Some of the best insights come when you're teaching advanced classes. In November of 2016, in a master class on Agile Portfolio Prioritization I co-taught with Certified Collaboration Instructor Raphael Goumot, we developed and shared a whole host of insights that were worthy of sharing.
Over the past 15 years we've produced thousands of Participatory Budgeting and Buy a Feature events. In that time we've created a lot of variations of the core theme - and we continue to create more! In this design tip we'd like to share some of the many variations we've used in the hopes that you might find combinations that can help you Collaborate at Scale. Think of this design tip as giving you access to a set of knobs and dials that will enable you to create versions of this framework that meet your needs. I will also cover Zero-Based Budgeting, a very special configuration of these policies that is becoming increasingly important in our Participatory Budgeting projects. A subsequent design tip will give more insight into analyzing results of Buy a Feature frameworks.
It is the time of year where we reflect on what we’ve accomplished and set plans for the coming year. Accordingly, we and several of our clients are presently engaged in various forms of strategic planning and roadmapping. You might also be engaged in similar activities, so for this month’s framework of the month I want to focus on a framework that is great at helping organizations in strategic planning: The Innovation Ambition Matrix. We use this framework so we think you should use it too. This framework works well with the Sweet Spot of Strategy and Horizon Planning frameworks, which I will cover in a future framework of the month.
We like to be as Agile as possible, with what some might perceive as an extreme emphasis on the Agile value of “Customer collaboration over contract negotiation”. Our customers and partners asked me to write this post in order to share how we express this value in our development process. I was under the impression that what we do is pretty standard, but I've learned that many of our customers find it novel and suggested I share our approach more broadly. It is timely, because if you read it you’ll find out how you can get a sneak preview of all of the “cool new stuff” under development, including the new Conteneo Weave platform that we’re launching in Jan 2017.
The central tool of managing work in Scrum/Agile teams is the backlog, "an ordered list of everything that might be needed in the product and is the single source of requirements for any changes to be made to the product." (ref)
And that's mostly true. But it doesn't reflect the reality of Agile, especially for Product Managers with an entrepreneurial spirit (hmmm... all of us). The reality of Agile is that there are three "logs" - the Backlog, the BLACKlog and the Dreamlog. In this post I'll share which of these are normal, which are healthy and which are dangerous and how to fix them.
Let's start with your backlog, since that's the one log we all have!
Everyone who knows me knows that I like to read a lot of stuff. And I like to share the articles and books that have made a positive impact in my world.
At the end of my both my Agile 2015 Keynote and my Agile Australia 2016 keynote I challenged attendees to play two games to change the world. While this sounds great, some of the attendees pointed out that they felt a bit lost: they didn’t know which games they could play to change the world, let alone which games they could play to address problems they’re facing at work.
Dear Agile 2016 Attendees -
I was talking with Tarang Patel, one of our Certified Collaboration Instructors (CCIs), about various frameworks that we use for helping teams adopt more Agile practices or in Agile classes and thought the broader community might enjoy the fruits of our conversations. We'll cover: