Property:So
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So Is a property of type String.
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. +
O
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
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
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. +
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
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. +
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”. +
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. +
R
Create and maintain a chart that tracks the burndown of story points of each sprint. +
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 +
P
Do one or two rounds of planning poker. +
T
Document a membrane as a container for self-organization +
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. +
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. +
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. +
O
Have the product owner crew decide which build squad will pull this item into their sprint backlog. +