you know, we'll put all the links to the books mentioned and everything else in our show notes for everybody. But as Joshua said, you can go to modernagile.org and find out more about this if you'd like to. You'll find information there about Joshua himself or his company again is Industrial Logic, Inc. And, you know, his book again, just to mention that, Joy of Agility. We were talking how some people get that title a little mixed up or whatever, but it's just the three words, joy of agility. So just look out for that book. I think you'll find it a rich resource for you. Joshua, thanks so much for coming on. Joshua Kerievsky (28:25) Thank you, Brian. Thanks to you. Thanks to Mountain Goat and the folks there. And I really appreciate chatting with you. It was really wonderful.

Danyel Bischof-Forsyth, Chief Technology Officer at 7 Brew Coffee, joined Jamie Flinchbaugh on the People Solve Problems podcast to share her experiences leading technology transformation in a rapidly growing company. With 35 years of technology experience, including 28 years at Hallmark Cards and 5 years at Tyson Foods, Danyel brings extensive expertise to her role at 7 Brew Coffee, a drive-through beverage company experiencing explosive growth. Danyel explained that 7 Brew Coffee is expanding from 180 locations at the start of 2024 to 330 by year-end, with commitments for 3,000 future locations. Each location generates over $2 million in revenue, creating what Danyel describes as "growth like a rocket ship." To manage this rapid expansion, she has implemented both technological and human solutions. This includes daily stand-up meetings, monitoring systems for KPIs, ticketing systems, and comprehensive analytics. The daily stand-ups, led by a certified project manager, use a Kanban board to track progress and surface issues quickly. Danyel noted that while team members were initially skeptical about daily meetings, they've embraced the practice over the past year as they've seen its value in problem identification and cross-team learning. When it comes to problem-solving and ideation, Danyel emphasizes the importance of preparation. She actively maintains a network of fellow technologists in the Quick Service Restaurant (QSR) space to learn from their experiences. Before brainstorming sessions, her team researches industry practices and clearly defines the problem they're trying to solve. In balancing speed with thoroughness, Danyel uses the metaphor of "pouring concrete" - distinguishing between decisions that will have long-lasting implications and those that allow for experimentation. She considers factors such as system interconnectedness, organizational impact, and reversibility when determining which decisions require more rigorous analysis. When building her team from scratch, Danyel prioritized "high learning agility" as a key characteristic, knowing team members would need to handle diverse responsibilities in a fast-paced environment. She also strategically brought in specific expertise in project management, cybersecurity, and full-stack development. Danyel shared a valuable lesson about coaching less experienced team members, realizing she needed to adjust her questioning approach. Rather than assuming team members had already considered certain angles, she learned to help them develop their own problem-solving framework through more foundational questions. To learn more about Danyel Bischof-Forsyth's work and insights, connect with her on LinkedIn at www.linkedin.com/in/danyelbischof.

What's the secret to building a thriving mortgage business while staying organized and stress-free?   Meredith Kaminsky is an experienced mortgage professional, shares how she leverages processes, teamwork, and client relationships to streamline operations and achieve success in the mortgage industry. I chat with Meredith Kaminsky, a mortgage broker with One Link, who has been transforming her business since 2008. Meredith shares her approach to refining systems that drive efficiency, including leveraging trigger-based Kanban boards for task management, enhancing renewal conversations to uncover new opportunities, and building long-term client relationships through personalized outreach and effective process sheets. We also explore strategies for maximizing referrals, managing client anxiety around rising rates, and creating authentic customer experiences that lead to repeat business. Tune in to learn how thoughtful processes and proactive communication can elevate your mortgage business. In this episode we will cover: How Meredith's team uses triggers and Kanban boards to stay on track and avoid missed tasks. Strategies for easing client anxiety during renewals and uncovering opportunities for refinances. Using process sheets and personalized touchpoints to enhance the client experience. How networking groups and contests keep her engaged with clients and referral partners. The importance of consistency, even with family and friends, to maintain quality service.   To connect with Meredith, you can check out the links below: Instagram Facebook LinkedIn https://mortgagesdoneright.ca/   Follow Scott on Instagram: www.instagram.com/scottpeckford/ I Love Mortgage Brokering: www.ilovemortgagebrokering.com Find out more about BRX Mortgage: www.whybrx.com   I Love Mortgage Brokering is brought to you by Finmo.  To learn more, visit: www.finmo.ca/ilmb

Julius and I talk about Bot Factory but Vital Lacerda.  Mostly Julius describes the game and I talk about how much it reminds me of Kanban and how I want to play either of those two games.  Bot Factory is based on Kanban in both the theme of managing a factory and the mechanics which are simplified quite a bit without making it a simple game at all. Bot Factory (BGG, Eagle-Gryphon) Kanban EV (BGG, Eagle-Gryphon)

In this episode of Digital Learning Today, Jeffrey Bradbury and Diane Manser discuss the significance of data collection in education. They explore various methods for gathering data, the importance of needs assessments, and how to build relationships with teachers through data-driven conversations. The conversation emphasizes practical strategies for data collection and analysis, aiming to enhance instructional coaching and improve student outcomes. If you are a new listener to TeacherCast, we would love to hear from you.  Please visit our Contact Page and let us know how we can help you today! In This Episode … Why Teachers Should Collect Their Own Classroom Data Empowers data-driven decision making Provides immediate insights into student performance Allows for personalized instruction and interventions Helps track progress over time Facilitates communication with parents and administrators Ways to Collect and Analyze Classroom Data Google Workspace Google Forms for quick surveys and assessments Google Sheets for data organization and visualization Google Data Studio for creating interactive dashboards Microsoft Tools Microsoft Forms for quizzes and feedback collection Excel for advanced data analysis and charting Power BI for comprehensive data visualization Notion Databases for organizing student information and performance data Kanban boards for tracking student progress on projects Linked databases for connecting various data points Applications of Classroom Data Collection Identifying learning gaps Tailoring lesson plans to student needs Monitoring attendance and engagement patterns Assessing the effectiveness of teaching strategies Creating data-backed reports for stakeholders Conversation Takeaways Data collection is essential for understanding student needs. Needs assessments can guide instructional coaching effectively. Building relationships with teachers enhances data utilization. Spreadsheets are a valuable tool for data analysis. Formative assessments provide ongoing insights into student learning. Data should inform instructional decisions and resource allocation. Teachers should focus on skills and concepts rather than just tools. Regular data collection promotes accountability in teaching practices. Effective data analysis leads to improved student outcomes. Collaboration and communication are key in data-driven environments. Data collection is essential for effective teaching and coaching. Visualizing data can enhance understanding and communication of student progress. Integrating technology can streamline data collection and analysis. Data should inform lesson planning and instructional strategies. Coaches need to demonstrate their impact through data-driven narratives. Emotional challenges in teaching require support and understanding. Using tools like Notion can revolutionize data management in education. Data helps clarify learning objectives and outcomes. Regular feedback and assessment are crucial for continuous improvement. Building a community around data can foster collaboration and growth. Chapters 00:00 Introduction to Data in Education 05:02 The Importance of Data...

Welcome to the PMO Strategies Podcast + Blog, where PMO leaders become IMPACT Drivers! PMI Talent Triangle: Power Skills Even the most successful leaders know when it's time to ask for help. In this week's episode, I dive deep with executive coach and storyteller Deepak Daniel as we discuss the importance of vulnerability in leadership and how asking for help can unlock your full potential.  

