The Agile Daily Standup - AgileDad

AgileDad ~ V. Lee Henson

Rise and shine, Agile enthusiasts! Kickstart your day with 'The Agile Daily Standup' podcast. In a crisp 15 minutes or less, AgileDad brings you a refreshing burst of Agile insights, blended seamlessly with humor and authenticity. Celebrated around the world for our distinct human-centered and psychology-driven approach, we're on a mission to ignite your path to business agility. Immerse yourself in curated articles, invaluable tips, captivating stories, and conversations with the best in the business. Set your aspirations high and let's redefine agility, one episode at a time with AgileDad! read less
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Episodes

It’s a Daily Scrum, Not a Daily Status Report - Mike Cohn
3d ago
It’s a Daily Scrum, Not a Daily Status Report - Mike Cohn
Whether or not you are a fan of Star Trek, you’ve likely heard of the Captain of the U.S.S Enterprise asking some form of this question: “Engineering, status report?” or “Spock, status report?” (It’s such a common trope that Season 2, episode 9 of Star Trek: Brave New Worlds, “Subspace Rhapsody,” features an iconic scene where the crew has encountered something that is making them all sing their status reports.)On a ship, even a spaceship, status reports are a quick and efficient way to check that all systems are running as expected or to report problems. On waterfall software projects, status reports often were an effective but often tedious way for a manager to update their Gantt chart to reflect the progress (or lack thereof) for each plan element.Unfortunately the idea of status reports is so embedded in our psyches that many people on agile teams treat a daily scrum as a time to give a status report to the Scrum Master.The daily scrum is meant to be a synchronization meeting for the whole team, not a status report solely for the benefit of the Scrum Master. So how did we end up here?I suspect some people missed the message that a daily scrum is an inspect and adapt activity for the team. And I wonder if the three traditional questions of the daily scrum are to blame as well. The template, “What did you do yesterday? What will you do today? Any blockers?” just sounds like a robotic status report Spock would give.Two Ways to Bring Sync Back to Daily ScrumsWant to break your team out of the status report mindset? Try these two tips.First, eliminate the three questions and experiment with structures that work for your team. At your next retrospective, tell the team you want to dispose of the three questions (and why). Remind them of the purpose of daily scrums: to inspect and adapt the team’s progress. And that the goal is to make each daily scrum about synching their work, rather than reporting status, while staying inside the 15-minute timebox.Then invite the team to come up with experiments to try (like going PBI by PBI instead of person by person).Second, for one sprint try to avoid eye contact with anyone giving an update during a daily scrum, especially doing them in person. Making eye contact is human nature. When we speak, we make eye contact with someone. Many teams, especially those new to Scrum, will naturally look at the ScrumMaster when speaking rather than one another.By not making eye contact with someone giving an update, ScrumMasters can signal that the speaker should be talking to the rest of the team, rather than directly to the Scrum Master.If your daily scrums are so dull that the team is silently begging to be beamed up, you aren’t alone. Bringing a collaborative spirit back to your daily scrums is one way to help your team succeed with agile. How to connect with AgileDad: - [website] https://www.agiledad.com/ - [instagram] https://www.instagram.com/agile_coach/ - [facebook] https://www.facebook.com/RealAgileDad/ - [Linkedin] https://www.linkedin.com/in/leehenson/
Generative AI is Revolutionizing Product Development!
4d ago
Generative AI is Revolutionizing Product Development!
Generative AI is Revolutionizing Product Development! https://www.youtube.com/watch?v=M09Nj1ETldo&list=PLoYxTrSg7WvRTz_2C1OAnHC2fkWTcQyxx&index=1&pp=gAQBiAQB Imagine a world where your product ideas are not just yours but are informed by the collective intelligence of countless consumer interactions, market trends, and technological possibilities. Welcome to the realm of generative AI — a world where product managers can transcend traditional boundaries of innovation and efficiency. As a product manager, you are the maestro of this orchestra, wielding tools that can harmonize market data into symphonies of opportunity. This article invites you to explore the revolution generative AI is bringing to product development, offering you a lens into a future where the only limit is not your resources, but the breadth of your imagination. Generative AI can fuel the ideation process by synthesizing market trends and customer feedback to suggest improvements and new product ideas. Example: By analyzing social media data, AI can generate ideas for eco-friendly packaging that appeals to sustainability-conscious consumers. Tip: Use AI to regularly scan customer reviews and forums to capture emerging needs and preferences for product updates or new developments. AI tools can analyze large datasets to uncover market patterns, generate user interview guides, and synthesize feedback into actionable insights. Example: AI can create detailed customer journey maps by integrating data from various touchpoints, providing a holistic view of the customer experience. Tip: Employ AI to conduct competitive analysis, ensuring you’re aware of the market landscape and can strategically position your product. In this phase, AI assists in creating design concepts, simulating user interactions, and generating personas for hypothesis testing. Example: AI can simulate the user experience of a banking app for different personas, identifying potential usability issues before development. Tip: Use generative AI to validate design concepts by generating visual prototypes and testing them with target user groups. Generative AI can draft requirements, optimize code, and automate repetitive coding tasks, enhancing