The Agile Daily Standup - AgileDad

Agile Success With Definition of Ready & Definition of Done The specific items on a DoR checklist may vary from team to team, but some common components include: Clear Description & Acceptance Criteria is defined Any Dependencies related to the story are identified & resolved The story is estimated to is feasible to be completed in a single sprint Story is testable Mockups are finalized & attached to the story Fix Versions is added to the Story While the specifics of the DoD may differ among teams, common elements include: Design/ Spike Document is added to confluence and reviewed PR is reviewed & Merged Unit Test is written & Passed All Integration tests are passed Automated Smoke Tests are executed & Passed Test Case is written & Executed Test evidence is attached to the story Documented the impacted features in Jira for regression testing The user story meets the acceptance criteria Performance tests, if applicable, have been conducted, and performance is within acceptable limits. Stress Testing using Monkey UI Exerciser is completed & Passed UX Review is Done if applicable PO Review is Done Release Notes added in the Jira How to connect with AgileDad: - [website] https://www.agiledad.com/ - [instagram] https://www.instagram.com/agile_coach/ - [facebook] https://www.facebook.com/RealAgileDad/ - [Linkedin] https://www.linkedin.com/in/leehenson/

The Problem You Think You Have Is NEVER Really the REAL Problem... - Episode 950 I can PROMISE you that this episode WILL BE THE MOST LISTENED to episode in the history of this podcast! Join us as we discuss mental health and how to best resolve worry, grief, stress, and anxiety. How to connect with AgileDad: - [website] https://www.agiledad.com/ - [instagram] https://www.instagram.com/agile_coach/ - [facebook] https://www.facebook.com/RealAgileDad/ - [Linkedin] https://www.linkedin.com/in/leehenson/

What Is an Agile Leader? - Mike Cohn Let’s start with what agile leadership looks like.Guide, Don’t CommandI’ve got a poster on my wall that shows the Monopoly man, the mascot of the Monopoly game. I had to look up his name, by the way. It’s Milburn Pennybags, also known as “Rich Uncle” Pennybags.In the poster on my wall, Mr. Pennybags proclaims, “Leadership: Guide don't Command.” I bought the poster for two reasons. One, it’s funny to have my “rich uncle” looking over my shoulder during Zoom calls. And two, the motto actually summarizes agile leadership pretty well.Agile leaders set out some goals and create a culture for people, but they don’t tell people what to do—they don’t assign specific tasks.Agile leaders will say Let’s achieve this goal. But those leaders won’t dictate how to achieve that goal. Instead, they create a culture of teamwork, transparency, and continuous improvement. In other words, they create an environment where teams are empowered to achieve great things.Traditional leaders might also do those things, but creating the culture is not the foremost thing on their minds.So if you want to be a more agile leader, start by doing less telling and more inspiring. Set big audacious goals for your teams and create an environment where they can succeed. If you do, I suspect two things will happen. Most times, your teams will surprise you with their ideas and innovation. And every time, guiding instead of commanding will help you succeed with agile. How to connect with AgileDad: - [website] https://www.agiledad.com/ - [instagram] https://www.instagram.com/agile_coach/ - [facebook] https://www.facebook.com/RealAgileDad/ - [Linkedin] https://www.linkedin.com/in/leehenson/

Discovering The Differences Between Scrum & Agile... Simply put, Agile is a Mindset - Scrum is a Framework. Let the argument commence in the comments below! How to connect with AgileDad: - [website] https://www.agiledad.com/ - [instagram] https://www.instagram.com/agile_coach/ - [facebook] https://www.facebook.com/RealAgileDad/ - [Linkedin] https://www.linkedin.com/in/leehenson/

3 Reasons Why HR Needs Agile 1. Specialized Roles/Silos Resulting in Sequential Processes and Longer Decision-Making Cycles In most organizations that have adopted classical HR Service Delivery practices there often are distinct roles and silos for HR functions such as Business Partners focusing on strategic activities, Centers of Expertise handling specialized tasks, and Shared Services managing transactional activities. This separation does not foster the collaboration needed for agile responsiveness. 2. Focus on Specialization Over Cross-Functionality that hinders Team empowerment In a classical Ulrich Model-based HR Service Delivery organization, the focus is specializing in a specific HR domain. Although specialization is a considerable asset, it does not foster a holistic approach towards a comprehensive People Strategy. Team members are primarily focused on their specific roles and responsibilities instead of collaborating or taking over different/new tasks for holistic problem-solving. 3. Less Emphasis on Employee Experience Last but not least, traditional HR organizations are more inclined to miss the main persona in context, “the Employee”. There are of course several reasons for that. As discussed in the above 2 bullet points, in traditional HR Service Delivery organizations the focus is more on administrative tasks and different Centers of Expertise focus on their delivery roadmap, which makes it hard to establish a holistic strategic and employee-centric HR approach. How to connect with AgileDad: - [website] https://www.agiledad.com/ - [instagram] https://www.instagram.com/agile_coach/ - [facebook] https://www.facebook.com/RealAgileDad/ - [Linkedin] https://www.linkedin.com/in/leehenson/

