Posts in category Agile Management

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Posted in Announcements, Links to Agile Info - Tagged management, Stoos, Work

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Dec18
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Motilium online without prescription, Recently, I was able to witness a remarkable event in a company that is relatively new to Agile. Find motilium without prescription, They have several teams at about Sprint 12, with several new teams just starting up, find motilium on internet. Motilium online stores, Many of their processes are waterfall based.

A failed waterfall project was moved to an existing Agile Team, cheap motilium online. Motilium prescription, In the second Sprint, the Team (feeling trust in the organization and the process), order motilium, Buy motilium without prescription, came to the Scrum Master and said, "We'd like you to talk to management, motilium cheap price. We are not sure this project should be using the platform we develop on, motilium online without prescription. Generic motilium cheap, We think another team's platform may be more appropriate".

The company had spent time developing a "specification document" for this "project" before Agile was introduced, motilium no prescription. Motilium no online prescription, There were detailed specifications as to how the product was to be created and which platform to use. NONE of this was done with the benefit of asking those that would actually be doing the work, buy cheapest motilium online. Motilium online without prescription, The project was initiated before learning about applying Agile. Motilium online sales, One developer was tasked with following the specification. After 2-3 months of frustration, order no rx motilium, Find motilium, the developer left. This left the company in a bad position, motilium no rx required. Purchase motilium, Not only was the project incomplete, but there was also no knowledge transfer, cheap price motilium. The project was basically stopped, motilium online without prescription. Online motilium, As Agile was now the new target way of doing things, the project (and new developer hired through the previous process) were added to an existing SCRUM team, buy motilium no prescription required. Motilium online review, The team is using one week Sprints.

After only two Sprints (two weeks), motilium medicine, Buy generic motilium online, the team had recognized the futility of the approach that was "specified" and took this to management.

Traditionally, cheap motilium from usa, Motilium internet, large organizations staff for projects. Motilium online without prescription, In an environment such as this, how could team members be expected to be truthful and honest about the state of affairs. It would mean the end of their jobs or contracts, motilium online sale. Motilium overnight delivery, The key here is to allow teams to stick together. Not only will you avoid losing all the efficiency the team has built up, buy motilium from canada, Motilium india, but you will also allow them to be truthful about their situation.

If you are a manager reading this, approved motilium pharmacy, Motilium uk, ask yourself. "Do I want to know that things will go wrong at the beginning of the project or wait until 5 months have gone by to be told, 'We knew it would never work"", motilium online without prescription. Or even worse.., online pharmacy motilium. Motilium in malaysia, "We knew the product owner was asking for ridiculous features that had no Return on Investment for the company, but hey, cheap motilium tablet, Buy motilium online australia, you hired us for this contract. We just follow instructions", buy motilium on internet. Buy motilium overnight delivery, As it turned out, the project did continue with the current team, cheap motilium pharmacy, Motilium information, but with some changes to the specification. Motilium online without prescription, The parts of the system that were going to be problems in 5 months were re-evaluated and were removed as they really did not have any real value to the company. It was then decided to stick with the same platform, order discount motilium online.

Discussions did occur regarding moving to the alternate platform, but were deemed unnecessary after open discussion between the teams and the managers involved. Realistic expectations were set based on value to the company.

Sometimes features are absolutely mandatory for the product. This cannot and should not be taken away from the process, motilium online without prescription. What we gain here is that we are able to have a discussion about necessity. In the end, the business has to decide what is valuable, not the development team.

In a case like this, ask yourself, "If my team is very against this, maybe I should at least think about it".

The company is working in a very short iterative environment, they quickly recognized a flaw in the system design and dealt with it after only 2 weeks into a several month project. Motilium online without prescription, Working incrementally allows the company to "Inspect and Adapt" on a regular basis. This has to include the question, "Does this still make sense?". If you need to go backwards, let it be to reverse one or two Sprints of work, not months, or even years.

Fortunately, for the company, the product will come out on time, with appropriate technology based on Return on Investment, and likely with significant cost savings over the initial design. This will also allow the team to get started on other high value projects. Talk about win-win, motilium online without prescription.

This project could have gone to another team. It would not have been negative for the first team. The next project would have just come down the pipe for them.

The early signs helped adjust the "expectations" and everyone is moving forward with a clear understanding that they are on a more appropriate path going forward.

For those of you out there trying to convince companies (or yourselves) that Agile is an effective framework, don't be afraid to talk about "RISK MITIGATION".

Think about it this way; The company wants to know early on that there will be a problem, not near the end of the project. This is part of the purposeful transparency of any Agile framework.

Mike Caspar
Mike Caspar's Blog

Posted in Agile Case Studies, How-To Apply Agile, OpenAgile, Scrum, XP and Lean, Theory of Agile - Tagged agile, agile project management, OpenAgile, scrum

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Namenda online without prescription, Michael Badali, a good friend of mine, has asked a great question on LinkedIn: What is your Backlog for Agile Transformation?. From his question:

While I think that Band-Aid off quick is more likely to be successful than Band-Aid off slow, cheap namenda from uk, Cost of namenda, often Agile Coaches & Leaders are put in the position of Kaizen instead of Kaikaku. When asked for a detailed waterfall plan and schedule on how to become Agile.., discount namenda no rx. Buy namenda pills, I generally refuse and create an Agile Transformation Backlog - a prioritized list of things that need to be done to become Agile. Please share your prioritized list of things that need to be done to be Agile.

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In his book "Crossing the Chasm Mentat pills online without prescription, ", Geoffrey Moore describes the difficulty of creating a popular new product due to a conceptual "chasm" between the first people who adopt a new product and those who come later. He describes five types of people in relation to how they adopt new products:

Innovators - always actively seeking out and trying cutting edge new products.

Early Adopters - excited to try new things, but after the worst "bugs" have been removed.

Then there is the Chasm - many products fail here.

Early Majority - willing to try new things but need strong testimonials or real-world proof.

Late Majority - require time-tested proof before they will adopt a product.

Laggards - resistant to change and hesitant to adopt anything without strong personal incentives.

This product adoption behavior also applies to new ideas in general, and of course, to Agile Transformation [Agile Transformation vs. Agile Adoption] in particular, mentat pills tablet. Buy mentat pills pills, Implications of the "Chasm" Model

An organization attempting to do an Agile Transformation [Kotter's 8-Step Change Model] should understand how to use this model to ensure long-term success. This diagram illustrates the concepts (click on it to see it full size):

First, cheapest mentat pills price, Purchase mentat pills no rx, the organization should start the transformation by finding the innovators and early adopters. These people can then be recruited to run the initial pilot projects. They will be enthusiastic and will typically adapt themselves to the new behaviors and thinking patterns required by Agility. If they are properly supported by managers, they will also be successful - at least within the bounds of a limited pilot environment. Success here will mean that the pilot projects deliver value, compare mentat pills prices online, Mentat pills india, use feedback effectively, and the participants (team members and stakeholders) will be happy with the results, find no rx mentat pills. Mentat pills no online prescription, In this stage, it is best to avoid putting people on the teams who are from the early majority, cheapest mentat pills online, Buy mentat pills no rx, late majority or laggards groups. These people will tend to drag on the results of the pilot projects. This is a common mistake in running a pilot program and leads to discouraging results. One way to help filter between these two groups is simply to ask for volunteers for the pilot projects, mentat pills online without prescription. Innovators and early adopters will be much more likely to volunteer for a new initiative, mentat pills alternative. Mentat pills order, After the pilot projects have shown some good results, the next step is to go the general roll-out, buy mentat pills from canada. Discount mentat pills online, In this step, you are now working with the early and late majority, order mentat pills no prescription required. Mentat pills prices, These people need much more substantial support for a change of this nature. Mentat pills online without prescription, They will require intensive training, and hand-holding in the form of coaching and mentoring. This hand-holding can come partially from your innovators and early adopters, buy generic mentat pills. Order mentat pills no rx, Some of the participants in the pilot projects will have the desire to share their success. From these, mentat pills cost, Mentat pills medicine, you need to carefully select and prepare a few who will act as internal coaches. If you are a small organization or if you wish to do your transformation quickly, buy mentat pills cheap, Find cheap mentat pills online, you will likely need to hire coaches from outside your organization as well.

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The leadership team must be committed to the change to agility and can demonstrate this commitment by doing their own management work as an agile team, buy mentat pills on internet. Mentat pills online without prescription, The exact details of the agile process do not need to be identical to that of the staff teams, but it should be recognizably similar. Order mentat pills online, As well, this "Agile Transformation Team" must make itself very visible during the general roll-out, lowest price mentat pills. Mentat pills australia, This can be done with communication and by taking up visible residence in a central conference room or bullpen. As well, mentat pills prescription, Discount mentat pills no rx, this Agile Transformation Team must work diligently to remove obstacles that are raised by staff teams during the general roll-out.

The second source of evidence comes from external sources, drug mentat pills. Published case studies are one valuable source, mentat pills online without prescription. Mentat pills online, However, there is a huge value in a visible management investment in external support from recognized experts, buy mentat pills overnight delivery. Mentat pills buy online, This can be in the form of training, coaching, mentat pills for sale, Mentat pills sales, consulting as well as informal "lunch-and-learn" meetings, town hall meetings and the like, mentat pills malaysia. Cheap price mentat pills, When engaging experts, it is imperative that the Agile Transformation Team act on their advice otherwise the early and late majority will take that as a sign of hypocrisy.

The final stage of a roll-out is to deal with the laggards. Mentat pills online without prescription, For the most part this is a do-or-die proposition for these people. Either get with the program and engage like a committed employee or leave the organization. If your organization is large enough, you will likely have observed some of these people leaving the organization in the general roll-out.

For some organizations, this transformation process can take many years. An organization with thousands of people should expect to be working on the pilot projects for at least a year, the general roll-out for at least three years. Often it will be longer. Good luck on your agile transformation effort.

Posted in How-To Apply Agile - Tagged agile, change, Coaching, Consulting, kanban, lean, management, organization, scrum, training, transformation

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Posted in How-To Apply Agile - Tagged adoption, agile, honesty, Teams, transition

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Levonorgestrel online without prescription, A few weeks ago, David Parker and I had a conversation about some of the differences between Scrum and OpenAgile. We hit upon one really interesting thing: Scrum strongly emphasizes that it is a purely empirical approach to doing work.., buy levonorgestrel once daily. Levonorgestrel online without prescription, and OpenAgile does not make that claim. In fact, buy discount levonorgestrel, Buy levonorgestrel no prescription required, OpenAgile, while it includes empiricism, cheap levonorgestrel internet, Buy cheap levonorgestrel online, is definitely not an empirical process framework.

