Episodit
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This week, your host, Dan Neumann, is discussing how to maximize Team autonomy while maintaining accountability within Agile Frameworks. In this episode, Dan defines the importance of autonomy and accountability in Agile. He explains the challenge faced when too much autonomy leads to a lack of accountability while, on the contrary, too much control inhibits innovation and why leaders should prioritize this delicate balance.
Key Takeaways
What is Autonomy in Agile?
Autonomy is the ability to self-manage, make decisions, and drive solutions.
Give Teams the environment and support they need, and trust them to get the job done. Motivated individuals are the key to success!
A Manager must welcome changing requirements but needs the Team to maintain focus. Remember, a Team must harness change for the customer’s competitive advantage.
Autonomy benefits Agile teams by making decisions faster and fostering creativity and innovation.
The Role of Accountability in Agile:
Accountability in the Agile context means taking ownership of work, meeting commitments, and ensuring transparency.
An Agile Coach should account for progress toward the desired outcome. When things go wrong, slow, or burst, the coach should explain why it happened, what measures were in place to help prevent it, and what the team can do to prevent the problem from happening again.
Accountability keeps Teams aligned with business outcomes and stakeholders’ expectations.
Key Strategies for Balancing Autonomy and Accountability:
Clearly Defined Outcomes: Focus on the importance of clear goals, shared objectives, and transparency. Teams need freedom to achieve these goals but must stay accountable for delivering them. Tell it, write it, repeat it, and ask others to repeat it.
Create a Culture of Trust: Trust between leaders and Teams drives autonomy. Trust the Team to make decisions, and they will take accountability for their outcomes.
Use Agile Metrics Thoughtfully: Discuss key metrics like velocity, burn-down charts, and lead time. Always remember that metrics are tools for learning, not for punishment. Emphasize simplicity as the art of maximizing the amount of work not done.
Boundary Setting (Guardrails): How Agile coaches and Scrum Masters can establish non-intrusive guardrails (e.g., WIP limits, capacity planning) to ensure teams are free to work without getting lost or overcommitting.
Leadership’s Role in Supporting Autonomy and Accountability:
Some Leadership behaviors that empower teams are removing obstacles, giving space for innovation, innovation week, buffer in a Sprint, spikes, training resources, conferences, and coding retreats (among others).
Agile coaches must highlight the need for regular feedback loops, such as retrospectives, to align accountability without micromanaging.
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 [email protected] or Tweet @AgileThought using #AgileThoughtPodcast!
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This week, Dan Neumann, your host, dives deep into how Managers can support and help their Agile Teams. We often fall into common misconceptions, such as believing that self-managing Teams do not need Functional Managers or finding that the Manager’s role is not well defined, making it difficult to identify how he can assist an Agile Team. In this episode, Dan shares many valuable tips for Managers trying to find the best ways to help an Agile Team.
Key Takeaways
Tip No.1: Encourage Team Involvement.
Involve the team in the solution process and respect their expertise and opinions.
Involving team members in decision-making processes can lead to better
alignment, trust, and quality of solutions.
Tip No.2: Support Learning and Development.
Provide time and resources for training and other activities to support the Team’s learning and development needs.
Give Team members time for training and attending relevant events to increase motivation and performance.
Tip No.3: Foster a Flexible and Adaptive Mindset.
Encourage managers to adopt a flexible and adaptive mindset and be open to change and feedback.
Being adaptable and responsive to changes in the Agile environment has remarkable benefits.
Tip No.4: Measure and Improve Workflow.
Identify wasteful activities like handoffs and delays and streamline the flow of value to customers.
Measuring the total time to deliver customer value and designing an effective workflow can improve Team efficiency.
Tip No.5: Align Teams with Common Visions and Goals.
Form networks of teams centered on common customers and products and push decision-making out to the network's edges.
A Manager should align teams with a shared vision and goals rather than top-down control.
Tip No.6: Celebrate Successes and Learn from Challenges.
Celebrate the team's successes and identify root causes for defects or challenges to improve continuously.
Celebrating achievements and learning from challenges fosters a positive Team culture.
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 [email protected] or Tweet @AgileThought using #AgileThoughtPodcast!
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This week, Dan Neumann welcomes Mike Guiler to explore starting on the right foot and staying aligned during the delivery process. In this episode, Dan discusses the crucial activities that set the stage for a successful project inception. Whether starting a new project or re-initiating an existing one, these activities are essential for aligning your Team, stakeholders, and vision.
Key Takeaways
Understanding Project Inception:
Project inception is the initial phase of a project where we lay the groundwork for everything that follows. It’s about understanding the project’s goals, scope, and constraints.
This phase is critical because it helps ensure that everyone involved clearly understands what the project aims to achieve and how we plan to get there.
Key Activities in Project Inception:
Vision and Goals Workshop:
Gather key stakeholders to define the project’s vision and goals.
Discuss the desired outcomes and how they align with the organization’s strategic objectives.
