“Luminous beings are we, not this crude matter” — Yoda
I was watching Star Wars: Empire Strikes Back and this quote struck me given the scenes of Obi Wan and Qui-Gon as spirits in various episodes. What struck me is the following: our bodies are made of comic dust from stars that essential subatomic particles fused together due to gravitational forces. Yet we are sentient beings. How is that possible? Atheists have no reasonable explanation. As such, a certain “top of the food chain” pride sometimes creeps into our culture. Take the following example from a former Christian zealot:
“No one can stop us now ‘Cause we are all made of stars” — Moby
Me… I’m going to make it a point of not being prideful. Instead, I shall recognize my place in the universe as explained by the following passage.
27 “ Now is my soul troubled. And what shall I say? ‘Father, save me from this hour’? But for this purpose I have come to this hour. 28 Father, glorify your name.” Then a voice came from heaven:“I have glorified it, and I will glorify it again.” 29 The crowd that stood there and heard it said that it had thundered. Others said, “An angel has spoken to him.” 30 Jesus answered, “This voice has come for your sake, not mine. 31 Now is the judgment of this world; now will the ruler of this world be cast out. 32 And I, when I am lifted up from the earth, will draw all people to myself.” 33 He said this to show by what kind of death he was going to die. 34 So the crowd answered him, “ We have heard from the Law that the Christ remains forever. How can you say that the Son of Man must be lifted up? Who is this Son of Man?” 35 So Jesus said to them, “The light is among you for a little while longer. Walk while you have the light, lest darkness overtake you. The one who walks in the darkness does not know where he is going. 36 While you have the light, believe in the light, that you may become sons of light.
(John 12:27-36 ESVST)
I felt compelled to write this one because of its relationship to addressing market demands. The car I drove this week was obviously targeted at a hyper-niche of the global automotive market: The Millennials. The design concepts are what I think are a good example learning how to penetrate a market using good enough design that is hyper-targeted.
This week I find myself driving a brand new Hyundai Veloster, 2+1 door Kammback. It is a zippy little car even with the low-end engine that you get from a rental car dealer. The thing that strikes me is that the design seems to be a direct rip-off and mashup of a Renault Mégane RS or Renault Mégane III, and a Nissan 370Z. The ride feels controlled, tight, but unrefined. In Boston, I felt every single groove, rut, crack, bump and pothole on every single road… in my back. It was rather jarring. I loved the quite refined instrument cluster and controls, especially the sport mode 6-speed twin-clutch transmission and steering-wheel mounted, paddle shifters. I didn’t like the environment and audio controls. The door-mount controls for windows and mirrors were… silly with a handle going over the top of them so my big, drummer hands couldn’t find the controls without stopping and looking. The center entertainment and information screen was huge, and bright… so bright I wanted to scream at night when I couldn’t figure out how to get the brightness controls to work (they didn’t).
Driving it while wearing sunglasses and my typical Euro-preppy clothes made me wonder if people might think I’m a guy going through a mid-life crises.
What can we learn about hyper-local marketing from Hyundai’s example?
The overwhelming success of The Fast and the Furious franchise has fueled a generation of kids who want something sexy and sporty, but something that is at least green-washed and affordable. By leveraging existing media penetration, Hyundai is able to figure out a really specific niche market to target… translation… a real Fast-Follower doesn’t just pay attention to successful trends, but also delivers quickly on the heels of the Innovators and Early-Adopters. Hyundai know who the Mavens and Salesmen for the Innovators and Early-Adopters of this class of vehicle, and has figured out how to iterate quickly on a niche-market design that is targeting the Connectors and Salesmen for the Early Majority which can’t afford the cars featured in The Fast and the Furious such as the Mitsubishi Lancer or Nissan NSX.
Copyrights don’t handle “Stealing like an Artist” well, so many companies can get away with similar but not the same designs. In this case, Hyundai is appealing to their market niche’s tastes for more expensive and refined designs.
Hyundai definately knows how to ripoff the best parts of other designs, but I really wish they would learn how to build a car that doesn’t have hokey controls. Companies learning to mimic Hyundai’s approach might be able to reduce their innovation costs by being a fast-follower, but to do so they will have to learn to be hyper-local and/or hyper-targeted at a specific niche.
