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This page provides a simple browsing interface for finding entities described by a property and a named value. Other available search interfaces include the page property search, and the ask query builder.

List of results

• Align initiative  + (Align initiative with a shared vision, values, and principles.)

• Obeya  + (Allocate a big room for the whole team and use visual management.)
• Boom buffer  + (Allot limited capacity for interrupts and do not allow the time to be exceeded.)
• Relative estimation  + (Always estimate relative.)
• Happiness index  + (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.)
• One team  + (As a whole team, take full responsibility for the product as a whole.)
• Clean language  + (Ask clean questions and be alert to metaphor.)
• Images of potential  + (Ask questions like “What is the possibility here? So what? Who cares? Who is exited about the possibilities?”)
• Spice girls question  + (Ask the Product Owner, “Tell me what you want, what you really really want.”)
• Instant pay-off coaching  + (Ask the coachee to describe the issue, desired outcome, obstacles, and jointly devise actions around the obstacles to reach the goal.)
• Five whys  + (Ask “Why” five times and design a few experiments)
• Generative images  + (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.)
• Wardley map  + (Base your choices on a map that plots the value visibility against its evolutionary position.)
• Differentiate to integrate  + (Be ‘differish’ to integrate.)
• Change potential gauge  + (Before you start any intitative, asses the … 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.idation and support during the transition.)
• Accelerator list  + (Build quality and continuous improvement (kaizen) in. Maintain an ordered list with items that will boost your velocity when implemented.)
• Product vision board  + (Capture your product in a product vision board.)
• Product vision  + (Capture your product vision in a concise and relevant template and use it consistently and repeatedly in all your communication.)
• OKR  + (Co-create and publish objectives and key results on all levels in your organization.)
• Six thinking hats  + (Collaboratively attack the topic in a logical sequence, using all six hats.)
• Hoshin kanri  + (Collect both strategic, tactical and operational information in a SMART way on a single A3.)
• Big hairy audacious goal  + (Collect everyone’s goals, desires, ideologies, soul profiles and forge a big, hairy, agressive goal. Pursue it.)
• Reciprocal altruism  + (Collect the core interests of both parties and turn them into mutually agreed principles or ‘rights’. Ensure they resonate with each party's values.)
• Writers’ workshop  + (Conduct a small and focused workshop that brings out the best in all.)
• Wind through a tree  + (Control your response to a situation and contain your “hot buttons”.)
• Ambiguity test  + (Count the number of words that are potentially ambiguous, and collect and compare interpretations.)
• Habit of changing habits  + (Create a habit of changing habits.)
• Product backlog  + (Create a single ordered list of items to do, with crystal clear acceptance criteria.)
• Definition of done  + (Create and evolve a clear list of criteria that demonstrate an item's readiness for the next step.)
• Babushka of value  + (Create and groom an ever evolving minimal set of quality filters in a value stream.)
• Release burndown chart  + (Create and maintain a chart that tracks the burndown of story points of each sprint.)
• Beauty of constraints  + (Create self-imposed constraints.)
• Unity of purpose  + (Create, foster and communicate a single unity of purpose, a yearning for the sea.)
• Wiki  + (Cultivate a open place where everyone can contribute and improve a shared document.)
• Question carousel  + (Cultivate the art of asking good and effective questions.)
• Sense of urgency  + (Describe and communicate a genuine, real and clear opportunity in ways that people can relate to and that draws on people’s feelings)
• Aligning pivot plan  + (Design, evolve, and drill a number of tactical plans that kick in when needed.)
• Belief statement  + (Distill and publish a believe statement and act accordingly.)
• Planning poker  + (Do one or two rounds of planning poker.)
• Team charter  + (Document a membrane as a container for self-organization)
• Andon cord  + (Draw attention to human errors or malfunctioning equipment as they occur. Execute the emergency procedure, stop the line, swarm the problem.)
• Main effort  + (Establish a main effort, clear victory criteria, and have one unit lead its implementation. Subordinate all work to the main effort.)
• Ka-ching a day makes product owner hurray  + (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.)
• Stable team  + (Evolve stable, resilient, co-located, and multi-disciplinary development teams and let no one touch it.)
• Disagree and commit  + (Express your disagreement while committing to support the implementation of the selected option.)
• Retrospective prime directive  + (Facilitate a retrospective, opening with the prime directive that everyone did the best job they could.)
• U-curve  + (Find the sweet spot for best batch sizes by balancing the holding cost with the economy of scale.)
• Daily clean code  + (Fix all bugs in less than a day. Aim to have a completely clean base of code at the end of every day.)
