Whether you think about your prioritised features or changes leading to good user experience, it is pure speculation until validated. Continuous discovery means an backlog where everything is considered. Whether it’s speculation or hypothesis. Continuous validation means that the user experience is validated for each release, rather than up front. But this sounds like an expensive exercise, for teams with very large budgets. How about the teams on a very tight budget? Here’s a case study on how a small team on a tight budget achieved this.
We want to change organisations. Fast. How how fast can a certain organisation change? Can an organisation develop an understanding of how much change can be introduced at a given time, without alerting the organisational antibodies who will come to fight off this foreign approach? How about an organisational change WIP (work in progress) limit?
While a single, gleaming skyscraper can be a great showcase for our Agile city, it does not help if it is surrounded by nothing. But we want to build lasting structures, often looking to build the next bigger than the last, including buildings, cars, institutions, monuments, and more. What about legacies in business that we create and can’t see but that have such a lasting impact, like organisational change and corporate culture. Is scaling Agile the right goal? Here’s an interesting take on this.
If we are able to deliver potentially shippable increments, we’re all set. Or are we? Potentially shippable software is the holy grail of agile delivery. It was probably a good deal a while ago, but does it still enable business agility in 2016 and beyond? Some of the current thinking around potentially shippable increments severely limits what teams could achieve. Here’s how we need to move beyond potentially shippable.
How the power of self-organisation, and the role of leadership helped in creating the right context for self-organisation to happen at LEGO? Here’s the talk which provides a real-life large scale example of this.
How do you deal with feature epidemic? It’s relatively easy to add features to your product, it’s much harder to maintain a polished experience. You are being asked to deliver a lots of features. You’re drowned in feature requests. How should you conduct a “feature audit” to ensure that a certain feature is worth spending time and money on? How do you make sure that you’re making decisions which are not affected by a “loud few” but the ones which benefit majority or bring maximum possible value?
Now that doesn’t literally mean bridges. As a Product Owner, how do you become a bridge between departments usually kept separate, including: product development, sales, marketing, customer success and customer service? Being a Product Owner is a tough enough job already. So is it a good idea that you focus on building bridges also? But it may lead to you being one of the most valuable, and valued people in your company. Here’s how.
You feel trapped and nothing that you do seems to work. You’re trapped inside of your own work. You have too many things going. You have work, family, hobbies and friends to deal with. And you don’t see a way out of this. What do you do?