Hyundai VelosterNissan Fairlady Z34Renault Mégane III RS
“A musician must make music, an artist must paint, a poet must write, if he is to be ultimately at peace with himself.” — Abraham Maslow
I had the rich pleasure to hear the William Peace University Peace Singers and Florida College Saturday night. That evening the Florida College students were spread amongst many volunteers hosts for lodging. Music has always been a part of my life. Music is largely why I love anything or anyone. In our home I have several percussive instruments, a piano, an electronic keyboard, a synthesizer, and a violin. We made sure that our guests understood just how important is in our lives as we drove from the theater to home. This morning, we had the distinct pleasure of hearing our guests playing our piano and fiddling around with various pieces of music in Jennifer’s deep locker of sheet music.
What struck me is that the guests were nervous staying with complete strangers. The way that they coped with the stress of being on the road and staying in the homes of complete strangers was by doing what comes natural… making music. The words of Maslow never became so real to me than at that point.
Turning to work, I realized if business leaders would let people do what gives them peace, then those leaders will always be rewarded with the sweet sounds of people at their best.
The implications are inescapable. Business leaders have to find people who’s passion is the work they are to perform. You must place people in positions that play to their strengths, not just making up for weaknesses. You must place people in cultures that encourages them to do that which they love to do. You must place people in physical environments that support the kind of work they love. And the work has to be the kind of work that creates intrinsic reward, the kind that fuels that passion within them. But it’s more than that, you have to create situations that let people make mistakes that they can learn and recover from.
Are you trying to make sure you create an environment where people can just be the best at what they do? Have you hired people that actually want to be best at what you need done? If you haven’t done these two things, I suggest you make a plan to course correct. You are missing out on the best parts of work life: watching people become fascinated with being the best. Fuel the passion!
Recently a old friend of mine from India, CEO Navin Kumar of iPRIMED, approached me about helping him bring his company’s services to the U.S. from India. iPRIMED is led by people from the IT industry and academia who are focused on enhancing workplace skills of graduates / entry / junior level professionals (for the IT and ITeS industry) by driving intrinsic transformation.
What he has done is nothing short of genius. If your company wants to offer up a way for your employees to grow some serious professional skills, Navin has what you need.
Inspired by his taxonomy of different skill sets, I came up with this canvas as a means for discussing a person’s growth areas. I share it with you: Navin gets the credit.
What we now call “the Agile Movement” seems to have gone mainstream around two years ago. When it did, late adopters showed up and started trying to do what they always do… re-define a concept in their own image. Well, if that image is big, fat, ugly and slow, I would rather they just “opt-out” and go extinct (aka allow market forces to let their companies die, thus freeing-up resources and people for higher purposes.) The irony is that the organizations that came late to the agile game tried to “adopt and scale agile.” In most cases they have not seen the gains they expected.
My hypothesis is that most are simply missing the point. Here is a review of the background context.
Agile is an adjective, not a noun. Defining “Agile” as a set of processes won’t make an organization more agile in the market.
Being able to give the market the product feature it wants when it wants it and for the price it is willing to pay while at least covering costs plus a profit that offsets inflation is THE only thing that matters. Any other focus and the organization will become extinct…and they are, at an ever growing pace!
You can create reinforcing “double loop learning” structures that may create a culture that enables the right team dynamic in multiple teams; however, because corporations are complex adaptive human systems, you cannot scale a team dynamic.
Being agile doesn’t mean automatically lowered costs of new product development or product operations and maintenance. Nor does being agile mean delivering the entirety of a product’s features to market faster than more traditional methods. It just means delivering the product features the market wants close to when the market wants them.
Based on these basic market precepts, I say the following not simply to be critical but to engage in much-needed critical response for the purpose of opening up rational conversation.
You don’t scale agility. You create a business-market fit with adaption capability.
Yes, you can adopt a framework that allows the organization to scale agility-enabling practices. The first attempt at large scale agility that I was aware of was the Scrum of Scrums pattern. The second was Scott Ambler’s Agile@Scale model while at IBM (later renamed Disciplined Agile Delivery due to branding/trademark issues). The one that has garnered the most attention as of late is the crowd-sourced, Dean Leffingwell-owned, Scaled Agile Framework for the Enterprise (SAFe). All three of these are good frameworks, each with their appropriate context and limitations. None of them enable business agility by themselves.
