Agile Mentors Podcast

Brian Milner and Guests
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Agile Mentors Podcast

The Agile Mentors podcast is for agilists of all levels. Whether you’re new to agile and Scrum or have years of experience, listen in to find answers to your questions and new ways to succeed with agile.

  1. 12月18日

    #128: Top Lessons from 2024’s Most Inspiring Episodes with Brian Miner

    Missed some episodes this year? Don’t worry—Brian’s got you covered with a highlight reel of 2024’s most memorable moments, featuring game-changing insights from Agile thought leaders and innovators. Tune in to catch up, reflect, and set your sights on a stellar 2025! Overview In this special year-end episode of the Agile Mentors Podcast, Brian takes us on a trip down memory lane, sharing highlights from some of the most impactful conversations of the year. Featuring insights from Agile legends like Mike Cohn, Clinton Keith, Heather McGowan, and more, this curated selection is packed with golden nuggets that you can revisit or discover for the first time. Whether you missed an episode or want to relive the best moments, this recap is a perfect way to close out 2024 and prepare for what’s ahead. References and resources mentioned in the show: #79 Navigating Agile Trends and Challenges in 2024 with Lance Dacy #86 Revisiting User Stories with Mike Cohn #90 Mastering Agile Coaching with Cherie Silas #93 The Rise of Human Skills and Agile Acumen with Evan Leybourn #100 Navigating the Future of Agile and Scrum with Lance Dacy & Scott Dunn #111 Adapting to the Future of Work with Heather McGowan #120 Agile in Gaming with Clinton Keith #123 Unlocking Team Intelligence with Linda Rising Subscribe to the Agile Mentors Podcast Want to get involved? This show is designed for you, and we’d love your input. Enjoyed what you heard today? Please leave a rating and a review. It really helps, and we read every single one. Got an Agile subject you’d like us to discuss or a question that needs an answer? Share your thoughts with us at podcast@mountaingoatsoftware.com This episode’s presenters are: Brian Milner is SVP of coaching and training at Mountain Goat Software. He's passionate about making a difference in people's day-to-day work, influenced by his own experience of transitioning to Scrum and seeing improvements in work/life balance, honesty, respect, and the quality of work. Auto-generated Transcript: Brian Milner (00:00.622) I'm Brian Milner and this is the Agile Mentors Podcast, a show about both the personal and organizational journey towards agility. My friends and I will be sharing with you what we've collectively learned from seeing thousands of companies Agile implementations, apparels and pitfalls, as well as the secrets to success. We'll share our personal in the trenches experiences so that you can apply what we've learned in a practical way in your careers. We also hope to hear and learn from you as well. If you're like us and are always in search of better ways of working together, you're in the right place. Join us, mentor, and be mentored. Let's get started. Brian Milner (00:53.288) Welcome in Agile Mentors. We are back for the final episode of 2024. Believe it or not, we have reached all the way to the end. You might be thinking, wait, there's a few more weeks left. Yeah, there's a few more weeks left, but the next release date would have been on Christmas Day itself and the one following would have been on New Year's Day. So we're gonna take two weeks off to be with our families after this episode. And we encourage you to enjoy that time, take the time with your family as well and friends, and truly wish you the best over that time period. But before we get there, we do have one more episode for you. We thought what we'd do for today's episode might be tiny bit different than normal. In fact, I don't think we've done anything like this before. What I wanted to do is, since it is the last episode of the year, is to look back over the past year and play you some portions of some of the really fantastic discussions that we had over this past year. Just pull out a handful of these to talk to you about. If they sound interesting to you, maybe you can go back and take a listen to those episodes. So let's get right into it, because I don't want to waste time setting it up any more than that. For starters, I want to go back to something that's now kind of a tradition for us, and the next one you'll hear from us after this episode will be the continuation of that. The beginning of this year in 2024, we started things off and we kicked it off with friend of the show, Lance Dacey. And that episode was really about looking forward into 2024. And for us to talk about what we maybe thought was coming and what we saw in the future, and then trying to somehow make some predictions or give some advice about how we might be better prepared for it. And one of the areas that came out in that discussion was really talking about how leadership affected an Agile transformation and Agile with the culture of an organization. So I'll play you a little clip here from Lance's discussion. One of the thoughts that he had in that episode, really talking more about how we need to go to the next level with our organizations and with the leadership in our organization. Take a listen. We've been trying to scale Scrum and Agile for a long time and we've written the practices on how to do it. Brian Milner (03:13.23) but we're not allowing the people to practice that. You know, just got through coaching. My youngest son is in fifth grade and we coach his football team. It's like, we're going to sit down and tell you during this play, here's the stance that you take to block. You're basically a robot. Do everything that we say, even if you don't understand it, because the whole scheme for that play is built on everybody doing their job exactly as prescribed. But as you evolve into professional football or high school football, they've learned so much about those mechanics. that's really fun now because they've got the IQ to respond to what's in front of them. That's agile. And that to me is what we have to start learning in organizations, is we know how to run the play at the team level, but how do we build up the people to run the play correctly in challenges when there's adaptations that need to be made? And a lot of times management and leadership is the suffocating part of that where they don't allow for that. It's always interesting to go back and look at those conversations that we have at beginning of the year. and see kind of how it played out. Were we right? Were we wrong? So if you're interested in that, check out that. That was just episode 79 was the first one that we did in 2024. Next up, I'm gonna jump to episode 86. This was one with our very own Mike Cohn. Mike had come back on because quite frankly, we've had for many years a set of user stories that were sample user stories that you could come to our website and download just as a resource for people if they wanted to see what... samples of user stories look like, try to imagine what that would look like in their particular context. So that's why we had this collection of user stories. Well, Mike went back to re-edit those recently, and then he took kind of another look at it and had forced him to kind of reconsider some things, wanted to share some thoughts about those new ideas and thoughts he had about user stories, just in re-examining ones that he had put together previously. So in this next clip, what you'll hear Mike talk about is really kind of a controversy maybe just his own controversy internally, but kind of a shift that he had over the years and really the template itself for a user story. So take a listen to this. I had a bunch of slides. I looked at them a few years ago to confirm this. I looked at them and they all said, I want to blank, right? And it was what the user wants. And sometimes it's not what the user wants. So if you look at slide decks that I create today, they all say, I. Brian Milner (05:36.866) They don't say I can, they don't say I want to, they just say I, and then you fill in the verb. For example, as user, I am required to enter a strong password. I don't want to enter a strong password. I want to type in my dog's name and let the system know it's me, right? So I am required to enter a strong password that doesn't fit with I want to or I can. I can enter a strong password? Well, that doesn't really help. I don't want to. I can enter a strong password. I can enter a weak password. Is that possible? So I do think there's problems with I can, but I leave all of that out of the template and I let the situation determine what that verb should be. Always an interesting conversation there with Mike Cohn. Very, very lucky and fortunate to have him come on usually multiple times per year. And that was just one of the times that Mike came on our show this last year, but really, really interesting stuff there about user stories. If that's something you're interested in, I encourage you to check out that. That was episode 86 with Mike Cohn on user stories. Now we're gonna jump ahead to episode 90. Episode 90, we had a friend of mine, Sheree Silas, come on. Sheree is a very authoritative, knowledgeable person on Agile coaching. In fact, she is the person that I most likely am going to point you to if you come to me and want to find out more about Agile coaching. She has some really great classes and other things that she teaches. And we had her on to talk about Agile coaching, obviously. And one of the things that came up is something that I hear sometimes in classes that Some of this coaching stuff you talk about sounds a little bit like counseling a little bit. Is there a crossover there with counseling? Is this a counseling job? So take a listen to what Shree had to say in response to that question. As an adult coach, you are not an organizational psychologist. You are not a counselor. You are not an organizational therapist or any of those things. That is not the job. The job is consulting, mentoring, training. and some coaching, helping people how to learn how to negotiate, learn how to collaborate, learn how to have good, healthy conflict. And there's helping them to get the business re

