The Agile Daily Standup - AgileDad

Strategies To Maximize Team Efficiency 1) Understand the North Star 2) Clear & Effective Communication and Collaboration 3) Knowledge of Agile Roles & Accountabilities 4) Becoming the ULTIMATE Communicator 5) Not Repeating the Same Mistakes 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/

Dealing With Toxicity - 3 Ways to Thwart Negativity Addressing toxicity in interpersonal relationships and environments is an essential aspect of promoting mental and emotional well-being. Here are three top techniques to combat such negativity in our personal and social spheres: Boundaries and Self-care: Set Clear Boundaries: Learn to say "no" when necessary and establish clear boundaries with toxic individuals. This can be in the form of limiting time spent with them, avoiding specific topics, or even cutting ties if the situation warrants it. Prioritize Self-care: Ensure that you're dedicating time to activities that rejuvenate and ground you, be it reading, meditation, exercise, hobbies, or seeking therapy. This helps in building resilience against negativity. Communication and Assertiveness: Open Dialogue: If safe and appropriate, address the toxic behavior directly. Sometimes individuals aren't aware of the impact of their actions, and a calm, non-confrontational conversation can lead to understanding and change. Be Assertive, Not Aggressive: Express your feelings and needs clearly without being confrontational. Using "I" statements, such as "I feel hurt when…" instead of "You always…" can help in addressing issues without escalating them. Seek Mediation: If direct communication doesn't resolve issues, consider seeking mediation or counseling, especially if the toxic individual is a family member or close friend. Seek Support and Distancing: Lean on Support Networks: Share your feelings and experiences with trusted friends or family. They can offer emotional support, different perspectives, and coping strategies. Limit Exposure: If someone consistently brings negativity into your life, consider reducing your exposure to them. This can mean different things depending on the situation: fewer meetings, unfollowing on social media, or seeking a change in your environment (like a transfer at work). Professional Help: Therapists or counselors can provide guidance tailored to your specific situation, helping you develop coping mechanisms and strategies to deal with toxic individuals and situations. Ultimately, protecting oneself from toxicity is about prioritizing your mental and emotional well-being. Recognizing toxic behaviors and taking proactive steps can lead to a healthier, more balanced life. 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/

Scrum Explained In Less Than 15 Minutes... Ready? GO!! Is it possible? Listen and find out.. LOL 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/⁠

Making Retrospectives Matter - 3 Keys to Success! #1. The team doesn’t know what greatness looks like If a team always feel that nothing needs to change, it could be because they don’t know what a high-performing team is like. They have been working in their familiar ways for too long and never got a chance to learn what greatness can be. #2. The improvement actions have not been actually taken on Another common issue is that the team always has good conversations during the retrospective and identifies the things to improve. But those improvement actions haven’t been followed up closely. The actual results of the improvement haven’t been tracked and reviewed. So the team feels that the retrospective is just wasting their time. #3. The impediment is too big for the team to improve Sometimes the improvement that the team wants to focus on is a big challenge across the whole organization. For example, the team decides to find a way to remove the external dependencies. However, it requires either changing the organizational structure or changing the architecture across multiple systems which is out of the team’s ability to improve them. The team will feel frustrated about it and may lose the passion to improve anything. 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/⁠

