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We just successfully installed the boom buffer. Everyone, including the product owner is very happy, for now the development team can work focused and is not disturbed by external interrupts anymore.

Pearls for Meetings that Matter

Meetings that Matter	Goal:	Therefore:
3 × 3 rule	gain a better resolution much faster while optimizing the whole	Get any three levels and any three functions into the same conversation on any issue of mutual concern.
Allies experience differences	set up conditions under which every person can be independent of group pressure	Identify differences, make them heard, involve everyone, create subgroups exploring and integrating the differences.
Are in	co-create and integral solution or decision with everyone who holds a stake in the initative	Include the right mix of authority, resources, expertise, information and those affected.
Clarifying go-around	find out what to do next	Nearly always start with a go-around, giving everyone a chance to suggest a next step.
Common ground	increase cooperation and fast action on matters of shared concern
Dependable authority	be consistent, congruent, and coherent despite a salvo of projections onto you and onto others
Differentiate to integrate	ease the process of discovering common ground and decision-making	Be ‘differish’ to integrate.
Four rooms of change	know where you are and what to do next
Generative images	allure people to create openings for new, productive conversations about issues they care about	Attract people with an, often ambiguous and paradoxical, slogan that evokes an attractive, generative image to new, productive conversations, allowing many facets so people can leap into it into it in ways no one ever thought about before.
Images of potential	innovatively, creatively and energetically improve the whole system	Ask questions like “What is the possibility here? So what? Who cares? Who is exited about the possibilities?”
Integrating statement leaps forward	move on after a near complete spectrum of views is on the table
Just say no	make your ‘yes’ mean something	Listen to the other's request and provide an understanding “No”, along with its motivation. Find a solution and track progress.
Match people to the task	fit the capability of the group to the size of the issue	Include all key actors in the dialogue.
Mirror, mirror on the wall	find out how you see yourself in others and adopt a couple of group practices to pair	Read out loud the three qualities of someone you find totally attractive and someone you find totally irritating.
People take responsibility	encourage participants to own their own meetings, outcomes, and future
Projection alert	become aware of your own likes and dislikes and turn them into nutricients for personal growth
Relax	control what you can and let go what you cannot
Spectrum of views	develop a more grounded sense of what initial opposing consider relevant and uncover a continuum of opinions	Form subgroups that listen to each other’s conversations to discover differences that can be integrated.
Whole elephant	lay the groundwork for people to open up to each other	Get out all the issues, find out what matters most, and only then explore any solutions and directions to resolve one or more issues.
Whole system in the room	understand everyone’s stakes, faster decision-making, and greater personal responsibility	In each meeting, include all the relevant people who “ARE IN” .
Wind through a tree	control your response to a situation and contain your “hot buttons”	Control your response to a situation and contain your “hot buttons”.

