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The Minimum Business Increments of Learning Agile

May 14, 2018 — Posted by Al Shalloway
One of the biggest missing pieces of Agile is the idea of the minimum increment of value that the customer can realize. We call these minimum business increment (MBI). Note I said "realized" not merely deployed. This thinking should be used in teach Scrum as well. We shouldn't be teaching as much as we can deliver, but as much as the clients can realize.
Just teach Scrum or SAFe for Teams focuses has much "deliverable" which not all of which is realized. 
 
I would suggest that the order of importance of MBIs for Agile teams is:

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Thinking of a Kanban Board as a Value Stream Map

May 13, 2018 — Posted by Al Shalloway
An obvious difference between Scrum & Kanban is that one is based on flow & the other uses iterations. A more significant difference is the use of the board.  In Scrum, the board describes the stages the work is in, but leaves a description of the workflow itself to the tasks that make up the stories. In Kanban, the board explicitly represents the agreements between team members. The board is a reflection of what the team thinks is the best way to do their work. People don’t follow the board, rather the board is updated w/ what people are doing.  
 

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An interesting, ironic parallel in using Lean to improve a Lean course

May 13, 2018 — Posted by Al Shalloway
The most impressive thing to me in "The Toyota Way" was the telling of how the first Lexus engineering team was able to create such a great car. The problem with a performance luxury car is it has to be quiet, comfortable, fast & have great handling. Lexus was also committed to making it environmentally friendly. These conditions are in conflict with each other: high performance causes noise, noise requires insulation, insulation makes the car heavier making it use more gas. The solution> Focus on the core problem-engine noise. The rest is history.
 

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Why Net Objectives is back in the Scrum training arena

May 11, 2018 — Posted by Al Shalloway
We've been doing Scrum training since '00. Around '07 we broke with Scrum Alliance because we both didn't like the cert model and felt teaching teams how to be Scrum Masters didn't make any sense. We did Scrum training here or there when Scrum wasn't appropriate but over the last decade of us focusing on mid-large scale and Scrum training becoming essentially a commodity we pretty much got out of Scrum training and did it only as part of larger engagements.
 

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The Essence of Agile

May 11, 2018 — Posted by Al Shalloway
  1. quick feedback at all levels
  2. understand what is of most value for company to invest in
  3. delivering highest value quickly
  4. quick course correction
  5. continuous improvement

This requires

  1. identification of what high value is
  2. small stories
  3. collaboration to define these and implement them

Two methods I've seen invaluable for this:

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Blog Authors

Al Shalloway
Business, Operations, Process, Sales, Agile Design and Patterns, Personal Development, Agile, Lean, SAFe, Kanban, Kanban Method, Scrum, Scrumban, XP
Cory Foy
Change Management, Innovation Games, Team Agility, Transitioning to Agile
Guy Beaver
Business and Strategy Development, Executive Management, Management, Operations, DevOps, Planning/Estimation, Change Management, Lean Implementation, Transitioning to Agile, Lean-Agile, Lean, SAFe, Kanban, Scrum
Israel Gat
Business and Strategy Development, DevOps, Lean Implementation, Agile, Lean, Kanban, Scrum
Jim Trott
Business and Strategy Development, Analysis and Design Methods, Change Management, Knowledge Management, Lean Implementation, Team Agility, Transitioning to Agile, Workflow, Technical Writing, Certifications, Coaching, Mentoring, Online Training, Professional Development, Agile, Lean-Agile, SAFe, Kanban
Ken Pugh
Agile Design and Patterns, Software Design, Design Patterns, C++, C#, Java, Technical Writing, TDD, ATDD, Certifications, Coaching, Mentoring, Professional Development, Agile, Lean-Agile, Lean, SAFe, Kanban, Kanban Method, Scrum, Scrumban, XP
Marc Danziger
Business and Strategy Development, Change Management, Team Agility, Online Communities, Promotional Initiatives, Sales and Marketing Collateral
Max Guernsey
Analysis and Design Methods, Planning/Estimation, Database Agility, Design Patterns, TDD, TDD Databases, ATDD, Lean-Agile, Scrum
Scott Bain
Analysis and Design Methods, Agile Design and Patterns, Software Design, Design Patterns, Technical Writing, TDD, Coaching, Mentoring, Online Training, Professional Development, Agile
Steve Thomas
Business and Strategy Development, Change Management, Lean Implementation, Team Agility, Transitioning to Agile
Tom Grant
Business and Strategy Development, Executive Management, Management, DevOps, Analyst, Analysis and Design Methods, Planning/Estimation, Innovation Games, Lean Implementation, Agile, Lean-Agile, Lean, Kanban