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...gileforall.com/2015/09/does-your-culture-require-your-demise-pig-chicken-3-agile-safari/ |site=Agile For All

...|boom buffer}}. Everyone, including the {{p|product owner}} is very happy, for now the {{p|development team}} can work focused and is not disturbed by ext ==Generated List of all Pearls==

|goal=quickly have a team take an agile quantum leap |theme=Agile, Maneuver, Team

...cel in providing the best solution, sustain top performance, and have hun, all at the same time |theme=Agile, Lean, Scrum, Team

...team; Context to help select the right combination of agile methodologies for this particular team at this particular time.

*is essential for all learning (on all levels: group and {{p|tribe}}); *encourages high levels of interpersonal risk taking, such as {{p|ask for help}} and {{p|temperature reading}}; and

|theme=Agile, Scrum ...nterface. Based on the {{p|agile manifesto}} and {{p|principles behind the agile manifesto}}, both parties may agree on the following ‘rights’ up front.

|theme=Agile, Scrum |context=product development in an agile context, e.g. using {{p|scrum}} or {{p|kanban}}.

|goal=spread all knowledge while being productive and collectively own the product |theme=Agile, Lean, Extreme Programming

|theme=Agile, Scrum |so=Slow down to speed up—create some slack time for process improvement by pulling in just a bit less than yesterday's weather.

*Organize Training for Everyone. *Opt for One Week Sprints.

{{tag|agile}} ...he effort of getting it up-to-date; e.g. architecture documents can linger for a while

|theme=Agile, Lean, Scrum, Kanban *Provides easy access to all stakeholders.

|background=See [[agreement]] for its definition. ...her with the {{p|agile dojo}} becomes '''instant culture''', or '''instant agile culture''' (or lean if that is your flavor); intentional culture of [[agree

...owner}}, the {{p|flow master}} (or ‘flow owner’ or ‘flowner’) and the {{p|agile coach}}. ...e enough and actively blocks the increasingly agitated attempts by the {{p|agile coach}} to help the {{p|squad}} help themselves?

|theme=Agile ...bove a certain threshold, minimize the items lead time, and follow any and all changes in the spec while the item is in progress.

|theme=Agile, Lean, Scrum, Product ...a concise and relevant template and use it consistently and repeatedly in all your communication.

Goal: To find out which projects can and cannot be picked up with agile/lean. #Ask participants to generate an exhaustive list of all current and upcoming projects; one project per note.

|goal=secure the essential ingredients for a successful agile engagement |theme=Agile, Kanban

|theme=Agile |context=tough situations with a need for difficult or complex decision making.

|theme=Agile, Scrum |wish=You want to know when items are done, ready for the next step.

|goal=test for clear, elegant, and intelligible requirements |theme=Agile, Scrum

|theme=Agile, Scrum, Kanban ...g while waiting on external events and keeping a clear visual oversight on all work in progress minimizes waste and stale items, keeps things flowing, and

|theme=Agile, Scrum |so=Set a clear goal for every sprint and only pull in work that helps reach that goal.

|theme=Agile ...}}s of 1, 2, 3 or 4 weeks each. This leaves room of ‘one week out of time’ for a release review, retrospective and planning.

|theme=Agile |so=Conduct a small and focused workshop that brings out the best in all.

Without a structured and centralized approach for managing an organization’s knowledge, one or more of the following issues *It is not clear whether all the company knowledge is overall consistent.

A {{p|piecemeal growth story}} about agile transfomation of an organization no larger than [http://en.wikipedia.org/wi ...atterns below they will generate the organizational structures best suited for the activities they need to perform. Other patterns will help generate how

|theme=Agile, Lean, Scrum *Becoming dependent on single specialists is all too easy.

All {{verb|change}} in organizations is belief change. So, create {{p|belief st {{quote|Culture eats strategy for breakfast.}}

|theme=Agile, Scrum *address issues then and there, since all qualified people are present; i.e., unlike the {{p|daily scrum}}, do not po

|theme=Agile, Lean, Scrum ...o make the change. Your {{p|squad}} has made the item {{p|ready to build}} for the other {{p|squad}}.

...me from various backgrounds, struggle to collaborate, and it is unclear if all constraints, means, and skills are met to start. ==Plan for a Successful Liftoff==

|theme=Agile |context=in a large organization, {{p|scrum}} initiatives are popping up all over the place—it's catching on like wildfire and an {{p|early majority}}

{{quote|In preparing for [projects] I have always found that [estimates] are useless, but [estimatin Watch out for:

|theme=Agile, Scrum ...ain a set of baselined reference stories used by all squads as a benchmark for estimation.

|theme=Agile, Lean, Quality *''done'' for upstream equals ''ready'' for downstream

Business Analysts are well positioned to become critical to the success of Agile teams. Key for the {{p|agile business analyst}} are:

|theme=Agile, Lean |context=groups, large and small, searching for future states they want to evolve to.

Customer delight drives profitability and gives reason for existence. ...is assures that no-one stands around waiting for the team to get ready, or for the team to clean and stow their gear after the session.

#Scope—total feature set or all functionality that needs to be delivered; all functional requirements; please note that everything required is different #Time—the moment in time when it needs to be ready for use;

|theme=Agile, Lean, Scrum |wish=Overview and clear strategic goals aligns forces and eases planning on all levels.

|context=anytime for a {{p|squad}} or {{p|tribe}} chipping away at a collective endeavor, and es ...st to you, but also because it is a [[leading indicator]], which makes you agile. Most financial metrics are [[lagging indicators]], making it hard to react

{{tag|agile}} ...ed to have but won't have this time". So there ''is'' an explicit category for what you are ''not'' going to require.

|theme=Agile, Scrum {{tag|Agile}}

...he Deming Wheel (PDCA Cycle) and the need to focus on management processes for continuous improvement, including both '''Breakthrough Management''' and Da {{p|hoshin kanri}} is an organising framework for strategic management. It is concerned with four primary tasks:

|theme=Agile, Lean, Jumpstart, Don’t just do something ...ises, overdeliver and treat every commitment as though it's an opportunity for a transformation, the only way you can do this is to '''turn down most oppo

How {{organization|Jimdo}} scales their agile organization to 180 people (which is beyond {{p|dunbar’s number}}. *{{p|life is a broccoli}} to embed {{p|purpose, principles, practices}} at all levels of the {{p|chaorganization}}.

|theme=Agile, Scrum See below for a detailed example of a {{dor}}.

|theme=Agile, Scrum, Product When the work is simply too much for a single {{p|product owner}}, split it up between a {{p|strategic product o

|theme=Agile, Lean ...n I/O is involved, bulk data transfers can be made in increments optimized for the target medium. This in addition can amortize I/O overhead among several

...universe. Introduce the object to the team as their center, and have them all stand scattered around it. ...er from the item in the center, in relation to how true that statement is for them… the more true, the closer to that center. Once you have read the st

{{tag|agile}} ...tes, the cycle time for the batch is five minutes. However, the cycle time for an individual part is 13.6 seconds (5 minutes x 60 seconds = 300 seconds, d

Any meeting deserves a good structure. A default structure for a retrospective meeting looks like: #'''Close The Retrospective'''—to collect improvement actions for next retrospective

...e “{{p|spice girls question}}”. When you are doing the queue replenishment for a Kanban system, you might say which two things do you want next. ...uring {{p|operations review}}. Include trends as a {{p|leading indicator}} for grinding down speed.

|theme=Agile, Lean, Kanban |so=Institutionalize reflection and retrospection at all levels and across all disciplines.

If it’s important and you can spend money to fix it, by all means, go do that. Metrics for team coaching. Always be thinking:

|theme=Agile, Lean, Scrum, Product ...story includes providing the capability and maintaining a healthy codebase for future work.|Martin Fowler}}

|so=Fix all bugs in less than a day. Aim to have a completely clean base of code at the ...e, there is a natural tendency to park bugs in a list of things to do when all the fun stuff is done.

*All change in organizations is belief change. So, create {{p|belief statements} ...and pretty much any feedback loop tool/method whether it be Toyota Katas, Agile Retrospectives and even Lean Startup are re-inventions of that cycle

|theme=Agile, Scrum, Team |so=Document a membrane as a container for self-organization

...s. For example, {{p|guiding policy}} might have its own page, detailing on all its aspects. *mistaking goals for strategy;