    24 分鐘

  2. 12月11日

    #127: Agile Strategies for Job Market Uncertainty with Mark Kilby

    How do you navigate a bumpy job market with an agile mindset? Join Brian and leadership coach Mark Kilby as they explore practical strategies for staying prepared, leveraging your network, and taking ownership of your career during uncertain times. Overview In this episode of the Agile Mentors podcast, Brian Milner and Mark Kilby explore how to approach the challenges of today’s unpredictable job market with an agile mindset. Drawing on insights from Mark’s extensive career as a leadership and career coach, they discuss how preparation, adaptability, and proactive networking are essential to staying ahead. Mark emphasizes the importance of treating your career like a product, continuously iterating and inspecting trends to navigate change effectively. The conversation also delves into the power of maintaining strong professional relationships, keeping your resume and LinkedIn profile up to date, and using experimentation to explore new career paths. Whether you're facing a career transition, considering your next step, or simply looking to stay prepared, this episode offers actionable advice to help you take ownership of your professional journey. References and resources mentioned in the show: Mark Kilby From Chaos to Successful Distributed Agile Teams: Collaborate to Deliver by Johanna Rothman & Mark Kilby Advanced Certified Scrum Product Owner® Advanced Certified ScrumMaster® Mountain Goat Software Certified Scrum and Agile Training Schedule Join the Agile Mentors Community Subscribe to the Agile Mentors Podcast Want to get involved? This show is designed for you, and we’d love your input. Enjoyed what you heard today? Please leave a rating and a review. It really helps, and we read every single one. Got an Agile subject you’d like us to discuss or a question that needs an answer? Share your thoughts with us at podcast@mountaingoatsoftware.com This episode’s presenters are: Brian Milner is SVP of coaching and training at Mountain Goat Software. He's passionate about making a difference in people's day-to-day work, influenced by his own experience of transitioning to Scrum and seeing improvements in work/life balance, honesty, respect, and the quality of work. Mark Kilby is a leadership and career coach specializing in helping leaders and teams thrive in complexity. Passionate about building more inclusive and effective organizations, he draws on years of experience guiding professionals through organizational change, remote work transitions, and sustainable growth, all with a focus on fostering trust, collaboration, and long-term success. Auto-generated Transcript: Brian (00:00) Welcome in Agile Mentors. We're back and this is another episode of the Agile Mentors podcast. I'm with you as always Brian Milner and today I've got a friend that I have seen talk several times at conferences, we were talking, I don't think I've actually crossed paths with him personally yet, but Mr. Mark Kilby is here. Welcome in Mark. Mark Kilby (00:21) Thank you, Brian, and glad that we finally had a chance to meet virtually face to face at least. Brian (00:26) Right? Right? Yeah. And today's world, you know, that's actually saying a lot. You know, that's kind of the default. Mark is a leadership and career coach and has been, you know, a speaker at multiple Agile conferences over the years. He has a book that he co-authored called From Chaos to Successful Distributed Agile Teams. And he has spoken on lots of different topics. Mark Kilby (00:31) Yes it is. Brian (00:51) But when we talked about having him on, we talked about a topic that I know is very topical here. For some of you, maybe, know, kind of right in the meat of where you are at the moment, but really starting to think about this bumpy job market a little bit and how to navigate that with an agile mindset. You know, this agile stuff is not just stuff we talk about in working with a team, but it actually is a way of thinking about you know, doing anything. give me kind of your description there, Mark. When you think about, you know, navigating a bumpy job market with an agile mindset, how does that look different from others? Mark Kilby (01:27) So, well, it. The best way to think about this is whether you get this out of college at career placement or you're working with a career coach later on, it's always plan out your route and just follow the steps. Well, it's kind of hard over the last couple of years to say what the right steps are because so much has happened. And you and I were talking just before we hit the record button about one of the things that gets a little bumpy here in Florida, and we call those hurricanes. And I've learned over the many years living in Florida that you can prepare for hurricanes, but you can't prepare for exactly what happens. And so it's kind of the same way these days with our careers. You can maybe get certain certifications, you may get the right resume, the right LinkedIn profile, but if... If you're not paying attention to how the market shifts, and I think many people have been caught off guard with the latest market shifts, you can be in a world of hurt. how do do the prep to weather that storm? So that's kind what I'm focusing on these days. Brian (02:42) That's awesome. That's awesome way to look at it. Cause I think you're right. know, like I know I personally have gone through a couple of, you know, layoff periods in my career and, you know, it's never something when it hits, well, at least I shouldn't say this in my experience, I absolutely were completely prepared for, they were a little bit of a shock when they happened and Mark Kilby (02:51) yeah. Brian (03:05) first one much more so than the second one. I think you learn something from each time something like that happens. But you mentioned kind of the way the market is shifting and the way things are changing a little bit and trying to be prepared. So I wanna follow that for a little. So when you talk about navigating kind of a bumpy job market and the shifts and being prepared, how do you prepare for the unknown? For things that you don't really know what's coming or you don't really know how things are shifting. How do we do that? Mark Kilby (03:38) Yeah. Well, it's paying attention to some of the longer term trends. mean, 100 years ago, know, kind of fall into the hurricane example. We had no way to predict these. And now we've got a little better way. have models to kind of guess and it's still guessing. So, but at least we have a sense of, OK, how big is it going to be? You know, how big is the change that's going to happen? How do we prepare for it? Do we stay in place? Where we're at? Is it time to move and do something else? So it's kind of the same way with our careers these days. I'm gonna guess, not everyone's gonna have the visual, but with the amount of gray on the podcast right now, you could probably relate to this. Our parents probably stuck in the same job. most of their life. I learned early on, especially in tech, the changes that happen rapidly. Matter of fact, the place where I went as a summer intern shut down the next year. The whole plant went poof. But my parents were like, how can you? It's such a great place. This company's been around for decades. But I could tell that the winds were changing. Something was shifting there. So I learned to look at, right, how is the business doing? How is the market doing for the business? And what does that mean for me? So it really helps that we kind of build up our own little model to predict, you know, how is my job going to be here in the next year or so? Even five years ago, I saw early indicators that Azure coaches, scrum masters, we're going to be at risk. But the job market was going to turn. think several people could tell that. But I mean, we had so many that were going into that, that the set of roles and we were also, you we we were seeing some failures as well as successes with transformation. And I remember, so I actually had Ken Schwaber in my, as my my Scrum instructor, I remember him saying, know, Scrum will not solve your problems. It'll make them highly visible. But guess who gets blamed? The person who made it visible. you know, as, as agile coaches and Scrum masters, you know, were the, those folks in particular are always navigating a tightrope. You know, what, what do you, you know, what do you make visible, both the good and the bad? And if, if you're dealing, Brian (05:55) Yeah. Right. Mark Kilby (06:17) with cultures that are more focused on short-term kind of improvements and not looking at the longer term. How are people staying engaged? How are the steam aligned so they can do to deliver business value? You know, if that's not a focus of the organization, then it's that job, that role is going to be probably misunderstood and was. And so when things start going bad, fingers start getting pointed. It's like, okay, maybe we don't need these folks. And we've seen that for the last couple of years in particular, but we were getting early indicators well before that, well before the pandemic hit. So that shift was gonna happen. So we can model some of this is my point. Brian (07:01) Yeah. I like that. Go ahead. Well, I was going to go straight to that. I I like the comparison there with the hurricane. And I was thinking as you were talking about that, why are we better at it now? I would kind of presuppose it's because of the amount of data. But the more data we have, over the years, the better we are. And that if we've suddenly, magically, for whatever reason, lost all our historical data of hurricanes and what they do, then I would imagine we'd be back to square one of not really being able to predict very well about where they go. So translating that over into our careers, I love that comparison. And I love what you're pointing to to say, you can see indicators, can look at the trends, you can

    31 分鐘

  3. 12月4日

    #126: Mastering the Scrum Master Role with Gary K. Evans

    What does it take to be an effective Scrum Master? In this episode, Brian Milner and Gary K. Evans, author of The Effective Scrum Master, explore the nuanced role of Scrum Masters, the importance of people skills, and the shift from efficiency to effectiveness. Overview Join Brian Milner as he chats with Agile coach and author Gary K. Evans about the essential qualities of an effective Scrum Master. From fostering self-organizing teams to balancing proactive leadership with people-centered strategies, this conversation unpacks the skills and mindsets needed to thrive in the role. Whether you’re new to Scrum or a seasoned pro, this episode offers fresh perspectives and practical advice for taking your Agile expertise to the next level. References and resources mentioned in the show: Gary K. Evans The Effective Scrum Master: Advancing Your Craft by Gary K Evans   Join the Agile Mentors Community Mountain Goat Software Certified Scrum and Agile Training Schedule Certified ScrumMaster® Training and Scrum Certification Advanced Certified ScrumMaster® Subscribe to the Agile Mentors Podcast Want to get involved? This show is designed for you, and we’d love your input. Enjoyed what you heard today? Please leave a rating and a review. It really helps, and we read every single one. Got an Agile subject you’d like us to discuss or a question that needs an answer? Share your thoughts with us at podcast@mountaingoatsoftware.com This episode’s presenters are: Brian Milner is SVP of coaching and training at Mountain Goat Software. He's passionate about making a difference in people's day-to-day work, influenced by his own experience of transitioning to Scrum and seeing improvements in work/life balance, honesty, respect, and the quality of work. Gary K. Evans is a seasoned Agile Coach and author of The Effective Scrum Master, with over 30 years of experience transforming Fortune 100 and 500 companies through Lean-Agile practices. Known for his expertise in building high-performing teams and training over 15,000 professionals, Gary brings a unique focus on people-centered solutions to complex organizational challenges. Auto-generated Transcript: Brian (00:00) Welcome in Agile Mentors. We are back and it's another episode of the Agile Mentors podcast. We're getting towards the end of the year. I am here with you, as always, Brian Milner. And today I have a very special guest with me, Mr. Gary K. Evans is with us. Welcome in, Gary. Gary (00:17) Thank you, Brian. It's great to be here. Brian (00:19) Very glad to have Gary with us. Gary is an agile coach. He's a lean consultant. He owns his own company called Evanetics, but he is also the author of a newly published book that came out this summer. It's called The Effective Scrum Master. And it really is a comprehensive guide. It's a really interesting read. So I thought we'd have him on to talk to us about. what that means, an effective scrum master. So scrum master is this episode, I think it's gonna be really a special one for you. So Gary, let's start with that question. When you say an effective scrum master, what is an effective scrum master? Gary (00:56) In my experience, I've worked with a lot of Scrum Masters who go through the motions, they understand the events, they focus on how to run these Scrum events. But the teams flounder and they struggle with what should I do next? How do I anticipate things? And the Scrum Masters themselves often get very frustrated. One of the complaints that I hear, especially from early to mid-career Scrum Masters is I have this anxiety. How do I know that my team is operating as efficient, as efficiently and effectively as they can because they focus so much on efficiency. So this idea of effectiveness really is much more important. In fact, John Kern, one of the co-authors of the Agile Manifesto, who wrote the foreword for my book, he focused in on that word effective because we spend so much of our energies trying to be efficient. that we aren't accomplishing what we need to do, which is to build self-organizing, mature teams. And that's really the focus of my book. Brian (02:01) That's an awesome distinction, I think, because I like that a lot. There's a conversation that I will have sometimes in class about how that drive or search for trying to be not effective, sorry, what was the other word that you used? Efficient, sorry, sorry, just slipped my mind, ADHD. But the efficient kind of quotient there I think is... Gary (02:18) Efficient. Brian (02:27) something that in business in the business world today is a highly visible term. It's something that everyone seems to think is needed. But, you know, that really dates back to sort of the assembly line and efficiency experts that would stand behind you with a stop clock and try to get you to do something, you know, point two seconds faster so that it would total up to, you know, more productivity over the course of the day. But that's not the kind of work we do. Gary (02:56) I love the fact that you've mentioned that that was really the Frederick Winslow Taylor scientific management approach. And it was very much based on this idea of efficiency. But I have seen so many teams and as an agile coach, I've had multiple experiences of teams that are very, very efficient at going in the wrong direction entirely. They've lost their focus on true north. They don't understand what it is they're actually supposed to do. They think that the Scrum Guide, 14 pages in the Scrum Guide, is their Bible. And that's all that they need to know. And nothing could be further from the truth. Brian (03:37) Yeah. Yeah. And to me that, you're talking about efficiency versus effectiveness. You know, if we were a company that was trying to create a new drug to cure some disease, you know, I want effective. I don't want efficient. I don't want someone, I don't want to produce a million pills that don't work. I want to produce, you I'd rather produce one that works, you know. Gary (03:59) Exactly. Brian (04:05) And that seems to be kind of something that I think a lot of teams are missing today. Gary (04:09) It does indeed. Brian (04:10) Well, good. I like that distinction. I think that's a good distinction and that's a good place for us to start to think about this role as being kind of more effective. I think that they're sort of, I don't know, I'm kind of curious what your take is on this. Is it a marketing problem? Is it an education problem? Why is there so much confusion, I think, about what a scrum master, what a good scrum master is? Gary (04:41) That's a really deep and broad question. Part of it is that in the beginning, when Scrum was introduced into the community and was just beginning to become known, there were two attributes of Scrum Masters that were repeated again and again and again. That was you became a servant leader for the team and you removed impediments. Brian (04:44) Just a light casual one here. Gary (05:09) Unfortunately, most people stopped at that point. And they didn't realize that this, the Scrum Master role, and I'll admit, I take a very expansive view of the Scrum Master role because I've been doing this since 1993, basically, 1994. And I've learned through making lots and lots of mistakes. And the idea that All we have to do is be a servant. Well, what does that mean to be a servant leader? Nobody ever really defined it. I actually wrote an essay a number of years ago on what it meant to not be a servant leader so that I could understand by contradiction what it was that I should be doing. I called it the top 10 scrum master crimes. And really, a lot of them really had to do with crimes because it's very easy for a scrum master to start to merge into making decisions for the team that the scrum master should not be making. Now, there are times when a scrum master should direct the team, should make decisions for the team if the team is not qualified to make certain decisions because they're just too new. But this idea of being a certain leader There's so much more to that. In my expansive view of the Scrum Master role, it is not a process role first. It's a people role. And to be an effective Scrum Master, you have to be an effective people person. I've worked with so many teams and coached Scrum Masters. Scrum Masters just did not like people. They weren't people persons. And the teams responded accordingly. So. A lot of the coaching that I do with my Scrum Masters is you've got to reach deep. You've got to be able to get into people's lives rather than hold them off, you know. And so a lot of it has to do with that. Brian (07:10) I love that. I wholeheartedly concur with that. I've talked on this podcast a little bit about how it seems like we've lost the focus of that first line of the Agile Manifesto, individuals and interactions over process and tools. And I mentioned when I go to Agile conferences sometimes, I feel like the majority of the talks that I see and hear are process and tools talks rather than know, individuals and interactions talks. And I can't agree more. I think that's really a focus for us as Scrum Masters is the individuals and interactions portion, the people portion. You know, our teams are made up of people and if we're not good with helping understand how people work together, we're kind of really missing the value of what it is we deliver to the teams, I think. Gary (08:04) And Brian, the people are all different. And to have a one size fits all because the scrum guy says do X, and Z. Well, that'll work for some people, but it will not work for others. And it may even build resentment within the team because they feel that they're being treated unfairly. The focus, the theme of my book and the reason I wrote the book. Brian (08:06) Right, exactly. Gary (08:30) is that I had seen so many teams that were floundering under Scrum Masters who really didn't

