• Tag Archives agile

  • How Cynosure Beliefs Unlock Creative Awesomeness

    Posted on by Tim

    Belief is a keystone that enables creative results. Each person and every team hold a set of beliefs that influence how work is done. Discovering core beliefs can unlock creative awesomeness.

    Significantly, beliefs are kind of “squishy” in that they can be influenced.

    So, for a person, beliefs change over time based on experience and learning. As such, teams alter their beliefs as they discover what they are capable of creating.

    In the title, I chose cynosure as it is sharing a similar meaning to “core”. When core beliefs align within a team about their work, they move toward creation.

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

    So many books have been written about belief there is no way I can list them all. To list, here are some points to consider:

    • Firstly, beliefs are not normally anchored on fact
    • Secondly, beliefs can be tested and should
    • Thirdly, beliefs should be altered as facts present
    • Fourthly, it is OK to have strong beliefs and yet have them be loosely
    • Fifthly, just because beliefs change, does not mean a person is “bad” or “wrong”

    How to unlock creative awesomeness

    My reading on beliefs led to Dr. Carol S. Dweck. Her book, Mindset, holds an insightful quote.

    Cover of Mindset by Dr. Carol S. Dweck

    “You have a choice. Mindsets are just beliefs. They’re powerful beliefs, but they’re just something in your mind, and you can change your mind.” p. 16

    So, at a team level, this takes on a new twist. In my opinion, teams can choose to focus on common, positive beliefs. However, some will disagree.

    Disagreement is fine. Heck, I would invite disagreement.

    Overall, the resulting outcomes from disagreement can improve both the team’s and members’ beliefs. Basically, I this call it “creative friction”.

    In the end, belief is one variable in the “creation” equation. Leverage it for team sucess!


    📂This entry was posted in Formulas 📎and tagged

  • 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

  • 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

  • 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

  • How Ideas Become Reality In A Formula

    Posted on by Tim

    I’ve been working on two formulas to explain how ideas become reality.

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

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

    If there is a scientific explanation to these formulas, then I welcome the help validating my hypothesis.

    As a “specialized generalist”, some concepts or ideas just pop into my mind. Thankfully, there are people who are smarter than me that can validate my work.

    You might be wonder then, what is the purpose of this post?

    It’s about teams, creative teams to be specific.

    There is a good bit of discussion on “key performance indicators” and “objective key results” in business. John Doerr wrote a book on the subject, “Measure What Matters.” Jeff Gothelf has written several articles on the topic as well.

    I’m not going to rehash KPIs and OKRs in this post. John and Jeff have already done an outstanding job on of explaining those topics.

    Instead, I’m going to start sharing my thoughts on how stuff gets created by teams.

    Ideas become reality

    Each person is blessed with creative instincts. I have to think these were developed for human survival.

    So, looking at the first formula, creation = idea + intent (belief + action), here is my take. Ideas build on each other, sometime based on improvement and utility. Sometimes novel ideas come to mind.

    I get inspired by elegant design. Minimal “flash” and maximum “performance” are concepts that really move me.

    In my opinion, two companies that do this well are Apple and Porsche.

    2022 Porsche 911 GT 3

    So, how does a team get aligned around ideas?

    • Firstly, getting them on “paper”.
    • Secondly, debating their merits.
    • Thirdly, assessing what is possible today versus what is possible in the future.
    • Finally, choosing the ideas that can be acted on quickly with low risk and low cost to test their validity.

    This is an over simplified list to kick start the next conversation point on intent. Enjoy and please share your thoughts with me!


    📂This entry was posted in Formulas 📎and tagged

  • The Art Of Being Undiscovered While Adapting And Enduring

    Posted on by Tim

    One of the toughest courses in the U. S. military is Survival Evasion Resistance and Escape (SERE). The school forces students to learn the art of adapting and enduring. Are you forcing your customers to adapt and endure?

    A better question is, are you forcing your team to adapt and endure? How about the company?

    Being able to adapt and endure could be seen as a negative experience. Or it could be seen as a positive choice. If the company and team are shifting toward a more customer 1st, digital experience, then being undiscovered is can become an advantage.

    When headlines like this show up in the news feed, it begs the some thought about intent.

    https://www.dqindia.com/zebra-technologies-selects-tcs-to-help-drive-it-agile-transformation-and-devsecops-services/

    HCL Technologies to Enhance Euroclear’s Digital Landscape

    Kraft Heinz’s (KHC) Agile Portfolio Management Fuels Growth

    Getting back to SERE school, the intent is to learn how to evade an enemy. Businesses could take a lesson from the schoolhouse as they are quite literally telling their competition, “Hey we’re transforming our business over here because we want to move faster to meet our customer’s needs and wants.”

    More often than not, these press releases are saying enterprises are falling behind their rivals. The announcements inspire confidence. Alternately, the facts show a different picture.

