The Agile Daily Standup - AgileDad

Is The Party Over For ScrumMasters and Agile Coaches?

Join V. Lee Henson as we continue the conversation around the great transition of roles and titles in the Agile Community...

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Software Engineers Are DOOMED! - AI Has Come For Their Jobs..

“Devin,” an AI tool that generates production-ready code.

And it’s mind-blowing.

Unlike other coding AI copilots, Devin can actually write entire apps on its own and not just autocompleting tasks. Perhaps, its most striking feature is its ability to fix code issues autonomously.

We Can't Fix Every Problem - Mike Cohn

At almost every monthly Q&A session for my AMC members, someone asks me how to solve dysfunctional management challenges. I hear it all:
 

• An impossible, imposed deadline
• An incredibly junior team that needs to perform at an expert level to meet an impossible deadline
• Management who assigns work to the team
• Management who holds the team accountable for their sprint plan but then adds 50 percent more work during the sprint
• Product owners who won’t tell the team what to work on next, but then yell during the sprint review when it’s the wrong thing

And more. Yes, more.

I feel compelled to point this out: We cannot fix every problem.

We owe it to our employers to try. But our employers owe us a culture in which we can succeed. 
 

When they don’t provide that culture, we have limited options.
 

1. First, we should try to expose the problem (or the effects of the problem) to others who may be in a better position to address the issue.
2. If that fails, we either need to accept the status quo or move on. 

If you are excited to build a strong agile team but the organization assigns your team a product owner who insists on telling the team what to do and has no willingness to change or improve, you probably aren’t going to be successful.
 

Yes. Try to educate the person. Try to persuade the person. Expose the bad behavior to stakeholders with the hope of garnering support there. 

But if none of that works, accept that you’re in a position you cannot change. 
Focus your energy on things you can affect. And accept or move on from the unfortunate things in our work environments you cannot. You can be successful. But not every company culture will let you fully succeed with agile

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The 'F' in Feelings.. Should This Be Part of Agile?

When I first hear a student John say the F'n Feelings I was floored by his disdain for effective communication until I realized that he said the F IN Feelings... Then it all made sense. Is it practical or even realistic to bring feelings into workplace conversations? Or should we check our feelings at the door?

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A Lesson On Gratitude

Each sunrise and sunset, each gust of wind or patter of rain, serves as a reminder of the interconnectedness of everything. It brings me back to the absolute core of being, and it reduces the noise around me. We are paying so much attention to things that don’t really matter and often fail to pay attention to things that matter most.

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The Top 3 Questions To Unlock Your Team's Potential

3. What’s the real problem?

2. What have you tried so far?

1. How can I help spark new ideas?

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Wait Wait Don't Tell Me... - Mike Cohn

We Should NOT Fire All The ScrumMasters.. The Top 5 Things That A Scrum Master Does DAILY

1. Team Coach and Mentor:

2. Promoting Great Facilitation:

3. Facilitating Impediment Removal:

4. Transparency and Trust:

5. Continuous Improvement Advocate:

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It's The End Of The Roles As We Know Them, And I Feel Fine...

Are you still hung up on what to call people? Have you been a victim of a recent layoff because of your title? Is Agile broken or is your company broken? Have you read step 3 of The Agile 12 Step Program? Get with it and get this done today.

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Make Meetings Matter

Gatherings are sacred spaces where we have the opportunity to create, commune and transform, and yet so often we bluster into them haphazardly worrying about the future while they pass us by. We are constantly dragging our baggage in the door while bulleting a laundry list of future to-dos. As a result, we are lagging in the past or projecting into the future. As a result, we are never actually anywhere.

People think that being Mindful or doing body or breath work takes time, but it actually makes time.

I do not expect everyone to be an expert in body or breath work to start an event. Not everyone is going to dive down that rabbit hole. But what we are all experts on is being human. Because we all are. So let’s invite more humanity into our gatherings. It can be a simple as feeling your body in space, noticing your breath, recalling the reason for gathering.

Don’t make your soul rush behind you like a harried assistant. Give it time to arrive. Give yourself time to arrive.

