Today, I wanted to share two quick observations about OKRs. Too many teams working on each strategic OKR I encounter many organizations that use OKRs. Too many of them have this crazy matrix where the high-level OKRs — those that aim to achieve the organization’s strategy — map to too many teams/functions in the organization. This creates a need …
Aligning Scrum Team Topology to Strategy with OKRs and Product Goals Yeah, I know. Could I squeeze more buzzwords into the title? I guess I could include Digital Transformation, Cloud, AI, and Machine Learning for effect. But seriously, I wanted to share some insights around how to align your Scrum Teams to your strategy leveraging OKRs …
The COVID19 pandemic gives us plenty of opportunities to think about uncertainty, complexity, and how to deal with those using Empiricism. When it comes to our work in Agile teams and organizations, the first thing we need to acknowledge is that the first thing that happened to most of us is that we were tumbled …
Actual is a relative term when it comes to business value delivered by a SAFe PI Objective. Planned Business Value — Making sure Business Owners and the Agile Team are on the same page Let’s start from the basics though. PI (Planning Increment) Objectives are used as a “back briefing” mechanism by Agile Teams on an Agile Release …
A recent discussion on the Scrum Alliance Linkedin group was around Mike Beedle’s claim that “Hard-coded Frameworks are neither Agile or Frameworks” which is clearly aimed primarily at SAFe. I admit to thinking something similar before really getting to know SAFe in depth. Over time I realized SAFe isn’t one size fits all. Far from …
Background Scrum teams often finish sprints out of breath, out of quality, and out of joy. You also see teams that start the sprint full of numbing fear, set a low bar and that low bar becomes a self-fulfilling prophecy. Add to that Product Owners, Scrum Masters and managers all spending precious time worrying about …