Consider this example:
The SAFe framework talks about quarterly release planning. It talks about release trains of Potentially Shippable Increments(PSIs) of product features in the form of releases.
This is good… sorta.
You see… the way that most organizations have adopted SAFe, the PSI/Releases end up codified into release cycles. The SAFe materials talk about an 8 to 10 week time box. Most folks I’ve talked to have turned the quarterly release planning cycle into a quarterly release cycle. For those organizations, generally this has been a huge improvement. It doesn’t mean that the organization is adapting to the needs of the market quickly enough to remain a viable concern.
The 8 to 10 week release cycle and quarterly release cycle are remnants of the dysfunction of big delivery thinking. I keep seeing releases larger than one or two features, or enough just enough features to be able to deliver an experiment of the business model to the market. This implies the organization hasn’t figured out how to get their releases small enough to build-measure-learn what the market actually will pay for. This also likely means companies are delivering product features that won’t increase revenues, acquisitions, activations, customer retention or referral business. In other words, the market is still evolving faster than the organization and thus at some point in time in the future, the organization’s product will no longer be viable. For some companies this is just for one or a few products. For others, it means the entire business model is no longer relevant.
Speaking of business models, I also don’t see where companies adopting scaled agile frameworks are also learning to evolve the business model with each release cycle. There is this assumption that the business model is correct for the entirety of the product development release cycle, when in reality, there are very few ways beyond business model experimentation using the build-measure-learn cycle to even test that the business model is correct. So businesses get really good at delivering a product that the market may or may not want using a business model that may or may not completely work. Again… the business is ultimately doomed because it cannot adapt to the market fast enough.
In order for a business remain viable it must:
Manage its cash flow, maintaining generally a positive cash flow (I know… duh! It’s surprising how many people forget this, though.)
Release a functional product that contains only the product features that Kano analysis would call “must-have” and “exciters”, leaving off as many neutral/indifferent features as possible.
Release product features at a rate that the market demands as user-expectations shift as a reaction to the Minimum Viable Product (MVP).
Understand and attempt to out-deliver new product features at a rate faster than your competitors can react to each product feature release. Sometimes this is a feature-per-day. Sometimes this a unique feature-set per quarter. Either way, it means the company must be able to…
Understand the market demand cycle and adapt just before or at the point of inflection in the adaptation cycle.
Again, merely scaling “agile” (noun) won’t make a company agile (adjective). For most organizations, especially those late-adopters and laggards, it means fundamentally transforming to continuous, adaption of the business model for market-fit.
I spoke to the DC Scrum Users Group this topic around a year ago and wanted to unleash this virus on the world. The Awesome Singh Estimation Technique (TASET) is a technique learned from Alex Singh and honed over the course of two years while working with BigVisisble’s clients and recently while working with my own clients at ResultLinq Associates.
The Problem
Managers in every business and from every walk of life always ask the same questions when it comes to Product Development and IT projects: How long is going to take and how much is it going to cost?
When teams are learning relative sizing (estimation) of work items (user stories) it takes some time for the team to get good at estimations. {> Horrible sentence structure <} Traditional methods of estimation consistently fail teams in the early stages of adopting Agile product development practices and are often abandoned in the absence of managerial support. Intellectually, managers understand that it takes a team a while to develop the skills that enables accurate forecasts of feature delivery. {> I should write a blog about the futility of attempting to forecast more than 3 months into the future without having a large enough data pool to use for estimation. <}
There are several approaches to answer this question when employing Agile product development techniques, but at the heart of every approach are two principles:
Humans are terrible at estimating effort and complexity of work products [^1]:
Teams can only predict once they have a consistent record of estimating effort and complexity [^2]
I’ve run into the problem of estimating time and again when working with organizations adopting the Agile way to product delivery.
What I’ve tried
Many teams adopt the concept of story points and use Mike Cohn’s approach of planning poker. This works really well for a lot of people, but I’ve struggled with teams needing to get “stable” with their estimations as quickly as possible due to management pressure to answer the above question in the absence of mature adaptive management of product delivery and lean thinking.
Techniques I’ve tried are:
Using Story Points and Planning Poker
T-Shirt Sizes (Extra-Small, Small, Medium, Medium Large, Large, Extra Large, etc.)