Lean or Agile? The Answer May Surprise You! In order to make this decision, you MUST explore the organizational mindset: Strategy Structure Culture Risk Management Goals Measure of Success How to connect with AgileDad: - [website] https://www.agiledad.com/ - [instagram] https://www.instagram.com/agile_coach/ - [facebook] https://www.facebook.com/RealAgileDad/ - [Linkedin] https://www.linkedin.com/in/leehenson/

5 Life Lessons That Have Made Me a Better Leader #1. Perception is projection What you perceive, you’ll believe. If you’re painting the world around you with negative projection, that’s also what you’re going to imbibe, until you’re smothered in the glossy sheen of cynicism and horror. It’s like a twisted remix of the classic ‘if you build it, they will come’. Field of dreams? More like field of nightmares. Because what you fixate on will manifest. Watch as your warped worries are birthed into the world around you in some Tim Burton-esque torture show. The beautiful thing is this works the other way too. See beauty in the world and you’ll find it. Everywhere. Too many people are so fixated on their problems that they miss the beauty staring them in the face. Moments of wonder get lost like tears in the rain. And worse than this, they miss opportunities. The world seems like a scary place, so they operate from a place of fear. They become risk-averse. They clutch tightly at what they have and fail to gain anything more. As a leader, you need to have a positive relationship with the world. Be courageous. See the good in people, then get the best out of them. Take risks. Laugh at setbacks. Embrace chaos. And let yourself enjoy the wonders of life, both ups and downs. You never know what’s good for you and what’s not, on a long enough timeline. So might as well just try to enjoy it all and make the best of it. #2. The cynicism safety blanket Leadership is about preparing for the worst, but trying for the best. Consider the worst case scenario and make sure you’re both active in trying to avoid it, and careful not to manifest it. #3. Someday is today There will never be a perfect time. If you keep putting stuff off until the right moment, you are never going to start. Because there’s always going to be an excuse to leave it until tomorrow. There is no ‘someday I’ll get to it’. If it’s important, that day is today. Get to the action as quickly as you can. Because tomorrow is never promised. You can’t guarantee anything in life but right now. And before you know it, you’ll have missed your chance. Maybe you’re just not at the right level yet to do an idea justice. But rather than carry it with you, start it and learn as you do it, share it with someone who can use it, or let it go. Don’t weigh yourself down with ‘what ifs’ and unfulfilled desires. Unrealized dreams are a slow death. The present is all we ever get. Act accordingly. #4. It’s all material Everything that happens to you is a chance to create something new. You can learn lessons. Apply feedback. Make a story. Coach others. It all starts with how we treat what happens to us. A lot of bad things are not actually as bad as they seem. Barring disasters, there’s value in nearly every experience. Because everything is material. It can all serve a purpose. The world is full of stories of people who turned hate into fuel, rejection into success, and failure into triumph. Don’t be a diamond that chooses to stay coal. #5. Keeping a level head is a superpower When everyone around you is blowing a gasket, the ability to focus on solutions and move forward becomes the closest thing to a superpower. It’s easy to find reasons to quit. As a leader, they’re basically everywhere. And why wouldn’t you? There’s only a finite amount of hours in the day, and days in a life. Who’d want to spend theirs pissed off, burnt out, and failing? How to connect with AgileDad: - [website] https://www.agiledad.com/ - [instagram] https://www.instagram.com/agile_coach/ - [facebook] https://www.facebook.com/RealAgileDad/ - [Linkedin] https://www.linkedin.com/in/leehenson/

