Category Archives: Behavioral Science

AUGUST 15-16: CERTIFIED LESS BASICS (CLB) COURSES | VIRTUAL

August 05-07 Class

TBD

System Modeling Exercises

TBD

Reviewing Before Class
Additional Relevant Assets
Upcoming Virtual LeSS Training:

From Customer Proximity, To Product Focus, To Team Design

Additional Upcoming LeSS Training (group discount: group_disc)

Additional assets recommended:

06/23 – LESS TALKS: What is “UNDONE” Department And How To Eradicate It?

Materials used

Additional assets recommended:

Upcoming Training (group discount: group_disc):


Synopsis:

What is Undone Department?
“Undone department—This department, ideally, does not exist.
Unfortunately, sometimes the teams are not yet able to create a true shippable increment every Sprint. This is reflected by their “Definition of Done” not being equal to “Potentially Shippable.” The difference between them is called Undone Work. Someone needs to do this Undone Work, and a common “solution” is to create separate groups that pick up the “undone work”—the undone department. More on this in the Definition of Done chapter.
Undone departments such as test, QA, architecture, or business analysis groups should never exist in the smaller LeSS framework groups; rather they should be integrated into the teams from the start. On the other hand, we unfortunately still frequently see an operations or production undone department in LeSS adoptions, as they often cross organizational boundaries.
A goal in every LeSS adoption is to remove the undone department. How long will this take? The answer is highly dependent on how fast the organization improves its capability.” – from the 3rd LeSS book (Large Scale Scrum: More with LeSS)

06/16 – LESS TALKS: Customer Proximity in LeSS


(Note:  Please, start playing from 3 min 30 sec)

Materials used

A great talk by Viktor Grgic – an Agile Coach, software developer and Certified LeSS trainer, from Hong Kong.Viktor’s Synopsis:

Do we really need a Product Owner? How far can we go by having many teams working directly with customer? How does it look like in reality. We will explore how LeSS principles of Customer Centric and Whole Product Focus are fulfilled in real life LeSS adoptions. The challenges and considerations that come along. We will also explore a very common difference in understanding of Scrum: how a team works together with PO vs directly with customer.

Additional assets recommended:

Upcoming Training (group discount: group_disc):

ALI in partnership with Agile Beer presents: LeSS – A Descaling Framework

A great opportunity to present to two Ireland meetups, at once:
Agile Lean Ireland and Agile Beer.  More than 150 people joined, with many great questions.

Synopsis:
Although LeSS is a scaling framework, in reality it requires organizational de-scaling.  It is also, organizational design framework that helps to address core elements of organizational design: HR policies, finance/budgeting, vendor management, site strategies – areas that are not too comfortable for many companies to address.

System and Lean thinking drive understanding of LeSS.
LeSS is not about: ‘best practices’, maturity metrics, RAGs, KPIs, tools, and operating models.

LeSS 3 adoption principles are:
1. Deep and Narrow (not broad and shallow)
2. Top – Bottom + Bottom – Up.
3. By Volunteering only


05/05 – LESS TALKS: Dave Snowden: Answering Tough Questions (Q&A)

A great talk today (this is round 2), with Dave Snowden (round 1  was on 04/20), who took on some provocative and pretty powerful questions.  All points that Dave made were strong.
Here is one that resonated really strong (the quote in blue below is semi-transcribed/paraphrased, starting from about 4 min 20 sec in the video recording below):
…SAFe is perfect for big consultancy firms…
With big consultancies, when the ratio between a principal and a doer (partner and consultant)  is up to about  from 1:5 to 1:10 – apprentice model.
With ratio of above 1:15 – it becomes an industrial model (you have to “feed” a lot of people), when you get more structured processes and recipes.
This is why big consultancies want high utilization and long-term projects, [using] Six Sigma, BPR, SAP…etc.
What they like is a massive roll out, with lots of people, over a long period of time.
What they DONT like, are small improvements in the present.
…So you [if you are a client company] are better off working with small consultancies, not big consultancies….“.
Author’s note: This is how a client-company can become a subject to “triple taxation“. Avoid this.

