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Agile OKRs to Measure Improvement in Flow and Value Outcomes OKRs
When building Agile OKRs I start with the strategy and then ask if the attribute we are measuring, increased or decreased, and by what percentage? This is why flow metrics around ability to innovate and get to market as well as customer outcomes are where I start to build my Agile OKRs.
Lessons from a PST on Preparing for the PSPO III Exam – Spoiler Alert, I Failed the First Time
Here are my learnings and my tips for preparing for the PSPO PST Journey and PSPO III exam.
From Concept to Market: Using Value Stream Mapping to Accelerate Product Development
Understanding the value stream’s attributes and how the enterprise serves its customers, allows us to look at ways to optimise the operational value stream. This is why measuring flow metrics such as Ability to Innovate and Time to Market based on mapping the value stream are key.
3 flow metrics and 3 value metrics you can’t live without
What are flow and value metrics and why should you make the change from project management metrics ?
Agile OKRs to Measure Improvement in Flow and Value Outcomes OKRs
When building Agile OKRs I start with the strategy and then ask if the attribute we are measuring, increased or decreased, and by what percentage? Thi
Facilitation Techniques – When to Use and Why
Facilitators can use many techniques, but this does guarantee that the outcome will be reached. Ultimately linking the facilitation pattern to the objective of the interaction, makes the event more effective and helps contribute to team success in achieving their goals.
Product Management – Why a Product Owner needs to go beyond Scrum
An effective Product Owner is a strategic agile product manager that ties the Product Vision into the daily work by having a product management entrepreneurial mindset.
Facilitation Principles for Agile Teams
People complain that agile has too many meetings. To be effective, agile events need to be focused, productive, collaborative with a clear purpose
What is an ‘Increment’?
How do you create an Increment of work in Scrum? What has it got to do with the Product Goal and Definition of Done?
How do I run Backlog Refinement
Backlog Refinement is a critical part of good practice in Scrum. Refining the Product Backlog ensures that the Team and Product Owner have sufficientl
What Parkrun has taught me about Estimation
The duration of time to run 5kms will vary widely between runners due to complexity, fitness, elevation and effort. Relative Estimation is the key.
How to build a Product Based Agile Operating Model
Focusing on products and how value flows to the customer will help ultimately ensure that your transformation program is more likely to succeed.
Metrics for effectiveness of enterprise agility and leadership through organisational psychology
What metrics do you need to understand whether you’re going to achieve enterprise outcomes for agile transformations
7 things everyone gets wrong about SAFe® and how to avoid them
Should you have business as Product Owners? Is the Release Train Engineer a Delivery Manager? Where do Project Managers go? Aren’t Epic Owners the executive? Everyone gets these things wrong. Find out how to avoid SAFe’s implementation traps.
Daily Stand-up: Why it’s time to ditch the ‘3 questions’
Are you still asking the ‘three questions’. It’s time you learned some better patterns to inspect your progress toward the team’s Sprint Goal.
The Ultimate Guide to Agile Reporting
You have reports to deliver to executive. Delivery, risk, and cost is foremost on their mind. What kind of reports on your agile capability and delivery, based on objective agile project management metrics, are going to provide you with the best transparency of what’s really going on?
What Tools Does Your Agile Development Team Use?
The market is full of agile project management metrics tools that help with on-time and on-budget delivery, but where are the tools that help coaches and consultants understand how to scale agile capability development? Do existing tools do the job well enough?
Agile metrics and why team surveys fail
Agile project management metrics often rely on team surveys to find out how agile the organisation is. Team surveys fail for many reasons. Here’s our top tips on what to look out for and how to measure agile in a repeatable and scalable way.
5 agile metrics you won’t hate
Agile project management tends to focus on velocity as a measure of agility. The real things that help leaders measure their agile capability are far more interesting.
Return on Time Invested (ROTI) Retrospective Pattern
When things get stale, ROTI is a simple pattern for team feedback that places the ownus of actions for improvement back on them.
The Executive’s Guide to Agile OKRs with Evidence Based Management (EBM)
OKRs are an effective way to set executive and enterprise goals. Here’s how you stop making them about activity and task reporting and more about impact and outcomes with EBM – Evidence Based Management
Agile IQ: What we’ve learned about agile delivery from 500+ teams
What top behaviours drive organisations to higher performance, lower costs, and reduced delivery risk? To understand agile delivery metrics, ZXM took a science-based approach to the statistical analysis of its Agile IQ® data on delivery effectiveness, cost reduction, risk and how it relates to agile capability maturity.
5 Scrum Master Myths (and 5 Facts You Probably Didn’t Know)
What does a Scrum Master do all day? Run events and facilitate meetings? The Scrum Master role has evolved greatly over the last 20 years and now encompasses leadership, coaching, and growing agility through Scrum.
Four things to make SAFe work and the 5 risks to watch out for
Four key behaviours increase business agility. But be warned, you need to know how to encourage and reward them if you want agile’s outcomes of faster to market and improved ability to pivot.
Leaders: 4 key behaviours to help improve business agility
Four key behaviours increase business agility. But be warned, you need to know how to encourage and reward them if you want agile’s outcomes of faster to market and improved ability to pivot.
Avoiding the Scrumban trap
Should you use agile for everything? Surely not! Waterfall is useful, but the question of agile or not agile doesn’t really apply to the work. It applies to the team.
Leaders, don’t use agile for everything!
Should you use agile for everything? Surely not! Waterfall is useful, but the question of agile or not agile doesn’t really apply to the work. It applies to the team.
Agile training for executives. What do you need to learn to create the agile enterprise?
Learning how to drive through value with a focus on the customer is key to executives creating an agile organisation.
Agile maturity assessments: Going back to Shu Ha Ri.
Learn about the only agile assessment and coaching tool based on data analytics that can predict how agile you really are.
10 tips for managers to adopt agile to save your project
Scrum can save your project. Here are our tips for getting it done.
The Agile Mindset. After 10 years of research on teams what is it?
Learn about the only agile assessment and coaching tool based on data analytics that can predict how agile you really are.
Government Agility: Framework? Methodology? What should it really look like?
Government work is complex. This framework and white paper addresses the core issues facing government and the need for a specific view of agility to improve ability to pivot, time to deliver on minister’s announcements, and reduced costs of delivering government programs.
How Do You Know if You’re Really Agile?
Learn about the only agile assessment and coaching tool based on data analytics that can predict how agile you really are.
Definition of a Defect in Agile and the Definition of Done
A stakeholder suddenly claims it doesn’t work as intended and therefore it’s a bug that requires immediate attention. What do you do? How do you treat bugs and incidents and change requests in agile teams?
Change Management and Business Agility: Don’t leave it to a downstream activity
To set up your organisation to succeed, Change should not be an after thought or purely a downstream actvity. It’s not a supporting service, it belongs in your agile teams.
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Copyright © Zen Ex Machina® and ™ (2021). All rights reserved. ABN 93 153 194 220
Copyright © Zen Ex Machina® and ™ (2021). All rights reserved. ABN 93 153 194 220