BONUS: Rediscovering Agile's Roots, What We Can Learn From Lean Manufacturing with Doug Rabow In this BONUS episode, we reconnect with Doug Rabow, a previous guest and an expert in Lean-Agile strategic management known for his dedication to fostering empowered teams and enhancing processes through Lean principles. This discussion dives into the foundations of Lean, its evolution from manufacturing, and how software development can benefit from these time-tested methodologies. Join us as we uncover how adopting Lean can transform software practices and culture to align more closely with the true spirit of Agile. Introduction to Lean and the Toyota Production System (TPS) "Lean isn't just a methodology; it's an ongoing journey of learning and problem-solving." Doug begins by mapping out the origins of Lean and its cornerstone, the Toyota Production System (TPS) (Wikipedia article on TPS). Initially crafted to solve operational challenges in manufacturing, TPS introduced principles aimed at efficiency and continual improvement. Doug underscores that while Agile has gained broader recognition, Lean provides an essential, often overlooked foundation that extends beyond frameworks like Lean Six Sigma or isolated process improvements. "Lean isn't a set-and-forget solution; it's about cultivating an evolving culture of problem-solving." Cultural Foundations of Lean: Adapting for Software Teams "Respect for people and a culture of continuous improvement form the heartbeat of Lean." Transitioning to software development, Doug highlights the core cultural tenets that empower teams to excel. He points out that scaling these principles—such as fostering a culture where problem-solving is embedded in daily practices—is vital due to the complexities of software as a people-driven process. Referencing Conway's Law, Doug illustrates how the structure of teams directly impacts code and workflow. "Developing software is as much about building teams as it is about building products. Lean teaches us that these are inseparable." The Toyota Way: A Blueprint for Excellence "Applying Lean is about chasing excellence, not just managing tasks." Jeffrey Liker's The Toyota Way introduces 14 principles that Doug relates to software environments, emphasizing the value of discipline and respect for people. He discusses the importance of aligning processes with long-term strategies and ensuring that these processes are designed to foster continuous learning. Doug reiterates that truly understanding and integrating Lean requires more than surface-level adoption. "Respect for people isn't an add-on in Lean; it's the root of a thriving, innovative team culture." Waste in Software Development: Insights from the Poppendiecks "Work in progress is not an asset; it's a liability." Doug shares insights from Mary and Tom Poppendieck's (Mary and Tom have been on our podcast here) pioneering work on Lean Software Development, particularly their adaptation of waste types from manufacturing to software. These include partially done work, extra features, relearning, handoffs, and task switching. Doug points out that waste reduction strategies—such as Kanban and pull systems—help teams minimize bottlenecks and optimize flow. "Software development, like manufacturing, benefits from visualizing value streams and focusing on reducing waste." Metrics and Measurement in Lean "The right process will create the right results—focus on process metrics, not individual metrics." In Lean, metrics are crucial for assessing and refining processes. Doug advocates for using metrics like cycle time and throughput to provide teams with insights into system efficiency. He explains how focusing on process metrics rather than individual productivity helps sustain a culture that prioritizes team learning and growth. "When we measure what truly matters—the process—we empower teams to solve problems collectively and improve outcomes." About Doug Rabow Doug Rabow is a dedicated practitioner of Lean-Agile strategic management with an emphasis on building empowered teams and optimizing processes through Lean methodologies. His extensive experience in applying Lean principles in software development has made him a trusted voice in the Agile and Lean community. You can link with https://www.linkedin.com/in/dougrabow.

Gosia Smoleńska: Growing Trust As A Product Owner, A PO Superpower 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. The Great Product Owner: The Trust-Building Product Owner Gosia illustrates the characteristics of an exemplary Product Owner. These individuals build trust with their teams, challenge ideas respectfully, and maintain transparency about their concerns. Great POs actively seek feedback, clearly communicate the customer's voice, and leverage tools like Jobs To Be Done to align features with the company's strategy. Inviting customers to share their experiences with the team ensures that development stays user-focused and relevant. The Bad Product Owner: The Anti-Pattern of Control In The PO Role In contrast, Gosia describes a Product Owner who undermined team trust by changing estimation figures without the team's knowledge. During a meeting focused on affinity estimation for an upcoming release, the PO erased the team's work and provided altered estimates to the business. This action broke trust and disenfranchised the team, showcasing an anti-pattern where the PO assumes control rather than fostering team ownership. Such behavior can lead to decreased morale and a lack of transparency. Self-reflection Question: How do you ensure your actions as a Product Owner build trust and foster collaboration within your team? [The Scrum Master Toolbox Podcast Recommends]

Gosia Smoleńska: How OKRs Transformed Our Goal-Setting Process 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. Gosia shares her experience leading a startup through significant change by introducing a goal framework and implementing OKRs (Objectives and Key Results). Initially resistant, the company transitioned to quarterly reviews and goal-setting processes. Teams were tasked with defining their contributions, leading to greater collaboration and understanding of their roles. Regular retrospectives and actionable feedback refined the approach, while tools like Monte Carlo simulations and WIP limits helped maintain focus. This story emphasizes that driving change requires adaptation and continuous learning. Self-reflection Question: How do you ensure that goal-setting frameworks support your team's focus and growth? [The Scrum Master Toolbox Podcast Recommends]

Gosia Smoleńska: Coaching Agile Teams Beyond The Resistance Threshold 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. Gosia recounts a time when her team, acting as a vendor for a large pharmaceutical client, faced severe alignment issues. With three teams and one Product Owner, goals often diverged, and communication barriers arose. A key challenge emerged when the dev lead, fearing judgment over code quality, began personally reviewing code before client submission. This approach, initially manageable with five members, became overwhelming as the team grew. Despite efforts to coach the dev lead, the fear-driven behavior persisted, revealing the difficult balance of knowing when to push for change versus when to accept limits. Self-reflection Question: When coaching others, how do you recognize the point at which your influence may no longer be effective? Featured Book of the Week: The Culture Map by Erin Meyer Gosia highlights The Culture Map as an essential read for understanding and navigating cultural differences within diverse organizations. This book provides insights into contrasting practices, such as giving and receiving feedback or varying perspectives on punctuality. For teams working globally, it's a valuable resource for fostering effective communication and collaboration. [The Scrum Master Toolbox Podcast Recommends]