Pearls for Kanban

Kanban	Goal:	Therefore:
Accelerator list	speed up everything and go before to show the way	Build quality and continuous improvement (kaizen) in. Maintain an ordered list with items that will boost your velocity when implemented.
Agile architect	grow, not build a system	Grow a system, don't build it.
Ambiguity test	test for clear, elegant, and intelligible requirements	Count the number of words that are potentially ambiguous, and collect and compare interpretations.
Andon cord	deal with emergencies	Draw attention to human errors or malfunctioning equipment as they occur. Execute the emergency procedure, stop the line, swarm the problem.
Belief statement	educe value-driven behavior	Distill and publish a believe statement and act accordingly.
Blocker waiting room	progress items as soon as they become unblocked	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.
Boom buffer	deal with interruptions during the sprint	Allot limited capacity for interrupts and do not allow the time to be exceeded.
Daily clean code	get defect free at the end of the sprint	Fix all bugs in less than a day. Aim to have a completely clean base of code at the end of every day.
Daily scrum of scrums	foster high communication bandwidth between teams and to resolve any dependancies	Let one or more team members from each team have a short, daily meeting.
Daily standup	keep track of work in progress, and move it towards the finish quickly	Have a short inspect-adapt meeting, that lasts at most 15 minutes, every day.
Definition of done	know when you are done with an item, ready to be pulled into the next step	Create and evolve a clear list of criteria that demonstrate an item's readiness for the next step.
First things first	get the right stuff done	Focus maximum effort to get the top priority ready to release and celebrate yet another ka-ching moment.
Happiness index	cultivate hyperperforming teams and organizations that excel and exceed goals while having fun	As a group, pick the top item that will increase the happiness by one or more points on a scale of one to five implement it.
Ka-ching a day makes product owner hurray	show progress and build trust, day by day	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.
Knowledge injection	boost autonomy, mastery, and purpose	Inject the required knowledge by hiring an external expert or coach that teaches the team to fish (rather than feeding it a fish).
Obeya	foster rich, short, effective communication, and rapid decision-making	Allocate a big room for the whole team and use visual management.
One service deserves another	fairly help each other out when needed	Have the product owner crew decide which build squad will pull this item into their sprint backlog.
One team	excel in providing the best solution, sustain top performance, and have hun, all at the same time	As a whole team, take full responsibility for the product as a whole.
Physical information radiators	keep oversight of progress and acceleration opportunities
Product backlog	do the right things (a.k.a. effectiveness}	Create a single ordered list of items to do, with crystal clear acceptance criteria.
Product owner	have passion and vision develop products that people want to buy
Product portfolio	do the right things considering your complete product suite	Maintain a product portfolio.
Product review meeting	proudly present the new value just created and collect feedback to inform future development	Reserve time in the agenda to collect some basic feedback about the results of the last sprint.
Product vision	provide the essential direction and focus to everyone	Capture your product vision in a concise and relevant template and use it consistently and repeatedly in all your communication.
Ready to build	invest most of your time efficiently building, implementing the product	Make sure any item is fully ready to implement before you start working on it.
Reciprocal altruism	elegantly work together, reinforcing and complementing each other's strengths, while respecting mutual interests	Collect the core interests of both parties and turn them into mutually agreed principles or ‘rights’. Ensure they resonate with each party's values.
Relative estimation	harvest low hanging fruit for maximum return on investment	Always estimate relative.
Release burndown chart	visually manage progress so you can adjust planning accordingly	Create and maintain a chart that tracks the burndown of story points of each sprint.
Scrum	jumpstart hyper-performing teams	Set up and uphold a small set of roles, rituals, and social objects.
Scrumming the scrum	obtain a sustainable unfair competitive advantage	Identify the single most important accelerator at the Sprint Retrospective and remove it before the end of the next sprint.
Set of reference stories	enable planning across multiple squads and tribes	Maintain a set of baselined reference stories used by all squads as a benchmark for estimation.
Six plus or minus one	enjoy maximum communication bandwidth among people	Foster teams of six plus or minus one so they excel in communication saturation and collective team knowledge.
Snapshot delivery	easy, flexible planning	Make sure that everything that comes out of the build cycle is ready to release so that you effortlessly can deploy it.
Sprint goal	direct and align everyone	Set a clear goal for every sprint and only pull in work that helps reach that goal.
Stable team	sustain maximum results of human assets	Evolve stable, resilient, co-located, and multi-disciplinary development teams and let no one touch it.
Start what you finish and finish what you start	get things done	Work the work flow from back to front and help promote items closest to the end of the flow and in your area of skill if at all possible. Focus on increasing liquidity.
Story splitter	get many bite-szied chunks done done	Split it into bite-sized chunks that each deliver value.
Strategic product owner	make product decisions with oversight	Split the single product owner into a strategic product owner and tactical product owner.
Tactical product owner	make product decisions close to the action	Split the single product owner into a strategic product owner and tactical product owner.
Team charter	create a container that facilitates self-organization	Document a membrane as a container for self-organization
Teams that finish early accelerate faster	get hyperproductive	Slow down to speed up—create some slack time for process improvement by pulling in just a bit less than yesterday's weather.
Track done
Unique specific tasks	get something done in an hour or two	Split a work item into unique tasks specific to this work item.
User story	be crystal clear on what who wants and why so it can be build
Yesterday’s weather	successfully pull product backlog items into a sprint and get them done	Pull a little bit less, and certainly no more than the running average of the velocities of the last three sprints into the new sprint.

Smart Input Forms Test

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elegant checklist

Generated List of all Pearls

Accelerator list
Agile architect
Agile team dōjō
Ambiguity test
Ask for the moon
Babushka of value
Beauty of constraints
Belief statement
Blocker waiting room
Consent
Cruise missile
Customer segment pivot
Daily scrum of scrums
Daily standup
Decouple stages
Definition of done
Don’t just do something, stand there!
Five whys
Focus on focus off
Foreign glimpses
Goldilocks sizer
Habit of changing habits
Improvement board
Innovation accounting
Just say no
Ka-ching a day makes product owner hurray
Kanban
Knowledge injection
Lazy finish
Learning milestone
Minimal viable product
Obeya
One service deserves another
One team
Open space
Pair working
Physical information radiators
Pivot
Product backlog
Product owner
Product portfolio
Product review meeting
Product vision
Product vision board
Ready to build
Reciprocal altruism
Refactor code
Relative estimation
Release burndown chart
Ritual dissent and assent... further results

