Video: The secret of smooth Scrum sprints

This is the video of my talk from ACCU 2015 on 25th April 2015 where I spoke on Investing Upstream: The secret to smooth Scrum sprints

It’s great when teams reach delivery maturity with execution at speed and high quality.  It’s no surprise that there’s so much emphasis on doing Sprints well because that’s the heart of Scrum.

Paradoxically though, the secret to making it work well is actually investing time and effort upstream of Sprints to ensure that the Product Backlog is prioritised and broken-down into small items, that User Stories are well formed and that the Scrum team doesn’t meet items for the first time during Sprint Planning.

This ties in with solving the very difficult challenge of effective Product Ownership. Often the very people most valuable to the Scrum team are also the most valuable to the wider business, creating a conflict over their time. Many teams struggle with an absent Product Owner or one who is not sufficiently senior to make quick decisions.

The Scrum Guide says little about how to implement effective Product Ownership and how to get the Product Backlog into good shape. Most Scrum training focuses on the Sprints, so also misses this bigger picture.

Join us on our journey through a series of examples anchored in practical experience as we explore a range of tools and approaches to solve these problems. We’ll learn how to make Scrum function well in a way that meets both the Scrum team and Product Owner’s needs.


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Video: Investing in Upstream Flow

This is the video of my talk from KCE London on 8th January 2015 where I spoke on how to invest in upstream flow by landscaping a smooth river from idea to execution.

It’s great when teams reach delivery maturity with execution at speed and high quality. It’s no surprise that there’s so much emphasis on this because there are still so many people struggling. But it’s important that we don’t just learn how to do the wrong things well.

Organisations need a smoothly functioning upstream system that can take in good ideas from anywhere, triage and decide which get investment. Then safely shepherd and grow them through to adolescence until they are ready to be implemented. This is key to doing the right things well. Together with some examples, we explore a range of tools and overall approaches that can build this upstream flow and open the session out to leverage the experiences and ideas of the group.


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My KCE talk on 8th January: Investing in Upstream Flow

I’m speaking on Thursday 8th January at the London Kanban Coaching Exchange on Investing in Upstream Flow: Landscaping a smooth river from idea to execution

It’s great when teams reach delivery maturity with execution at speed and high quality. It’s no surprise that there’s so much emphasis on this because there are still so many people struggling. But it’s important that we don’t just learn how to do the wrong things well.

Organisations need a smoothly functioning upstream system that can take in good ideas from anywhere, triage and decide which get investment. Then safely shepherd and grow them through to adolescence until they are ready to be implemented. This is key to doing the right things well.


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Experiences from Prioritisation with Cost of Delay

Cost-of-Delay (CoD) is an important tool for prioritising work. But it is no silver bullet and just like any other tool it can be misused. This is a brief discussion how I’ve found CoD works in practice.

All too frequently, traditional measures such as Return-on-Investment (ROI) or Net-Present-Value (NPV) don’t take into account delay effects. They wrongly assume that timing has no bearing on value, leading to poor prioritisation decisions that destroy value and render calculations irrelevant.



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Pure Kanban: Clearing the fog surrounding a simple and highly practical approach

What is Kanban? You’d think the answer would be simple but there’s a fog of definitions out there, many of which confuse and mix-up useful techniques from Agile, Lean and Systems Thinking with Kanban itself.

The result is confusion with people asking themselves: Am I doing Kanban right? If you’re asking that then you’re misinformed on what Kanban is and how to best harness its power. It’s really very very simple.

You’ll find many definitions of Kanban out there, Joseph Hurtado provides a useful summary of alternatives, David Anderson has his own unique definition and there are many other attempts to define it, some solid and others still evolving.

I don’t like many of them much because they tend to overlook theory and jump straight to defining a cobbled-together set of activities, each one somewhat different to the others. They ignore the fact that these activities are just a small subset of many possible activities, practices, techniques that can naturally follow if you understand the simple theory behind Kanban.

Understanding the theory frees you to create your own activities, practices and techniques that may be better suited to your environment than any “standard” ones you are “supposed” to follow because they are some consultant’s or trainer’s preference. That freedom is what Kanban is really about.

Read on for freedom.


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