Using Ideal Man Days
Using 3-Factor Hour Estimation (PERT): Optimal, Normal, Pessimistic
Story Point estimation + Hourly Estimates on Tasks
Using Scrumban’s Cycle Time, Lead Time, Lag Time estimates
Alex to the rescue
Unfortunately, none of these techniques helped me get a team stable at estimating very quickly. Fortunately, my BigVisible colleague, Alex Singh, shared a nice derivative technique that allows me to focus the team on execution while taking care of the problems associated with relative sizing using story points.
Estimating using TASET
The person facilitating the estimation session starts by creating cards as column labels and placing them horizontally on a wall to be used for the estimating exercise. The labels are:
Piece of Cake
Easy
Moderate
Somewhat Hard
Hard
Very Difficult
Extreme But Known, and
Extreme and Unknown
At the same time, the person responsible for User Story creation and elaboration (typically a Business Analyst or the Product Owner) should have the stories in order of priority from highest business value to lowest business value.
TIP: Place a small number on each card to indicate the prioritization relative to the other cards (e.g. BV1 BV2, .. , BVn).
When the session begins, starting with the first story, the person responsible for the first story explains the first story to the team members who will be performing the work. Using the round-robin selection approach, the first team member places the user story in the column matching the size most closely matching their estimate for the story and then explains the rationale for their estimate. Then the next team member takes the same story and either agrees with the estimate or moves it to the column most closely matching their estimate and explains why they did or did not move it. In a similar manner, each team member repeats this process until all team members have had a chance to re-estimate and explain their rationale. You now have a baseline story to use relative estimation sizing.
The next story is explained by the Product Owner.
Estimate the size of a user story relative to similar stories in previous products and releases with each person by first explaining which previous product and release they are using for comparison and then placing that story under the appropriate column heading.
This should be specfiic for each of the delivery groups in the room. The Business Analyst or the Product Owner then explains the stories in order of priority from highest value to lowest value to the business. The track/team lead then facilitates moving the first story to the appropriate column heading (estimate) based on relative size to some previous story from either the previous iteration, is there was one, or previous release, if there was one.
Applying the Technique
Build the Estimation Wall
Find the Smallest Story
Find a Representative Story for Each Relative Size
Walk Through Each Story, discussing as a team the acceptance criteria, the approach to solving for the Acceptance Criteria, and Risks/Dependencies
Poll the team which representative story already on the wall the Story belongs with
After placing the story in the estimation column, ask the team for a confidence vote (Fist of Five) that they got that right.
Adjust the estimation based on the Team’s response
Repeat until all Stories are estimated
Ask for a final confidence vote by the team
Adjust the estimation based on the Team’s response
Why it works
Using relative sizing is to use a scale that activates two levels of the brain, the pre-frontal cortex where we make relational decisions and the basal ganglia where previous experience exists. Often sizes and number confuse a team as it is difficult for a team to pin-down what a size or number really means. This method uses yesterday’s weather in a meaningful and adds a Plan-Do-Check-Act feedback loop so that teams can get to good, reliable estimates within the second or third iteration.
Some other ways to do it
I often have to work with disbursed or distributed teams. When I do, I’ve used a spreadsheet where we collaborate on finding the relative sizes using columns in the spreadsheet. It takes time and patience. I’ve had better luck using Google Sheets where everyone can work on a Sheet at the same time. I’ve heard rumors that Microsoft is working on something similar, and there are plug-ins that are being added by the moment to Rally, VersionOne or Jira.
Stuart Scott “Making space for powerful conversations”
After 20+ years in the software business, Stuart tends to look at software development in terms of human interactions. After all, most of the effort that goes into creating, selling, and using software consists of people working with people to serve people. And most of the challenges we face with software have to do with working together, making mistakes together, and learning together. He keeps finding new ways to help people learn together how to work together in ways that amplify their effectiveness – and their enjoyment of the work! He is looking for people who are persisting in deliberate practice of new positive change behaviors to keep projects “Fun Until Done” and restart the joy of new beginnings with each iteration.
SS: Any human system exists because individuals are interacting. A company, an organization, lives and breathes inside those interactions. So, if I’m in the process improvement business, I’m actually intent on improving the quality of human interactions.
When there’s a process problem, it’s a good bet that either a conversation isn’t happening or isn’t focused on the right issues or isn’t including all the right people. For example, people in one department will often get together to discuss how they wish people in another department would interact with them. But they don’t actually reach out to the people in the other department to include them in the conversation about how the two groups will interact.
