When we talk about evidence-based management in Scrum, we’re focusing on making decisions grounded in data rather than gut feeling. A core element of this approach involves evaluating our work through four key value areas. These areas ensure a holistic view, covering different aspects of the system instead of focusing narrowly on specific metrics. This allows for a more strategic understanding and avoids suboptimal optimizations.
When embarking on any journey, whether it’s a personal project or a large-scale organisational change, clarity of outcomes is paramount. I’ve often found that once you’ve defined what success looks like, the next crucial step is determining the metrics that will guide you towards those outcomes. This is where the concept of evidence-based management comes into play, and it’s something I’ve seen make a significant difference in various contexts.
What Is Traditional Management? Traditional management is a term often used to describe the approach many managers have used for decades, if not centuries. While the term “traditional” might seem outdated, it’s a method that many still rely on. In essence, traditional management practices are:
In my journey through various organisations, I’ve come to realise a fundamental truth: the way we measure people profoundly influences their behaviour. This insight has been a game-changer for me, especially when navigating the complexities of team dynamics and organisational culture.
What is Evidence-Based Management? Evidence-Based Management (EBM) is the strategic use of data to inform decision-making processes at both the strategic and tactical levels of an organization. It’s about using data as a guide—not a dictator—to shape behaviors and drive outcomes that benefit your business.
When it comes to migrating to Azure DevOps, I often find myself reflecting on the myriad of services we offer to make this transition as seamless as possible. Having been in the trenches of DevOps for quite some time, I understand the challenges that come with moving projects, especially when it involves merging work items and ensuring that nothing gets lost in the process.
In the world of agile and organisational development, one topic that often surfaces is the relationship between financial awareness and employee motivation. Recently, I had the opportunity to engage in a thought-provoking discussion with my colleagues, Ryan and Michael, about whether companies should take money off the table when it comes to motivating their employees. This conversation sparked some reflections on my own experiences and the broader implications for businesses today.
When you’re developing a product, it’s natural to assume that the features you’re adding will deliver value to your customers and your business. But how do you truly know that these features are providing the expected value? Recently, I’ve been working with a client facing a common issue—sales-driven features are fragmenting their product, making it harder to use. This issue stems from prioritizing short-term gains over long-term value. In this blog post, we’ll explore the pitfalls of this approach and how shifting focus towards value-driven development can lead to more sustainable success.
In today’s fast-paced work environment, it’s crucial to recognize that a team’s morale directly impacts their engagement and, consequently, the success of the organization. When people are unhappy or disengaged, their productivity and creativity suffer. But how do we ensure our teams are not just engaged but also motivated to deliver their best work? The answer lies in understanding the core drivers of human motivation and leveraging mentorship programs to elevate team performance.
As I reflect on my journey in product development, I can’t help but think about the transformative power of structured learning. Recently, I had the opportunity to delve into a course that promises to change the game for anyone involved in product development. I want to share my insights on how this course can significantly enhance your approach to creating user value, reducing waste, and fostering collaboration.
Product Discovery is a term that’s often used in the world of product development, but what does it really mean? Is it something new, or is it just a different label for what we’ve always done? In this post, I’ll delve into the nuances of Product Discovery, explain why it’s critical to your product’s success, and share some real-world examples to help you understand its scope and impact.
In the world of Scrum, Agile, and Kanban, we often borrow terms from other languages to express important principles. One such term is Kaizen – a Japanese word that signifies continuous improvement. While we may not always use the word exactly as intended in its native language, the underlying concept is something we should all embrace in our professional lives.
In today’s fast-paced digital landscape, organizations across various industries—from medical devices to military operations, internet startups to web organizations—face the challenge of implementing DevOps practices. Despite the common goal of optimizing software delivery, the journey is anything but uniform. The intrinsic philosophies of DevOps remain consistent, but the path to success is as unique as the organizations themselves.
In today’s fast-paced digital landscape, the concept of self-taught learning is more prevalent than ever. However, as we dive deeper into the realms of software development, DevOps, and organizational transformation, it’s crucial to recognize the limitations that come with learning in isolation. While self-taught knowledge has its merits, there are significant benefits to bringing in external expertise. This post explores the importance of diverse knowledge and how it can help organizations break through the barriers that self-taught learning often creates.
