Podcasts about Scrumban

In this BONUS episode, we delve into the merging of Scrum and Kanban with Todd Little, Chairman at Kanban University, and Joey Spooner, Vice President of Product Management at Kanban University. Join us as we uncover the journey and strategies behind integrating Scrum and Kanban to replace project management and enhance team productivity. The Genesis of Agile and Kanban Integration  "Finding the right balance between Scrum and Kanban came from a need to handle uncertainty in tech projects better," explains Todd.  Both leaders discuss their initial encounters with agile methodologies and how challenges in their projects led them to innovate and blend Scrum with Kanban to improve flexibility and responsiveness. Understanding Scrum and Kanban  "There's a historical divide between the Scrum and Kanban communities, but bridging them can significantly enhance how teams operate." Notes Joey. They break down the fundamental aspects of Scrum and Kanban, explaining how each contributes uniquely to managing projects and how combining them can mitigate the limitations of using one over the other. Real-World Benefits of a Hybrid Approach  Todd shares a case study from Vanguard, highlighting their "Scrum stall" and how integrating Kanban principles like mapping work flows and setting WIP limits dramatically improved cycle times and overall efficiency. Joey adds, "Visualizing work and adjusting processes to reduce bottlenecks, especially in QA, transformed our team dynamics and output." Challenges and Insights in Combining Methodologies  "Start where you are, and evolve incrementally," advises Todd  Todd and Joey emphasize the importance of recognizing current practices and gradually introducing Kanban elements to enhance Scrum frameworks. Joey reflects on early challenges in adoption, suggesting a cautious approach to avoid overwhelming teams and to foster more sustainable improvements. Navigating Change and Resistance  The discussion touches on managing resistance to change. Todd and Joey highlight strategies like using historical data for forecasting and focusing on evolutionary change to gain buy-in from stakeholders and team members, ensuring a smoother integration of practices. What Does Agile Look Like, When We Push it to 11? Looking ahead, Todd envisions a focus on refining product discovery processes to make workplaces more dynamic and fulfilling. Both speakers emphasize the importance of continuous improvement and pushing the boundaries of current agile practices to maximize their impact. Learn More and Connect  To explore more about integrating Scrum with Kanban and to connect with Todd and Joey, visit the Kanban University website or find them on LinkedIn (see links below). Also, don't miss the upcoming Product Owner Summit for more insights from industry leaders. About Todd Little  Todd Little is the Chairman of Kanban University, a seasoned executive, and a pioneer in lean and agile methodologies. His extensive experience in leading technology developments and his contributions as an author and speaker have positioned him as a key figure in global project management circles. You can link with Todd Little on LinkedIn and connect with Todd Little on Twitter. About Joey Spooner  Joey Spooner is the Vice President of Product Management at Kanban University, with a rich background in managing complex projects across various industries. He holds a degree from the University of Florida and is known for his innovative approaches to community development and product management. You can link with Joey Spooner on LinkedIn.

В предыдущей серии: Мария Хосе влюбилась в Карлоса Альберто и наметила выйти за него замуж, но её счастью мешает Габриэла Гарсия, молодая соседка её избранника...   Нет-нет, погоди это не наш редактор пересмотрел мексиканских мелодрам, а живая иллюстрация треугольника! Прада любовного.. ноо с треугольником управления проектами у них много общего. Хотя бы то, что основных элементов тоже три, да, и для того, чтобы достигнуть своих целей нужно научиться очень грамотно между ними лавировать В общем, любителей горячих (правда, односерийных) выпусков милости просим к прослушиванию 00:27 — Что такое проектный треугольник 01:12 — Что включает в себя проектный треугольник 05:36 — Взаимосвязи между составляющими треугольника 06:38 — Как проектный треугольник работает в Agile, Scrum, Kanban, Scrumban 08:04 — Как выглядит проектный треугольник 09:14 — 4 примера применения треугольника управления проектами

Bio   Bryan is a seasoned Enterprise Transformation Strategist, Coach and Trainer specialising in the practical implementation of Business Agility practices within all types of organisations. He brings a balance of business, technical and leadership expertise to his clients with a focus on how to achieve immediate gains in productivity, efficiency, visibility and flow. Bryan is a key contributor in the development of the AgilityHealth platform, AgileVideos.com and the Enterprise Business Agility strategy model and continues to train, speak and write about leading Business Agility topics.   Interview Highlights    04:15 Interrogating KGB agents 06:00 Now that I see it – overcoming failed deliveries 07:15 Agile ways of working 09:00 Meeting teams where they are at 11:50 AgilityHealth 14:10 Business Agility vs Enterprise Agility 17:30 Establishing a Strategy  21:25 Driving Strategy forward   Social Media   LinkedIn: linkedin.com/in/bryantew Twitter: @B2Agile Email: bryan@agilityhealthradar.com Website: www.agilityhealthradar.com  Episode Transcript Intro: Hello and welcome to the Agile Innovation Leaders podcast. I'm Ula Ojiaku. On this podcast I speak with world-class leaders and doers about themselves and a variety of topics spanning Agile, Lean Innovation, Business, Leadership and much more – with actionable takeaways for you the listener. Ula Ojiaku  Hi everyone, my guest for this episode, actually, we're going to have a two part episode, is Bryan Tew. Bryan is a seasoned Enterprise Transformation Strategist, a coach and a trainer that specialises in the practical implementation of business agility practices within all types of organisations. I first came across Bryan when I did the Agility Health Enterprise Business Agility Strategist Course. I was mind boggled, my mind opened to possibilities, and I thought this is someone I would really like to speak with. In this episode, Bryan and I, for part one anyway, we talk about overcoming failed deliveries, or overcoming failed transformations, the importance of meeting teams where they're at. We also looked at the term Business Agility versus Enterprise Agility and Bryan explained his view on what that is all about. We also talked about strategy and how to establish that and drive that forward. I hope you enjoy listening to Bryan Tew's episode, as much as I enjoyed having this conversation and recording it with him. So part one, Bryan Tew. So I have with me Bryan Tew, who is a seasoned Business Agility Strategist, coach, trainer extraordinaire. He is just an all-round awesome expert in the Business Enterprise Agility space, and he works with AgilityHealth. Bryan, thank you so much for making time out of your busy schedule to have this conversation with me as my guest on the Agile Innovation Leaders podcast.   Bryan Tew   It's my pleasure. Thanks for having me on, Ula.   Ula Ojiaku   Awesome. Thank you again. So, growing up, can you tell us a bit about your experience, your background, and how you wound up to where you are today?   Bryan Tew Sure, absolutely! So I grew up in the state of Utah, in the United States. It's a wonderful area, there's lots of mountains, and many outdoor things to do, so I love the outdoors. I grew up skiing and snowboarding and playing outside, hiking, I do a lot of canyoneering and rock climbing and all kinds of outdoors, sometimes extreme sports, I just love those kinds of things, it helps me connect with nature. I had a great growing up, great schooling, but I'll tell you the thing that really changed my life, what's most influential for me is when I was 19 years old, I decided to serve a two year mission for my church, and I was called to St. Petersburg, Russia. You don't get to choose where to go, and that was actually a very interesting area for me. As you can imagine, this was in the early nineties, so a lot of different things changing in that area. And I had the most amazing experience, you know, two years where I wasn't focused on myself at all. It was all about serving others, and we would do things from helping kids in just these terrible orphanages, helping people on the streets, working with youth to try to help change their lives, teaching about God, helping families, it was just such an amazing experience and that really changed me and made me into a person that really was not so much about me, and kind of the selfish environment that we typically are in, but more about what can I do to maybe better myself so I can help others, and that was phenomenal. Now, as part of that, you know, obviously I was able to speak Russian every day, every day, all day, and so I became pretty fluent in the Russian language. And so following my mission, I came back, and as part of my schooling, I decided to use that, and I, just as a part-time National Guardsman, I joined the US Military Intelligence as an interrogator. So I actually was able to use my language to interrogate former KGB agents, Russian scientists, you know, different things to get information, and that was tremendous. And that just helped me through school. I didn't do a lot with that other than, you know, those six years where I was in the Guard. But that was a really influential time as well, and you know, as it came time for a real career, I actually started out in Washington DC, that's where my wife and I, after we were married, we moved there. She was working in congress, as a staffer, and so I started working for a lobbying firm, and that was really cool, you know, in fact, my interrogation skills helped a lot. Ula Ojiaku I can imagine. Bryan Tew Right? But you know, the reality is that it's a sleazy industry, and we saw some things, even just day to day, some things that I just didn't approve of. So I knew that that wasn't going to be a career for me. So, I actually decided to pursue an MBA, a Master's in Business (Administration), and we moved back to the state of Utah where I went to BYU for a Master's degree. And we thought, you know, while we're having our first child, it'd be nice to be close to grandparents. We just loved it back being home, so we've actually been there ever since. And from there, after my Master's degree, I actually started my technology career, that's where I became a Project Manager at Novell, which does infrastructure and networking software… Had a great experience there working waterfall projects. But the problem was we had many failed deliveries. And I remember hearing sometimes these five little words that I've come to dread, which is now that I see it, and maybe you've heard those words, maybe audience you've heard or maybe even said those words, right, usually something bad follows like, now that I see it, I don't think you understood my requirements. Or now that I see it, we have to go back and really fix a lot of things, or now that I see it, we completely missed the boat. And we had some of those experiences. And so it was multiple projects later where we were working on an enterprise service bus and my team had a real need for some expert consulting help. So we had this great gentleman from Australia, can't even remember his name, but he had some expertise in that area, but he also had some ideas on our broken process. So he would talk to our team and he said, you know, because this is such a large and complex project, I recommend that every day, let's just come together as a team, we can invite any of our key stakeholders who want to be part of it, but let's just stand up and talk about who's working on what and what our daily needs are, and how we can resolve some of these dependencies and just try to get on the same page as far as a daily plan. So we started doing that. He didn't call it a daily Standup or anything, it's just, this is something that can work. And so that was helping us for sure. He also said, you know, because we need to be on the same page as a team, I suggest that every couple of weeks or so, let's get together and let's talk about what's working and what's not working and what we can do to improve maybe the next couple of weeks. And again, that was just a really, just great idea to get us starting to think more collaboratively as a team. And he said, you know, because this is such a complex project with lots of moving parts and lots of different stakeholders, let's actually bring them all together. Let's try to help them understand and collectively build out a vision for where this is going. Let's think about how, what some of those customer needs are, and let's start to build a backlog of prioritised work that they can engage with us on. And let's start to deliver that maybe every couple of weeks to show our progress. I mean, as you can tell, just bringing in some of these Agile concepts without calling it a certain methodology. I mean, this was back in 2002, I didn't know anything about the Agile Manifesto at the time. He just said these are some practices that can work. Now having gone through that project, implementing some of those ideas, we just thought, wow, this is such a better way to work. And that's when I started to really start researching, what is this called? What is this all about? And so I got a little bit of agile experience there, and it just so happened that at the time in this area in Utah, we call this area the Silicon Slopes, because it's kind of like Silicon Valley in terms of technical experts here, lots of great developers and that understanding. So there were a lot of technical firms and there was one organisation that was actually looking for some Agile help, so this was about 2005 now, and I was one of the only ones that had Agile experience. And so I was hired on to help lead some of the effort there, and it was tremendous. In fact, I loved going from team to team, helping to introduce Agile concepts and kind of looking at a strategy. We had some software teams, and this was at ancestry.com, but we had software teams and operations teams and all kinds of different types of teams. And that's when I realised that, you know, there are so many different methods and what works for one team may not work for another. And so we have to be very particular about what kind of work do you do? What kind of customers do you have? What type of team are you? And then the methods will fit what you're trying to accomplish from an outcomes perspective. And that was super exciting to me, to implement Scrum for some teams and then others, you know, we had some Kanban methods and maybe a blend with Scrumban. That was exciting. Ula Ojiaku On that point in terms of, you know, what works for one team might not necessarily work exactly, and the fact that you're taking the time to understand their context, their work, what are outcomes they're trying to achieve, and then help them navigate, you know, find the best practice that would help them and processes that would help them get to where they're going to. Did you find out, I mean, that maybe some teams, they might start with a practice and then later on that practice doesn't necessarily work for them and they'll change? Bryan Tew Over the years I found that there are certain agility practices that can work for any kind of team. And at the time I didn't know that, and so we would start them on certain things, you know, let's try at least to prioritise your work or let's try to just put your work in some kind of visual place where you can see how it's moving. Like, just simple things like that. Let's try to think about what your vision is from your customer's perspective and which later became more of an outcome-driven approach. But at the time we knew nothing about this, this was very new. And so we would try certain things, but one thing that I heard over and over was, for instance, like an infrastructure team. An operations team, a support team, like we're not software, so don't try to force fit what they're doing with us. And we still hear that today, don't we? And so just understanding, okay, let's learn about what you do day to day. How does your work flow? What do you focus on each day? And how much of your work is rapid response work? How much of your work is more around projects that you can plan out? And then based on that, that's where we can recommend certain practices. So that was super-exciting and we get a lot of success from that. And to this day I continue to recommend to leaders, if you have different types of teams that are unique or do different work than maybe your traditional Scrum teams, listen to them, don't force fit things that will potentially not work or potentially make them very cynical about the process. Listen first, and meet them where they are. And it just so happened that, you know, after a while, that kind of work was, is super exciting, but now that we were all agile and kind of moving that in that direction, like, well, now I need more, right? And that's when I started consulting. And so I was lucky to have joined Steve Davis with Davisbase. I was, in fact, it was just he and I for a while, and we did some training, we did a little bit of coaching and we started to build that business, and that's where I started traveling all around doing training classes, and it was just really fun, just such a fun time early on. This was about 2008, 2009, and very exciting. After a while I realised that, you know, our goals weren't exactly aligned and I was starting to look at, you know, maybe I just form my own company and start working through things. And it was right around Christmas time. In fact, it was like right after Christmas, and I just got this LinkedIn message out of the blue. And it was from Sally Elatta, who was just starting up a company herself called Agile Transformation, and she said, you know, you come recommended, I'm looking for a partner to start to build this business. And it just was such a perfect time for me as I was looking for, you know, how do we actually build transformations? How do we help organisations from start to finish instead of just doing quick hit training classes? And so she and I hit it off right away and I started working with her back in about 2011 and, you know, it's been just a match made in heaven, I've been working with her ever since. It was about, a few years later when we realised it's more than just transformation work, it's more than just training and coaching. We had a lot of organisations, especially leaders, asking us questions like, how do I know that this transformation is working? How do I know the ROI of the work that we're doing? How do I know how my teams are doing? How do I even know if they're better than when they were doing waterfall? We were trying to do some different flow charts to look at how teams were producing, but it was just not sustainable, it wasn't scalable, and it wasn't answering the right questions. And so that's where Sally's ingenuity to build the AgilityHealth platform came into play and really, we did it for our own clients, but what we found out is this is much bigger than us, so that's when we actually changed our name to AgilityHealth, and since then we've been more of an enablement company, really helping not only our clients, but partners and anyone who's interested in the enablement services that we provide, which include kind of the health and measurement platform and the outcomes dashboard and so forth. But also our Business Agility services. Ula Ojiaku Oh, wow! That's an inspiring story and it's just amazing how things seem to have aligned, hindsight is 20-20, isn't it? And you've nicely segued into, you know, one of the topics we were to discuss, which is Enterprise Agility versus Business Agility. Are they one and the same, or are there differences to the terms? Bryan Tew Well, although there are similarities, they're actually very different things and I'll try my best to describe this, but first of all, Business Agility is really the ability to adapt to change, to be able to learn and pivot as you see disruption. And that's really important to understand, because that can apply at any level in an organisation. I can have one division, or even a single release train, or even team that are adopting some of those practices, and so that would include things like customer centricity and your lean portfolio management and a focus on outcomes and how we prioritise, and our organisational design, and all those different practices, right, which are super important. But that can be done in a small scale, that can be done in a single group or division. When I think about enterprise agility, that's where we're actually applying those practices and those concepts and mindsets to the entire enterprise. That's where you get to see true flow from an outcomes perspective at a company level and where all different leaders are talking the same language. They're collaborating well together, they have the same outcomes, we know what we're trying to accomplish from a vision and purpose perspective. And you can't do that when you're just looking at many moving parts that are all doing their own thing. Now I will also say that when I talk to leaders, I like them to think of business agility as agile for leaders. I mean, we know a lot about Agile for teams, and certainly the support that is needed from leaders, but business agility is what leaders have to own, and their job is to provide the right environment so that teams can actually be successful and provide the most valuable work to customers. Ula Ojiaku And what are those sorts of things that leaders can do? Because what I'm getting from you is there are some things that they would need to influence or change in the environment, what sort of things? Bryan Tew Well I'll kind of frame it this way because you're familiar with our Enterprise Business Agility Strategy model, and I'll just kind of talk about a couple of points from there, because this is what we share with leaders, this is what you need to own. So for instance, how do we take a more customer-focused strategy? And that's where we build in a process for how we can validate that we're actually solving the right customer problems. So leaders, you need to engage your product people, your marketing people, your support people, those who are hearing customer problems and understanding how do we validate that we're solving the right ones? Not just guessing, not just hearing from those who think they know, but actually validating that. And that's where many of the practices around journey mapping and so forth can come in. But then the second part is, how do we validate then that we're actually solving those problems the right way? I mean, if you're solving the right problem, but you have a terrible solution or a solution that doesn't really fit the need, then you're still not winning. So that's where discovery work, and there's so many great approaches now on how to do discovery, which is part of that whole customer solution, okay. So, leaders can help drive that. But then of course there's the lean portfolio management side. How do we establish a strategy? And if there's one thing that I would have leaders start with, it's you need to define and get aligned with your fellow leaders on what your strategy is, and that's an enterprise strategy, but also a division, or portfolio strategy. We need to make sure that that is not only clear, but then the second part of that is how do you communicate that strategy to your people? Not just through a chain of command, but through specifically clarifying what the strategy means and how that applies to each of your groups that are working to move forward on your strategy. So that's really important. And I would say part of that is to build an outcome-based strategy. So we like to use OKRs to do that, and, you know, the way that we suggest building OKRs is a little bit different, where you actually have a hypothesis statement that ties together what you expect to do and the outcomes you expect achieve, and then the key results can help you really measure that. So that's the thing that we ask leaders to do, and not just, give that to your people to try to accomplish, or to try to do for you, but actually think about what are our enterprise and maybe longer term, like three year OKRs, and then from there, how do you align the work there? How do you align the outputs, the projects, the initiatives to your outcomes, and break that down into the prioritised items that you need your groups to own. Like that is something that the teams can't do for themselves, they can guess, but they'll probably get it wrong when it comes to actually looking at strategy. So those are all things that happen. And then one of the things we'll certainly get into is funding models. You've got to be thinking about how do you fund your work? And I know that that's what we call an elephant in the business agility room, because it's hard to talk about. And it's something that's not just a thing that you implement on your first day of moving to business agility, but it needs to be discussed early on, to start getting the balls rolling. So we'll talk through that. And then your org structure and your design of your teams, like that's something that leaders have to own, what is the optimal org structure? Do we look at value streams? What kind of value streams? Is it product focused? Is it journey focused? Is it more around your capabilities? Like, that matters because that's how you start to bring the right people to work together. And then of course, your leadership and culture, you know, you need to be thinking about the culture transformation along with any kind of agile or business agility transformation. So, all of those things are what leaders should be thinking about, including their technology agility, like, how are we potentially providing the right technical environment, and tools and systems, and everything else we need that might need to be modernised, or maybe looking at digital transformation work to support our teams actually providing the best products to our customers. Ula Ojiaku That's amazing. So there are some things you've said about what leaders need to do and some of them include, you know, looking at the lean portfolio management, taking an outcome-based approach to defining the strategy at all levels and making sure that, you know, it kind of flows, not in a cascaded manner, but in a way that each layer would know how it's feeding into delivering the ultimate strategy of the organisation. Now, how, from a practical perspective, I mean, yes, you use OKRs, or objectives and key results, you know, that's one way of doing that. But how, are you suggesting then that the leaders would have to write the OKRs for every layer? Or is it just about being clear on the intent and direction of travel and letting each area define it within their context, but with some input from them? Bryan Tew No, it's a great question and I'll try to visualise as much as I can, but when you think about it this way, when you start at the top, and let's say that we're coming up with some enterprise level three year OKRs. So where are we going for the next three years? And you know what, things can change, so that's why we check in on those, you know, at least every six months, if not every quarter, because we're learning a lot and we want to adjust. But the thing is, if we have that level of strategy clarified, and not only that, but we're aligned across our leadership group, that means that the priorities that we're focusing on should align as well, and that's the important thing here. So now as we start to move from the enterprise down to maybe a division or portfolio level, all of the OKRs at that level should in some way align up to our enterprise, right? Whether it's around certain objectives that we're trying to accomplish from a financial perspective, or customer goals, or people goals, whatever it is, but now there's something that we can connect to as a foundation. So those senior leaders, although they can provide support and help, typically now it's your portfolio leaders that are taking the lead on building their OKRs that are aligned, and then down to maybe your program or train or whatever level you'd call it, what those OKRs will look like, all the way down to where every single team, which in reality, every single person in the organisation, sees how they fit in driving strategy. Ula Ojiaku That was a very, very insightful conversation with Bryan, and this is only part one. In part two of my conversation, Bryan gets to talk about aligning OKRs, that's Objectives and Key Results, the ten elephants in the business agility room, what are those? And the importance for leaders to take the driver's seat in cultural changes and many other things as well. That's all we have for now. Thanks for listening. If you liked this show, do subscribe at www.agileinnovationleaders.com or your favourite podcast provider. Also share with friends and do leave a review on iTunes. This would help others find this show. I'd also love to hear from you, so please drop me an email at ula@agileinnovationleaders.com Take care and God bless.