How do we break this? I like to help groups focus on improving their interactions with other groups, and one tool I like is the “business interaction model.” It helps people identify the other groups they regularly interact with, and examine the quality of each of those relationships.
ES: Yes, because most human interactions seem to live in the interstices, the places where various groups come together in an organization, not inside the bounded categories. I’ve applied the old SWOT exercise of mapping out Strengths, Weaknesses, Opportunities and Threats to these in-between spaces. Inviting subcultures or groups within the organization to consider how to improve their interactions through this kind of Interstitial Planning (all rights reserved) seems critical to organizational pathfinding and sensemaking.
SS: I see enormous value in that. First you draw a line on the diagram to represent the connection or interaction between two groups. And then have a conversation about what’s working and what’s not working inside that interaction. This calls to mind a model of human relationships that helped me understand what I’m responsible for in a relationship with another person.
Imagine a piece of paper with two circles for the individuals and a line connecting them. How do we share responsibility for the relationship represented by that line? How much of that relationship am I responsible for, and how much are you responsible for? Most people I’ve asked have suggested that each party is responsible for 50% of the relationship. The person represented by the circle on the left is thus responsible for the left half of the line up to its midpoint, while the person represented by the circle on the right is responsible for the right half of the line. The goal, it seems, is to meet halfway.
The Mid-Point
In practice though, this approach doesn’t work very well. On any given day, I might feel you aren’t owning your full 50% of the relationship. So I might get annoyed with you because you’re forcing me to do more than my share. The only way the relationship can work is if we always believe the other person is doing his or her 50%.
Clearly there are pitfalls. How about this instead? Instead of saying that “we have a relationship” represented in our diagram by a single line, we can say that I have a relationship with you represented by a line from me to you, and you have a relationship with me, represented by another line from you to me.
Bi-Directional Communication
In this model, I take on 100% responsibility for my thinking and behaviors in my relationship with you. That’s my line across the white space. My own creation. That means I can have a productive relationship with you without depending upon you for a certain percentage. Similarly, you are 100% responsible for how you choose to relate to me, regardless of my treatment of you.
Now imagine if you brought that conversation into an interdepartmental squabble. It might help those human relationships, which are so often filled with confusion and disappointment.
ES: You might bring the conversation directly into the conflicted space, or you might set it up outside the structure. In the spaces between departments, systems, and cultures, people can dip into a new way of relating, fill up and then return to their respective positions with greater clarity and perspective. Like a support group for people trying to find positive ways to handle interactions at work.
You almost need to be in a different space physically, where you can feel a new energy. That allows you to create what [our mutual friend and colleague] Devin [Hedge] describes as new neural and muscular patterns, in order to go beyond the situations in which the problems originally got created.
“In organizations, the truly intractable problems span multiple functional areas. They have no single owner, no single cause, they aren’t linear. To address these complex problems effectively, we need to create new spaces for conversation so that we invite people to step in and contribute their unique needs and perspectives.”
SS: Yes, it can help a lot to set up a different kind of “space” for the conversation if you want the nature of the conversation to change. That reminds me of how a group of my process improvement colleagues and I set up a weekly conference call so we could stay in a conversation about our efforts to get the right people involved in the right conversations. Our focus was on how we could contribute in any positive way. That was five years ago, and we still meet and talk even though we now work for different companies. People seem to find a lot of valuable in creating this kind of space for sharing interpersonal experiences and challenges within a business. We remember the power of being honest with peers on a regular basis. Indeed, it’s quite powerful.
ES: You mention positive contributions. With all the focus on organizational cultures, I’m often wondering how we could create structures that identify and support individuals who are good culture-builders. I’m working on one now, Scrum of One, which I’ve been invited to bring to Agile India. It’s a set of practices inspired by my work over the years with artists and arts organizations. These practices don’t depend upon a whole enterprise being oriented in any particular way. It’s both ongoing preparation for the creative individuals who get it as well as a way for enlightened organizations to find them so they can work with them.
What if positive culture-builders became fearless at work? How would business look if we could trust that if a system penalizes them for being authentic, another will be waiting that values them more and is a better match?