    Hidden Strategy To Adapting And Enduring

    The New England Patriots football team has been in the headline for several reasons over the years.

    Like this issue and this issue. The Patriots do a great job of hiding their strategy.

    New England Patriot’s logo

    Cheating to win in sports is not acceptable. Equally wrong, is cheating in business. But does is make sense to show strategy in progress?

    Companies showing a playbook cannot complain when their competition beats them. Public relations announcements expose a part of the business strategy.

    Rather than show the plays, keep them hidden until game day. If there is a digital journey in flight, then keep that effort private.

    Keep stakeholders “in-the-know”. Avoid going public until the work is done. Win the market by beating peers.


    📂This entry was posted in Agile 📎and tagged

  • Agile Principle #3 – Get Splendid Products And Services More Frequently

    Posted on by Tim

    Part 3 in a 12-part series. This post covers frequent delivery.

    In part two of this series, Blake McMillan covers Change as a Competitive Advantage. He covered this the point that stands out, ” . . .we balance the speed with the value by avoiding churning out things that no one wants. . .”.

    As well, “We are trading time for potential value. That intense focus on value is a differentiator even though it seems like common sense.” Blake hit on avoiding waste and time value, two concepts that we should and can maximize.

    This leads into the third principle:

    Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.

    Principles behind the Agile Manifesto

    This is one of the more challenging principles to execute. Frequent delivery requires a thinking shift for creating products and services.

    Now, conversations focus on what can be built in a short time to see if it meets customer needs. As well, it puts creative people and people who will use the product or service into an uncomfortable place.

    This place enables discovery. The process inspires learning.

    A result, is going back to what worked before. The ages old process of open chats and hand drawn sketches before doing work becomes new again. We seem to have lost touch with that fact.

    Doing a search of incremental product delivery show several drawings to show the point.

    Henrik Kniberg drew a picture that mostly captures the intent of incremental delivery. It can be found on his blog at this link.

    Frequent Boat Delivery

    The drawing below shows a different view of the point.

    Incremental boat delivery

    The boat is useful as built. The design is sound and will keep the customer dry. Given enough time and human effort, it will cross a lake.

    Look at how the boat is powered. The power method shows magic of frequent delivery. With each new increment, the boat gets closer to the customer’s needs and wants.

    The final increment is a boat powered by an inboard engine and an outboard propeller. As well, steering is also delivered incrementally.

    For a moment, consider the sketches above as concept prototypes. As a result of customer conversations, these sketches evolve one after another. A next step then is a physical prototype.

    Frequent delivery doesn’t have to be “the real thing in real life”. Smaller, less significant releases matter more than a new, full-size boat in the parking lot.

    Testing an idea before it reaches production helps to validate understanding of what the customer needs and wants. Better to make a small investment in time and money than build a hotel like the one below which is unfinished in North Korea.

    Ryugyong Hotel, North Korea – Photo credit Associated Press

    Blake moves us on to collaboration. He covered Principle #4 of the series at this link.

    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 Scrum 📎and tagged

  • Embracing Weakness Is The Essence Of Human Experience

    Posted on by Tim

    In high-performing teams, embracing weakness is important to team success. If everyone thinks they’re a star performer, then no one will be vulnerable in assessing their abilities.

    True strength is in accepting facts and asking for help to compensate for weakness.

    None of us are strong in every ability and skill needed to get work done. In fact, teams are created to bridge gaps in knowledge, skills, and abilities (KSAs) that one person can’t bridge!

    This is a hard concept for top performers to grasp. In both the military and business, more teams succeed than soloists in complicated and complex work. This fact does not diminish individual effort. It does highlight the need for cross-functional work.

    Inside AT&T Stadium in Dallas, Texas, USA

    A struggle teams have is getting out of denial about weakness. That’s why people fail at recovery programs. Separately, teams fail at achieving high performance for the same reason, denial.

    How To Begin Embracing Weakness

    The following list is “thought food” and it is not comprehensive. It is a starting point for transparent conversation and a driver for outcomes.

    • Firstly, get out of denial. Confront reality and add up team strengths and weaknesses.
    • Secondly, start planning ways to minimize or narrow gaps.
    • Thirdly, ask for outside assistance if the team’s weaknesses can’t be narrowed by the team.
    • Fourthly, find and remove work that the team can’t be completed by the current members.
    • Fifthly, communicate success and note learning. Do this early and often around finished work. Communication includes stakeholders, customers, and clients.
    • Finally, celebrate success, build on strengths, and shore up weaknesses through continuous reflection and improvement.

    Make sure every team member is heard. Often the quietest people have the powerful ideas and an ability to find gaps.

    Focus on listening to what is said and what is left unspoken. Be a detective, look for clues, because weaknesses change over time.

    Remember to have fun! The joy is in the journey, not the destination.


    📂This entry was posted in Agile Teamwork 📎and tagged