In this episode of Dreams With Deadlines, host Jenny Herald dives into the dynamic world of marketing with Renata Lerch. Renata shares her career journey, highlighting the evolution of marketing's role beyond departmental boundaries and the integration of operational strategies in creating a seamless brand experience. From her extensive global experience to her deep dive into different methodologies, Renata explores how these frameworks have shaped her approach to marketing.Key Things Discussed: The integration of operational strategies in marketing, aligning it with broader organizational goals. The power of blending frameworks to foster adaptation and team buy-in. Practical insights into applying methodologies in marketing for improved collaboration, prioritization, and iterative success. Show Notes [00:00:38] The Evolution of Marketing and Agile Methods. Renata discusses her career journey, integrating operations into marketing for a cohesive brand experience. She mentions Lean, Six Sigma, Scrum, and Agile methodologies' impact, emphasizing the need for framework-agnostic approaches with systems and design thinking. [00:04:21] Applying Scrum in a Marketing Environment: Team Composition and Roles. The discussion highlights roles in Scrum translated to marketing teams. The product owner's role as a liaison is crucial, and the scrum master role's absence in small marketing teams is discussed. [00:09:03] Applying Empiricism and Lean Thinking in Marketing: Mindset and Frameworks. Renata stresses mindset shifts, invoking consumer perspectives, fostering collaboration, and using frameworks for decision-making and campaign building. Transparency, data democratization, and benefit mapping are highlighted. [00:14:14] Scrum Ceremonies in Marketing: Sprint Planning and Retrospectives. The importance of sprint planning, flexible sprint duration, and the significance of retrospectives in recognizing wins and enhancing team dynamics is discussed. [00:18:50] Sprint Reviews and Retrospectives: Combining or Delineating? Renata talks about the choice between separate or combined sprint reviews and retrospectives, based on agile marketing leaders' preferences and organization size. [00:20:02] Aligning Backlog, Product Goals, and Sprint Goals in Marketing. Prioritization, deadlines, and the interconnectedness of marketing with other departments shape the marketing backlog. The synchronization of marketing goals with company deliverables is highlighted. [00:28:16] Balancing Iteration and Quality: Definition of Done in Marketing. Renata talks about the challenge of balancing iteration and quality in marketing's definition of done, emphasizing compliance with brand standards, quality, and voice and tone. [00:30:17] Blending Frameworks and Fostering Adaptation in Agile Marketing. Renata discusses blending Scrum and Kanban, adapting to the team's comfort level, and gaining buy-in through iterative, open-minded, and data-driven approaches. [00:33:49] Embracing Scrumban for Visualizing Work and Managing Overload. Renata shares her Scrumban implementation experience, emphasizing the value of visualizing work and understanding team culture. [00:36:09] Overcoming Misconceptions and Embracing Flexibility in Scrumban. The challenge of people confusing Scrum's prescription with Scrumban's flexibility is discussed, focusing on understanding best practices that work for the team. [00:44:43] Quick-Fire Questions for Renata: Dream with a deadline: Renata's dream is to have a team that is highly focused and synchronized, both within the marketing team and across the organization, understanding priorities and interdependencies, and being aware of the company's direction. Advice for embarking on an agile transformation journey in marketing: Start small and iterate. Begin with one team or implement tools like Jira or Trello to initiate the agile process, and then gradually expand and refine the approach. Biggest fail in working with agile methods: Renata shared an experience where the CEO of an organization disrupted agile processes, causing confusion and undermining progress. The key learning was that while bottom-up initiatives can work, without top-level support, it becomes challenging to sustain agile practices effectively. Books that shaped Renata's thinking: Renata highlighted the significance of the book "Systems Thinking" as a paradigm-shifting resource. She also mentioned that books on meditation offer valuable perspectives on agile methodologies. Specifically, she found Donella Meadows' book to be incredible. Relevant links: Jeff Sutherland, Inventor and Co-Creator of Scrum Donella Meadows, lead author of the books The Limits to Growth and Thinking In Systems: A Primer Thinking in Systems, by Donella Meadows About the Guest:Renata Lerch is a visionary leader and Agile marketing expert with a passion for exploring the possibilities of Design Thinking and Artificial Intelligence Applications in Marketing. Renata is a published author, renowned speaker, and trilingual executive, skilled in motivating teams and transforming marketing strategies.Follow Our Guest:Website | LinkedIn Follow Dreams With Deadlines:Host | Company Website | Blog | Instagram | Twitter

*****Acompanhe o SinceroCast no feed do De Cabeça para aprender ainda mais sobre marketing digital*****  Existem cinco tipos de visualização de tarefas no Marketing Digital: Kanban, Workload, Gantt, Calendário e Lista. Saiba qual é mais adequado para o seu time.   Neste episódio do SinceroCast, Bruno Moreira e Alan Koerbel falam sobre todas as particularidades de todas as maneiras de visualizar tarefas disponíveis no mercado. E, é claro, explicam como o eKyte utiliza todos para acelerar equipes de Marketing Digital.   Tópicos   (01:52) Quando faz mais sentido usar o Kanban para visualizar tarefas? (04:32) Scrumban: como usar o Kanban aliado às metodologias ágeis? (07:53) Visão Workload: quais os benefícios da visão de carga de trabalho? (13:14) Visão de Calendário ou Gantt: como são estas visões de gestão? (15:27) Visão de Lista: por que é a visualização de tarefas universal? (18:06) Qual tipo de visualização de tarefas é mais indicado para o time de Marketing Digital?  

Habt ihr Fragen zu Scrum oder Sand im Getriebe eures agilen Teams? Vernetzt euch mit Isabella auf LinkedIn oder schreibt ihr eine Email an isabella.hillmer@helloagile.de Gemeinsam mit meiner Namensverwandten Isabella Hillmer gehen wir dem Sinn von Scrum, aber auch dem Unsinn nach und widmen uns der Frage, ob agiles Arbeiten und vor Allem Scrum überall sein volles Potential ausschöpfen kann. Wir sprechen darüber, wie lange Scrum noch ein Thema ist und was danach kommt und kommen dabei auch auf das Thema "Scrumban" zu sprechen. Viel Spaß beim Hören!

Today I would like to introduce you to the Software Process and Measurement Cast's newest columnist,  Keis Kostaqi. Keis is a scrum master and coach. She will bring a Scrumban flavor to the podcast. Keis has experience with teams with complicated work input patterns. Today we get to know Keis - and get some interesting ideas along the way.   Keis Kostaqi is a passionate Agile Coach with years of experience in healthcare, information services, and technology. Currently serving as a Program Manager for the Agile Transformation Team at Northwestern Medicine, she enables individuals and teams to be successful through continual learning and growth and facilitates self-managed continuous improvement. Keis serves at the Greater Illinois Chapter of HIMSS Board of Directors as an Educational Programs Director, where she plans and implements the chapter's programs and educational activities. She is also a Woman in Agile member focused on building mentor-mentee relationships that help the Women in Agile community unlock their full potential. She holds an MBA and is also a Certified Scrum Master and Product Owner. Other interests include traveling, food lover, writing novels, volunteering, and binge-watching TV shows.  Contact Information: linkedin.com/in/keiskostaqi Re-read Saturday News! This week we re-read Chapter 5 of Team Topologies: Organizing Business And Technology Teams For Fast Flow by Matthew Skelton and Manuel Pais. Chapter 5 is a powerhouse. This chapter lays out the four fundamental team topologies with examples. I read this chapter twice during my first read of the book and I read it twice this week. We will approach thinking through the re-read over two weeks. This week we start with a little practice identifying the four basic team topologies. Buy a copy and read along! - Team Topologies: Organizing Business And Technology Teams For Fast Flow Previous Installments: Week 1: Front Matter and Logistics – http://bit.ly/3nHGkW4  Week 2: The Problem With Org Charts – https://bit.ly/3zGGyQf  Week 3:  Conway's Law and Why It Matters - https://bit.ly/3muTVQE  Week 4: Team First Thinking - https://bit.ly/3H9xRSC  Week 5: Static Team Topologies - https://bit.ly/40Q6eF2  Week 6: The Four Fundamental Team Topologies (Part 1) - https://bit.ly/3VUI7EB  Next SPaMCAST  SPaMCAST 755 will feature an essay on the relationship between team design, flow, and behavior. Organizations passionately espouse the need for increasing productivity and process improvement but rarely tackle the problem of team design. Let's look that scary idea straight in the eye. We will also have a visit from Jon M Quigley who will regale us with wisdom in his Alpha and Omega of product development column.   

SPaMCAST 753 features our essay on the impact of hierarchies on engagement and fatalism. Like most things in life, the relationship is not straightforward. Hierarchies giveth and taketh away. If you don't get the balance right you can say goodbye to engagement, innovation, and fun at work. We also have a visit from Tony Timbol who brings his insights on the life cycle of user stories to the podcast in his To Tell A Story column. In this installment, we talk about the “Wall of Confusion.” When stories are created and then tossed over the wall to another team even high-performing teams slip into the slow lane. Re-read Saturday News! This week we re-read Chapter 4 of Team Topologies: Organizing Business And Technology Teams For Fast Flow by Matthew Skelton and Manuel Pais. The title of Chapter 4 is Static Team Topologies. One of the underlying messages in the chapter is that team topologies should not be static. However, not being static isn't the same as playing musical chairs. Buy a copy and read along! - Team Topologies: Organizing Business And Technology Teams For Fast Flow Previous Installments: Week 1: Front Matter and Logistics – http://bit.ly/3nHGkW4  Week 2: The Problem With Org Charts – https://bit.ly/3zGGyQf  Week 3:  Conway's Law and Why It Matters - https://bit.ly/3muTVQE  Week 4: Team First Thinking - https://bit.ly/3H9xRSC  Week 5: Static Team Topologies - https://bit.ly/40Q6eF2    Next SPaMCAST  SPaMCAST 754 introduces Keis Kostaqi. Keis is a scrum master and coach. She will bring a Scrumban flavor to the podcast with a column on agile teams with complicated work input patterns. Keis begins her column with a bit of an introduction and a bucket load of experienced-based advice.

This week's Trainer Talk is with Olatunde, SAFe Program Consultant (SPC). Tunde shares some reflections on how to merge the best of Kanban with the best of Scrum in an approach called “Scrumban.” Key Takeaways: Somebody asked me a question. The question was, “why do you need to Implement Scrumban?” First, I always ask, “what do you know about Scrumban?”  They think it's a buzzword, a nice-sounding framework. But to answer their question, I've always encouraged them: What do you like about Kanban? They said they loved the transparency. Fantastic. They said they love the implementation of the WIP limits. They love the fact that they can see throughput. Throughput is the amount of work they have completed based on past data. What don't you like about Kanban? They will say, “we don't like that you don't have immediate benefit realization.” Their releases are two months. They don't like the fact that it doesn't have defined roles. They don't like that it is the delivery team, the Kanban team, and then the product owner. Then I pivot.  What do you like about Scrum? Well, now they say they like the defined three roles. The Product Owner, the Scrum Master, and the Delivery team, the Scrum Team. They also like transparency and accountability. Well, if you like the best things that you love about Scrum added to the best thing that you love about Kanban, then merge them. Now you have Scrumban. How do you implement it? Scrum always talks about early validation of working software as our greatest priority. That's principle number one behind the Agile Manifesto. So, for early validation, instead of three months in Kanban, move it to two weeks. Instead of two weeks, move it to three weeks. Instead of three weeks, you can move it to a month.  Thirty days. That's it. And then you have backlog refinement. So, practice continuous refinement of your backlog and its priorities. Keep the WIP limit. Keep it. Do you like the Retrospective? Let's add it. You have daily stand-up, which creates daily accountability in Scrumban. You have backlog refinement and continuous refining of the product backlog. You have retrospectives, you'll always find other ways that we can get better. And once a month, always do a demo. Always do a demo to leaders. Always do a demo to stakeholders. And that is some of the biggest benefits of Scrumban. This is the way to go any time you want to merge the benefits of Scrum, plus the transparency and the continuous work-in-process of Kanban. Merge them, then you have Scrumban.   Related to this Episode: A complete list of the current SAFe Training by AgileThought.   Want to Learn More or Get in Touch? Visit the website and catch up with all the episodes on AgileThought.com! Email your thoughts or suggestions to Podcast@AgileThought.com or Tweet @AgileThought using #AgileThoughtPodcast!  

В гостях Мария Украинцева — эксперт и консультант по Канбан-методу, Neogenda. Сформулировали что такое Скрам и Канбан-метод. Обсудили где применим и не применим Скрам и Канбан-метод. Почему не утихают споры что лучше? Обсудили ScrumBan. Почему мы не говорим про Канбан? Где поучиться улучшать Скрам с помощью Канбан практик?

What is ScrumBan and what are some of the benefits? Can this be applied in healthcare? How does this new way of working help our teams? Keis steals the show by answering ALL of your ScrumBan questions.

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Pasquale Romito, che lavora da tanti anni nel settore tech a Berlino, affronta oggi uno dei temi più controversi del nostro settore, ovvero: “Agile è Product Management?”.Pasquale comincia a mettere le mani in pasta nel mondo del Product Management nel 2016 e si ritrova a ricoprire il ruolo di Product Manager, accumulando esperienza in diversi domini, prodotti e settori (Fashion B2B, AdTech, Fintech, Job Boards, Automotive Native Apps).Ha avuto quindi la possibilità di sperimentare diverse configurazioni di team, framework e dimensioni di aziende, passando da startup a scaleup e poi a corporate. Ecco alcune domande che gli abbiamo posto:✔️ Fare Agile significa quindi fare Product Management?✔️ Perché c'è ancora così tanta confusione sull'utilizzo dei framework Agile?✔️ Qual è la differenza tra Product Manager e Product Owner? Si ha davvero bisogno di entrambi?✔️ Framework Scrum o Kanban? Quale framework ha creato più fraintendimenti? ✔️ Come il Product Manager può avere un impatto in una grande corporate? Scopri che cosa ha risposto e buon ascolto!(00:00) Introduzione(01:00) Pasquale Romito si presenta(02:47) Agile è Product Management? (04:56) La confusione tra i framework Agile: Scrum, Kanban, Scrumban (07:38) Product Manager e Product Owner: differenze e similarità(15:13) Come coinvolgere tutto il team nella creazione del prodotto(21:20) Gli errori più comuni della metodologia Agile (31:00) Scrum o Kanban?(33:24) Il ruolo del Product Manager nella trasformazione digitale (39:18) Scrum Master e Product Manager: l'uno può essere l'altro? (45:08) Customer Collaboration Over Contract Negotiation: la realtà dietro il 4° valore dell'Agile (49:31) Un consiglio fondamentale (52:12) Conclusioni CHI SONO I PRODUCT HEROES:ℹ Chi siamo: https://bit.ly/3D8wSz7

"What's the difference between Scrumban and Kanban?" Find out in this episode of Appfire Presents: The Best Project Portfolio Management Show by Appfire. Appfire's own Gosia Podzorska joins Kerry O'Shea Gorgone to explain Scrumban vs. Kanban: The differences and similarities, when to use Scrumban, and the benefits of that approach. To dig deeper into this topic, check out this article on Whiteboards.io. About The Guest: Gosia Podzorska is Content and Communication Specialist at Appfire.  Website: https://appfire.com LinkedIn: https://www.linkedin.com/in/gosia-podzorska  About The Show: The BEST Project Portfolio Management Show by Appfire covers everything you ever wanted to know about PPM by talking with project management experts who've seen it all. And every episode is 10 minutes or less, so you can get back to changing the world, one project at a time. Appfire.com

The question of proper backlog management has come up quite a bit in our recent coaching sessions. Many organizations are attempting ScrumBan but do they truly know what they are getting themselves into? Join V. Lee Henson as we explore the concept of a team backlog and working Kanban flow within a sprint.

O que achou do podcast? https://docs.google.com/forms/d/e/1FAIpQLScQ2wwsIwpCyb5f4LjTauXi3rSJMUkb9T8DtOyyTrPtYt_lxw/viewform?usp=pp_url&entry.2092766979=EP+13+TEMP+22+-+Guia+retrospectiva   E também nos siga em nossas redes sociais: Canal do Telegram: https://t.me/GestaoAgil​   Instagram: https://www.instagram.com/mindmaster_agile   Linkedin: https://www.linkedin.com/company/mindmaster   Um abraço e Seja Ágil!

O que achou desse episódio? https://docs.google.com/forms/d/e/1FAIpQLSeynR1bAgUvbKqeEgg_WDjlpxEFbf5ec01_2LCHBUcpxwq1bw/viewform?usp=pp_url&entry.2092766979=ELE+OBTEVE+UM+AUMENTO+DE+40%25+EM+SEU+SAL%C3%81RIO+AP%C3%93S+SE+TRONAR+AGILE+COACH+-+ENTREVISTA+COM+ITALO   E também nos siga em nossas redes sociais:   Canal do Telegram: https://t.me/GestaoAgil​   Instagram: https://www.instagram.com/mindmaster_agile   Linkedin: https://www.linkedin.com/company/mindmaster   Um abraço e Seja Ágil!

Existem cinco tipos de visualização de tarefas no Marketing Digital: Kanban, Workload, Gantt, Calendário e Lista. Saiba qual é mais adequado para o seu time. Neste episódio do SinceroCast, Bruno Moreira e Alan Koerbel falam sobre todas as particularidades de todas as maneiras de visualizar tarefas disponíveis no mercado. E, é claro, explicam como o eKyte utiliza todos para acelerar equipes de Marketing Digital. Tópicos (01:52) Quando faz mais sentido usar o Kanban para visualizar tarefas? (04:32) Scrumban: como usar o Kanban aliado às metodologias ágeis? (07:53) Visão Workload: quais os benefícios da visão de carga de trabalho? (13:14) Visão de Calendário ou Gantt: como são estas visões de gestão? (15:27) Visão de Lista: por que é a visualização de tarefas universal? (18:06) Qual tipo de visualização de tarefas é mais indicado para o time de Marketing Digital?