MVP vs MMF - What is the Difference? - Mike Cohn I had a question come up in a recent Better User Stories webinar. We were talking about story mapping and the concept of setting a significant objective for a period of time (usually about a quarter).I gave three examples of how to come up with a significant objective: An MMF (minimum marketable feature), an MVP (minimum viable product), or a WIG (wildly important goal).At the end, someone asked me if I could further explain the difference between an MVP and an MMF. I wanted to share the answer with you in case this has come up on your team.What’s an MVP?An MVP is about the whole product. ​​Product is in the name: Minimum Viable Product. The term MVP comes from Eric Ries and his book The Lean Startup.An MVP is the version of a product that delivers the maximum amount of information for the least amount of effort. An MVP is designed to validate the idea of a product as a whole: Is this product something people will pay for?I have a bit of an issue with using an MVP for a significant objective. Why? Because when you meet again to plan, what do you build next?You've already released something minimum and viable. Whatever comes next is more than minimum and viable. So how can you call it an MVP? It feels as if you can only use the term once.I tend to prefer the term MMF, minimum marketable feature.What’s an MMF?An MMF is about a single feature rather than the whole product. A minimum marketable feature is a subset of an overall feature, one that delivers value when released independently. It was introduced by Mark Denne and Jane Cleland-Huang in their book Software by Numbers.That is, the MMF is not everything you may ultimately want in the feature, but it's enough to get some feedback.In a spell checker, for example, you may release a version that checks your spelling but doesn't allow users to share custom dictionaries or do other things you know you eventually want. But you've released enough to market that your spell checker includes that feature.What’s the Difference?A minimum marketable feature is smaller than a minimum viable product. An MVP can and likely would include multiple MMFs.For example, suppose I’m building an ecommerce website.I might have the following requirements: ​​  I can search for items I can put items in a cart I can pay for items I can set delivery addresses That set of features would be an MVP: I could launch my ecommerce site with those features. An MMF, on the other hand, would be a way to deliver part of any one of those features.Let’s say we want an MMF for “I can pay for items.” We want to be able to launch that feature in the coming period but decide to launch it in a minimal way first, maybe for capacity reasons or maybe because we want to learn something about it before we create a bunch of functionality.So we would take the feature “I want to pay for an item” and identify a minimum marketable feature: “I can pay for an item with Mastercard.” It’s not a whole product. It’s not even a full feature. But it is enough to get us going.Whether you prefer to think about MVPs, MMFs, or something else, focusing teams towards a significant objective and mapping the stories that will get you there, will help you and your team 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/⁠

No Agile Methodology is Right for You I understand that there is no one-size-fits-all methodology for any team. Every team is unique, every project is unique, because people are unique. Therefore, it is much more important to understand the fundamental principles associated with agile work methodologies and project management rather than becoming an evangelist for Methodology A or B. A summary of these principles: The foundation of work in an agile methodology is for everyone to have a clear understanding of what work is expected to be completed at the end of a predefined period. This period is most commonly referred to as a sprint. It’s also worth noting that work should be assigned to an individual with a specific responsibility. In other words, there is no “team work”; all work should be assigned to an individual. Another crucial principle is the ability to anticipate whether the team will be able to achieve what has been planned and to identify anything that can be done to make the process more efficient in order to reach the goal. Understanding that the role of the person responsible for coordinating the teams is to ensure that as many assigned activities as possible are completed by the end of the period, aiming for 100%, it is crucial for them to constantly monitor the team’s progress in the current endeavor. This includes knowing how much of the work has been completed and what each team member is working on, allowing for real-time adjustments if necessary. With this in mind, there are four major pillars: What work needs to be executed and who should execute each part of that work. The deadline for completion. How much of the work has been completed up to that point. What each team member is working on at that moment. Task Fragmentation Measuring the progress of work is a critical necessity, and the smaller the margin of error in this process, the better. The best way to reduce estimation errors and generalize activities as much as possible is to break down each part of the work into something resembling a ticket or task with an equivalent effort. This leads to greater predictability. The Pitfall: There is a pitfall when it comes to generalizing activities. Many managers start making a massive effort to create activities with irrelevant actions, such as “Send an email…” or “Follow up with the department…”. When this happens, their management model is on the verge of failing. This occurs because the time allocated to manage the activities becomes greater than the actual execution of the activities. At this point, a good manager understands that working is more important than organizing work (which is correct), but often attributes the problem to the methodology, which is a mistake. How Tasks Should Be Divided: Each task should have its role within the whole. Think of each task as a piece of a puzzle; it needs to make sense within the project. A good way to determine if an activity has the minimum requirements to be considered a task is to ask, “When the project is completed, can this task be perceived in some way within the project?” This prevents activities of minimal relevance from being included in a list of items to be completed and providing an incorrect perception of a team’s efficiency. 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/

