Teams, Coaching & Facilitation
Creating Flow and Value in Product Development
Let’s consider the time it takes to go from agreeing to do something to a customer receiving value. It may come as a surprise, but most of that time is not spent working. It’s spent waiting—waiting in backlogs, waiting for other people, waiting for feedback, waiting to be rolled out and adopted. In this 7-minute video, I explain why limiting work in progress, the scope of work, and handoffs between teams can increase flow and value in product development.
Agile is great-Scrum is OK-ish; If you work on software you should really understand the difference
Agile software creation is pretty great. If you don’t think so, it might be because you’ve been introduced to the concept in a confusing way.
Collocation, Trust, and Distributed Teams | Roman Pichler
Working with distributed or dispersed teams is a common experience for many product people in an increasingly globalized world. While we have powerful collaboration tools at our disposal that make it possible to work across sites, countries, and continents, being separated is not always beneficial: It can damage the chances of reaching product success, as I explain in this article.
Industry News & Analysis
Digital Transformation: A Sense of Urgency Among Executives is a Common Missing Link
Digital transformation isn't just a buzzword. It's more than just going digital or migrating to the cloud or adopting the next shiny object at scale. It's also about modernization.
Technical Agility
8 Agile Ways to Double the Speed of Your Review Process
When asked what part of their process slows them down the most, 99% of teams give the same answer: reviews.
Agile Outside of IT
As a salesperson, what is my place in Scrum? - Serious Scrum - Medium
Scrum knows 3 roles: Product Owner, Development Team and Scrum Master. People from outside the Scrum Team are addressed as ‘stakeholders’. The Scrum Guide also mentions ‘committee’, ‘employees’ and ‘organisation’ separately, but the umbrella term in Scrum is ‘stakeholder’.
Why Science-Driven Companies Should Use Agile
Organizations in wildly different contexts and competitive situations have firmly embraced agile methodology. But one area is notably absent from this trend: R&D in science-driven businesses. While agile practices and concepts are transforming corporations across industries, these departments have been left, all but untouched, in their old ways of working.
Why Are We Here?
Over the past decade, “purpose” has become a management watchword. Since 2010 it has appeared in the titles of more than 400 new business and leadership books and thousands of articles. And no wonder: Many people—not just Millennials—want to work for organizations whose missions and business philosophies resonate with them intellectually and emotionally.
In Case You Missed It
Dear Agile, I’m Tired of Pretending
“Agile is dead.” People keep saying that. But then they say, “We’re just kidding.” They tell you they meant the way you do Agile is dead. And stupid. But “real” Agile isn’t dead. It’s just that everyone does Agile wrong. So I guess real Agile is, you know, Agile in theory. Even I have done this. And you know what? I’m sick of doing it.
Why Enterprise Agile Teams Fail - Startup Patterns - Medium
Last week, I was standing in a conference room at a $20 billion company, facilitating a workshop on Agile. The group in attendance was made of the directors and line managers of each function in just one product line within this giant company. These dozen or so leaders, selected from UX, Engineering, and Product Management, represented a broader team of about 150 others who work on this product line. As a unit, they have recently embarked on a journey to become “Agile.”