How Product Managers Can Master the Art of Communication? The Crucial Role of Communication in Product Management Communication is the backbone of a Product Manager’s responsibilities, impacting various aspects of their role: 1. Stakeholder Alignment - A PM interfaces with a multitude of stakeholders, including engineers, designers, marketing teams, and executives. The ability to articulate product vision, objectives, and progress is vital to ensure everyone is on the same page. Failure to do so can lead to misunderstandings, delays, and misalignment. Example: Consider the case of Tesla’s Elon Musk. His exceptional communication skills, through mediums like Twitter and public presentations, have kept Tesla enthusiasts, investors, and the public informed about the company’s vision, progress, and challenges. 2. Requirement Gathering - To build a successful product, a PM needs to gather and document requirements from various sources, including customers, internal teams, and market research. Clear and concise communication ensures that these requirements are accurately captured and understood. Example: Amazon’s Jeff Bezos mandated an empty chair in meetings, symbolizing the absent customer. This practice reinforced the importance of customer-centric communication and decision-making in the company. 3. Prioritization and Roadmapping - A Product Manager must prioritize features and create a product roadmap. Effective communication helps in justifying these decisions to the team and stakeholders, aligning everyone with the product’s strategic direction. Example: Spotify’s Daniel Ek has excelled in communicating their vision to prioritize user-centric features. This has led to a constant stream of innovations in the music streaming service, keeping them ahead in a competitive market. 4. Cross-Functional Collaboration - In a dynamic environment, a PM collaborates with cross-functional teams, often with varying priorities and perspectives. Clear communication fosters collaboration, minimizes conflicts, and helps in achieving product goals. Example: Slack’s Stewart Butterfield promoted transparency and open communication, allowing teams to work together efficiently, resulting in the development of a popular team collaboration tool. A Structured Approach to Mastering Communication for Product Managers To shine in their role, Product Managers can adopt a structured approach to communication. Here’s a step-by-step guide: 1. Understand Your Audience - The first step is to understand who you are communicating with. Tailor your message to the level of detail and terminology that your audience will understand. Engineers may require technical details, while executives may need a high-level overview. Example: Steve Jobs was known for his ability to simplify complex technological concepts when presenting new Apple products to the general public, making them accessible and exciting. 2. Craft a Clear Narrative - Create a compelling narrative around your product, emphasizing its value proposition, benefits, and unique selling points. A well-structured story captivates your audience and makes the message memorable. Example: The late Tony Hsieh of Zappos was a master at storytelling, making customers and employees feel part of a larger narrative about delivering happiness through exceptional service. 3. Actively Listen - Communication is not just about talking but also about listening. Pay attention to feedback and questions from your team and stakeholders. Listening actively helps you refine your message and address concerns. How to connect with AgileDad: - [website] https://www.agiledad.com/ - [instagram] https://www.instagram.com/agile_coach/ - [facebook] https://www.facebook.com/RealAgileDad/ - [Linkedin] https://www.linkedin.com/in/leehenson/

Agile Anti-Pattern Review - Budgeting Buckets of Time for Interruptions & Tech Debt Many teams and organizations try to budget buckets of time to address inbound interruptions and or tech debt. Making it time based is a critical error and an even bigger error is trying to break off percentages for people to do specific types of work. We should have an entire sprint each quarter dedicated to tech debt and should address issues and or concerns as they arise. The core team should NOT be interrupted. How to connect with AgileDad: - [website] https://www.agiledad.com/ - [instagram] https://www.instagram.com/agile_coach/ - [facebook] https://www.facebook.com/RealAgileDad/ - [Linkedin] https://www.linkedin.com/in/leehenson/

Attend but Don’t Participate Unless You’re on the Team - I’m listening.That phrase is on my mind because the TV character Frasier Crane has returned to television. Portrayed by Kelsey Grammer in the shows Frasier and Cheers, Frasier Crane dispensed psychiatric advice on his popular radio show.As each new caller joined the show, Frasier would voice his catchphrase, “I’m listening.”If you attend a team’s daily scrum meetings but are not a member of that team, consider following Frasier’s lead: listen.Your team probably welcomes your attendance. But unless you are actively working on sprint backlog items, you should not participate.As an attendee, listen silently unless the team solicits your opinion or questions.Daily scrums exist so that team members can synchronize their efforts. These meetings enable team members to be sure the most important tasks are being worked on, to know that two people are not working on the same thing, and to emphasize their commitment to achieving the sprint goal.When outsiders go beyond just attending and they participate, a number of problems may arise:  Team members may hold information back, not wanting to be questioned by outsiders Team members feel less ownership of issues and may wait for outsiders to solve problems for them Morale suffers because team members don’t feel trusted If you attend daily scrums but are not on the team, you may want to stop. Instead, ask the team to notify you about anything they need your help with.If you can’t go as far as no longer attending, perhaps start each meeting as Frasier Crane would, by saying (or at least thinking), “I’m listening.”Listening and letting teams run their own daily scrums without (even well-intended!) outside participation will help them succeed with agile. How to connect with AgileDad: - [website] https://www.agiledad.com/ - [instagram] https://www.instagram.com/agile_coach/ - [facebook] https://www.facebook.com/RealAgileDad/ - [Linkedin] https://www.linkedin.com/in/leehenson/