Create a shared understanding of the project’s purpose and success criteria.
Stakeholder Identification and Analysis:
Identify all stakeholders on whom the project will impact.
Analyze their interests, expectations, and potential influence on the project.
Develop a stakeholder engagement plan to ensure effective communication and collaboration.
Scope Definition:
Clearly define the project’s scope, including what is in and out of scope.
Use techniques like user stories, use cases, and process flows to capture requirements.
Prioritize requirements based on business value and feasibility.
Risk Assessment:
Identify potential risks that could impact the project’s success.
Assess the likelihood and impact of each risk.
Develop mitigation strategies to address high-priority risks.
Team Formation and Roles:
Assemble the project Team and define roles and responsibilities.
Ensure that Team members have the necessary skills and expertise.
Foster a collaborative and supportive Team environment.
Initial Planning and Roadmap:
Develop a high-level project plan and roadmap.
Identify key milestones and deliverables.
Establish a timeline for the project’s major phases and activities.
Best Practices and Tips:
Engage Stakeholders Early and Often:
Regularly communicate with stakeholders to keep them informed and engaged.
Use feedback loops to ensure that their needs and concerns are addressed.
Be Flexible and Adaptable:
Be prepared to adjust the project plan as new information emerges.
Embrace change and use it as an opportunity to improve the project.
Focus on Value Delivery:
Prioritize activities and deliverables that provide the most value to the organization.
Continuously evaluate and adjust the project’s direction to maximize value.
Mentioned in this Episode:
Want to Learn More or Get in Touch?
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This week, Dan Neumann welcomes Nina Sossamon-Poghe to today’s conversation. Nina has an interesting background as a U.S. gymnast, a News Anchor, and a Corporate Leader with a unique perspective on resilience, mental health, and well-being.
In this episode, Dan and Nina discuss an innovative concept, Excellence Exhaustion, while they define and analyze its significance. Nina also shares the “Resilience Route Navigator,” a framework designed to help high achievers combat Excellence Exhaustion.
Key Takeaways
What is Excellence Exhaustion?
Excellent Exhaustion is different from burnout. Nina likes to define burnout as the mental exhaustion resulting from doing the same thing repeatedly.
Excellence exhaustion is the stress and anxiety experienced by high achievers who are driven to surpass their previous achievements.
Constantly advancing technology and perpetual connectivity are drivers of Excellence Exhaustion.
The Symptoms of Excellence Exhaustion are anxiety, mental fatigue, reduced motivation, and diminished productivity.
The Resilience Route Navigator:
The Resilience Route Navigator is a framework that helps high achievers combat Excellence Exhaustion through TIPS: Timeline, Isolate the Problem, People, and Story.
Timeline thinking: This step is needed to acquire perspective. Whatever is happening to you, put it in the timeline of your life; check on the life that came before this moment and all the blank space ahead for the years yet to come. This exercise is also a great way to gain appreciation for all you have done in your journey so far.
Isolate the Problem: Focus on your current situation and leave the past and the future out. At this stage, the present is the main event; this is the only area in which you can take action.
People: Who is in this struggle with you? You are not alone. Seek the assistance of others who can assist you in navigating the current situation.
Story: It is crucial that you choose the words you use to tell the story of what is going on in your life. Narrate the events in the most empowering and optimistic manner.
Mentioned in this Episode:
Want to Learn More or Get in Touch?
Visit the website and catch up with all the episodes on AgileThought.com!
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This week, your host, Dan Neumann, welcomes Mike Guiler to discuss a recent course on Kanban Essentials they experienced together. By the end of the classes, they encountered a common feeling in some participants: fear of failing. Often, acquiring new knowledge, embarking on a new journey, or using a new tool can trigger insecurities: What could happen if it is not right? Where do I begin?
In this episode, they encourage Agilists to face this first stage of hesitation, analyze the limitations, and consider the best scenarios for using a new tool or enforcing an innovative strategy through implementing Kanban.
Key Takeaways
Kanban Essentials:
Agilists might hesitate to incorporate Kanban into their projects for the first time. It is common to feel insecure and doubt whether it is implemented correctly and how effective it would be.
The whole Team has to take ownership of trying Kanban to solve an existing problem.
How to start using Kanban?
Start Kanban with matters you can control.
Make sure you identify the expected result from implementing Kanban and have a way to measure its effectiveness.
First, start using Kanban to solve a small problem. After solving it successfully, the Team will earn much more credibility and encouragement to use it to solve a more complicated issue.
You can start using your personal Kanban board and convince the entire Team to use it for the whole system.
The Problem of Local Optimization:
Sometimes, a Team optimizes its work, but this does not translate to the entire organization, resulting in one Team working more effectively when the rest isn’t on the same page.
There is a need to start small and locally but have the bigger system in mind.
Make your work visible.
It is crucial to agree on the definition of used terminology (for example, what does a Team define as “done”?).
A Team must stop and think about how they are doing what they are doing, and ways to improve it.