Melissa Perri is the founder of Product Institute, author of Escaping the Build Trap, and host of the Product Thinking Podcast. She has worked with startups, Fortune 50 companies, and everything in between to help them build better products and level up their product teams. In our conversation, we discuss:• The history of the product owner role• The differences between product owners and product managers• How to transition from product owner to product manager• The evolution of and problems with the SAFe framework• How large non-tech companies can improve their product practices• Much more—Brought to you by:• Pendo—The only all-in-one product experience platform for any type of application• OneSchema—Import CSV data 10x faster• Coda—The all-in-one collaborative workspace—Find the transcript at: https://www.lennysnewsletter.com/p/product-owners-melissa-perri—Where to find Melissa Perri:• X: https://twitter.com/lissijean• LinkedIn: https://www.linkedin.com/in/melissajeanperri/• Website: https://melissaperri.com/• Product Institute: https://productinstitute.com/• Podcast: https://www.produxlabs.com/product-thinking—Where to find Lenny:• Newsletter: https://www.lennysnewsletter.com• X: https://twitter.com/lennysan• LinkedIn: https://www.linkedin.com/in/lennyrachitsky/—In this episode, we cover:(00:00) Melissa's background(02:12) The rise of the product owner role(06:37) Understanding Agile and Scrum(08:27) Challenges in Agile transformations(10:41) The history of the product owner role(13:58) The Scrum Guide(15:43) Product owner responsibilities(21:01) Adopting Scrum in organizations(26:21) The origins and implementation of SAFe(35:20) Why Melissa doesn't recommend SAFe(40:33) Advice for implementing a digital transformation(49:12) An example of SAFe adoption(51:27) The value of experienced product leaders(56:53) Career paths for product owners(01:04:14) Transitioning from product owner to product manager(01:06:41) Be careful relying on certifications(01:11:43) Evaluating existing product owners(01:16:55) Final thoughts on Agile and product management—Referenced:• Escaping the Build Trap: How Effective Product Management Creates Real Value: https://www.amazon.com/Escaping-Build-Trap-Effective-Management/dp/149197379X• Lean UX: https://leanuxnyc.co/• Scrum: https://www.scrum.org/• What is Extreme Programming? https://www.agilealliance.org/glossary/xp/• Capital One: https://www.capitalone.com/• The Agile Manifesto: https://www.atlassian.com/agile/manifesto• Ken Schwaber on X: https://x.com/kschwaber• Jeff Sutherland on X: https://x.com/jeffsutherland• Kanban: https://www.atlassian.com/agile/kanban• What is a kanban board?: https://www.atlassian.com/agile/kanban/boards• Ron Jeffries's website: https://www.ronjeffries.com/• Jeff Patton on X: https://x.com/jeffpatton• The Scrum Guide: https://www.scrum.org/resources/scrum-guide• OpenSky: https://www.openskycc.com/• SAFe: https://scaledagileframework.com/• Dean Leffingwell on LinkedIn: https://www.linkedin.com/in/deanleffingwell/• Capital One scraps 1,100 tech positions: https://www.reuters.com/technology/capital-one-scraps-1100-tech-positions-source-2023-01-19/• Product management theater | Marty Cagan (Silicon Valley Product Group): https://www.lennysnewsletter.com/p/product-management-theater-marty• Marty Cagan on LinkedIn: https://www.linkedin.com/in/cagan/• Jeff Gothelf on X: https://x.com/jboogie• Shruti Patel on LinkedIn: https://www.linkedin.com/in/shruti-patel-32bb573a/• Product Thinking Podcast: Mastering Product Focus: Balancing Legacy and Innovation with Shruti Patel: https://www.produxlabs.com/product-thinking-blog/2024/9/25/episode-190-mastering-product-focus-balancing-legacy-and-innovation-with-shruti-patel• Melissa Douros on LinkedIn: https://www.linkedin.com/in/melissadouros/• Mind the Product: https://www.mindtheproduct.com/• Athenahealth: https://www.athenahealth.com/• McKinsey: https://www.mckinsey.com/—Production and marketing by https://penname.co/. For inquiries about sponsoring the podcast, email podcast@lennyrachitsky.com.—Lenny may be an investor in the companies discussed. Get full access to Lenny's Newsletter at www.lennysnewsletter.com/subscribe