Questions submitted prior the webinar (The list does not include questions that were asked on air, real-time)


Dave’s Bio:
David Snowden divides his time between two roles: founder Chief Scientific Officer of Cognitive Edge and the founder and Director of the Centre for Applied Complexity at the University of Wales. His work is international in nature and covers government and industry looking at complex issues relating to strategy, organisational decision making and decision making. He has pioneered a science based approach to organisations drawing on anthropology, neuroscience and complex adaptive systems theory. He is a popular and passionate keynote speaker on a range of subjects, and is well known for his pragmatic cynicism and iconoclastic style.

 

04/20 – LESS TALKS: Dave Snowden: Rewilding Agile

David Snowden divides his time between two roles: founder Chief Scientific Officer of Cognitive Edge and the founder and Director of the Centre for Applied Complexity at the University of Wales. His work is international in nature and covers government and industry looking at complex issues relating to strategy, organisational decision making and decision making. He has pioneered a science based approach to organisations drawing on anthropology, neuroscience and complex adaptive systems theory. He is a popular and passionate keynote speaker on a range of subjects, and is well known for his pragmatic cynicism and iconoclastic style.


Materials to Download

Additional resources from Dave:
Very salient spots in the recording:
Snippets from Dave’s talk:
  • You must understand the difference between Correlation vs. Causation, in order to understand eco-systemic dynamics
  • Cookie-cutting approaches don’t work. Forced homogeneity does not work.
  • Fallacy about SAFe and Spotify
  • Consultancies, are a part of revenue-generating schema, when it comes to installing large frameworks
  • When millions are spent on SAFe installations, nobody will admit of failures. People that make decisions about installing SAFe are long gone before responsibility for actions needs to be taken. People that think that it could work, ignore it for the most part and just do things that matter most
  • Ask Spotify, why NOT to use Spotify “model”
  • Beware of snake oil versioning of management: 1.0, 2.0, 3.0, 4.0, 5.0, etc
  • Forecasting of COVID impact on big consultancies
  • You dont scale a complex system, by aggregation or imitation but by decomposition and recombination
Synopsis

Agile started off as an inspirational set of statements and values that inspired a generation of software design. But slowly and steadily that original inspiration has become a set of structured methods, certificates for turning up at a course and a series of method wars which have most recently degenerated to court action. How do we rediscover the original inspiration of the Agile Manifesto and in a very real sense return Agile to the wild. Is it time to move away from the large scale expensive frameworks into a multi-methods, multi-tools ecosystem and to create a new professional practice? In the current crisis agility is not enough …


 

Next virtual LeSS Training:

April 15-17: Certified LeSS Basics (CLB) Course | Virtual

Another engaging and highly interactive Certified LeSS Basics (CLB) virtual class is complete.   People attended from many corners of the map: NY, NJ, FL, MO, IL, NC, Peru, Bangladesh.  The students engaged in a highly interactive collaboration, with questions and exercises, using Causal Loop Diagram (CLD) technique, exploring the following topics: Agile Big-Bangs, Internal Contracts, Local Optimization, Product Definition, Fake Projects/Programs/Portfolios, Scrum Master Role, Fooling with Tooling.
Note: the below graphics are not conclusive decisions or ‘best practices’. They are just an example of brainstorming, based on each teams members’ experience.
System Modelling: Agile Big-Bangs
System Modelling: Local Optimization
System Modelling: Internal Contracts
System Modelling: Product Definition
System Modelling: Fake Pro-jects/grams
System Modelling: Scrum Master Role

Engaging and Being Engaged as a Professional Coach – Candid Advice for Coaches & Clients

Key Takeaways

  • There are things that coaches need to do prior to engaging with a client company
  • Coaches need to know about challenges they might be facing while trying to engage with a company
  • There are some practical things coaches and companies can do to set up the engagement for success
  • Things that hiring companies need to know about a coaching profession
  • Advice for hiring companies to not shut doors (intentionally or unintentionally) in front of experienced coaches, without opening up flood gates for charlatans, cheer-leaders, and ‘best-practices” experts

Have you ever found yourself in a situation, where you feel that you have so much great value to bring to your potential client, that you are so much better than anyone else they may have considered for the role so far …. yet, a client is hesitant to bring you in? Why?…

Read more on InfoQ