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Team Disagree? Try a Lunch and Learn - Mike Cohn

If you’re like many of the Scrum teams I work with, your team members might have learned about Scrum in very different ways and at very different times. Some people might be self taught, others might have taken a CSM course 15 years ago, still others might have taken their first Scrum class last week.
That’s not necessarily a bad thing. Diversity of thought is an excellent quality for teams to have.
But it can become problematic when everyone believes their approach to some agile principle or Scrum practice is the “one true way”. Meanwhile agile leaders, HR, and others outside the team are still trying to figure out what Scrum even is.
Sound familiar? I’m betting it does.
Here’s something you can do right away to help. Host a lunch and learn on whatever topic has your team at odds.
 

6 Hard to Swallow Leadership Pills That, if Applied, Will Make You a Better Boss

1. You’re the architect of most of your pain

2. Few will have the same motivation as you

3. You’ll get more from giving credit than trying to take it

4. Excellence is the next five minutes, or nothing

5. Some people are great workers but terrible employees

6. You don’t need to be liked to get the work done

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Announcing Agile For ALL Dads! (and Moms and Children...)

**** BREAKING NEWS ****

Bob Hartman from Agile For All and V. Lee Henson of AgileDad are Proud to announce the merger of our two companies! We will now be known as:

Announcing Agile For ALL Dads! (and Moms and Children...)

We will begin effective immediately offering the following world class certification offerings:

CSM - Certified Scrum Mom

CSD - Certified Scrum Dad

CSPO - Certified Scrum Pediatric Organizer

CSS - Certified Scrum Sibling

OR.. Our MOST Popular - CALM - Certified Agile love Machine

We also offer discounts for entire families looking to be certified:

CALF - Certified Agile Large Family

LAFS - Large Agile Family Scaled

(ALL Large Agile Family Courses come with a free LAFBOK)

Large Agile Family Book of Knowledge - 3741.3 Pages

We also offer LESS - Licensed Entertainment for Scaled Siblings

And of Course the MOST Popular: SAFe - Scaled Agile Family Edition (This one comes with a single overcrowded graphic picture courtesy of our friends from Ikea)

Act QUICKLY as these certificates are offered in PRIVATE workshops ONLY and are on a first come first serve basis!

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How To Know What You Want

What do you want? This is a difficult question to answer because for most, what they want is only a matter of how they feel. Their feelings and emotions are an intuitive guide; beckoning them to desire and be attracted to some things while forsaking and being repulsed by other things.

The only problem with this is that most people don’t know what they want; rather, they know what other people seem to have.

According to the theory of Memetic desire, much of what we want is the result of what other people have. Our single friends all get into relationships and suddenly we want to be in a relationship. Our friends all get the new iPhone and suddenly we want to make an upgrade. Our social instinct to “fit in” means that we largely mimic what others model.

If you are basing what you want on how you feel then you are likely to be misled to pursue what it seems other people have.

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Leadership Is the Big Gaping Hole In the Agile Manifesto

Hey Scrum Master... Are you my manager? - Mike Cohn

Should Stories Carry Over From One Spring To the Next? - NO

Common sense would advise us that we should attempt to only consume the number of stories that can reasonably fit inside of a sprint. I have seen in many cases where teams either do NOT honor WIP limits and take on too much work or they Under-Commit and Over Deliver.

Neither of these are what we are shooting for. We should attempt to commit and deliver. No under... No Over...

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How to Deliver Value Faster with Agile

Agile Methodologies are not set in stone, and certain ceremonies help with reflection and improvements. There are others that, in some situations, reduce the fast pace of delivery. We also need to understand how to identify what is working and what is not working. At this point, there is no reason to measure twice and cut once. Sometimes, what to measure or cut is not visible because the team or the company needs more direction toward what’s important. We need a purpose to move forward at the organizational level. Individual contributors usually only have little to say in this manner. By focusing on individuals, there will be team improvement and company improvement. We need to start with ourselves to promote similar behavior in others. It’s important to note that providing value doesn’t mean releasing a product or feature to the public. If something is valuable but has yet to be shared, it’s not benefiting anyone.

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25 Things You Can Do To Simplify Your Life!

