Welcome to KnolShare with Dr. Dave. Streamed on Grokshare.com and broadcasted on iTunes and Google Play. You are listening to Episode 48, the topic is “Kanban, Scrum, and Waterfall Coexisting without innovation friction”. In large companies, you may often find more than one delivery practice in play at a time. Some teams practice Kanban with a 1 to 3 day delivery cadence, another set of teams practice Scrum with a 1 to 4 weeks delivery cadence, and still others practice waterfall with a 3 to 18 months delivery cadence. How do you create alignment between varying delivery cadences and practices? In our podcast we will share a few tips and tricks on how to establish working agreements to align on a shared delivery cadence.
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This podcast and interview produced by Dr. Dave Cornelius
E47: Continual Learning with Dr. Dave Martinez, Early College High School (ECHS) Principal
Welcome to KnolShare with Dr. Dave. Streamed on Grokshare.com and broadcasted on iTunes and Google Play. You are listening to Episode 47, featuring Dr. Dave Martinez, ECHS Principal in Costa Mesa, CA. The topic is “Continual Learning”. Continual learning is the practice of intentionally identifying new topics that will increase knowledge for personal pleasure or business acumen.
Episode 47 is the second of many topics extracted from my book Elastic Minds: What are Thinking?, that will be featured in coming podcast episodes.
Dr. Martinez opined that “When you go into a program you always want to make data decisions by measuring the temperature and taking a look at the numbers to see if you are making improvements”. Fundamentally, this is equal to measuring relentlessly, a term used in the lean and agile space. Evaluate if progress is being made and determine if to pivot or stay the course.
In the journey of helping students achieve the awesomeness, build a team of peers that will be contributors to the students success. Dr. Martinez stated “You should not go at this alone!”. Teams are fundamental to delivering business value to organizations and working in teams can bring amount amazing innovations.
Dr. Martinez also said “Put theory into practice”. One of the key factor is to ensure the students are happy. Jurgen Appelo’s book Managing for Happiness spoke of the correlation of people being happy and the success in business. The same applies for students being happy and their success in learning.
The leadership at ECHS is very innovative and encourage students to help curve some of the campus activities. For example, a survey of students resulted in three programs that improved extracurricular activities on campus. The wisdom of crowds theory was applied and students responded with innovative programs that was beneficial for the entire student body.
Resilience is relevant to being in a growth mindset for continual learning to be present in a person’s life. Dr. Martinez tells his students that resilience is having GRIT. G is for Growth, R is for Resilience, I is for Intensity, and T is for tenacity. Find a way to learn outside the box so you can be successful.
Test-First is a built-in quality practice from eXtreme programming (XP) that emphasized building tests before writing code. After observing software team practicing agile struggle with completing stories consistently and try to incorporate test driven development (TDD) into the development cycle, I knew something was missing.
Allow me to share with you the new paradigm of first test your understanding of what is being asked before writing software. I call it Test-First Then Code. The practice is very simple but the outcomes are powerful and drive quality. This five step approach assists teams to obtain greater confidence to complete work successfully.
The team in partnership with the Product Owner (PO) and Scrum Master can use Test-First Then-Code during grooming, sprint planning, or other convenient opportunities to obtain context, clarity, and constraint awareness. The facilitation is driven by the software teams and not the Scrum Master. This is a one- to two-hour session that is broken into 15-minute time-box increments. In a one-hour session you can analyze and evaluate four user stories. In a two-hours session you get through about eight user stories. The goal is to ensure each team member understands the context (who, what, and why), clarity of the acceptance criteria, and can identify constraints. This is an opportunity to Grok each User Story completely.
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The Scrum team is the builders of things (BoT). I would say one of the most important roles in the Scrum ecosystem. The Scrum team, Product Owner, and Scrum Master are peers. Each role provides a value that should be respected by everyone in the organization.
The team has the autonomy to determine how and when to complete work. This new found freedom can be daunting and at first confusing. We will discover various tools to help the teams self-organize to deliver the right value at the right time.
The role of the BoT team is clear, which is to build the highest priority item within the committed time-box by the team. The time-box is usually a 2-week sprint. Only the Scrum team members can define the duration to complete work. The Scrum Master, the PO, nor anyone else in the organization have the authority to define how long work should take. The simple reason is that only the people actively building the software can accurately define duration.
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Hello and welcome to the KnolShare with Dr. Dave Podcast. KnolShare with Dr. Dave is hosted on GrokShare.com, iTunes, and Google Play.
You are listening to Episode #43 with Dr. Dave and Van Wray. Our discussion is based on his topic “You Mind is not an Office – How to be Fully Present to What Matters Most”. His focus is to connect the best of productivity thinkers (e.g. David Allen – Getting Things Done), and the latest in cognitive performance and brain science.
Van stated that there are mindful friendly and unfriendly ways to deliver value. We do not come with a manual on how to use our mind, so we get an untrained mind to start with. We need some equipping to help our mind work at its optimal capability.
