Podcasts about modern agile

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.

Joshua Kerievsky is the founder and CEO of Industrial Logic, and someone who's been shaking up the world of agile for years. He's the creator of Modern Agile, which is all about making work better for people by focusing on four key principles: make people awesome, delivering value continuously, make safety a prerequisite, experiment and learning rapidly.  In this episode, we talk about Joshua's latest book, Joy of Agility. It's not your typical how-to manual—it's packed with inspiring stories and practical insights that show agility as a mindset, not just a framework. The six mantras of Joy of Agility are:  Be quick but dont hurry Be balanced and graceful Be poised to adapt Start minimal and eveolve Drive out fear Be readily resourceful Joshua has a knack for making agility feel approachable, joyful, and deeply human. Whether you're leading a team or just curious about finding better ways to work, this conversation is sure to spark some fresh ideas. This is the full English version of the earlier published interview with Joshua that had an indtroduction in Swedish.   

En intervju med Joshua Kerievsky, grundare av Industrial Logic, pappa till Modern agile och författare till flera böcker om agila arbetssätt, nu den senaste Joy of Agility, som det här samtalet handlar om. Jag ger lite bakgrund till Modern Agile och Joy of Agility här, så blir samtalet enklare att följa med i. Modern Agile är en ambition att ta agila principer till en nivå som är tillämpbar på alla typer av branscher. Den består av fyra principer och här finns även illustrationen över dessa: Modern Agile 4 principer Hjälp människor att briljera Leverera värde löpande Skapa trygga förutsättningar Experimentera och lär dig snabbt   Boken Joy of Agilty kokar ner agila arbetssätt till 6 mantran. Dessa ser du i sin helhet här. I samtalet pratar vi endast om några av dem.  6 mantran från Joy of Agility Be quick but dont hurry Be balanced and graceful Be poised to adapt Start minimal and eveolve Drive out fear Be readily resourceful   Hålltider: 0:38 Inbjudan till workshop, se även tealpodden.se/workshop 1:52 Introduktion till Joshuas verk Modern Agile och Joy of Agility 3:35 start på intervjun   Joshua nämner böckerna Kathyt Sierra - Badass. Making Users Awesome Harry Beckwith - Selling the Invisible och Coachen John Wooden. Hoppas du gillar avsnittet! 

Seye Kuyinu: From Working Software to Human Flourishing, A Holistic Approach to Scrum Master Success Read the full Show Notes and search through the world's largest audio library on Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. In this episode, Seye delves into his multi-layered perspective on success as a Scrum Master. Firstly, he emphasizes understanding success from the perspective of those he serves, suggesting collaboration to define it. He also sees success in terms of "working software" and advises teams to contextualize its meaning. Seye underscores the human aspect of product development and references the concept of "making people awesome" from Modern Agile. He encourages Scrum Masters to align with their personal values and live them out, adding depth to their success definition in the agile context. Featured Retrospective Format for the Week: Temperature Mapping In this episode, Seye introduces his preferred retrospective formats, starting with "temperature mapping." Using tools like MURAL, this format encourages team members to share their emotions throughout the sprint. Another favorite is the "Sailboat retrospective," employing visuals to stimulate discussion. Seye also advocates for a "futurespective" using storytelling, where teams envision the future. These formats foster open communication, engagement, and forward thinking, enhancing the retrospective experience and driving improvements in the team's agile process.   [IMAGE HERE] Retrospectives, planning sessions, vision workshops, we are continuously helping teams learn about how to collaborate in practice! In this Actionable Agile Tools book, Jeff Campbell shares some of the tools he's learned over a decade of coaching Agile Teams. The pragmatic coaching book you need, right now! Buy Actionable Agile Tools on Amazon, or directly from the author, and supercharge your facilitation toolbox!    About Seye Kuyinu Seye has been a Scrum Master for about a decade now. He first connected to Agile, frustrated with the lack of adequate communication that plagues traditional complex projects. He finds People and Interactions over Processes & Tools cannot be overstated, while seeing that everything is a fractal- our individual, team, organization and societal challenges are the very same. The solution in every layer is the same- an understanding of ONENESS! You can link with Seye Kuyinu on LinkedIn and connect with Seye Kuyinu on Twitter. 

From the archives: Join and as they discuss An Everyone Culture: Deliberately Developmental Organizations. DDO's create an unusual kind of environment, one that tolerates — even prefers — making one's failures, risks, and weaknesses public so that colleagues can support each other in the process of overcoming them. There's a wonderful congruence with Modern Agile principles: Make People Awesome Make Safety a Prerequisite Experiment & Learn Rapidly Deliver Value Continuously Guest contact information Websites mentioned during the show Book - An Everyone Culture About the Agile Uprising If you enjoyed this episode, please give us a review, a rating, or leave comments on iTunes, Stitcher or your podcasting platform of choice. It really helps others find us.  If you'd like to join the discussion and share your stories,  please jump into the fray at our  We at the Agile Uprising are committed to being totally free.  However, if you'd like to contribute and help us defray hosting and production costs we do have a .  Who knows, you might even get some surprises in the mail!

CEO of Industrial Logic, author of Joy of Agility Episode page with video, links, transcript and more Joining us for Episode #475 of the Lean Blog Interviews Podcast is Joshua Kerievsky, the founder and CEO of Industrial Logic, one of the oldest and most well-respected agile consultancies on the planet.  Since 1996, Joshua and his global network of colleagues have helped people in teams across many industries leverage the wisdom and power of modern product development methods. An early pioneer and practitioner of Extreme Programming, Lean Software Development and Lean Startup, Joshua most recently crafted “Modern Agile” to help people and organizations benefit from a principle-based approach to agility. Joshua is passionate about helping people produce awesome outcomes via genuine agility. He is an international speaker and author of books including most recently, Joy of Agility: How to Solve Problems and Succeed Sooner. In today's episode, we discuss how “agility” doesn't strictly mean “Agile” in software. How was Joshua inspired by leaders including former Alcoa CEO Paul O'Neill? What can all kinds of organizations learn about the art of evaluating experiments in ways that lead to more improvement and greater innovation? Questions, Notes, and Highlights: What's your “origin story” when it comes to these methods? Agile is an adjective… “ready ability to move with quick, easy, grace” — resourceful and adaptable It's not just about speed, but also quality? Do you recall when you were first introduced to “Lean” — was it via “Lean Startup” early days? The Industrial Logic name? “Process” sounds bad? Why is that? Toyota – enabling bureaucracy vs. limiting bureaucracy SAFE experiments Paul O'Neill admiration – safety  2012 The Power of Habit book What does safety mean in software? The risk of mistakes — expensive $$ decision… small tests of change??? The art of evaluating experiments? Keep going? Pivot or persevere? For those who don't know, what's “agile” vs. what you describe as “agility”? This is NOT a book about software development Driving out fear like Deming? The podcast is sponsored by Stiles Associates, now in its 30th year of business. They are the go-to Lean recruiting firm serving the manufacturing, private equity, and healthcare industries. Learn more. This podcast is part of the #LeanCommunicators network. 

In this episode, we chat with Diana Minnée who is a Chief Operating Officer for startups. She helps us to understand what a COO does in a startup and how she is able to pattern match across a lot of verticals to help support an Exec team. Diana founded The BizOps Agency to help startups scale. She and her BizOps Agents help organisations fill the gaps for the short term or long term. Previously as Head of Delivery at Trade Me, Diana focused on optimising Lean and Agile practices for over 50 teams across three offices, which her team of Delivery Coaches. As an Agile practitioner since 2008, she focuses on Modern Agile values, pragmatic operational design, and enabling everyone to do their best work. Diana is a pragmatic Senior Exec focused on high-tech startups - Operational leader covering all aspects of #bizops such as: Product and delivery Processes and Policies Organisational change and strategy CISO and engineering Workplace and staff People and Culture Compliance and regulatory Marketing, Sales and CS Financial strategy Diana is also a strong advocate for Women in Tech, mentoring women and Women in Leadership. Known for 'Getting s#$%T done', her transparent frankness, where to find a great gin and tonic, and always coming up with a way forward no matter what the problem. We hope you enjoy listening to this as much as we did. 

UniCredit's Raphael Barisaac and Massimo Ortino explain how the firm's new strategy in transactions and payments reflects the dynamics of a changing global market.

EP75 - [Agile] Agile Culture con Luis Mulato¿Por qué si uso todos los eventos de Scrum no veo mejoras? … ¿Qué es la Agilidad? ¿otro RUP? ¿un torbellino de elementos dentro de un Agile Landscape? … ¿Por qué Modern Agile? ¿Por qué Heart of Agile? ¿Por qué han sido importantes estas miradas? … "Símbolos", "Comportamientos", "Sistemas", "Procesos"… "¡Cultura!"… ¡Y la cultura puede ser hackeada! … Así nos cuenta nuestro amigo, gurú de la agilidad, y hormiga del hormiguero, Luis Mulato, con quién exploramos el "Agile Culture Report 2019" de Caroline Taylor y otras fuentes interesantísimas sobre el tema.Una tremenda tertulia con Luis y con las siguientes hormigas del hormiguero Antonio Gallardo Burgos, Yohan Paez y Arturo Robles Maloof.Bonus Track: No te pierdas la última parte de la tertulia donde hablamos sobre Agile más allá de la tecnología, y cómo diferentes profesionales de muchas areas diferentes han logrado ser unos excelentes y geniales agilistas… (re)haciendo su carrera, generando productos, … ¡Si se puede!… Si quieres conocer las referencias mencionadas en este episodio o de cualquier otro episodio, y quieres conocer cómo escucharnos o contactarnos, búscanos en http://hormigasagilistas.cl/¡¡Experimento!!: #InvitaAUnaHormiguita: Este es un experimento para que participe toda la comunidad. Si te gusta nuestro podcast, pero hay temas relacionados con Agile que aun no hemos cubierto, entonces esta es tu oportunidad!! … #InvitaAUnaHormiguita consiste en invitar a un referente, o alguien con experiencia en algún tema de agilidad. ¡¡Tú y la persona invitada participarán en un episodio del podcast!! para hablar del tema propuesto junto al resto del Hormiguero… Solo debes coordinar con la persona y proponer una fecha comentando en el Grupo de Telegram y coordinamos internamente. ¿Se suman? #InvitaAUnaHormiguita.#HormigasAgilistas #QueVivaLaAgilidad #AgileCulture #LuisMulato #Agile #InvitaAUnaHormiguita

This week our heroes talk with Ardi Karaj, Agile Coach and President of Industrial Logic Canada, about Modern Agile-- Extending the agile framework to include everyone on the team, not just engineers. The post 36. Modern Agile: It starts and ends with the people appeared first on Retro Time.

As an Agile facilitator, your job isn't just to keep track of time and take meeting notes; it's to encourage conversation and collaboration and guide teams into what's best for them. Ultimately, your goal is not to change people, but rather make them awesome by enabling them to reach their full potential. In today's podcast, we sit down with Senior Agile Coach, Barbara Kryvko, and discuss topics such as sprint and iteration planning, tips for new scrum masters, the importance of a retrospective and more all through the lens of Modern Agile. Our Speaker: Barbara Kryvko After earning her degree from Webster University in Computer Science and Mathematics, Barbara Kryvko began her Agile journey in the software space, gaining decades of experience in Network engineering, software development, IT Consultation, and systems administration. Eventually, she would end up at Monsanto where she'd become a Scrum Master and Agile Coach for the first time, managing multiple teams as well as coaching their product managers, business partners and management. Currently, Barbara works as a Senior Agile Coach at Bayer Crop Science where she works to "foster a culture of excellence, collaboration and continuous improvement." We are proud to introduce Barbara Kryvko. To connect with Barbara, find her at the link below: LinkedIn: https://LinkedIn.com/in/barbarakryvko Support this podcast: https://anchor.fm/theagilecoach/support

Die Union Investment Service Bank (USB) will noch kundenorientierter werden. Dafür hat sie einen anspruchsvollen Transformationsprozess gestartet - und in dem spielt Spaghetti-Eis eine nicht ganz unwesentliche Rolle. BARBARA RESCH ist Mitglied des Vorstands der Union Investment Service Bank. OKSANA ZEQIRI ist leitet den Kundenservice der Union Investment Service Bank.

Vi går igenom principerna kring Modern Agile! Hur skiljer det mot Agila manifestet? Vad betyder och hur ska man tolka de fyra olika principerna i Modern Agile? Vad har citronpaj med allt detta göra? Hur kan man använda Modern Agile utanför IT organisationer? Det och mycket mer!

I årets første afsnit, kaster Martin og Tore sig over den strømning inden for Agile, som ønsker at vender tilbage til essensen af, hvad det vil sige at arbejde agilt. I kontrast til store komplicerede skaleringsrammeværk, som eks. SAFe, er denne trend kendetegnet ved, at man forsøger at skære helt ind til benet, og man fokuserer på nogle få, centrale principper. I afsnittet tages der udgangspunkt i Modern Agile og Heart of Agile som eksempler på denne trend, og værterne diskuterer b.la. anvendeligheden af enkle principper ift. rammeværk og metoder. De perspektiverer i forhold til Det Agile Manifest, og ser også på, hvordan deres egne principper i Ugilic relaterer sig til den nye tendens. https://modernagile.org/ https://heartofagile.com/ https://www.ugilic.dk/

In der fünften Episode von "Abteilungsleiter der Liebe" (der Unterhaltungspodcast von und für Nebenan) kommen Robin und Axel endlich aus der Sommerpause zurück. Breit gebaut, braun gebrannt und mit anfänglichen Sound-Problemen fachsimpeln die beiden dieses Mal über Zertifikate im Lebenslauf, psychologische Sicherheit im Unternehmen und die ominöse Abkürzung W.A.P. Wer sich das nicht in den CV schreibt, ist selbst schuld.Links zu den Props der Woche:Professional Scrum with Kanban CertificationModern Agile

Read the full Show Notes and search through the world’s largest audio library on Scrum directly on the Scrum Master Toolbox Podcast website.   Many Scrum Masters are part of, or even responsible for organizing an Agile adoption process in their companies. In this episode, we discuss what such a plan could look like based on a successful Agile adoption process Oskar was a part of. In this episode, we refer to the Get Kanban game and Modern Agile, a new take on the original manifesto.   About Oskar Collin Oskar is a former software developer who became a passionate agile coach and Scrum master. He did so mainly because he was better at helping teams working together than building software. He loves experiments and questioning the status quo. He is passionate about helping teams build digital products and deliver value continuously.  You can link with Oskar Collin on LinkedIn and connect with Oskar Collin on Twitter.

Joshua Kerievsky shares the four principles of Modern Agile and how they can help you find better ways of working and achieve better business outcomes. The post MBA212: Transforming Your Work with Modern Agile appeared first on Mastering Business Analysis.

Das agile Manifest ist 2001 entstanden und mittlerweile Leitbild und Standard für die agile Softwarenentwicklung geworden. Seit dem ist viel passiert und das agile Manifest hängt trotzdem immer im Jahr 2001 fest. 2015 fragt sich Joshua Kerievsky ob die Werte aus dem Agilen Manifest noch aktuell sind und brachte Modern Agile ins Leben. Was Modern Agile genau ist und woraus es besteht erklärt uns Thomas Much. https://www.modernagile.org https://www.amazon.de/Accelerate-Software-Performing-Technology-Organizations/dp/1942788339/ https://www.amazon.de/Unicorn-Project-Developers-Disruption-Thriving/dp/1942788762/ https://www.amazon.de/Testing-Business-Ideas-David-Bland/dp/1119551447/

Episode 43 of the Modern Agile Show features an interview with Maaret Pyhäjärvi (@maaretp), a Lead Quality Engineer at FSecure, an agile practitioner and the author of Strong Style Pair Programming, Mob Programming Guidebook and Exploratory Testing. Maaret describes the culture at FSecure and the benefits her team discovered when they experimented with removing the Product Owner from their team (though there is still a Product Management group in the company). Her team found that the benefits included far greater productivity, solving problems they hadn't managed to solve in years and becoming far more data-driven. Maaret describes the “superpower” have having a “feature team” that works across three different technical stacks, and how #NoProductOwner, #NoEstimates and #NoJira are working nicely. She describes how her teams have shortened releases from every six months to every two weeks. Maaret's team runs about 300,000 automated tests everyday on 14,000 virtual machines. Only a few of the FSecure developers use Test-Driven Development. The company also got rid of all Scrum Masters during a resizing. Coaching happens, yet it's not an official title. Maaret is a fan of the Modern Agile principles and uses them in her work. You can learn more about Maaret and her work at https://maaretp.com/

In this Episode, Shahin and Gil talked about recent events, working from home, and Gil's new book of Agile for Non-Software Teams. We conversed about and around the following topics: Agility (small a Agile) Working remotely Designing your Agile Need for Agile in Marketing Agile for Non-Software Teams Lean and Agile Modern Agile We referred to and/or mentioned the following people: Jim Highsmith David Marquet We cited the following resources: Amazon Canada Amazon US Additional links for the show notes: The book: http://www.AgileForNonSoftwareTeams.com Resources (articles, interviews, posters): https://3pvantage.com/free_resources/ To subscribe to the newsletter: https://3pvantage.com/subscribe-ezine/ About Gil: Gil Broza can help you increase organizational agility and team performance with minimal risk and thrashing. Dozens of companies seeking transformations, makeovers, or improvements have relied on his pragmatic, modern, and respectful support for customizing Agile in their contexts. These days, several of the world’s largest organizations are having him train hundreds of their managers in technology and business (up to SVP/CIO level) on practical Agile leadership. He is the author of three acclaimed books, The Human Side of Agile, The Agile Mind-Set, and the ground-breaking new Agile for Non-Software Teams. For more details please visit http://podcast.leanonagile.com. Twitter: twitter.com/LeanOnAgileShow  LinkedIn: linkedin.com/company/lean-on-agile