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What's an Example of a Product Goal and a Sprint Goal? Let's explore the options this situation presents. All of this and more are discussed in today's episode of Your Daily Scrum with Todd Miller and Ryan Ripley. ⏩ Check out the Full Scrum Framework course with added bonus materials, guides, murals, resources, and LIVE INTERACTION with Ryan, Todd, and Daria: https://community.agileforhumans.com/share/z2K_YMahKAiXn9T9?utm_source=manual 🔥 This Scrum Framework online training course introduces you to the Scrum Framework and gives you fasted path to Scrum Master knowledge and certification. This course will teach you the basics of Scrum and prepare you to take Scrum.org's Professional Scrum Master I (PSM I) assessment. This is the best first step you can take down your path to Scrum mastery! 👉 Professional Scrum Master I (PSM I) assessment: https://www.scrum.org/professional-scrum-master-i-certification Professional Scrum Trainers Todd Miller and Ryan Ripley built this course to help those interested in Scrum get up and running quickly using the Framework. They've partnered with Daria Bagina from ScrumMastered to bring practical materials and guides to the course. Todd and Ryan also co-authored a book - Fixing Your Scrum: Practical Solutions to Common Scrum Problems. 👉 Buy Fixing Your Scrum at Amazon: https://amzn.to/3BMvkcX ✅Subscribe to our Channel to learn more about Agile, Scrum, and Kanban: https://www.youtube.com/agileforhumans?sub_confirmation=1 For more information about Agile for Humans, visit: - Community: https://community.agileforhumans.com  - Facebook: https://www.facebook.com/agileforhumans  - Twitter: https://twitter.com/agileforhumans  - LinkedIn: https://www.linkedin.com/company/agile-for-humans-llc - Website: https://www.agileforhumans.com For more information about Daria and ScrumMastered: - LinkedIn: https://www.linkedin.com/in/dariabagina/ - Facebook: https://www.facebook.com/scrummastered - Twitter: https://twitter.com/bescrummastered - Instagram: https://www.instagram.com/scrummastered/ See omnystudio.com/listener for privacy information.

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Das Wort "Agile" ist in aller Munde. Matthias und Alex wollen heute mit dir zusammen ein näheren Blick auf die Methoden werfen die in der "agilen" Software-Entwicklung zur Anwendung kommen. Erfahre welche Unterschiede zwischen Methoden wie "Scrum" und "Kanban" bestehen, wann man besser das eine oder das andere einsetzen sollte und was es mit "Scrumban" auf sich hat. Wenn du in deinem aktuellen Team in einem agilen Prozess arbeitest, wird dir diese Folge helfen das Potential dieser Arbeitsweise voll auszuschöpfen.

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Nerds of Law 68 – Mit Bedacht, aber flott! mit den Vereinsplanern      Eine Zusammenarbeit zwischen Vereinsplaner und den Nerds gibt es ja schon länger. Daher war es auch allerhöchste Zeit, dass wir Mathias und Lukas vor den Podcast-Vorhang holen und uns über die Plattform für Vereine unterhalten. Übrigens hat Michael wieder einmal etwas gelernt, nämlich dass seine Bedenken gegen Start-Ups oft unbegründet sind ... zwar hat es ihm Katharina schon öfter gesagt, aber jetzt glaubt er es auch wirklich. Oder doch nicht?    Websites:  https://vereinsplaner.at  https://vereinsplaner.de  Vereinshandbuch: https://vereinshandbuch.com  Tabakfabrik in Linz: https://tabakfabrik-linz.at  Axis Co-Working-Space: https://tabakfabrik-linz.at/en/mieterinnen/axis-linz/#events-upcoming  Strada del Startup: https://strada-del-startup.at  ScienceSlam-Beitrag von Matthias 2018: https://www.youtube.com/watch?v=rqo66YYccBw  Blockpit: https://blockpit.io  Akostart: https://www.linzwiki.at/wiki/Akostart/  Accelerator an der FH Hagenberg: https://www.softwarepark-hagenberg.com/services/gruender/accelerator  Tech2Be: https://www.tech2b.at/start  Jira: https://www.atlassian.com/de/software/jira  Confluence: https://www.atlassian.com/de/software/confluence  Spotify: http://spotify.com  Scrumban: https://kanbantool.com/de/scrumban-kanban-und-scrum      Subscribe to the Podcast  RSS Feed https://nerdsoflaw.libsyn.com/rss   Apple Podcast https://podcasts.apple.com/de/podcast/nerds-of-law-podcast/id1506472002   SPOTIFY https://open.spotify.com/show/12D6osXfccI1bjAzapWzI4   Google Play Store https://playmusic.app.goo.gl/?ibi=com.google.PlayMusic&isi=691797987&ius=googleplaymusic&apn=com.google.android.music&link=https://play.google.com/music/m/Idvhwrimkmxb2phecnckyzik3qq?t%3DNerds_of_Law_Podcast%26pcampaignid%3DMKT-na-all-co-pr-mu-pod-16   YouTube https://www.youtube.com/playlist?list=PL7rmwzBy-IRGh8JkLCPIjyGMA-nHMtiAC   Deezer https://www.deezer.com/de/show/1138852     Nerds of Law®   http://www.nerdsoflaw.com   https://twitter.com/NerdsOfLaw   https://www.instagram.com/nerdsoflaw/   https://www.facebook.com/NerdsOfLaw/   Music by Mick Bordet www.mickbordet.com    Nerds of Law ® ist eine in Österreich registrierte Wortmarke.     

ScrumBan als Verbindung von Scrum und Kanban dient dazu, Hauptelemente beider agilen Methoden wirksam und ergebnisreich miteinander zu verknüpfen. Das bedeutet für Sie als Führungskraft, dass Sie sich aus dem Repertoire von Scrum bedienen, indem Sie Daily Stand Up Meetings einführen, kurzfristigere und damit realisierbarere Ziele als Sprints setzen und diese in einer regelmäßigen Feedbackrunde kritisch betrachten und anpassen. Sprecher Michael Holub. FEEDBACK: Mag. Michael HOLUB | michael@holub.or.at | 0664/531-78-83 | www.holub.or.at | Büro Wien: 01/810-23-32

ScrumBan als Verbindung von Scrum und Kanban dient dazu, Hauptelemente beider agilen Methoden wirksam und ergebnisreich miteinander zu verknüpfen. Das bedeutet für Sie als Führungskraft, dass Sie sich aus dem Repertoire von Scrum bedienen, indem Sie Daily Stand Up Meetings einführen, kurzfristigere und damit realisierbarere Ziele als Sprints setzen und diese in einer regelmäßigen Feedbackrunde kritisch betrachten und anpassen. Schließlich kombinieren Sie diese Ansätze mit der Intention von Kanban, gezielt auf neue Anforderungen zu reagieren, indem Sie stetig neue Einsichten und aktuelles Wissen in Ihre Boards einfließen lassen. Dies gelingt Ihnen, indem Sie den abteilungsübergreifenden Austausch innerhalb Ihres Unternehmens fördern und Raum für Kommunikation schaffen. Da es sich bei den notwendigen Boards auch um webbasierte Aufgabentools handeln kann, können Sie außerdem räumlich getrennte, sogenannte virtuelle Teams viel effizienter miteinander vernetzen und auch die Arbeitsleistung und Unterstützung internationaler Experten in Anspruch nehmen. Zur Implementierung von ScrumBan macht es dabei Sinn, bestehende Prozesse auf ihren Optimierungsgrad zu analysieren und geeignete Abläufe durch die Einführung von Maßnahmen nach dem ScrumBan-Prinzip schrittweise zu verändern.

Read the full Show Notes and search through the world's largest audio library on Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. When Tomo took this position, he realized that it was a “make-it-or-break” kind of job. In that job, he successfully helped the team “inch” the velocity up, but the deck was stacked against the team. The company wanted the product to be #1 in the market, but that's almost impossible job at the first try. Listen in to learn how Tomo and team tackled and learned from this nearly impossible mission.  In this episode, we refer to ScrumBan which combines the best aspects of Kanban and Scrum. In this episode, we also refer to the book Inspired by Marty Cagan.  About Tomo Lennox Tomo has 20 years experience in project management, both waterfall and Agile. A few years ago he was at David Anderson's first Kanban Conference and has been a fanatic ever since, even though he has lost several jobs as a result of it. Tomo became then an advocate for projection over guessing, and reactive planning. You can link with Tomo Lennox on LinkedIn and connect with Tomo Lennox on Twitter.

