Blog

New Zealand, Australia and Fresh ideas

FreshNZ-2020-01-21-11-41.jpg

Before this weeks regular post (In defence of hierarchy) a commercial, by me, for me 🙂

In March I’m going on tour, I’m speaking at Agile on the Beach New Zealand. I hope to call into Australia on the way, and I’ve been invited down to Wellington too.

My itinerary is not confirmed yet and ideally I’ll delivery some more talks – and charge some fees to make the trip more sensible. So if you know anyone in Australia or New Zealand who would like me to deliver some training or presentation please put them in touch, allan@allankelly.net.

Which makes it a great time to introduce my Fresh Ideas workshops.

These are short (2 to 3 hours) workshops which expand on ideas you will find in my conference presentations and books. So far these are:

  • Value and the story: this includes an estimation poker exercise which is a lot of fun
  • Continuous Digital: ideal for regular readers of this blog who want to share these ideas with their colleagues.
  • Strategic capacity planning: this is largely an exercise extracted from my Strategic Product Owner course and builds on experiences with capacity planning

I’m also including two old favourites under here, maybe not entirely fresh but they fit the bill in other ways:

  • Better User Stories: extracted from my Requirements, User Stories and Backlogs workshop
  • Agile refresher: this features in my agile training and has been run a number of times as a stand alone exercise, it is a lot of fun and a way to start a conversation about getting better

As always, if you are interested in any of these get in touch – especially if you are in New Zealand or Australia.

In defence of hierarchy

Heirarchy-2020-01-21-13-16.jpg

Hierarchy, it is one of those topics which provokes a reaction.

There are many in the agile community who believe hierarchy is a bad thing. Teams – and whole organizations are better off without hierarchy. It is simply(!) a case of finding better ways of organizing which don’t involve hierarchy.

Then there are those who acknowledge that hierarchy has been with us for millennia and find it hard to imagine how anyone could organise without it.

As a general rule the supporters of agile come down against hierarchy. I’ve been known to rail against hierarchy myself but at the same time I’ve long had my doubts that it is possible to remove hierarchy altogether. Rather I aim for less hierarchy and greater independence rather than the abolition of all hierarchy. I tend to keep this view to myself because a) it is subtle and b) I suspect I’ll loose a lot of agile street cred if people know.

So when I heard about a book called Hierarchy by John Child I immediately bought a copy. This is no easy read – Child is a Professor and so the style is academic rather than pop-psychology business blockbuster. So far I’m about half way through but the book raises many interested point that I’m still thinking through.

In particular Child highlights a number of benefits of hierarchy which deserve attention and I think are too often overlooked. Right now I want to capture my thoughts so far before I get into the arguments against hierarchy. So…

The benefits of hierarchy to an organization:

  • Hierarchy has benefits were there is regulation
  • Hierarchy helps large enterprises bring structure to their activities
  • Hierarchy tend to develop in all societies whether they are intended or not, therefore imposing a hierarchy gives an organization a chance both to impose the order they want – and choose the leaders – and rather than accepting the hierarchy and leaders that emerge.
  • Hierarchy allows for succession planning
  • Reduce illegal behaviour: maybe not a big issue in your twenty-first century office but this can be an issue. It can also be a particular issue when people rise to the top of a hierarchy and find the organizational controls they had before are gone: they have nobody to report to. Could this explain some of the sexual and business mis-conduct that has been in the media in recent times?

Benefits to the individual:

  • Hierarchy creates psychological safety, individuals know where they fit in and what is expected of them. They know who they need to pay attention to.
  • Hierarchy reduces cognitive load and fear, in part because of the psychological safety it creates.
  • Hierarchy provides a career model: people know what advancement in the organization looks like and those who want advancement can map out a course to achieve that.

