The document lists 10 things you can do to drive your meeting nuts: 1) Accept invitations for overlapping meetings, 2) Come late with coffee, 3) Finish other conversations, 4) Keep your laptop open for other tasks, 5) Never interrupt the speaker, 6) Dominate discussions when given a mic, 7) Check your phone for updates, 8) Avoid follow-up tasks, 9) Try to use all the scheduled meeting time for other topics, and 10) Leave early for your next meeting. The author suggests these behaviors undermine meetings and disrupt collaboration.
This document discusses focused agile coaching. It encourages coaches to develop a clear vision and plan for their coaching work. It discusses establishing a coaching product and techniques like helping teams adopt Scrum from zero. The document also discusses starting coaching where teams currently are and focusing on key areas like business involvement, teamwork, and engineering processes. It provides exercises for coaches to navigate these areas and dream big with the teams they support. Finally, it discusses coaching skills and an Agile Coaching Canvas tool to help plan coaching sessions.
How to grow learning multi-site agile organizationsAlexey Krivitsky
油
What is making organizations so complex and slow? Why an "enterprise" is an equivalent to "inefficient"? How to de-scale organizations? There is no easy answers. But understanding the internal system dynamics is the key skill here.
Certified ScrumMaster: class desk, posters and photosAlexey Krivitsky
油
This document provides an overview of agile principles and the role of a ScrumMaster. It discusses concepts like Lean, Kanban, the eight wastes, and Scrum ceremonies. It emphasizes that Scrum is based on empirical process control and focuses on transparency, inspection, and adaptation. The role of the ScrumMaster is explained as a coach, facilitator, and servant leader who helps the team improve continuously. Their goal is to help the team and organization become more self-organizing and deliver value to customers.
This document provides an overview of Advanced Scrum concepts and practices. It discusses Agile values like prioritizing individuals, interactions, and working software over processes, documentation, and contract negotiation. Scrum is presented as a tool that delivers working software and flexibility. Key Scrum processes like retrospectives, product ownership, estimations, user stories, task boards, forecasting and planning are summarized. Scaling Scrum through techniques like Scrum of Scrums is also covered. The benefits of cross-functional teams are explained.
Agile Coaching Canvas: dream up, co-create and share your agile coaching visi...Alexey Krivitsky
油
This document outlines an "Agile Coaching Canvas" workshop for developing an agile coaching vision. It introduces the facilitator, Alexey Krivitsky, and describes his background. The workshop helps participants explore their dreams and challenges in four areas of agile coaching: navigating the present, visioning the future, and detailing the path. Participants are guided through exercises to explore a current coaching challenge, envision the future, and identify skills and support needed to achieve their vision. The facilitator hopes the workshop will help reconnect participants with their dreams and drive new changes in their coaching practice.
This document outlines Alexey Krivitsky's Agile Coaching Canvas, which is intended to help agile coaches dream, co-create, and share their coaching vision. It discusses the daily work of a Scrum Master compared to the broader impact of agile coaching. It prompts coaches to explore four areas - their usual focus, comfort zone, stretch area, and area needing attention. Coaches are encouraged to think of a real coaching situation and discuss how it relates to the four areas. The document emphasizes listening without judgment to understand others and asking open-ended questions to help explore. It has coaches envision visiting their company in the future after achieving their dreams to see what has changed.
Understanding Complexity of Organizational and System DynamicsAlexey Krivitsky
油
This document discusses understanding complexity in organizational and system dynamics. It provides examples of causal loop diagrams that can be used to model cause-and-effect relationships within a system. It also discusses strategies for driving transformation, such as understanding current system dynamics, designing experiments to test new approaches, facilitating formation of new team structures, and establishing coordination practices. The goal is to holistically change parts of the existing system to create a new product organization.
