Friction slows us down. One third of fuel consumed by a car typically is spent on overcoming friction. So, how can we remove friction from user journeys and our code? How do cloud based systems seem to behave better than others? How about adverse effects of friction on the overall system? Here’s an interesting perspective from Mary Poppendieck on friction.
Leadership is essential. But how about management? Mostly when organisations improve their methods, many types of management are in action. It’s interesting to observe that these methods maybe inter-related? How so? How does Leadership and management work in Agile? Find out here.
How do we best balance capacity and demand to align with our roadmap? To start with, how do we make capacity and demand visible? There are multiple ways of doing this. Here’s an interesting take on how to use simple units to measure capacity and demand.
Making mistakes annoys and alienates users. It’s rather important to communicate errors to users gracefully, and clearly. What’s even better? To prevent users from making errors in the first place. How should we design user interfaces that protect our users from making mistakes? Here are some great tips.
What’s the priority of a product portfolio team? How do they make their decisions? How’s product portfolio team different, especially when they make the decision on what to do and when? These approaches are markedly different. An interesting take on product roadmap and product portfolio.
We know the drill. Everyone answers three questions during the Daily Scrum. This plain vanilla Daily Scrum is pretty good. What if we try some Lean practices to make this even better? Like, focussing on single piece flow. Here are some ideas on how you can get started, and make your stand up even better.
Your Retrospective has just finished. The discussion was animated, and people were engaged. But no items get actioned in the next Sprint. And sometimes, the Retrospective turns into a moan and groan session, where team members vent their feelings, and that’s how it ends. How can you enable visibility, encourage actions and ownership and enable real follow-up? Try the Kaizen board.
Do you see yourself as a corporate entrepreneur? You maybe a rebel then. But what’s the difference between a good rebel and and a bad rebel? What are some common traits of corporate rebels? Steve Blank explains in the context of Lean Startup and entrepreneurship.
LEAN
How to Remove Friction
AGILE
How Leadership and Management Work in Agile
Aligning Roadmap with Capacity Vs Demand
PRODUCT OWNER
How to Prevent User Errors
Product Roadmap Vs Product Portfolio
TEAM
Using Lean to Improve Daily Scrums
Try a Kaizen Board to Boost Your Retrospective
GENERAL
Bad Rebels Vs Good Rebels
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