Benefits to a team:

  • Hierarchy creates clear areas of responsibility which enables team members and creates focus within the team.
  • Hierarchy provides team members with a structures and helps them accept their position. On the whole people are accepting of hierarchy and accept the position. (Perhaps because they also know how they can advance their position.)
  • Hierarchy allows a mix of strong and weak personalities to work together. While hierarchy can be used by powerful formal leads to suppress weaker staff hierarchy cuts both ways. Team decision making can be improved when hierarchy facilities equitable discussion between strong personalities.
  • Formal hierarchy, with formal leaders, actually puts a responsibility on the leaders to ensure balance and allow weaker personalities to have their say. (While this can be abused when it is abused it should be clear to all concerned that the leader is not upholding their part of the bargain.)
  • In a recognised hierarchy the senior people have a responsibility to moderate and listen to all. Where there is no hierarchy few may feel that responsibility and a single strong voice may dominate the weak.
  • Where there is no hierarchy and multiple strong personalities the result can be conflict and disagreement. Without the hierarchy it can be hard to resolve such problems.
  • Hierarchy provides for decision makers, perhaps one, perhaps more. Having recognised decision makers can make for rapid decisions: people know who to go to and that person knows they have responsibility. Conversely, where decisions are made by consensus decision making can be slow or absent entirely.

Recently I observed a team which made most decisions by consensus. But as one strong personality rarely agreed with the others any decision they didn’t agree with became a battle field. Most team members kept quiet and nothing changed. Sometimes another strong personality would try and force the decision through but this was usually unsuccessful. Only when several other team members were prepared to take sides. As a result consensus became a recipe for not changing.

Of these arguments the ones I find most interesting are those which concern the emergence of social hierarchy. I’ve certainly seen this – even in organizations with a formal hierarchy. Emergent leadership and hierarchy can be a good thing. They can also be a bad thing.

I can immediately think of several teams I’ve worked with were one of the developers – sometimes a relatively junior one at that – emerge as leaders and the team adopted a hierarchy oriented towards that leader. On one occasion that leader was me and I like to think I brought an order and structure which was beneficial. But I’ve seen other occasions were the leader who emerged was at odds with others in the organization with the result of tension.

I expect the idea of emergent hierarchy is immediately recognisable to those schooled in emergent design and behaviour. The question becomes: should organizations accept this? Or should they try to guide it?

In the extreme should an organization fight an emergent hierarchy which conflicts with the aims and goals of the organization? And is it worth the effort?

So far I have more questions than answers. I haven’t suddenly become an advocate for hierarchy but I now recognised this is not a one sided discussion. I plan to write another blog when I get to the end of the book and have had a chance to think through the for and against arguments.

In the meantime I’d love to hear your thoughts and comments, just add them below.


Like this post? – Like to receive these posts by e-mail?

Subscribe to my newsletter & receive a free eBook “Xanpan: Team Centric Agile Software Development”

Plan less, do more

PlanningDiminishingReturns-2020-01-13-10-39.png

“Planning has rapidly diminishing returns: plan less, do more, learn more, redesign governance to kill early and often.”

Happy new year! – There is always a special responsibility that comes with the first blog post of a new year. Fortunately Tom Cagley of SpamCast fame asked me a fantasy question:

If there is one piece of advice you would give to CxO executives what would it be?

There is plenty of advice I’d like to give them, but one piece of advice?

One piece of advice which is generic and cuts across industry upon industry. One piece of advice for all those companies I know nothing about.

Tough. When I eventually came up with my answer I knew I’d have to explain it.

I had to think long and hard. I knew immediately that it would be something on the continuous digital theme. (One piece of advice for budding authors: don’t write long books, I knew this already then I mistakenly wrote Continuous Digital, that should have been four books.)

Eventually I came up with this:

“Planning has rapidly diminishing returns: plan less, do more, learn more, redesign governance to kill early and often.”

I believe this is universally true. Plan anything for long enough and you will eventually plan your way out of doing anything. When I run my Extended XP Game I regularly see teams plan their way out of good approaches to work.

Some planning adds a lot of value. But the rate of learning slows and continues to slow. At some point you aren’t learning more at all, and sometime after that your learning is counter productive. As economists say: there are diminishing returns on the investment.

A little planning adds a lot of value. But each extra minute of planning adds less value than the previous minute. Plan a little, do a little.

In our modern technology driven world two factors make this especially true.

One: learning by doing is faster with modern technology

Technology has advanced: Moore’s Law means I have over 100 times as much power in my MacBook Air as I did in the 6502 BBC Micro I learned to program on in the 1980s. That in turn had more power than the IBM Mainframes of the late 1960s.

That means our tools are more powerful: the Python I programme in today isn’t the most powerful language but it is a damn site more powerful than 6502 assembler and BBC Basic. Add open source libraries and that Python is immensely more powerful than writing in 1960s COBOL.

As a result things that tool months or years to create take hours and days. A week of planning for a OS/360 COBOL program that will take 6 months to write makes sense. A week of planning for a Python program I’ll have running in the cloud by the end of next week doesn’t.