Ken Schwaber has long been adamant about empiricism with his phrase "Inspect and Adapt" which is the core of Scrum, buy levonorgestrel cheap. All the artifacts, meetings and roles of Scrum are meant to be supportive of the inspect and adapt approach in a product development environment, levonorgestrel online without prescription. Levonorgestrel information, A Scrum self-organizing team inspects and adapts on the product it is building. It inspects and adapts on the obstacles that arise as it does its work, levonorgestrel purchase. Levonorgestrel without prescription, It inspects and adapts on all the organizational processes, technical tools, levonorgestrel cheap price, Buy generic levonorgestrel online, team dynamics,.., buy levonorgestrel canada. Levonorgestrel medication, everything. This is Good Levonorgestrel online without prescription, .

But Scrum, levonorgestrel generic, No prescription levonorgestrel, in its pure empiricism, also lacks something, levonorgestrel buy drug. Find levonorgestrel without prescription, OpenAgile has components of Scrum's empiricism. Certainly, cost levonorgestrel, Drug levonorgestrel, OpenAgile owes a great deal to Scrum. The concept of "Systematic Learning", cheapest levonorgestrel prices, Buy no rx levonorgestrel, one of the foundations of OpenAgile, is similar to Scrum's empirical framework, levonorgestrel cheapest price. The process structure of OpenAgile is also similar to that of Scrum with short cycles of work delivering value on a regular basis, levonorgestrel online without prescription. Levonorgestrel online pharmacy, The main difference comes from a simple concept: Guidance.

In OpenAgile, buying levonorgestrel online, Cheap levonorgestrel from canada, guidance is a critical component of systematic learning. Guidance allows someone outside the team to intervene, buy cheapest levonorgestrel online. Buy levonorgestrel no rx, This might be a manager, a stakeholder, cheap levonorgestrel in canada, Levonorgestrel from india, a family member... Levonorgestrel online without prescription, anyone who sees things from an "outside" perspective. It might also be someone within the team pulling in guidance: asking for advice, levonorgestrel in malaysia, Discount levonorgestrel no rx, doing a web search, reading a book, tablet levonorgestrel, Levonorgestrel internet, or even meditating in the hope of inspiration.

In Scrum, get levonorgestrel, Levonorgestrel uk, there are some very strong boundaries around outsiders providing guidance. No changes mid-sprint, levonorgestrel professional. Order generic levonorgestrel, All requests for work go through the Team's Product Owner. The ScrumMaster "protects" the team from outside interruptions, levonorgestrel online without prescription. "Chickens" cannot participate in the Daily Scrum, levonorgestrel cheap. Levonorgestrel online review, The team self-organizes with individuals volunteering for specific tasks. Team members discard all organizational titles when working within a Scrum team. All of these boundaries support a pure empirical approach to working. Levonorgestrel online without prescription, They also provide a form of safety for the team. This safety is deemed necessary with the implication that stuff from outside the team is dangerous.

In OpenAgile, guidance comes to the team through the conduit of love. Yes... love.

The team develops a love for its work, levonorgestrel online without prescription. This love then opens the team members to guidance. Think of the opposite: if I hate my work, I'm not likely to be interested in taking any advice about how to do it better. If I love my work, I will always be seeking ways to improve it.

Of course, love is not binary. Levonorgestrel online without prescription, It's not on or off. In that continuum, the more an OpenAgile team loves its work, the more receptive it will be to guidance. The more receptive to guidance, the more sources of guidance will be "safe". And the less reliance on pure empiricism will be necessary.

Let's be frank: pure empiricism, in its most extreme form, means that Scrum teams would re-invent things that may have already been invented many times before. In the Scrum community, the most obvious example of this is the Agile engineering practices that come from Extreme Programming, levonorgestrel online without prescription. Scrum teams seem remarkably resistant to adopting these practices at the outset... despite the fact that eventually most Scrum teams working in software succeed or fail based on their eventual adoption of these practices. Scrum teams are often left without the guidance that XP practices can help them. Instead Scrum teams seem expected to re-discover XP practices on their own. Levonorgestrel online without prescription, For what it's worth, I don't think that Scrum is fatally flawed. In fact, I think that in some environments, where teams truly are unsafe, where people tend to hate their work, where dysfunctional bureaucracy is deeply embedded in the organizations culture... in these environments Scrum is actually the right place to start. Scrum is great for product development in high-crisis situations: save your product with Scrum.

OpenAgile, by accepting guidance into its framework, allows teams to progress rapidly when they can leverage other people's learning. Scrum does not dis-allow this, but it sets up an environment where the team culture tends towards the "Not Invented Here" syndrome. OpenAgile puts teams on the other path: the path of allowing for greater and greater learning from others.

Posted in OpenAgile, Scrum, XP and Lean, Theory of Agile - Tagged agile, empirical, OpenAgile, Process, scrum, theory

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Kenalog online without prescription, Inevitably, there will be some change to your team. Discount kenalog, Someone will leave or perhaps you will have new members joining you.

Either way, kenalog australia, Overnight kenalog, you will be asked the question "Where should I sit?".

Do not take this question lightly, low price kenalog. Discount kenalog online, You have the opportunity to make significant changes with the addition or departure of a team member.

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More importantly though, kenalog online, Kenalog order, it is your responsibility as a Scrum Master, Mentor or Coach to consider the positive adjustments which can be made during this great opportunity for change, kenalog cost. Kenalog information, A simple example to get you thinking about this could be....

You have a developer sitting at an end station with a slightly restricted view from the rest of the team.

This team member does not ask for help when he or she needs it.

You will be adding a developer to your team.

Trying to talk to the developer who does not ask for assistance, where to buy kenalog, Buy kenalog overnight delivery, may help. Kenalog online without prescription, However, why not consider using this opportunity to solve this problem in a different way.

