• Right Tools For The Right Outcomes

    Posted on by Tim

    Hammers are for nails. Screwdrivers are for screws. Selecting tools for outcomes is a challenge. Picking the right tools for the right outcomes is critical.

    This concept applies to physical tools and virtual tools.

    • First, not every team needs Jira to help organize, plan, and manage their work.
    • Next, not every tool is fit for the team’s purpose.
    • Finally, getting the right tools for teams is important for achieving desired outcomes.

    There isn’t a “one-size-fits-all” solution in the market today that works for every team. Correct me if I’m wrong in the comments.

    Years ago, I was introduced to “Tools and Their Uses”. It is a U.S. Navy training manual for ship maintenance.

    Cover of Tools and Their Uses

    The U.S. Navy gets selecting the right tools for the job is a problem. Are we smarter than the U.S. Navy?

    Match tools for the right outcomes

    Now, I’m going to go against the grain on tools. Organizing work doesn’t need Jira to make it visible.

    Crazy, I know.

    A spreadsheet is effective for making work visible. Indeed, it’s still an effective tool for organizing tasks.

    Maybe, a more important piece of the conversation is missing.

    Ask the question, “What are the desired outcomes so that we pick the right tools?”

    Oh, and this is not just organizing and planning tools! This extends to meetings as well.

    During meetings, I write notes on paper. At this point, all I need are a pen and paper to capture key points during meetings. The tools in this context are the pen and the paper.

    Please, stop overthinking tools. Use the K.I.S. principle; keep it simple. Pick the right tools once the outcomes are understood.


    📂This entry was posted in Teamwork 📎and tagged

  • Plan Vs. Act – Rise To The Challenge

    Posted on by Tim

    As humans, we want a degree of certainty day-to-day. We plan for how we want our actions to work. And yet, all the planning in the world fails if we don’t act. We have to act, to rise to the challenge.

    I wrote about a quote from Dwight D. Eisenhower last year. You can check it out here.

    2022 is nearly half complete. What actions have you taken professionally and personally this year?

    In the agile product and service development space, teams retrospect after completing timeboxed work.

    As humans being, we should do the same. Retrospective looks back help us evaluate our progress and tune our performance.

    Actions yield results. It takes courage to look at those results and begin asking questions.

    Time to rise to the challenge

    Normally, when teams perform a retrospective, three questions are asked.

    • First, what went well?
    • Next, what did not go well?
    • Last, what do we want to change?

    If the only action being taken is planning, what results or outcomes can we expect? Plans don’t magically happen to get executed.

    James Clear wrote about motion and action together in “Atomic Habits”. Importantly, know there’s a difference between the plan (which is motion) and the work (which is action).

    Cover of Atomic Habits by James Clear

    It’s not enough to get thoughts on paper. To clarify, follow-through is essential.

    As a result, action is required to increase or sustain momentum. Finally, consider this quote.

    It’s easier to act your way into good thinking than it is to think your way to good action.

    Bill Gove, the father of professional speaking


    📂This entry was posted in Agile Scrum Teamwork 📎and tagged

  • The Magic of Business: It’s Local, Human, and Connected

    Posted on by Tim

    I’ve been sharing this concept for the past several months with friends and colleagues. All business is local business. Humans do business with humans. It requires us to build and grow trust to be successful in business.

    Business, by its nature, is both relational and transactional.

    Firstly, relational in that people do business with other people. I recognized technology is an intermediary in the business process. Amazon anyone?

    Business deals are made via human interaction, for instance.

    Secondly, transactional in that people are looking for an exchange of value. You have the money and I have the experience and knowledge to solve your problem. We exchange things of value like my ability to solve your problem with the money that allows you to get your problem solved.

    Given the advances in technology, business is now connected. And yet, business is also disconnected at times.

    I’ve learned, throughout 2020 and 2021, that technology is a double-edged sword.

    For some sales, it made work more challenging. High-touch, and relational sales have been tested. Trust is a key to relational sales and building it virtually is yeoman’s work.

    For other sales, technology is a blessing. More computers and home office materials were sold than in prior years using technology.

    Tiny Tesla technology

    Humans do business with humans

    Thankfully, we’re good at figuring out how to make business happen. When high value business deals get made, they’re done with other humans.

    We trust the people we do business with. Thus, much of the business being done is negotiated locally. As a result, people continue to build and grow relationships with other people to create value in business.

    Technology is an enabler to help people be successful in business. It is not the other way around.

    So here is my challenge to you. If you prefer technology over working with people, start taking steps to become more comfortable working with people.

    As an introvert, I know how tough it is to connect to people. I work at connecting daily with people. Connecting is a skill anyone can learn. You need to be willing to stink at it before becoming good at it.

    Believe me, it will be worth the effort and time!


    📂This entry was posted in Agile Teamwork 📎and tagged

  • The Power Of Ideas In Full Bloom

    Posted on by Tim

    During the spring in Texas, we have bluebonnet fields. They are a sight to behold. I think of ideas like bluebonnets in full bloom. The power of ideas in full bloom is a sight to behold.

    This post looks at the “idea” portion of the formula below:

    (intent + idea) x (belief + action) = creation

    Ideas come and go, like a fog or mist. I know there are times when I’m aware of an idea, but immediately trash it for one reason or another.

    I need to stop trashing ideas.

    The better way is to write ideas down. Explore their value. As well, ask questions about what it would be to bring them into the world.

    Many authors have explored themes around ideas. Two I enjoy are Mihaly Csikszentmihalyi and Edward De Bono. However, one author stands out when it comes to ideas and teams.

    The power of ideas

    Ed Catmull wrote “Creativity, Inc.” and he write about how ideas can be acted on by teams.

    Cover of Creativity, Inc. by Ed Catmull

    Ed wrote, “Getting the right people and the right chemistry is more important than getting the right idea.” (p. 74). I tend to agree with Ed.

    If you’ve ever experienced a group discussion that seemed like it could last forever, you know what that statement means.

    Generating ideas might be easy for one person. Giving those ideas substance is more challenging.

    In addition to chemistry in teamwork, there needs to be time for ideas to grow. Adding sticky notes to a whiteboard is one thing and the other is exploring “what if” around the notes.

    My suggestion is to find time to explore ideas. Then pair the ideas with the intent to make them come alive.


    📂This entry was posted in Formulas 📎and tagged

  • Agile Principle #5 – Motivated People Get The Job Done

    Posted on by Tim

    Part 5 in a 12-part series. This post covers motivated people.

    In part four of this series, Blake McMillian covers Collaboration can Prevent Waste. Rightly, he points out, “Businesspeople and developers must work together daily throughout the project.”

    Consequently, this is key concept teams need to understand. Also, those people need to be motivated in their work.

    Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.

    Principles behind the Agile Manifesto

    Work engagement is a challenge today. A Gallup article points to the prior statement.

    “Ways of working” and where work is done have changed. As a result, Principle #5 is more important today than at any time in the past.

    Truly understanding this principle helps teams navigate uncertainty. So, what does that look like?

    Enabling motivated people

    The last part of the Principle is key to granting the first part. It breaks down into three points.

    • “Give them the environment . . . they need”
    • “Give them the support . . . they need”
    • “Trust them to get the job done”

    If any one of these three points in bold is missing, then the team suffers. Consider these minimum requirements for motivation.

    What do these, environment, support, trust, look like to a team?

    The list is long and would take forever to fill in this post. However, I consider the following, for me.

    • First, low to moderate pressure (environment)
    • Second, genuine assistance (support)
    • Third, action on feedback (support)
    • Fourth, short, quick status reports (trust)
    • Fifth, fun and engaging (environment)
    • Sixth, open to feedback (trust)

    I’m curious, what is missing from this list? Please add your comments.

    Blake brings us to principle #6, in this post – “How We Communicate Matters“.

    Principle 1, Principle 2, Principle 3, Principle 4, Principle 5, Principle 6, Principle 7, Principle 8, Principle 9, Principle 10, Principle 11, Principle 12


    📂This entry was posted in Agile 📎and tagged

  • Why Balance Between Humanity And Technology Matters

    Posted on by Tim

    For as good as technology is, it should always have a human focus. When we strip away the humanity, we end up losing the vibrancy of the human experience. By adding humanity back into the mix, we restore the balance between humanity and technology in our lives.