Richard Kasperowski interviews Joshua Kerievsky. Joshua is the creator and steward of the Modern Agile movement, CEO of Industrial Logic, and the author of the award-winning book, Refactoring to Patterns. He tells us the story of how he grew Industrial Logic from a single-person company into a global team of experts. A little tip – he first turned it into an exciting duo! When you finish listening to the episode, connect with Joshua on Twitter at https://twitter.com/joshuakerievsky and LinkedIn at https://www.linkedin.com/in/joshuakerievsky/. Read the full transcript at kasperowski.com/podcast-35-joshua-kerievsky/

In this podcast Shane Hastie, Lead Editor for Culture & Methods, spoke to Scott Duncan about his InfoQ book Understanding Agile Values & Principles. An Examination of the Agile Manifesto. Why listen to this podcast: • The Agile Manifesto was written as a set of values and principles for improving software development outcomes • There are many brands, frameworks and methodologies which were represented at the Snowbird Lightweight Methods Conference where the manifesto was written • The authors were looking for common ground and the four values of the manifesto represented their collective agreement on the mindset which should underly software development • There is a difference between doing the practices of any agile method and being agile in mindset • Approaches such as Modern Agile and Heart of Agile are focused on returning to the underlying philosophy with a humanistic focus and moving away from prescriptive practice adoption More on this: Quick scan our curated show notes on InfoQ https://bit.ly/37qs9Yc You can also subscribe to the InfoQ newsletter to receive weekly updates on the hottest topics from professional software development. bit.ly/24x3IVq Subscribe: www.youtube.com/infoq Like InfoQ on Facebook: bit.ly/2jmlyG8 Follow on Twitter: twitter.com/InfoQ Follow on LinkedIn: www.linkedin.com/company/infoq Check the landing page on InfoQ: https://bit.ly/37qs9Yc

Episode 38 of the Modern Agile Show features an interview with David Bland, a veteran lean and agile coach and co-author of the book, Testing Business Ideas. The book features a catalog of 44 experiments that help people learn faster whether their ideas are desirable, viable and feasible. David shares stories about how a small San Francisco startup and a large insurance company both used experiments described in the book to de-risk their ideas and quickly learn from the market. David and Josh discuss how intuition, vision and ethics relate to testing business ideas, how important it is to create an environment in which it is safe to experiment and learn rapidly and how ideas from David's book relates to Modern Agile's four principles. David explains the challenges that relate to adopting the ideas from his book and he talks about the importance of having a healthy skepticism about what to build, talking to users and aligning work with company vision. Finally, David talks about Assumption Mapping, and how it helps fill in the gap between canvases, like the Business Model Canvas, and the experiments you conduct.

Episode 36 of the Modern Agile Show features an interview with Pat Reed, an executive coach with extensive agile experience at companies like The Gap, Disney, Universal Studios and many others. She's known for guiding executives and leaders in large scale agile transformations within huge organizations. Joshua and Pat discuss her experiences spearheading the Australian government's movement to agility and they go deep into the use of agile in accounting and people operations, as well as Pat's use of Modern Agile principles.

Craig and Tony are at YOW! Conference in Brisbane and catch up with Joshua Kerievsky, CEO of Industrial Logic and founder of Modern Agile and they talk about: Episode 20: Lean Start-ups with Joshua Kerievsky Industrial Logic and the Extreme Programming Playing Cards If you are a consulting company and don’t have your hands dirty … Continue reading →

Modern Agile – was ist das eigentlich? Das agile Manifest wurde im Jahr 2001 verfasst und in den letzten 18 Jahren nie geändert. Das Problem daran ist, dass es extrem Software lastig ist und viele Software-Teams aktuell schon agil arbeiten. Nun werden aber immer mehr andere Bereiche und Organisationen auf dieses Thema aufmerksam und alles wurde moderner und sozusagen Modern Agile beschrieben.  So kann Agilität auch in vielen anderen Bereichen modern angewendet werden. Modern Agile ist ziemlich generisch aufgesetzt und es werden 4 Prinzipien beschrieben: Prinzip Nr. 1: Make people awesome Hierbei geht es darum, Produkte zu erstellen, die dem Nutzer durch den Einsatz die Arbeit erleichtern und nicht erschweren. Das kann beispielsweise ein Produkt sein, eine Software oder auch ein Prozess in einem Unternehmen. Zudem geht es auch darum, für das Team eine angenehme Umgebung zu schaffen, um einen guten Job zu erledigen.  Prinzip Nr. 2: Make safety a prerequisite Diesem Prinzip nach wird die Sicherheit zur Voraussetzung gemacht. Produkte sollten beispielsweise so aufgebaut werden, dass man jederzeit weiß, was mit persönlichen Daten passiert und diese nicht in die falschen Hände geraten. Auch geht es darum, wie Produkte für den Anwender sicher gebaut werden und für das Arbeitsumfeld sichere Räume und Rahmenbedingungen geschaffen werden.  Prinzip Nr. 3: Experiment and learn rapidly  Hierbei geht es darum, zu experimentieren und so schnell wie möglich zu lernen. Da nicht vorhersehbar ist, was passiert, soll experimentiert und daraus wieder gelernt werden, um neue Dinge auszuprobieren. Auch extern kann hierbei herausgefunden werden, ob es ein Produkt ist, welches wirklich ein Problem des Nutzers löst.  Prinzip Nr. 4: Deliver value continuously Das bedeutet, dass immer regelmäßig Wert geliefert werden soll. Es könnte beispielsweise erst überlegt werden, was der Standardprozess ist, der zu 90 % immer durchgezogen wird und dieser kann dann nach und nach ausgearbeitet werden. Es kann nur schnell gelernt werden, wenn auch regelmäßig an den Kunden geliefert wird. Intern wird wiederum herausgefunden, wo noch Optimierungsbedarf besteht, um Prozesse zu vereinfachen. So wird Agilität nun auch für die Nutzung außerhalb des Software-Bereichs beschrieben, um agil zu arbeiten.

話したこと Agile 2019 Conference Washington D.C. について @kawaguti @martin_lover_se に話していただきました 感想や 質問、こんな話をして欲しい、などをぜひ #omoiyarifm までお願いします！ Agile 2019 Conference - Washington D.C. Global Scrum Gathering Vienna 2019 周辺地理の話 流行っていたテーマがあった？ 印象に残っているセッションは？ How to facilitate a Mob Programming session as a coach? (Woody Zuill) The Age of Agile: How Smart Companies Are Transforming the Way Work Gets Done Mapping The Enterprise Agile Journey (Stephen Denning) How to Change the World 〜チェンジ・マネジメント3.0〜 HARADA Kiro (@haradakiro) / Twitter 非公式モブプロ David Bernstein (@ToBeAgile) / Twitter Llewellyn Falco (@LlewellynFalco) / Twitter クリス Chris Lucian (@ChristophLucian) / Twitter Mob Mentality Show - YouTube モブプロの聖地 Hunter Industries で学んだこと - kawaguti's diary How to Manage Your Attention in a World of Distraction ish: The Problem with our Pursuit for Perfection Playful Leadership: Enable Transformational Change Fun Done Learn at Agile 2019 Lightning Talks - Speaker Deck Scrum does not work here in Asia - Joshua 스크람 Partogi - Medium Running Mob Programming - How we made our team x 4 faster! - Speaker Deck Mobster Joshua Kerievsky (@JoshuaKerievsky) / Twitter Modern Agile 情熱を保つ Agile Conference に友達に会いに行く Regional Scrum Gathering Tokyo 2020 Agile Open Initiative - Agile Alliance 区切りに学校のチャイムを使う アギレルゴ　アジャイル研修 A Scrum Book: The Spirit of the Game スクラムフェス札幌 スクラムフェス大阪 - Scrum Fest Osaka 2019 Agile Leadership Summit 2019 サテライト｜AgileJapan2019 米Target社の受入型集合研修(Dojo)でのモブプログラミングとDevOps - kawaguti's diary