And when I say planning I mean all aspect of planning: research, requirements, schedules, architecture designs and the rest.

Sure a bit of planning makes complete sense. I would be stupid not to make a coffee and think about what I was about to do. But planning is all about learning, is about experiencing the future a little bit. The power of our tools today means that future is a lot closer, and the most rapid way to learn about it is to create it.

Once I reach that future it makes sense to stop, review and plan again. The quickest way to learn is to alternate thinking (that is “planning”) and action (learning by doing.) Do something, see what works, then take time to reflect and learn.

Doing is learning too. The question at any given point is: what is the fastest way to learn? In the beginning that is planning, very soon doing becomes faster.

Two: cost of delay changes everything

Once you appreciate cost of delay you see the world differently (If you don’t know cost of delay look at my Time-Value profiles (Look at my article in Agile Connection or read Don Reinertsen’s Principles of Product Development Flow.)

Now remember: planning time is time, planning delays launch. Keep planning, analysing, talking to potential customers, drawing imaginary project plans or perfecting your architecture (before you start building) all delays the time you will get a product into the market.

That delay is bad because it increases risk: until your product is in the market you are at risk of creating a product nobody wants, or at least nobody will pay for.

That delay means your product will earn less money – thats cost of delay. Potential customers may have found other solutions, competitors may have got there first, or technology advances may render your product obsolete.

Lets be straight: I’m not saying No Planning. A little planning can be really really useful and valuable. So please plan!

What I am saying is: plan a little, do a little. Repeat.

Then stop, reflect, evaluate, and plan a little more before you do a bit. Alternate planning and doing. I’m not original in saying that, the Shewhart cycle (i.e. the Deming cycle or PDCA), says the same and so do half a dozen other approaches.

The problem is: many executives have been taught to plan plan plan. Nobody ever gets in trouble for planning too much and most failures can be traced back to a failure to plan more if you try hard enough. Ultimately, if you plan enough you will never have any failures because you will never do anything.

Which brings me to the last part of that executive advice: “redesign governance to kill early and often.”

Organizational governance is overwhelmingly based on the assumption that we know what we are doing. Only things that are very well understood will be allowed to start. That incentivises people to plan plan plan. And when something does get started there is a bias against closing it down (inertia and commitment escalation).

That needs to change. Since we can’t know in advance we need to be able to react once work is in flight.

Organizations need to be prepared to start work where the outcome is vague. Governance then needs to kill initiatives which aren’t showing promise. Put it another way: the early stage gates need less rigorous and the later ones more rigourous. If governance isn’t killing initiatives often then either governance isn’t working or you aren’t taking enough risk.


Like this post? – Like to receive these posts by e-mail?

Subscribe to my newsletter & receive a free eBook “Xanpan: Team Centric Agile Software Development”

Requirements, User Stories & Backlog

TwoBooks-2019-12-30-10-20.jpg

At the end of January I’m running my 1-day Requirements, User Stories and Backlogs workshop in London with Learning Connexions. I get great feedback from people who attend the course, perhaps because it is mostly exercised based.

If your interested check out the Learning Connexions page – its just one day and won’t break the bank! Hope to see you there.

Flipping job descriptions

iStock-179113204-2019-12-13-17-15.jpg

When was the last time you read your job description? Or, if it is a separate document, your “roles and responsibilities” description?

My guess it was about the time you applied for your current position. Of course, someone decided to change your description you might have read the new document but even then, did you?

I now I’m atypical because I haven’t had a job description for a long time but I honestly can’t recall ever reading them after I got the job. And I’m not even sure I read them much before then. Once you get beyond the title most of it is boiler plate and I quickly loose interest.

My guess is most people remember little more then the job title.

Like so many documents, it goes in one eye and out the other. The longer it is, the less you are likely to remember.

So it won’t surprise you when I say: I don’t think roles and responsibilities documents have much use. And it might not surprise you when I say roles are pretty pointless too.

To my mind your personal sense of identity, your own idea of who you are and what you do, plays a much bigger role in the actions you take in work and the responsibilities you accept – and those you ignore.

If, for example, your business card says: “Business Analyst”. It is not because someone defined your work as a “Business Analyst” it is because you see yourself as a business analysts and your sought out a business analyst job. What you less to do with what it says in some document, it has more to do with how you define yourself and therefore your role.

If you consider yourself to be a programmer, a software engineer, software developer or whatever, then you may shun business cards altogether. That again is part of your sense of identity. Identity is a far bigger driver of what you do than any document.

Try this: imagine you go to a meetup for people like you – be you a business analyst, a programmer, a tester or whatever. The room is full of people who share your job title – and similar role and responsibility documents. You see an inspiring speaker who advocates people like you – with your job title – undertake a new activity called XYZ. You see how it can benefit your work.

When you go to work the next day do you: look for opportunities to apply XYZ, or do you find your roles and responsibilities document and check whether XYZ falls within your remit?

For some years I’ve been wanting to try and experiment – but I need a really forward looking, daring, company to work with me on this. I want to flip recruitment.

The company advertises a job by title with few, if any, details. They ask people to apply not with a CV (resume) but with the job description they would write for such a job. The candidate sets out the role and responsibilities as they see it. The company then interviews those people who write the description that bests matches their own thinking and the candidates get to explain how they would live up to that description.

Crazy erh?


Like this post? – Like to receive these posts by e-mail?

Subscribe to my newsletter & receive a free eBook “Xanpan: Team Centric Agile Software Development”

Product Owner: all about the what

FRTbasic-2019-11-15-14-47.png

I feel compelled to write this blog because I keep coming across the wrong type of Product Owner. I feel bad about writing this blog because a) I’ve made these points before in other forums so I’m repeating myself, and b) at the end of the day you, your team, and your organization, is free to define and use any title you like for any role you like, you are free to define any given role as you like.

So let me set out my model of a Product Owner and then at least there is a model to compare any other definition with.

Our old friend the Triangle of Constraints can help here – also know as “The Iron Triangle” and pictured above (I like to call it the FRT triangle). Now notice the version I use is slightly different from the more common model:

  • Rather than “cost” I label one side of the triangle “People”. I could label it resources but in software development resources are overwhelmingly people and the knowledge they bring. People deserve respect, calling them “resources” makes them sound like paperclips.
  • For software development costs are function of how many people you have and how long you have them for: costs = people x time. OK, there are some other “resources” to add to costs, e.g. buying laptops, renting time in the cloud, and so on but these are often themselves a function of the number of people you have. Such costs are a small increment on top of the wage bill.

Now the number of people you have is fixed in the short term, or to be more accurate: it is upward fixed. People can get ill or resign at anytime but adding people takes time. So in the short run one can consider that dimension fixed.

Time is also fixed. There is usually a business deadline, or rather a business benefit which is time elastic so you have a date to aim for. And on agile teams there are sprint deadlines (two-weeks, two-weeks, two weeks). So a large part time is fixed.

The final side of the triangle is labelled features or functionality, but might be labelled “requirements”, “the what” or “what are we building” – I like to think of it as the demand side.

With me so far? – so far that should be uncontroversial.

Now the traditional Project Manager role, and to a lesser degree the newer Delivery Manager role, tend to regard the third side – the what side – as fixed. There is a thing to be delivered. It is a known thing. It has been decided on and the manager’s job is to get it delivered.

To this end Project Managers are trained to regard the “thing to be built” as a given, preferably fixed, thing. Their training centres on the other sides: cost and time. They are trained both in rationing these commodities and allocating them in an efficient way. When things go wrong these managers ask for more time (which means more money because the same people need paying) or more people (which both costs more and makes things worse because of Brook’s Law).

So to summarise: traditional Project Managers focus on “when” and the input variables: people/resources and money.

Can you guess what I’m going to say next?

Product Owners – plus Product Managers and Business Analysts – focus on the “what”. What do we need to build next? What has the most benefit? What should we be building for the future?

For Product Owners the time and people are fixed. (This is most obvious in an agile environment but is actually true everywhere sooner or later.)

The thing being built is negotiable, the desired outcome may be achieved by different routes, different technologies and different solutions – the different time and cost will be a consideration but outcome is the primary focus.

In other words: Product Owners are all about the what.

In order to operate in the what-space product owners need authority and legitimacy to flex what they are building. When they don’t have that they are reduced to backlog administrators simply ordering the backlog and feeding it to technical teams. That turns the role into a type of Project or Delivery Manager.

So if you need to tell a real Product Owner from all the other misinterpretations of the role ask:

  • Does the product owner focus on what?
  • Can the product owner discuss different solutions and approaches to achieve an outcome?
  • Is the PO flexible about the backlog? (as opposed to slavishly trying to deliver it all)

Real product owners can answer Yes to all three.

