More Effective Team With Less Efficient Workers!

Methods based on Agile and the Kanban Method both stimulate collaboration to achieve focus and flow. In practice this is often challenged by teams with specialists who have a tendency to maximize the utilization of the specialists.

So, is a team with a focus to finish work more effective than a team with focus on efficiently using expertise?Read more →

Help Me Create a Better Way to Prioritise Features

Do you remember the legendary PID? the Project Initiation Document. The famous big binder that we used to create in the beginning of a project to satisfy governance and then bury in a drawer so we could get started. Then agile came and we broke things down. We learned story maps, customer journeys, vision statements, business model canvases. For me it works for the big picture, but when it comes to feature development or epics, it’s not perfect.

Product Samurai use elegant weapons for a clear and effective battle. So what is our weapon of choice? I have not yet seen te ultimate tool. But I’m close and I need your help to complete it.

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Scrum Day Europe 2016

During the 5th edition of Scrum Day Europe, Laurens and I facilitated a workshop on how to “Add Visual Flavor to Your Organization Transformation with Videoscribe.”

The theme of the conference, “The Next Iteration,”  was all about the future of Scrum. We wanted to tie our workshop into the theme of the conference, so we had a creative brainstorming session and identified four key elements that we think are important in the future of Scrum.

Scaling: Do Scrum well first, before scaling Scrum.  You should only scale when needed and if the organization is ready.

Done: A “done” increment means actually done, all the way into production. We hope that future Scrum teams will be able to put things into production themselves. We still see a lot of teams with dependencies on other teams for delivering increments to production.

Product Owner: We’re still searching for great Product Owners who understand the product and the market. These Product Owners work well with teams and are empowered, mandated and have a product vision.

Scrum everywhere: We already see Scrum in construction, health care, schools, marketing and many other places. In the future, we see Scrum used everywhere.

Since Laurens is such a great drawer, he sketched out the four elements, and we made a VideoScribe of them. You can find our video here: https://www.youtube.com/watch?v=XKYjWS4H26I

During our presentation at Scrum Day Europe, we demonstrated each of the seven steps required to produce this video. To bring Videoscribe to life, we asked the attendees to suggest a fifth element for the video on the future of Scrum. They came up with “Happiness.”   We then went through the steps to make a video, asking for different volunteers to record a voice over and draw pictures for the message. Here are the results: https://www.youtube.com/watch?v=uWlSaC3K9Kg

The attendees were impressed and amazed to see that they could produce a very smart looking Videoscribe themselves.  Overall, the workshop feedback was very positive. We also received some tips for improving it, such as showing examples of how real companies have used this method. But because Videoscribes are usually made for internal use only, we could not show these at the conference.  For our next session, we probably  make an example Videoscribe for a non-existing company which is shareable with the audience.

One of our attendees was so inspired by our session that we are invited to facilitate a workshop for her management team!

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Verbal Aikido for Product Managers

“Well eh ok, I guess so” mumbled the student in the training exercise where he was practicing how to say no to feature gluttony. I decided to give the class an additional exercise to awaken their inner diplomat.

“Diplomacy is the art of telling people to go to hell in such a way that they ask for directions.” – W.S. Churchill

All sweet and well, but how do we say NO?

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The Purpose Alignment Model

When scaling Agile/Scrum, we invariably run into the alignment vs. autonomy problem. In short, you cannot have autonomous, self-directing teams if they have no clue what direction they should go. Or, even shorter, alignment breeds autonomy.

But how do we create alignment? And what tools can we use to quickly evaluate whether or not what we want to do is part of the mission? Niel Nickolaisen, chief technology officer at OC Tanner, created the purpose alignment model. I use it with innovation labs in large enterprises to determine what aspects of innovation to keep, and what to leave to others.

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7 Agile Practices You Can Apply in a Controlled Environment

So your teams want to do Agile, perhaps have even started doing so. Now your project managers run around wondering what story points are and why any number of people seem to be attributing hours to their project code. So the question is: what can you adopt easily without turning the Governance of your organisation upside down?

Prince2 can severely hinder your agility

Prince2 can severely hinder your agility, but that is no reason to stop smiling

Is this an ideal Agile way of working? No it’s not, but it’s a good first step that you can take without frustrating the environment too much. That will make additional steps easier.

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“Tealing” The Capitol using Holacracy, Lean and Scrum

Something absolutely revolutionary (or should I say evolutionary) is currently unfolding @WaTech. This CIO-department of the State of Washington is transforming towards the first Teal governmental organization in the US and perhaps even worldwide.

C24DFB21-3029-4E3A-BC31-A6C9CEB01A34Invited by initiator CIO deputy Michael DeAngelo, Joe Justice and I visited the WaTech offices in Olympia to observe and coach the Scrum teams applying Scrum, Lean, and Holacracy.  What we’ve seen there can be described best as energizing, accelerating, customer centric and dedicated.   Characteristics you’ll expect from a start-up, not from a governmental organization.

This was exactly what Michael DeAngelo had in mind starting this journey in order to be more competitive with WA-State based companies like Microsoft, Disney, Expedia, Amazon and Boeing by creating an awesome “Smell of the Place”.

Ingredients for this tasteful recipe were Agile, Lean and Holacracy.  These methodologies paved the way for a different, more empowered mindset of WaTech employees.

WaTech is using Scrum to enable fast learning and acceleration and stay focussed on the most important Minimal Viable Product (MVP). In combination with the core principle of Lean, how do I create a maximum of customer value with as little effort as possible, a powerful combination was born.

But still, bureaucracy and time-taking decision making would still be there without Holacracy.  How does Holacracy eliminate this?   Holacracy is a system that makes accountability in an organization crystal clear.  Decisions don’t need to travel looking for a home.  They belong to the person who is empowered for the specific role.  As a result, 80% of team members feel empowered and confident they can lift impediments themselves.

hola sergeAnother powerful mechanism in Holacracy which prevents long decision making, is consent.  Unless you have a tangible example how a proposal could cause harm or move the organisation backward, the proposal will be accepted. Currently, an average decision in a governance meeting takes less than 2 minutes. This means a decrease of 93%(!) with the situation before Holacracy.

Step by step but determined, WaTech is moving towards a self-organizing Teal Organization.  WaTech employees feel more empowered, valued and happy.  It’s no rocket science to draw the conclusion this a blessing for the citizens of the state of Washington.

Perhaps the most important outcome is team members don’t think in restrictions anymore but use their imagination again pushing borders achieving the unthinkable: projects which would have taken 3 years before, are now executed in just 3 months.

The next phase of this transition will be even more exciting and challenging; Leadership from the local government is needed to enroll Agile, Lean and Holacracy in more departments. However, new elections are underway later this year.  Let’s see what happens. But I’m convinced the teams we’ve seen in Olympia would even survive the biggest storm!


Screen Shot 2016-05-21 at 10.12.11 PMCurious about a more in-depth analysis and the current situation @WaTech?  Join our presentation and panel discussion @Agile2016 in Atlanta!  See you there on July 25th!

 

Versnel je team met Scrumban!

Herken je dat ook? Teams die meer dan een half jaar aan het scrummen zijn en sprint commitments maar niet halen? Of maar geen stijgende ‘velocity’ laten zien? Blijven verbeteren zonder een echte verbetering te zien? Scrumban is het toepassen van de Kanban Methode in de context van scrum en geeft deze teams een weg hieruit door een structuur en principes te bieden.

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