Category Archives: Events

Exposing Invisible Organizational Dynamics w/System Thinking & Modelling @ Agile KC


Please note: all system models are conditional and not conclusive.  We model a system to have a conversation.

Upcoming LeSS Training 

Additional recommended assets:

Word Play, Masquerades and Omissions with Scaling. Any Alternatives?


Presentation Materials

Upcoming LeSS Training 

Additional recommended assets:

10/13– LESS TALKS: System Modelling of HR-Related “Nuances”



Upcoming LeSS Training 

Additional recommended assets:

10/06– LESS TALKS: Growing teaminess – Canvas for self-managing teams


Say hello to Dhaval Panchal.

Teaminess” is not a dictionary word. Perhaps it should be. Teaminess refers to a feeling of being one in effort, behavior, and communication towards achieving shared purposes. Team growth is a dynamic process that folds and unfolds on interaction with its environment. A team is influenced by and in return also influences its organization. This dynamic is continuous, and the alternative to team growth is stagnation or worse attrition. For teams that are just starting or for seasoned groups who have lost their mojo, the Team Self-Managing Canvas is a practical guide that supports positive engagement with managers unlike working agreements alone which are internally facing, teaminess requires active management of forces outside of team’s control.

Dhaval’s newsletter (please sign up)

Upcoming LeSS Training 

Additional recommended assets:

Agile Poetry In Motion

Lyrics written by: Gene GendelMusical/voice performance by: Erin Perry

LinkedIn feed


It is time to get serious about agility:
It is best to be viewed as PMO utility.
Scrum and Kanban are agile “methodologies”,
Agile Manifesto – is purists’ ideology.


Agile KPIs, metrics and RAGs,
PMs – proudly wearing “Agile Coach” name tags.
BAs – are pretending to be “Product Owners”,
Tech Leads – are deciding on a year-end bonus.


Agile’s the way to advance for promotion!
Don’t miss opportunities: strive with devotion!
Scrum Master – is merely a junior role,
An Enterprise Coach’s your ultimate goal!


Chief Architects – want a piece of this action,
Lets clearly define their main interaction:
“Dont waste their time, by expecting to code,
Power point creation – is their main working load”.


“Fixed everything” plans and forecasts to stakeholders,
Lets put all Scrum work in portfolio folders.
Make sure: estimations are very precise,
Our organization can handle all lies.


BAs – “PO Proxies” – Team Output Owners,
Borrowed resources – capacity donors.
Scrum, Scrum of Scrums and Scrum’s fractal design,
Oh God!, someone get me a bottle of wine!


Our Enterprise Scaling’s  – a serious matter!
Big, scaling solutions will make things just better.
Lets pay extra fees for every new version,
And be in denial of this brutal extortion!


Projects and programs. Trains, Streams, Epic Owners,
Shared workers, Brook’s Law and  developers-loaners.
Vertical structures get flipped on their side,
They’re now called Chapters – lets go for a ride!!!


Those Chapters too big??? – No worries, at all!
With Chapters of Chapters – we’ll all get a role!
But what if that thing got tremendously big?
No worries at all – will add Guild in a gig!


Portfolio Managers paid a big bribe –
To be guaranteed a sweet spot in a Tribe.
Of course, Tribal Lead is their main aspiration,
They’re now in charge of org. structure creation.


For staffing, rely on “sweat shops” and recruiters,
They are most ferocious industry looters.
They’ll find and “deliver” the cheapest resources,
While “riding” developers, like smelly horses.


Don’t do this alone: lets invite “expertise”!,
Expensive consultancies run this striptease!
They lead us through “theater” and masquerade,
And work extra hard for the millions they’ve made.


If you recognize what’s described in these rhymes,
If you get annoyed with these problems (sometimes),
Don’t remain silent and voice your frustration –
Earn tons of respect and your peers’ admiration.

For graphic irony and satire please visit this page.


Reviewing Before Class

Additional Relevant Assets
Three LeSS Books:

Upcoming Virtual LeSS Training:


Reviewing Before Class
Additional Relevant Assets
Three LeSS Books:
Upcoming Virtual LeSS Training:

August 05-07: Certified LeSS Basics (CLB) Courses | Virtual

August 05-07 Class
Relevant Assets:
Upcoming Virtual LeSS Training:

Exposing Uncomfortable Topics: Errors and Omissions with Scaling @ TryScrum

Download materials

Additional Upcoming LeSS Training (group discount: group_disc):

Additional assets recommended:

08/03 – LeSS Talks: COVID-related Opportunities & Risks: Hiring. Comp. Candidate’s Quality.

Download materials


This session (synopsis below) was a collaborative discussion that was based on system modelling/causal loop diagram (CLD).  Additional system variable where identified in the session and are listed below:

  • External expectations: Government mandates (and telegraphed expectations of WFH length), peer timelines publicly communicated.
  • Candidate’s cost of living is also a constraint on Worker’s inevitability to agree to lower pay and increase the risk of low loyalty
  • Working with the assumption of a segment of the offer market being able to wait it out and only accept an offer if this one is either very much needed on the short term, or very attractive on the long term
  • Urgency
  • Cash Sustainability aka ability to wait it out
  • Security concerns often regulatory….
  • Desire to rather invest time in other areas of their lives like education of side business or rethinking their offer (exp: testing it on the market)
  • Long-term attractiveness of the job offer to them which would push them to take it
  • Daily rate reduction


During these tough times, with so much uncertainty and things in flux, JOB SECURITY is on minds of many people. We have to face that:

  • The economy is not in its best shape and we are not sure when it will bounce back
  • Going back to the office may not be feasible any time soon
  • Many companies froze hiring. Some, had to let go of many consultants (and employees)
  • The job market is saturated and there is more supply (of talent), than demand
  • “Distance/Commute time to work” is no longer a factor for employees
  • Quality of screening by staffing firms at its lowest (with rare exceptions)
  • Compensation range is no longer impacted by cost of living (of employees, consultants)
  • For companies, there is no need to be limited by local markets, while looking for best talent (since everyone works virtually)
  • Interviewing is 100% virtual, both for F/T and consulting roles. 100% virtual interviewing (yes/no decisions) is not the same as in-person/close human interaction interviewing (only then followed by remote work)
    Are work seekers being urged to accept sub-optimal offers?
  • Are work seekers being presented with a completely new spectrum of great working opportunities?
  • Are companies running the risk of getting a “great deal”, while hiring at lower rate, to only later realize that they have miscalculated long-term?
  • Do companies need to rethink organizational and team design, communication/reporting strategies, to adjust to current realities. Should it impact their current/future hiring strategies? How should people (job seekers adjust)?

Additional Upcoming LeSS Training (group discount: group_disc):

Additional assets recommended: