@JoshBurdick72 @PavelASamsonov which is part of why visibility is so important. and maybe, dare I say it, it might be useful to have a manager at a daily standup hearing "I'm blocked because I don't get enough time with a PO" Oh, but we can't do that - it'd be horrible.
@JoshBurdick72 @PavelASamsonov what would have more impact to a manager?
1-hearing 3rd hand-via SM-that a team's having troubles or
2-seeing 1st hand a team is having troubles

this whole keep the manager out of the daily standup is an acccommodation to the fact that Scrum takes a negative attitude to managers
@JoshBurdick72 @PavelASamsonov i'm not saying managers should be there either. I'm saying you have to do what works. and you can't prescribe that.
@JoshBurdick72 @PavelASamsonov i know it's an odd thought, but perhaps an agile approach should be agile itself.

Immutable is a virtual antonym of Agile.
@JoshBurdick72 @PavelASamsonov much of this is because we think simple results from taking away. It isn't. When you take away you often get to simplistic. Simple is achieved by starting from scratch, adding until you have sufficiency. And finding an easy way to have more when you need it.
@JoshBurdick72 @PavelASamsonov when you don't have theory you need to have immutable practices to force behavior changes.

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More from @alshalloway

9 Nov
i love it when i find the integration process of DA with FLEX finds errors (yes, something wrong) in FLEX and not just improvements to it. Finding what's wrong with your approach is something to look at.

1/
I tend to think of DA FLEX like I would a service. When I tell a service provider something's wrong I expect them to listen and say "oh, we'll fix that. Thanks for your input." 2/
I don't expect them to tell me "ah, you're just bashing." Or, "well we could do that, but then it wouldn't be our service."
The first means that they're not listening, the 2nd means i should look for another provider.

I view feedback on DA FLEX in the same manner.
3/
Read 5 tweets
9 Nov
When you hear people tout the simplicity of an approach, it is often an indication that they've lost sight of the goal - the effectiveness of the approach.

how something is defined and how something is used may be quite different 1/2
Things often start simple (1 gear car), turn more complicated (multiple gears), then become simple to use (automatic transmission).

Use a DA consultant to help you figure out what's simple for you. Then use that. A little foresight goes a long way. 2/3
Maybe the understanding in "simple to understand, difficult to master" is the wrong understanding. We need to understand what works for us. Then it's not so difficult. Choice is power. Choice is fit for purpose.
3/3
Read 5 tweets
17 Oct
when your problem is simple, basing a solution on specific practices may work. But when the problem is complex, more of a thinking and education approach is required.
our approaches should be about teaching us how to improve our results. Not presume following them provides us good results.
in '00 a framework within which to figure out what to do made sense because we didn't understand the theories under software development. Now we do. Using those theories directly is more effective. You can start with a set of often useful practices if you want to. then adjust
Read 4 tweets
17 Oct
timeboxing/iterations are practices. not inherent to Agile. When you require using them you liimit your choices. What you want is: quick feedback, managed WIP, visibility, quality workflow, cadence. work on those directly - lean/flow/ToC provide guidance.
nothing wrong w/ timeboxing. However, you shouldn't drive from it. Drive from flow. Timeboxing's a practice that provides discipilne &structure that may be needed. When build Scrum on flow you realize you want short cycle times for stories. Can eliminate timeboxing when useful.
most companies I talk to have more problem on missing, unclear, changing requirements than with their teams. Focusing on the teams and not portfolio/product management is like trying to put a gasoline fire out from a leaking pump without stopping the pump from leaking.
Read 9 tweets
11 Oct
an example of why we need more than empiricism. Imagine the theory underneath this about sub-atomic particles that you cannot observe. This theory is useful, but not observable - only (in)validatable with experiments.
1/2
Consider how this odd behavior can now be understood, how its implications (death by radiation poisoning) can be understood and dealt with (lead as a protective shield).
2/
Now, consider a Scrum team process. If you get wierd behavior what do you do? Without theory you just have to stick to Scrum practices or insert other practices. But, since Scrum creates a psychological barrier to stay within its sopce, you may never find a way out. 3/
Read 4 tweets
10 Oct
Trump's covid plan is apparently to let people get sick, and use his miracle cure. Of course, part of his plan is to eliminate insurance for people with pre-existing conditions. And he ignores the 10s of thousands of dollars in healthcare people are gong to have to pay.
this is a big issue. He's hoping all this fuss will have people ignore he owes almost half a billion dollars to people (likely the russians). And that he's trying to take away women's rights. Not to mention he's creating a white terrorist group to do his biding.
his gaslighting on ballots (no swing state sends ballots without request) takes our eyes of the GOP voter suppression. The environment, bounties, disrespect for our vets and many other things are being ignored due to cognitive overload.
Read 4 tweets

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