Jean Tabaka
9/6/2011
Rally: Tim Miller, Ryan Martins
pm.stackexchange.com
Most orgs have suicidal tendencies
It’s about caring for your world
David Snowden sense making – failure stories are most powerful
Agile helps me be a better me/artist – create your own reality
- Checkbook commitment
- Unengaged – just do it
- Culture that doesn’t support change
- “Follow the plan”
- Need to change the metrics
- Best practices… good practices… emergent practices
- Standard of work enforced
i. Governance = conformance
ii. Standard of work is static
iii. Cross-org uniform
iv. Detailed documentation security blanket
v. PMO as enforcers
- Ineffective use of retrospectives
- “This sucks” threshold – if nothing’s gonna change, why bother?
- Should ask:
i. What are we doing well?
ii. What’s not serving us as a team?
iii. What would we change to improve?
- No retrospective
- There is absolutely nothing wrong
- No action
- Stable environment?
- TANSTAAFL – There ain’t no such thing as a free lunch
- Will work for infrastructure
- Lack of full planning participation
- Waiting for decisions = waste
- Conversation
- Unavailable product owner
- Too many product owners
- Too busy for all the communicating
- Product owner = hardest role. What does product owner get out of it?
- Commitment with team
- Bad scrum masters
- Command and control
i. Telling people what to do = Low morale and lower IQs
ii. Cognitive abilities approve the more decisions we make
- Servant Leader
i. Serve and facilitate
ii. Remove impediments
- Not having an onsite evangelist
- Team lacking
- Red tape decisions
- Not forming, storming, norming, performing
- Testing not pulled forward
- Pushed to deliver
- Increased defects
- Failure-demand work vs value-demand work
- Piled up trash
- Stop the line
- Traditional performance appraisals
- Manager’s yearly evaluation
- Individual heroics rewarded – holds back agile success
- Frequent team evaluation
- Reverting to form
- Change is hard