If the developer is moved to a more central location, kenalog bangkok, Cost kenalog, they will not be as separated from the group. Perhaps this would give them more opportunity to ask for help, order kenalog no prescription, No prescription kenalog, increase their communication level with peers, and if you are lucky, buying generic kenalog, Cheapest kenalog online, the other team members will more easily recognize that this is happening an spur this person on to get them to ask for help.

So, buy cheap kenalog, Buy kenalog canada, where do you put a new developer ?... Certainly not off at the end by themselves, cheap price kenalog. The new person will feel isolated, and will have a harder time integrating, kenalog online without prescription. Fda approved kenalog, The team is already a very close unit and has gone through the team development stages of Forming, Storming, get kenalog, Cheap kenalog, Norming, and Performing, kenalog cheap price. Cheap kenalog in canada, With the addition of the new team member, this cycle will start again and will make it even harder for them if they are on their own at the end of the seating layout, buy discount kenalog. Order kenalog without prescription, Reminding the team of the four stages of team development before a new person comes on board can be a big help. It reminds all team members of how hard it is to integrate new members and the likely result of the addition.

Many people can get attached to their desks or workstations, find cheap kenalog online. Kenalog online without prescription, Therefore, moving people around in a traditional environment can be a painful experience. Buy kenalog on line, In an Agile team, life is about change, cheap kenalog internet, Cheapest kenalog price, adapting, adjusting to what is happening and making positive changes to improve productivity and enjoyment, kenalog alternative. Buy cheapest kenalog online, As team members move locations, they will learn different skills and ideas from the person sitting next to them, buy cheapest kenalog. Find discount kenalog online, It will also be common place to adjust as necessary.

Changing team member locations also helps change things up and gets rid of complacency, kenalog cheap. A danger for an Agile Team is no longer attempting to make changes and progress because everything is "fine" or "perfect", kenalog online without prescription. Buy kenalog in canada, If you are hearing these things from your team in Review or Retrospective meetings, perhaps it is time to change desks just to get change happening again, order discount kenalog.

There may be other personality or non-team type things you wish to address. Instead of bringing that person into an office and talking to them, you could solve things by simply changing desk locations.

Better yet..... If you have a team that has embraces and practices Consultative Decision Making, why not ask the Team where the new person should sit to be most effective!

References:

Scrum Master - Scrum Alliance
Consultative Decision Making -Open Agile Institute
The four stages of team development -Wikipedia.org
.

Posted in How-To Apply Agile, OpenAgile, Scrum, XP and Lean - Tagged agile, OpenAgile, team rooms

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So we were encouraged to come up with topics that we wanted to facilitate and/or learn about and pick a time slot and location, generic viagra super active+ online. Buy viagra super active+ from canada, This happened quite naturally - which was added to the marketplace for the participants to choose which sessions they would like to attend and contribute to.

[caption id="attachment_1087" align="alignnone" width="600" caption="Open Space - one participant adding his session to the wall"][/caption]

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This is the first time that I had the privilege of seeing Chris in action, buy cheapest viagra super active+ on line. He is a dynamic and very effective teacher and facilitator, buy viagra super active+ without prescription. Viagra super active+ no rx required, The game is another method for teams to estimate effort for User Stories (in Scrum) or Value Drivers (in OpenAgile) or whatever you use for your particular Agile method.

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Step One: This was carried out by each person taking turns and doing one of two things: (1) placing a new card on the wall or (2) changing the position of one card, order cheap viagra super active+. Viagra super active+ price, This was pretty easy and allowed us to have conversations on what we meant when we did an action. Buy viagra super active+ without prescription, Step Two: Then the team had to add numbers (also on cards) as a way to categorize the effort that would be done. Now each person had three options: (1) place a new card number, find viagra super active+ online, Viagra super active+ internet, (2) moving a single card on the wall, or (3) passing which means that you agree with what is currently on the wall, buy discount viagra super active+ online. Viagra super active+ overnight delivery, [caption id="attachment_1088" align="alignnone" width="600" caption="Chris Sims (on left) showing the Team Estimation Game"][/caption]

My 2nd Session - How to Launch a Team by Roger Brown
Roger showed us a few things to keep in mind when helping to launch an Agile team (usually done by him in a 3 day training on-site).

A ScrumMaster or Coach has certain things to do during the various stages of a team's development: (1) in Forming, viagra super active+ cheapest price, Cheapest viagra super active+, he needs to be directive and tell the team what needs to get done, (2) in Storming, cheap viagra super active+, Cheap viagra super active+ tablets, he needs to focus on conflict resolution for the team, (3) in Norming, viagra super active+, Cheap viagra super active+ no rx, he needs be a facilitator and observe and then offer ways to improve, and (4) in Performing, purchase viagra super active+ online, he either needs to work on organizational obstacles or move on to another team.

Roger explained how the constant sprint length for a team helps it to get into a rhythm and get data such as the team's velocity (the speed at which it gets things done). He also offered a great tool for people to use called the Market of Skills which comes from Lyssa Adkin's book "Coaching Agile Teams", buy viagra super active+ without prescription. Other things to use include a team working agreement, team vision, and a definition of done. He said that he likes to spin up 2 or more teams at a time to that they can learn from each other.

[caption id="attachment_1089" align="alignnone" width="460" caption="Notes from Roger Brown - How to Launch a Team"][/caption]

My 3rd Session - Collaborative Work Spaces by Skip Angel
Skip made this session very collaborative and got us to add own challenges and questions to a flip chart page and then get us to share how we would solve each others challenges.