Mentioned in this Episode:
Kanban Essentials
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 [email protected] or Tweet @AgileThought using #AgileThoughtPodcast!
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This week, your host, Dan Neumann, is joined by Norm Kerth, author of Project Retrospectives: A Handbook for Team Reviews. Norm Kerth wrote this book before Sprint Retrospectives were invented! In this episode, Norm and Dan explore the subject of Project Retrospectives. They discuss the learning opportunity within every major project event, especially in instances where things did not turn out favorably. Norm explains when and when not to have a Retrospective and how to prove its value to organizations reluctant to grant the necessary time to invest in them.
Key Takeaways
An unconventional career:
Norm realized that the best way to move up inside a corporation was not to be in line or follow other people’s paths but to find the void that other people were leaving in the company and fill it. This is an amazing way to contribute.
Norm wrote the book Project Retrospectives even before retrospectives and sprints were created.
Project Retrospective:
Learning from past experiences is quite valuable, which is why Retrospectives are so beneficial for a Team.
The first step is to assume that every member of the Team is doing the best they can according to their capacities and knowledge. If this is not the foundation, people will fear being blamed for mistakes or errors instead of focusing on the learning opportunity.
Once the Team has learned from past experiences, they can decide how they will operate differently in future circumstances.
Retelling the story is very crucial.
The necessary four questions: What went well? What did I learn? What do I want to do differently the next time? What still puzzles me?
Retrospectives need time, but organizations do not always agree.
When you reach the end of a project and are late starting the new one, don’t rush! Remember that if there is no reflection on the last project, the following will repeat its mistakes.
The best way to improve organizational processes is to involve the people doing the work.
Consultants must ask four questions: How did you get to where you are? How do you feel about where you are at the moment? Where do you want to go? What do you want to do differently? The Retrospective is the way to find the answers to these questions.
When is a Retrospective not needed?
There is no point in having a retrospective in dysfunctional organizations. It doesn’t matter how a Team changes its ways if the organization has major conflicts that are not addressed.
The manager needs to be involved in Retrospectives; if there is no collaboration from leadership, why waste the time?
Don’t do the Retrospective only because it is trendy to do it.
How can Retrospective’s value be demonstrated?
First, retell the story of the project, going through the most significant events. Search for the wisdom while answering the four questions.
Break the Team into naturally affinity groups (they will probably group together according to the area of work). These subgroups are encouraged to propose what they want to do differently. These suggestions have to be achievable and measurable so their value can be tested in the following Retrospective.
Mentioned in this Episode:
Project Retrospectives: A Handbook for Team Reviews, by Norm Kerth
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 [email protected] or Tweet @AgileThought using #AgileThoughtPodcast!
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This week, your host, Dan Neumann, is joined by an external guest: Kristen Belcher, a Software Developer turned Agile Coach. In this episode, they discuss liberating structures, simple and subtle tools that can help everyone attending a group event contribute and be included. They dive deep into some of the Liberating Structures, such as 1-2-4-All, Drawing Together, Purpose-to-Practice, and TRIZ. Listen to this thoughtful conversation and get ready to apply some of these practices to the next event you facilitate.
Key Takeaways
Many structures we use with groups, like presentations, status reports, and even tight discussions, tend to fail because they don’t have space for all the participants’ voices or allow members to think “outside the box.” Sometimes, there is even no structure at all. Liberating structures are the tools that liberate everyone in the conversation to contribute and be included.
We all have different participation styles: thinkers, talkers, and quiet ones. We all communicate in unique manners, and our input is equally valuable.
There are 33 liberating structures.
One Liberating Structure is 1-2-4-All. You can apply it starting with 1: People have time to think on their own. Then 2: They pair up and discuss with another person. Then 4: The pairs will pair, generating themes and sharing what they learn. Finally, All: Where everybody can share their ideas. Even though everyone won’t be allowed to speak to the large group, they had the chance to contribute in the previous instances.
Another Liberating Structure is called Drawing Together. Everyone needs to draw a picture using the same shapes (no artistic ability is required). Every shape has a significance: Circles stand for wholeness, rectangles represent support, triangles represent goals, spirals represent changes, and the stick or star persons represent relationships. The group interprets a picture, and these views are the kickstart for a discussion.
Purpose-to-Practice is a tool for identifying our main purpose and rooting the members together. It helps realize who must be included to achieve a shared purpose.
TRIZ is the liberating structure created to assess the absolute worst scenario that can happen.
When choosing a liberating structure, you must match it with the problem you are trying to solve in a group.
First, you need to frame the problem to find the right tool to approach it.
It's a good idea to have a Plan A and a Plan B for facilitation.
How can you start applying Liberating Structures?
When approaching liberating structures, you will first learn what they are for, then how to approach the space, how people participate, groups, and the sequence of steps to be followed. The material also provides time allocations. You will receive minimum specifications of how the liberating structures are set up.
There is no specific script about how you should facilitate.