    I’m all for reducing the error margin that technology brings into our lives. Additionally, I see how much pain and suffering tech has removed from the lives of many people. My concern is how we are seeing people disconnecting from each other and not having healthy relationships.

    If tech enables a better, richer, more productive human experience, then it should be considered as a positive. If it only serves to damage and hurt people more often than not, then it should be avoided, not encouraged.

    Developing products and services using technology is a worthwhile pursuit. In my mind, much good has happened by continuing to evolve computing and software over the decades since computers were built.

    The Space Shuttle on display at the Air & Space Museum – https://airandspace.si.edu/udvar-hazy-center

    Finding the balance between

    There is no quick fix to this challenge. Easy answers cover the complexity under the issue.

    To start, look at technology as a tool. It’s not good or bad, just a way to achieve outcomes.

    Secondly, look for ways to test tech’s use:

    • Does this help me be a more effective?
    • Will this help others achieve desired outcomes?
    • Does this waste more time than create more time?
    • Will this improve communication, collaboration, and other human interactions?

    Finally, if question like the ones above are a next positive, then the technology probably is beneficial.

    I challenge you to take a look around. Look hard at your tech use. Be bold and ask yourself and others tough questions.

    If the answers you find disappoint, change your engagement. Because, you own technology, not the other way around.


    📂This entry was posted in Agile Technology 📎and tagged

  • Scrum Value #2 – Focus On The Work Ahead

    Posted on by Tim

    Part 2 in a 5-part series. This post covers Focus. Distractions and busyness slow progress. Being busy is not being productive. Creative teams must focus on the work ahead.

    The second value;

    Everyone focuses on the work of the Sprint and the goals of the Scrum Team

    Scrum.org

    Given the fact that Scrum is an additive framework, processes outside Scrum can be used to help focus the team.

    This means making changes to how teams work. It means creating and maintaining working agreements.

    Restoring focus on the work

    Discovering what improves team focus is important. Unfortunately, the focus is not generally considered a priority action or behavior.

    Here is an example of how refocusing might happen.

    Some companies start applying Scrum with teams that are spread across several projects.

    If transparency is supported, then context switching is revealed. As a result, a choice is on the table for leadership.

    In some cases, that choice leads to having dedicated teams.

    Additionally, fear can cause teams to refocus. It’s not preferred, but it is effective.

    Alternately, making work visible enables focus. Because having the work physically or virtually in front of the team helps improve focus.

    Finally, look for opportunities to help teams focus. As a result, you will be surprised at what you find when you look!

    Value 1, Value 2, Value 3, Value 4, Value 5


    📂This entry was posted in Scrum 📎and tagged

  • How Being Pragmatic Helps See The Glass As Half

    Posted on by Tim

    There is beauty in being a recovering perfectionist. Recovery led to a personality shift and the recognition that neither optimism nor pessimism works in for me in life. I landed on being pragmatic.

    pragmatic (adj) – relating to matters of fact or practical affairs often to the exclusion of intellectual or artistic matters: practical as opposed to idealistic (credit Merriam-Webster.com)

    As a child, I saw the world through melancholy glasses and pessimism. For the most part, I was creative and not inclined to practical pursuits.

    At the height of trying to fit in

    That all changed when I enlisted in the U.S. Navy. I slowly shifted away from impractical pursuits to practical matters. I suppose “adulting” and responsibility do that to you.

    Being pragmatic on teams

    Teams evaluate trade-offs. They assess risk and reward for the choices they make. As a result, being pragmatic is important to team effectiveness.

    I appreciate what Dr. John Turner presents on his blog on team science. Specifically on the principles of teamwork.

    A theme I take away from the Team Principles, Category 1 – What is teamwork, is effective teams are pragmatic AND creative.

    No one checks their innate, creative potential when they join a team. Instead, they learn to judge the timing when it’s appropriate to be creative versus practical.

    Like most activities in life, there’s a need to strike balance. This is practical approaches to teamwork can achieve effective outcomes.