(Notice I’m deliberately being careful in what I say about “Delivery Managers.” This role is still emerging and as such its wrong to generalise about it too much. In so much as a Delivery Manager brings management skills, communication and organization to an effort it can be a positive role. When a Delivery Manager is relabelling of the Project Manager role it can be damaging.)

Now that said, the fact that some organizations choose to define the “Product Owner” role as a role closer to “Project Manager” or “Delivery Manager” rather than a role closer to “Product Manager”, “Business Analyst” or (heaven forbid) business owner causes a lot of confusion.

Perhaps I’m wrong here, perhaps the “Product Owner” is a type of “delivery manager” but I think the majority of writers, thinkers and practitioners agree with me.

Even if you disagree with me I hope we can agree on one thing: because there are different interpretations and implementations of the role there is room for confusion; and that confusion makes it harder to fill the role and harder to be seen as a successful Product Owner.


Like this post? – Like to receive these posts by e-mail?

Subscribe to my newsletter & receive a free eBook “Xanpan: Team Centric Agile Software Development”

New book: The Art of Agile Product Ownership

AOPO-2019-11-15-14-47.jpg

Retrospective cards, product Owners and #NoProjects

Sample-2019-11-10-16-30.jpg

A quick follow up on my last two blog post.

First, Team Retrospective cards – above – are now available for sale:

Both sites accept other credit cards so don’t worry if you have another currency and we can post anywhere – if you get stuck get in touch and we’ll find a way that works.

Second, as discussed in my last blog – Mission Impossible: the Product Owner – I delivered a presentation on that subject at the Oredev conference in Malmo last week. The slides are available for download: Mission Impossible: the Product Owner.

In retrospect I think the presentation should have had a big question mark (“?”) in the title. In many ways I’m asking “Is the Product Owner role impossible to fill well?”. I had some really good discussions on this topic after I gave the presentation and I will blog more about the role soon. In the meantime check out my new book if you want more of my thinking, The Art of Agile Product Ownership.

Finally, while I was at Oredev I gave another presentation: Evolution: from #NoProjects to Continuous Digital (also available for download). This presentation itself was an evolution. So I’ve christened this version the “2020 edition” to distinguish it from the earlier version. I am attempting to do two things here:

One, be clear that the #NoProjects argument has itself moved forward. When #NoProjects began in 2013 the argument was very much “The project model is not a good fit for software development.” Now, as we approach 2020, the argument has moved on: business (and just about everything else) is digital, in a digital world advancement means technology (software) change. Therefore rather than following a start-stop-start-stop project model are organizations need to structure themselves for continuous digital technology enhancement.

Two, building on that argument I try to talk more about how our companies need to update their thinking. Specifically what does the new management model needs to look like?

More on all these subjects in my usual depth soon.

Like this post? – Like to receive these posts by e-mail?

Subscribe to my newsletter & receive a free eBook “Xanpan: Team Centric Agile Software Development”

New book: The Art of Agile Product Ownership

Mission Impossible: the Product Owner

SecretAgents-2019-10-27-18-53.jpg

Is the product owner role impossible to fill well?

Do we set product owners up to fail?

Have you ever worked with a really excellent product owner? Someone you would be eager to work with again?

The lack of really outstanding product owners isn’t the fault of the individuals. I think product owners are asked to do a difficult job and are not supported the way they should be. Worse still, in many organizations the role of product owners is misunderstood, they are seen as a type of delivery manager when in fact they are a type of product owner.

There questions have been on my mind for a while, next month I’m giving a new presentation I’m Oredev in Malmo – and which coincides perfectly with the publication of my new book The Art of Agile Product Ownership (funny that). So by way of preview…

I’ve long argued that product owners need four things in order to do the job well: skills, authority, legitimacy and time. Lets look at each in turn:

1. Skills: the kind of thing a product owner learns on a Certified Scrum Product Owner course are table stakes. Yes POs need to be able to write user stories, split stories, write acceptance criteria, understand agile and scrum, work with teams, plan a little and so on. While necessary such skills are not sufficient.

The bigger question is:

How does a product owner know what they need to know in order to do these things?
How do they know what customers want?
How do they know what will make a difference?