1. Do what you love to do.
2. Determine what “enough” means for you and your family.
3. Define what “success” means for you and your family.
4. Reduce the clutter in your home.
5. Work where you live or live where you work. 
6. Eat the same breakfast every day. 
7. Have a work uniform.
8. Go to sleep and wake up at the same time every day.
9. Get rid of all your toxic relationships.
10. Let go of your past. 
11. Plan your week on Friday.
12. End each day by writing your to-do list for the following day.
13. Start every morning by reading your to-do list. 
14. Save everything in the cloud.
15. Open no more than five tabs on your computer.
16. Use a journal to declutter your mind. 
17. Learn how to say no.
18. Simplify your workout routine.
19. Slow Down.
20. Get rid of most of your credit cards
21. Stop Watching The News.
22. Reread some old books.
23. Take a day off every week. 
24. Set up automatic payments.
25. Delete 90% of apps on your phone.

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Can Scrum Be Tweaked or Changed? - Yes

BUT.. Should we really be changing things? Is what we are seeing a symptom or the real problem that we are trying to solve? Join V. Lee Henson as we more deeply explore how and when we should pivot or make adjustments.

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Top 3 Ways To Excel in Remote Leadership

Remote work is not something new. It has been around since LONG BEFROE the pandemic was a thought. Many organizations have found success embracing a remote work culture, yet many have floundered. Here are the top three ways leaders can excel in a remote setting:

1. People have to want to do it

2. Leadership styles need to adapt

3. The secret of good bonding

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Active Listening - A Silent SuperPower!

Have you ever zoned out mid-conversation, fingers itching for your phone, brain choreographing your next groundbreaking product feature? We all have. But in the whirlwind world of product management, where ideas zip around like bees in a garden, there’s a superpower often overlooked: active listening.

This episode delves into why active listening is an indispensable tool in your product management arsenal and how it can profoundly influence your approach to user engagement, team collaboration, and product development.

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Are You a Great Leader?

Many Realities Exist at The Same Time

People who have trouble accepting and respecting this fact turn out to be poor leaders.

They tend to speak more than they listen.

But the greatest leaders know how to do this one thing.

They’re able to feel the discomfort of holding opposing realities at the same time in the mind.

Without reaction. Without fear.

This discomfort is cognitive dissonance.

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The BEST Skill to Learn Is Often to Forget

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What Are Words For?

NOTHING is more annoying than when people take words and twist them out of context and or take sound bites of entire documents to force others to believe their point of view.

While there is a time and a place to be selective of our word choices, dissecting the Agile Manifesto is NOT one of them.

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Yes, Agile Teams Can Create Accurate Plans - Mike Cohn

The term release plan made a lot more sense when Scrum first began in the 1990s. At that time, most teams would run a series of sprints and then release a product.
Today, most teams release more often than every few sprints. Some release every sprint and others release multiple times per sprint or even many times per day.
Release plan might be an outdated term, but it’s still essential for many teams to be able to accurately predict what will be delivered three, six, or perhaps more months into the future.
So whether you call it quarterly planning, release planning, PI planning, or milestone planning, you’ll be much more successful if you, and your leadership team, understand that accurate long-range plans typically lack the level of precision possible in short-term plans.

Plans Can Be Accurate without Being Precise

To put that another way: to ensure accuracy, the longer the planning period the less precise your prediction will be.
If I ask your team in January when you can finish a project, you could likely tell me, “by the end of Q3.” By June, you might be able to update your estimate to “sometime in October.” By early September, you will likely feel confident enough to tell me “the week of October 22” or perhaps, “We’ll definitely have the first ten backlog items done by October 18, but I’m not sure about the next five yet.”
All of those answers are equally accurate. But the level of precision varies depending on how far out in time I’m asking you to estimate.
So when you are communicating your quarterly plans, I recommend communicating your plans as a range, either of time or of scope (or potentially both). By the end of the quarter we’ll give you between 180 and 220 story points. To deliver the 300 points you’ve asked for will take between six and eight sprints.
Being accurate by giving up some precision will increase the trust other people have in your team and will help you succeed with agile.

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UX Research Methods Mapping

In research, we explore our questions with research methods. We might use qualitative methods, like in-depth interviews, or quantitative methods, like surveys. Preferably, we will use a few methods and layer the insights from them together, but it is very important to pick the right research method for the questions you’re exploring. Cue the UX Research Methods Map.