Be comfortable doing something uncomfortable and new.
Mentioned in this Episode:
LiberatingStructures.com
Download the Liberating Structures App
The Art of Gathering, by Priya Parker
The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth, by Amy C. Edmondson
Right Kind of Wrong: The Science of Failing Well. by Amy C. Edmondson
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 [email protected] or Tweet @AgileThought using #AgileThoughtPodcast!
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This week, your hosts, Dan Neumann and Justin Thatil, share seven tips for Agile Facilitation. Collaboration is necessary when solving a problem, and Agile Coaches and Masters work to enable a Team to cooperate. Every event is unique, which is why Facilitation could be considered a form of art.
Key Takeaways
Contextual Awareness:
Teams and events are filled with unique variables that the facilitator cannot always anticipate; as a result, reading the overall atmosphere of a room and the individuals’ body language is a fundamental skill for Facilitators.
Every Facilitator has to remember that they are facilitating for a specific audience. Who is this meeting for? What is the value for these participants?
Use Time boxes.
A Facilitator must master the flow of the meeting to achieve the goal in a timely manner.
A Facilitator should design the session with the intended activities, promote collaboration from collaborators, and be flexible enough to adapt to changes.
Mastering the act of active listening:
Listening is achieved when being fully present.
Seek to understand.
Facilitators must be able to paraphrase what they just listened to to ensure they understand what the collaborator is saying.
Are collaborators listening to each other? A Facilitator must also promote active listening among participants.
A Facilitator must foster an open and inclusive communication environment.
A Facilitator must become a master observer of the room. Who is participating? Who is silent?
Design a power start!
Set the purpose and the intended outcome for the meeting. This will improve participant engagement.
Specify how participants can engage.
Visual Facilitation tools are incredibly beneficial for a better Facilitation.
A Facilitator must handle conflict with grace.
Conflict is inevitable, especially in a collaborative environment.
Participants should be encouraged to learn from each other. Conflicting perspectives must both be validated.
A Facilitator must be clear about which behaviors are acceptable. Safe boundaries are essential to hosting a psychologically safe environment.
Facilitators must continuously improve their skills.
Facilitators must apply learnings in a setting first to realize how they can be improved.
Pairing with other Facilitators can be a great way to keep learning continuously.
Mentioned in this Episode:
Empowered: Ordinary People, Extraordinary Products (Silicon Valley Product Group), by Marty Cagan and Chris Jones
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 [email protected] or Tweet @AgileThought using #AgileThoughtPodcast!
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This week, your host, Justin Thatil, welcomes Ned Pope, Director of Product Practice at Agile Thought. In this episode, Ned and Justin explore the most common challenges encountered while engaging with an enterprise client. Ned shares valuable insights regarding creating a new product effectively and timely, emphasizing the crucial value of openness and collaboration within a Team. Ned highlights the importance of focusing on the problem, the elements of the solution, and how they can be broken down to prioritize the most unique and highest value for clients and customers.
Key Takeaways
Enterprise clients are dealing with a massive sector of the marketplace.
There is a wide range of variance in what the clients are trying to accomplish, so it is important to ground them in their thinking around problem-solving. If you can remove even a minor inconvenience from someone's day, you add value to their life.
There must be a list of priorities from executive and senior leadership within the enterprise clients, along with the dates they will be needed. This road map is not based on capacity or capability to deliver a solution around a specific item to be delivered at a particular time.
Don’t get frustrated when trying to create a digital product. There is a reason this solution doesn’t exist yet, or in the form you are trying to build it.
Make sure everyone is aligned and on the same page.
Understand and respect the current processes within an Organization.
The organization has already figured out how to solve the problem in the current fashion, and you do not want to disrupt that but to provide something that makes that process more manageable, enhances that solution, and makes it more effective and scalable.
There are tangible elements that form a culture.
Empower teams to think creatively about a solution.
Openness, resourcefulness, and collaboration are critical elements of an Agile Team.
Move UX design and UI library components as visual references at the beginning of the process to save time and ultimately allow for a better product.
We often get to the details and the complexity of the work and then begin to get consumed with all the nuance and intricacy of the daily work, which can lead to overseeing the most basic aspects.
Remember, you are building a visual tool!
The vast majority of technology has some form of interface, which generates success and speed with quality and accuracy.
Provide visual references to align the Team with what you are trying to accomplish and execute. It is recommended that you bring in a highly skilled UX Designer to the heart of the Product Discovery. Don’t wait until the process is in development; the UX designer needs to join the process from the beginning.
Use a UI library.
Mentioned in this Episode:
Scaled Agile
Scrum.org
National Academy of Inventors
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 [email protected] or Tweet @AgileThought using #AgileThoughtPodcast!
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This week, your host, Justin Thatil, is joined by Mike Guiler to explore complementary practices in Scrum. The Scrum Guide intentionally left many open questions for users to adapt and practice flexibility.
In this episode, Justin and Mike outline several practices, such as identifying the product vision, adapting the Kanban Board, and providing visual information regarding the production process. They also discuss the benefits of using Kanban’s lead and cycle time metrics and close this conversation by diving deep into the importance of identifying a shared definition of ready.
Key Takeaways
Product Vision:
Scrum is always about outcomes.
How do we find the right outcome to deliver to our customers?
First, we need to be clear about the product vision and what the organization considers a priority.
Second, the Team comes up with a plan to achieve that vision, which unlocks an organization's power.
Adapt a Kanban board.
The Kanban board helps to visualize the process at a particular sprint timebox.
Many benefits result from visualizing the steps in the Kanban Board.
Scrum with Kanban:
Stop starting and start finishing! Look at what you are doing and implement better Teamwork.
Kanban’s lead time and cycle time metrics give an indication of the system's progress and whether it is getting better. The cycle time measures the time it takes an idea since it enters a print backlog until it is delivered to the customer, while the lead time gives more of a system view.
Find your definition of “ready.”
What has to happen to make a product backlog ready?
Get to a shared understanding of what is considered ready within a Team.
Reduce the ambiguity about what should and shouldn’t be in the product backlog, resulting in a better sprint plan.
Mentioned in this Episode:
Listen to Episodes 277 and 279 of The Agile Coaches Corner.
Scrum with Kanban
Sprint: How to Solve Big Problems and Set New Ideas in Just Five Days, by Jake Knapp
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 [email protected] or Tweet @AgileThought using #AgileThoughtPodcast!
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This week, Dan Neumann and Justin Thatil are joined by the first-time guest, Jeannine Gonyon, a Performance Engineering Practice Lead at Agile Thought. This episode explores the differences between performance testing and performance engineering, emphasizing the crucial role of Performance Engineering in mitigating unnecessary risks and protecting the Organization’s reputation.
Key Takeaways
Performance Testing and Performance Engineering test:
Performance testing is the process that follows manual testing. After ensuring the application is working, testing for “non-functional” takes place, which is called performance testing.
Performance engineering tests go to an extra step of analysis to find out exactly where any kind of optimizations are needed.
Some Organizations are hesitant to invest in Performance Engineering.
Some organizations consider Performance Engineering to be a “luxury.”
Would you take a risk with your reputation? You will if you don’t perform performance testing on your product. Knowing the facts before production is priceless!
The earlier you do Performance Testing, the more you have the maneuverability to make any changes.
The costs of Performance testing:
Performance testing does not happen in a shared environment, which adds a cost.
There are ways of reducing the costs. You can spin the environment when you need it.
The cost is manageable if you do it earlier.
If you do performance testing, the earliest is the best way to mitigate risk (better than spending much money later).
What is the relationship between Performance Testers and the rest of the Team involved in developing a product?
Performance testers are technically aligned with manual testers because they need to know when the product is ready for testing.
Performance testers work closely with the development Team, must be involved with the product owners, and be present at every step of the workflow.
Performance testers need to know as much about the application as those using it.
Performance Testing and AI:
Currently, the engineering part can benefit from using AI tools for analysis in a more casual manner.
A quick growth of AI tools applied to Performance tests is expected.
Testing in Production versus Performance Testing:
Performance Testing prevents the risk of a bad user experience.
There is a place for performance testing before the product goes to production.
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 [email protected] or Tweet @AgileThought using #AgileThoughtPodcast!
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This week, your host, Dan Neumann, is accompanied by Gill Broza. Gil is known for simplifying the complex and making the implicit explicit so people can make better choices. He is a writer and never prescribes a single right way.
In this episode, Dan and Gil explore how to help teams grow and produce improved outcomes while diving deep into a discussion regarding Gil’s latest book, Deliver Better Results.
Key Takeaways
Agile introduced the concept that multiple ways exist to create, ideate, and deliver products.
The variety of Agile methods can be paralyzing
Gil proposes five levels of adoption to find the best “fit for purpose”
The primary purpose is to help the company succeed while doing it timely and showing adaptability.
Six aspects of fitness for purpose in the delivery process are throughput, outcomes, timeliness, adaptation, consistency, and cost efficiency.
The value lies in how well we serve the company and the effect of the work.
The people matter the most; they are the ones transiting the process.
The strategies proposed by Gil work because people start to behave differently.
Ways of working result from combining the tactics we use (process, practices, roles, artifacts, tools) and the mindset we employ while executing the tactics. The mindset is defined by choice-making, which has three components: purpose, beliefs, and principles.
Sometimes, you need to change tactics and mindset simultaneously. It requires hard work but could be the only way to work.
Decisions made in one place of the system can have ramifications everywhere else.
Gil prefers to use the term “way of working” instead of “process” since it is a bigger construct and includes the choice-making component. The words we use matter; they communicate the way that we work and how we approach tasks.
