Search by property

This page provides a simple browsing interface for finding entities described by a property and a named value. Other available search interfaces include the page property search, and the ask query builder.

List of results

• Ka-ching a day makes product owner hurray  + (Every day, focus on getting something ready to use for someone else. Set a work in progress limit to increase the number of daily ka-ching moments.)
• Stable team  + (Evolve stable, resilient, co-located, and multi-disciplinary development teams and let no one touch it.)
• Disagree and commit  + (Express your disagreement while committing to support the implementation of the selected option.)
• Retrospective prime directive  + (Facilitate a retrospective, opening with the prime directive that everyone did the best job they could.)
• U-curve  + (Find the sweet spot for best batch sizes by balancing the holding cost with the economy of scale.)
• Daily clean code  + (Fix all bugs in less than a day. Aim to have a completely clean base of code at the end of every day.)
• First things first  + (Focus maximum effort to get the top priority ready to release and celebrate yet another ka-ching moment.)
• Tipping point leadership  + (Focus on three factors of disproportionate influence in motivating employees—kingpins, fishbowl management, and atomization.)
• Tribal learning  + (Form a triad of tribal leadership based on aligned values where each person is responsible for the quality of the relationship between the other two.)
• Spectrum of views  + (Form subgroups that listen to each other’s conversations to discover differences that can be integrated.)
• Six plus or minus one  + (Foster teams of six plus or minus one so they excel in communication saturation and collective team knowledge.)
• Pen storm  + (Generate a number of ideas and leave some white space in between for the others to embellish and augment.)
• 3 × 3 rule  + (Get any three levels and any three functions into the same conversation on any issue of mutual concern.)
• Whole elephant  + (Get out all the issues, find out what matters most, and only then explore any solutions and directions to resolve one or more issues.)
• Time to express yourself  + (Give people time to come to grips with their feelings before focusing on action.)
• Agile architect  + (Grow a system, don't build it.)
• Agile team dōjō  + (Guide and coach the team through an intense weekly training program.)
• Lazy finish  + (Hand-off the request to another party where it can later be retrieved and completed.)
• Daily standup  + (Have a short inspect-adapt meeting, that lasts at most 15 minutes, every day.)
• Focus on focus off  + (Have everyone compare words like inquiry/advocacy, dialogue/debate, conversation/argument, their meaning, and how they impact behavior.)
• Back brief  + (Have others brief what they think has just been said back to the sender so you can check if the intent is well understood; clarify when needed.)
• One service deserves another  + (Have the product owner crew decide which build squad will pull this item into their sprint backlog.)
• Allies experience differences  + (Identify differences, make them heard, involve everyone, create subgroups exploring and integrating the differences.)
• Scrumming the scrum  + (Identify the single most important accelerator at the Sprint Retrospective and remove it before the end of the next sprint.)
• Weak signals, big action  + (Improve your situational awareness and take big action when weak signals elude danger.)

• Whole system in the room  + (In each meeting, include all the relevant people who “ARE IN” .)

• Match people to the task  + (Include all key actors in the dialogue.)
• Are in  + (Include the right mix of authority, resources, expertise, information and those affected.)
• Knowledge injection  + (Inject the required knowledge by hiring an external expert or coach that teaches the team to fish (rather than feeding it a fish).)
• We don’t make mistakes, we learn  + (Insititutionalize failures.)
• Kanban  + (Institutionalize reflection and retrospection at all levels and across all disciplines.)
• Interview & draw  + (Interview the other for five muntes while sketching what you hear, using little or no words.)
• Cumulative flow diagram  + (Know how to collect and interpret good data from your ‘operating system’.)
• Intent at least two levels up  + (Know the intent at least two levels up and decide in favor of that general direction. Subordinate everything else.)
• Liberating constraints  + (Less is more. TImebox the unknown. One guiding goal at a time.)
• Daily scrum of scrums  + (Let one or more team members from each team have a short, daily meeting.)
• Just say no  + (Listen to the other's request and provide an understanding “No”, along with its motivation. Find a solution and track progress.)
• Product portfolio  + (Maintain a product portfolio.)
• Set of reference stories  + (Maintain a set of baselined reference stories used by all squads as a benchmark for estimation.)
• Blocker waiting room  + (Make blocked items stand out and move them to a special subcell in the current column, release them as soon as possible and continue working on them before pulling in new work into this column.)
• Ready to build  + (Make sure any item is fully ready to implement before you start working on it.)
• Ruthlessly lovingly  + (Make sure concrete and co-evolve clear values, principles and fair conventions and guidelines and uphold them ruthlessly.)
• Snapshot delivery  + (Make sure that everything that comes out of the build cycle is ready to release so that you effortlessly can deploy it.)
• Meeting length proportional to agenda  + (Match the gathering’s length to its agenda and goal.)
• Clarifying go-around  + (Nearly always start with a go-around, giving everyone a chance to suggest a next step.)
• Story telling  + (Obey the 10 commandments of story telling.)
• Only move forward  + (Only promote items—never back them up to a previous state—and mark the item blocked until all earlier work completes.)
• Weighted shortest job first  + (Order the items based on weighted shortest job first.)
• Foreign glimpses  + (Organize a few short and effective visits to other scrum teams, preferably outside your own company.)
• Pair working  + (Pair up in a master apprentice way. Or just pair.)
• Decision spectrum  + (Pick the fastest decision process on the on the scale from “fast” to “well-anchored”.)