Here is my slide (yes, it’s just one slide) from my keynote at AgileByExample in Warsaw.
Here is my slide (yes, it’s just one slide) from my keynote at AgileByExample in Warsaw.
Since I have found the Ansible documentation to be lacking, and StackOverflow insufficient in this matter, I feel the need to share how you can append to a list using Ansible.
I’ve created a demonstration playbook and published it on GitHub. See: https://github.com/betrcode/ansible-append-list
In 2014 Gartner introduced bimodal IT. Since then quite a lot has been written and said about it. And just recently it popped up at two different clients almost simultaneously. After reading articles, watching webinars and listening to what people say about it, I’m a bit worried that organizations think Bimodal IT is the goal. I don’t think so, and I’ll explain why.
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This is a poster I made for a Agile intro class on Hyper Island Digital Business class 2017 where I and my colleague Per Lundholm was last week. The class was as big as 40 people, and covering from a couple of experts to mostly total novelty, which is usually the most difficult type of situation for a teacher or coach. But it went well, maybe not all thanks to the poster 😉 but it sure made it a lot easier for both me and Per as teachers, as well as the students who could follow more easily as well as take notes.
EDIT 1: Due to some companies restricted IT policies the poster is now available directly here in the blogpost and not in Dropbox. Thank you for that feedback!
This poster covers both briefly the background to why we work Agile, some history and problems as well as values and principles. It also covers the difference between waterfall development and Agile in two aspects and the most common Agile practice, basic Scrum. Also I added some Lean practices to the mix to add a more advanced level to it.
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Last month, we had the pleasure of bringing Stephen Bungay to Crisp in Stockholm to share with us his wisdom and insights on how to use Strategy under uncertain conditions.
I find this topic interesting, since the interative nature of Agile can trick management into believing either that they do not need to have a direction, or that a few abstract statements would serve the purpose.
In my mind, nothing can be further from the truth. In a dynamic, fast paced environment, more attention needs to be focused on finding, communicating and revising your direction. The question then becomes, “How can we do a good job of it?” Stephen has studied how leaders do this (from the military to Formula 1) and has translated the strategies to fast-paced business environments. Interestingly, he notes, “Strategy is not a science. It’s a practice, which each generation needs to rediscover.” I think we would do well to do the same within Agile environments.
Apart from Stephen’s “Art of Action” class, which was highly recommended, we also hosted an open evening on the topic “Keeping Direction” which combined the practical experiences from LEGO with Stephen Bungay’s insights. The slides for the talks are available in PDF from the links below:
Also check out Sami’s excellent podcast with Stephen at http://www.bosslevelpodcast.com/stephen-bungay-and-strategy-under-uncertainty)
You’d think the topic of value would be straightforward when it comes to agile product management and ownership. After all, early and continuous delivery of value is the first principle in the Agile Manifesto and product backlogs need to refined based on value.
And yet, value is not easily defined, qualified, quantified, or agreed upon.
With many smart, experienced folks together at the Agile Product Open last month, I decided it would be informative to propose the topic “Value: The Whats, Whys, and Hows” in the marketplace of ideas.
To start the conversation, I offered my favorite definition, borrowed from the Value Standard: fair return or equivalent, in goods, services, or money, for something exchanged. From there, our conversation grew richer and deeper.
The Agile ambition at Åland (a group of Islands between Sweden and Finland) is quite astonishing. Besides being home to a bunch of cutting edge tech companies (who have been using Agile at Scale for 8+ years), they are also experimenting with using Agile in their society. Hm, Sweden suddenly feels sooo 90’s..
I had the privilege to keynote at their first Agile conference – Agile Islands 2016. I wanted to bring something extra, so I brought with me a backwards bicycle in order to demonstrate how hard it is to adapt to changing conditions, even though we intellectually understand what we need to do.
(conversation in Swedish, with the instructions “use the pedals” and “pick up some speeed”. Yep they speak swedish in Åland)
The Black Phantom II
I you would like the slides from the presentation, they can be downloaded here.
Den här posten är tidigare publicerad på Linked In.
Mitt “WHY” är att jag drivs av att möjliggöra förändring och förbättring hos organisationer, team, individer och produkter. Därför blev jag Crispare för snart 5 år sedan. Nu kan jag sedan 2014 även lägga till att jag drivs av att förändra Sverige. I alla fall hur offentlig upphandling inom LOU görs, och hur man beställer komplexa lösningar.