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Don't Get Stuck In the RACI Rabbit Hole...

Imagine you’d like to clarify who can make what decision. One of the most popular methods is to create a RACI-matrix (Responsible, Accountable, Consulted, Informed). But it has several serious shortcomings.

If you’ve ever been in a conversation about a RACI, you’ve likely discussed the difference between Responsible and Accountable. And that is not surprising because even the English dictionary tells us that those words are synonyms — quite confusing.

Furthermore, what’s the point of separating Consulted and Informed? It assumes that there are people we don’t want to inform, even though we get information from them, and vice versa. And that every decision requires Consultation and Informing, which shouldn’t be the case. And what should happen if we don’t like the advice we get from the consulted?

Article Link: https://jurriaankamer.medium.com/dont-get-stuck-in-the-raci-rabbit-hole-f9d768176954

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Buddha Kept Repeating This When He Taught Mindfulness

This one line was what most powerfully imprinted itself into my mind.

Atapi sampajjano satima, a refrain of the Satipatthana Sutta is probably the most succinct definition and description of mindfulness in the Buddha’s own words.

In an age of commercialization of mindfulness, the original definition can often get obscured.

This is why elucidating the logic behind these three words helped me so profoundly; and I hope that it can do the same for you.

The root of this word comes from Sanskrit tap which means heat.

It’s the basis for the concept of tapasya or penance in yoga, which isn’t as scary as it sounds.

It’s merely an increase of the intensity level of our practice so that we are shifted out of our habitual mode, into a more growth-oriented and malleable state of plasticity.

To pursue mindfulness more intensely means to be ready for all the impurity that might come up as a result of it.

This is the entire process of purification; one where impurities arise and pass, just as they would when a piece of iron ore is being heated & refined to produce pure metal.

Without the heat, the practice falls short, and won’t help us reach the depths of profundity taught by the Buddha.

The root sam denotes completeness or orderliness. Pajjano refers to a contextual awareness or understanding.

What the Buddha is trying to describe is a mental state where you know exactly what you are supposed to be doing. Continusly.

This is (depending on the tradition) usually a focus on the phenomena that are arising and passing: impermanent, absent of selfhood, and unsatisfactory.

This examining erodes our clinging & identification with the causes of suffering!

It is with this context in mind that Buddha’s teachings act as a profound & potent medicine for long-term wellbeing.

The Pali word sati and Sanskrit word smrti translate quite literally into “remembrance.”

It’s not quite ‘mindfulness’ as we understand it today (being just in the present moment) but a more widely-encompassing state of awareness.

• Past events can be recalled skillfully, such as meditation instructions.
• Present events arising/passing are the conscious anchor for the mind.
• You can plan the future, but never get lost inside its conceptualization.

This calls for a serious expansion of our mode of conduct to be able to access the past, present, and future — rather than be unconsciously torn between the three!

Remembrance is all about bearing something in mind; of ensuring that this candle of knowing is maintained continuously, so the process of purification continues.

When I realized how my meditation practice was being watered down by my habits, weaknesses and laziness, I went back to the source.

And I found a wellspring of insistence and inspiration from the Buddha to re-vamp my practice for a long time to come.

It is my hope that continuing to learn and share insights such as these is of some benefit to others.

ॐ सर्वे भवन्तु सुखिनः

May all beings experience happiness.

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Signs That You Are a Good Manager...

1) Have a passion for technology but care more about ensuring that their underlying team succeeds

2) Motivates his/her team on a regular basis

3) Passion to teach or help younger members learn

4) Ability for the lead to handle their big titles.

5) Openness to share their expertise & insight with team members

6) Ability to Humble oneself

7) Check often to see how team members are doing

8) Ability to communicate the requirements & expectations effectively to team members

9) Treat everyone as equals

10) Do not micromanage

11) If a subordinate is struggling, lift them up

12) Understand that there must be some time set aside for your developers to study/learn

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The Death of Scrum... NOT Again!

Scrum is dead... It will NEVER make it through 2024... Nobody will do Agile. Everyone will do something new.

I have heard it all and now I have had enough.

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Are User Stories & Story Points Required? No... - Mike Cohn

I’m often asked if user stories are part of Scrum.
No, they’re not. You can have a phenomenally successful team and never work with user stories at all.
At its core Scrum is a very small set of rules. The Scrum rules are defined in the Scrum Guide, and they’re things like keeping sprints short, no longer than a month.
Outside this core of rules are the generally accepted Scrum practices. These are good ideas every Scrum Master should be aware of, but that a team doesn’t necessarily need to do. User stories fit here.
A great Scrum Master should know what user stories are. They may think stories are awful and not recommend using them for a team, but they should at least know what they are.
What about Story Points?
Story points are another generally accepted Scrum practice that isn’t officially part of Scrum.
Story points are a useful way for team members to agree on an estimate. Points get around a common problem: A senior team member thinks something will take one day, a junior team member thinks two days, and they’re both right depending on who does the task.
I think story points are great because they help you avoid pointless debates, they save time, and they increase the chances that your estimates will be accurate. They are my recommended unit for estimating product backlog items.
But not every team needs to estimate! And you certainly don’t have to use story points if you do estimate–you can use person days or some other unit if you prefer.
I do, however, think that you should give story points and user stories a try. For the majority of teams, they are both great practices that will help you succeed with agile,

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10 Unhealthy Habits You Need to Quit Doing Right Now!

1. Gossiping
2. Doom Scrolling
3. Talking Over People
4. Not Investing
5. Spending Your Savings
6. Poor Sleep Hygiene
7. Procrastinating
8. Being Late
9. Smoking and Drinking
10. Being Sedentary

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Agile Personal Leadership Supports a Strong Stable Work Culture

8 Ways Organizational Culture is KILLING Agility:

The Top 4 Patterns for Product Teams to Achieve Successful Outcomes:

1. Engage directly with users and stakeholders.
2. Emerge and validate your product in thin, end-to-end slices.
3. Finish one thing before starting another.
4. Work as a team, not a collection of individuals.

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Do We Re-Estimate Split Stories? - Mike Cohn

Someone asked this question at a recent webinar I hosted on user stories: Do we re-estimate the user stories after we split them? The short answer? Absolutely.
When you break stories down during product backlog refinement (or during sprint planning if you’re trying to make a story smaller to fit inside a sprint), the team will want to re-estimate them. And there is no guarantee the sum of the new estimates will equal the old estimate.
That’s OK and expected. Ideally, the estimate will even out over a bunch of stories and splits but it won’t be perfect. Just adjust the burndown to account for the rise or fall in estimated points, and keep moving.
The Product Burndown Is Like an Airplane Touchdown
For a longer explanation, I’ll use an analogy. I flew into Heathrow a few months back on one of my periodic trips to London. I was looking out the window, idly watching the mechanisms on the wing as we made our final descent. It was a windy day, so I was curious about how the pilot would handle the landing.
I know that the pilot follows a glide path towards the runway (shaped much like the ideal burndown line). But from my point of view, we didn’t hurtle down an imaginary diagonal line and magically land in the perfect spot. We descended a bit, then flew what seemed like level for a bit, then got a bit lower.
At one point, when we were close enough where I could see the runway, we were buffeted up by a strong gust. I didn’t panic, and thankfully neither did the pilots. They just made some sort of an adjustment (it felt like they added a bit of power) and resumed their steady progress towards our destination.
Every commercial runway in the world is painted to help give pilots visual cues about their safe landing zone. In vastly simplified terms, there’s a threshold (after that point it’s safe to land) and a touchdown zone (a range of safe touchdown points in 500 ft / 120 m increments). The safe range varies depending on the size and weight of the airplane.
I don’t know precisely where we landed in the touchdown zone, but the pilots greased the landing and got us to our gate 10 minutes early. So despite the literal ups and downs, and the visual estimates they had to make on their way down, they succeeded.
A product’s burndown chart is like that airplane’s approach into Heathrow. It rarely follows a straight line. Some sprints we approach the goal a bit faster than we expect and sometimes we reach it a bit slower than we expect. Occasionally, we might bump slightly upwards and have to descend again.
Predicting exactly when we will touchdown at our product goal is impossible. It’s always a bit of a guessing game. But predicting a date range where we will finish is both desirable and entirely doable. And as with landing a plane, it’s a skill that improves with practice.
The more you estimate and the better you track your progress, the more consistent and predictable your team’s estimates and plans will become. And creating accurate agile plans that others can rely on will definitely help you succeed with agile,

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Retrospectives - It's Good To Be Choosy - Mike Cohn

Agile WILL be AI in The Next 5 Years!

