References & Assets To Share


emphasize deemphasize
deep and narrow (meaningful, systemic improvements) broad & shallow (big-bang, “check the box”, superficial, fake changes)
system/global optimization (organizational level) local optimization (at expense of system optimization)
flat, lean, adaptive organizations complex, multi-layered, cumbersome organizations
light (very) tooling solutions and quality of human communication focus on heavy tooling and PMO management style
importance of working software (product), as success indicator metrics and reporting, as indicator of progress
feature teams (focused on products & customers) component teams (focused on applications & platforms)
component mentorship/teaching component ownership
simple, elegant, dynamic frameworks heavy, prescriptive, rigid frameworks & “operating models”
historical and market evidence, proof by experts “best practices”, cook books and unrealistic hypos
communities, as media for functional learning power towers of “special people” (e.g. center of excellence, PMO)
participation by volunteering and commitment participation by mandate and enforcement
dynamic, rolling-wave, product centric budgeting hard-fixed, fiscal year-end budgeting
creating and owning ideas renting ‘best practices’ from others
team performance, profit sharing individual performance and bonuses
job & salary security role security
simplicity of job descriptions complex titles and management roles
shared ownership, successes & failures outperformers and individual heroics
personal development goals, consistent with available career path manager-imposed, unrealistic individual goals (“legal trail for a rainy day”)
importance of hiring the best and growing the best pressure to hire/recruit low quality experts (including agile)

59 thoughts on “References & Assets To Share”

  1. Here is my small contribution to the Book Club:
    If you are interested in the collections (from all over the industry) of annual best articles (committee-validated), as they are being collected since 2017, you may consider:

    Agile Coaching: Wisdom From Practitioners -2017
    and free pdf version at:

    Best Agile Articles – 2017
    and free pdf:

    Best Agile Articles – 2018
    and free pdf:

    Best Agile Articles – 2019
    and free pdf:

    Best Agile Articles – 2020 – TBD soon:)

    Additional books: Coaching, Product Ownership, Scrum, Kanban, HR, budgeting, organizational design:

    Adaptive Ecosystems: Collection of independent Essays about Agility
    free pdf only (so, it does not seem self-serving:), but it is available on kindle and as paperback on amazon)

    NB: Many dozens of short educational videos are here (expect somewhere slow page loading):
    and hundreds of online articles and white papers:

  2. Feature Branching is Evil, with Thierry de Pauw
    -local optimization vs. global optimization due to long-lived branching
    -individual developer’s productivity, lead time, inventory growth/batch size/time to market
    -feature turning on/off with feature toggles (X-Y plotting: dynamism vs. longevity), when deploying
    -challenges with refactoring due to siloed development; branching by abstraction
    -user story size: balancing between, NOT digressing into “story”= tech task and “story” = one huge commit
    -code reviews with pair programming

    Git patterns and anti-patterns for successful developers : Build 2018, with Andrew Thomson
    -working on or close-to master branch (trunk-based dev)
    -using modern dev strategies, to minimize merge conflicts, code reviews, pull requests and faster shipping)
    -using feature flags (toggles), as an alternative to feature branches
    -how to not to build and ship you ‘org chart’ (branching your org chart)

  3. Instead of re-writing what has been thoroughly documented over decades, may I please share the following references, from where you could easily ‘lift’ very strong arguments, in favor of long-lived dedicated teams/teams members. You will be able to keep it as brief as you wish or expand.

    The whole chapter from LeSS Book #1: “Introduction to Feature Teams chapter”

    Project Focus Is An Impediment to Long-Lived Teams, by Ken Rubin

  4. From Maximum Busy-Ness to Maximum Learning, with Esther Derby and Johanna Rothman

    This is a discussion of resource efficiency and the practice of extracting maximum labor and alternatives.

    Have you noticed that many managers and HR people want to know that everyone is busy all the time? That focus on busy-ness leads to multitasking, confusion, and lower throughput—throughout the entire organization.

    Where does this obsession with busyness and the desire to make sure people are always working hard come from? People think it will result in maximum productivity, but in reality, it extracts a great toll.

    Instead, we could change from a focus on maximum busy-ness to a focus on maximum learning. That change in focus leads to all kinds of different management and HR actions.

  5. Assets to share:
    Mega-workshop facilitation tips, Gojko Adzic

    How to Improve the Credit Card Customer Journey – a Case Study:

    Can Kanban be used with/instead of LeSS or Scrum? WHO is asking and WHY?:


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