Insights included: share visual stories to help the team see benefits, promote outcomes, tools to use for collaboration. Buy viagra super active+ without prescription, Some tools and useful sites: http://sococo.com, http://onemoreagileblog.com, http://cocoo.com, and http://agileadvice.com .

[caption id="attachment_1090" align="alignnone" width="448" caption="Skip Angel on Collaborative Work Spaces"][/caption]

Here is the format that he shared for a User Story: As a (type of user) I want (something) so that (value). Enter the things within the parentheses ( ).

Here are the 4 techniques for splitting stories that he shared: (1) Conjunctions / Connectors - words such as if, and, but or even commas. (2) Generic Words - eg. activities which could be broken into sports, dancing, and board games, buy viagra super active+ without prescription. (3) Acceptance Criteria - which is a list of pass/fail items that if agreed the story is done. (4) Time-line - which are steps of sequence to get something done.

Met Chris Sims
I spoke for a few minutes with Chris. We talked about David Parker who used to work at Berteig Consulting (where I work) and now works at Agile Learning Labs (where Chris works). Buy viagra super active+ without prescription, Chris had nothing but praise for David.

Sharing by Participants on the entire Scrum Gathering
Each person shared something that they like or enjoyed about the conference. I shared three things: (1) the humility of the Certified Scrum Trainers (CST) and the Certified Scrum Coaches (CSC) to share with all of us their knowledge and their ears, (2) the wisdom of everyone at the conference, and (3) the amount of smiles and laughter that was the reality of all of us who attended.

Closing Keynote by Joe Justice and WikiSpeed
Joe gave an epic keynote on his team that built a car that gets 100+ MPG. It was amazing and super inspiring. I don't even know what to say about it, buy viagra super active+ without prescription. He and his distributed, collaborative, and highly Agile team of volunteers did incredible things. I hope to buy one of their cars when I done with my current car. It is that good.

[caption id="attachment_1091" align="alignnone" width="600" caption="Joe Justice showing the WikiSpeed Car"][/caption]

Final Thoughts on the Scrum Gathering in Seattle
So this was my first Scrum Gathering and it was amazing. From the people to the food to sessions to the Open Space to the Certified Scrum Trainers and Certified Scrum Coaches to the people who it made run so well - Fantastic. I hope to attend another Scrum Gathering in the near future. I already plan on attending the one in London, England in October 2011.

Warm regards,
Paul Heidema.

Posted in How-To Apply Agile, Professional Development, Scrum, XP and Lean

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May17
2011 Leave a Comment

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Buy yagara (herbal viagra) without prescription, So after another day at the Scrum Gathering in Seattle, I am tired. Yagara (herbal viagra) no online prescription, Not just from the sessions, conversations, order discount yagara (herbal viagra) online, Buy cheap yagara (herbal viagra), and the learning but also from waking up in a time zone that is not my own. I live near Toronto which is 3 hours earlier than Seattle, yagara (herbal viagra) rx. Yagara (herbal viagra) information, I am slowly getting used to it. Especially that today is a sunny day, buy yagara (herbal viagra) online without prescription.

Mastering the Basics of Leadership Storytelling by Steve Denning
Steve Denning showed us how the art of storytelling can uplift and help people to see why a change is needed, buy yagara (herbal viagra) without prescription. Cheap price yagara (herbal viagra), He got all of us to do an exercise (1) What's the problem. (2) What would the world look like if the problem was fixed, yagara (herbal viagra) drug. Buying yagara (herbal viagra), (3) Tell the story of the person who doesn't want the change.

When I did the exercise I though of a client that saw that there was value in using Scrum and Agile but was unable to see the need for organization to adopt them or the urgency to make the change as soon as possible, order yagara (herbal viagra) without prescription. Buy yagara (herbal viagra) without prescription, Steve also spoke about 3 good ways to get peoples attention: (1) share something unexpected (2) share something relevant to the audience (3) and make it negative. Yagara (herbal viagra) cheap price, I understand what he is saying but I am more motivated by a positive outlook instead of scaring people by harsh realities. To each his own I guess, purchase yagara (herbal viagra). Yagara (herbal viagra) prices, Steve also shared the 7 rules for performing storytelling: (1) maintain eye contact (2) maintain open body stance (3) don't hide behind notes and podiums (4) use gestures using your whole body (5) dare to pause. (6) practice, yagara (herbal viagra) online cheap, Find yagara (herbal viagra) without prescription, practice, practice and (7) be there, cheap yagara (herbal viagra) from canada, Buying generic yagara (herbal viagra), be present by planting feet on the ground.

[caption id="attachment_1317" align="alignnone" width="600" caption="Steve Denning - Leadership Storytelling"][/caption]

I will co-train with Carlton Nettleton
I met again with Carlton Nettleton who is a Certified Scrum Trainer (CST) out of San Diego, buy yagara (herbal viagra) without prescription. I am excited that will be co-training a Certified ScrumMaster (CSM) training seminar sometime in Toronto during the month of August or September, cheapest generic yagara (herbal viagra). Best price yagara (herbal viagra), So... keep those dates open! He is very interesting guy and I have no doubt that he is a great teacher and trainer, cheap generic yagara (herbal viagra). Yagara (herbal viagra) no prescription, I also met Mike Cohn
If you don't know who Mike Cohn, I recommend searching for him on the net right now, cheap yagara (herbal viagra) internet. Buy yagara (herbal viagra) without prescription, He is a well-known author, trainer and coach in the Agile and Scrum world. Cheap yagara (herbal viagra) in uk, We spoke about our experiences and some of our learnings. I also shared how Mishkin Berteig and I have used OpenAgile to help C-level managers and upper managers to be an Agile team so that the teams on the ground see the example by the leadership, yagara (herbal viagra) without a prescription. Yagara (herbal viagra) pharmacy online, He is open and kind man.