Complexity of organizational design and its effect scaling agilityAlexey Krivitsky
油
This document discusses the complexity of large organizations and its effect on scaling agility. As organizations grow, they typically add more roles, meetings, documentation and managers, which increases indirection and coordination needs. This added complexity can lead to uneven workloads, out-of-sync development, and a focus on process over work. The document proposes organizing for value delivery through high alignment, clear constraints and high autonomy as a way to reduce complexity and improve agility at scale. It provides examples of structuring products and teams to optimize for customer value.
Studying organizational complexity and its effects on scaling agilityAlexey Krivitsky
油
This document discusses the complexity of organizations and how it affects their ability to scale agility. It explores how inherent technical complexity and added complexity from factors like specialization can increase coordination needs. It also examines how organizations often try to manage this complexity by adding roles like managers, which paradoxically increases complexity further. The document advocates studying an organization's dynamics to better understand these complexity issues and proposes variables like cycle time, quality, work in progress to analyze.
Certified Scrum Product Owner: class desk, posters and photosAlexey Krivitsky
油
The document provides an overview of agile product management and scrum. It discusses key concepts like lean, agile, scrum roles and artifacts, ceremonies like sprints and planning, and topics like minimum viable products, user stories, prioritization techniques, and product backlog refinement. The document is a training guide or presentation on agile product management best practices.
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...Alexey Krivitsky
油
Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Driving the second wave of Agile revolution with #OrgTopologiesAlexey Krivitsky
油
This document discusses improving organizations beyond team-level agility. It argues that while agile practices at the team level have benefits, they have limited impact without broader organizational changes. The document advocates for redefining value more broadly across the organization, enriching teams through more customer interaction, upgrading management practices, and using Scrum to inspect and adapt organization-wide. This would help organizations design value-creating ecosystems and move to higher architecture types with benefits like multi-team learning, whole-product focus, and reduced complexity.
Org Topologies at Scrum Day Europe 2022, AmsterdamAlexey Krivitsky
油
Organizational Topologies: your roadmap towards an innovative, resilient and adaptive product development organization.
Many organizations struggle to adopt "agile" in a way that delivers on its promise to make the company fast, flexible and efficient.
Global consultancy firms have great pitches on how to adopt different so-called Agile frameworks. The marketing is great, but are the results too? We see how our clients get stuck in adopting a framework - forming agile teams, appointing product owners and then clustering all this into tribes. Thus creating robust structures that make further organizational improvements and adaptability difficult, slow, and expensive.
This talk offers ideas how to go beyond these limiting ideas and explores a map of organizational transformation based on orgtopologies.com.
Organizational Topologies: a roadmap towards a resilient and adaptive product...Alexey Krivitsky
油
This document introduces the Adaptivity Map, which provides a roadmap for organizational transformation towards being adaptive and agile. The map shows different stages of organizational topology labeled A1 through C3, with the goal of C3 being optimal value delivery across the whole product. It emphasizes that true transformation requires paradigm shifts in how the organization works, such as establishing cross-functional teams or taking full responsibility for end-to-end delivery. Jumping directly to later stages like C3 from A2 can be an effective approach for organizations with around 50 people. The map is intended as a guide rather than a mandatory process, as transformations will vary in approach and speed depending on each organization's needs.
Improve your Product Backlog Refinement (PBR) ProcessAlexey Krivitsky
油
The document provides guidance on conducting effective Product Backlog Refinement sessions, including splitting user stories, estimating effort, focusing on business value, and collaborating with stakeholders. It emphasizes refining items into testable increments and considering both positive and negative scenarios to ensure stories are appropriately sized. Stakeholders should be engaged as collaborators to provide input and help the team learn.
This document describes a simulation exercise for practicing Large-Scale Scrum (LeSS) using LEGO and other materials. Participants will build a transportation business connecting European cities using LEGO sets for buses, buildings, and terrain materials. The goal is for teams to work together profitably to meet customer demands for transportation between cities. The document outlines setting up cross-functional teams, area product owners, an initial product backlog refinement, and sprint planning and execution for the simulation.
