Property:So
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So Is a property of type String.
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. +