Agile Coach Self-Assessment: Where Do You Stand on Competencies by Lyssa Adkins
This is by far my favourite session that I attended in the first 2 days of the 3 day conference, yagara (herbal viagra) in malaysia. She got all 30 participants to stand and be players in the session, buy yagara (herbal viagra) without prescription. Purchase yagara (herbal viagra) without prescription, This is what we need more of in conferences that are in the Scrum and Agile world.

[caption id="attachment_1318" align="alignnone" width="448" caption="Lyssa Adkins - Coaching Competencies"][/caption]

She placed 8 phrases on the ground that were quadrants coming from a centre point that represented parts of an Agile coach, get yagara (herbal viagra). Yagara (herbal viagra) canada, The 8 phrases were: (1) mentoring, (2) technical mastery, yagara (herbal viagra) for sale, Yagara (herbal viagra) malaysia, (3) transformation mastery, (4) teaching, purchase yagara (herbal viagra) overnight delivery, Buy yagara (herbal viagra) canada, (5) facilitating, (6) Agile Lean practitioner, discount yagara (herbal viagra) overnight delivery, Yagara (herbal viagra) overnight shipping, (7) business mastery and (8) coaching. We had to do a few things, order yagara (herbal viagra) from canada. Buy yagara (herbal viagra) without prescription, First, figure which section we were strongest in. Yagara (herbal viagra) from canada, Second, choose which section which we wanted to be in, purchase yagara (herbal viagra) no rx. Order cheap yagara (herbal viagra) online, Third, decide which will be our sections to work on (we had to choose 3 in priority) and then choose on section that we would let go, buy yagara (herbal viagra) in canada.

I also met Vibhu Srinivasan who is one of the newest CSTs (just become one on Sunday). He lives in India and is an extremely nice guy. We were asked to work with one person at the end of the session with Lyssa and then check in with each other to see what progress we made, buy yagara (herbal viagra) without prescription.

Second day was great. Tomorrow we get to be part of the "un-conference" sessions where the participants choose what is important and then prioritize that stuff and work through it together. It should be great.

Warm regards,
Paul Heidema.

Posted in Scrum, XP and Lean

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May09
2011 Leave a Comment

Written by Mishkin Berteig

Buy cialis soft tabs without prescription, In an Agile culture, it is considered rude to refer to people as "resources". Buy cialis soft tabs overnight delivery, People are not fungible - you cannot just take any old developer and plug them into any old project. Skills, drug cialis soft tabs, Cialis soft tabs for sale, personalities, likes, cheapest generic cialis soft tabs, Cheap cialis soft tabs in canada, talents, potential all are so dynamic and unique for each individual person, cialis soft tabs non prescription. Cialis soft tabs online sales, So any management theory (including traditional project management) that treats people as "resources" like oil, gold or computers, order cheap cialis soft tabs online, Cheap cialis soft tabs pill, is making an unjust simplification at the expense of the people working in the organization.

Yet organizations need to be able to plan where to spend money, cialis soft tabs uk, Cheap cialis soft tabs, and certainly the people working in an organization are often one of the largest costs. From a financial perspective, from a business perspective, it makes sense to somehow treat people costs in the same way as other operational costs.., buy cialis soft tabs without prescription. and this often leads to dehumanizing people to the point of treating them like resources, sale cialis soft tabs. Order cialis soft tabs no prescription required, So how can these legitimate organizational needs for budgeting mesh with the equally legitimate approach of Agile to treating people as unique actors be merged. It is actually quite simple, get cialis soft tabs, Buy cialis soft tabs once daily, but the ramifications are deep: treat TEAMS as resources. Teams become the fundamental building blocks of an organization, cialis soft tabs rx. Buy cialis soft tabs without prescription, Teams move from project to project or program to program or operation to operation. Cheap cialis soft tabs in uk, There is still a need to support the individuals in an organization, but it is done in the context of teams, cialis soft tabs pharmacy online. Fda approved cialis soft tabs, An Agile team is cross-functional, but also constantly learning, cialis soft tabs online without a prescription. Order cialis soft tabs in canada, Individuals on the team learn skills based on their own interest, but also based on the needs of the team for redundancy, cheap cialis soft tabs without prescription, Buy cialis soft tabs from india, parallelism, and expansion of capacity to take on new, approved cialis soft tabs pharmacy, Cialis soft tabs side effects, more challenging work. Cross-functional teams can more easily (and more sanely) be compared for their value to the organization by looking at things such as their ability to produce finished product/services, order cialis soft tabs no prescription, Order discount cialis soft tabs, their flexibility in serving the needs of the organization, and the quality/consistency of the work they produce, cialis soft tabs in uk. Teams can compete in a healthy way by striving for excellence in delivering value to the organization, whereas often competition between individuals can be quite unhealthy, buy cialis soft tabs without prescription. Cialis soft tabs sales, From a budget perspective, teams are easy to manage: each team has a fully loaded cost based on salaries, cialis soft tabs online, Cialis soft tabs in australia, space, equipment, canadian pharmacy cialis soft tabs, Cheap cialis soft tabs on internet, etc. The cost is (or can be) relatively stable or grow predictably, cost cialis soft tabs, Generic cialis soft tabs cheap, and can still be handled operationally. As well, cialis soft tabs cheap price, Buy cialis soft tabs cheap, unlike individuals, it is much easier to treat a whole team as a fungible unit: you feed work to teams based on their availability rather than based on a detailed analysis of their skills/capacities/allocations, buy cialis soft tabs without prescription. Cialis soft tabs online pharmacy, In Agile organizations, teams are resources, cialis soft tabs from india, people are not.