• Agile: Accelerator list, Agile architect, Agile team dōjō, Aligned autonomy, Ambiguity test, Ask for the moon, Babushka of value, Beauty of constraints, Belief statement, Blocker waiting room, Consent, Cruise missile, Customer segment pivot, Daily scrum of scrums, Daily standup, Decouple stages, Definition of done, Don’t just do something, stand there!, Elegant checklist, Feature board, Five whys, Flow master, Focus on focus off, Foreign glimpses, Goldilocks sizer, Habit of changing habits, Honest time, Improvement board, Innovation accounting, Just say no, Ka-ching a day makes product owner hurray, Kanban, Knowledge injection, Lazy finish, Lean decision filter, Learning milestone, Minimal viable product, Obeya, One service deserves another, One team, Open space, Pair working, Physical information radiators, Pirate metrics, Pivot, Planning poker, Product backlog, Product owner, Product portfolio, Product review meeting... further results
• Scrum: Accelerator list, Agile architect, Ambiguity test, Andon cord, Belief statement, Blocker waiting room, Boom buffer, Daily clean code, Daily scrum of scrums, Daily standup, Definition of done, Elegant checklist, First things first, Happiness index, Ka-ching a day makes product owner hurray, Knowledge injection, Obeya, One service deserves another, One team, Physical information radiators, Planning poker, Product backlog, Product owner, Product portfolio, Product review meeting, Product vision, Ready to build, Reciprocal altruism, Relative estimation, Release burndown chart, Scrum, Scrumming the scrum, Set of reference stories, Six plus or minus one, Snapshot delivery, Sprint goal, Stable team, Start what you finish and finish what you start, Story splitter, Strategic product owner, Tactical product owner, Team charter, Teams that finish early accelerate faster, Track done, Unique specific tasks, User story, Yesterday’s weather
• Lean: A3 solver, Accelerator list, Andon cord, Babushka of value, Capacity planning, Customer segment pivot, Decouple stages, Design sprint, Don’t just do something, stand there!, Elegant checklist, Feature board, Five whys, Flow master, Goldilocks sizer, Habit of changing habits, Improvement board, Innovation accounting, Just say no, Ka-ching a day makes product owner hurray, Kanban, Knowledge injection, Lazy finish, Lean decision filter, Leap of faith, Learning milestone, Minimal viable product, Nemawashi, Obeya, One service deserves another, One team, Pair working, Physical information radiators, Pivot, Pivot or persevere meeting, Product portfolio, Product vision, Product vision board, Scrum, Slack speeds up, Startup’s runway, Story board, Story splitter, Tipping point leadership, Toyota’s six rules, Triage, U-curve, User story, Visual workflow, Work in progress limit, Zoom-in pivot
• Pearl: 15-word strategy statement, 3 × 3 rule, A Pattern Language, A3, A3 solver, About, Abundance of work, Accelerator list, Agile, Agile Coffee Utrecht 2017-04-21, Agile Documentation, Agile Foundation Training, Agile architect, Agile business analyst, Agile coach, Agile contract, Agile manifesto, Agile shock therapy, Agile team dōjō, Agile transformation, Agility depth, Agreement, Agreement-based culture, Align initiative, Aligning pivot plan, Allies experience differences, Ambiguity test, Andon cord, Anyone else?, Are in, Ask for the moon, Average lead time distribution, Babushka of value, Beauty of constraints, Belief statement, Big hairy audacious goal, Blocker pattern, Blocker waiting room, Boom buffer, Broad, deep, and cross, Broccoli planning, Build a tower, build a team, Bun owner, Burning desire, Capacity constrained resources, Catchball, Change, Clarifying go-around, Coach, Coaching self-assessment... further results

• deals with “competing backlogs”;
• can be effectively carried out by merging the backlogs of different product offerings into a single backlog, and then perform backlog management on that single backlog (one backlog to rule them all);<ref name="larman vodde scaling practices" Craig Larman and Bas Vodde, Scaling Lean & Agile Development: Large, Multisite, and Offshore Product Development with Large-Scale Scrum. Boston, MA, USA. Addison-Wesley, 2010.</ref>
• uses epic-scale initiatives to express the portfolio vision in practice to guide forthcoming product releases;
• delivers minimal marketable features in a steady flow;