Mentioned in this Episode:
Deliver Better Result: How to Unlock Your Organization’s Potential., by Gil Broza
Chapter 1 of Deliver Better Results
Thinking in Systems, by Donella Meadows
The Drunkard’s Walk: How Randomness Rules Our Lives by Leonard Mlodinow
Random Acts of Medicine: The Hidden Forces That Sway Doctors, Impact Patients, and Shape Our Health, by Anupam Jena and Christopher Worsham
Thinking in Bets: Making Smarter Decisions When You Don't Have All the Facts, by Annie Duke
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 [email protected] or Tweet @AgileThought using #AgileThoughtPodcast!
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This week, Dan Neumann and Justin Thatil are joined by Mike Guiler to continue the discussion on Norman Kerth’s book Project Retrospectives. In this episode, they explore the last three chapters, which are filled with exercises to apply at Retrospectives, specifically when sensitive topics are to be addressed.
Key Takeaways
Some Retrospective activities are designed to address emotionally charged topics.
Failure must be accepted and embraced in postmortem retrospectives; otherwise, no one would be open to discussing it.
As a facilitator, try to find the highest leader available in your organization that is willing to share with participants an instance in which they themselves faced failure and what he or she learned from it. This establishes that it is okay to talk about failure.
Becoming a Facilitator:
You have to “walk the walk”; facilitators are made by practice.
Ask for help when you need it! Don’t be afraid to ask for assistance when your capabilities are limited.
As a facilitator, you can also contact someone outside your organization for support.
A useful resource is getting feedback from a second facilitator about the Retrospective. Don’t be defensive; feedback is always an opportunity to grow.
Allow space for intense emotions during Retrospectives. Fostering the expression of emotions is healthy and cathartic for the organization, but sometimes, it can be challenging for the facilitator to deal with them during the event. Listen actively, assign a meaning to those feelings, and try to identify the feeling arousing about that feeling. Identify which feelings can be discussed at the Retrospective and which others should be addressed one-on-one.
Tools for Facilitators:
Ask for help.
When something isn’t working, try something different. Be humble enough to know when to pivot.
Avoid triangulation. Encourage people to talk to the person, not about the person.
Congruent vs. incongruent messaging: When delivering a message that describes a problem, first address how the problem is impacting you (the self), then the context, and finally, the intention and how this caused the problem. A similar approach is the Situation-Behavior-Impact framework.
What to do after Retrospectives?
Collect the readout: Make a summary of what was done in the Retrospective.
Collecting a library of Retrospectives can help estimate projects. Retrospectives contain a significant amount of useful data for the organization.
After recapitulating the event, think about what can be improved.
The information coming from Retrospectives is a great way for a better forecast.
Mentioned in this Episode:
Project Retrospectives: A Handbook for Team Reviews, by Norman L. Kerth
Intuitive Prediction: Bias and Corrective Procedures, Daniel Kahneman
Listen to Project Retrospectives: Book Exploration (Part 1) and (Part 2)
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 [email protected] or Tweet @AgileThought using #AgileThoughtPodcast!
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This week, Dan Neumann and Justin Thatil are joined by Mike Guiler to continue their discussion of Norman Kerth’s book Project Retrospectives. In this episode, they dive deep into chapters 6, 7, and 8, analyzing some of the exercises and techniques described in the book and the immense value of learning to plan retrospectives for them to be fruitful. They close this conversation by addressing “postmortem” retrospectives and the importance of unpacking a failed project.
Key Takeaways
Chapter 6: Exercises and Techniques:
There are many ways to facilitate retrospectives and this chapter describes several intentional exercises meant to shake things up.
Norm addresses three essential parts of a retrospective: the readying, the past, and the future. The readying is meant to allow team members to prepare and bring forward relevant topics.
Teams often want to save time in retrospectives by skipping them or shortening their length. They do that because they find them ineffective and do not see the value in investing time and energy.
A Scrum Master must invest in making retrospectives into a much more impactful event for the team.
About facilitating better retrospectives:
Retrospectives need to take a longer time (three hours).
There needs to be “emotional freedom” in the group’s atmosphere to facilitate and enable members to participate; it’s crucial to be aware of different personalities and how they engage with others.
The topic’s sensitivity during the retrospective needs to be considered.
The postmortem retrospectives: When a project fails:
Be conscientious about not injecting your perspective; sometimes, it can do more harm.
An idea must be presented along with its benefits, strategy, and plan, including the costs and reasons why it is helpful to implement it.
Mentioned in this Episode:
Project Retrospectives: A Handbook for Team Reviews, by Norman L. Kerth
Agile Retrospectives: Making Good Teams Great, by Esther Derby and Diane Larsen
Want to Learn More or Get in Touch?
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This week, Dan Neumann and Justin Thatil are joined by Mike Guiler to share their continuous learning journey. They have been exploring the book Project Retrospectives written by Norman Kerth, and today, you will listen to them discussing chapters 3 to 5, where they dive deep into the role of Retrospective facilitators. They compare Norm’s guidance against their own experience and reflect how practices presented are still be relevant today as retrospectives are more widely practiced in the industry.