SS: You’re talking about raising the levels of personal responsibility. In other words, it’s about deciding what I bring to my relationship with you, regardless of how you are behaving toward me. It’s about reaching across the “white space” between the two circles in our diagram above, instead of just trying to meet you halfway. The motivation for that is not, of course, inside the system.
In organizations, the truly intractable problems span multiple functional areas. They have no single owner, no single cause, they aren’t linear. To address these complex problems effectively, we need to create new spaces for conversation so that we invite people to step in and contribute their unique needs and perspectives. I sometimes call this “creating space for the conversations that aren’t happening yet.”
ES: I can’t wait to see the energy and cohesion that will come when that occurs.
Mac Pro, Mac keyboard, Mac cup, Mac iPod Classic, Mac iPod Nano, Mac iPod Shuffle, (Photo credit: Wikipedia)
Apple gave us another look at the 2013 Mac Pro this week at the update release announcement for the iPad line. Today another person noted what I’ve been mulling over for some time: the interesting design is missing two major features that will keep it out of the hands of a lot of video, audio and graphics professionals. You know… the target market for that machine?
The three big features are:
Upgradability: If I can’t put the video or audio cards that I already have in it or can’t install newer versions of the same cards the the system has no use to me. Examples are:
audio interfaces such as Avid Pro Tools, RME, MOTU, etc. (It should be noted that most all Radio Stations run on RME interfaces.)
Rackmountable: If I can’t put the workstation in a server half-rack, which most studios and live production crews use, then the workstation will need a custom installation in a space where space is a premium and there are already standards for such things.
External storage: SAS Drive array cards to connect to MiniSAS and SAS Desktop Video Drive Arrays for HD and 4K Video editing. Examples are the PROAVIO, Sonnet and Promise desktop and rackmount solutions.
My point. Apple’s Mac Pro looks pretty, but professionals don’t buy machines to look pretty. We all bought Macs because they were the best functional machine I never had to think about. It just worked and anything designed for it just worked. It may be that Apple is banking on the expanded use of the Lightning Bolt port, but most professionals, self included, don’t need more cables and junk lying around. Also, there are limits to the Lightning Bolt port that can only be overcome with Bus Speeds. Live rendering all those pretty graphics you see in sports shows is a perfect example.
This may be the end of my journey with Apple hardware for a while until Apple realizes how badly they are alienating the Pro Media community.
Well, another year of AgileDC is in the can. This year was another winner. Even though the flavor at AgileDC is always biased towards the Federal Government, it was strange that the topics seemed to be diverse and more engaging than those at the Agile Alliance‘s Agile 2013. I confess that the topics at Agile 2013 were so non-interesting that I didn’t even go this year. This is not to say I didn’t miss something. I did. First of all I missed hanging out with old friends. There was also a few sessions that I would have liked to attended. For the money, though, AgileDC was a much better deal. Additionally, we raised some $14,000 for a cause I’m deeply passionate about, the Juvenile Diabetes Research Fund.
Wikispeed Keynote
This year, the keynote was just as engaging as last year. Joe Justice of Wikispeed filled in the gaps between Agile 2012 and today. Always willing to put others before self, Joe brought J.J. Sutherland* of Scrum Inc. to talk about how he used Scrum to manage NPR’s coverage of the Arab Spring in Egypt. According to J.J. the situation was so fluid that rather and unifying the reporters, it had a tendency to put reporters at odds with each other, causing missed deadlines and misinformation. J.J. spoke of being reminded of a technique his father forced him to learn by attending a Certified Scrum Master course: Scrum. J.J. talked about pulling out sticky notes and pulling the reporting team together twice daily. It worked and NPR’s coverage remained some of the most relevant and comprehensive. ( Transparency: I contribute funds to NPR so it is good to hear that my money is being managed well. )
Finished product after three one-hour Sprints.
Another thing from Wikispeed is the phrase “eXtreme Manufacturing”. I like where Joe and the gang are going with this. It has all the makings of changing the world in the same way that Demming did. Yes… I just went there. Expanding beyond building a car that is posed to reinvent how cars are designed and built, Wikispeed is starting to focus on another one of my passions, solving the problem of involuntary homelessness using eXtreme Manufacturing to build MicroHouses. One application I could see of this refugee camps, displaced peoples from natural disasters, and a way for cities to set up transition programs for those placed in involuntary homelessness situations. (NOTE: I probably should talk sometime about what we are learning about why these programs fail and how Habitat for Humanity has overcome these obstacles to success.) Throughout the day, Joe and the folks at Scrum Inc. used the Wikispeed eXtreme Manufacturing workshop to teach pairing, eXtreme Manufacturing, Scrum and Kanban.