    One tools I use to help balance the team dynamics is the Cynefin framework. Cynefin enables problem space identification and team alignment.

    I would encourage you to take a look at Dave Snowden‘s work on Cynefin as its part of my toolbox for teamwork. As well, consider John Turners work on team science to help build understanding about what effective teams look like.


    📂This entry was posted in Teamwork 📎and tagged

  • For Outstanding Results, Leverage The Power Of Intent

    Posted on by Tim

    Intent is a powerful tool for problem solving. In the hands of a focused, skilled team, the power of intent yields outstanding results.

    Returning to the formulas in my prior post, intent is one of the elements needed for creation.

    (intent + idea) x (belief + action) = creation

    (creation + input) x (output + outcome) = goal

    The basic definition of intent is a clear, formulated plan to achieve, do, or complete.

    When solving problems with technology, there is a focus on what the solution will do when it’s complete. Stating intent up front allows the team to focus on the work required in front of them.

    While I was considering how I could break down these posts, I focused on intent. I plan to provide examples of how the formula elements combine to equal something greater.

    Building on the words in the formula from definition to example was/is the start. It seems to be the most straightforward way of getting the concepts on paper for discussion and refinement.

    Power of intent

    In the military, the concept of the commander’s intent has been translated to the leader’s intent for the modern workplace.

    Two authors have tackled the subject with their respective book. Firstly, L. David Marquet with “Turn The Ship Around!” Secondly, Donald E. Vandergriff with “Adopting Mission Command.”

    Cover of Turn the Ship Around! by L. David Marquet

    When team intent is expressed, the team’s direction is set. As well, intent can also come from within the company or from clients and customers.

    I like to visualize intent as a compass. It points the team in the right direction. Yet, it doesn’t tell the team how to get to a specific result.

    Intent is the north star pointing toward creation.


    📂This entry was posted in Formulas 📎and tagged

  • Agile Value #2 – Make Solutions Work

    Posted on by Tim

    Part 2 in a 4 part series. This post covers making solutions work. Part 1 is posted at this link.

    Have you ever bought technology that doesn’t work? For instance, It could be a product or services that fails from day one. In fact, I’m not happy when technology fails.

    The Manifesto for Agile Software Development authors got this right. Generally, I don’t read the manuals for most of what I buy. That is to say, if everything works out-of-the-box, then they are not needed.

    Critically, we arrive at the concept of making solutions work.

    The second value;

    Working software over comprehensive documentation

    Manifesto for Agile Software Development

    Better documentation will not help me understand crappy products and services. As a result, my preference is just enough written down to help me understand how the work was completed.

    Reqs, Specs, Designs, Oh My

    As a former project manager, I recall the days where I was chasing down artifacts. To be sure, it was a pain to get all the documents together for review, approval and sign-off. Granted, that has approach changed over time and I’m grateful for it.

    There should always be documentation. And yet, it shouldn’t be 100s or 1000s of pages written to never be read again. To be sure, this is about making solutions work, not writing multi-volume epic no one will ever read.

    Foundationally, most developers like to solve problems. But, they tend to be uninterested in detailing how the work got done. There isn’t anything wrong with that approach. However, there needs to be a balance between the solution and documentation.

    Notwithstanding, different approaches are used so that the right information is gathered for solution support. For examples, see the short list below:

    • Wikis
    • How-to guides
    • Quick reference guides
    • Simple diagrams
    • Conversation summaries

    Remember, writing is a pain for some people. For others, they enjoy the art of capturing details on paper. Consequently, forcing work on someone is isn’t gifted for them will only make them miserable.

    Pursue Technical Excellence

    Firstly, understand that technical excellence isn’t perfection. It is about getting the work done with an eye on it being done well.

    Secondly, keep quality in mind. If the work can be done with minimal waste, make the solution work.

    Lastly, look for the simplest way to solve the problem. To put it another way, build it like a five-year old builds Lego.

    In conclusion, pursue technical excellence while minimizing waste and complexity. This goes for the solution and the documentation.

    Value 1, Value 2, Value 3, Value 4


    📂This entry was posted in Agile 📎and tagged