Key Takeaways
Retrospectives: Internal or external facilitators?
You can be present without necessarily having to share your opinions and thoughts.
An external facilitator for a Retrospective is not part of the Team but can be a well-informed outsider.
In the Scrum framework, very often it is the Scrum Master who facilitates the Retrospectives, but it does not have to be this way.
There is a conflict between a full contributor on the retrospectives and a facilitator, which is why an external facilitator can be significantly valuable.
Should Managers be in a Project Retrospective?
Managers must be allowed to be present at Retrospectives, but their involvement needs to be regulated.
Engineering retrospectives take time and effort.
Sometimes, the same feedback is received during several meetings, which is why it is important to plan retrospectives carefully considering Team Styles, the way the questions are brought forward, and any characteristics that can come up after thoughtfully observing the Team’s dynamics.
Identifying the most important topic for the Retrospective must be brought forward by the Team. The best achievement is when the Team expresses its needs as a result of the effective work of a facilitator (as opposed to someone dictating what the Team’s interest or need is).
Mentioned in this Episode:
Project Retrospectives: A Handbook for Team Reviews, by Norman L. Kerth
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 [email protected] or Tweet @AgileThought using #AgileThoughtPodcast!
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This week, Justin Thatil, your host, welcomes Mike Guiler and Anitra Pavka. Today, they address the product discovery phase and some of the challenges the engineering Team usually faces while identifying what they will build and which special skills will be required to perform the task effectively. Also in this episode, they explore interviewing techniques and usability testing.
Key Takeaways
Interviewing users is universally helpful.
Interviewing users is so important that it should be done every week.
We need to be informed, and the only way to do this is by talking to the users.
Before the interview begins, you need to make sure you know what you want to obtain from the conversation. A discussion guide might help to lead an interview and make it more consistent.
Focus on allowing people to keep on talking.
Engage in the conversation with active listening skills
Open-ended questions are ideal for promoting a deep conversation.
Fall in love with solving the problem and avoid fixating on a particular solution.
Put an effort into understanding the underlying motivations to solve a particular problem.
The organizational culture needs to promote the Discovery and Delivery Teams to talk to the customer and get feedback.
Encourage small experiments that try to address a problem from a different perspective and use a different tool to solve it. If the experiment is successful, the new approach could be applied to other matters.
Usability testing:
Was the product easy to learn? Was the user able to get through the product efficiently? Were there errors along the way?
Search to find out answers to questions about value.
You can use moderated and unmoderated usability tests to get the feedback the Team seeks.
Share the findings across the Team. They can influence how they approach the following prototype and evolve the solution.
Mentioned in this Episode:
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 [email protected] or on X (Formerly Twitter) @AgileThought using #AgileThoughtPodcast!
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This week, Dan Neumann and Justin Thatil are joined by Mike Guiler to discuss the journey of a Project Manager shifting to fill the Scrum Master accountability. This episode mainly focuses on those Scrum Masters who are newer to this accountability and have a Project Management background. In this episode, they explore what happens when a Project Manager is assigned Scrum Master’s accountabilities which can develop differently depending on the person’s expertise and ability to learn and embrace Agile principles.
Listen to this episode to learn about the main aspects of a successful transformation.
Key Takeaways
It is common for the Project Manager (PM) to assume the role of the Scrum Master.
Scrum Masters who come from Product Management can incorporate their expertise in the process of shifting to Agility.
Product Managers often know a lot about the business domain.
PMs often have good relationships with the Team, which are crucial to initiating a transformation towards Agile.
You can’t easily hire for the business domain knowledge or the relationships.
It is often easier to have current staff learn a new way of delivering value.
A plan must be set in order to manage expectations between the development Team and stakeholders.
Many non-Agile do not know who the stakeholders are
Effective Scrum Masters will connect the team to the Stakeholders
The Scrum Master must ensure that the entire Scrum Team is engaged with its stakeholders, showing the development of software and articulating the plan.
The Scrum Master does not need to take ownership of the relationship with its stakeholders but should empower the Team
How do we create more and better channels of communication with stakeholders?
Project Managers often see success as being on time and on budget.
As a Scrum Master, being on time and on budget is not enough; the most important thing is delivering the business outcome.
Status reporting is another area where PMs must work in transitioning to Scrum Masters.
When an Agile Team operates well, progress should be transparent.
Even status reports could become less valuable if the entire Team works together and is aligned, working with Sprint Reviews and information radiators.
Mentioned in this Episode:
Inspired: How to Create Tech Products Customers Love (Silicon Valley Product Group), by Marty Cagan
Project Retrospectives: A Handbook for Team Reviews, by Norman L. Kerth
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 [email protected] or Tweet @AgileThought using #AgileThoughtPodcast!