Rob Fitzpatrick on The Art of Product, Joshua Kerievsky on Being Human, Marty Cagan on Build by Drift, Jutta Eckstein and John Buck on Agile Uprising, and Jocelyn Goldfein on Simple Leadership. I’d love for you to email me with any comments about the show or any suggestions for podcasts I might want to feature. Email podcast@thekguy.com. This episode covers the five podcast episodes I found most interesting and wanted to share links to during the two week period starting June 24, 2019. These podcast episodes may have been released much earlier, but this was the fortnight when I started sharing links to them to my social network followers. ROB FITZPATRICK ON THE ART OF PRODUCT The Art of Product podcast featured Rob Fitzpatrick with hosts Ben Orenstein and Derrick Reimer. They talked about Rob’s book, The Mom Test. He wrote it for “super-introverted techies” like himself but found it resonated with a wider audience. He explained that one of the reasons he self-published the book is because, when he took it to a publisher, they wanted him to increase the word count simply because they believed, with no evidence, that business books below 50,000 words don’t sell. The hosts asked Rob to describe “The Mom Test” in his own words. He described how, just as you shouldn’t ask your mom whether your business is a good idea because she’s biased, you need to be careful when asking anyone whether they think your business is a good idea. This, he says, puts the burden on them to tell you the truth. Instead, he says you should put the burden on yourself of coming up with questions that are immune to bias, so immune that even your mom would give you an unbiased answer. Rob talked about how the value of customer conversations is proportional to how well the problem you are trying to solve is defined. For products like Segway or Uber or a video game, asking customers questions about the problems they want solved is not as effective as it would be when the product is enterprise software. Derrick talked about how, when The Lean Startup started becoming big, it led him to what he calls “idea nihilism” where he started to believe the idea doesn’t matter at all, it is one hundred percent the journey, and the future is unpredictable, so just build something. The next few things he built while in this mindset either did not get off the ground or led him to ask himself why he built a business he hated. Eventually, he concluded that the idea matters a lot. Apple Podcasts link: https://podcasts.apple.com/ca/podcast/90-the-mom-test-with-rob-fitzpatrick/id1243627144?i=1000440137442 Website link: https://artofproductpodcast.com/episode-90 JOSHUA KERIEVSKY ON BEING HUMAN The Being Human podcast featured Joshua Kerievsky with host Richard Atherton. What I loved about this interview is that Joshua described many of the inspirations behind the Modern Agile principles. The first principle, “make people awesome,” was inspired by Kathy Sierra and her focus on making the user awesome. They originally called it “make users awesome” and realized that there is a whole ecosystem besides the end consumers, including colleagues, management, and even shareholders, to make awesome. He clarified that the word “make” is not coercive, but about asking you what you can do to empower others. Regarding the second principle, “make safety a prerequisite,” he talked about being inspired by a story in Charles Duhigg’s The Power of Habit about Paul O’Neill and his turnaround of the hundred-year-old Alcoa corporation. Just as Amy Edmondson had connected psychological safety to physical safety in a previous podcast, Joshua connected psychological safety to product safety. He clarified that making safety a prerequisite doesn’t mean avoiding risk. Speaking about the third principle, “experiment and learn rapidly,” he told the story of the Gossamer Condor, the human-powered aircraft that was created to win the Kremer prize. The team that built the Condor engineered their work so that they could fail safely. The airplane flew two or three feet from the ground and the materials they used were expected to break and be repaired quickly. This let them do multiple test flights per day while their competitors would go through a waterfall process that led to large times gaps between test flights. Finally, he described the fourth principle, “deliver value continuously,” as finding a way of working where you can get feedback early and learn from it, delivering value each time. Apple Podcasts link: https://podcasts.apple.com/ca/podcast/62-modern-agile-with-joshua-kerievsky/id1369745673?i=1000440221993 Website link: http://media.cdn.shoutengine.com/podcasts/4081235a-554f-4a8f-90c2-77dc3b58051f/audio/303a9472-75ef-4e7f-94e5-414a3018750a.mp3 MARTY CAGAN ON BUILD BY DRIFT The Build by Drift podcast featured Marty Cagan with host Maggie Crowley. Marty says that when he shows teams the product discovery techniques he described in his book, Inspired,he finds that they understand the value of the techniques but too often they are not allowed to use them. Instead, their leaders hand them a roadmap and tell them to just build features. When he talks to these leaders, he asks, “Why are you doing this? You know this isn’t how good companies work.” The answer, though not always admitted, is that they don’t trust the teams and, as a result, they don’t empower them. They talked about the defining characteristics of an empowered product team. First among them is for the leadership team to give the product team problems to solve rather than features to build. They also need to staff them appropriately because, if they have been running things the old way long enough, they don’t have the appropriate staff to run things the new way. For example, they may have somebody called a product manager, but they are really a project manager with a fancy title or a backlog administrator. Or they may have designers who are just adding the company color scheme and logo or engineers who are just writing code. Maggie asked what a product leader can tell a stakeholder who is used to thinking in tangible features rather than the problem to be solved. Marty says there is nothing wrong with talking about features, but it is when they get etched into a roadmap that we get into trouble because it becomes a commitment and the time spent on the feature could be better spent on figuring out how to solve the problem. They talked about Objectives and Key Results or OKRs and how they are a complete mess at most companies. The concept is simple and easy if you are already in the empowered team model, but otherwise it is theater because you’re still doing roadmaps while simultaneously trying to tell people the problems to solve. Maggie started describing how they do product discovery and development at Drift and Marty immediately pointed out how the language she used makes the work sound like it occurs in phases as it would in a waterfall project. She explained that they use this notion of phases to communicate out and he pointed out that, even if it is not currently waterfall, there is a slippery slope between speaking about phases and landing in a waterfall mindset. He talked about three things he cares about that distinguish his process from waterfall: 1) tackling the risks upfront, 2) product managers, designers, and engineers literally coming up with prototypes side-by-side instead of having hand-offs, and 3) iterating towards achieving your KPIs rather than having a phase where you’ve declared the design done and have started implementing.  Maggie asked him to enumerate what he thinks product leaders should be doing. First, he said that they need to coach their product managers to get them to competence, which he says should take no more than three months. In the case of hiring product managers straight out of school, the product leader needs to commit to multiple-times-a-week or even daily coaching. Second, he said that product leaders need to take an active role in creating product strategy. This comes back to OKRs where product leaders provide business objectives that product teams translate into problems to solve. The more product teams you have, the less you can expect those teams to be able to see the whole picture on their own, which makes it more important for product leaders to connect the dots for them. Apple Podcasts link: https://podcasts.apple.com/ca/podcast/we-talked-to-product-management-legend-marty-cagan/id1445050691?i=1000440847157 Website link: https://share.transistor.fm/s/da82dbda JUTTA ECKSTEIN AND JOHN BUCK ON AGILE UPRISING The Agile Uprising podcast featured Jutta Eckstein and John Buck with host Jay Hrcsko. Jay asked Jutta how she and John came together to produce the ideas described in their book Company-wide Agility with Beyond Budgeting, Open Space & Sociocracy. Jutta and John met at an Agile conference in Atlanta and got the idea to investigate what Sociocracy could bring to Agile. They soon found themselves thinking, “That’s not really all of it,” and immediately agreed to write a book together about it. Jay started going through the book, beginning with four problem statements: Existing concepts cannot be directly applied to company strategy, structure, or process in the VUCA (volatility, uncertainty, complexity, ambiguity) world. Companies make decisions from the top down but often people at lower levels who are closer to the realities of the product or market have valuable insights that are currently ignored. There is a collision of values underlying shareholder interests in short-term profits and a focus on the needs of the customers. For a company to be agile, all departments must be agile. However, existing agile systems struggle when applied to non-engineering departments. Jutta described Beyond Budgeting. She said that it sounds like it only has relevance to the finance department, but there is a close relationship between how companies deal with finance and how they are managed. In contrast to Agile, which originated from the experiences of consultants, she says, Beyond Budgeting originated in the experiences of CFOs. She gave examples of the problems with traditional budgeting: In the first scenario, a company’s budget is set annually and, at some point during the year, a project team that had been allocated a certain budget determines that the market has changed and they no longer need a budget as large as they originally thought. She’s never seen this situation lead anyone to give the money back. In the second scenario, the market changes such that the budget needed for the company to succeed in the market exceeds the original budget and it’s too late for anything to be done. Jay brought up the distinction made in the book about the three distinct uses of budgets: 1. a target, 2. a forecast, and 3. capacity planning, and the fact that these should not be combined. Next, they discussed Open Space. John talked about the Open Spaces you often see at conferences and how they increase creative thinking and allow people’s passions to emerge. In the same way, Organization Open Space, where you can come up with a project, line up some people, and go to work, gives you passion bounded by responsibility that leads to creative companies.  John pointed out that the combination of the three concepts, as he and Jutta developed the book, started to interact and come together in ways that made it greater than the sum of its parts. That’s why they gave it a name: BOSSA nova.  Jay brought up how he has already benefitted from what he learned about Sociocracy in the book. He was able to help his colleagues learn about the difference between consent and consensus. The participants in a meeting had been locked in an argument over a maturity model when Jay restated the subject of the disagreement in terms of consent, asking if there was anyone who needed to put a stake in the ground for their position or would they all be willing to let an experiment proceed. This quickly unblocked the stalemate. John related a similar story about helping a group of professors make some decisions about forming a professional association. Apple Podcasts link: https://podcasts.apple.com/ca/podcast/bossa-nova-with-jutta-eckstein-and-john-buck/id1163230424?i=1000440982639 Website link: http://agileuprising.libsyn.com/bossa-nova-with-jutta-eckstein-and-john-buck JOCELYN GOLDFEIN ON SIMPLE LEADERSHIP The Simple Leadership podcast featured Jocelyn Goldfein with host Christian McCarrick. Jocelyn talked about her career, including some time starting her own company, rising in the ranks at VMWare, arriving at Facebook at a critical time in its history, and becoming an angel investor and a venture capitalist. Christian asked about one of Jocelyn’s tweets about motivation as a management superpower. She says that engineers have a lot to offer the discipline of people management because they know how to think about systems problems and most organization problems are systems problems. On the other hand, engineers sometimes lose sight of the fact that human systems are different from programmatic systems in that they have feelings and don’t always behave rationally, but people respond to incentives. Explanations of the importance or urgency of a particular effort and attaching a bonus to it are blunt instruments, but praise and encouragement satisfies people’s needs and engenders long-term loyalty in a way that other incentives don’t. They talked about one of my favorite blog posts of Jocelyn’s on culture. She says that culture is what people do when nobody is looking. It is not people following an order. It is people knowing what to do when they don’t have orders. She says that people often think that culture is a set of traits or qualities and that you can interview for those traits to find someone who is a “culture fit.” She disagrees with this because companies are different from one another and people are obviously portable between companies.  Christian brought up the example of companies that have posters on their walls describing their culture. To Jocelyn, people are less than 10% influenced by the poster on the wall and more than 90% influenced by what successful, powerful people in the company do. When these are in conflict, you get cynicism. She talked about how compensation can be a motivator, but she noted that other people cannot judge your success by your compensation because they don’t know it, so they look for other indicators like title, scope of responsibility, influence, and confidence. So she says you need to be careful when handing out overt status symbols like titles and promotions because people will emulate the recipients of such symbols. The classic example, she says, is the brilliant jerk. When you elevate the brilliant jerk, you’re sending a message that people who succeed in this company and get ahead are jerks. The poster on the wall may not say that, but people will attach more weight to your behavior than what you or the poster say. Jocelyn talked about the undervaluing of soft skills. Engineers are taught early on that their work is fundamentally solo work and she says that is a lie because, if you want to do anything significant, if you’re going to go from rote work to meaningful creative work, the crucial skills are the soft skills we’re taught to disdain or neglect. Regarding recruiting and hiring, she talked about the tendency, at least at Facebook, to treat the phone screen like an on-site interview and create false negative rates that are too high. She did her own test where she brought in for on-site interviews a set of candidates who had previously been rejected at the phone screen stage and found that the same number got hired from her screened-out pool as were hired from the pool of candidates that passed their phone screen. She talked about the benefits and disadvantages of the centralized hiring model. On the plus side, it reduced silos, made teams friendlier to one another, and made employees become citizens of the company first and citizens of the team second. The downside of the centralized model is that there is no hiring manager taking responsibility, so the responsibility passes to the recruiter. Her preference is a blended model that is mostly centralized but with hiring managers taking responsibility and receiving rewards and praise for taking that responsibility. I loved what Jocelyn had to say about diversity and inclusion. She said that when we’re working at these high-growth companies, we’re desperately seeking to hire, we’re interviewing everybody, and we’re hiring everybody who is above our bar. When we look at the result and it is only 5% or 10% female and single digit percentages black or hispanic, some part of us is thinking that must reflect the inputs and to get a different population I would have to lower my bar and accept people who are failing. But this assumes a few things: that your interview bar is fair and that the population who applies to work at your company is the population who could apply to work at your company. If you really value having a more diverse environment, you will go looking for them. If you just sat there and only looked at applicants, you would never have hired that one signal processing engineer you needed or that one esoteric role that is not there in your applicant pool. Apple Podcasts link: https://podcasts.apple.com/ca/podcast/how-to-improve-your-management-skills-jocelyn-goldfein/id1260241682?i=1000440957474 Website link: http://simpleleadership.libsyn.com/how-to-improve-your-management-skills-with-jocelyn-goldfein FEEDBACK Ask questions, make comments, and let your voice be heard by emailing podcast@thekguy.com. Twitter: https://twitter.com/thekguy LinkedIn: https://www.linkedin.com/in/keithmmcdonald/ Facebook: https://www.facebook.com/thekguypage Instagram: https://www.instagram.com/the_k_guy/ YouTube: https://www.youtube.com/c/TheKGuy Website:

> Sign Up For Our Newsletter: http://www.firsthuman.com/being-human-newsletter/In this week's episode of Being Human I interview Joshua Kerievsky, the originator of Modern Agile and CEO of leading agile training and coaching group Industrial Logic. With occassional contributions from his dogs, we talk:- The difference between a principle-oriented vs a practice-oriented approach to Agile- How Paul O'Neill's turnaround of aluminium giant Alcoa led him to make safety a prerequisite in his philosophy- The true essence of agility- How the wiki creator Ward Cunningham still inspires him todayEnjoy!http://modernagile.org/https://www.industriallogic.com/

> Sign Up For Our Newsletter: http://www.firsthuman.com/being-human-newsletter/In this week's episode of Being Human I interview Joshua Kerievsky, the originator of Modern Agile and CEO of leading agile training and coaching group Industrial Logic. With occassional contributions from his dogs, we talk:- The difference between a principle-oriented vs a practice-oriented approach to Agile- How Paul O'Neill's turnaround of aluminium giant Alcoa led him to make safety a prerequisite in his philosophy- The true essence of agility- How the wiki creator Ward Cunningham still inspires him todayEnjoy!http://modernagile.org/https://www.industriallogic.com/

> Sign Up For Our Newsletter: http://www.firsthuman.com/being-human-newsletter/In this week's episode of Being Human I interview Joshua Kerievsky, the originator of Modern Agile and CEO of leading agile training and coaching group Industrial Logic. With occassional contributions from his dogs, we talk:- The difference between a principle-oriented vs a practice-oriented approach to Agile- How Paul O'Neill's turnaround of aluminium giant Alcoa led him to make safety a prerequisite in his philosophy- The true essence of agility- How the wiki creator Ward Cunningham still inspires him todayEnjoy!http://modernagile.org/https://www.industriallogic.com/

Gerar valor continuamente, a essência do ágil. Mas, como manter a constância no processo de geração de valor sem entrar em processos prescritivos que fogem ao mindset ágil? Confira neste episódio! Mande a sua pergunta/dúvida por áudio ou escrito para o Whatsapp 31 996977104 ou no email osagilistas@dtidigital.com.br que responderemos no programa!