This document discusses how organizational structure impacts culture. It argues that culture emerges from and is shaped by structural decisions over time, according to the principle that "culture follows structure". Several examples are provided of how specific structural decisions around teams, roles, and domains can influence cultural behaviors, habits, and norms. Systems thinking concepts are introduced to analyze the dynamic interrelationships between variables like quality, cycle time, motivation that are affected by structural changes.
LeSS simulation with LEGO at #agileee 2017. (lego for scrum)Alexey Krivitsky
油
This document provides an overview of a LEGO simulation of Large-Scale Scrum (LeSS). It discusses key principles of LeSS including customer focus, lean thinking, empowered teams, transparency, and constant learning. It outlines the product being built, which is a transportation system connecting European cities using LEGO sets. It also describes the initial setup process for the LeSS framework simulation including forming cross-functional teams, refining product backlogs, and getting ready for the first sprint.
The document discusses issues with over-reliance on Jira and backlog management tools in meetings, calling this "Jirandicitis". It proposes a "jira rehab program" with techniques like using mind maps instead of lists, just-in-time story creation, shuffling groups for backlog refinement, and lean coffee discussions to reduce tool dependence and improve collaboration.
The document discusses "dejirafication", or freeing product development processes from over-reliance on Jira and other backlog management tools. It argues that meetings often become focused on updating the tool rather than team collaboration. The author proposes a "jira rehab program" using paper artifacts instead of Jira, including mind maps for themes, just-in-time story slicing, mixed group backlog refinement, and lean coffee discussions with confidence voting. Following these steps is said to make meetings more lively and focused on shared understanding rather than tool updates.
1. The document introduces Agile and Scrum frameworks for system workers, focusing on teamwork, working products, customers, and adapting through inspection.
2. It discusses how work has evolved from individual tasks to complex projects requiring collaboration and knowledge workers. Traditional command structures are replaced with coaching to empower teams.
3. Key aspects of Agile include cross-functional teams that work together long-term, transparency through daily stand-ups and information boards, and continuous learning rather than post-mortem reviews. Departments shift to flexible teams that think about systems rather than just individual jobs.
Certified ScrumMaster: class desk, posters and photosAlexey Krivitsky
油
This document provides an overview of agile principles and the role of a ScrumMaster. It discusses concepts like Lean, Kanban, the eight wastes, and Scrum ceremonies. It emphasizes that Scrum is based on empirical process control and focuses on transparency, inspection, and adaptation. The role of the ScrumMaster is explained as a coach, facilitator, and servant leader who helps the team improve continuously. Their goal is to help the team and organization become more self-organizing and deliver value to customers.
This document provides an overview of Advanced Scrum concepts and practices. It discusses Agile values like prioritizing individuals, interactions, and working software over processes, documentation, and contract negotiation. Scrum is presented as a tool that delivers working software and flexibility. Key Scrum processes like retrospectives, product ownership, estimations, user stories, task boards, forecasting and planning are summarized. Scaling Scrum through techniques like Scrum of Scrums is also covered. The benefits of cross-functional teams are explained.
Agile Coaching Canvas: dream up, co-create and share your agile coaching visi...Alexey Krivitsky
油
This document outlines an "Agile Coaching Canvas" workshop for developing an agile coaching vision. It introduces the facilitator, Alexey Krivitsky, and describes his background. The workshop helps participants explore their dreams and challenges in four areas of agile coaching: navigating the present, visioning the future, and detailing the path. Participants are guided through exercises to explore a current coaching challenge, envision the future, and identify skills and support needed to achieve their vision. The facilitator hopes the workshop will help reconnect participants with their dreams and drive new changes in their coaching practice.
This document outlines Alexey Krivitsky's Agile Coaching Canvas, which is intended to help agile coaches dream, co-create, and share their coaching vision. It discusses the daily work of a Scrum Master compared to the broader impact of agile coaching. It prompts coaches to explore four areas - their usual focus, comfort zone, stretch area, and area needing attention. Coaches are encouraged to think of a real coaching situation and discuss how it relates to the four areas. The document emphasizes listening without judgment to understand others and asking open-ended questions to help explore. It has coaches envision visiting their company in the future after achieving their dreams to see what has changed.
