1. Showcase
1.1. Questions wk 7
1.1.1. what did I experiment with in the last week and what did I learn?
1.1.2. what challenges and opportunities are in front of me?
1.1.3. what do I plan to achieve in the next week?
1.2. Questions wk 8
1.2.1. what did I experiment with in the last week and what did I learn?
1.2.2. If you had a squad focused Genie giving you 3 wishes, what would you wish for?
1.2.3. what do I plan to achieve in the next 6 months (IM perspective)?
2. Bits and Roberts wk7
2.1. Laundry List check-in
2.2. IM Cohort vs IM Chapter
2.3. Survey results
2.3.1. http://confluence.int.corp.sun/confluence/display/ALP/Survey+Results
2.4. Cynefin
2.4.1. Different problems warrant different decision making approaches
2.4.1.1. Sweet spot of Agile is complex, Lean is complicated
2.4.1.1.1. Agile makes progress with incomplete information
2.4.2. Different problems warrant different decision making approaches, Cynefin helps you pair the right approach to the corresponding situation
2.4.2.1. Choosing a waterfall approach means you are in a safe complicated domain
2.4.2.2. Often problems have the appearance of complicated when they are really in complex domain (so beware)
2.4.2.2.1. Analysis paralysis is a tell-tale sign
2.4.2.2.2. Remember "People will tell you what they want when you have given them what they asked for"
2.4.3. Goal Move around to obvious
2.5. Softed course
2.5.1. Change up retros
2.5.1.1. Actions
2.5.1.1.1. Visible
2.5.2. Prep time for meetings
2.5.3. POWER
2.5.3.1. purpose
2.5.3.2. outcomes
2.5.3.3. what's in it for them
2.5.3.4. ease engagement
2.5.3.5. roles and responsibilities
2.5.4. Agile not just a process framework/set of practices
2.5.4.1. https://www.mindmeister.com/904531826/agile-more-than-a-methodology
2.6. Relative estimation
2.6.1. Why relative?
2.6.1.1. Faster
2.6.1.2. More accurate
2.6.1.3. https://en.m.wikipedia.org/wiki/Planning_fallacy
2.6.2. T shirt sizing
2.6.2.1. Ideally Squad-iterations as unit of estimation
2.6.3. The people who do the work estimate it
2.6.3.1. No external experts
2.7. Scoreboards
2.7.1. Know what you want to measure and why you want to measure it
2.7.1.1. you need to be committed and passionate to the cause otherwise it won't stick
2.7.2. Lead and lag metrics
2.7.2.1. Lead measures: predictive of goal, influenceable by team
2.7.3. gamification
2.7.3.1. experiment
2.7.3.1.1. e.g., placing bets on when something will be finished (for other people)
3. B & R wk8
3.1. assignments
3.1.1. Tony
3.1.2. Mike
3.1.3. Sue
3.1.4. Sarah?
3.2. scoreboards
3.2.1. KEY
3.2.1.1. squad engagement!
3.2.1.1.1. at the moment, it's my baby, I want it to be yours...
3.2.2. transparency of actions
3.2.3. less is more
3.2.4. scoreboard SOP is a comin'
3.2.5. Know what you want to measure and why you want to measure it
3.2.5.1. you need to be committed and passionate to the cause otherwise it won't stick
4. Pomodoro technique/time management/tips for keeping sane
4.1. https://qz.com/547414/the-cult-of-productivity-is-preventing-you-from-being-productive/
4.2. Self-awareness
4.2.1. fight or flight
4.2.2. feel under pressure (no slack time) -- too many meetings
4.2.3. you and your squad members
4.2.4. => self-regulation
4.2.4.1. our ability to manage our energy states, emotions, behaviour and attention
4.2.4.2. the ability to return to a balanced, calm and constant state of being
4.2.5. Annie Dillard “How we spend our days is, of course, how we spend our lives.”
4.2.5.1. The reason we really care about productivity—or the reason we should care—is that it allows us to do the things we care about as well and effectively as possible
4.2.5.2. Productivity isn’t a goal, but rather a tool for better achieving our goals
4.2.5.3. https://medium.com/@cwodtke/heuristics-for-living-614121334a2d
4.3. Questions
4.3.1. What is the ONE THING I am committed to completing today?
4.3.1.1. Here’s why it’s beneficial:
4.3.1.1.1. You train your brain to focus on what is most important
4.3.1.1.2. You gain a sense of purpose
4.3.1.1.3. You save yourself time
4.3.2. What are the TWO or THREE things I am committed to completing this week?
4.3.2.1. Under each goal, write down 3 things you would need to do to achieve the desired outcome
4.3.2.2. Devote blocks of time to making progress in the areas
4.3.2.2.1. Become the master of your time
4.3.2.3. Do an assessment of the progress you made
4.3.2.3.1. Did some activities take more time than you anticipated?
4.3.2.3.2. Do you need to plan better?
4.3.2.3.3. What could you have improved
4.4. Tips
4.4.1. Work on the most mentally challenging tasks in the morning (2 hours after you get up)
4.4.2. Set time slot batches for monkey work, e.g emails, etc
4.4.3. Have regular scheduled “check-in” points during the day
4.4.4. Block out time slots for breaks and focus time
4.4.4.1. Allow slack time
4.4.5. When you focus, use 50 min time slots with 15 min breaks
4.4.6. http://confluence.int.corp.sun/confluence/display/ALP/Making+Your+Day+Intentional+and+Less+Reactive
4.4.7. Find a means to signal "Don't disturb"
4.4.7.1. Go hide
4.4.7.2. Use a sign
4.4.7.3. Remove distractions
5. Poor practices and how to fix them
5.1. https://medium.com/@stefanw/sprint-retrospective-anti-patterns-a2af52d75ac5
5.1.1. Stefan Wolpers has a whole bunch of other articles on anti-patterns for different Agile practices/ceremonies
5.2. see 'Bad Smells' slides from these JIT packs
5.2.1. p19 PO JIT
5.2.1.1. http://info.int.corp.sun/sbs/Agile/Documents/TNG/Product%20Owner%20JIT.pptx
5.2.2. p12 Showcase JIT
5.2.2.1. http://info.int.corp.sun/sbs/Agile/Documents/Showcase%20JIT.pptx
5.2.3. p25 IM JIT
5.2.3.1. http://info.int.corp.sun/sbs/Agile/Documents/Iteration%20Management%20JIT.pptx
5.2.4. p17 IPM JIT
5.2.4.1. http://info.int.corp.sun/sbs/Agile/Documents/IPM%20JIT.pptx
6. Special Request
6.1. Broken Windows theory
6.1.1. https://en.wikipedia.org/wiki/Broken_windows_theory