Modern Agile stickers everywhere are helping Modern Agile stick.  Dean Chanter of Capital One recalls his Accidental Experiment with Modern Agile (cake for every release!).  Bob and Dean talk through the power of the laptop sticker, evolving and “upskilling” ScrumMasters, and Lean roots.   Transcript Bob Payne: [00:00:05] Hi I'm your host Bob Payne and i'm here with Dean Chanter and Dean you're from, You're at Cap One.   Dean Chanter: [00:00:11] Yeah, Currently at Cap One.   Bob Payne: [00:00:14] You're doing some work with scaled Agile and you're saying you sort of accidentally started applying Modern Agile. I'm super curious about that journey.   Dean Chanter: [00:00:25] I did it was very interesting so I joined Capital One about seven months ago, was with Intel for about 13 years before that, and when I first got to Capital One everybody had a Modern Agile sticker on their laptop there was actually a bunch on my desk. So I just slapped one on my laptop. I had heard about it before I got the Capital One but Intel was a big SAFehouse and so that was kind of how we did things there and made a lot of sense and so, maybe three or four months ago, my gallbladder decided that it no longer needed to be in my body and so's listening to Josh's podcast and listen to things and he and John Cutler were talking.   Bob Payne: [00:01:02] Okay, yeah I've had Josh on my podcast.   Dean Chanter: [00:01:04] Yeah. So Josh asked John -he's like What do you think about Modern Agile. What do you mean to you. And John was like you know what. It really makes me feel like we can try anything and we don't have to stick to one framework another. And I realized then that some of the things I have been doing it kept on with my teams was just that right. I had a lot of teams that were Scrum Teams and Kanban teams and we had ARTs so we had you know single teams but they needed... They were looking for a refresh right.   Dean Chanter: [00:01:37] You know some new ways of thinking about things that we brought in things like product discovery. We started looking at cycle time. Right. We just we started celebrating everything. Right. We had cake for every release we had you know just how.   Bob Payne: [00:01:54] Dangerous when you're a real DevOps...   Dean Chanter: [00:01:56] Exactly. Exactly. Well that was one of the things we went from releases that were on average and they say average because it wasn't a true cadence of about six to eight weeks. We're now releasing twice a week. OK. You know just because of trying to setting audacious goals right. Right. Using that we want to really use more frequently. Right. And once we set that goal we started working through the different things and different challenges that it takes to get through. We actually even if we don't have content for release on a particular day that we're supposed to be released, we'll still do the release. The reason is is because it allows us to go through those motions right and should identify more ways to we found things by doing that that maybe we should leave - blue green releases right. So maybe we should leave green up a little bit longer so we could fail back if we need to. Eventually, you know the goal there is eventually getting to where we could do continuous delivery if we wanted to.   Bob Payne: [00:02:56] Yeah. That's great. So I'm so curious how you got the big batch of stickers. Did Josh come to CapOne and.   Dean Chanter: [00:03:03] He did.   Bob Payne: [00:03:04] Okay.   Dean Chanter: [00:03:05] So Josh came to camp while he was a keynote speaker. CapOne does a technology agile conference internally once a year.   Bob Payne: [00:03:13] I've spoken that years back yeah.   Dean Chanter: [00:03:15] I wasn't there for that yet but that's how the stickers ended up on my desk. So.   Bob Payne: [00:03:21] Yeah I have been doing a series of of of talks using modern agile as a sort of framework to look at Lean and depending on where I go and how how I either call it. "No one gives a shit about your practices" or "disrupting the cult of the cult of practices". I'm a scrum trainer but fundamentally believe that scrum is a starting place and the goal is not to like do scrum. The goal is to get into this. You know this idea of experimentation learning and changing and and so you know I was an old XP extreme programmer guy. So you know I've known Josh for a long time and you know that talk really. It was actually that sticker was the deflowering force.. It's probably not appropriate to say but I had always had Virgin Macs with no stickers on them until that one made it on my last Mac.   Dean Chanter: [00:04:31] That was the first sticker I put on my cowpat on issue laptops. Have it if you have a habit of putting stickers on stuff for me is like yeah I'm fine. I agree. I agree. You know that's actually one of the things so I do manage a group of Scrum Masters right, and ScrumMaster is fhe title that Capital One gives them you know I looked at, look at them more than just that, right? They're team coaches, I've got a couple that work as a scaled coach right? As well, and so-   Dean Chanter: [00:05:05] That was one of the things that we spent a day together back in March you know kind of strategizing you know our improvement areas that we wanted to go with the team right. And so that's one of the things that I mentioned to them right is that you know if you look at it from that Modern Agile lens you know then I'm asking you to balance that coaching and the delivery right and ,. And one of the things we talked about is like sometimes as you know agile coaches all too often want to wait for that big moment and that big huge coaching opportunity, that next retro or their next delivery, right? So one of the things I talk to them about is sometimes coaching in the moment and being a player with your teams is actually the best opportunity for that coaching moment. I actually got one of my Scrum Masters now who is actually a performer on the release. So since we've got teams that are applying good DevOps practices right the teams are the performers on the release and so she's actually the performer. What.. and the reason for that is that it allows him to have an extra person separation of duties or his since she's not coding that she can have that access to that prod environment. But it's a lot harder to identify a lot of areas of waste that the teams were seeing because she's got that different lens.   Bob Payne: [00:06:20] And when you get when you get even further down the dev ops path you'll be able to deploy without access to prod.   Bob Payne: [00:06:27] Exactly. Have an auditable..   Dean Chanter: [00:06:33] Yes. That is the goal.   Bob Payne: [00:06:35] Yeah.   Dean Chanter: [00:06:36] But in the meantime it's allowed the ScrumMaster to provide value in ways that they haven't in the past.   Bob Payne: [00:06:43] Right, You know just you know I like to poke at stuff. It's kind of what I do.   Dean Chanter: [00:06:50] Oh yeah.   Bob Payne: [00:06:52] So you were working with. Well my friend Beth Wong.   Dean Chanter: [00:06:58] Yes. So that's another interesting thing. So Beth and I are actually kind of paired together with the teams that we're working with. OK so where I'm providing that more tactical delivery focused management of the scrummasters, Beth is actually paired with me as a true coach. Right. And so she doesn't have that accountability to the product. And so she she and I are able to do things that having a single RTE in a scaling house wouldn't be able to do. So Beth is able to run workshops and you know she was able to bring in someone and worked with them and that's how we started our lean product discovery is because I was able to stay focused and she was able to coordinate those types of workshops. Another thing that Beth is is able to do. She's actually run in a technical coach and so that's one of the ways that we're accelerating that automated release goal that we have for this.   Bob Payne: [00:08:00] Yeah. Yeah. I loved working with Beth and I know she's she's excited to be the guys now.   Dean Chanter: [00:08:05] So yes it's a great partnership.   Bob Payne: [00:08:08] Yeah. Super. So what else is exciting for you lately?   Dean Chanter: [00:08:13] I mean definitely as we're evolving you know our scrum masters you know and what we call upskilling them. Right.   Bob Payne: [00:08:21] So we've got some folks on my team that you knew six seven years ago as CapitalOne went through its original agile journey right went to see some class and you know they're great at following those rules.   Bob Payne: [00:08:35] You probably are not aware of. In 2005 they started a huge agile journey.   Dean Chanter: [00:08:43] I've heard that.   Bob Payne: [00:08:44] It's been swept out and then.   Dean Chanter: [00:08:46] Exactly as a multiple and in depending on what Capital One is a large organization depending.   Bob Payne: [00:08:52] Are we talking card?   Dean Chanter: [00:08:53] So I'm in card, right. Exactly. So different journeys there but the teams I've been working with I've been five or six years is kind of about as far as they can look back.   Bob Payne: [00:09:05] Right.   Dean Chanter: [00:09:05] And so again kind of going back to that me asking my team to be that more player coach. So we're looking at different ways of kind of seeing the way the teams work right. Right now they're working through Mary Poppendick's original book.   Bob Payne: [00:09:22] Yeah.   Dean Chanter: [00:09:23] Right. So one of the interesting things about me and my journey started with Intel and so Intel being also not only a product development team but also a manufacturing to Jamie Flinchbaugh in the intel years and years ago long before I started there.   Bob Payne: [00:09:40] Right right.   Dean Chanter: [00:09:40] And turn into a lean house.   Bob Payne: [00:09:42] Right.   Dean Chanter: [00:09:42] And so   Bob Payne: [00:09:44] Lean manufacturing. It's always ironic to me that many of the organizations that do really amazing lean logistics are lean manufacturing and I'm not saying this about Intel because I don't actually have firsthand knowledge. They look at agile they're like you know we can't do that. That's not it's not you know it is really ironic that it is they do have the same same roots.   Bob Payne: [00:10:10] You know clearly manufacturing is a different is a different thing than product development.   Dean Chanter: [00:10:18] Right.   Bob Payne: [00:10:19] And. But but lean product development has also been around for you know almost 75 years.   Dean Chanter: [00:10:27] Exactly. So and that's where my journey started right. Is is in then so. It's almost like if you talk to the folks at Toyota about Lean manufacturing right now. What is lean? this is jus t what I do. So, at Intel, for me that's what it was right. You know I.   Bob Payne: [00:10:43] They don't fetishize lean in the way that scrum teams fetishize Scrum.   Dean Chanter: [00:10:47] They don't.   Bob Payne: [00:10:53] My Precious Scrum.   Dean Chanter: [00:10:53] Exactly. Exactly. And so you know I you know we you know when I was running a team.   Bob Payne: [00:10:57] I'm the agile golem.   Dean Chanter: [00:10:59] yeah yeah yeah exactly. So when I was running at my first team team ride of developers and we had daily stand ups and we committed to you know we committed to the goal for that day and the next day we talked about you know how we go towards that goal right. Even if we were working on a bug right. We didn't commit to finishing the bug. We committed to the experiments that we were going to run that day. Right. So when I transitioned to Agile you know it just kind of made sense for me right now come in the CapitalOne that I think it's kind of flipping the coin. I feel like that's a lot of the things that we're working through as a team evangelist. At least in my area is bringing some of those thought patterns.   Dean Chanter: [00:11:41] Identifying the waste and running experiments right and less about any one particular process or and other. Metrics is another thing that we are bringing and doing which has been very interesting as well.   Bob Payne: [00:11:55] Cool experiment to learn rapidly.   Dean Chanter: [00:11:57] Absolutely.   Bob Payne: [00:12:00] And in fact the only one I have a little trouble explaining to executives is the make people awesome, because they don't care. Many of them don't. If they could go to the boards and saying yes we're we're we're we're selling the customer crap, we're torturing people and we've got higher revenues you know.   Dean Chanter: [00:12:25] And that's definitely a shame but.   Bob Payne: [00:12:27] It is. It is. But I've I've enjoyed I've enjoyed you know Josh's poke in the eye and you know I think it's going to stick.   Dean Chanter: [00:12:41] I think so too.   Bob Payne: [00:12:42] Yeah because it's a sticker because he often makes a joke how do you make. How do you make an idea stick? Turn it into a sticker.   Dean Chanter: [00:12:50] Turn it into a sticker I haven't heard him say that but I like that. Well I like what he's been saying lately. right. He was at LeanAgile US in February and I got a chance to see his keynote there right. He opened the keynote. Are you curious as I say that's what I took back to my team. Right. You know are we curious? You know and another one of the things he said there is I know have you identified a ceremony or practice on your team and just gotten rid of it to see what would happen. Right. And that's another one of the challenges that I gave to my team as well.   Bob Payne: [00:13:24] Yeah I mean you know Toyota doesn't.. They'll throw stuff out left and right that you know. Lean is the machine that eats itself to make itself better.   Dean Chanter: [00:13:37] Yes.   Bob Payne: [00:13:37] And I don't think Agile is there yet but that's that's one of my goals. So I really love you know he framed it in a way that pulled together many of the thoughts and conversations a lot of us had been having. And so I'm happy to carry that torch for him for a little while.   Dean Chanter: [00:13:58] I almost kind of I don't know if it came on the cusp of or maybe there has something to do with it but I feel like a lot of the fights that you see you know on Twitter or blog spaces you know around Scrum vs Kanban, estimates or not... I feel like a lot of that has calmed down recently. I don't know if it's if there's a correlation there. But at least for me that's what I see.   Bob Payne: [00:14:25] I think there's more correlation than causation would be my guess. I think people are just worried about you know foreign policy being run on Twitter. So no estimates or mob programming thing is just..it's like Oh my God I can't believe we were arguing about that stuff.   Dean Chanter: [00:14:40] Yeah maybe.   Bob Payne: [00:14:46] So thank you very much for coming in and appreciate it and hope you have a great talk.   Dean Chanter: [00:14:52] Yes. It was fun.   Bob Payne: [00:14:53] Great.  