    35 分鐘

  4. 11月20日

    #125: Embracing Gratitude in Challenging Times with Brian Milner

    Get ready for a special Thanksgiving episode where Brian Milner shares what he’s most grateful for this year and why a little reflection on gratitude can go a long way. It’s time to embrace the positives and celebrate the connections that keep us growing. Overview In this special Thanksgiving episode, Brian Milner takes a heartfelt pause to reflect on gratitude, expressing thanks for his listeners, cherished friendships, and the fresh ideas that continue to shape his Agile journey. He invites everyone to join him in acknowledging the positive aspects of their lives and to practice gratitude, especially during difficult times. References and resources mentioned in the show: Subscribe to the Agile Mentors Podcast Join the Agile Mentors Community Want to get involved? This show is designed for you, and we’d love your input. Enjoyed what you heard today? Please leave a rating and a review. It really helps, and we read every single one. Got an Agile subject you’d like us to discuss or a question that needs an answer? Share your thoughts with us at podcast@mountaingoatsoftware.com This episode’s presenters are: Brian Milner is SVP of coaching and training at Mountain Goat Software. He's passionate about making a difference in people's day-to-day work, influenced by his own experience of transitioning to Scrum and seeing improvements in work/life balance, honesty, respect, and the quality of work. Auto-generated Transcript: Brian (00:00) Hey there, Agile Mentors. Yes, I'm not saying my typical opening because this isn't a typical episode. I don't want to make anything cheesy here. It is Thanksgiving. It is around Thanksgiving time here in the US. And traditionally, I've given a little message around this time that's just me. And I won't take a lot of your time here today. But I do want to just kind of focus in a little bit on that concept of being thankful because I do think it's important for us to try to understand and be thankful for the things that we have in our life that maybe we don't always take time to kind of recognize. And this year has been a very kind of challenging years in some ways for our industry, for the profession, but it's also been exciting in some ways as well. And rather than dwelling on just things that would be kind of hypercritical or negative, I think it's important for us to maybe focus in on some of those positive things. So I'll just give you a quick hit list here of things that I, I just wanted to think about about three specific things that I thought were things that I am extremely thankful for this year at this point in my life. and in my interactions with people. The first and foremost, I'm not saving the best for last, I'm doing the best first. That's you, the listeners of this podcast. I can't thank you enough for tuning in and listening. You put out a podcast like this, you have no idea. It's kind of like you're shouting into the void. And you have no idea who is listening and who is not listening, what their desires are, what they want from you. That's why I beg you all the time for feedback, because I just want to know how it can be better for you. I just want to know how I can make this a better use of your time. But I've had the pleasure this year of getting to go to several conferences and going to those conferences is always my chance to kind of talk to face to face some of the people who listen to this podcast. And it is such a thrill. it, just excites me to no end when I'm at those conferences and someone comes up to me and says, Hey, I listened to the podcast. I really liked the stuff you put out there on that. And it really makes an impact for me. Or, you know, I'll hear someone come up and say, Hey, I just found it. I started listening from episode one. I'm now on episode 10 and, it's all been really, really impactful. And I just really appreciate, what you're doing there. So I, I just want to say a huge thanks to you. I mean, we couldn't keep doing this if we didn't have listeners. So I just, I really appreciate you. I appreciate that you're on this journey with me. We're kind of both learning together as we go through this because every episode I learn something from these guests that come through. And I know that you are as well. You're learning things as we go through these topics. So I just want to thank you for being along the ride with me. And especially thank you for those who have come up and introduced yourself and said hello to me over this past year. Really, really appreciate getting to meet you and learn a little bit more about you, about the things that you want and the things that you need. So thank you for being listeners. Thank you for being, for the people who send feedback and email us over our podcast at mountaingoatsoftware.com address. I really, really appreciate you. because we wouldn't be here without you. Another thing I thought I was really, really thankful for this year, the kind of in line with that is just new friends. We do a lot of this stuff, or least I should say, I do a lot of this stuff as a trainer out of my home office and spend several days with people in classes. And I make a lot of new friends through those classes just from people that I connect with and people who stay in contact with me. So I'm highly appreciative of those people that are kind of still on my radar and people that have come through classes with me and have stayed connected with me. But I'm appreciative of the people that I've gotten to spend some quality time with at the different conferences I've been at this year. There's been several conversations that I've had with people that have been so impactful to me, just really, really personal, sometimes emotional conversations I've had with individuals. And it just reminds you that it's human beings that are at the core of this, It's people. getting to know and understand people, I think, one of the joys of getting to do this kind of work. That you get to meet new people and get to hear their stories and learn how they see the world. So I'm really thankful for the new friends that have come into my life. through the course of the last year. And then I'm really thankful for new ideas. The guests that have come through here have, you know, many of them have kind of given me new ways of seeing things, kind of seeing things through a new lens that has challenged me. And I'm always really grateful. when an assumption or an opinion I have is challenged, I don't think of that as being kind of an aggressive thing towards me. I think of it as, well, that's kind of pushing my boundaries a little bit. I thought that I knew and understood this in this way, but now someone's challenged me to look at this from a different perspective. I look at this from a different viewpoint. And I am just enormously thankful that as I've... grown in this profession as I've been doing this now for, gosh, I've been a software developer maybe 25 years now, I'm that old. But given that, there are still plenty of concepts and ideas that they're never ending. There's never an end to the things that would challenge my assumptions or my beliefs about things and get me to really re-examine them. That doesn't mean I'm going to change all of them. But I tell people who come through the class, I don't have any problem with you challenging an idea. The idea isn't me. The idea is an idea. And I change ideas all the time. If I get presented with better information, if there's new data that comes out that says, hey, know that way we've been thinking about this, that's actually wrong, I embrace that. I welcome that. Because it's the reality. Right? And I don't want to continue down the road that's false. So I just really, really appreciate that idea that these ideas are not stale. These aren't ideas, aren't things that would just go by the wayside. These are things that constantly challenge us and get us to look at things in a new light. This isn't an awards acceptance speech, so I'm not going to go through the list of specific people. There's lots of people that I would thank and they know who they are. There's lots of people who work really hard for this podcast to work. And people like Mike Cohn who have mentored me and helped me to understand things that I would never have if I had not come in contact with them. So just really, really am thankful for all of those things. And I encourage you, it may sound like a silly thing, But take five minutes, take 10 minutes and just sit down with a blank piece of paper and just write out, if you were gonna make your top 10, right? What are the top 10 things that this year that you're thankful for, right? You don't have to go through, you know, just the stereotypical things that you might put down, but you know, if you were to think back over the past year, what would be the things that you are most thankful for over the past year? And as I said, I know it's been a hard year for a lot of people. But I think that when we are able to stop and do that and really understand, hey, here are the things that really have gone well. Here are the things I'm really thankful that I encountered or that happened to me in this last year. It really can have a dramatic impact on your outlook and how you see things and really what you look for moving forward, what you focus on moving forward. So I just encourage you, it's a week for that. It's a time when we do that here in the US especially, but if you're somewhere international and maybe you have a Thanksgiving on a different part of the year or a different day, or maybe you don't have one in your country, I encourage you to just take time out to do it. I think you'll appreciate it. I think it'll make an impact for you. So that's really all I got for you today. As I said, short little message, kind of traditional for us to do a little brief little Thanksgiving message here. again, I just want to thank you. Thank you for