efficiency. Example: AI can suggest optimizations for a food delivery app’s routing algorithm, reducing delivery times. Tip: Incorporate AI-driven code reviews to maintain high-quality standards and identify potential efficiencies. AI generates test cases and identifies edge cases, simulating user behavior to ensure robustness and quality. Example: AI can generate synthetic data to test a new payment processing feature under various conditions. Tip: Use AI to conduct pre-mortems, anticipating potential risks and addressing them proactively. AI can create marketing materials, suggest A/B test scenarios, and help in crafting targeted outreach. Example: AI can draft a press release for a new tech gadget, optimizing it for key SEO terms. Tip: Leverage AI for real-time analysis of campaign performance, allowing for quick adjustments to improve outreach efforts. Post-launch, AI analyzes customer feedback for product iteration and helps in setting OKRs for future development. Example: AI can propose feature enhancements for a project management tool based on user suggestions and usage data. AI models can help in exploring new strategic directions and simulating business scenarios. Example: Use AI to model the impact of adding a subscription tier to a productivity app, forecasting revenue and user engagement changes. Generative AI is not just a tool but a game-changer in product development. By integrating AI into each phase, product managers can ensure that their strategies are data-driven, customer-centric, and innovative. How to connect with AgileDad: - [website] https://www.agiledad.com/ - [instagram] https://www.instagram.com/agile_coach/ - [facebook] https://www.facebook.com/RealAgileDad/ - [Linkedin] https://www.linkedin.com/in/leehenson/
We Can't Fix Every Problem - Mike Cohn
Apr 16 2024
We Can't Fix Every Problem - Mike Cohn
We Can't Fix Every Problem - Mike Cohn At almost every monthly Q&A session for my AMC members, someone asks me how to solve dysfunctional management challenges. I hear it all:  An impossible, imposed deadlineAn incredibly junior team that needs to perform at an expert level to meet an impossible deadlineManagement who assigns work to the teamManagement who holds the team accountable for their sprint plan but then adds 50 percent more work during the sprintProduct owners who won’t tell the team what to work on next, but then yell during the sprint review when it’s the wrong thing And more. Yes, more. I feel compelled to point this out: We cannot fix every problem. We owe it to our employers to try. But our employers owe us a culture in which we can succeed.   When they don’t provide that culture, we have limited options.  First, we should try to expose the problem (or the effects of the problem) to others who may be in a better position to address the issue.If that fails, we either need to accept the status quo or move on.  If you are excited to build a strong agile team but the organization assigns your team a product owner who insists on telling the team what to do and has no willingness to change or improve, you probably aren’t going to be successful.  Yes. Try to educate the person. Try to persuade the person. Expose the bad behavior to stakeholders with the hope of garnering support there.  But if none of that works, accept that you’re in a position you cannot change. Focus your energy on things you can affect. And accept or move on from the unfortunate things in our work environments you cannot. You can be successful. But not every company culture will let you fully succeed with agile How to connect with AgileDad: - [website] https://www.agiledad.com/ - [instagram] https://www.instagram.com/agile_coach/ - [facebook] https://www.facebook.com/RealAgileDad/ - [Linkedin] https://www.linkedin.com/in/leehenson/
Wait Wait Don't Tell Me... - Mike Cohn
Apr 10 2024
Wait Wait Don't Tell Me... - Mike Cohn
Wait Wait Don't Tell Me... - Mike Cohn In the US, National Public Radio runs a popular weekly news quiz show called, “Wait Wait … Don’t Tell Me!” I was listening to the show the other day while driving back from the airport to my home, and it got me thinking (and laughing too. It’s a funny show.)“Wait wait … don’t tell me,” might be a good mantra for Scrum teams to use with their product owners. Or perhaps better, “Wait wait . . . tell me later.” Agile teams need to be willing to start without having all the answers up front.Some teams, though, expect the product owner to have every answer figured out before work can begin. This happens with new teams, and more frequently than you might think, also with teams that have been doing Scrum a while.Teams that refuse to bring a backlog item into the sprint until they have all the details buttoned down are getting in the way of their own ability to be agile.Most commonly, this shows up as the team demanding the product owner provide full acceptance criteria for each product backlog item before that item can be brought into a sprint.This is a step back toward a waterfall or sequential approach. It essentially establishes a gate at the start of a sprint. No work is allowed through that gate until all open issues have been resolved.To overcome this, team members need to become comfortable with uncertainty. And so do the product owner and business stakeholders. You don’t need to have all the answers to start. You only need all the answers to finish.When open issues remain on backlog items are brought into a sprint, there will be times when those items are not finished in the sprint. That's okay. It’s OK (and expected) to not finish everything every single sprint. What’s not OK is slowing work down by trying to think of everything up front.Just like in a quiz show, the answers will come eventually. And, just like in the show, sometimes those answers will fail to appear before the timer runs out [on the sprint]. As one of the contestants quipped, “I am prepared to fail spectacularly!”But even if they sometimes fall short, teams will do a lot of learning while they search for those answers. They’ll learn about the product, yes, but they’ll also learn a lot about how to work together, how to communicate, and how to embrace uncertainty. And that learning is key to ultimately succeeding with agile. How to connect with AgileDad: - [website] https://www.agiledad.com/ - [instagram] https://www.instagram.com/agile_coach/ - [facebook] https://www.facebook.com/RealAgileDad/ - [Linkedin] https://www.linkedin.com/in/leehenson/
