DŌMŌ AGILE @DOMOAGILE
Helping Entrepreneurs rediscover their passion domoagile.com McKinney, TX Joined February 2018-
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Hey @placeitapp - why can't I login or reset my password?
"We're used to proving things by saying, 'The proof is in the pudding.' But when you're trying to bring people to realize their own problem you certainly cannot use their pudding." —Eli Goldratt #tocot
Overtime doesn't just "happen." It's not an inevitable force of nature. It's a mix of bad planning, irrational arbitrary deadlines, abusive cultures that don't address root causes & don't value people, and bad management. Treating it as inevitable enables the bad behavior.
No real change is possible without psychological safety, so start there.
Will someone describe to me in plain English why “people [REALLY] first” is obvious to sports coach, symphony conductor, ER/ICU chief, nuclear power plant boss, or fire chief or police chief ... it is NOT obvious to the average business leader? FOR THE LOVE OF GOD PLEASE EXPLAIN.
THIS!
"Management tools" are a crutch that incompetent managers use to avoid actually talking to the people who do the work. The only tool you really need is the "Gemba Walk." Everything else just amplifies dysfunction.
You're not in a good place to select an (electronic) tool unless you have an existing high-functioning process in place. Carefully pick tools that make that process move more smoothly. Starting out with the tool is a road to ruin. You'll never develop those processes.
"Believe it or not, many people don't care how awesome your product is. Instead, they care about how awesome they are when they use your product." --@danielpink, from a testimonial for Kathy Sierra's book, Badass: Making Users Awesome. #MakePeopleAwesome #ModernAgile
"Can you believe we used to willingly tell Google about every single visitor to basecamp.com by way of Google Analytics? Letting them collect every last byte of information possible through the spying eye of their tracking pixel. Ugh." m.signalvnoise.com/the-last-track…
A "career path" is an entirely hierarchical notion. You're moving "up" the hierarchy. In a network, you people based on their contribution. The Peter Principle applies only in a career path, not a network. 1/2
“It is not important to complete each task on time, it is essential to complete the project on time.” —Eli Goldratt #tocot
Performance Management
If, as the Agile Manifesto says, "the best architectures, requirements, and designs emerge from self-organizing teams," how can an organization that imposes frameworks onto the teams be Agile? How can a framework that's designed to be imposed be Agile? Just curious.
"The things that often seduce us away from focusing on the core problem in our systems are shiny, alluring, and ubiquitous. They often promise an easy fix or immediate gratification while the real problem isn't quite as obvious." amzn.to/2wDNtJL #tocot
"Punish people for their improvements and the process of ongoing improvement comes to a grinding halt." —Eli Goldratt #tocot
Interesting chart from @erichbuhler showing the (measured) cost of working on more than one thing at a time. 20% cost doing two things at once. 70% loss of productivity doing 5. These number align with Weinberg's projections in amzn.to/35CL94K . en.innova1st.com/2019/03/11/imp…
Airplane reading ... #evidencebasedmanagement
Agile is not a way to go fast. It is a way to know where you are going. Agile is does not increase productivity. Agile increases manageability. Agile does not guarantee you’ll get there on time. Agile destroys the hope that you might, when you won’t.
Humans can imagine almost anything, but that alone is a risky way to make decisions because it can lead us dangerously away from reality. The saving grace is adjusting based on feedback loops as you go forward, which has carried us to many achievements.
"It's better to be approximately right than precisely wrong." —Eli Goldratt
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