Episode Summary: In this episode, Raymond and I explore: If it's possible for organisations to be 100% agile, Why a human-centred approach to product design is key How one can get started with their agile journey... and much more.   Guest Bio: Raymond Chike has over 15 years diversified experience in the Financial, Retail, Utilities, Energy, Consulting and Charity sectors. Proven record as a problem solver and aggressive commitment to continuous learning. Bringing together Human, Digital and Physical Interactions while enjoy working with businesses create innovative solutions, products and services. By recognising customer needs, validating new product and service concepts, assisting teams in developing mvp, and assisting organisations in transitioning to adopting new ways of working in a holistic human-centric way.   Raymond's Social Media: LinkedIn: https://www.linkedin.com/in/chykeray/   Design Thinking Squad Meetup https://www.meetup.com/Design-Thinking-Squad-Gloucestershire/   URLs and Resources Mentioned Books/ Articles: User Story Mapping by Jeff Patton The Startup Way by Eric Reis Lean Startup by Eric Reis Lean UX: Designing Great Products with Agile Teams by Jeff Gothelf and Josh Seiden Lean UX: Applying Lean Principles to Improve User Experience by Jeff Gothelf and Josh Seiden Impact Mapping by Gojko Adzic Raymond's LinkedIn post on relationship between Design Thinking, Lean and Agile: https://www.linkedin.com/feed/update/activity:6505691705440894976/   Interview Transcript  Ula: 00:26 Hey everyone! How are you doing today? Can you believe it? We're nearly at the end of Season 1 of the Agile Innovation Leaders podcast and this is our 9th episode. A massive thank you and shout out to all of you who have taken the time to listen, support, to write, to encourage… I am very, very grateful. It never ceases to amaze me that you guys are listening from all over the world; from places and countries like New Zealand, Australia, Singapore, India, Nigeria, Kenya, Ghana, France, South Africa, Canada, USA, Brazil, Switzerland, Norway… of course United Kingdom where we live and many other places where I've not mentioned. I do appreciate the engagement – thank you so much. Keep it coming and keep getting in touch. Now, in the course of launching the podcast, I've also had a number of you get in touch with me to say, ‘Hey, we really are interested in this ‘Agile' thing. How can we learn more about it? How do we get started?' And for some of you, you've had some sort of Agile initiatives going on in your organization and you don't know how you can make this better, make it work because it's not working as well as it should. Well, if you fall into any of these categories, today's episode is for you. I'm pleased to introduce my guest. He is nobody else other than Raymond Chike. A seasoned Agile Innovation professional with over 15 years of diversified experience in multiple sectors – Financial, Retail, Utilities, Energy, Consulting and Charity. And he is a big proponent of design thinking and basically blending agile, lean start up thinking, UX design and design thinking to provide a rounded and human-centered way of working. You just have to listen to this episode! So without further ado, my conversation with Raymond. Enjoy! Ula: 03:04 Raymond, thanks for making the time for this conversation. It's great to have you on the show. Raymond: 03:09 You're welcome. I'm excited as well Ula: 03:11 Great. Now let's kick off. We want to know who Raymond is as an individual. Can you tell us a bit about yourself, and how your life experience has led you to choosing a career as an agile professional? Raymond: 03:25 My story is one of those I'm passionate about telling people. So, I'm a native of Nigeria, back in Africa. And I think the whole journey started off as me looking at the whole world in perspective. And I thought to myself, I want to see how things get done in the Western world – United Kingdom and America and all that. That led me to journey into the UK. So, on coming here, I found my first contract was more of an IT security administrators service contract or something like that. And along the line, I started noticing that I was good at connecting the business and the technology. Little did I know that that was what business analysis was. Then, business analysis became popular, but already I'd found out I was naturally a Business Analyst. But then I thought, ‘Okay, let's go on that journey.' And while in the journey of a Business Analyst, I started realizing that things took too long to happen. So, people are building (a) project and before the project finishes, in two years, the world has moved on. And I said, what is the best way of doing things quicker. I mean, that was where agile started coming up in my mentality. Then I thought, ‘Alright, I think I've got an agile mindset as well.' So, I think I'll take a perspective from a natural point. So, professionally, that's how I found my way/ journey into the Agile world. I live in the UK, permanently now for 14 years, 15 years or so. I've got (a) family, as well. So, my primary location is around Southwest of Cheltenham, but most of my consultancy has been around London, and I travel around anyway. I think. Yeah, that's me in a nutshell, and that's my passion. And, then yeah. Ula: 05:11 That's quite an interesting story. It's funny, because we all start off one way, but the thing about us as humans is that there are things about yourself, you know, your natural inclinations or giftings, or things you're really good at, you wouldn't know until you actually get started. So, it's interesting you recognised the knack (i.e. abilities) and probably people around you also recognise the knack whilst working as an IT Security Specialist, that you also had the ability to connect business with technology. Just out of curiosity, what was your educational background? Raymond: 05:46 Yeah, I graduated with a first degree in Electrical/ Electronics Engineering. Ula: 05:50 Oh, okay. Raymond: 05:51 And… yeah, that is me really. I haven't furthered anyway in terms of educational academia. I've surrounded myself with lots of training and certifications… I've gone, I mean… I don't know if I have enough time to start to name them. But, that's my educational background anyway. Ula: 06:11 I mean, education is not necessarily having more degrees or as many degrees as a thermometer. I'm also Nigerian and I also got my first degree - funnily also in Electronic Engineering. Raymond: 06: 21 Really? Ula: 06:22 Yeah, yeah. Raymond: 06:23 What a coincidence! Ula: 06:26 From your profile, I can see that you are quite big on marrying agile thinking with lean, UX design and design thinking. I'm a big fan of that, because it's really about focusing on what value you're bringing to the customer, whether it's internal or external, and ruthlessly eliminating anything that the customer does not value and is not willing to pay for. So, what are your thoughts on marrying design thinking with lean methodologies? Raymond: 06:56 My thoughts are certain in the sense that it must be married. Looking at the world we live in now, (we're) in an adaptive world. I think the most important service to me is customer service. At the heart of every product, at the heart of everything we do, if we can't link it to customer service, then we just building what we think we like, yeah? And before you can build something for a customer, I always look at it in this perspective, you have to design that thing, you have to then build it, and you have to engage with the people to use the product. And that's the heart of Human Centered Design, or rather you can call it Customer Centric way of doing something. So, that is me thinking about how you bring together the human perspective, and link it with the digital and the physical interaction. Now, this is where you need to combine a whole lot of techniques and thinking and I always say it this way, ‘Agile is not a way of working, agile is a way of thinking than the way working.' Because your behavior modification cannot change if your mind is not transformed. So, at the center and the heart of agile, is the thinking. The same applies to design; at the center and heart of design is thinking - Design Thinking, Agile Thinking. So, call it this way: Design Thinking, Lean Thinking, and Agile Thinking. And to marry them is - Design Thinking makes you get to the heart of the customer. Like, ‘What is the problem you're about to solve? What is the pain point? Empathy. What is this? Why are we doing this thing? What is the problem? The pain point; you empathise with the customer. Now, at that point of empathy - this is where you begin to think about Lean. Where Lean thinks, ‘All right, I think I've empathised (with) this problem and I understand this thing – I feel I understand it.' Then, what's the barest minimum I can test to see it's working? This is where Lean Thinking comes in, right? So, then when you use the Lean Thinking and it works or you get good feedback (you say), ‘Okay, okay. I think we now see a way this is gonna work.'  ‘Okay, let's produce it in some sort of scale now and still get feedback and learn.' This is where you now bring in the principles on Agile, like the Scrum, and the Kanban, or the Extreme Programming, or SAFe (Scaled Agile Framework). Then you now want to say, ‘Okay, this thing is getting bigger now; we're about to blow up now', so you want to scale. You scale the product, you engage with the people, then you might… So this is the journey of a product from its inception of human-centric pain point up to the development, and this is how I marry Design Thinking, Lean Thinking and Agile Thinking. Ula: 09:41 Wow, (I've) never really heard it put this way. But it does make sense and I do agree. So, would you say that Design Thinking is the same thing as User Experience design? Raymond: 09:51 It's an interesting conversation but it's not the same. But what I usually say - Design Thinking is a big umbrella. Like, you'd say, Agile thinking. So if you… Like, what you've asked me now is like, ‘Is Agile thinking the same as Scrum Master?' It's like, ‘Oh no, Scrum Master sits under Agile.' That's the same question. Design Thinking involves a lot of skills. Ula: 10:16 Yes Raymond: 10:17 Now, it depends on the way you want to go with it. If you want to do a short design… bear in mind it's a (way of) thinking. Ula: 10:23 Yeah Raymond: 10:23 If you now want to bring it to reality, in terms of skill you might want to map it to, say, a researcher can be involved. A researcher... Now does that mean you cannot be a researcher? You can be (one) but in a professional office, maybe there's a (dedicated) researcher. Okay, UX design - alright, what makes you think you're not a UX designer? Okay, I want to develop an app. I can just sketch something on paper with a wireframe and I've got some understanding of UX concepts. Now, that's my minimum viable (product). Maybe I need a professional UX designer to a prototype for me. Okay, then you need a UX (designer) it might be - depends on the product. If my product is around…  (say,) building a bottle, I don't need a UX designer for a bottle. I might just go get a fabricator to make a bottle, you see what I mean? So regardless of the product, the principles stand. But when you talk about the product you want to do maybe a web design, then the skill set comes into play. That is why the UX design now is a skill. Yeah, that's a connection. So, it's like Agile - is Agile the same as… product owner? No, within agile umbrella, we might need a product owner, we will need a scrum master. Okay, maybe we don't need an engineer really. Okay, okay. While you're developing an agile product, what if the product is a pharmaceutical product? Do you need a developer? No, you need the scientist. So, you see the point. So, the takeaway, because when we talk about Lean agile, people just focus straight ‘Oh! (We're building a) website, app?' Ula: 11:49 Software development… Raymond: 11:50 But… it's not about websites. It's not about apps, not about it. What if it is a pharmaceutical company developing a prosthetic leg or pharmaceutical company developing a fake eyeball, what do you say then, you know? So, I try to get people away from products first, think about the human-centric way of connecting digital and physical interaction, then I think everything will fit into place. Ula: 12:15 It's interesting how you've highlighted the fact that there are general principles underpinning Agile thinking or Design thinking and the principles are separate from the products. Now the products could vary, the principles remain pretty much the same. But now depends on the context - which you can now adapt it (the principles) to the context of the product or service probably that you're providing to the end user or the customer. Am I right? Raymond: 12:44 That's right, well-articulated. Ula: 12:47 Okay, well, thanks. That's interesting. You said that there is this misconception that agile is about the things people do. Now, based on what you're saying that agile is first a mindset so and the International Consortium for Agile, or the ICAgile organization, they said on their website, it's about first being agile, before you do agile. Raymond: 13:11 That's right. Ula: 13:12 So, what would you say are the steps then, towards being agile and when would you know that you are truly agile from a ‘being' standpoint? Raymond: 13:24 Okay, I think the best way to say (it is) this way: there is nobody that's 100% agile. Ula: 13:30 Hmm! Interesting. Yeah. Raymond: 15:31 Definitely, nobody, nobody. Because why I say that is, if you are 100% agile, it's like… if you say yes, I am 100% agile, it does not marry up with the name agile itself, because agile itself means changing. So, you say you're 100% changing. So, I am 100% changing, so you're still changing. So, what agile, what I try to say about agile is (it's) about how we're learning that's Agile. So, (it) automatically tells you, you are constantly learning. So, have you learnt? No, you are constantly learning. So, the thing at the core of Agile is a mindset, your mind has to be ready. That's the height of it is your mindset knows that things must change. The principles and the values lie within and the practices follow and the tools and processes that help it. So, but you need to get at the heart of it that it… So basically, the world, is ruled by companies who learn faster. That's it. So, how are you learning faster? That's why agile comes in. So, are you… if Facebook comes tomorrow and said, ‘We are now agile; we are the best agile (practitioners)', that's wrong, because they're still going to have challenges that come up tomorrow that they'd have to think and say, ‘Guys, what's the next solution here?' Ula: 14:46 True Raymond: 14:46 This is where I feel agile is just, agile in itself is even a part of a product. As I've just explained Lean, design thinking, lean and agile… all that stuff. So, it's a complete mindset shift. But we there yet? We're not always going to be there in terms of 100%. But we are on a journey. Ula: 15:06 Yeah Raymond: 15:06 So, we're on a journey… we're not definitely going to be ‘there'. So, to answer your question, I don't think anybody's 100% agile. But I guess the thing is, to what degree of Agile are you? To what degree of learning or what degree of flexibility? What degree do you apply the principles better? I think that's the key message. And I mean, the only way to answer that is more of your outcomes, really? So, when you check into your outcomes, you know if you are really, truly agile and how responsive you are to the market and how adaptive you are. Ula: 15:41 Well put. So you said, yes, no one is 100% agile. You're constantly learning and that's probably why agile and lean - they're complimentary because lean is also about continuous improvements and focusing on improving processes to achieve certain goals. What would you say about the frameworks then? Is it possible to purely apply one framework in an organization's operating context, to the exclusion of others? Raymond: 16:13 Great question. I think you will do yourself a favor to mix them up. I always tell people this … if you study Scrum, the next thing… they (people in organisations) call me and say, ‘I'm doing Scrum', (and the person) goes on saying ‘I'm writing user stories.' And I say, ‘Okay, but I'm sorry, user story is Extreme Programming. So, you're already mixing it up, right? Then you get people who are doing Scrum. Then they go, ‘Oh, our Jira board is a Scrumban board.' So, what's that about? Ula: 16:41 It's a Kanban board… yeah… Raymond: 16:42 So, what I tell people is this: I'm not dogmatic about any (framework). If you bring any framework tomorrow and call it… ‘Jump' … whatever you want to call it. My question to you (would be), ‘Is it solving human problems? Are we inspecting and adapting faster? Is it prioritizing collaboration over ‘blah'…? Is it prioritizing responding to change over following a plan? Is it tied to the principle?' (If the answer is) ‘Yes', that's it! I don't want to know what else you call the name. I mean, I was in a conference the other day and I said to someone, ‘Look, let's be honest.' (If) she goes to Facebook now, (and) I go to Netflix (and) ask them what (agile framework/ methodology) they're following, they probably would not tell you anything. Probably tell you, ‘I don't know what's Scrum - we just inspect and adapt quickly. We just learn fast. We have a system that helps us learn fast.' That's it. No one is gonna tell you, ‘Do three weeks sprint, do four weeks sprint… do one thing or the other…' It depends on the product. Depends on the product. Some people do one-week sprint. Some companies do one-week sprint, two weeks sprint, three weeks sprint. Some pharmaceutical companies do one-week experimentation. I've seen companies do design sprint zero, then go on and do one-week sprint. The thing is, where are you learning fast? How are you learning fast? And agile is just (a means to) the end game; it's the building of the product. Remember, I said design thinking? Where is the place (for empathy in Agile)? …No agile principle talks about empathy. Nothing like that. Ula: 18:05 No Raymond: 18:06 They (some agile frameworks) just tell you, ‘Sprint planning - boom, boom, boom, go!' But, how do I know the product to build? I mean, this was what inspired me to (write) my last post where I said… I did post something on LinkedIn the other day. (That's one of) the key things that I was trying to say to the team. I read that from a book called The Startup Way by Eric Ries. This is the same guy who … Eric Ries is The Lean Startup guy. So, here is Toyota (for example). Toyota known for all the things they do around production and lean and all that stuff. But yet someone in Toyota could say he thinks there's a missing part. And that is because they are good at creating things. But they don't have a system that tells them on (how to) discover what to produce. Scrum does not help you discover what to produce, you know… Kanban does not help you discover what to produce. They just help you produce but they don't help you discover. So, this is why I say, I'm not precious about any framework, as long as that framework can help me easily inspect and adapt. That is my key (requirement)… and it's transparent. That's my own, I don't really cherish… I'm not gonna say I'm a SAFe man (or it) must be SAFe. (Nor would I say) it must be Scrum, or it must be Kanban. But then, does it mean I haven't gone on training for all of them? I have – I'm not hung up on frameworks. (I've gone on training for every one of them) because I want to know what I'm talking about. I want to learn because I'm also an aggressive learner. So, I want to know what you're talking about. But then I always ask myself the question, what is the “why” you're doing this? Why are you doing it? If it connects with (the agile) principles – yes. If it doesn't… hmmm… I'll pick and choose what I want from it and throw the rest away. As simple as that. That's my view on all frameworks, really. Ula: 19:48 Makes perfect sense, actually. Raymond: 19:51 You don't want to be hung up around frameworks really. Going into this conversation the other day, someone talked about (the) product owner (role) and I said, ‘Listen, I've done a Product Owner course for Scrum. And that is not up to 2% of what it takes to be a Product Manager.' It's not! If you think you've done a Scrum course, on product ownership, and you think you are now a product owner? I'm sorry, it's not (the case). Because the Product Management (responsibility) is a big piece - from design, to engagement, to development. So, there you have several of those sideline courses, you have to go to; to understand the market, to understand the proposition, to understand business model presentation, Lean Canvas…, then, you know what I mean? Where goes all the certifications and frameworks again? It's all about just learning. Just see it all as learning; adding that to your toolbox. You know, focus on the human-centric problem you want to solve. Ula: 20:44 I quite resonate with what you said. As in likening these frameworks, the concepts - to look at them as tools in a toolbox. You pick the one that most appropriately suits the work and the organization you are in - in my opinion. I'd like to know what you think about this. But I also think it is possible that a team, an organization you know, or even within a project, it could evolve in such a way that the tools that you're using… or the practices and the tools and processes that you're using to try to accomplish an outcome might need to change midway. So, it doesn't necessarily mean that what you start with is what you end with at the end of the project. What do you think about that? Raymond: 21:30 Yes, I mean, it is. I've worked with several big companies trying to do agile or are doing agile. I've seen it. I've got the scars on my back. I know what I'm am saying. It's very painful when you see people who want to fix it (an ill-fitting framework) into their hole. I say to them, ‘You have to be pragmatic.' Like this consultant… I don't remember his name again. But he said, ‘Agile has a way of making people drop their smart brains at home and come to work.'  If you come to work, (that) you do agile doesn't mean you're not smart - you're smart. Just know that you're smart. Look around the process, see how it's going to work well for you. If it's not working, find another way it's going to work. Remember, the principles still apply. Keep the principles at your forefront. We're talking real stuff here, yeah? So how do we make Kanban work for us? How do we make Scrum work for us? Okay, yes. Okay. How do we draw funds, investment? Because we need seed funding to do this experiment and prove to our manager it works. Okay, you want to start up something now? You're starting small? You're (i.e. Ula is, for example) not going out now opening an office and buying a podcast device of 10 grand or 20 grands? You're being lean here; trying to make sure you're experimenting here, right? Ula: 22:39 Exactly, you have to know if someone wants… Raymond: 22:41 You (Ula) are applying the same principles. You've got the mindset; you've got the mindset. That why you're doing what you're doing right now. And it's the same principle applied at a scale. Ula: 22:49 Thanks! You mentioned something that you've had scars on your back as a contractor working with teams and organizations. Is there any one you wish to share? Raymond: 22:58 I think for me, the behavior is the same. What I can say is, every company wants to be agile; that's the market drive - just get that right. Every company wants to be agile. In fact, you can almost sell anything to any company now in the name of Agile. Ula: 23:12 It's a buzzword, right? Raymond: 23:14 Yes. But then I always say this, ‘If I get in there, how can I add value to you?' So, you get in there, you stumble on arguments. Now one coach prefers SAFe (Scaled Agile Framework), another Coach tell you Scrum, another coach tells you Kanban is the way. Then I always challenge them by saying… When I come in with design thinking mentality, they look at me like, ‘where does this guy come from? Who are you? We are agile.' I say, ‘yes, but how do you draw funds from the manager to tell him you're agile?' They'll say ‘Hmm! That is a Product Manager's responsibility.' I say, ‘Oh really? I thought that's still under Agile, because a  Scrum Product Owner course teaches them (i.e. the Product Managers) how to draw money? Is it a “no”? Okay'. You see, when you find that a… That's what you see in companies. I think what we need to start to understand is…  I tell people, ‘Guide yourself with mentors', experience is key as well, you know. My experience, tells me that many companies are still on the journey, and I said agile is a journey. My gauge tells me every company now knows: there's no argument we have to be agile. So, we've crossed that stage. They know that we have to be adaptive. They know that now. The challenge many companies are facing now is, ‘How?' They now know, but it's the ‘how' now. (My) advice is, based on my experience, there is no pattern. All I can say is, as long as you have these three pillars in the mindset of what you do; the design thinking, lean thinking, agile thinking… I always wrap it up by saying (you must have) almost an entrepreneurial mindset as well. Ula: 24:46 Oh yeah. Raymond: 24:47 That will help. A bit of that will very, very help (i.e. help very much). The reason why I say entrepreneurial mindset is because then you're thinking differently. You are not there sitting down in a company waiting for your salary every month and just go home. You're inspired to say, ‘What problem are we solving? What customer problem are we solving out there? How can we be fruitful?' Now you're thinking entrepreneurial. I think that drive will start to send a different message to company structures; you start inspire people to work, in fact inspire people for new products. And because people love working agile, when you put agile in any office, (for example) Kanban, people love it. Why? Because it is liberating. Ula: 25:27 It is. The transparency... Raymond: 25:28 It has that way of making… The transparency! People love it. That's the key to (the) successful companies we see these days everywhere. We don't know how they succeed. But this is the principle they've been applying years ago when it was not branded anything. Now is becoming branded, whatever we call it now. Ula: 25:44 Yeah, I mean, it's interesting… Yeah… it helps to put a name to something but it's more about not enshrining it and kind of stifling the spirit of what that thing is meant to mean (therefore) losing the value. Raymond: 26:00 Yeah, I agree with you 100%. Ula: 26:02 Now, you mentioned the book, The Startup Way and I assume that you might have read some other books. If you were to gift or recommend, say two or three more books that have greatly shaped your thinking; your agile, lean, design thinking - which ones would you recommend? Raymond: 26:21 Wow, there are key ones, I think, if you want to be different. If you want to be ‘agile- different', like I mean, set yourself apart. You need to have a hold of this set of books, you know. I would say go for The Startup Way (by Eric Ries), Lean Startup (book by Eric Ries), Lean UX, Impact Mapping by Gojko, User Story Mapping by Jeff Patton. These would get you started. Ula: 26:47 Okay Raymond: 26:48 These are books I've seen that stood the test of time when it comes to this whole ‘game' of Agile. You, kind of… They will set you apart in your Agile thinking. Someone is going to be like, ‘You just became holy again in agile.' I'm telling you. With every page you read in this book, you'll probably read them again and again and you'll be wondering, ‘Where have I been in this world?' Ula: 27:11 Kind of reminds me, there are some books that I have read yet across different disciplines - although I tend to read more of business and self-improvement books. And there are some that are out there, which I'dd read quickly and I'll make a mental note to read them again at a slower pace. However, I also have a lot queued up. Raymond: 27:31 I have so many books but I buy physical books. Ula: 27:33 Yeah Raymond: 27:34 The kind of books I buy are around technology, innovation, entrepreneur… Ula: 27:38 So, there might be other professionals out there or people who want to make a headway into the lean, agile world as consultants or contractors. Now you said you came from Nigeria to the UK, so how did you get your first agile related role? Raymond: 28:00 Yeah, I think it's more of the experience first - in the four walls of the company, that's it I mean, there are two levels I call it like I do some private coaching and training for people who want to get into like a fundamental business analyst role. Then maybe progress to an agile role. But I would say, most of these things... As I said, the first thing is the mind. I always say this, it's difficult to teach you agile, (if) you don't understand Agile, it's difficult. So, I think what I tend to do is… there is a level of experience I hope you'd have experienced in the four walls of a company, deep problems. Then you can do some training or in most cases, enlightening yourself with some of these books. Read them, be sure you understand what they're saying. I always say understand why people use Agile. Don't understand Agile. Just understand why and relate it to your real world. Bring it home. Always bring it home because… How we bring it home? I tell people, look at the things you use from day to day. When you started using WhatsApp, it's not what it is now. WhatsApp started with just a message. There was no video, there was no record, there was no that whole thing. So, there were messages then later. This is agile. They were changing things, giving people what they want, changing it again, adding this, moving the colors. Now, connect Agile to your daily world. Then when you get to the company, it just starts to make sense. Because the companies you might get into, they are also as confused as you think you are. So, I guess the most important thing is passion. Get that passion in your mind. If you are agile, it would come out of your mind(set) and the way you talk, people will now know it's agile. But if you don't have it in your mind, as a project you (need to) change your mind(set). I always teach people this. Look at your life as well. You want to look for a house or a project you want to work on or you want to buy a new car. You thought you wanted to buy a Volvo. Suddenly, as you started going (car shopping), you find out that you don't like a Volvo. You decided to change it (the desired car) into Mercedes, why? Your requirements are changing even as a human - you haven't even gone a month and you've changed three decisions already. So, that is the adaptive behavior the world is (aiming) at. The system can manage it. What technique will manage this changing requirement every day, yet give the business (its desired) business outcomes, give customer, customer satisfaction. This is… my coaching to people is always (to) connect it with your day-to-day life first - make sense (of it). Then every other thing people are talking about can be reality now. Then, you can do the training, you can do the coaching, you can do the workshops, and they all begin to join dots together. I do workshops as well but then that's more… my training and workshops are more experiential. I bring case studies into the room and by time you go out, you understand what it means. Yeah, that's the way I look at it, really. Ula: 31:04 So, are these workshops public? Raymond: 31:06 At the moment, the organisations I consult with – I run them with them. But then I do them public, but that is once in a while. My plan this year is to have some public sessions, but I haven't put them in the calendar yet. I'm still trying to work out what customers want. I'm still going through a design thinking phase around it because I feel I don't want to just produce what I like; I want to see what people really want. And see where I can do something barest minimum that can help satisfy the need. So, say I'm at that stage where I'm a bit lean about it as well. But then I'm also willing to do anything on demand. If there's a certain group of people that come together and say, ‘I want to learn this thing. We're 10 of us, we are 20.' I do things like that sometimes. I did one in Cardiff last year (2018). A group of people came together - 12 of them - said they wanted to understand Business Analysis, how it links to agile and all that stuff. So, I did a bespoke material for them and I went and delivered it for a full one day. So, things like that I can do as well. But as I said, there is no one public (course) at the moment . Ula: 32:14 Okay, fantastic. Once you have finalized your calendar for some public training or workshop events, where would be the best place for (finding) this info? Raymond: 32:25 I think professionally, the best way to get me is LinkedIn. Ula: 32:27 Okay Raymond: 32:29 So, Raymond Chike, LinkedIn, that's the best way to get me professionally. Ula: 32:34 I'll put your LinkedIn profile URL in the shownotes. Raymond: 32:38 Yes. I have a meetup group in Gloucestershire called the Design Thinking Squad.   Ula: 32:43 Okay. Do you have a URL for that? Is it on Meetup? Raymond: 32:47 It's on meetup as well as, a group called Design Thinking Squad Gloucestershire. We did a Design Thinking Crash Course which is only about  2-3 hours. If I get a demand for it, I will arrange something. Ula: 32:59 So, anyone who's interested who probably is listening to this episode that wants to get in touch with you, the best would be your LinkedIn (profile). Okay. Wow, the time does fly when you're having fun. I've enjoyed the conversation. Raymond. Thank you so, so much for making the time. Raymond: 33:17 You are welcome. Ula: 33:18 Do you have any last word for the audience, before we wrap up? Raymond: 44:45 Yeah, I've enjoyed this conversation. Thank you as well for making this happen. I know it's been busy for me to really get the time around it but finally we made it work. We have been very adaptive and true to the nature of agile. I'd say to the listeners out there, keep your dreams alive. And… there's always a way around everything. Keep in touch. And, as I always say, the future belongs to those who learn faster. Ula: 33:54 Thanks a lot Raymond. Raymond: 33:56 Thank you so much.