Team Disagree? Try a Lunch and Learn - Mike Cohn
Apr 4 2024
Team Disagree? Try a Lunch and Learn - Mike Cohn
Team Disagree? Try a Lunch and Learn - Mike Cohn If you’re like many of the Scrum teams I work with, your team members might have learned about Scrum in very different ways and at very different times. Some people might be self taught, others might have taken a CSM course 15 years ago, still others might have taken their first Scrum class last week.That’s not necessarily a bad thing. Diversity of thought is an excellent quality for teams to have.But it can become problematic when everyone believes their approach to some agile principle or Scrum practice is the “one true way”. Meanwhile agile leaders, HR, and others outside the team are still trying to figure out what Scrum even is.Sound familiar? I’m betting it does.Here’s something you can do right away to help. Host a lunch and learn on whatever topic has your team at odds.  Maybe it’s “What are story points?”Maybe it’s “How many items do we bring into a sprint?”Maybe it’s “Do we have to have a sprint goal?” Need to add a little authority to your discussion? Share the linked videos above as part of the lunch and learn. I regularly cover those topics (and more) out on my YouTube channel in short videos (typically 3-8 minutes).My next few email tips are going to cover a few of the common ways teams get twisted when they can’t agree on what “being agile” or “doing scrum” means. If you’ve got a specific issue, reply to this email and let me know. I’ll do my best to cover it. Getting your teams on the same page is a fundamental way to succeed with agile. How to connect with AgileDad: - [website] https://www.agiledad.com/ - [instagram] https://www.instagram.com/agile_coach/ - [facebook] https://www.facebook.com/RealAgileDad/ - [Linkedin] https://www.linkedin.com/in/leehenson/
10 Lessons I Learned In My Journey as a Product Manager
Apr 2 2024
10 Lessons I Learned In My Journey as a Product Manager
10 Lessons I Learned In My Journey as a Product Manager Understand your Product: Product managers, will lead the development of your product and not only that, you’ll be the one to define what success would look like for your product. Understanding your product’s goals, Business goals, Vision of the product, and extensively understanding what problem your product is solving is key. Understanding your WHY, WHAT and How of your product is essential.Build yourself like a Product: I started my product management journey with not so clear vision of what I wanted to become, but one of the things I took serious was building my brand and positioning myself in the PM and Tech Space; well not like I’ve gotten to where I want to yet. As time went by, my career vision, long term & short goals became clearer, I kept building on myself, actively learning and open to feedback. As Product Managers you have to build yourself like a Product.Have an innovative mindset: To become a better Product Manager, you have to have an innovative mindset and be a critical thinker. Products aren’t just built, it takes a lot ideation, critical thinking, research before it is being brought to life. As Tech evolves, you have to be actively thinking of ways to better improve your product and be innovative about your ideas.Product Management isn’t a Shortcut to Tech: A lot of people tend to believe that since they can’t code, the easiest Career path to delve into is Product Management. Product Management is hard, what other word can I use? It’s hard and it’s not easy. It takes a lot to be a Product Manager; Being a critical thinker, Decision Maker, Effective leader, People Manager, Empathetic Manager and many more. They seem easy but when you eventually have to start using these skills, you realize it’s more than that.Prioritize both your physical and mental health: Health is wealth like we all say. Sometimes people only focus on the physical health and neglecting the mental health, forgetting that a healthy mind results to a healthy productive lifestyle. Product management can be so demanding that sometimes, you struggle to care for your mental health. Having healthy routines or habits that can help you balance a healthy mental health is key.Learn everyday: When I say learn everyday you know I’m not saying every day, I meant be an ‘active Learner’. Product Management is a broad Career path, and even though you don’t have to be expert in all aspects, it’s important to be able to understand every other aspects of Product Management. Learning from experts, online learning, learning from experience are ways to learn. Learning is a continuous journey and Tech itself is a fast pace sector.Build rich connections: Building rich connections is key in Tech, and it has a lot of its advantages. Remember that; “Your Network is your net-worth”, this is really true. Having the right connections and people in your corner would help your journey a lot easier as a product Manager; From learning from their experience, guidance, to even opportunities.Product Managers wears many hats : So far in my career, I’ve realized that not only are we Product Managers but we’re superheroes. Product Managers are at the center of the Product, and we do more than managing the Product. Some Product Managers do responsibilities of Quality Assurance tester, Business analyst, marketing manager, Scrum Master, Project manager and many more. Kudos to all Product Managers!Documentation is a key aspect of Product Management: As product managers, ability to effectively document processes and tools, Product Documentations is key especially if you’re just starting in PM or in the junior level. Documentation plays a crucial role in Product Development and it serves as a guide for knowledge sharing.Product Managers embraces Feedback: Feedback could be positive or negative, what makes you a better Product Manager is your ability to embrace feedback both on your product and on your Career journey.