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The Scrum Master (SM) role facilitates the team practice of lean thinking and agile tenets by using the Scrum framework. Operating in this role without authority is difficult and can lead to questions of worth to the value delivered. The SM role is important for the outcome of team harmony and to enable self-organization.
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The PO role represents the voice of customer (VOC). This position is essential to prioritize and evaluate the outcomes produced by teams that are the builders of things (BoT). Selecting the right person to represent VOC is critical to build the right customer value at the right time.
The name Product Owner is misleading and may lead people to believe that the person in this role owns the product. Many stakeholders in an organization represents true ownership of the products.
Greetings and welcome to KnolShare with Dr. Dave. KnolShare with Dr. Dave is hosted on GrokShare.com and available on iTunes and Google Play. You are listening to episode #39 with guest William Nealie. Our topic is “managing anxiety on the journey to deliver customer satisfied projects”.
Interview questions include the following:
Please describe a project that was nerve racking and you delivered great customer value.
What were some of the anxious moments that was experienced?
Was the anxiety driven out of fear?
What tools did you use quiet the anxiety experienced?
Can you highlight challenges with managing customer expectations?
What about relationship with suppliers?
Describe the top three actions people should do when afflicted with anxiety.
About William Nealie
Entertainment Technology Engineer/Consultant
Audio and Video engineer system designer Project manager.
30 years in the entertainment and broadcast industry.
Esports gaming broadcast facility Technical manager For Riot Games.
Touring audio engineer
Broadcast video systems engineer.
About Knolshare with Dr. Dave
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This podcast and interview produced by Dr. Dave Cornelius
Bruce Tuckmans’s 1965 study of small group dynamics introduced the famous forming, storming, norming, and performing. In 1977, the fifth element of adjourning was added to capture the reality that teams disband and potentially form new teams.
Reteaming help us to share towers of knowledge and reduce the knowledge silos. It is also risk mitigation for information loss of people leaving the building and moving to other companies. Teams can be distributed and still reteam to ensure freshness in team members. My friend Heidi Helfand recently released her book titled “Dynamic Reteaming: The Art and Wisdom of Changing Teams” published on Lean Pub. This webinar will leverage concepts and knowledge gleaned from this book during our discussion.
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Hi and welcome to the Knolshare with Dr. Dave Podcast, hosted on Grokshare.com and streamed on iTunes and Google Play.
You are listening to Episode 37, a discussion on the effect of disruption on people, organizations, and communities.
Merriam-Websters definition of disruption is to interrupt the normal course or unity of.
My friend Keith Montgomery and I sat down for a discussion on the topic of disruption. We share a common passion for this topic as we see change as the only constant.
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Business leaders struggle to develop statement of work (SOW) that supports agile engagements. Lawyers and procurement groups have a difficult time writing SOWs that support iterative development without having a large set of requirements documented. The webinar will explore steps to establish agile SOWs that support frequent delivery without upfront well known requirements.
Greetings and welcome to KnolShare with Dr. Dave. KnolShare with Dr. Dave is hosted on GrokShare.com and available on iTunes and Google Play. You are listening to episode #35 with Dr. Gail Ferreira as Dr. Dave Cornelius elicit new knowledge about the concept of deconstruction. Deconstruction is taking things a part and finding common themes to eliminate wastes. The discussion lands on baking a three-layer cake using Julia Child’s elaborate cake making from scratch to the “Barefoot Contessa” for a 12-minute cake that has the same quality.
About Dr. Gail Ferreira
Gail Ferreira is an enterprise agile leader and agile thought leader. Gail is an Enterprise Coaching Manager for Accenture Technology, based in San Francisco, leading and directing activities for the Innovation Center of Excellence. Gail likes to employ creative and novel lean agile methods, models and techniques to engage individuals and organizations through agile transformations. Gail is particularly passionate about creating agile learning organizations that embrace continuous learning and change management using a blend of lean and agile methodologies
Gail regularly speaks at international agile conferences and professional groups related to agile project management, strategy and technology management. She has published peer reviewed journals and articles in award winning publications such as Agile Connection, Proquest Digital Dissertations, Refractive Thinker, IEEE, and Techwell. Gail also likes to lead and direct events including local meetups, professional development days for the Project Management Institute, and academic awards. She has started a meetup for Lean Agilists in the San Francisco Bay area that specializes in topics that combine lean thinking with agile principles and practices.
Gail is an adjunct professor at UC Berkeley Extension Agile Project Management program, Capella University PhD in Technology and Project Management, and Walden University Doctoral Technology Management program where she mentors aspiring doctoral candidates with their dissertation publications in the field of technology and project management.
“Agile innovation methods have revolutionized information technology. Over the past 25 to 30 years success rates in software development improved quality, speed to market, and boosted motivation and productivity of IT teams” – Darrell K. Rigby,Jeff Sutherland, and Hirotaka Takeuchi 2016, Harvard Business Review.
Business leaders should pay attention to the trending maturity of agile innovation. The iterative nature of agile engagements and the practice to deliver on demand should make it easier to identify value. When teams deliver frequent vertical slices throughout the engagement, the economic value is realized and understood often.