Understanding Complexity of Organizational and System DynamicsAlexey Krivitsky
油
This document discusses understanding complexity in organizational and system dynamics. It provides examples of causal loop diagrams that can be used to model cause-and-effect relationships within a system. It also discusses strategies for driving transformation, such as understanding current system dynamics, designing experiments to test new approaches, facilitating formation of new team structures, and establishing coordination practices. The goal is to holistically change parts of the existing system to create a new product organization.
Complexity of organizational design and its effect scaling agilityAlexey Krivitsky
油
This document discusses the complexity of large organizations and its effect on scaling agility. As organizations grow, they typically add more roles, meetings, documentation and managers, which increases indirection and coordination needs. This added complexity can lead to uneven workloads, out-of-sync development, and a focus on process over work. The document proposes organizing for value delivery through high alignment, clear constraints and high autonomy as a way to reduce complexity and improve agility at scale. It provides examples of structuring products and teams to optimize for customer value.
Studying organizational complexity and its effects on scaling agilityAlexey Krivitsky
油
This document discusses the complexity of organizations and how it affects their ability to scale agility. It explores how inherent technical complexity and added complexity from factors like specialization can increase coordination needs. It also examines how organizations often try to manage this complexity by adding roles like managers, which paradoxically increases complexity further. The document advocates studying an organization's dynamics to better understand these complexity issues and proposes variables like cycle time, quality, work in progress to analyze.
Certified Scrum Product Owner: class desk, posters and photosAlexey Krivitsky
油
The document provides an overview of agile product management and scrum. It discusses key concepts like lean, agile, scrum roles and artifacts, ceremonies like sprints and planning, and topics like minimum viable products, user stories, prioritization techniques, and product backlog refinement. The document is a training guide or presentation on agile product management best practices.
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...Alexey Krivitsky
油
Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Driving the second wave of Agile revolution with #OrgTopologiesAlexey Krivitsky
油
This document discusses improving organizations beyond team-level agility. It argues that while agile practices at the team level have benefits, they have limited impact without broader organizational changes. The document advocates for redefining value more broadly across the organization, enriching teams through more customer interaction, upgrading management practices, and using Scrum to inspect and adapt organization-wide. This would help organizations design value-creating ecosystems and move to higher architecture types with benefits like multi-team learning, whole-product focus, and reduced complexity.
Org Topologies at Scrum Day Europe 2022, AmsterdamAlexey Krivitsky
油
Organizational Topologies: your roadmap towards an innovative, resilient and adaptive product development organization.
Many organizations struggle to adopt "agile" in a way that delivers on its promise to make the company fast, flexible and efficient.
Global consultancy firms have great pitches on how to adopt different so-called Agile frameworks. The marketing is great, but are the results too? We see how our clients get stuck in adopting a framework - forming agile teams, appointing product owners and then clustering all this into tribes. Thus creating robust structures that make further organizational improvements and adaptability difficult, slow, and expensive.
This talk offers ideas how to go beyond these limiting ideas and explores a map of organizational transformation based on orgtopologies.com.
Organizational Topologies: a roadmap towards a resilient and adaptive product...Alexey Krivitsky
油
This document introduces the Adaptivity Map, which provides a roadmap for organizational transformation towards being adaptive and agile. The map shows different stages of organizational topology labeled A1 through C3, with the goal of C3 being optimal value delivery across the whole product. It emphasizes that true transformation requires paradigm shifts in how the organization works, such as establishing cross-functional teams or taking full responsibility for end-to-end delivery. Jumping directly to later stages like C3 from A2 can be an effective approach for organizations with around 50 people. The map is intended as a guide rather than a mandatory process, as transformations will vary in approach and speed depending on each organization's needs.
Improve your Product Backlog Refinement (PBR) ProcessAlexey Krivitsky
油
The document provides guidance on conducting effective Product Backlog Refinement sessions, including splitting user stories, estimating effort, focusing on business value, and collaborating with stakeholders. It emphasizes refining items into testable increments and considering both positive and negative scenarios to ensure stories are appropriately sized. Stakeholders should be engaged as collaborators to provide input and help the team learn.
