Agile transitionsmidig2012

Editor's Notes

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• #3: I have followed many of the authors of the Agile Manifesto closely for many years. This statement - in several different forms - has been repeated by many of these and other Agile thought leaders as well. What is the implications of this?\n
• #4: I have followed many of the authors of the Agile Manifesto closely for many years. This statement - in several different forms - has been repeated by many of these and other Agile thought leaders as well. What is the implications of this?\n
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• #7: This may be “the big list” of Agile Values - coming mostly from Scrum literature, but XP as well.\n
• #8: This may be “the big list” of Agile Values - coming mostly from Scrum literature, but XP as well.\n
• #9: This may be “the big list” of Agile Values - coming mostly from Scrum literature, but XP as well.\n
• #10: This may be “the big list” of Agile Values - coming mostly from Scrum literature, but XP as well.\n
• #11: This may be “the big list” of Agile Values - coming mostly from Scrum literature, but XP as well.\n
• #12: This may be “the big list” of Agile Values - coming mostly from Scrum literature, but XP as well.\n
• #13: This may be “the big list” of Agile Values - coming mostly from Scrum literature, but XP as well.\n
• #14: This may be “the big list” of Agile Values - coming mostly from Scrum literature, but XP as well.\n
• #15: This may be “the big list” of Agile Values - coming mostly from Scrum literature, but XP as well.\n
• #16: This may be “the big list” of Agile Values - coming mostly from Scrum literature, but XP as well.\n
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• #18: These are all great Agile principles - but surely not the only ones! \n
• #19: These are all great Agile principles - but surely not the only ones! \n
• #20: These are all great Agile principles - but surely not the only ones! \n
• #21: These are all great Agile principles - but surely not the only ones! \n
• #22: These are all great Agile principles - but surely not the only ones! \n
• #23: These are all great Agile principles - but surely not the only ones! \n
• #24: These are all great Agile principles - but surely not the only ones! \n
• #25: These are all great Agile principles - but surely not the only ones! \n
• #26: These are all great Agile principles - but surely not the only ones! \n
• #27: These are all great Agile principles - but surely not the only ones! \n
• #28: These are all great Agile principles - but surely not the only ones! \n
• #29: These are all great Agile principles - but surely not the only ones! \n
• #30: \n
• #31: The full list of possible good practices are obviously longer..\n
• #32: The full list of possible good practices are obviously longer..\n
• #33: The full list of possible good practices are obviously longer..\n
• #34: The full list of possible good practices are obviously longer..\n
• #35: The full list of possible good practices are obviously longer..\n
• #36: The full list of possible good practices are obviously longer..\n
• #37: The full list of possible good practices are obviously longer..\n
• #38: The full list of possible good practices are obviously longer..\n
• #39: The full list of possible good practices are obviously longer..\n
• #40: The full list of possible good practices are obviously longer..\n
• #41: The full list of possible good practices are obviously longer..\n
• #42: The full list of possible good practices are obviously longer..\n
• #43: The full list of possible good practices are obviously longer..\n
• #44: The full list of possible good practices are obviously longer..\n
• #45: The full list of possible good practices are obviously longer..\n
• #46: The full list of possible good practices are obviously longer..\n
• #47: The full list of possible good practices are obviously longer..\n
• #48: The full list of possible good practices are obviously longer..\n
• #49: The full list of possible good practices are obviously longer..\n
• #50: The full list of possible good practices are obviously longer..\n
• #51: The full list of possible good practices are obviously longer..\n
• #52: The full list of possible good practices are obviously longer..\n
• #53: The full list of possible good practices are obviously longer..\n
