#75 out of 100

Posted on Leave a commentPosted in management

Although i am not acting as Agile coach or trainer but surprisingly listed here – 100 Top Agile Blogs in 2015TOP 100

Happy and proud to be among great people of agile community. It will definitely encourage me to continue sharing my ideas and thoughts about how to organize work in a company to keep Agile mindset even when you grow from 20 to 600.

Posts that worth taking a look at:

Thank you for reading.

Want to learn – explain

Posted on Leave a commentPosted in management, quick thoughts

Want to learn a topic – try to explain it to others. Actually I underestimated this practice or idea I heard from teachers in school and university. But had a chance to prove myself wrong. Several conversations I had recently regarding value structure helped me to understand what things needs to be done and which approach is better to use. Trying to share or explain ideas to others helps to shape up thinking, find answers for grey zones and bring up new ideas from others.

That’s why communities and meetups work – you learn. Took me too long to understand that.

Hate goals?

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Hate goal statements? I can guess why. They are long, boring and contain lots of buzz words. But here is nice example from Nike in this article. Article also covers more aspects of Lean Manufacturing at Nike

Nike has 2 overarching goals in their strategy:

  • Make Today Better
  • Design the Future

Pretty simple and can easily be remembered by all employees. Under these two main pillars in their strategy, Lean begins to take context.

Agile Saturday X – Staff liquidity

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I visited another great event organized by Estonian Agile community – http://agile.ee/. It was pretty much great event with interesting topics. Even though my notes are taken out from the context and include my thoughts also, I still think they might inspire you for new ideas and improvements in your company. I will continue with notes in further posts. Here we go with part 1:

Real Options – Introducing Staff Liquidity
  • Options have value
  • Options expire
  • Never commit early unless you know Why! Commitment kills options
  • Jumping from a cliff. At the very start it’s an option, afterwards it’s a commitment
  • Booking.com monetize options. You get better price if you commit your arrival. If you want to have possibility to cancel the reservation – price is higher
  • When you start doing something it’s a commitment
  • Decision making: 1) everybody wants to be right 2) people are willing to be wrong rather be uncertain
  • Total uncertainty can be “solved” by bounded uncertainty – e.g. let’s try something for one sprint, validate output and make decision afterwards
  • What can we learn from lions? They sleep 20 hours a day and commit only to good options. They don’t rush and run around like insane. Why do we rush than?
  • Decision making: hierarchy alienates people who make decisions from real action
  • Staff liquidity: Give tasks to least able person (just above his possibilities). It will allow most skilled people to find time for teaching and solving critical situations! Counterintuitive, but it makes a lot of sense!
  • Value stream mapping helps to eliminate waste. 2 biggest wastes in development: bugs and delays.
  • Track queues that form in front of the constraint and gaps that form after the bottleneck
  • Staff liquidity: self score the team to identify weak and strong spots of the team
  • TOC: 1) specify the goal 2) find the constraint 3) prioritize “around” the constraint 4) move staff based on decisions above
  • Specify the work and assign value to it. Manage work, not people
  • Move people to work, not the work to the people
  • Focus on flow of work, not people utilization
  • If it’s a commitment – think how to make this an option
  • Scrum is more about commitments, Kanban is more about options

If you find these ideas interesting i believe you can read more about it here – www.commitment-thebook.com

p.s. if you decide to share these notes, please use #agilesaturday hashtag as reference to this event