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|goal=connect with and learn about a specific topic by exploring the web |wish full=People already fully connected to a specific topic learn better and faster.

==Generated List of all Pearls== {{#ask: [[Theme::Agile]] [[is a pearl::+]]

|goal=do the right things (a.k.a. effectiveness} |context=you have defined a business segment that will be supported by one or more teams that need stra

|wish in a single line=Getting better in getting better speeds everything up. Some day |so=Build quality and continuous improvement (kaizen) in. Maintain an ordered list with items that will boost your velocity when implemented.

*is a wonderful mechanism for making work visible to allow team members to quickl *is '''not''' a to-do list.

|goal=generate an extensive list of facts or ideas |context=a group of people in search of ideas or context.

|so=Create and evolve a clear list of criteria that demonstrate an item's readiness for the next step. ...r she likes to see applied to a {{pbi}} before considering it is finished. A {{pbi}} is finished when it can be '''demonstrated''' to meet all condition

|goal=find out how you see yourself in others and adopt a couple of group practices to pair ...u do not have an inner fool. And you cannot be generous if you do not have a stingy person inside you. In fact, the most enlightened people are those wh

|goal=improve flow and liquidity of a system |context=a heap of work to be processed.

|context=working with one or more teams on a {{p|big hairy audacious goal}}. |wish=Ever getting better in getting better requires a learning culture.

|goal=obtain a sustainable unfair competitive advantage |context=you are using {{p|scrum}} as a process improvement. The {{p|build crew}} must have effective {{p|sprint}}

...get their items ranked close to the top of the {{pb}}. This calls out for a transparent, almost algorithmic determination of the {{pb}} order. ...sales units, self-generated (as a side effect of implementing items!). As a result, there are also many many stakeholders (shareholders, if you will).

|context=a joint venture. |wish=Moving in the same direction while contributing to a greater good gives meaning to live and is fulfilling.

...everyone, slowing down progress, making everyone unhappy. The symptoms of a losing sports team show up everywhere. ...speed up—create some slack time for process improvement by pulling in just a bit less than yesterday's weather.

...detected. The usual tendency is to write bug reports and put them on a bug list, where they will be fixed at the appropriate time. But this leads to severa |wish=Velocity is limited because a team spends time dealing with too many bugs.

#Ask participants to generate an exhaustive list of all current and upcoming projects; one project per note. ...uadrants and explain the basic categorization (only explain first terms in list below):

For success, a {{p|scrum master}} must be: ...ge in conversation, preferable face-to-face or on the phone. Use e-mail as a last resort.

...ity that does not have one or more of these connection components in it is a waste of learning time.''' because the opening is the {{p|prime time}} to c Some examples (numbers relate to the list above):

|context=a complex issue that needs to be tackled by a group of people with diverse interests, skills, and knowledge. ...ephant}} is about capturing a complete sense of the whole domain—a map or list of issues—deliberately deferring exploration of the solution space (hence

|goal=co-create and integral solution or decision with everyone who holds a stake in the initative *'''A'''uthority to act, like decision-making responsibility.

|context=anytime for a {{p|squad}} or {{p|tribe}} chipping away at a collective endeavor, and especially during {{p|retrospective gathering}}s a ...ick the top item that will increase the happiness by one or more points on a scale of one to five implement it.

*a foundation for mutual understanding; *shared beliefs or interests, a foundation for mutual understanding;

|context=someone comes to you to {{p|ask for help}} and you only have a couple of minutes. |wish=Even coaching in a hurry can help someone to get unstuck and grow.

A {{p|guild}} is a {{p|virtual team}}. *enable people to learn a craft in {{p|master apprentice}} working relationships;

E.F. Borisch compiled his list back in 1959, and published it in an obscure journal called Product Enginee #It won't work in a small company.

|wish=Feeling comfortable about how to get a thing done |so=Split a work item into unique tasks specific to this work item.

|so=Create a habit of changing habits. ...sual management}}: to make people in an organization think about things in a different way and so they start changing their habits.

...a different prioritization strategy. Remedy: Sandwich two should haves and a could have between every five or so must haves. It works wonders. It's the ...at should the team work on now?” For this you need a(n) (strictly) ordered list of (work) items like the {{pb}}.

...contract with penalties, you will create a ‘iron triangle’. The system as a whole will not work and eventually self-destruct. ...golden triangle as soon as you realize that the fourth variable always is a function of the other three.

#The Principle of ‘'''Defining a Scale of Measure'''’ #*If you can’t define a scale of measure, then the goal is out of control.

Adopting agile practices for mission critical systems, creating a “insurance policy”: *{{p|broccoli planning}}, using a {{p|season beat}} as well as a {{p|heart beat}}; use the {{p|season beat}} to deploy {{p|small releases}}

...ct your feedback on the results of this sprint. So, can you please rate on a scale of 1–5: :*Would you recommend this design to a friend?

Therefore: Take a more structured approach to tackle your knowledge capture and sharing in an Without a structured and centralized approach for managing an organization’s knowle

|goal=secure the essential ingredients for a successful agile engagement |context=in a large, complex organisation, you’re invited to start and lead an large sc

...nd information. If your strategy is trapped in a lengthy document or worse a single executive's head, teams will be more likely to drift off-strategy ov ...p|even over}} statement. These are simple phrases that teams can pin up on a wall and use as strategic touchstones in their work.

...tem as it fits into an operational and business environment. The following list, while not exhaustive, identifies the major systemic qualities. It is usefu ...urement of continued partial operation in partial failure situations, with a preference toward gracefully degraded operation in place of total failure.

|context=you have assembled a group of people to tackle a tough job in a short amount of time. |wish=Quickly and nimbly speed towards a shared goal.

|context=a collective journey, program, product, or project, working hard. Yet the goa |wish=A clear goal and a roadmap to get you there aligns forces, gives direction and focus.

...uote|The cost of a story includes providing the capability and maintaining a healthy codebase for future work.|Martin Fowler}} {{quote|If you can't write a user story in a tweet, it's too big.|@allenholub}}

...leads to the right decisions and make people energized and happy and makes a ‘yes’ really mean something. ...leads to the right decisions and make people energized and happy and makes a ‘yes’ really mean something.

Any meeting deserves a good structure. A default structure for a retrospective meeting looks like: ...to reflect on. There’s a world of difference between an effective AAR and a post-mortem bitch session. '''The magic is in the phrasing of the questions

A good strategy includes a set of coherent actions—the punch in the strategy, not just “implementa ...to define a variety of plausible and feasible immediate actions is missing a critical component. Executives who complain about “execution” problems

|context=a complex multi-product endeavor. |so=Maintain a product portfolio.

* Overview and short explanation of basic emotions (see appendix A). [6] ...make up the top layers. There was an emotional brain long before there was a rational one. [10]