    9 分鐘

  5. 11月13日

    #124: How to Avoid Common Product Team Pitfalls with David Pereira

    Curious if your product team is caught in common traps that limit success? Join Brian and David Pereira as they explore how to simplify workflows, make smarter bets with prioritization, and shift from output-driven thinking to delivering real value. Overview In this episode of the Agile Mentors Podcast, host Brian Milner chats with David Pereira, author of Untrapping Product Teams. Together, they dive into the common traps product teams face, the differences between project and product management, and practical strategies for prioritization. David shares insights from his book, offering advice on building healthier backlogs, creating adaptable roadmaps, and moving beyond a feature-obsessed mindset to focus on delivering true value. References and resources mentioned in the show: David Pereira Untrapping Product Teams by David Pereira Certified Scrum Product Owner® Training Advanced Certified Scrum Product Owner® Mountain Goat Software Certified Scrum and Agile Training Schedule Subscribe to the Agile Mentors Podcast Want to get involved? This show is designed for you, and we’d love your input.  Enjoyed what you heard today? Please leave a rating and a review. It really helps, and we read every single one. Got an Agile subject you’d like us to discuss or a question that needs an answer? Share your thoughts with us at podcast@mountaingoatsoftware.com This episode’s presenters are: Brian Milner is SVP of coaching and training at Mountain Goat Software. He's passionate about making a difference in people's day-to-day work, influenced by his own experience of transitioning to Scrum and seeing improvements in work/life balance, honesty, respect, and the quality of work. David Pereira is a seasoned Product Leader with over 15 years of experience guiding Agile teams to deliver real value faster. As CEO of omoqo GmbH and a top writer on product management, David is passionate about helping teams overcome challenges, unlock their potential, and simplify their workflows to drive meaningful outcomes. Auto-generated Transcript: Brian (00:00) Welcome back Agile Mentors. We are here for yet another episode of the Agile Mentors Podcast. I'm with you as always, Brian Milner. And today I have Mr. David Pereira with us. Welcome in, David. David Pereira (00:12) Let's be here. Brian (00:14) Very excited to have David here with us. David is the author of a new book called, Untrapping Product Teams. So product owners, this is going to be a discussion that I know you're going to find very interesting. We're going to be talking about a lot of things that have to do with product teams and sort of the ins and outs of working with your products. So David, just for starters, what inspired you to write the book? What was the main problem you were trying to address when you sat down to write this? David Pereira (00:42) pain. I have worked as a product person for many companies throughout the years, different countries, different sides. And one thing that I realized is that there many things going wrong. And sometimes we just don't know that it's wrong and it hurts. Then when we realize the question is, what are we going to do about it? So I started writing about untrapped products. From this perspective, Brian (00:43) Ha ha ha ha. David Pereira (01:12) of there's something wrong, we might not see, but let's start from this and then maybe we can transform how we work for the better. Brian (01:23) Awesome. Yeah, that's a great take on it. Cause I agree. There's certain times when as a product owner, know I've, you you're kind of chugging along and things are going okay, but then something happens and it's sort of like, wow, this is painful. I don't know where it's, I can't put my finger on what's going wrong, but there's something happening here. And you you try to push through it and just get past it sometimes. And it's, that's not always the best strategy. I know you talk about there being sort of these dangerous traps that are kind of typical traps that product people fall into. Can you share any of those with us? What are some of the dangerous traps you identified here? David Pereira (02:01) Sure, there's the classic one called the gigantic backlog. So the team looked at it and we're talking about product owners, but sometimes product owners get demoted to backlog owners and they don't even notice that. So that's one of the most classic traps, but there's also another I call the calendar driven framework. You may think you work with agile, but then you realize that you only do what is in your calendar. So that digitates what you're doing and so on. And you fall prey to what I call as a meeting marathon. Brian (02:38) Yeah. I want to go back a little bit to your, to the big backlog kind of, idea there, because I, I know that's a issue I've talked with people about in class a lot. And, I just want to get your take on this. Cause I, one of the things, you know, we'll, we'll discuss in classes sometimes just the idea of having too big of a backlog and, and kind of wrestling with it and trying to get it in shape. But the question always comes up, you know, you what's the. the right number. We ask a question in class and say, how big is your backlog? And you'll see different reactions from people. Some people, less than 50, other people 250, other people 1,000 plus items. Is there a number? Is there a number that beyond which it's all of sudden now too big? David Pereira (03:24) Yeah, for sure. So for me, first is understanding what is the backlog about. It is a vehicle to drive whether when you look at the backlog, should be able to tell a story. You should know where you're heading to. But when you look there, if you see a 60 year old Christmas wishlist that has everything in but you cannot connect anything, that's when it starts smelling. So for me, a good backlog will have no more than I would say two, three things ahead of us. There might be some things that are directions that we will continue refine and get it better and so on. But if we would have something that takes us like six months of work to get it through, maybe we are doing project management. Brian (04:12) So that's an interesting distinction. if we're moving into product, how would you define that then if we're saying project management versus product management, how do you define that difference? David Pereira (04:23) So project management in general, we assume we know what needs to happen. So we start planning on when we do what and how long we're gonna invest in this and so on. Product management is more about starting what is value, what do we want to achieve? And then we start embracing the unknown, facing reality, learning from it. And then the backlog will emerge from our learnings. So it means we know where we want to land, but how we're gonna get there. We know where to start, but not the next 3, 4, 5 steps. Brian (04:56) Love that. So that gets us kind of into talking about road mapping a little bit because I know that's one of the things you talk about in your book and kind of the idea of trying to plan a little bit far in advance. So if we have a backlog, it's really more two to three sprints versus six months. Do you recommend the product owners roadmap for longer than two to three sprints or is the roadmap just a two to three sprint roadmap? David Pereira (05:24) Sure. So the roadmap for me, it is about a different flight level. So the backlog is the now. What are we doing right now in the next two sprints as we talked about? The roadmap, we're looking at what is the overarching goal we are pursuing. So that could be, for example, a milestone that we aim to achieve for the next two, three months. And then the backlog will march towards that. But for the roadmap, I think it's still important to have something like, what is the direction for six months that maybe we are considering. But the farther we go, the more I would say blurry it becomes. It's more like a direction and we can feel free to adapt that. Brian (06:13) So help me understand here, because one of the things I think that I hear a lot of questions about in class is, since 2020, the Scrum Guide has added this idea of a product goal. And we've always traditionally thought about having a vision for the product. So now we have sort of this nested nature of having a vision, a product goal. And of course, we've always had sprinkles. How do you see those things related? relating to some sort of road mapping. David Pereira (06:45) Let's take a company here as an example. I like looking at the SpaceX. What is the vision? The vision is something audacious, inspiring, that people can connect with. Might be very hard to achieve, but it gives us guidance. For SpaceX, would say two words, populate Mars. That's the vision. It's very far. And what would be a roadmap goal? For example, something they achieved already. It's a step to get closer to the vision. Build a reusable rocket. That's something they spent a lot of time doing, and that could be a roadmap item. Then when you go to the sprint ghost, it's just a smaller step towards that. Brian (07:35) Gotcha. Yeah, that's great way to put it. I like that idea and I appreciate you using kind of a real world example. I think that kind of drives it home for everybody. I think it's obviously one of the things we talk about quite a bit in Agile is that idea of that we don't have any problem with planning. Planning is a good thing. What we have a problem with is plans that are so concrete that they're inflexible. So when we... I've always thought as a product owner, when we try to create these roadmaps, the further we get out from today, the looser, the less defined it is, the more rough the idea is, and the less people should count on there being any date that's going to be met based off of that longer term horizon. Of course, there are exceptions to this. You mentioned SpaceX, me

    29 分鐘

  6. 11月6日

    #123: Unlocking Team Intelligence with Linda Rising

    What makes a team intelligent? Brian and Linda Rising explore the surprising factors that foster group intelligence, from psychological safety to diversity, backed by groundbreaking research from MIT and Google. Overview In this episode of the Agile Mentors Podcast, Brian Milner sits down with Agile thought leader Linda Rising to explore the concept of group intelligence. They dive into what makes teams intelligent, discussing the importance of diversity, psychological safety, and social perceptiveness. Using research from MIT and Google, Linda also highlights how storytelling and a growth mindset can enhance team dynamics, leading to more effective and innovative collaboration. References and resources mentioned in the show: Linda Rising Fearless Change: Patterns for Introducing New Ideas by Mary Lynn Manns & Linda Rising MIT Center For Collective Intelligence Project Aristotle The Fearless Organization by Amy C. Edmonson Amy Edmonson’s TED Talks 3 ways to better connect with your coworkers - Mark T. Rivera’s TED Talk Advanced Certified Scrum Product Owner® Advanced Certified ScrumMaster® Agile For Leaders Mountain Goat Software Certified Scrum and Agile Training Schedule Join the Agile Mentors Community Subscribe to the Agile Mentors Podcast Want to get involved? This show is designed for you, and we’d love your input. Enjoyed what you heard today? Please leave a rating and a review. It really helps, and we read every single one. Got an Agile subject you’d like us to discuss or a question that needs an answer? Share your thoughts with us at podcast@mountaingoatsoftware.com This episode’s presenters are: Brian Milner is SVP of coaching and training at Mountain Goat Software. He's passionate about making a difference in people's day-to-day work, influenced by his own experience of transitioning to Scrum and seeing improvements in work/life balance, honesty, respect, and the quality of work. Linda Rising is an internationally recognized consultant, speaker, and author with a Ph.D. in object-based design metrics. Known for her expertise in agile development, retrospectives, and the intersection of neuroscience and software, Linda has authored five books and numerous articles. In 2020, she received the Lifetime Achievement Award from the World Agility Forum for her impactful contributions to the industry. Auto-generated Transcript: Brian (00:00) Welcome in Agile Mentors. We're back here with you for another episode of the Agile Mentors Podcast. I am with you as I always am, Brian Milner. And I wanted to introduce you today to someone I think you're really gonna enjoy here on this episode. I have the one and only Linda Rising with me. Linda, thank you so much for coming on. Linda Rising (00:09) Okay. It is my pleasure, Brian. Thank you so much for inviting me. It's a beautiful day here in Nashville, Tennessee. Brian (00:32) In Nash Vegas, yes. I actually spent a couple years in Nash Vegas. So I know that area back in the day, back in the day, because I worked at Opryland. So that'll tell you how long ago it was. Yeah, back in the dark times, right? But Linda, for those, if anyone who might not be aware, Linda is an author. She is... Linda Rising (00:33) Yeah! wow okay Brian (00:58) really what people would call an agile luminary. She has been involved with this movement for quite a while and has really, I don't think it's too far of a stretch to say shaped the conversation around this a lot with her research and other things that she's provided. we wanted to have her on because she, well, because it's Linda Rising, right? We wanted to have her on for that, but. Recently, she spoke at the Scrum Gathering, the regional Scrum Gathering that took place in Stockholm, and her topic just sounded really fascinating. I thought it would be fascinating for us to talk about. It was a topic of group intelligence. So Linda, I'm sure there's a lot of people out there like me that when they heard that the first time thought, I have no idea what that means. What does group intelligence mean? Linda Rising (01:43) Yeah. Actually, normally when I do anything, give a keynote or an interview on a podcast or the interviewer or the person who's inviting me will say, what would you like to talk about? That's what you did. What would you like to talk about with the idea that I could come up with a list of things I was interested in that I wanted to talk about because I knew something about it. Brian (02:09) Yep, it's true. Linda Rising (02:20) But in this case, no, it was, want you to be the opening keynote for this amazing gathering in Stockholm. and by the way, we want you to talk about group intelligence. So. That was about a year ago and I thought to myself, I don't know anything about, well, maybe I do. Maybe I do know something about group intelligence. But I have spent the past year getting ready for that talk. It was just a few weeks ago and along the way, what I found was it pulled together the research around this topic. pulled together a lot of things that I have been thinking about and it is still not over. I had to give that talk, there was a date for that, but now there are little threads that, as you say, I'm following those down various rabbit holes because they're connected to other things that I'm interested in. So this turned out to be, even though I didn't pick it and I didn't know a whole lot about it, It's turned out to be a great introduction to a different way of thinking. So we know what intelligence is, I think. Don't you? Do you know you have an idea? And aren't you intelligent? Brian (03:41) That's so awesome. Well, that's a quite a loaded question, right? Linda Rising (03:53) Of course you are and and so are our listeners our listeners are intelligent and what's interesting is that the psychologists who measure that They don't really have a definition for intelligence. What they do is they can test for it So have you ever had you know an intelligence test You know, an IQ test. Have you? Have you ever had one? Brian (04:25) You know what, I don't think I ever have, but I know my wife has, my daughters have, I'm very familiar with them, but I can't point back to one to say, hey, I know what my score was. Linda Rising (04:28) I'll bet you have. Well, sometimes you're given that test at a particular point, maybe in high school, and they didn't tell you that it was an intelligence test. You just took it along with the other battery of tests that you were taking at the time. And maybe they didn't tell you, you have an IQ of 145. They didn't tell you how smart you were. Brian (04:47) Yeah. Linda Rising (05:06) but somebody, somewhere, somehow along the way, they did. They measured it. And that's without having a definition for whatever it is. So what that test does is it says you're pretty good at solving a bunch of problems. And that's what the test is. Brian (05:17) That's amazing. Linda Rising (05:32) it asks you to look at some math problems, logic problems, spatial problems, different kinds of problems, and you either solve them pretty well or not so well, and when they are finished with that, that score on that test says something about how well you do at solving those problems. And that's what they're calling intelligence. Brian (06:03) I think I see where you're going with this because to me, if we're going to try to be very precise with words on that, I would say that sounds more like education. If I know how to solve a particular kind of math problem, that's because I've been educated to learn that. It's not a measure of my... Linda Rising (06:13) Yeah. Yep, yep. And so those tests, yeah, those tests do have a bias. They're biased toward people who have a certain kind of education biased against people who maybe didn't have that kind of education. Also, it doesn't even begin to talk about music. Here I am in Music City. Doesn't talk about musical talent. Brian (06:43) Yeah Linda Rising (06:46) It doesn't talk about your ability to perform, say, some sports activity, whether you're going to be a great basketball player or a baseball player. There are a lot of things that intelligence tests don't even, they don't even think about. Now, it doesn't mean this isn't a valid exercise because those IQ tests have been around a long time and they do measure what they measure, they measure it very well. And they do correlate with a lot of performance activities. In fact, if you were hiring somebody, the absolute best thing, if you could just do one thing, would be to give them an IQ test. That correlates most strongly with any kind of performance on the job. So it's a valid test, even if it has some biases, some problems. So that's individual intelligence and we call that IQ. So now the question is, can you do that for a group or a team? Brian (07:53) Yeah. Linda Rising (08:03) Could you say this group, could we measure it somehow? And if so, would it have the same kind of validity? That is, if they do well on this test, would that mean they would do well in the workplace? If we had that, then could we use it to say, all right, this team. is really going to be great for whatever it is that we wanted them to do. Is that possible? So obviously the answer is yes, or I wouldn't be here talking about it. Yeah. So the research is fascinating and it would take a long time to actually go into it, but it was started at MIT. The organization is called the MIT Center for Collective Intelligence. and they have been doing this now for over a decade. So this is not brand new out of the box. We're not sure where this is going. This has been happening and has been happening successfully. They do have a test. They can give it to a group. And what they find is that if the group does well, that group will also do well on other, just like IQ, other kinds of things that the test measures. And so, yes, they can measure group

