Thursday, April 28, 2016

Send failed "I want to be an agile trainer"

Hi, I tried to send the pics from the SGFLA open space. The message bounced because the attachment
was too big. Since this is an alias, did someone else get them?

Kind regards,

Monday, April 25, 2016

Building an Agile Marketing Community

Scrum Gathering Orlando Open Space

Building an Agile Marketing Community
led by Maria Matarelli

We invite everyone to continue the conversation online! Free to join:

Best Regards,

Maria Matarelli | President, Formula Ink

Inspiring Performance on the Next Level:

(309) 678-8368 |

Are you working at a sustainable pace?

Sunday, April 24, 2016

Saturday, April 23, 2016

Using Open Space Technology for Agile Adoption

Using Open Space Technology for Agile Adoption

Helping Only by Invitation

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Friday, April 22, 2016

What I Wish My Training Had Covered

In proposing this session, I had expected most of the feedback might be about things Scrum Masters or Product Owners had encountered as problems/issues and would have wanted some "heads up" about in the training.  You'll see below what actually was raised.  Some comments of mine to provide more context are in brackets - "[ ]":

Would have liked more on

Diverse (culturally) and distributed teams.

Project tracking techniques, KPIs

Keeping teams engaged [after they've been through a number of Sprints]

How to coach Product Owners

Shouldn't there be a Scrum "team" certification [everyone who wants any sort of Scrum training just has SM, PO, and a 5-day developer course to hope covers the topic]

What's the Scrum master sphere of influence, how to get teams to grow

Managing one's own personal change (and help others do the same)

[What to do about teams feeling that there are] Too many meetings

Maintaining morale [team]

Coaching team members

Training seems to teach the "target state," but not how to get there

What could be "compromised" to get things started

What not to do [i.e., dysfunctions to avoid]

And toward the end of the session, Peter Stevens asked the group "What is causing you pain?" to which he got the following comments:

*Servant* not needed [i.e., teams feeling that, after a while, they "know" Scrum and don't need the Scrum Master perhaps because] the "Pressure is off when they got the basics right".

Lack of cohesion between silos (most of the work is between the silos)

What's the next step? No career path [and this seemed to be to be suggested by many of the prior comments above]

Lot of change in management [i.e., having to "(re)educate" a new set of management]

My SM has no SM training [right, management picked a Scrum Master who had never had any formal training and did not indicate they would need it]

Spillover [the prior session to this discussed the problems of teams not finishing work and having it spill over into the next Sprint]

[Management or POs feeling teams should] Do defects in your over[/own] time, misconceptions about story points [, saying defects should be worth '0' points, viewing points something like a scoring system you "get credit" for, hence no credit for defects]

Useful tools? {and someone suggested the] Spotify health check

How do you validate that what you did yesterday really works?  [Something I have taught in my class as a daily, individual "retrospective" on one's own accomplishments for the day.]

Thursday, April 21, 2016

How to work with component team (specialized vs cross functional team)

Open Space Notes for Specialty vs. Cross-functional Teams (Banda Sea 1)

  • Explained situation of a company that has mostly specialty teams because they have a high number of teams over a high number of divisions and end up doing the different products across the division's but putting the products together provides value.
  • Person said work from VMWare and they also have very complex
  • How reduce cycle team
  • Have plane mechanic and car mechanics and rather then bring plane mechanics over to work on cars was not worth it - made decision that time is money 
  • Person had 24 teams - how resolve dependencies?
  • Speciality vs. Cross-functional 
    • Where is your most communication taking place?  More communication surrounding building the product or more communication needed
  • Communication, dependencies and inter-dependencies
  • Bring into a single team that have strong communication lines
  • Cannot get rid of cross-team communication - but want to minimize as much as possible with team structure
  • Generalized specialists wanted - will teams take time to take the one step back to take two steps forward in future
  • Don't want to split a person across teams if at all possible (anything less than 50% is red flag)
  • Spotify video on dividing dependencies
Conclusion: If you have multiple component (specialized) team, working together then try to keep objective of minimizing dependencies between team. Either by minimal team restructuring or refactoring the component architecture.

Wednesday, April 20, 2016

Being Agile in a Non-Agile Environment

Retrospective that rocks!

What is your favorite metaphor?

Sent from my Verizon Wireless 4G LTE smartphone

Fwd: Being & Doing : Agile Mindfulness

Subject: Being & Doing : Agile Mindfulness

There is no treasure equal to contentment and no virtue equal to fortitude - Sri Sarada Devi

Engaging Executive leaders in agile transformation

Engaging Executive leaders in agile transformation - build am agile leader scrum team

Eight step framework (from Kotter)
  1. Increase urgency
    1. Increase the urgency that already exists, don't manufacture one
    2. Not panic - the need to do something
  1. Build guiding teams
    1. Agile teams focused on bringing value to the customer
    2. In this case, the org is the customer
    3. PO has content authority over the backlog 
    4. SM removes impediments 
    5. At least one exec member
    6. Modified structure 
      1. Regular stand ups
      2. Monthly planning
      3. Monthly grooming
      4. Backlog includes
        1. Impediments to agile adoption
        2. Focus area
          1. Some major thing (pain point) in the portfolio like...
            1. Quality
            2. Timelines
            3. Process
            4. Communication 
  2. Get the vision right 
    1. Team creates it at the first meeting
    2. Not delivering software,  but delivering value by process improvements 
      1. Revise change management
      2. Introduce devops and continuous integration
  3. Communication for buy-in
    1. Teams see execs doing it and it boosts morale and their own buy in to the process
  1. Enable action
  1. Create short term wins
  1. Don't let up
    1. Press harder and faster.Don't let it die
    2. Decrease sprints to two weeks
    3. Use metrics to demonstrate value
    4. Share metrics for Transparency
    5. They can feel some of the same pain other teams feel 
  1. Make it stick
    1. Coach
    2. Communicate
    3. Continuous improvement 
  • One month sprints to start
    • Hold sprint reviews and retrospective 
    • Demo completed stories 
  • Same issues arise as any other team starting up
    • Stories too big or not groomed
    • Lofty expectations 
  • Team needs to include one or more people with a passion for agile
  • Remind of values from agile manifesto
    • The agile manifesto is crystal clear and shines a spotlight on problems, organizational and cultural.

Great Product Owners (attachment 3)

Session by Brent Barton and Moonie Lantion

Great Product Owners (attachment 2)

Session by Brent Barton and Moonie Lantion

Great Product Owners (attachment 1)

Session by Brent Barton and Moonie Lantion