• #54: The full list of possible good practices are obviously longer..\n
• #55: The full list of possible good practices are obviously longer..\n
• #56: The full list of possible good practices are obviously longer..\n
• #57: The full list of possible good practices are obviously longer..\n
• #58: The full list of possible good practices are obviously longer..\n
• #59: The full list of possible good practices are obviously longer..\n
• #60: Most organizations start with the practices, then adopt some principles. How many dare to challenge the established truths enough to wholeheartedly work on the values?\nHow good can Doing Agile get, if the values are absent?\n
• #61: “Bottom-up transition” - A bit like developing systems with bug-fixing...\n\n
• #62: “Bottom-up transition” - A bit like developing systems with bug-fixing...\n\n
• #63: “Bottom-up transition” - A bit like developing systems with bug-fixing...\n\n
• #64: “Bottom-up transition” - A bit like developing systems with bug-fixing...\n\n
• #65: “Bottom-up transition” - A bit like developing systems with bug-fixing...\n\n
• #66: “Bottom-up transition” - A bit like developing systems with bug-fixing...\n\n
• #67: “Bottom-up transition” - A bit like developing systems with bug-fixing...\n\n
• #68: “Bottom-up transition” - A bit like developing systems with bug-fixing...\n\n
• #69: “Bottom-up transition” - A bit like developing systems with bug-fixing...\n\n
• #70: “Bottom-up transition” - A bit like developing systems with bug-fixing...\n\n
• #71: “Bottom-up transition” - A bit like developing systems with bug-fixing...\n\n
• #72: “Bottom-up transition” - A bit like developing systems with bug-fixing...\n\n
• #73: “Bottom-up transition” - A bit like developing systems with bug-fixing...\n\n
• #74: “Bottom-up transition” - A bit like developing systems with bug-fixing...\n\n
• #75: “Bottom-up transition” - A bit like developing systems with bug-fixing...\n\n
• #76: “Bottom-up transition” - A bit like developing systems with bug-fixing...\n\n
• #77: 1. Hvor klar er egentlig klienten for endring?\nStrategic Alignment (samstemmighet i ledergruppa, og mellom ledergruppa og arbeiderne)\nKan ikke bare adressere IT!\nIntervjuer nøkkelpersoner på gølvet! \n\n
• #78: 1. Hvor klar er egentlig klienten for endring?\nStrategic Alignment (samstemmighet i ledergruppa, og mellom ledergruppa og arbeiderne)\nKan ikke bare adressere IT!\nIntervjuer nøkkelpersoner på gølvet! \n\n
• #79: 1. Hvor klar er egentlig klienten for endring?\nStrategic Alignment (samstemmighet i ledergruppa, og mellom ledergruppa og arbeiderne)\nKan ikke bare adressere IT!\nIntervjuer nøkkelpersoner på gølvet! \n\n
• #80: 1. Hvor klar er egentlig klienten for endring?\nStrategic Alignment (samstemmighet i ledergruppa, og mellom ledergruppa og arbeiderne)\nKan ikke bare adressere IT!\nIntervjuer nøkkelpersoner på gølvet! \n\n
• #81: 1. Hvor klar er egentlig klienten for endring?\nStrategic Alignment (samstemmighet i ledergruppa, og mellom ledergruppa og arbeiderne)\nKan ikke bare adressere IT!\nIntervjuer nøkkelpersoner på gølvet! \n\n
• #82: 1. Hvor klar er egentlig klienten for endring?\nStrategic Alignment (samstemmighet i ledergruppa, og mellom ledergruppa og arbeiderne)\nKan ikke bare adressere IT!\nIntervjuer nøkkelpersoner på gølvet! \n\n
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• #84: Ericsson Core Mobile - almost 2000 people, 7 countries, 45 MLOC\nMassively process oriented org\nGeographically spread silos \nTransition teams;\nTrain the trainer, coach the coaches\nMassive training in Agile Mindset, NOT Scrum or Kanban(!)\nManagement group dissolved themselves\nProject Managers became facilitators “you need to talk with those guys”\n200-250 teams \n
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• #99: Possible Success Factors\nBrainstorm as many possible factors that will contribute to successfully delivering the objective\nFactors may include:\n- Skills or Capabilities\n- Relationships or Interactions\n- Constraints or Targets\n\nPSF:\nBy <achieving a certain thing>,\nWe expect <that something will change in this and that way, within this time>\n\nBy doubling the number of visits to our website, we expect that at least 50% more people will download our whitepapers every day\n\n\n