Dåliga upphandlingar har vi nog alla drabbats av, eller kanske även varit inblandade i. Som leverantörer med beställningar gjorda utan kontext eller tydliga mål, i verksamheten med krav på oss att “fånga alla kraven”, på den interna utvecklingsavdelningen med att försöka få ihop ngt fungerande – eller som privatpersoner i vår vardag. Varför kan vi inte applicera ett Agilt arbetssätt tänkte vi för att förbättra även detta? Och så var det lilla “förändringsprojektet” startat 🙂
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Curious about unconferences? Perhaps you’re thinking of running one? Or maybe you are invited to an unconference or open space, and the organizer sent you this link to describe how it works? If so you’re in the right place!
This doc is a high-level summary. For more details and facilitation instructions, see the ebook How to run an internal unconference.
An unconference is basically a conference without predefined topics. There is a high level structure and theme, but actual topics are generated by the participants on the spot, and breakout groups are formed dynamically based on interest and relevance.
If you know what an Open Space is, an unconference is really just an Open Space event with some added structure at the end to make it fit for company-internal events.
This is a pretty awesome format for cases where you want a super-flexible and participant-driven agenda and structure. I’ve been using it for years at Crisp, Spotify, Lego, and other clients, and it tends to spread virally within organizations. I’ve done it mostly with groups of 20-80 people, and people often say things like “all conferences should be like this” or “best conference I’ve ever been to!”
Cross functional teams are complete in expertise but not necessarily collaborative. Sometimes team members hold on to their expertise too much and the team does not perform to its potential. This Lego game illuminates the difference when members allow themselves to take on tasks outside their expertise, being so called T-shaped. Play the game to kick-start your change and create collaboration.
And thanks everyone for the Emma greeting, that sure made an 8 year girl very happy 🙂
(Emma was supposed to join me on this trip, but couldn’t make it because I had missed some required paperwork for travelling with minors to South Africa).
During extraordinary situations and crises, some people stand out and shine. One of these was Lottie Knutson. Lottie led the Crisis team at Fritidsresor during the Tsunami disaster in 2004. While governments were struggling to figure out what had happened, Lottie’s team was already hitting the ground running.
Lottie will be speaking at Fast Feedback 2016, in Stockholm on Sept 21st-22nd. She will be sharing her insights and experience on how to prepare a leadership team for uncertain and critical events. We got a chance to talk with her.
The fall has just started with board meetings and travel. I’ve decided to eat more greens (vegetables) and to do more walking. For the walking, my new favorite app, BBC World News, will come in handy.
Lessons learned from quick change and dealing with crises at work.
The importance of being unpretentious, and how not to be fazed by the constant battle with internal bureaucracy and politics.
Thanks Lottie! Looking forward to seeing you at Fast Feedback.
I’ve updated the Kanban boards collection with examples from departements outside IT, Product portfolio and Corporate Legal.
The talk is about Spotify’s current approach to getting aligned as a company. It covers:
Holy crap how did I manage to cover all that in 10 minutes?! Guess I talked fast 🙂
Some sample slides below.
Here’s the video of our presentation “Learnings from SAFe @ LEGO” at LKCE 2015.
psst: Meet LEGO f2f at this years Fastfeedback conference 2016 (Stockholm, Sept 21-22:nd). This years focus topic is “Strategy – Turning insight to action”.
Based on the experiences with clients adopting Large-Scale Scrum, from 2007 to 2009 Bas Vodde and I wrote the first two books on LeSS:
These are a collection of experiments related to Large-Scale Scrum, organized into three major sections: experiments in thinking tools, organizational tools, and action (practice or technique) tools.
And now, almost a decade after starting our first book on scaling agile development, comes our third book: Large-Scale Scrum: More with LeSS.
Thanks everyone who attended for making this a great evening event!
OK, technically speaking, it was called a networking day. But that wouldn’t do justice to the content here.
The main thing we got out of the ACPN Agile contracting conference was the three different perspectives from lawyers, customers and providers. That gave us a unique insight into the challenges and questions from each party.
Some cool facts:
Insights and reflections from the conference:
If you want to read more about the conference and including a short video summary – check out:
The conference was organized by Crisp & Nordic River (Sweden), Best Brains (Denmark) and Codento (Finland).
In this talk I presented a simple 2D platformer written in Java/Groovy and how to use Spock to test it. I’ll make the source code available in a while.
By the way, of you’re not using Spock yet, then start!
The Spotify ‘model’ was presented in 2012 and has stired a lot of interest in the agile community and the software industry in general. In May I was asked to talk about this a the Bay Area Agile Leadership Network meetup in San Francisco (where I at that time was working as an agile coach at the Spotify office): Since 2012 Spotify has continued to grow hectically. How has agile evolved at Spotify since then? Going back in time, and following the latest structural changes makes it clear that the model was never the primary mover: instead a number of core principles and ambitions has worked as constraints on how to grow the most suitable organization for the task, with small enough structure to help but not be in the way: you could call it Minimum Viable Bureaucracy.
