1. EXECUTION
1.1. Are we delivering to our outcomes?
1.1.1. Principles:
1.1.1.1. Deliver value frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale
1.1.1.1.1. Tools:
1.1.1.2. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done
1.1.1.2.1. Tools:
1.1.1.3. Delivering concrete value to our customers is the primary measure of progress
1.1.1.3.1. Tools:
1.2. Are we getting better through experimentation and learning?
1.2.1. Principles:
1.2.1.1. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly
1.2.1.1.1. Tools:
1.2.1.2. Simplicity-the art of maximizing the amount of work not done
1.2.1.3. Make it safe to be curious, experiment & fail
1.3. Is it safe to speak up?
1.3.1. Principles:
1.3.1.1. Radical candour
1.3.1.1.1. No fear culture
1.3.1.1.2. Respect & caring for one another
1.3.1.1.3. No tolerance for slacking
1.4. Notes:
1.4.1. Successful teams according to Google
1.4.1.1. Psychological safety
1.4.1.1.1. Can we take risks on this team without feeling insecure or embarrassed?
1.4.1.2. Dependability
1.4.1.2.1. Can we count on each other to do high quality work on time?
1.4.1.3. Structure & clarity
1.4.1.3.1. Are goals, roles, and execution plans on our team clear?
1.4.1.4. Meaning of work
1.4.1.4.1. Are we working on something that is personally important for each of us?
1.4.1.5. Impact of work
1.4.1.5.1. Do we fundamentally believe that the work we’re doing matters?
1.4.2. goal setting
1.4.3. delivering
1.4.4. timeboxes
1.4.5. transparency of progress
1.4.5.1. scoreboard
1.4.6. engagement
1.4.6.1. autonomy
1.4.6.2. purpose
1.4.6.3. mastery
2. FOCUS
2.1. Are we working on the most important thing?
2.2. Are we doing too many things to be effective?
2.2.1. How many is too many?
2.2.1.1. Principle:
2.2.1.1.1. See The Whole: stop starting and start finishing!
2.2.1.1.2. Transparency of work and progress
2.2.1.1.3. Build quality in
2.3. Notes:
2.3.1. The more you try to do, the less you actually accomplish
2.3.2. there will always be more good ideas than you have the capacity to execute
2.3.3. multi tasking doesn't work
2.3.3.1. starting things before finishing others may make you feel better but it will slow you down, reduce quality, create false expectations with your cust, and lower morale (do you need further justification...)
2.3.3.2. hedging bets by doing multiple things may be good practice for investments but bad practice for delivery!
3. DIRECTION
3.1. Do we know what the most important thing for our team is?
3.1.1. How do we know it's the right thing?
3.1.1.1. Principle:
3.1.1.1.1. Our highest priority is to satisfy the customer through early and continuous delivery of value
3.2. Are we still doing the right thing?
3.2.1. Principle:
3.2.1.1. Welcome changing requirements, even late in delivery progress. Agile processes harness change for the customer's competitive advantage
3.2.1.1.1. Tools:
3.3. Are we co-creating solutions rather than taking orders or imposing our solution?
3.3.1. Principle:
3.3.1.1. Customers and team members work together daily
3.3.1.1.1. Tools:
3.4. Notes:
3.4.1. people will tell you what they want when you have given them what they asked for
3.4.2. Nothing is more expensive than a feature that is not delivering any value
3.4.3. customer feedback over team intuition
3.4.4. important versus urgent
3.4.5. servant leadership