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This week, Dan Neumann and Justin Thatil are joined by their colleague, Mike Guiler. In this episode, they explore how a Product Manager shifts from just management to leadership and how this transformation influences the role. Dan, Justin, and Mike discuss tools and strategies, including OKRs, Story Mapping, and Hackathons, among others.
Key Takeaways
Product management must study the market and users, becoming customer-centric and ensuring it is still viable for the business at the same time.
It takes more than one individual to effectively perform the discovery function. It's a Team effort (Product Designer, Product Owner, and a Technical member).
Discovery and design sessions are opportunities for Teams to unlock the art of the possible.
The Team has to learn from rapid feedback while ensuring steps are taken to not hurt organizational reputation.
A Product Manager must first understand how to help the Team approach a particular problem. A great way is to identify OKRs (Objectives and Key Results) and focus on the target market the Team is going after. Once the Team is aligned, the job can be done.
A Product Manager sets an objective for the Team and allows them to work autonomously toward reaching it.
Story Mapping: A Product Manager’s ally on the journey to product discovery.
Story Mapping is an easy way to frame what the Team is trying to achieve and the tool that might be the most efficient for that purpose.
Story Mapping can also help identify the target persona for which the Team is building a particular feature.
There is tremendous value in having the Team involved in Story Mapping and, as a result, immersed in and knowledgeable about the problem at hand.
Hackathons are a great way to keep a Team motivated.
Allow the engineers to explore; you will keep them engaged and motivated.
Mentioned in this Episode:
Fall in Love with the Problem, Not the Solution: A Handbook for Entrepreneurs, by Uri Levine
Inspired: How to Create Tech Products Customers Love (Silicon Valley Product Group), by Marty Cagan
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 [email protected] or Tweet @AgileThought using #AgileThoughtPodcast!
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This week, Dan Neumann and Justin Thatil are joined by Mike Guiler to continue the conversation that started in the last episode, where it was discussed how organizations can support their Managers. This time, they explore how Managers can help their Teams to shift to a more Agile approach.
In today’s episode, Mike, Justin, and Dan dive deep into the reasons managers must be prepared to accompany their people in changing to Agile, sharing information, and asking the right questions to ensure the Team’s involvement.
Key Takeaways
When an Organization is shifting it is crucial to know what was the Perceived Value Proposition made by the Manager.
A Manager as a Leader wants his Team to be informed and involved in the upcoming changes.
A Manager must trust and value his Team’s opinions.
A Manager must be willing to share information as well as show curiosity about his Team’s points of view about the Organization and its objectives.
A Manager needs to support and empower Teams.
In the Agile Method, words matter. There is significance in the different frameworks and mindset that come with Agile.
A Manager needs to invest in creating amazing relationships with both the business and the technology sides of the organization.
A Manager fosters communication and connectivity among all levels of the organization.
Clarifying the roles, responsibilities, and what it means to be successful is a crucial part of a Manager’s obligations.
“Leadership is communicating people their worth and potential so clearly that they are inspired to see it in themselves.” — Captain David Marquet
A leader helps their Team to upscale, so they are not stuck with the tools they already have to rapidly create value, which needs new tools, mindset, and engineering approaches.
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 [email protected] or Tweet @AgileThought using #AgileThoughtPodcast!
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This week, Dan Neumann and Justin Thatil are joined by Mike Guiler to explore how organizations can better support their managers. In this episode, they discuss two adoption patterns, the grassroots and the top-down approach, and the distinction between being a Manager and a Leader.
Key Takeaways
The grassroots adoption pattern and the top-down approach in an Agile Organization:
Grassroots starts at a Team level.
The top-down approach begins with the boss.
If an Agile Team is self-managing: What does a Manager do?
A Manager must decide whether he wants to be just a Manager or a Leader because these are different roles. Leaders set clear objectives; they are not so focused on the daily chores but on the higher business-valued conversations. A Leader cares about how to build the environment.
A Manager needs to work his way to becoming a Leader and less about assigning tasks to Team members. A leader’s work should come from a mentorship place, sharing his knowledge and experience for the Team to explore (instead of being told what to do).
An Organization can support a Manager embracing Leadership and becoming a servant leader.
A Leader evaluates options and consults them with the Team; a leader does not impose practices. Communication is more valuable than processes and tools.
The organization must have a plan in mind but check first how the Team responds.
A Leader’s job is to establish the vision, shifting away from the “how.”
While the Team is busy executing the hypothesis, the Leader is thinking about the next step.
The Alignment of OKRs is vital for an Organization.
Ensuring that OKRs match the plans for the product and what the business wants to achieve is fundamental for companies. This way, everyone knows what’s most important.
How role descriptions are set up (performance reviews, salary adjustments) can influence the leader’s job.
Mentioned in this Episode:
Who Moved My Cheese?, by Spencer Johnson
What Got You Here Won’t Get You There, by Marshall Goldsmith and Mark Reiter
Team of Teams, by General Stanley McChrystal
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 [email protected] or Tweet @AgileThought using #AgileThoughtPodcast!
- Näytä enemmän