When organizations engage with us for DevOps consulting, it’s rarely by chance. Typically, they’ve identified a problem—a problem that’s grown too big to ignore, a problem that requires expertise beyond their current capabilities. As a DevOps consultant, I’ve seen this scenario play out many times. One of the most significant engagements I’ve experienced involved a large organization in the oil and gas industry. This case illustrates the complexity and challenges organizations face when they try to implement DevOps, and the transformational impact that a well-executed DevOps strategy can have.
When organizations embark on the journey of adopting DevOps practices, they often encounter significant challenges. One of the most common is what I like to call “regression” – the frustrating experience of making two steps forward only to fall five steps back. Let’s dive into these challenges and explore how to effectively navigate them.
In our ever-evolving landscape of product development, one of the most crucial skills we can cultivate is the ability to work with assumptions. It’s a topic that I’m particularly passionate about, and I’m excited to share insights from our new class focused on this very subject.
In my journey with Caman, I’ve come to realise that one of its core tenets is the relentless pursuit of improvement. It’s not just about making changes for the sake of change; it’s about implementing thoughtful adjustments to our systems and processes to genuinely enhance our outcomes. This is where metrics and visual tools come into play, serving as our guiding lights in the often murky waters of data.
When I first encountered Caman, I was struck by its simplicity and effectiveness. It’s a framework that resonates deeply with my experiences in agile environments, and I believe it can transform the way teams operate. Today, I want to share the three core principles of Caman that have made a significant impact on my approach to workflow management.
In the fast-evolving world of software development and operations, no two organizations are the same. Every company, every team, and every goal is unique, requiring a tailored approach to DevOps that aligns with specific needs and objectives. In this post, we’ll explore how understanding your current state, streamlining practices, and adopting the right tools can lead to higher quality, more frequent deliveries, and reduced friction in your software development process.
When it comes to visualising work in a Kanban system, one of the most crucial elements is the Kanban board itself. I can’t stress enough how important it is to have a clear representation of your workflow. It’s not just about aesthetics; it’s about understanding how your system operates and how work moves through it.
In my journey with Caman, I’ve come to realise that one of its core tenets is the relentless pursuit of improvement. It’s not just about making changes for the sake of change; it’s about implementing thoughtful adjustments to our systems and processes to genuinely enhance our outcomes. This is where metrics and visual tools come into play, serving as our guiding lights in the often murky waters of data.
In my journey through the world of agile and organisational management, I’ve come to appreciate the profound impact that evidence-based management can have on our decision-making processes. It’s not just a buzzword; it’s a strategic approach that can transform how we operate at both tactical and strategic levels. Today, I want to share my insights on this topic, drawing from my experiences and the lessons I’ve learned along the way.
In the world of Agile methodologies, particularly within the Kanban community, there’s a term that often gets thrown around: Kaizen. Now, I must admit, we have a tendency to take Japanese words and adapt them to fit our context, sometimes straying from their original meanings. However, the essence of Kaizen—continuous improvement—is something that resonates deeply with me and is crucial for anyone looking to enhance their processes.
Let’s dive into a topic that’s been on my mind lately: the importance of addressing assumptions in product development. As I’ve observed in various organisations, there’s often a heavy focus on delivery—specifically, the creation of product increments. While this is undoubtedly a crucial goal, I believe we’re missing a vital piece of the puzzle: the complex problems we’re trying to solve along the way.
When I find myself in discussions about Caman versus Scrum, I often notice a common thread: a misunderstanding of what Caman truly represents. It’s crucial to clarify that Caman is not merely another framework to pit against Scrum; rather, it’s a versatile strategy that can be applied across various systems and processes.
In today’s fast-paced business environment, continuous learning is not just a luxury—it’s a necessity. But how do we move beyond traditional learning methods to something that truly makes an impact? Enter immersive learning, a game-changing approach designed to not only impart knowledge but also drive real-world application and transformation within organizations.
In today’s fast-paced, ever-evolving market, understanding user needs and maximizing value are crucial for successful product development. The right approach can not only boost user satisfaction but also significantly improve your return on investment (ROI). This course is designed to equip you with the tools, techniques, and mindset needed to revolutionize your product development process.
In the fast-paced world of product development, assumptions can often be our greatest blind spots. Yet, they are also essential stepping stones that guide our decisions and strategies. In our new class, we dive deep into the art of working with assumptions, transforming them from potential pitfalls into powerful tools for innovation.
In my journey through the world of software development, I’ve often found myself reflecting on the fundamental question: do we truly understand our users? It’s a question that seems simple on the surface, yet it unravels a complex web of assumptions, data, and collaboration that can make or break our projects.
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