• #100: Possible Success Factors\nBrainstorm as many possible factors that will contribute to successfully delivering the objective\nFactors may include:\n- Skills or Capabilities\n- Relationships or Interactions\n- Constraints or Targets\n\nPSF:\nBy <achieving a certain thing>,\nWe expect <that something will change in this and that way, within this time>\n\nBy doubling the number of visits to our website, we expect that at least 50% more people will download our whitepapers every day\n\n\n
• #101: Possible Success Factors\nBrainstorm as many possible factors that will contribute to successfully delivering the objective\nFactors may include:\n- Skills or Capabilities\n- Relationships or Interactions\n- Constraints or Targets\n\nPSF:\nBy <achieving a certain thing>,\nWe expect <that something will change in this and that way, within this time>\n\nBy doubling the number of visits to our website, we expect that at least 50% more people will download our whitepapers every day\n\n\n
• #102: Possible Success Factors\nBrainstorm as many possible factors that will contribute to successfully delivering the objective\nFactors may include:\n- Skills or Capabilities\n- Relationships or Interactions\n- Constraints or Targets\n\nPSF:\nBy <achieving a certain thing>,\nWe expect <that something will change in this and that way, within this time>\n\nBy doubling the number of visits to our website, we expect that at least 50% more people will download our whitepapers every day\n\n\n
• #103: Possible Success Factors\nBrainstorm as many possible factors that will contribute to successfully delivering the objective\nFactors may include:\n- Skills or Capabilities\n- Relationships or Interactions\n- Constraints or Targets\n\nPSF:\nBy <achieving a certain thing>,\nWe expect <that something will change in this and that way, within this time>\n\nBy doubling the number of visits to our website, we expect that at least 50% more people will download our whitepapers every day\n\n\n
• #104: Possible Success Factors\nBrainstorm as many possible factors that will contribute to successfully delivering the objective\nFactors may include:\n- Skills or Capabilities\n- Relationships or Interactions\n- Constraints or Targets\n\nPSF:\nBy <achieving a certain thing>,\nWe expect <that something will change in this and that way, within this time>\n\nBy doubling the number of visits to our website, we expect that at least 50% more people will download our whitepapers every day\n\n\n
• #105: Possible Success Factors\nBrainstorm as many possible factors that will contribute to successfully delivering the objective\nFactors may include:\n- Skills or Capabilities\n- Relationships or Interactions\n- Constraints or Targets\n\nPSF:\nBy <achieving a certain thing>,\nWe expect <that something will change in this and that way, within this time>\n\nBy doubling the number of visits to our website, we expect that at least 50% more people will download our whitepapers every day\n\n\n
• #106: Possible Success Factors\nBrainstorm as many possible factors that will contribute to successfully delivering the objective\nFactors may include:\n- Skills or Capabilities\n- Relationships or Interactions\n- Constraints or Targets\n\nPSF:\nBy <achieving a certain thing>,\nWe expect <that something will change in this and that way, within this time>\n\nBy doubling the number of visits to our website, we expect that at least 50% more people will download our whitepapers every day\n\n\n
• #107: Possible Success Factors\nBrainstorm as many possible factors that will contribute to successfully delivering the objective\nFactors may include:\n- Skills or Capabilities\n- Relationships or Interactions\n- Constraints or Targets\n\nPSF:\nBy <achieving a certain thing>,\nWe expect <that something will change in this and that way, within this time>\n\nBy doubling the number of visits to our website, we expect that at least 50% more people will download our whitepapers every day\n\n\n
• #108: Possible Success Factors\nBrainstorm as many possible factors that will contribute to successfully delivering the objective\nFactors may include:\n- Skills or Capabilities\n- Relationships or Interactions\n- Constraints or Targets\n\nPSF:\nBy <achieving a certain thing>,\nWe expect <that something will change in this and that way, within this time>\n\nBy doubling the number of visits to our website, we expect that at least 50% more people will download our whitepapers every day\n\n\n