Product and Project management jobs will be gone in less than 5 years! Yes, that’s the prediction.

The landscape of product management is on the cusp of a revolutionary transformation, driven by the relentless advancements in artificial intelligence (AI). As we project into the next five years, a profound question emerges: Will the traditional role of the product manager become a relic of the past, subsumed by the inexorable tide of AI and redistributed among other pivotal roles within organizations? This contemplation is not just speculative; it’s a realistic forecast of a rapidly approaching future.

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How Teams Handle Unplanned Work & Interruptions

Plenty has been written about how to prioritise roadmap items, but what about those disruptions or interruptions — the urgent requests from customers, the unscheduled maintenance, the technical questions from customer support, or the accumulating stream of bugs?

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Discovery & Delivery ARE Part of Kanban

Discovery work would be, for example, research to figure out whether this is the right thing to build for the customer. Maybe we are doing some experiments or some prototyping. It is very wise to do experiments when we have insufficient evidence so we can harvest the proposed value because at the end of the day, our work items are bets at best. They are ill-informed opinions at worst if you do not experiment. You could just fill your funnel with stuff to develop and maybe there is no evidence you should actually develop it. So discovery is about discovering value, it is about learning.

There are multiple patterns available for managing these four time horizons. The thing is that we are managing WHAT type of work it is as opposed to WHO is doing the work.

In a modern team that is trying to practice agility, I would hope that people are trying to learn other skills. The reality is that the people who do discovery have a lot of work to do and there are usually fewer people who have the skill to do that discovery. What I often find is the people who do discovery are often coaching, mentoring, teaching, and willing volunteers who want to learn how to do that discovery.

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Learn To Unlock Your Full Potential - There is simply TOO MUCH great information to write a description for this episode which is filled with practical tips and application. Be prepared to take LOTS of notes!

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Is The ScrumMaster Role Dying Out in 2024? No...

Join V. Lee Henson as we explore the evolution of the ScrumMaster Role and the Accountabilities that are often associated or mis-associated with it.

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The Top 5 Things We LOVE About Agile

The Top 4 Reasons Your Team Might Be Resistant To Change - Mike Cohn

Reason 1: Lack of Awareness about Why

The most common reason people resist change is a lack of awareness about the reasons for the change. If your team is being split into two teams, you’re much more likely to support that change if you understand why it’s happening.

Reason 2: Lack of Information about What

Another reason employees resist change is a fear of the unknown. I might be willing to go skydiving one day. (My friends would tell you there’s no way I’d ever do that, and I tend to agree. But for the sake of argument, let’s pretend I’d agreed to give skydiving a try.)

When it’s time to jump out of the airplane, I’ll be a lot more inclined to go through with it if an instructor has removed the fear of the unknown by telling me exactly what to expect.

Reason 3: Lack of Job Security

The third most common reason employees resist change is a lack of job security. I’ve got bills to pay and mouths to feed. Will I still have a job after the change? If a change is introduced and I’m worried it could affect my job, I’m probably going to resist that change.

Reason 4: Lack of Executive Advocacy

Finally, the fourth most common reason employees resist change is a lack of executive sponsorship for the change. We’re all much more likely to support a change if there is at least one key leader advocating for the change.

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PROACT Helps You NOT React and Make Better Decisions

The Secret PROACT Framework to Make Better Decisions

A big decision is like climbing a mountain. You have to take it step by step.

You cannot take the complexity away but you can manage it. You can break it down into manageable parts and analyze them. You then reassemble your thoughts into a good choice.

The PROACT Framework gives you a step-by-step blueprint for this.

1. Framing the decision problem: Sometimes the necessary decision is not the one you had in mind.
2. Defining your objectives: These are your guides in the process.
3. Collecting your alternatives.
4. Understanding the consequences of the alternatives.
5. Making the right tradeoffs.

Your decision confidence increases as you follow these steps.

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