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Michael James
Lives in Seattle, WA 98101, United States
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Michael James

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I've suspected for a while that student evaluations actually make me less effective.  Pfeffer's research suggests student evals "are likely to change the behaviors of presenters in ways that make learning and personal growth less likely."  Thiagi suggests optimizing for Level 4 feedback (results) instead.  What do you think?
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That somehow goes back to Heisenberg: Observation changes the system.

Recently I had a discussion with HR experts who said that their own data suggests that workshops/trainings where people are actually called to change a behaviour get very poor grades compared to those who merely provide casual entertainment.

This poses the question: How do you measure success?
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Michael James

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Scrum online video tutorial with an example of the meeting held at the end of every Sprint for the team to inspect and adapt its process, often asking What went well? and What could be Improved? This is an interactive, scenario based module. The learner observes a team and is prompted to make decisions as they progress through the Sprint Retrospective Meeting. Many ideas borrowed from Esther Derby, Diana Larsen, and others.
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Yes, please!
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Michael James

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Paradoxically, adding constraints can help break through other limitations.

Some constraints I've found useful to help Scrum teams change old habits:
* The team tries to build a [potentially] shippable product every Sprint, starting with the first Sprint.
* The Product Owner prioritizes.
* Clear goals are negotiated for each Sprint.
* The Sprint timebox.
* Full time participation.
* A team small enough that everyone can keep track of each other.
* No "my work" vs. "your work."
* We work together in a team room.
* Resolve team-internal issues within the team.

There are also rules the outer organization can follow to help this incubator work:
* Avoid interrupting Sprints.
* Avoid distracting team members, or splitting the across teams.
* Avoid tilting the team's pool table (by things like designating a particular team member a "lead").
* Avoid judging the team by anything other than its results every Sprint (e.g. no estimates vs. actuals).
* Support the Scrum Master in resolving external impediments.


Once a team or organization has internalized the mindset and habits of agility, I'm not sure they need the rules anymore, and (IMO) do not need to "do Scrum" by the book.  The organizations I work with and the people who come to my CSM classes are nowhere near that point though.

--mj
(Michael)
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You know I have always been a firm believer of this methodology as suppose to the waterfall based on not knowing of what is in store for the future.  But in the 90's this process could easily put a target on your back.  These days however, I do not see a company survive if they don't shift to this framework.
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Michael James

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I was first impressed with Allen Holub at a JavaOne conference at least 15 years ago explaining the challenges of multithreading.  I'm pleased to see his attention on this issue today.
While I'm not entirely certain I'm with the #NoEstimates crowd just yet, what Allen Holub has to say in the talk below makes a lot of sense. His comment that developers are often viewed as slackers really hit home with me, from prior experience. 'Velocity' is the magic word, and as I mentioned ...
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Michael James

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Lol :)
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Michael James

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Thanks Casandra.
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Story
Introduction
Doing the Agile stuff well is mostly about eliminating B.S. without inadvertently adding more B.S.  Since Scrum is often the first step, Scrum is widespread, and poorly understood.  We've created some elearning and written materials that other trainers and coaches have found useful.  Feel free to use them or link to them, even if you're technically a competitor.
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Seattle, WA 98101, United States