https://www.forwardmindshift.net/blog daily 0.75 2025-02-11 https://www.forwardmindshift.net/blog/unveiling-the-pitfalls-of-water-scrum-fall-a-deep-dive-into-agile-dilemmas monthly 0.5 2024-03-19 https://images.squarespace-cdn.com/content/v1/63a4df38c838417e108b1f5b/b2b45345-ffde-4f46-badf-04b631a45a23/hippo.jpg Blog - Unveiling the Pitfalls of Water-Scrum-Fall: The Glass Ceiling - The decision-making for these projects often relies on financial modeling and ROI, sometimes influenced by market trends or the Highest Paid Person's Opinion (HiPPO). This Water element represents the traditional, sequential approach to project management and decision-making. https://images.squarespace-cdn.com/content/v1/63a4df38c838417e108b1f5b/0ab6e384-88b0-4c1d-8fe5-532764ce9228/waterscrumfall.png Blog - Unveiling the Pitfalls of Water-Scrum-Fall: The Glass Ceiling - Make it stand out Whatever it is, the way you tell your story online can make all the difference. https://images.squarespace-cdn.com/content/v1/63a4df38c838417e108b1f5b/0b85e0b0-c228-4243-8cac-853f8a1eb034/ComissionedStudy.PNG Blog - Unveiling the Pitfalls of Water-Scrum-Fall: The Glass Ceiling - Make it stand out Whatever it is, the way you tell your story online can make all the difference. https://images.squarespace-cdn.com/content/v1/63a4df38c838417e108b1f5b/c2813241-e8e6-4074-b72a-f169a469ecf9/ImpactMapping.png Blog - Unveiling the Pitfalls of Water-Scrum-Fall: The Glass Ceiling - You start with a desired outcome and begin to explore it separating this outcome in what are the areas that can impact it in a way we can achieve that. (Source) https://www.forwardmindshift.net/blog/navigating-the-agile-illusion-a-communication-perspective monthly 0.5 2024-01-23 https://images.squarespace-cdn.com/content/v1/63a4df38c838417e108b1f5b/1706035204217-IFVT82E8WV28OVVSZJGZ/image-asset.jpeg Blog - Navigating the Agile Illusion: A Communication Perspective - Make it stand out Whatever it is, the way you tell your story online can make all the difference. https://www.forwardmindshift.net/blog/reimagining-quality-a-strategic-approach-for-leadership-in-product-management monthly 0.5 2023-08-22 https://images.squarespace-cdn.com/content/v1/63a4df38c838417e108b1f5b/1692728879604-O1JO3XN338F1IG5JH9OK/image-asset.png Blog - Reimagining Quality: A Strategic Approach for Leadership in Product Management - Make it stand out Whatever it is, the way you tell your story online can make all the difference. https://www.forwardmindshift.net/blog/agile-transformation-managers-iterating-on-the-car-analogy monthly 0.5 2023-03-27 https://images.squarespace-cdn.com/content/v1/63a4df38c838417e108b1f5b/d8ed2003-b12c-42ce-8e49-835b5421291d/6a00d8341ca4d953ef01a511e114a3970c%5B1%5D.png Blog - Agile Transformation Managers: Iterating on the Car Analogy - Make it stand out Whatever it is, the way you tell your story online can make all the difference. https://images.squarespace-cdn.com/content/v1/63a4df38c838417e108b1f5b/945ecd8e-a135-483b-a653-c3067fdd847d/boat-1297011_1280%5B1%5D.png Blog - Agile Transformation Managers: Iterating on the Car Analogy - The myth raises the question of whether a ship that has had all its parts replaced can still be considered the same ship. This concept can be applied to the process of transforming a legacy product into a new one without completely discarding the old one. https://images.squarespace-cdn.com/content/v1/63a4df38c838417e108b1f5b/11e040e9-a7ff-4315-ab0e-d41229f391b3/theseoustable.png Blog - Agile Transformation Managers: Iterating on the Car Analogy - Make it stand out Whatever it is, the way you tell your story online can make all the difference. https://www.forwardmindshift.net/blog/measuring-success-in-companies-pivoting-to-agile monthly 0.5 2023-02-16 https://images.squarespace-cdn.com/content/v1/63a4df38c838417e108b1f5b/189be395-b67d-4bf2-802d-ba1682a286f6/measure_kpis.jpg Blog - Measuring success in companies pivoting to agile - Make it stand out Whatever it is, the way you tell your story online can make all the difference. https://images.squarespace-cdn.com/content/v1/63a4df38c838417e108b1f5b/0242942f-6f71-484e-9e06-f8308337ecec/Project-triangle-en.png Blog - Measuring success in companies pivoting to agile Things common to see as measurements are the indicators of: if we are on scope, on schedule, on budget. But these are remaining measurements of a once non agile organization, since for an agile one, you might realize the metrics might no longer add the value they did in the past. https://images.squarespace-cdn.com/content/v1/63a4df38c838417e108b1f5b/db0fbdab-f99a-406b-b9e8-70522f69a84d/Chop_problem.jpg Blog - Measuring success in companies pivoting to agile - Chopping the problem Ok, and what can be done then? can we remove them from the organization and place them in a place where they can do no harm? https://images.squarespace-cdn.com/content/v1/63a4df38c838417e108b1f5b/5efad332-25cb-48b3-8f90-41cd29aee00e/goodhart%27s+law.jpg Blog - Measuring success in companies pivoting to agile You might have your teams smiling for the picture, focusing no longer in a good, healthy or predictable product, but instead a good, healthy and predictable metric. https://images.squarespace-cdn.com/content/v1/63a4df38c838417e108b1f5b/a7611f0c-6089-4694-8902-68f4b2b7b442/Airbus-319-cockpit.jpg Blog - Measuring success in companies pivoting to agile - The one metric If we only measure the gas tank of the airplane we can't assume we are ok. We put our trust in the ones living the “now” of the project, any other one would provide slow answers to imminent definitions. https://images.squarespace-cdn.com/content/v1/63a4df38c838417e108b1f5b/7d9e2086-95ba-480d-8106-4b36d81d02a7/PDCA_Process.png Blog - Measuring success in companies pivoting to agile Leadership defines Policies/Analysis dimensions. Team defines metrics that are related to each dimension. Team validates the stability of those metrics. (If those are not, they'll look for other ones) Team defines how will the metrics impact the indicator. Team start experiments on Plan-Do-Check-Act cycles. https://images.squarespace-cdn.com/content/v1/63a4df38c838417e108b1f5b/c3be95ab-3f01-44ef-9617-d411bcd5eb1b/ariel+close.png Blog - Measuring success in companies pivoting to agile - A bit about the Author: Ariel Pacay is an agile coach and consultant, has been a software developer since 2005, and went through different positions throughout his career, as development team lead, project manager, product owner and client, and since 2011 started involving actively with the more social side of the IT continuous improvement. More here https://www.forwardmindshift.net/blog/mindshift-managers-the-productivity-of-my-software-employees monthly 0.5 2025-02-11 https://images.squarespace-cdn.com/content/v1/63a4df38c838417e108b1f5b/1673999442336-2JW9FTBKJP1HMDTOB0SV/unsplash-image-KP6XQIEjjPA.jpg Blog - Mindshift managers: The productivity of my software employees. - In a factory, the thing you create let's say mattresses for analysis purpose in this case: The worth is more or less the same as the last one Fairly clear value The order doesn't matter much https://images.squarespace-cdn.com/content/v1/63a4df38c838417e108b1f5b/1673999652946-YJXPB1CIOE4XRV0UT0LJ/unsplash-image-CPs2X8JYmS8.jpg Blog - Mindshift managers: The productivity of my software employees. Wildly varying worth, equal time spent on two features does not grant me an equal benefit out of those two. Much less certainty about the needs Order of delivery significantly affects the value https://images.squarespace-cdn.com/content/v1/63a4df38c838417e108b1f5b/e99601f8-8eb2-4b60-aa7d-02b7c7abb8d3/trust.png Blog - Mindshift managers: The productivity of my software employees. Now if this question you had was raised by your concern that "there's an employee that is not performing well within his team, and might be dragging his teammates down to a non-working sinkhole", then rest assured that it will be addressed by your team. Trust that your team will try to help that guy move forward. https://images.squarespace-cdn.com/content/v1/63a4df38c838417e108b1f5b/c3be95ab-3f01-44ef-9617-d411bcd5eb1b/ariel+close.png Blog - Mindshift managers: The productivity of my software employees. - A bit about the Author: Ariel Pacay is an agile coach and consultant, has been a software developer since 2005, and went through different positions throughout his career, as development team lead, project manager, product owner and client, and since 2011 started involving actively with the more social side of the IT continuous improvement. More here https://www.forwardmindshift.net/blog/estimation-by-deadline monthly 0.5 2023-01-18 https://images.squarespace-cdn.com/content/v1/63a4df38c838417e108b1f5b/1671826479374-AUB3529IV0EJ4D3XTO24/unsplash-image-THmxQP-QgC8.jpg Blog - Estimation: Predictability defined by deadlines Bright natural dining room nook with vases plates and fruits on the table. https://images.squarespace-cdn.com/content/v1/63a4df38c838417e108b1f5b/ce283982-92f6-4f56-94d1-29e89397830e/estimation-problems-01.jpg Blog - Estimation: Predictability defined by deadlines - Make it stand out In this case S or M would depend on how the risks might impact, M would be to play safe, and be precise. https://images.squarespace-cdn.com/content/v1/63a4df38c838417e108b1f5b/2bba5326-c5d9-49aa-aa23-e883d0c2c472/what-isagile-henrik-kniberg-august-20-2013-38-638.jpg Blog - Estimation: Predictability defined by deadlines - An estimate is relative. Estimates are usually taken in relative sizing, and that is to get a common language within the dev teammates. They let people with different skillsets use the same unit. Why not just use working hours? Everyone knows the size of an hour, right? Well yes, but not all size a particular work in the same amount of hours. https://images.squarespace-cdn.com/content/v1/63a4df38c838417e108b1f5b/a0c8994c-745f-4978-b80b-aaa45b94c756/3-factors-determine-effort-complexity-repetition-risk.jpg Blog - Estimation: Predictability defined by deadlines - An estimate is a mix of complexity, repetition and risk. First we need to analyze complexity and repetition: Something complex is how difficult is to have this done. Something with high repetition and low complexity could take you a long time but it has almost no risk to get there as planned. Let's say we have a team of two made of a neurosurgeon and a 7 year kid, with two tasks: performing a "standard" brain surgery and lick one thousand stamps, the team could agree that both stories have a relative estimate of 8 points, the complexity and repetition of each one are dissimilar. And where do I place the higher risk? That should be shown in width of the range when more risks are present more width you'll find between best and worst case scenario. https://images.squarespace-cdn.com/content/v1/63a4df38c838417e108b1f5b/1b1de366-9e80-4d61-a2f2-0834d5a895c2/uncertainty+time.jpg Blog - Estimation: Predictability defined by deadlines It's unrealistic to expect to finish something at the estimated time, when the estimation is being done at the beginning of the project. https://images.squarespace-cdn.com/content/v1/63a4df38c838417e108b1f5b/c3be95ab-3f01-44ef-9617-d411bcd5eb1b/ariel+close.png Blog - Estimation: Predictability defined by deadlines - A bit about the Author: Ariel Pacay is an agile coach and consultant, has been a software developer since 2005, and went through different positions throughout his career, as development team lead, project manager, product owner and client, and since 2011 started involving actively with the more social side of the IT continuous improvement. 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