This document describes a simulation exercise for practicing Large-Scale Scrum (LeSS) using LEGO and other materials. Participants will build a transportation business connecting European cities using LEGO sets for buses, buildings, and terrain materials. The goal is for teams to work together profitably to meet customer demands for transportation between cities. The document outlines setting up cross-functional teams, area product owners, an initial product backlog refinement, and sprint planning and execution for the simulation.
This document discusses how organizational structure impacts culture. It argues that culture emerges from and is shaped by structural decisions over time, according to the principle that "culture follows structure". Several examples are provided of how specific structural decisions around teams, roles, and domains can influence cultural behaviors, habits, and norms. Systems thinking concepts are introduced to analyze the dynamic interrelationships between variables like quality, cycle time, motivation that are affected by structural changes.
LeSS simulation with LEGO at #agileee 2017. (lego for scrum)Alexey Krivitsky
油
This document provides an overview of a LEGO simulation of Large-Scale Scrum (LeSS). It discusses key principles of LeSS including customer focus, lean thinking, empowered teams, transparency, and constant learning. It outlines the product being built, which is a transportation system connecting European cities using LEGO sets. It also describes the initial setup process for the LeSS framework simulation including forming cross-functional teams, refining product backlogs, and getting ready for the first sprint.
The document discusses issues with over-reliance on Jira and backlog management tools in meetings, calling this "Jirandicitis". It proposes a "jira rehab program" with techniques like using mind maps instead of lists, just-in-time story creation, shuffling groups for backlog refinement, and lean coffee discussions to reduce tool dependence and improve collaboration.
The document discusses "dejirafication", or freeing product development processes from over-reliance on Jira and other backlog management tools. It argues that meetings often become focused on updating the tool rather than team collaboration. The author proposes a "jira rehab program" using paper artifacts instead of Jira, including mind maps for themes, just-in-time story slicing, mixed group backlog refinement, and lean coffee discussions with confidence voting. Following these steps is said to make meetings more lively and focused on shared understanding rather than tool updates.
1. The document introduces Agile and Scrum frameworks for system workers, focusing on teamwork, working products, customers, and adapting through inspection.
2. It discusses how work has evolved from individual tasks to complex projects requiring collaboration and knowledge workers. Traditional command structures are replaced with coaching to empower teams.
3. Key aspects of Agile include cross-functional teams that work together long-term, transparency through daily stand-ups and information boards, and continuous learning rather than post-mortem reviews. Departments shift to flexible teams that think about systems rather than just individual jobs.
This document outlines the key aspects of facilitating engaging meetings and workshops. It discusses raising engagement through involving participants and changing work modes. It introduces facilitator stances like balancing involvement and helping participants expand their thinking. Meeting design is covered, highlighting the need to move beyond traditional formats. The concept of activity strings is presented for structuring meetings across convergent and divergent phases. Various activities are suggested for different meeting goals like sharing information, advancing thinking or building capacity. The document provides tools to help facilitators design dynamic, productive meetings and workshops.
This document provides guidance on facilitating meetings to raise engagement and advance thinking. It discusses three key parts:
1. Raising engagement through techniques like frequent involvement, individual writing, and changing work modes. This helps increase productivity.
2. Facilitator stances like balancing involvement, zooming in and out of discussion, and helping participants think beyond their initial responses.
3. Designing meetings using format strings to structure activities and achieve goals like sharing information, advancing thinking, and building capacity. This moves meetings beyond "business as usual" formats toward more dynamic discussions.
This document discusses the problems with estimation and focusing too much on timelines. It argues that estimates will always be inaccurate due to randomness and variability. Instead of focusing on estimates, the document suggests discussing capacity and scope, and continuously improving capacity while minimizing work. The overall message is to stop asking "when?" and to stop relying on estimates, as accuracy can never be guaranteed.