This week, Dan Neumann is joined by Jim Ewel, the President and founder of AgileMarketing.net.   Jim has been involved with agile and marketing for over 10 years and is a leading proponent of using agile in the marketing space. He was one of the original co-authors of The Agile Marketing Manifesto as well as his recently published book, The Six Disciplines of Agile Marketing: Proven Practices for More Effective Marketing and Better Business Results. Additionally, he is also an agile marketing blogger, trainer, speaker, and angel investor.   In their conversation, Jim gives the lowdown on all things agile marketing. He shares how the world of agile marketing is both similar and dissimilar to agile for software developers, the key drivers that have led marketers to adopt agile (especially in the past year), the benefits for marketers adopting agile, and his coaching tips for getting started with coaching in the space of agile marketing!   Key Takeaways The key drivers that have led marketers to adopt agile: The pace of change (both with the pandemic and the shift to digital advertising, mobile devices, and technology tools) With this shift to technology, marketers are having to become technologists (and part of how you do that is through agile) The limited resources also have been moving marketers to agile with the increased demand The benefits for marketers in adopting agility: With the shift to digital, the opportunity for feedback is greatly accelerated in marketing to enable agility Digital tools allow marketers to be more precise about the outcomes of their marketing than ever before Agility creates a focus on outcomes rather than outputs which applies directly to marketing (because marketers want to make sure that they are continuously testing to improve business outcomes; not just simply putting out more content) The process creates predictability Understanding top-down decisions vs. decentralized decisions (knowing who gets to decide what, when, and with what information is really critical to moving fast) Utilizing intent-based leadership (i.e. giving people permission to make the decisions and they tell you their intent. As a manager, your responsibility is to provide real clarity about what a good decision looks like and make sure that people are competent in whatever it is that they’re making decisions about) Agile in marketing vs. agile in software: How marketers use user stories (which, in turn, impacts how they build and process their backlog as well) The agile marketing world uses the methodologies of Scrum, Kanban, and Scrumban Which one they use depends on what kind of marketing they’re doing Marketers are more likely to practice the informal kind of Scrumban rather than the formal kind (they typically adapt various practices to their various needs and company) Marketers are less likely to do canonical Scrum than developers are Jim’s coaching tips for getting started with coaching in the marketing agile space: If you’re looking to practice agile marketing, start with a certification Start with a marketing background before you become an agile marketing coach Read Jim’s book, The Six Disciplines of Agile Marketing Before you teach the process of agile, you need to get alignment on why the team you’re coaching is implementing agile marketing, what problems they’re trying to solve, what success looks like, and how they can measure success Structure is key for an agile marketing team Check out the resources tab on AgileMarketing.net   Mentioned in this Episode: Jim Ewel’s LinkedIn Jim Ewel’s Twitter The Agile Marketing Manifesto The Six Disciplines of Agile Marketing: Proven Practices for More Effective Marketing and Better Business Results, by Jim Ewel Turn the Ship Around!: A True Story of Turning Followers into Leaders, by David Marquet “The 7 Levels of Delegation,” by Jurgen Appelo SAFe ICAgile Hacking Marketing: Agile Practices to Make Marketing Smarter, Faster, and More Innovative, by Scott Brinker AgileMarketing.net Experiences: The 7th Era of Marketing, by Robert Rose and Carla Johnson Practical Kanban: From Team Focus to Creating Value, by Klaus Leopold   Want to Learn More or Get in Touch? Visit the website and catch up with all the episodes on AgileThought.com! Email your thoughts or suggestions to Podcast@AgileThought.com or Tweet @AgileThought using #AgileThoughtPodcast!