Le blog de JP : https://jp-lambert.me/ Scrum Life : https://www.youtube.com/c/JPLambert Modern Agile : http://modernagile.org/

Episode 28 of the Modern Agile Show features an interview with Arlo Belshee, a pioneering agilest who is constantly pushing the boundaries of agility, from planning to programming. Arlo was at the deliver:Agile conference in Austin, Texas to talk about mastering legacy code via ultra-safe refactorings. Arlo describes “recipes” that people can execute manually on languages that have lacked automated refactoring tools (like C++). Together with his colleagues at Tableaux software, Arlo has helped to find a way to solve the classic chicken-and-egg problem of not being able to refactor because you lack tests and not being able to test code without first refactoring. The safe recipes use the type system and rely on the compiler to ensure that you can indeed refactor without automated tests and that the design transformations you make are perfectly safe. Each recipe involves micro-changes that together help you safely make important design changes. Arlo explains how his approach to ultra safe refactoring helped him and his colleagues make design changes in legacy Microsoft products, like Foxpro. This is the essence of the Modern Agile principle, Make Safety A Prerequisite. Also also mentions a practice called “safeguarding”, a practice of analyzing a defect stream after an incident occurs. His teams performs RCA (root cause analysis) to identify the hazards that were present when an incident occurred, followed by “remediation”, which is a small, time-boxed fix to make the code less hazardous.

  Product Owners should always work on trying to become better. Looking for areas to improve, selecting a few and then working on ways to make them successful is a good skill and practice to incorporate into your daily work.  In this episode, we talk about why continuous improvement is so much a core part of the agile mindset and what PO’s can do to work through changing for good.   Feedback: twitter - @deliveritcast email - deliveritcast@gmail.com   Links: PO Coaching and Consulting - seek taiju Willem-Jan Ageling  - Modern Agile terms ambiguity — making a mountain out of a molehill? Dave Grey - Updated Empathy Map Canvas Lean Kit - Continuous Improvement Defined Hakan Forss - Toyota Kata - Habits for Continuous Improvements Melissa Perri - The Product Kata  

Episode 26 of the Modern Agile Show features an interview with Mary and Tom Poppendieck, co-authors of numerous excellent books, including Lean Software Development, Leading Lean Software Development and The Lean Mindset. Mary gave a wonderful keynote at the Scandinavian Agile conference (2018) called Proxies and Permissions. In that talk, Mary pointed out that she and Tom believe that “people ought to be able to figure things out for themselves” rather than being fed recipes. In Mary's talk she highlighted Bret Victor's (@worrydream) Designer's Principle (from his talk, Inventing on Principle: https://www.youtube.com/watch?v=EGqwX...) that “creators need an immediate connection with what they create.” Mary describes how important it is for people on agile teams to be "autonomous and asynchronous”, to get feedback rapidly from what they build instead of waiting a long time to see the impact of what you do. This is especially true if you are running experiments. Mary and Tom discuss a variety of “proxies” that stand in the way of fast feedback and autonomy. Mary explains how “speed and safety” go hand in hand. Mary believes that many agile scaling approaches are “a crutch” for organizations that have tight dependencies between people and architecture issues that require lots of people to talk, rather than being able to work autonomously, as they do at Amazon. Mary and Tom discuss how they see the four Modern Agile principles and how they relate to their Lean work. Finally, Mary describes how teams need a “concept of leadership”, someone who works as part of the team and helps teach the team how to work well, solve problems and learn.

My guest today is Joshua Kerievsky, the CEO of Industrial Logic, a Modern Agile consultancy. He has also started the Modern Agile community and has been a prominent figure in the agile community since the early days. His background is in software, but through his experience in agile methods, he has worked on a much broader range than just the software. We walk through some of Joshua's history and talk a bit about how that came out in the form of Modern Agile community. We'll finish with a topic of curiosity, which - according to Joshua - is a superpower.

Episode 24 of the Modern Agile Show features an interview with Karl Scotland, veteran agile/lean leader, focused on helping to build learning organizations. Karl discusses how to work with agile strategically. He recognized that four statements I'd written in the first Modern Agile blog were actually strategies and he observed that they might be a better guide than even the four values of the Manifesto for Agile Software Development. He observes that strategies are generative and enable constraints rather than govern us. He explains what the phrase, “Don't be a tabby cat trying to be a cheetah” means. He mentions the importance of Richard Rumelt's book, Good Strategy Bad Strategy. Finally, Karl discusses his work on what he calls the X Matrix.

Episode 21 of the Modern Agile Show features an interview with John P. Cutler, expert product manager, systems thinker, prolific writer and thought leader. John recalls when he first came across Modern Agile and what inspires him about it. We discuss the question, “Is Modern Agile most applicable for individuals or teams/organizations?” We look into how John experiments and learns rapidly in order to deliver value continuously. We discuss which Modern Agile principle we'd start with and John answers the question, “What is your biggest frustration when working with a new organization?"

What makes a modern entrepreneur? Rob explains how you can achieve a mobile lifestyle, leverage your time and content, master content marketing, and be a successful social media entrepreneur. Give good value to your customers, adapt to any changes in the market and test everything. See omnystudio.com/listener for privacy information.

Episode 12 of the Modern Agile Show features an interview with Lean Startup/UX guru, Laura Klein, author of Build Better Products: A Modern Approach to Building Successful User-Centered Products. Learn how her work maps to Modern Agile, User Maps and how Laura writes books on a treadmill!

Joshua Kerievsky (@joshuakerievsky) joined me (@RyanRipley) to discuss Modern Agile at the AgileIndy Conference in Indianapolis, Indiana. [featured-image single_newwindow=”false”]Joshua Kerievsky Presenting Modern Agile[/featured-image] Joshua is the founder and CEO of Industrial Logic, a pioneering Extreme Programming/Lean consultancy that radically improves the software development capabilities of organizations around the globe. Today, he leads an effort to modernize Agile by removing outdated practices and leveraging the best of what the software community and other industries have learned about achieving awesome results. Modern agile practitioners work to Make People Awesome, Make Safety A Prerequisite, Experiment & Learn Rapidly and Deliver Value Continuously. Joshua is an international speaker and author of the best-selling, Jolt Cola-award-winning book, Refactoring to Patterns, numerous Agile eLearning courses, and popular articles like Anzeneering, Sufficient Design and Stop Using Story Points. In this episode you'll discover: How Modern Agile has improved on past practices to help make teams awesome Why safety is critical to agility, and how without safety your practices and methodologies are pointless The role that continuous learning plays in an organization Links from the show: Industrial Logic Modern Agile AgileIndy Conference Lean Startup by Eric Ries The Fifth Discipline by Peter Senge Power of Habit by Charles Duhigg [callout]Most startups fail. But many of those failures are preventable. The Lean Startup is a new approach being adopted across the globe, changing the way companies are built and new products are launched. Eric Ries defines a startup as an organization dedicated to creating something new under conditions of extreme uncertainty. This is just as true for one person in a garage or a group of seasoned professionals in a Fortune 500 boardroom. What they have in common is a mission to penetrate that fog of uncertainty to discover a successful path to a sustainable business. Click here to purchase on Amazon.[/callout] [reminder]What are your thoughts about this episode? Please leave them in the comments section below.[/reminder] Want to hear a podcast about the getting started with speaking at technical conferences? — Listen to my conversation with Don Gray, Tim Ottinger, Amitai Schleier, and Jason Tice on episode 32. We discuss how to write a compelling abstract, what track reviewers are looking for in a submission, and how to give yourself the best change of getting selected. One tiny favor.  — Please take 30 seconds now and leave a review on iTunes. This helps others learn about the show and grows our audience. It will help the show tremendously, including my ability to bring on more great guests for all of us to learn from. Thanks! This podcast is brought to you by Audible. I have used Audible for years, and I love audio books. I have three to recommend: Agile and Lean Program Management by Johanna Rothman Scrum: The Art of Doing Twice the Work in Half the Time by Jeff Sutherland The Lean Startup by Eric Ries All you need to do to get your free 30-day Audible trial is go to Audibletrial.com/agile. Choose one of the above books, or choose between more than 180,000 audio programs. It's that easy. Go to Audibletrial.com/agile and get started today. Enjoy! The post AFH 066: Modern Agile with Joshua Kerievsky [PODCAST] appeared first on Ryan Ripley.See omnystudio.com/listener for privacy information.