• #109: Possible Success Factors\nBrainstorm as many possible factors that will contribute to successfully delivering the objective\nFactors may include:\n- Skills or Capabilities\n- Relationships or Interactions\n- Constraints or Targets\n\nPSF:\nBy <achieving a certain thing>,\nWe expect <that something will change in this and that way, within this time>\n\nBy doubling the number of visits to our website, we expect that at least 50% more people will download our whitepapers every day\n\n\n
• #110: Possible Success Factors\nBrainstorm as many possible factors that will contribute to successfully delivering the objective\nFactors may include:\n- Skills or Capabilities\n- Relationships or Interactions\n- Constraints or Targets\n\nPSF:\nBy <achieving a certain thing>,\nWe expect <that something will change in this and that way, within this time>\n\nBy doubling the number of visits to our website, we expect that at least 50% more people will download our whitepapers every day\n\n\n
• #111: Possible Success Factors\nBrainstorm as many possible factors that will contribute to successfully delivering the objective\nFactors may include:\n- Skills or Capabilities\n- Relationships or Interactions\n- Constraints or Targets\n\nPSF:\nBy <achieving a certain thing>,\nWe expect <that something will change in this and that way, within this time>\n\nBy doubling the number of visits to our website, we expect that at least 50% more people will download our whitepapers every day\n\n\n
• #112: Possible Success Factors\nBrainstorm as many possible factors that will contribute to successfully delivering the objective\nFactors may include:\n- Skills or Capabilities\n- Relationships or Interactions\n- Constraints or Targets\n\nPSF:\nBy <achieving a certain thing>,\nWe expect <that something will change in this and that way, within this time>\n\nBy doubling the number of visits to our website, we expect that at least 50% more people will download our whitepapers every day\n\n\n
• #113: Possible Success Factors\nBrainstorm as many possible factors that will contribute to successfully delivering the objective\nFactors may include:\n- Skills or Capabilities\n- Relationships or Interactions\n- Constraints or Targets\n\nPSF:\nBy <achieving a certain thing>,\nWe expect <that something will change in this and that way, within this time>\n\nBy doubling the number of visits to our website, we expect that at least 50% more people will download our whitepapers every day\n\n\n
• #114: Possible Success Factors\nBrainstorm as many possible factors that will contribute to successfully delivering the objective\nFactors may include:\n- Skills or Capabilities\n- Relationships or Interactions\n- Constraints or Targets\n\nPSF:\nBy <achieving a certain thing>,\nWe expect <that something will change in this and that way, within this time>\n\nBy doubling the number of visits to our website, we expect that at least 50% more people will download our whitepapers every day\n\n\n
• #115: Possible Success Factors\nBrainstorm as many possible factors that will contribute to successfully delivering the objective\nFactors may include:\n- Skills or Capabilities\n- Relationships or Interactions\n- Constraints or Targets\n\nPSF:\nBy <achieving a certain thing>,\nWe expect <that something will change in this and that way, within this time>\n\nBy doubling the number of visits to our website, we expect that at least 50% more people will download our whitepapers every day\n\n\n
• #116: Possible Success Factors\nBrainstorm as many possible factors that will contribute to successfully delivering the objective\nFactors may include:\n- Skills or Capabilities\n- Relationships or Interactions\n- Constraints or Targets\n\nPSF:\nBy <achieving a certain thing>,\nWe expect <that something will change in this and that way, within this time>\n\nBy doubling the number of visits to our website, we expect that at least 50% more people will download our whitepapers every day\n\n\n
• #117: Possible Success Factors\nBrainstorm as many possible factors that will contribute to successfully delivering the objective\nFactors may include:\n- Skills or Capabilities\n- Relationships or Interactions\n- Constraints or Targets\n\nPSF:\nBy <achieving a certain thing>,\nWe expect <that something will change in this and that way, within this time>\n\nBy doubling the number of visits to our website, we expect that at least 50% more people will download our whitepapers every day\n\n\n
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