This interview is also available in an audio-only format. You can find that here: https://bit.ly/3Fe45Iq
In April 2014, Derek Huether started leading a monthly Lean Coffee meeting for Agile Baltimore. Early in 2022, the group will hold its 100th Lean Coffee! In celebration of that, Derek joined me for an interview all about Lean Coffee - what is it, how does it work, how to get set up to run one, and what are the benefits of leading a Lean Coffee.
If you aren’t familiar with Lean Coffee it is an agenda-less meeting format developed by Jim Benson and Jeremy Lightsmith that relies on the people who show up to collaborate on the agenda and then cover them together. Even if you are a seasoned Lean Coffee veteran you will probably find valuable ideas here. Both Derek and I came away from this conversation with new things to try out.
Also, at the end of the podcast, there is an additional brief conversation about Jira. Derek works for Atlassian and he shares a number of resources that you and your team can use to get answers to all your Jira questions.
1:00 Who is Derek Huether
Links from the podcast
Adam Weisbart is back and this time we’re taking on a tragically common problem. Teams who do not have clarity on how the organization defines value. This can happen for a variety of reasons. In some organizations it is simply an oversight… management has achieved clarity and alignment around what is valuable to the organization, but they have not communicated it to the team. In other organizations, there may be an individual or a small group of the leadership team who likes to “go with their gut”, or maybe there are just a lot of assumptions and no one has checked to see if there is agreement across different levels of the org. Whatever the reason, if you have teams that do not have clarity around how leadership defines value for the company, how can they be expected to make choices that align with that definition of value?
In this episode of the podcast Adam Weisbart and I take on the topic of how you can get clarity on value, how can you make sure your backlog reflects that understanding of value and how can you ensure the team has awareness of what “value” means to the organization.
During the interview, Adam also shares some details about his upcoming Agile Virtual Summit (Bite Size) which is taking place on October 14, 2021. The event is free and there are going to be some great speakers, including people like Jim Benson, Richard Cheng, and Melissa Boggs who have all been guests on the podcast. You can learn more about the Agile Virtual Summit (Bite-Size!) and sign up using the link below.
Agile Virtual Summit (Bite-Size)
If you’d like to contact Adam:
The Scrum Guide got an update last November and one of the concepts introduced was the Product Goal. The Scrum Guide says:
“The Product Goal describes a future state of the product which can serve as a target for the Scrum Team to plan against. The Product Goal is in the Product Backlog. The rest of the Product Backlog emerges to define “what” will fulfill the Product Goal.
The Product Goal is the long-term objective for the Scrum Team. They must fulfill (or abandon) one objective before taking on the next.”
For some, myself included, taking that basic definition, extending it, and creating clarity on how the Product Goal fits in with other ways we talk about the Product Backlog has been challenging. So, I reached out for some help...
In this episode of The Reluctant Agilist, I'm joined by Ryan Ripley. Ryan is the co-author of "Fixing Your Scrum", the co-host of the Agile for Humans podcast and he's also a Professional Scrum Trainer. During the conversation, Ryan and I dig into what exactly the Prout Goal is, how teams can use it to deliver value and how it fits in with some of the other aspects of the Product Backlog.
If you'd like to check out the podcast Ryan and I recorded on his book Fixing Your Scrum you can find it here: https://bit.ly/3vIWNJq
Links from the Podcast
While most of us have spent the past several months struggling to adjust to the new normal of being 100% remote, Molood Ceccarelli has not. In 2016, Molood realized that even though Agile coaches and thought leaders frequently talk about how important it is for all of us to be co-located, most of her work was remote and she’d been able to figure out how to work with agile teams. This realization inspired her to start Remote Forever and refocus her efforts 100% on helping people get better at working remotely.
In this episode of the podcast, Molood and I discuss some of the key things she has learned in developing her ability to work remotely, how she runs experiments to continue improving at working this way and how she stays inspired with the work she does. We also discuss the upcoming 2020 Remote Forever Summit.
In 2017 Molood put together the first Remote Forever Summit. She was expecting a small crowd at the event but there were 2,700 registrants. Last year there were over 10,000. This year, the fourth annual Remote Forever Summit will take place from November 11-17. The event has speakers from all over the world who will be leading sessions on a wide range of topics relevant to anyone working remotely including how to develop a more genuine connection with those you interact with online, how to inspire successful, collaborative teams, how to create an intentional remote culture, and how to manage Agile transformation online.
Also, you can attend the conference for free.
Remote Forever Summit https://remoteforeversummit.com/
What do you do when they start asking for cost per point?
This issue often arrives wrapped in requests that are pure in their intent and seem to be reasonable requests from the business…
How much are we spending each month and how many points are we delivering for that spend?
Since we are now estimating work in User Story Points, we need to be able to determine how much to charge for the work that clients are asking for. So how much does a point cost us?
We need to evaluate the change requests so we can decide which ones to move forward with and which ones to reject. We’re estimating them in User Story Points, which gives us a relative idea of risk, complexity, and effort, but not cost. We need to be able to translate points to dollars so we can understand if the value we’d receive from the change is worth the cost.
I had a student recently who was qetting requests like this from the business, so I asked Agile Coach Troy Lightfoot to join me for a podcast where we could unpack the issues that often come with the cost per point question, the pros and cons of tracking it, and some things to take into account when you formulate your response to the request.
Links from the Podcast