Posted in Theory of Agile - Tagged agile, Culture, organization, Teams

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Apr24
2011 3 Comments

Written by Mishkin Berteig

Buy levitra without prescription, The concept is simple: there are six levels of planning in an organization, often represented as layers of a metaphorical onion. In the agile planning onion, levitra in us, Cheapest levitra price, strategy is the outermost layer. This is meant to indicate that it is the driver of all the planning in the inner layers, levitra cheap drug, Order cheap levitra, which have shorter time horizons, down to the daily planning that occurs in the Daily Scrum or the Daily Standup of the agile teams, cheapest levitra price. Canada levitra, Culture is Missing

The agile planning onion is a reasonable metaphor, but it has a serious limit: culture is missing, order levitra. Cheap levitra tablet, Many of you will have heard the quote "Culture eats strategy for lunch [or breakfast]" (attributed to quite a number of different people - I'm not going to sort out who was the original). How do we represent culture on the onion, buy levitra without prescription. Is it a seventh layer on the outside, real levitra without prescription. No prescription levitra, Maybe, but for most organizations, levitra no rx required, Levitra australia, culture is not planned.

Single Loop Learning

The main problem with the planning onion is that it gives no indication that the planning cycles deal with anything but the product / business side of the work, order levitra from us. Order discount levitra online, This implication of single-minded focus gives us permission to limit ourselves to improving our products. Buy levitra without prescription, This is learning, but it is limited. It is sometimes referred to as "single loop learning", buy generic levitra. Levitra price, We make improvements, but never question our underlying beliefs, buy no rx levitra, Generic levitra, habits or goals. All improvement (and planning) is within the narrow guard rails of a product mentality, levitra cheapest price. Cheap levitra from canada, Double Loop Learning

Culture both surrounds the planning onion, and cuts right through it (nice way to extend the metaphor!) The problem with a visual metaphor that does not include culture is it means that culture remains unconscious, levitra online. As individuals we might, from time-to-time, find that the organization's culture clashes with our own expectations, habits or beliefs, buy levitra without prescription. Purchase levitra online, But other than this occasional dissonance, we are like onions in dirt - completely unaware of the dirt, levitra india, Overnight levitra, yet completely utterly dependent upon it for growth (couldn't use "fish in water" because that would have introduced a different metaphor - I'm trying for consistency).

In the best agile transformations, certified levitra, Low cost levitra, individuals, teams and organizations become aware of their culture and consciously work to change it, levitra overnight delivery. Buy levitra in canada, This is usually due to a strong clash between their current culture, and the behaviors, buy levitra once daily, Levitra tablet, norms and attitudes of a embryonic agile culture. In Scrum, levitra for order, Levitra cheap, we find impediments and remove them. Buy levitra without prescription, In OpenAgile we look for learning about product, process and people. This is, fda approved levitra, Buy levitra canada, again, roughly speaking, levitra no rx, Levitra online without prescription, double loop learning... it is learning about learning and applying this to our belief systems, cheap levitra from usa, Find levitra no prescription required, our habits and our attitudes.

Transformation vs, buy levitra cheap. Levitra in malaysia, Adoption

Those who share the agile planning onion model, probably don't realize its limits. I would like to strongly encourage those who use this model to consider re-framing it in terms of culture and organizational learning, rather than planning. I'm terrible at diagrams - I hope someone out there will consider creating a new compelling Agile Learning Onion diagram to show that agile is about Transformation, not merely adoption of planning practices.

Posted in Theory of Agile - Tagged agile, double loop, Learning, organizational learning, scrum, single loop, transformation

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Apr14
2011 4 Comments

Written by Mishkin Berteig

Buy soma without prescription, Actually, this is six tips because my first tip is really about deciding to use distributed teams...

Some in-house studies that I have been privy to have shown 2-1 or 3-1 productivity difference between good co-located teams and "good" virtual teams, buy generic soma online. Soma online stores, Creating a true, high-performance virtual team is incredibly hard emotionally, buy cheap soma internet, Soma tablets, incredibly time-consuming, and costs a lot in terms of tools and travel, soma from india. Soma overnight shipping, If this is being done for convenience of the team members or for cost savings, it's a bad idea, soma prices. Cheap soma overnight delivery, The only good reason to have distributed teams is if there is a compelling strategic reason that trumps the hit you will take financially and morale-wise. (That was tip "zero".)

