Ten Tales of Positive Change
Creating the Motivation to Pair Program the first tale
worked solo and practiced code review the situation
TDD had little effect the problem
bought a big monitor the action
to create a pair room the cause
became a team the effect
Staying Focused at Stand-up the second tale
stand-ups took too long the situation
extended stand-up discussions the problem
note who spoke about what the action
to show impediments the cause
worked together as an organization the effect
Keeping Progress High and Questions Low the third tale
established a cadence the situation
questioned Sprint progress the problem
spent time designing retrospectives the action
to work without distraction the cause
routine practice and continuous learning the effect
Reassigning Points to Validate Estimation the fourth tale
tended to the Product Backlog the situation
Product Owner questioned estimates the problem
Resized stories, refined some the action
reassigning points is useless the cause
had some tough discussions the effect
Admitting to the Real Date the fifth tale
trusted relationship the situation
miss the contracted date the problem
worked together the action
launch when predicted the cause
eventually acquired the effect
Dealing With an Overwhelming Amount of Work the sixth tale
ScrumMaster switched jobs the situation
no common thread the problem
see everybody’s tasks the action
to limit work-in-progress the cause
increased flow the effect
Gauging the Rate of Progress the seventh tale
coaching many different teams the situation
Product Backlogs were not being estimated the problem
played team estimation the action
to keep the Product Backlog sized the cause
backlog refinement the effect
Figuring Out How to Construct Teams the eighth tale
Scrum mandated the situation
created shared component teams the problem
to create feature area teams the action
to let the teams decide the cause
continuously working software the effect
Finding Predictability in the Velocity the ninth tale
defects on the Product Backlog were not being estimated the situation
couldn’t establish a consistent velocity the problem
relatively size defects the action
relatively size for cost the cause
decided how to invest the effect
Allowing for Cross-Functional Teams the tenth tale
prepping for release planning the situation
teams were not set up to deliver features the problem
put release planning on hold the action
to use the matrix the cause
increased productivity, quality and engagement the effect
What is in common?
started as an idea that led to a small change
What ideas do you have?
Upcoming SlideShare
Loading in …5
×

Ten Tales of Positive Change

666 views

Published on

These tales relate successful attempts at making improvements. They are described mostly in the order in which they occurred, from my time working in an Agile culture. The tales are about: Creating the Motivation to Pair Program, Staying Focused at Stand-up, Keeping Progress High and Questions Low, Reassigning Points to Validate Estimation, Admitting to the Real Date, Dealing With an Overwhelming Amount of Work, Gauging the Rate of Progress, Figuring Out How to Construct Teams, Finding Predictability in the Velocity, Allowing for Cross-Functional Teams

Published in: Technology, Business
License: CC Attribution-NonCommercial-ShareAlike License
0 Comments
0 Likes
Statistics
Notes
no profile picture user

  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
666
On SlideShare
0
From Embeds
0
Number of Embeds
5
Actions
Shares
0
Downloads
5
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Ten Tales of Positive Change

  1. 1. Ten Tales of Positive Change
  2. 2. Creating the Motivation to Pair Program the first tale
  3. 3. worked solo and practiced code review the situation
  4. 4. TDD had little effect the problem
  5. 5. bought a big monitor the action
  6. 6. to create a pair room the cause
  7. 7. became a team the effect
  8. 8. Staying Focused at Stand-up the second tale
  9. 9. stand-ups took too long the situation
  10. 10. extended stand-up discussions the problem
  11. 11. note who spoke about what the action
  12. 12. to show impediments the cause
  13. 13. worked together as an organization the effect
  14. 14. Keeping Progress High and Questions Low the third tale
  15. 15. established a cadence the situation
  16. 16. questioned Sprint progress the problem
  17. 17. spent time designing retrospectives the action
  18. 18. to work without distraction the cause
  19. 19. routine practice and continuous learning the effect
  20. 20. Reassigning Points to Validate Estimation the fourth tale
  21. 21. tended to the Product Backlog the situation
  22. 22. Product Owner questioned estimates the problem
  23. 23. Resized stories, refined some the action
  24. 24. reassigning points is useless the cause
  25. 25. had some tough discussions the effect
  26. 26. Admitting to the Real Date the fifth tale
  27. 27. trusted relationship the situation
  28. 28. miss the contracted date the problem
  29. 29. worked together the action
  30. 30. launch when predicted the cause
  31. 31. eventually acquired the effect
  32. 32. Dealing With an Overwhelming Amount of Work the sixth tale
  33. 33. ScrumMaster switched jobs the situation
  34. 34. no common thread the problem
  35. 35. see everybody’s tasks the action
  36. 36. to limit work-in-progress the cause
  37. 37. increased flow the effect
  38. 38. Gauging the Rate of Progress the seventh tale
  39. 39. coaching many different teams the situation
  40. 40. Product Backlogs were not being estimated the problem
  41. 41. played team estimation the action
  42. 42. to keep the Product Backlog sized the cause
  43. 43. backlog refinement the effect
  44. 44. Figuring Out How to Construct Teams the eighth tale
  45. 45. Scrum mandated the situation
  46. 46. created shared component teams the problem
  47. 47. to create feature area teams the action
  48. 48. to let the teams decide the cause
  49. 49. continuously working software the effect
  50. 50. Finding Predictability in the Velocity the ninth tale
  51. 51. defects on the Product Backlog were not being estimated the situation
  52. 52. couldn’t establish a consistent velocity the problem
  53. 53. relatively size defects the action
  54. 54. relatively size for cost the cause
  55. 55. decided how to invest the effect
  56. 56. Allowing for Cross-Functional Teams the tenth tale
  57. 57. prepping for release planning the situation
  58. 58. teams were not set up to deliver features the problem
  59. 59. put release planning on hold the action
  60. 60. to use the matrix the cause
  61. 61. increased productivity, quality and engagement the effect
  62. 62. What is in common?
  63. 63. started as an idea that led to a small change
  64. 64. What ideas do you have?

×