The secret to any good relationship is trust. Trust is not just what holds a relationship together, but it's also what propels it forward and allows it to grow in a way that is satisfying to all parties. It's easy to convince ourselves that a company is just a building; that it's simply mechanical. However, a company should be thought of more so as one big relationship because it's made up of people. It's not just a building, it's a business owner, a manager, a team leader, an employee. All of these people come together and form relationships as they work towards a common goal. When you stop thinking about a company as a machine in need of oil and rather as people with relationships in need of trust, that's when things will begin to take off. Scrumban is a combination of Scrum and Kanban, two distinct methods of mixing trust with efficient product-delivery. In today's podcast, we sit down with Agilist, Andrew Stellman and take a closer look at the proper implementation of Scrumban and how it relates to transitioning a company from a culture of control to one of trust. Andrew Stellman earned a degree in Computer Science from Carnegie-Mellon, but although he started out as a humble software developer, he has since come to develop a generation of Agilists through his work as a product manager, consultant and O'Reilly published author. Some of his literary works include, "Beautiful Teams," "Learning Agile," "Applied Software Project Management," "Head First Agile," "Head First PMP," and "Head First C#". He's worked with both small and large, 80+ person teams and served as the Vice President of Goldman Sachs for five years. We are proud to introduce Andrew Stellman. To connect with Andrew, visit his website Stellman-Greene.com or find him on LinkedIn and Twitter @AndrewStellman. Support this podcast: https://anchor.fm/theagilecoach/support

In this episode of Ask a Professional Scrum Trainer originally recorded on October 16, 2019, PST Rich Visotcky answered questions from the audience including: - How can a Scrum Master with several Scrum Teams can manage different locations if they are in different buildings?- What are some of your favorite Retrospective exercises?-What are your thoughts on Scrumban?-What can the Product Owner do if the Development Team is requiring very detailed tasks?

Wer kennt es nicht? "Wir machen weder Kanban noch Scrum! Wir machen Scrumban!"Wo kommt das her? Wo führt das hin? Und wie benutzt man eigentlich dieses Scrumban sinnvoll? Das alles in dieser Folge "Kanban in sieben Minuten."Für Fragen, Rückmeldungen, Kritik und Lob erreichst du mich über die Kanäle Twitter, Instagram und natürlich per E-Mail.Bis zum nächsten Mal, happy Kanban!

Od lat spotyka się zespoły, które nazywają swój sposób pracy Scrumbanem. Jak nazwa wskazuje ma to coś wspólnego ze Scrumem i Kanbanem. Czy jednak jest to dowolna hybryda? A jeśli hybryda to czym różni się od Scruma z Kanbanem? Albo Kanbanu ze stałymi kadencjami? O powstanie terminu Scrumban, o drogę ku lean software development zaczynającą się od Scruma zapytamy twórcę Scrumban. Gościem w 17. Odcinku jest Corey Ladas.

U petoj epizodi SerbianTech podcasta "5 pitanja za..." ugostili smo Zorana Vujkova, Agile trenera koji je odgovarao na pitanja koja ste postavili tokom sedmice. Pitanja na koja je Zoran odgovorio 1. Koji je prosecan vremenski period da neka kompanija primeni agilne metodologije? 2. Sa koje pozicije se napreduje do Scrum mastera? 3. Mnoge kompanije na oglasima objavljuju kao plus rad u Agile okruzenju. Koliko je Agile pristup zastupljen u Srbiji. Da li kaskamo u odnosu na druge zemlje? 4. Na koji nacin sada mozemo primeniti agilnost u periodu nakon krize? 5. Koji od 12 principa agilnosti je najlakse primeniti ? O gostu Zoran Vujkov je iskusni Agile coach od 2008. i sertifikovani Scrum Professional, sertifikovani Scrum Master, sertifikovani Product Owner, sertifikovani LeSS Practitioner i sertifikovani SAFe Practitioner. Zoran je pomagao timovima da brže isporučuju bolje proizvode i neprekidno se poboljšavaju. Ima dokazano kretanje organizacija sa tradicionalnog (waterfall) na agilni način razvoja softvera koristeći okvire kao što su Scrum, Scrumban, Kanban, LESS, Scaled Scrum, Nekus, SAFe). Zoranovo dobro razumevanje razvoja softvera zasniva se na 25-godišnjem iskustvu u softverskoj industriji radeći za različite kompanije kao softver inženjer, vođa tima, tehnički rukovodilac, rukovodilac projekta, Scrum Master, Agile Coach. Voli različite Agile okvire (SCRUM, KSP, Scrumban, Kanban), ali uvek je otvoren prema novim Agile idejama. Većina Agile okvira, posebno Scrum, su lagani, lako razumljivi, ali majstorstvo dolazi uspešnom implementacijom. Okvir Scruma sličan kao i drugi okviri, ako se pravilno koristi može funkcionisati, a prava stvar je razumeti potrebe organizacije i pronaći prave pristupe tome.

Von einem Profi aus der Praxis lernen! Unser Pizzatime-Gast Philipp Kemmeter, Leiter des Versicherungsbereichs von CHECK24, weiß genau wovon er spricht. Philipp hat 5 agile Feature-Teams aufgebaut und 10 weitere beim Aufbau begleitet und nun gibt er sein Know-How auch an Euch weiter! Erfahrt in dieser Episode des ITCS Pizzatime Podcasts mehr zum Framework "Hoken Scrubban" und holt Euch wertvolle Tipps vom Entwicklungsprofi! Dieser Vortrag ist im Rahmen des ITCS FFM 2019 entstanden. Werdet Teil der ITCS-Community und folgt uns auf Social Media unter: itcs_conference (Instagram // Twitter // YouTube). Der ITCS Pizzatime Podcast ist Teil des ITCS – Tech Konferenz, IT Jobmesse & Festival – schnapp dir dein kostenloses Ticket hier: https://www.it-cs.io/ Redaktion: Katharina Bauriedel & Matthias Walenda Produktion: ITCS - Umbeck & Walenda Media GmbH Moderation: Leonie Peyerl

Andrew Stellman tells us what Scrumban is. He shares how it draws from Scrum and Kanban. Andrew also clears up some misconceptions people have with it too. This is from a recent Orielly ebook he wrote. https://www.oreilly.com/library/view/what-is-scrumban/9781492074885/ --- Support this podcast: https://anchor.fm/tom-henricksen/support

In this Episode of #TAWMP I have an Interview with Petrit Isufi (www.petrit-isufi.de). Petrit is an expert for OKRs (objectives and key results). “Every agile working model needs a vision or mission” says Petrit - And I totally agree! Within the episode you will learn more about OKRs. We go together through 1) What are OKRs? 2) How to combine agile working models (e.g. SCRUM, KANBAN, SCRUMBAN) with OKRs? Petrit gives interesting examples from practice and together we discuss how to use OKRs as a powerful tool within agile working models. In the middle of the episode I ask Petrit about five random agile words - Tune in to see his reaction to them! Summing up this episode is introducing the methodology of OKRs and shows how to use them if you work in agile models like scrum, kanban or any other! It's all about aligning the team, giving a purpose and measure what matters! #RESSOURCES - Intro to OKR: https://bit.ly/tawmp-okr | Book “Measure What Matters”: https://amzn.to/3833sBx #INTERVIEW WITH - Web: petrit-isufi.de | Instagram: instagram.com/isufi_petrit/ | LinkedIn: @romanpaeske #CONTACT | Web: romanpaeske.de | Mail: contact@romanpaeske.de | Instagram: instagram.com/romanpaeske | LinkedIn: @romanpaeske Feel free to share this podcast.

In this episode, you will learn the basics of agile working models. We will learn WHAT AGILE IS, WHY IT MAKES SENSE FOR YOU and get an OVERVIEW ABOUT AGILE WORKING MODELS. After introducing the idea of AGILE, that agile is a mindset and not only processes, rituals and roles I present you the four core agile values of the agile manifesto. In the section WHY AGILE MAKE SENSE FOR YOU we look together in the industry and you will learn about our complex VUCA world, the trend of individualization and the STACEY MATRIX. By giving you an OVERVIEW OF AGILE WORKING MODELS you will get insights into KANBAN, SCRUM, and SCRUMBAN. This episode ends with my RECOMMENDATIONS on how to get started with agile working models: 1) Check and understand your VALUE BASE 2) Start very simple in a PEER GROUP 3) Do not implement everything at once 4) Most important meeting is the RETROSPECTIVE.  #DOWNLOADS | Stacy Matrix: http://bit.ly/staceymatrix #CONTACT | Web: romanpaeske.de | Mail: contact@romanpaeske.de | Instagram: instagram.com/romanpaeske | LinkedIn: @romanpaeske Feel free to share this podcast

Pour voir la version vidéo : https://youtu.be/9ST1HpZbP3o ----- La question avait été posée en commentaire de l'épisode sur Kanban : c'est quoi Scrumban ? Quel lien avec Scrum et avec Kanban ? Rapide comparaison de Kanban vs Scrum vs Scrumban ! Découvrez-en plus dans la description ci-dessous

גלעד לבנת מארח את ארז מורביה על העדכונים האחרונים בעולם האג'יל. ארז הוא מנהל פיתוח שלמד בשנים האחרונות הסמכות שונות באג'יל. גלעד וארז דיברו על כמה מאיתנו חושבים שאנחנו עובדים אג'יל וכמה באמת עושים את זה (רמז - הרבה פחות ממה שאתם חושבים) ועל הילד החדש בשכונה - "סקראמבאן" ___ מגיש בפרק: גלעד לבנת עריכת סאונד והלחנה: מיכאל ינטיס

Joe Krebs speaks with Steve Porter about "Scrum with Kanban" and how it differs to what is often referred to as “Scrumban”.

Steve Porter works closely with the PST community at Scrum.org where he is also responsible for the curriculum. Today, Scrum.org officially released a new training course called "Scrum with Kanban" and a certification program that goes along with the offering. In this episode, Steve explains the program and why there is a difference between "Scrum with Kanban" and what people commonly refer to as Scrumban.

Today on the show we will be talking about Scrum, Kanban and Scrumban, and what exactly that all means. We are joined by our featured guest, Charles Quirin, a Software Engineer at Stride Consulting with over 7 years of experience improving tech operations. In this episode we dive deep into the practices of Scrum and Kanban, as well as the differences between the methods, how they relate, and the situations in which either method is better suited. We also discuss the possibility of a mixed approached dubbed “Scrumban” and why it may be the best option for your team.

Heute spreche ich mit Christian. Christian ist Consultant, Coach und Facilitator bei der codecentric. Im Frühjahr bloggt er, während er Twitter auch über das Jahr verteilt nutzt. Christian erzählt uns, wie er zu Kanban kam, was Kanban ist und in welchem Umfeld es helfen kann. Wir klären, ob Kanban nicht einfach nur für Teams ist, die keine Regeln mögen und beleuchten, wie ein Team von Scrum zu Kanban kommt und was sich dadurch ändern kann (hier lohnt sich ein Blick auf Scrumban). In der Fragerunde grenzen wir Kanban und Scrum voneinander ab und entdecken doch einige Gemeinsamkeiten.

Auch wenn Scrum in der Softwareentwicklung eine der am meisten eingesetzten agilen Methoden ist, hat es dennoch einige Schwächen. Auf der anderen Seite bietet Kanban spannende Ansätze um einige dieser Schwächen auszugleichen. Unter dem Stichwort "Scrumban" hat Corey Ladas 2009 eine sanfte Migration von Scrum in Richtung Kanban beschrieben. In dieser Episode beschreibe ich, was sich dahinter verbirgt.

Tina Donbeck’s journey to DevOps began in a unique way, not through technology but through a degree in psychology. Her perception of DevOps is through the lens of change management. Her focus is not on the technical as much as cultural change and the customer perspective. In this Innovator’s Journey profile, Tina talks about her transition from psychology to DevOps, roadblocks to DevOps adoption and the influences shaping her work. About Tina Donbeck Tina has been an IT strategist and innovator for over 14 years in both the private and public sector. Her calling has been turning around failed projects or taking on difficult change initiatives and making them a success. Her recent endeavors have been with automating the development/release pipeline at her agency while promoting the cultural goodness of DevOps and Continuous Delivery methodologies. She credits her ability to rifle through chaos and perform extreme multi-tasking with her time spent as an active duty Marine and her current role as a Mom to two rambunctious boys. Tina stood up and led the Enterprise Transformation Branch for the Navy CIO as well has served in various roles as Analyst/Program/Project Manager within DoD and now as a Director of IT at her agency. She is a Certified CIO,PMP, ScrumMaster, and Product Owner who currently is utilizing a ScrumBan approach in her project efforts.

