Property:So
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So Is a property of type String.
P
Capture your product vision in a concise and relevant template and use it consistently and repeatedly in all your communication. +
O
S
Collaboratively attack the topic in a logical sequence, using all six hats. +
H
Collect both strategic, tactical and operational information in a SMART way on a single A3. +
B
Collect everyone’s goals, desires, ideologies, soul profiles and forge a big, hairy, agressive goal. Pursue it. +
R
Collect the core interests of both parties and turn them into mutually agreed principles or ‘rights’. Ensure they resonate with each party's values. +
W
Conduct a small and focused workshop that brings out the best in all. +
Control your response to a situation and contain your “hot buttons”. +
A
Count the number of words that are potentially ambiguous, and collect and compare interpretations. +
H
Create a habit of changing habits. +
P
Create a single ordered list of items to do, with crystal clear acceptance criteria. +
D
Create and evolve a clear list of criteria that demonstrate an item's readiness for the next step. +
B
Create and groom an ever evolving minimal set of quality filters in a value stream. +
R
Create and maintain a chart that tracks the burndown of story points of each sprint. +
B
Create self-imposed constraints. +
U
Create, foster and communicate a single unity of purpose, a yearning for the sea. +
W
Q
Cultivate the art of asking good and effective questions. +
S
Describe and communicate a genuine, real and clear opportunity in ways that people can relate to and that draws on people’s feelings +
A
Design, evolve, and drill a number of tactical plans that kick in when needed. +
B
Distill and publish a believe statement and act accordingly. +
P
Do one or two rounds of planning poker. +
T
Document a membrane as a container for self-organization +
A
Draw attention to human errors or malfunctioning equipment as they occur. Execute the emergency procedure, stop the line, swarm the problem. +
M
Establish a main effort, clear victory criteria, and have one unit lead its implementation. Subordinate all work to the main effort. +
K
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. +
S
Evolve stable, resilient, co-located, and multi-disciplinary development teams and let no one touch it. +
D
Express your disagreement while committing to support the implementation of the selected option. +
R
Facilitate a retrospective, opening with the prime directive that everyone did the best job they could. +
U
Find the sweet spot for best batch sizes by balancing the holding cost with the economy of scale. +
D
Fix all bugs in less than a day. Aim to have a completely clean base of code at the end of every day. +
F
Focus maximum effort to get the top priority ready to release and celebrate yet another ka-ching moment. +
T
Focus on three factors of disproportionate influence in motivating employees—kingpins, fishbowl management, and atomization. +
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. +
S
Form subgroups that listen to each other’s conversations to discover differences that can be integrated. +
Foster teams of six plus or minus one so they excel in communication saturation and collective team knowledge. +
P
Generate a number of ideas and leave some white space in between for the others to embellish and augment. +
3
Get any three levels and any three functions into the same conversation on any issue of mutual concern. +
W
Get out all the issues, find out what matters most, and only then explore any solutions and directions to resolve one or more issues. +
T
Give people time to come to grips with their feelings before focusing on action. +
A
Grow a system, don't build it. +
Guide and coach the team through an intense weekly training program. +
L
Hand-off the request to another party where it can later be retrieved and completed. +
D
Have a short inspect-adapt meeting, that lasts at most 15 minutes, every day. +
F
Have everyone compare words like inquiry/advocacy, dialogue/debate, conversation/argument, their meaning, and how they impact behavior. +
B
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. +
O
Have the product owner crew decide which build squad will pull this item into their sprint backlog. +
A
Identify differences, make them heard, involve everyone, create subgroups exploring and integrating the differences. +
S
Identify the single most important accelerator at the Sprint Retrospective and remove it before the end of the next sprint. +
W
Improve your situational awareness and take big action when weak signals elude danger. +
In each meeting, include all the relevant people who “ARE IN” . +
M
Include all key actors in the dialogue. +
A
K
Inject the required knowledge by hiring an external expert or coach that teaches the team to fish (rather than feeding it a fish). +
W
Insititutionalize failures. +
K
I
Interview the other for five muntes while sketching what you hear, using little or no words. +
C
Know how to collect and interpret good data from your ‘operating system’. +
I
Know the intent at least two levels up and decide in favor of that general direction. Subordinate everything else. +
L
Less is more. TImebox the unknown. One guiding goal at a time. +
D
Let one or more team members from each team have a short, daily meeting. +
J
Listen to the other's request and provide an understanding “No”, along with its motivation. Find a solution and track progress. +
P
Maintain a product portfolio. +
S
Maintain a set of baselined reference stories used by all squads as a benchmark for estimation. +
B
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. +
R
Make sure any item is fully ready to implement before you start working on it. +
Make sure concrete and co-evolve clear values, principles and fair conventions and guidelines and uphold them ruthlessly. +
S
Make sure that everything that comes out of the build cycle is ready to release so that you effortlessly can deploy it. +
M
Match the gathering’s length to its agenda and goal. +
C
Nearly always start with a go-around, giving everyone a chance to suggest a next step. +
S
Obey the 10 commandments of story telling. +
O
Only promote items—never back them up to a previous state—and mark the item blocked until all earlier work completes. +
W
Order the items based on weighted shortest job first. +
F
Organize a few short and effective visits to other scrum teams, preferably outside your own company. +
P
Pair up in a master apprentice way. Or just pair. +
D
Pick the fastest decision process on the on the scale from “fast” to “well-anchored”. +
S
Practice speedy decision-making, agility, and flexibility. Outmaneuver uncertainty. +
D
Prepare and structure gatherings thoroughly and carefully. Invite the right people. Manage yourself. +
E
Y
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. +
D
Put decision-makers close to the action and facilitate decentral control so decisions can be made quick and nimble. +
M
Read out loud the three qualities of someone you find totally attractive and someone you find totally irritating. +
P
Reserve time in the agenda to collect some basic feedback about the results of the last sprint. +
R
Ritualize dissent and assent and consent to harden ideas and proposals and their decisions. +
O
Ritualize regular open space gatherings. +
B
Secure an owner of the request at all times. Allow others to pull the request with the owners consent. Follow-up within two days. +
A
Secure the essential ingredients for a successful agile adoption are in place, like executive support. assessment, cross-functional community, an awesome workplace, training & coaching, chartering, retroprostpectives, and coach-the-coaches. +
S
Set a clear goal for every sprint and only pull in work that helps reach that goal. +
Show the self-managing roles—leader, timer, decoder, and reporter—and invite everyone to take the responsibility for themselves. +
T
Slow down to speed up—create some slack time for process improvement by pulling in just a bit less than yesterday's weather. +
N
Slowly and thouroughly consider and consent all real options, and implement decisions rapidly. +
U
Split a work item into unique tasks specific to this work item. +
S
Split it into bite-sized chunks that each deliver value. +
Split the single product owner into a strategic product owner and tactical product owner. +
T
Split the single product owner into a strategic product owner and tactical product owner. +
G
Split too big and join too small items into just the right size to enable flow. +
C
Stabilize the specification above a certain threshold, minimize the items lead time, and follow any and all changes in the spec while the item is in progress. +
A
Take a single A3 and describe the background, current situation and desired goals, as well as a number of experiments and ways to verify their outcomes. +
R
Take every opportunity to eliminate redundant code and rewrite code, making it more elegant. +