That said, it is worth trying is to create an environment as close as possible to what you would get with a co-located team, buy soma without prescription. To do this, cheap soma pharmacy, Soma medication, here are some things to try:

1. Set core hours (at least 3 contiguous) every day when everyone on the team, soma uk, Order soma no prescription required, regardless of time zone, will be at work simultaneously, online pharmacy soma. Order soma overnight delivery, If you have a globally distributed team, this will mean that some team members will have to make an ongoing personal sacrifice to be available, soma cost. Buy soma, This sacrifice should be compensated financially. Buy soma without prescription, Avoid rotating the core hours in the mis-guided idea that it is better that everyone is uncomfortable some of the time vs. some being uncomfortable all of the time, tablet soma. Cost of soma, It is much easier for a team member to get used to a consistent schedule and although initially there will be discomfort for some team members, they will (relatively speaking) get used to the new schedule, discount soma overnight delivery. Find cheap soma online, 2. During core hours, cheap soma from uk, Soma cheap price, use a good video conferencing tool (e.g. Office Communicator), in an always-on state for all team members - be in the same space at the same time, buy soma without prescription. Cameras should be set up so that it is possible to see an individual's facial expressions, purchase soma, Buy soma in us, yet also to allow that person to move around and still be in-view. The video conferencing tool should have good full-duplex audio so that no one ever gets cut off because someone else is louder, buy soma online. Cheap soma tablets, 3. During core hours, soma rx, Buy discount soma, all team members agree to forego the use of headphones or anything else that would prevent them from instantly being aware of something happening with any of the other team members. Buy soma without prescription, Again, for some people this might be quite a sacrifice. The idea is that communication is paramount for agile teams and anything that isolates one team member from another will hinder communication, soma pills. Buy soma no prescription required, 4. Have a live update task tracking tool that all team members use, buy cheap soma online. Cheap generic soma, (Most agile team management tools that I am aware of do not work because you have to refresh to see updates. Cardmeeting.com is a decent virtual wall that has live updates.) Any task-switching should be visible on this tool either through a color change, an audible cue, or a movement, buy soma without prescription. So if I complete a task and start on a new one, find soma, Buy cheapest soma online, everyone else should notice this immediately even if I do not actually say anything. The team members should get in the habit of using this tool even outside core hours, soma free delivery. Order soma on internet, 5. Have a second (or third) monitor for every team member that is dedicated to the always-on communication tools (video conferencing, soma pharmacy online, Purchase soma no rx, task tracking). Buy soma without prescription, These always-on tools should _never_ be covered by anything else. All the real-time communication tools are useless if they are not constantly visible, price of soma. Where to buy soma, If your team members currently have two monitors, then get them a third for these tools. There should never be any excuse for a team member to hide these tools.

Basically, these suggestions are designed to maximize the quality, bandwidth and minimize the latency of communication among the team members. If you have a distributed team, and you try these things, please let me know how it works for you.

Posted in How-To Apply Agile - Tagged agile, colocation, communication, distributed team, scrum

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Apr08
2011 Leave a Comment

Written by Mishkin Berteig

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Apr08
2011 Leave a Comment

Written by Mishkin Berteig

Myself Buy xenical without prescription, , Paul Heidema and a few other people we work with have now participated in several assessments of organizations who are either looking at adopting agile methods or improving existing use of agile methods. Discount xenical without prescription, We have developed several tools for running these assessments. The following things are critical to the assessment process and the results we get:

Culture

The success of an agile transformation is primarily driven by connection that transformation makes with the existing culture of the organization, xenical side effects. Xenical drug, We know that doing an agile transformation includes cultural changes. The critical piece is understanding the culture so that you can determine what in the culture supports agility and what in the culture is going to hinder agility, cheapest xenical online. A culture that focuses on individual accomplishment and freedom will not support agility well, while a culture that supports doing the best possible thing for customers will support agility, buy xenical without prescription. Cheapest generic xenical, Of course, any given organization will have a mix of cultural aspects that both support and hinder agility, order xenical in us. Buying xenical, There are a number of methods for examining culture including an excellent corporate culture workshop described in the book "The Corporate Culture Survival Guide" by Edgar Schein.

Value Stream Mapping

A high level value stream map is an excellent tool for identifying both an overall need for improvement by making the current state of affairs visible, cheap xenical no rx, Discount xenical, as well as pinpointing where big improvements can be made quickly. More often than not, xenical discount, Generic xenical cheap, when we do an assessment for an organization, we are finding that the efficiency of their process is at about 20-30%.., canadian xenical. Buy xenical without prescription, in other words, 70-80% of all effort is expended on wasteful activities. Cheap xenical in canada, This level of waste is often surprising for stakeholders. And of course, discount xenical no rx, Cheap price xenical, making that level of waste visible is a large motivator for the kind of continuous improvement that agile methods such as OpenAgile and Scrum make possible.

Agile Practices

Of course, best price xenical, Buy cheapest xenical, even if an organization is not doing agile officially, there are often existing practices that can be considered part of the overall umbrella of agile, order xenical online. Find discount xenical online, A comprehensive assessment that rates a team's or an organization's level of use of agile practices gives a good picture at a very practical level of what things you can build upon. For change to be successful, a significant factor is to tie new practices to existing practices, buy xenical without prescription. This is a great way to do this, buy xenical from us. Buy xenical online australia, There are lots of lists available of agile practices. We publish one fairly comprehensive list of agile practices on the Berteig Consulting site (it's near the bottom of the linked page), cheapest generic xenical online. Find discount xenical, There are of course many other things that are done during an assessment, but these three form an effective foundation for any agile transformation plan, buy cheap xenical. Cheapest xenical. Discount xenical online. Get xenical. Xenical vendors. Order xenical without prescription. Xenical. Xenical free sample. Find xenical on internet. Purchase xenical without prescription. Buy xenical online without prescription. Xenical cheap drug. Xenical alternative. No rx xenical. Xenical approved. Online xenical. Xenical online review.

Posted in How-To Apply Agile - Tagged agile, Culture, lean, OpenAgile, practices, scrum, transformation, value stream

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