Some weeks ago I met with Todd Galloway, Scrum Master with Square Two Financial. Todd has a passion for helping teams to improve, assessing their health, and helping them get where they need to be. For Todd a lot of fundamentals go into helping teams to deliver value sustainably. In our discussion we addressed the following: The Agile Denver Scrum Master Guild. Spotify's Squad Health Check (also known as a Team Health Check). Todd's experience with the Team Health Check. Coaching questions, lively discussions, and learning. His recommended frequency for doing Squad Health Checks. The Health Check questions with which his teams struggled most. The challenge in motivating teams when a compelling mission is absent. How powerful questions can help your teams to improve their creativity and collaboration. End of Sprint pressure and problems with Scrum. Scrum, Kanban, and Scrumban. Bottlenecks and the need for greater flow. The power in making commitments and setting clear and unifying goals. Trust and information biases. The importance in discussing the results of the Team Health Check during the same session. Assessing team health in low trust environments. And much more. And now welcome to my discussion with Todd Galloway.

Mike McKinnon talks about his work and using Agile Marketing and Scrumban at Avaya The post Mike McKinnon of Avaya talks Scrumban appeared first on Agile Marketing Blog - Home of Marketing Agility Podcast.

ScrumDo is a tool that supports online Scrum and Scrumban, a combination of Agile and Lean Kanban on top of Scrum. I speak with Co Founder, Marc Hughes, about how his company uses ScrumDo to build ScrumDo! We discuss the benefits of having a flexible organization that can shrink and expand according to the available work, staying aligned with colleagues from all over the world, and why it’s so important to keep teams small and hire only the best. For more stories, visit www.CollaborationSuperpowers.com.

Aakash Srinivasan is an Agile Coach and Trainer, in the Washington DC area, who speaks quite often at Agile events, conferences and Gatherings.  Aakash and I sat down last month and talked about a great range of topics.   Besides name-dropping (Mike Cohn, Dhaval Panchal, Roger Brown, Catherine Louis, Maria Matarelli, Dave Prior, Mike Vizdos, Arlen Bankston, Tom Mellor), We actually talk about topics like why Agile Coaches are needed when ScrumMasters are intended to be the team coaches; 'Pure Scrum' vs Reality; DAD, Scrum, Scrumban, and Kanban comparisons and where/when they fit; training, co-training, and being CST candidates; Scrum Gatherings and Agile conferences.

Listen to the Software Process and Measurement Cast 286. SPaMCAST 286 features our interview with Brian Wernham, author of Agile Project Management for Government. Agile government does not have to be an oxymoron. Brian Wernham has more than 30 years of experience in adaptive change program leadership.  He is an independent consultant and works in both the public and private sector.  He has extensive international experience in the USA, UK, Canada, Hong Kong, Germany and offshore development in Bangalore. By the time that the term ‘Agile leadership’ was first coined, Brian had already been successfully leading iterative, adaptive projects for over 10 years on both sides of the Atlantic.  He works as a hands-on program director and has real-world implementation expertise together with a comprehensive understanding of the related international research.  He has consulted for major strategic international organizations such as Deloitte, PwC, Gartner Group, the National Audit Office in London and Seer Technologies in North Carolina. His comprehensive public sector experience includes the Department for International Development (DFID), the World Bank, the United Nations (Geneva), and local government authorities. Brian is a Fellow of the Association for Project Management, a Fellow of the BCS and has a MBA from Henley Management College.  He applies adaptive planning approaches as an offshore Yachtmaster and as a keen off-piste skier.  He is currently consulting for the UK Government in London. Read Brian’s blog, visit his website and of course buy the book! Get in touch with us anytime or leave a comment here on the blog. Help support the SPaMCAST by reviewing and rating it on iTunes. It helps people find the cast. Like us on Facebook while you’re at it. Next week we will feature our essay on Scrumban. Scrumban is the combination of agile (Scrum) and lean (Kanban) concepts that can be used to manage projects. Upcoming Events StarEast I will be speaking at the StarEast Conference May 4th – 9th in Orlando, Florida.  I will be presenting a talk titled, The Impact of Cognitive Biases on Test and Project Teams. Follow the link for more information on StarEast. An ITMPI Webinar! On June 3 I will be presenting the webinar titled “Rescuing a Troubled Project With Agile.” The webinar will demonstrate how Agile can be used to rescue troubled projects.  Your will learn how to recognize that a project is in trouble and how the discipline, focus, and transparency of Agile can promote recovery. Register now! Upcoming DCG Webinars: May 22 11:30 EDT – Agile User StoriesJune 19 11:30 EDT – How To Split User StoriesJuly 24 11:30 EDT - The Impact of Cognitive Bias On Teams Check these out at www.davidconsultinggroup.com I look forward to seeing or hearing all SPaMCAST readers and listeners at all of these great events!   The Software Process and Measurement Cast has a sponsor. As many you know I do at least one webinar for the IT Metrics and Productivity Institute (ITMPI) every year. The ITMPI provides a great service to the IT profession. ITMPI's mission is to pull together the expertise and educational efforts of the world's leading IT thought leaders and to create a single online destination where IT practitioners and executives can meet all of their educational and professional development needs. The ITMPI offers a premium membership that gives members unlimited free access to 400 PDU accredited webinar recordings, and waives the PDU processing fees on all live and recorded webinars. The Software Process and Measurement Cast some support if you sign up here. All the revenue our sponsorship generates goes for bandwidth, hosting and new cool equipment to create more and better content for you. Support the SPaMCAST and learn from the ITMPI.  Shameless Ad for my book! Mastering Software Project Management: Best Practices, Tools and Techniques co-authored by Murali Chematuri and myself and published by J. Ross Publishing. We have received unsolicited reviews like the following: "This book will prove that software projects should not be a tedious process, neither for you or your team." Support SPaMCAST by buying the book here. Available in English and Chinese. 

Check out Software Process and Measurement Cast 277.  SPaMCAST 277 features our essay on Scrumban. Scrumban is the combination of Kanban (lean) and Scrum (Agile) techniques. Each contributes different things to the hybrid framework. Kanban contributes a focus on flow, while Scrum contributes a focus on people and timeframe. Together, both focuses bring value to process improvement. The understanding of how these two sets of techniques and philosophies can be combined provides change agents with another powerful arrow in their quiver of available options. Also in SPaMCAST 277 Steve Tendon discusses the limitations of Scrum.  Many people believe Scrum is a silver bullet for every situation.  Steve will attempt to dissuade you of that opinion! Remember to register for the "Influential Agile Leader" events led by Johanna Rothman and Gil Broza.  Check out the full details at www.InfluentialAgileLeader.com   Get in touch with us anytime or leave a comment here on the blog.  Help support the SPaMCAST by reviewing and rating it on iTunes. It helps people find the cast. Like us on Facebook while you’re at it.   Next week we will feature an interview with Diane Zajac-Woodie. Diane and I talked about the role of business analysts (BAs) in Agile projects and Agile teams. BAs can play an extremely important communication and leadership role in Agile projects which enhances the team’s ability to deliver value.   The Software Process and Measurement Cast has a sponsor. As many you know I do at least one webinar for the IT Metrics and Productivity Institute (ITMPI) every year. The ITMPI provides a great service to the IT profession. ITMPI's mission is to pull together the expertise and educational efforts of the world's leading IT thought leaders and to create a single online destination where IT practitioners and executives can meet all of their educational and professional development needs. The ITMPI offers a premium membership that gives members unlimited free access to 400 PDU accredited webinar recordings, and waives the PDU processing fees on all live and recorded webinars.  The Software Process and Measurement Cast some support if you sign up here. All the revenue our sponsorship generates goes for bandwidth, hosting and new cool equipment to create more and better content for you. Support the SPaMCAST and learn from the ITMPI.     Shameless Ad for my book! Mastering Software Project Management: Best Practices, Tools and Techniques co-authored by Murali Chematuri and myself and published by J. Ross Publishing. We have received unsolicited reviews like the following: "This book will prove that software projects should not be a tedious process, neither for you or your team." Support SPaMCAST by buying the book here. Available in English and Chinese.    

Check out Software Process and Measurement Cast 276.  The SPaMCAST 276 features my interview with Dr. Penny Pullan. We discussed her book, Business Analysis and Leadership: Influencing Change, the impact of business analysts on projects and how to make project more effective.  Dr. Pullan has led her consulting firm, Making Projects Work Ltd., since 2007. Penny works with people in multi-national organizations who are grappling with tricky projects (i.e. risky, ambiguous, with diverse stakeholders, with virtual teams). She hosts the global BA Summit in November each year. Recently she's also been in demand as a mentor for business analysts, especially with those keen to develop their leadership skills.  Penny's books include "Business Analysis and Leadership: Influencing change" (published by Kogan Page, 2013), "A Short Guide to Facilitating Risk Management" (Gower, 2011) and a chapter in "The Gower Handbook of People in Project Management" (Gower, 2013). You can find out more at www.makingprojectswork.co.uk and at her book site www.baleadership.com Buy Business Analysis and Leadership: Influencing Change here and support Dr. Pullan and the Software Process and Measurement Cast! Remember to register for the "Influential Agile Leader" events led by Johanna Rothman and Gil Broza.  Check out the full details at www.InfluentialAgileLeader.com  Get in touch with us anytime or leave a comment here on the blog.  Help support the SPaMCAST by reviewing and rating it on iTunes. It helps people find the cast. Like us on Facebook while you’re at it.  Next week the SPaMCAST features our essay on Scrumban (I know compound words make some people crazy).  Scrumban combines the best parts of Kanban with the best parts of Scrum to create synergy.  I think of Scrumban as post-modern Agile.  The Software Process and Measurement Cast has a sponsor. As many you know I do at least one webinar for the IT Metrics and Productivity Institute (ITMPI) every year. The ITMPI provides a great service to the IT profession. ITMPI's mission is to pull together the expertise and educational efforts of the world's leading IT thought leaders and to create a single online destination where IT practitioners and executives can meet all of their educational and professional development needs. The ITMPI offers a premium membership that gives members unlimited free access to 400 PDU accredited webinar recordings, and waives the PDU processing fees on all live and recorded webinars.  The Software Process and Measurement Cast some support if you sign up here. All the revenue our sponsorship generates goes for bandwidth, hosting and new cool equipment to create more and better content for you. Support the SPaMCAST and learn from the ITMPI.  Shameless Ad for my book! Mastering Software Project Management: Best Practices, Tools and Techniques co-authored by Murali Chematuri and myself and published by J. Ross Publishing. We have received unsolicited reviews like the following: "This book will prove that software projects should not be a tedious process, neither for you or your team." Support SPaMCAST by buying the book here. Available in English and Chinese.  

Ce podcast vidéo est le dernier d’une série portant sur la manière d’améliorer les anti patterns Scrum, par des pratiques #Kanban, en faisant évoluer Scrum vers du ScrumBan. Cet article Podcast ScrumBan ~ épisode 7 est apparu en premier sur Morisseau Consulting.

Ce podcast vidéo est le sixième d’une série portant sur la manière d’améliorer ses Scrum Smells, ces anti patterns Scrum, par des pratiques Kanban, en faisant évoluer Scrum vers du ScrumBan. Cet épisode va traiter de la course à la feature sur un projet Scrum et comment mettre en place un mécanisme simple de gestion de risques pour éviter cela. Cet article Podcast ScrumBan ~ épisode 6 est apparu en premier sur Morisseau Consulting.

Ce podcast vidéo est le cinquième d’une série portant sur la manière d’améliorer ses Scrum Smells, ces anti patterns Scrum, par des pratiques Kanban, en faisant évoluer Scrum vers du ScrumBan. Cet épisode va traiter des dépendances externes à une équipe Scrum. Cet article Podcast ScrumBan ~ épisode 5 est apparu en premier sur Morisseau Consulting.

Ce podcast vidéo est le quatrième d’une série portant sur la manière d’améliorer ses Scrum Smells, ces anti patterns Scrum, par des pratiques Kanban, en faisant évoluer Scrum vers du ScrumBan. Cet épisode va traiter du travail du product Owner et de son Product Backlog. Cet article Podcast ScrumBan ~ épisode 4 est apparu en premier sur Morisseau Consulting.

Ce podcast vidéo est le troisième d’une série portant sur la manière d’améliorer ses Scrum Smells, ces anti patterns Scrum, par des pratiques Kanban, en faisant évoluer Scrum vers du ScrumBan. Cet épisode va traiter des goulets d'étranglement. Cet article Podcast ScrumBan ~ épisode 3 est apparu en premier sur Morisseau Consulting.

Ce podcast vidéo est le second d’une série portant sur la manière d’améliorer ses Scrum Smells, ces anti patterns Scrum, par des pratiques Kanban, en faisant évoluer Scrum vers du ScrumBan. Ce second épisode va traiter des tâches émergentes et des perturbations sur un Sprint. Cet article Podcast ScrumBan ~ épisode 2 est apparu en premier sur Morisseau Consulting.

Ce podcast vidéo est le premier d’une série portant sur la manière d’améliorer ses Scrum Smells, ces anti patterns Scrum ,par des pratiques Kanban, en faisant évoluer Scrum vers du ScrumBan. Ce premier épisode va traiter du nombre trop important de tâches en cours sur un Sprint, ses impacts et l’effet de ses améliorations. Cet article Podcast ScrumBan ~ épisode 1 est apparu en premier sur Morisseau Consulting.