Personal Experience
Ballroom B where my session was at AgileDC.
My session went perfectly. I’ve never had that happen before so I thought I would make note of it. I was presenting on the topic of Agile Failures, something no Agile Coaching account manager or business development person is likely to ever talk about. I expected the session, Lessons Learned From Five Years of Agile Implementation Failures, or… What NOT to Do When Becoming Agile, to have about ten people show up. Ten minutes before the session, it was full. Five minutes into the session, it was standing room only.
Needless to say, I was nervous. This was also my first public appearance under the ResultLinq Associates monicker. Would the audience get the message? That will still remains to be seen, but the feedback was overwhelmingly that I hit home. The feedback told me exactly what I expected. Everyone liked the format. The opening blew everyone’s mind. A lot of people were stuck in deterministic thinking headspace so they wanted a one-size-fits-all checklist when all that could be had are certain principles. Oh… and I thought the projector/screen combination was terrible, too. It made the smaller text unreadable and I was standing right in front of it.
I have to confess that I lied on one slide. The picture of an Agile adoption coaching plan was actually a release planning session. I couldn’t find my coaching plan pictures and had to substitute with something worked and looked the same as a coaching plan. I openly apologize and ask for forgiveness. I found the pictures today after some creative searching through my Dropbox history. I’ve updated the slide so that you can actually see what my coaching plan wall looks like.
Several folks have asked for the slides. I did one better this time around. Below is a corrected recording of the session and a link to the PDF of the corrected slides.
I’ve started using Writing Kit for writing on the iPad a lot more often these days. It supports Markdown, Dropbox sync, has an integrated Browser with DuckDuckGo as one of the integrated search engines. It is distraction free. All-in-all, it is as close as I’ve came to having the perfect on-the-go, in-the-moment everywhere writing tool. It even includes limited integration with Instapaper and Readability. There are three key features that prevent this from being THE perfect writing tool. They are:
Ability to write sections of documents and stitch them together, re-organize them, and compile them into a final document.
The work-arounds that I have used so far have been as follows:
For Evernote references — I either hot-swap to Evernote for iPad and use the “share link” feature to grab a reference to a specific note, or using the browser integrated into Writing Kit to navigate to Evernote’s web client to grab the link to an Evernote entry. Then I paste the link into my document using Writing Kit’s Markup or Insert Link tool. It is a pain in the neck and still doesn’t give me what I want. What I want is to be able to open an Evernote window in a side-tray (Blogsy style), high-light a section of text and insert the text into my Writing Kit document with the link to where that text came from automatically generated for me.
For Zotero — This would be the holy-grail of iPad functionality. What I would like is to open the integrated browser for researching a topic, highlight text in web pages or pdfs, send the bibliographic information along with the captured text to Zotero, be prompted for a description and note about the reference, AND capture the web reference in a specified Evernote note. Then inside my Writing Kit doc, be able to open a Zotero Client in a side-tray (Blogsy style), search for a find a reference, insert the quoted text, insert the note I made about the text, and maintain a markdown link to the Zotero record so that it can be compiled into an inline reference and Bibliography section when I’m ready to compile the document for “print” (usually a blog post or PDF white-paper).
For writing sections and document compilation — I’ll just say, I want to mimic a watered down version of the functionality of Scrivener for Mac and leave it at that.
Overall, though, I am really happy with Writing Kit. I’ve tried Pages, Plain Text, Plainnote, iA Writer, TextTastic, WriteRoom*, and others. I’m looking at Editorial next, but you can only throw down so much bank before you realize there should be a way to get a “free 30-day trial” before being required to buy an app in Apple App Store. That, of course, is a topic for another time.
*NOTE: I really love WriteRoom and OmmWriter for Mac. My favorite of the two is OmmWriter because of the Zen-Like interface, inspirational backgrounds and meditative music. I once got up from writing using OmmWriter and was in deep pain because I had been sitting for over two hours “in-the-zone” and hadn’t realized my back and legs were numb.