Episode 11 of the Modern Agile Show features an interview with the great Brett Durrett, CEO of the Silicon Valley company, IMVU. He talks about the Modern Agile principles present at IMVU and how the company grew from nothing to $50 million/year in revenue.

In this podcast Shane Hastie, InfoQ Lead Editor for Culture & Methods, spoke to Alexandre Freire Kawakami, a Director at Industrial Logic about his talk Enabling Awesome Engineering Teams, the ideas behind Modern Agile and the importance of feedback loops and real usage data for product development. Why listen to this podcast: - Overview of his talk on enabling awesome engineering teamsThe contradiction between values-driven and process-driven change - Modern Agile is designed to help people and organisations get over the process obsession - Working software is not enough – achieving better outcomes for customers is what’s important - By having analytics and usage data available we can learn what works and what doesn’t and make better decisions Notes and links can be found on InfoQ: http://bit.ly/2j2usrx 6m:15s - Modern agile is about a community sharing ideas and stories about working towards four principles: Deliver value continuously Make people awesome Experiment and learn rapidly Make safety a prerequisite 6m:40s - Some techniques which can help achieve these values, depending on the culture fit 7m:25s - The benefits of single piece flow 8m:10s - The importance of safety to make experimentation and learning possible 9m:40s - It’s about building a community- not selling ideas 9m:55s - Some practices which can be taught 10m:22s - Not all organisations want to change at the same rate and to the same extent, and that’s OK Quick scan our curated show notes on InfoQ: http://bit.ly/2j2usrx You can also subscribe to the InfoQ newsletter to receive weekly updates on the hottest topics from professional software development. bit.ly/2cMnjfW

Episode #1 Why Modern Agile? A brief guide to Modern Agile's four principles. Who is Joshua Kerievsky? A "Make People Awesome" story from Tom DeMarco's classic book, Slack.

Story of an early failure by Thomas Edison and what he learned from it. Explanation of a Feature Fake and how it helps you remain capital efficient and avoid building features that not enough people need. Answering a question about whether Modern Agile is back to basics or modern?

A book passage from Tom DeMarco about teams as Networks not Hierarchies, a white board discussion about who sets priorities on teams, answering a question about the hardest Modern Agile principle to adopt.

You need Vision and Hustle to be awesome at implementing Modern Agile, a passage about Product Leaders from the book, The Discipline of Market Leaders, a story about Industrial Logic's product at a famous search engine company and answering a question about deadlines.

Episode 7 of the Modern Agile Show features an interview with Jez Humble, co-author of Continuous Delivery, Lean Enterprise and The DevOps Handbook. Jez reads a passage from Lean Enterprise, we discuss the Modern Agile principles, Continuous Delivery and Trunk-based development.

Det är dags att gräva ner sig i Modern Agile. Här får vi ingen lång lista med praxis utan istället får vi bara fyra principer. Modern Agile vill få oss att hjälpa människor att briljera. Vi ska skapa trygga förutsättningar, experimentera och lära oss snabbt och dessutom ska vi leverera värde kontinuerligt. Innan vi pratar detta så hinner vi dela ut några klistermärken i vår tävling och vi zoomar in på motivation. Mot slutet är det dags för Tobbe att försöka lista ut vilken mjukvara Ola är ute och far efter i Avkodat. Det visar sig vara ganska svårt.Celebration Grid finns härNågra hållpunkter:[8:40 Inzoomningen]12:10 Har du nå gry?[14:20 Huvudämnet]20:30 Modern Agile är en springcykel34:40 Ola ÄR Nasse. Grisen alltså.46:30 Havtorn är exotiskt[57:15 Avkodat]

Craig and Tony are sipping a sarsaparilla or two on a balcony in Brisbane and start trying to dissect the state and heart of modern agility: You can trust the team if you listen to them Keys to transformation is LLL – leadership, leadership, leadership If you have Agile leaders maybe you don't need Agile … Continue reading →

Joshua Kerievsky is the founder and CEO of Industrial Logic, as well as the author of the award-winning book Refactoring to Patterns. In this episode, we discuss the four principles of Modern Agile and how their reach is now beyond software development.

Josh and I chat about his key note talk regarding Modern Agile.  Possibly the most influential sticker driven development project ever.   Always a pleasure chatting wth Josh and I have changed my practice to be a bit more modern. What will you do? Follow him at @JoshuaKerievsky Enjoy Bob Payne

Hosts Ryan Ripley, Don Gray, Tim Ottinger, Brad Rasmussen Discussion Ryan Ripley (@ryanripley), Don Gray (@donaldegray), Tim Ottinger (@tottinge), and Brad Rasmussen (@Rass30) got together to discuss “Where does work come from?”. The conversation moved in multiple directions that included theories or work, what motivates people, management theory, and how to introduce agile at large organizations. The closest metaphor that I’ve found about knowledge work IS knowledge work – @donaldegrayTweet This This is the kind of podcast that I like to keep a notepad near by while I listen. There are a lot of interesting thoughts and insights from the guests that I hope you find useful. If you do hear something resonates with you, we'd love to hear about it in the comments section! Or you can leave us a voice message here – ASK A QUESTION – that could end up on a future episode. There is a big difference in the way you work when living among friends vs enemies – @tottingeTweet This And then…we called it a night. Will you help the Agile for Humans podcast grow? Please review Agile for Humans on iTunes or Stitcher and leave your comments on the blog site. Help your friends and co-workers find Agile for Humans by sharing your favorite episodes with them. Thanks for all that you do to support the show. Agile for Humans is brought to you by audible.com – get one FREE audiobook download and 30 day free trial at http://www.audibletrial.com/agile Resources, Plugs, and More Ryan – https://ryanripley.com AgileIndy 2016 – April 12 in Indianapolis, IN Path to Agility Conference – May 25 & 26 in Columbus, OH Don – http://www.donaldegray.com/ Coaching Beyond the Team Tim – http://agileotter.blogspot.com/ Modern Agile by Joshua Kerievsky Maitria Geek Joy Podcast Agile Otter Blog 5 Dysfunctions of a Team by Patrick Lencioni Brad – http://t.co/TLWbo8fp9n Connect with Brad on Twitter! The post AFH 028: Where Does Work Come From? [PODCAST] appeared first on Ryan Ripley.See omnystudio.com/listener for privacy information.

Hosts Ryan Ripley, Tim Ottinger, Mark Davidson Discussion Tim Ottinger (@tottinge) and Mark Davidson (@agiledelivery) joined me (@RyanRipley) for a discussion about the Product Owner Role, #NoEstimates, Product Management, and the concept of “controlled disappointment”. The Product Owner (PO) role is near super-human. Shared responsibility is one approach to bring this role back down to earth. During this discussion we talk about the complexity of the PO role, the impact that the PO has on the project, and how developers and Scrum Masters can support the PO as they lead the team towards delivering a successful product *release*. And then…we called it a night. Agile for Humans is brought to you by audible.com – get one FREE audiobook download and 30 day free trial at www.audibletrial.com/agile Resources, Plugs, and More Ryan – https://ryanripley.com Slide deck from SDEC2015 Agile in a Flash by Tim Ottinger Tim – http://agileotter.blogspot.com/ Modern Agile post by Josh Kerievsky Product Owner's Maximizing Value Mark – https://twitter.com/agiledelivery The post AFH 022: The Product Owner Role with Mark Davidson [PODCAST] appeared first on Ryan Ripley.See omnystudio.com/listener for privacy information.