features that we don’t actually use.  It resists change—we can’t even change it ourselves, but have to get the vendor to change it.  Our IT Skills Asset also becomes less flexible when we acquire an off-the-shelf use them correctly, enable a fast try-and-learn cycle in which developers can produce something, get feedback, and then adjust what they have produced. As a result, the code can be developed in a user-centric actual delivery. The more advance planning we do, the longer it takes to get a product to market; the longer it takes to get a product to market, the more risk we assume.  our governance decisions

servers like pets: “You name them and when they get sick, you nurse them back tohealth. [Now] servers are [treated] like cattle. You number them and when they get sick, you shoot them.” iii. Ensure consistency PULL THE ANDON CORD i. If not, it becomes increasing difficult to get back to a deployable state ii. If not, undoes the work done to get to a known workable state 4. Ch. 11 Enable and Practice Continuous

in a change request, they have to wait a lifetime to get approvals, let alone get on the schedule. We have the business breathing down our neck to get crap done. We can’t wait for you to hem and haw, complaining

from Agile Coaching Institute Develop them all! Let your style change!Agile Team Stages Learn It Get It Make It Your OwnFrom Shu To Ri • Recognize the ‘Edge’ Edge Familiar Emerging (Agile)Agile FreemanCoaching Agile Teams Lyssa Adkins • Part I – It Starts with You • Part II – Helping the Team Get More for Themselves • Part III – Getting More for Yourself

 Left development because I was frustrated that it took so much time to get my products into production.  Thought I would get over there fix “their” problems.  Discovered, multiple teams involved

time in Disorder • Interpret based upon our personal preference for action • We’ll most likely get things wrong Unordered Systems Obvious Sense Categorize Respond Best Practice Complicated because didn’t have enough time or analysis Complex - politicians, battlefield commanders will get lots of people from lots of backgrounds and hope someone comes up with the right solution Chaotic

faster turn-around on orders, customers get their orders faster. With shorter lead times, we can respond faster. If we can respond to the market faster, we get an advantage in the marketplace. Process

product. Management for the sake of management is not respected.  Get things done: The hierarchy must be flattened. Layers of management get in the way of goals. The employee wants the shortest possible

elsewhere in the software code or documentation. When these changes do not get addressed within the immediate sprint or release and get deferred for a later iteration, the program accumulates a debt that must but these reviews and the early phases would be heavily tailored and streamlined. The goal is to get from MDD to Milestone B in less than 18 months. This would provide sufficient analysis and planning

conversations • No meetings • No eating • No preening How does it work? 1. Choose a task you’d like to get done 2. Set the Pomodoro for 25 minutes 3. Work on the task until the Pomodoro rings 4. When the