• First things first  + (Focus maximum effort to get the top priority ready to release and celebrate yet another ka-ching moment.)
• Tipping point leadership  + (Focus on three factors of disproportionate influence in motivating employees—kingpins, fishbowl management, and atomization.)
• Tribal learning  + (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.)
• Spectrum of views  + (Form subgroups that listen to each other’s conversations to discover differences that can be integrated.)
• Six plus or minus one  + (Foster teams of six plus or minus one so they excel in communication saturation and collective team knowledge.)
• Pen storm  + (Generate a number of ideas and leave some white space in between for the others to embellish and augment.)
• 3 × 3 rule  + (Get any three levels and any three functions into the same conversation on any issue of mutual concern.)
• Whole elephant  + (Get out all the issues, find out what matters most, and only then explore any solutions and directions to resolve one or more issues.)
• Time to express yourself  + (Give people time to come to grips with their feelings before focusing on action.)
• Agile architect  + (Grow a system, don't build it.)
• Agile team dōjō  + (Guide and coach the team through an intense weekly training program.)
• Lazy finish  + (Hand-off the request to another party where it can later be retrieved and completed.)
• Daily standup  + (Have a short inspect-adapt meeting, that lasts at most 15 minutes, every day.)
• Focus on focus off  + (Have everyone compare words like inquiry/advocacy, dialogue/debate, conversation/argument, their meaning, and how they impact behavior.)
• Back brief  + (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.)
• One service deserves another  + (Have the product owner crew decide which build squad will pull this item into their sprint backlog.)
• Allies experience differences  + (Identify differences, make them heard, involve everyone, create subgroups exploring and integrating the differences.)
• Scrumming the scrum  + (Identify the single most important accelerator at the Sprint Retrospective and remove it before the end of the next sprint.)
• Weak signals, big action  + (Improve your situational awareness and take big action when weak signals elude danger.)
• Whole system in the room  + (In each meeting, include all the relevant people who “ARE IN” .)
• Match people to the task  + (Include all key actors in the dialogue.)
• Are in  + (Include the right mix of authority, resources, expertise, information and those affected.)
• Knowledge injection  + (Inject the required knowledge by hiring an external expert or coach that teaches the team to fish (rather than feeding it a fish).)
• We don’t make mistakes, we learn  + (Insititutionalize failures.)
• Kanban  + (Institutionalize reflection and retrospection at all levels and across all disciplines.)
• Interview & draw  + (Interview the other for five muntes while sketching what you hear, using little or no words.)
• Cumulative flow diagram  + (Know how to collect and interpret good data from your ‘operating system’.)
• Intent at least two levels up  + (Know the intent at least two levels up and decide in favor of that general direction. Subordinate everything else.)
• Liberating constraints  + (Less is more. TImebox the unknown. One guiding goal at a time.)
• Daily scrum of scrums  + (Let one or more team members from each team have a short, daily meeting.)
• Just say no  + (Listen to the other's request and provide an understanding “No”, along with its motivation. Find a solution and track progress.)
• Product portfolio  + (Maintain a product portfolio.)
• Set of reference stories  + (Maintain a set of baselined reference stories used by all squads as a benchmark for estimation.)
• Blocker waiting room  + (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.)
• Ready to build  + (Make sure any item is fully ready to implement before you start working on it.)
• Ruthlessly lovingly  + (Make sure concrete and co-evolve clear values, principles and fair conventions and guidelines and uphold them ruthlessly.)
• Snapshot delivery  + (Make sure that everything that comes out of the build cycle is ready to release so that you effortlessly can deploy it.)
• Meeting length proportional to agenda  + (Match the gathering’s length to its agenda and goal.)
• Clarifying go-around  + (Nearly always start with a go-around, giving everyone a chance to suggest a next step.)
• Story telling  + (Obey the 10 commandments of story telling.)
• Only move forward  + (Only promote items—never back them up to a previous state—and mark the item blocked until all earlier work completes.)
• Weighted shortest job first  + (Order the items based on weighted shortest job first.)
• Foreign glimpses  + (Organize a few short and effective visits to other scrum teams, preferably outside your own company.)
• Pair working  + (Pair up in a master apprentice way. Or just pair.)
• Decision spectrum  + (Pick the fastest decision process on the on the scale from “fast” to “well-anchored”.)
• Speed and adaptability  + (Practice speedy decision-making, agility, and flexibility. Outmaneuver uncertainty.)
• Don’t just do something, stand there!  + (Prepare and structure gatherings thoroughly and carefully. Invite the right people. Manage yourself.)
• Even over  + (Publish and pin “even over” statements all over the place.)
• Yesterday’s weather  + (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.)