Product owners need more skills. Some POs deliver products which must sell in the market to customers who have a choice. Such POs need to be able to identify customers, segment customers and markets, interview customers, analyse data, understand markets, monitor competitors and much more. In short they need the skills of a product manager.

Other POs work with internal customers who don’t have a choice over what product they use, here the PO needs other skills: stakeholder identification and management, business and process analysis, user observation and interviewing, they need to be aware of company politics and able to manage up. In other words, they need the skills of a business analyst.

And all POs need knowledge of their product domain. Many POs are POs because they are in fact subject matter experts.

That is a lot of skills for any one person. How many product owners have the right skills mix? And if they don’t, how many of them get the training they need?

2. Authority: Product owners need at least the authority to walk in to a planning meeting and state the work they would like done in the next two weeks. They need the authority to set this work without being contradicted by some other person, they need the authority to visit customers and get their expenses paid without having to provide a lengthy explation every time.

3. Legitimacy: Product owners need to be seen as the right person to set the priorities. The right person to visit customers, the right person to agree plans and write roadmaps. They need to be seen as the right person by the organisation, by peers and, most importantly, by the development team.

Authority and legitimacy are closely related but they are not the same thing. While the product owner needs both the lack of either results in the same problem: people don’t take their work seriously and other people try to set the agenda on what to build.

Unfortunately Scrum contains a seldom noticed problem here: product owners are team members, they are peers; the team are self organising and are responsible for delivering the product. (There is an egalitarian ethos even if this is only Implicit.)

But Scrum sets the PO as the one, and only one, who can tell he team what to do.

There is a contradiction.

4. Time: Product owners need time to do their work – which is a lot, just read that skills list and think about what the PO should be doing. And don’t forget the PO is a human being who needs to sleep for seven or eight hours a night, may well have a family and a home to go to.

When does the product owner get to do all of this?

Leave aside the question of where you find such people, or whether our companies pay them enough and ask yourself: do product owners get the support they need from their companies and teams?

So often the PO ends up in conflict with the company about what will be built and when it will be delivered, and they end up in conflict with their team about… well much the same issues every planning meeting.

Think about it: do we ask too much from our product owners?

Do we set up product owners to fail?

I’d love to hear your opinions, comment on this post or drop me a note or leave a comment.

I’m going to leave you hanging here today. In the Oredev presentation I’ll try and suggest some solutions – and there are some in the Art of Product Ownership. (Last year I described one in The Product Owner refactored: the SPO/TPO model.)


Like this post? – Like to receive these posts by e-mail?

Subscribe to my newsletter & receive a free eBook “Xanpan: Team Centric Agile Software Development”

Check out my books – The Art of Agile Product OwnershipContinuous Digital and Project Myopia – and the Project Myopia audio edition

New books and cards – stuff happening

RetroCardsLores-2019-09-13-16-51.jpg

I am sure some of you have noticed that my blogs have been a less regular the last few months. That is because I’ve been busy on other stuff. So a break from deep thoughts and advice on the software world to mention some other stuff I’ve been working on.

UserStories_Audio-2019-09-13-16-51.jpg
For a start, available right now, my Little Book of Requirements and User Stories is now available in audio format to listen to. Full details – and the FAQ as a free download on my website. You will find links there to buy it on Audible and Apple (its cheaper on Apple, don’t ask me why.)

To my surprise Little Book has long been my best-seller so I teamed up again with Stacy Gonzalez – who voiced Project Myopia for me – to produce an audio version of Little Book. In the few weeks it has been available sales are already outstripping Project Myopia!

AOPO-2019-09-13-16-51.jpg

Second, as some know I’ve been working with Apress to turn The Art of Product Ownership from a LeanPub eBook into a full regular book. That should be out in October, you can pre-order it on Amazon now.

(And if you can’t wait, I’ve got a pre-copy edit version I can share with you provided you promise to write an Amazon review when the book is published. Mail me or use the contact form if you are interested.)

Finally, that picture at the top of the page. I’ve been working with Nicolas Umiastowski to create a playing card retrospective. These are based on my Retrospective Dialogue Sheets In our experiments they have given retrospectives another twist. More about these soon – and details of how you can get a pack (in the mean time get in contact if you are really keen to try them.)


Like this post? – Like to receive these posts by e-mail?

Subscribe to my newsletter & receive a free eBook “Xanpan: Team Centric Agile Software Development”

Check out my latest books – Continuous Digital and Project Myopia – and the Project Myopia audio edition