Property:So

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So Is a property of type String.

Showing 137 pages using this property.
T
Accept the proposal if at least one thumb is up and none is down. Amend otherwise until consent.  +
S
Adopt a rolling season rhythm—just like a hearbeat and clock beat—and adapt accordingly.  +
C
Adopt the right for everyone to object proposals, based on solid arguments. Have a leader available make a final decision to keep up to speed.  +
A
Align initiative with a shared vision, values, and principles.  +
O
Allocate a big room for the whole team and use visual management.  +
B
Allot limited capacity for interrupts and do not allow the time to be exceeded.  +
R
Always estimate relative.  +
H
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.  +
O
As a whole team, take full responsibility for the product as a whole.  +
C
Ask clean questions and be alert to metaphor.  +
I
Ask questions like “What is the possibility here? So what? Who cares? Who is exited about the possibilities?”  +
S
Ask the Product Owner, “Tell me what you want, what you really really want.”  +
I
Ask the coachee to describe the issue, desired outcome, obstacles, and jointly devise actions around the obstacles to reach the goal.  +
F
Ask “Why” five times and design a few experiments  +
G
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.  +
W
Base your choices on a map that plots the value visibility against its evolutionary position.  +
D
Be ‘differish’ to integrate.  +
C
Before you start any intitative, asses the organisation’s change potential, solutions for current problems, level of dissonance within life conditions, barrier identification and overcome-ness, insights into probable causes and potential alternatives, consolidation and support during the transition.  +
A
Build quality and continuous improvement (kaizen) in. Maintain an ordered list with items that will boost your velocity when implemented.  +
P
Capture your product in a product vision board.  +
Capture your product vision in a concise and relevant template and use it consistently and repeatedly in all your communication.  +
O
Co-create and publish objectives and key results on all levels in your organization.  +
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
Cultivate a open place where everyone can contribute and improve a shared document.  +
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
Include the right mix of authority, resources, expertise, information and those affected.  +
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
Institutionalize reflection and retrospection at all levels and across all disciplines.  +
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
Publish and pin “even over” statements all over the place.  +
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.  +
Set up and uphold a small set of roles, rituals, and social objects.  +
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.  +
M
Train lateral communication by building teams in which members only need half a word for proper action.  +
T
Use a token as talking stick. Only the one holding the talking stick can speak.  +
I
Use an information radiator to list and execute improvement kata towards the definition of awesome.  +
E
Use and evolve a concise and complete checklist detailing what must be done before advancing.  +
S
Use the “hourglass” model for regressive abstraction based on a concrete and relevant example.  +
A
Validate every person's experience. Ask around, “Is anyone else feeling the same?”. Acknowledge any nodders and start a subgroup dialogue.  +
L
Value trumps flow trumps waste elimination.  +
H
When you hear pain points, reframe them as opportunities by starting with “How may we…”  +
S
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.  +
B
Write your idea down, initiate a triad, co-create a plastic plan and execute it.  +
S
achieve the same amount of validated learning in an ever shorter time  +
A
collect actionable metrics on how people actually use the product’s key features you care about  +
P
draw the process, structured  +
T
have one or more people explain the topic in their own words while the others play the perfection game  +
S
secure slack time in your system  +
I
take an economic view on all decisions, large and small  +
V
team up with like-minded to pursue a shared goal.  +