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This podcast and interview produced by Dr. Dave Cornelius
In my experience I have worked in several places where people in leadership and execution roles expressed the desire to go back to a plan-based and staged gate process. To my dismay, they felt tired of agile and sometimes thought that going back to a waterfall or stage gate model would be easier. Momentarily, I had a flashback to the days of long planning and frustrated people and I said no, no, I won’t go. What would possess a reasonable mind to ever want those experiences again? I am not sure, so I decided to create a webinar aimed at telling a story to stay where you are if you are in an agile adoption or transformation. Don’t even think about retreating! Stay the course!
People often forget from where they came and lack the vision to see where they are going.
Experience the Slideshow on YouTube:
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Word of the Day: Relevant – directly connected to a solution or problem
Quote of the Day: “Quality, relevant content can’t be spotted by an algorithm. You can’t subscribe to it. You need people – actual human beings – to create or curate it.” ― Kristina Halvorson, Content Strategy for the Web
The agile practice promises a factor of 4 or more outcomes and benefits than traditional project management techniques. This webinar explores the actions needed to achieve the 4x more phenomena with engaged teams. The agile practice also removes silos and truly accomplishes stronger cross-functional team engagement.
The economic value goes beyond financial measures and includes such phenomena as happiness index, job satisfaction, engagement, collaboration, innovation, and more. I am currently experimenting with a peer-2-peer recognition program with my teams and they are genuinely excited about telling others that they are awesome and appreciated. What is the economic value of people feeling happy and satisfied with their job? I opine innovation is the answer, which leads to the financials that is the fiduciary responsibility of business leaders.
Agile innovation methods have revolutionized information technology. Over the past 25 to 30 years success rates in software development improved quality, speed to market, and boosted motivation and productivity of IT teams – Darrell K. Rigby,Jeff Sutherland, and Hirotaka Takeuchi 2016 – Harvard Business Review.
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This podcast and interview produced by Dr. Dave Cornelius
Hello and welcome to KnolShare with Dr. Dave, hosted on GrokShare.com and available on iTunes and Google Play.
You are listening to Episode #31. A fun discussion with Heidi Helfand about the 5 Saturdays program and the origin of Micro teams. 5 Saturdays is a program designed to empower students through agility and innovation by opening a door to technology and business via learning experiences facilitated by industry professionals.
I invite you to take the time to learn more about the 5 Saturdays program by visiting 5Saturdays.org
To learn more about Heidi, visit her website at www. HeidiHelfand.com and Google her book “Dynamic Reteaming: The Art and Wisdom of Changing Teams” published on Lean Pub. Tweet with Heidi @HeidiHelfand on Twitter.
Hello and welcome to KnolShare with Dr. Dave, hosted on GrokShare.com and available on iTunes and Google Play. Welcome to 2017, I hope you have identified a few new year’s evolution goals. As I would like to see more people working toward evolving into new opportunities in life, versus establishing resolutions that are hard to achieve without an incremental approach. I wish you a prosperous journey toward your 2017 new year’s evolution.
You are listening to Episode #30, a deep dive discussion with Heidi Helfand about Micro teams and the value of going with smaller teams during the agile adoption and transformation experiences.
Usually, I am on the interviewing side of my podcasts but in Episode #30, Heidi interviewed me for her book titled “Dynamic Reteaming: The Art and Wisdom of Changing Teams” published on Lean Pub.
Micro teams have tradeoffs and benefits, but for me, smaller is bigger and the happiness indicator for teams are greater.
To learn more about Heidi, visit her website at www. HeidiHelfand.com and Google her book “Dynamic Reteaming: The Art and Wisdom of Changing Teams” published on Lean Pub. Tweet with Heidi @HeidiHelfand on Twitter.
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This podcast and interview produced by Dr. Dave Cornelius
Retrospectives serve as a practice of continual learning and team growth. Teams identify behaviors to improve by sharing 1) what worked, 2) what did not work, and 3) what can be improved. NVC is a powerful conflict resolution tool for effective communications and empathy with individuals or teams. Key NVC components include 1) observations, 2) feelings, 3) needs, and 4) requests. The application of NVC during a retrospective session will help people communicate effectively with limited judgements and experience a breakthrough in continual learning. This webinar introduces the blend of two great techniques to develop teams to achieve greater productivity and collaboration.
Learning Objectives:
Learn the power of using retrospectives to continually learn
Demonstrate empathy through the practice of NVC
Use compassionate language to resolve conflict
Identify areas to build stronger and stable teams
Help teams learn how to self-organize and resolve conflicts
Globally distributed agile teams is a norm due to the globalization and the availability of technical resources globally. What would happen if we treated globally distributed teams in the same manner as the Internet of Things (IoT) and MicroServices?
Learning Objectives:
Develop a strategy to setup self-organizing global teams
Create practices to improve communications
Maximize throughput with micro-agile teams
Watch the Webinar from Project Insight
Copyright 2016 KnolShare. Produced and create by Dr. Dave Cornelius.
Tess Guevara Webinar Guest