Here’s the slides:
I also spoke about the same subject in April, at Agila Örebro, where there is a video recording of the talk (in Swedish).
Next week on april 28th, we’re having the worlds first Nordic conference on Agile Procurement in Copenhagen!
The line up with speakers is extremely interesting. We have real cases from from Denmark, Finland and Sweden where Agile Procurement and Agile Contracts has been used with successful results. With a lot of the cases in the public sector. Also, there will be talks about the Agile contracts and time to mingle and talk to speakers after the sessions.
We are starting to see a shift here in Sweden where the public sector as well as the private are starting to procure with Agile methods, but the Agile contracts are rarely being used. This makes it difficult to get the benefit from the Agile requirements process and the Agile development. What I believe is needed to change this is to give access to real success cases within the same field, and to get the lawyers to understand and wanting to try the Agile contracts. This is what the conference is all about.
I hope to see some curious Swedish government agencies on the conference getting inspired from the many great success cases from Denmark and Finland. It can be done, and it will change the outcome of so many projects.
Join us in this great event and spread the word of successful procurement and development of big complex projects!
Last week, I got this great question from Faraz (a manager for an energetic customer support crew) who is experimenting a lot with getting more Agile. “What seemingly normal things do Agile people do?” I realized that we rarely talk about the small things that effective Agile people do. What makes a great difference is rarely the big sweeping change programs, but rather, the small everyday things we do without thinking about it.
So here’s a list of 12 seemingly normal things Agile people do which we don’t pay much attention to that can make a big difference.
Good meetings is very much about achieving deep collaboration. But collaboration is often hard. We go into meetings with different modes, intentions, and expectations. How can we make meetings both more fun and energetic? Surprisingly enough: maybe by being more formalized.
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I recently did a podcast together with Dennis (CIO Nordnet) on #slowtofast. I walked into the podcast thinking it was going to be about Kanban and Enterprise Agile. Right! 🙂 Dennis hit me with these simple questions..
All hard questions, and all so essential to get right. Here is the podcast:
If you are into Product managment and UX you’ll find more interesting topics in Marcus and Dennis podcast Slowtofast.
Today I held a Design Studio workshop with about 25 people at NetEnt in Stockholm. There where people joining in because they where curious, from all different departments. Perfect for innovation 🙂
It was just an hour, with a short introduction, starting with a warm up exercise to get their brains started up, and then 3 short time boxed iterations in 7 groups of 3-4 people. And then we had a 2 min presentation from each team on their combined idea in the team. Really exellent stuff!
A couple of the participants had done Design Studio before, but most of them had not. One of the participants said afterwards “When we got the mission, I had absolutely no ideas at all. But after just the first iteration I had plenty!”. Thats the way it works, you generate ideas and find solutions and see them from different angles as you work together.
The different groups came up with amazing ideas for future games on smart watches. Really innovative and cool 🙂
The Discovery Team
The more diverse your team is, the more perspectives you will see at the same time, and the better your ideas will be.
In the start of a new thing you might want to invite stakeholders, customer service, HR, marketing or others. When you do your sprints, you might pick some one outside the team to get a broader picture. read more »
Continuous discovery means an open backlog where everything is considered speculation and hypothesis. Continuous validation means that the user experience is validated for each release, rather than up front. This may sound like big budget to you, but let me give you a case study, about how a single team accomplished it on a tight budget.
A small team with a small budget has the advantage of not losing its head with big ideas from experts in different fields, be it architecture or user experience. The budget constraint sharpens your effort in a way that could be healthy even to a larger team.
Here are the slides for our talk Agile @ Lego at Passion for Projects in Uppsala. Enjoyed discussing this stuff with project managers and the like from all sorts of industries. A common theme from the conference was the power of self-organization, and the role of leadership in creating the right context for self-organization to happen. Our talk provided a real-life large scale example of this.
Candy Crush Soda releases a new version of the game on all platforms every other week, year round. I’ve written about the delivery pipeline and the challenges the team faces on King’s tech blog: https://techblog.king.com/candy-crush-soda-saga-delivery-pipeline/
I’m currently coaching a team with several stakeholders in different parts of the organization. It’s difficult to know who to talk to when decisions need to be made. The line between what the team can decide about and what the stakeholders need to be involved in is also blurry. To help create more clarity and a better collaborative environment with our stakeholders we decided to create a delegation board. The meetings we ran this week were appreciated by everybody, so I thought I would share what we did and what we learned.