AgileDad Veterans Day Tribute

Help Me Understand: Navigating the Complexities of Human Understanding In today's hyper-connected world, with information at our fingertips and global conversations just a click away, understanding one another has never been more crucial. Yet, it's apparent that in many ways, we're more divided and less understanding than ever before. Why? Let's dive into the complexities of human understanding and the phrase: "Help me understand." The Power of Curiosity At its core, the plea "Help me understand" is an expression of genuine curiosity. It's a bridge to empathy, a door to deeper connection, and an admission that we don't know it all. As children, we're natural explorers, asking endless questions to understand the world around us. "Why is the sky blue?" "Where do babies come from?" But as we grow older, societal expectations, fear of being wrong, or simple complacency can stifle our inquisitiveness. The Fear of Not Knowing Admitting we don't understand can be terrifying. In a world that often equates knowledge with power, acknowledging a lack of understanding can feel like revealing a weakness. However, when we let go of this fear and ask someone to help us understand, we're not just gaining knowledge. We're also building trust, showing vulnerability, and forging deeper connections. Barriers to Understanding Cultural Differences: Cultural nuances can lead to misinterpretations. What's considered polite in one culture might be rude in another. Generational Gaps: Different generations have varied perspectives shaped by the unique challenges and experiences of their times. Cognitive Biases: These are the mental shortcuts we take, based on our experiences, which can sometimes lead us astray. Information Overload: The sheer amount of information available can be overwhelming, leading to selective understanding. Steps to Foster Understanding Active Listening: This means fully concentrating, understanding, and responding to what's being said, rather than passively 'hearing' the message. Ask Open-ended Questions: Questions like "Can you tell me more about that?" or "What makes you feel this way?" can open the door to deeper understanding. Seek Diverse Perspectives: Engage with people outside of your immediate circle. Read books, watch films, or attend lectures that offer a different viewpoint. Reflect: Take time to process what you've learned. Reflecting helps in internalizing and truly understanding new information. Bridging the Understanding Gap with Technology Modern technology offers tools that can help us understand each other better. From translation apps that break down language barriers to virtual reality experiences that allow us to step into someone else's shoes, technology is making the world smaller and more interconnected. However, with the blessings of technology come challenges. The anonymity of the online world can sometimes make empathy harder to come by. But by harnessing the power of technology with a genuine desire to understand, we can bridge even the most challenging divides. "Help me understand" is more than just a phrase. It's a mindset, a commitment to lifelong learning, and a pledge to approach the world with an open heart and mind. In seeking understanding, we recognize our shared humanity. Every time we reach out to someone with the intention of truly understanding them, we're taking a step towards a more empathetic, connected world. So, the next time you're in a conversation, and you find yourself puzzled or at odds, take a deep breath and say, "Help me understand." You might be surprised at the doors it opens. 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/

Learn about the importance of backlog refinement in Scrum, including managing product backlog, various backlog categories like bundled functionality, undeveloped ideas, and low-priority features, and backlog items such as new features, technical debt, and known defects.

The ScrumMaster IS a People Person... In the fast-paced world of Scrum, where project timelines are tight, and deliverables are paramount, one might wonder where the role of a People Person fits in. However, my experiences as a People Person as a scrum master have taught me that fostering strong relationships, understanding my team members, and promoting a positive work environment are not just valuable but essential components of achieving success in a Scrum setting. In this blog, I’ll share my journey and insights into how being a People Person has positively impacted People Management, Team Dynamics, and overall team productivity. One of the core requirement of being a People Person is the ability to build genuine friendships and establish meaningful relationships within the team. In a Scrum team setting, where collaboration is key, this skill is invaluable. Here are some of my experiences: When I joined my Scrum team, I made it a point to get to know my colleagues as individuals, not just as team members. I engaged in casual conversations and showed a genuine interest in their well-being. This simple act helped break down barriers and laid the foundation for trust. I understood the importance of creating a work environment where everyone felt they belonged. By making an effort to include everyone in team discussions and decisions, I helped team members feel valued and appreciated. In a Scrum team, there are bound to be challenges and setbacks. However, a People Person can bring positivity and resilience to the table, ensuring that the team remains motivated and productive even during tough times. During particularly challenging sprints or when deadlines loomed, I made it a point to infuse positivity into the team. Simple gestures like celebrating small victories, offering words of encouragement, and maintaining a sense of humor helped boost morale and keep spirits high. As a People Person, I understood the importance of staying resilient in the face of adversity. I encouraged the team to learn from setbacks rather than dwell on them. This forward-thinking approach kept us focused on continuous improvement. Motivating team members and building strong team dynamics are essential for a Scrum team’s success. As the Scrum Master, I embraced these responsibilities with enthusiasm. I adopted the role of a servant leader, putting the needs of my team members first. By offering support, guidance, and a listening ear, I empowered my colleagues to excel in their roles. This approach created a sense of trust and respect within the team. A Scrum team’s capacity for growth and improvement is essential for sustained success. As a People Person, I was passionate about fostering continuous learning and development. Recognizing the value of diverse perspectives, I celebrated our team’s diversity and encouraged open dialogue. This inclusivity not only enriched our problem-solving but also created a more vibrant and dynamic team. 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/