    45 分鐘

  7. 10月30日

    #122: Empowering Diversity with Nosa Oyegun & Louria Lindauer

    Join us as we explore how Agile in Color is breaking down barriers in the Agile community and empowering people of color through mentorship, support, and leadership. Learn how you can be an ally and foster a more inclusive environment in your own Agile journey. Overview In this episode of the Agile Mentors Podcast, Brian Milner is joined by Nosa Oyegun and Luria Lindauer from Agile in Color to discuss the importance of diversity, equity, and inclusion within the Agile community. They dive into the mission of Agile in Color, barriers to entry and success for people of color in Agile, and the role of allies in fostering a more inclusive industry. The conversation also highlights the power of mentorship, vulnerability, and community support to drive meaningful change in organizations. The episode concludes with a call to action for listeners to engage with Agile in Color and contribute to the movement for a more diverse Agile community. References and resources mentioned in the show: Nosa Oyegun Louria Lindauer Agile in Color The Canary Code by Ludmila N. Praslova, PhD Email For Details of Coaching with Mountain Goat Software Subscribe to the Agile Mentors Podcast Join the Agile Mentors Community Mountain Goat Software Certified Scrum and Agile Training Schedule Want to get involved? This show is designed for you, and we’d love your input. Enjoyed what you heard today? Please leave a rating and a review. It really helps, and we read every single one. Got an Agile subject you’d like us to discuss or a question that needs an answer? Share your thoughts with us at podcast@mountaingoatsoftware.com This episode’s presenters are: Brian Milner is SVP of coaching and training at Mountain Goat Software. He's passionate about making a difference in people's day-to-day work, influenced by his own experience of transitioning to Scrum and seeing improvements in work/life balance, honesty, respect, and the quality of work. Nosa Oyegun has over 15 years of experience, and is a seasoned Agile Coach passionate about empowering cross-functional teams, removing impediments, and championing customer-centric solutions. Skilled in Agile frameworks like Scrum and Kanban, she focuses on fostering collaboration, driving value delivery, and nurturing growth for individuals, teams, and executives. Louria Lindauer is a dynamic enterprise strategist and coach with over 25 years of experience, known for transforming complex challenges into clear, actionable solutions. Certified in DEI strategy, Agility, and Emotional Intelligence Leadership, she helps leaders build vision, empathy, and bold organizational cultures where courageous truth and sustainable change thrive. Auto-generated Transcript: Brian (00:00) Welcome in, Agile Mentors. We are back. We're here for another episode of the Agile Mentors podcast. And today, I have with me actually two guests. I know, you're shocked, right? I only ever really usually have one, but I have two. Two for the price of one today, right? I have with me Nosa Oyegun and Luria Lindauer. Welcome in, guys. Nosa Oyegun (00:27) Thank you. Thank you for having us. Louria Lindauer (00:30) Yes. Brian (00:30) Delighted, absolutely delighted to have you guys here. And I hope I said your names correctly. If I didn't, please correct me. OK, awesome. Well, for the listeners, I did get help before. just so you know. But we're here because both Nosa and Luria work for, or are associated with, I should say, associated with an organization called Agile in Color. Nosa Oyegun (00:37) You nailed it. Louria Lindauer (00:38) You did. You did it. Brian (00:56) And I've known several people that have been in and around and involved with that organization. And I just thought it would be a good idea to have them come on and tell us a little bit about it and kind of help us understand a little bit about the mission and purpose there, what they're trying to accomplish with Agile and Color. So let's start with that. Give us kind of a, if you had to describe it, why does Agile and Color exist? Nosa Oyegun (01:24) I would say Agile and Color exists for people who look like us, right? Now, does it include everybody? Yes, we do have members who do not necessarily look like us on the outside, but we all bleed red, right? And so it is a group of like-minded individuals who have come together and said, how do we support our community? How do we support those who are already in the industry? And how do we support those who are trying to get into the industry? Because one of the things that we've realized within the community is there are so many people who might want to get into the industry, but do not have the resources. And so we consider ourselves that resource hub to be able to allow and say, hey, why don't you reach out to this? Why don't you contact this? But that is the sole purpose of being able to mentor and be mentored, just like you always say, Brian. Brian (02:15) Love it, love it, thank you. Yeah, that's awesome, that's awesome. That's a great mission and a great purpose. I know, in today's world, I think there's a lot of confusion around kind of the diversity, equity, inclusion kind of whole topic area and maybe some controversy that may be unfounded and just kind of silly. I'm just kind of curious. I mentioned both your perspectives on this. Why do you feel like really that diversity, equity, inclusiveness, why do you feel like that's an important thing for Agilist, for Agile teams, for Agile organizations? Louria Lindauer (02:48) Hmm. Okay, so this is one of my loves. do a lot of push-packing inclusion. It's important for no matter who you look like for everyone. I'm sure you love a sport. What sport do you love? Okay, so you go with a group. Brian (03:14) gosh, football. Football's my sport. Louria Lindauer (03:18) Going with me to a sporting event, I'm not your people, right? But you wanna go with your people. You wanna go have some fun so you don't have to explain why the ball just went out of bounds and why he's down, is he hurt? And I'm asking all these goofy questions, right? And the reason it's so important is because we need diversity of thought. Because in any, like let's think of a group and let's take away the one dimensional just color, which it is very important. That is a important part. It's a part of who I am as a human being. We are multi-dimensional. I'm sure that you're just not Brian. I'm sure you're just like Brian with the glasses. There's so much that encompasses you. know, like me, I'm a mom, I'm a daughter. You know, I'm an agilism diversity, I include them so many different things. And to be able to have that diversity of thought allows us to have cross-functional teams. But the biggest thing is it's a sense of belonging. So I don't have to explain why maybe my hair is like this or the challenges that I embrace in an organization. There's systematic discriminations in almost all organizations. Because that's just where we, as we change, there's still things that were a certain way. And so now what's important is that we start to recognize those. And you may not see them. So like, I'll give you an example. If you came, well, I was gonna say to my dinner, but my family's very diverse. My dad is... white and Jewish. But anyway, if you go to where I am, you know, into my family and we were in a group, I'm the majority. And so we welcome you in. In the organizations, Aladi's organization, was the only, I have a background in South American, the only Black woman, period. And as we move higher, it becomes very lonely. And even CEOs become lonely because they're the only one. Brian (04:47) Hahaha. Louria Lindauer (05:15) And so when we get together, it's about leadership opportunities, but it's also about that sense of belonging. We can talk about things that other people may not understand. Because this is about people of color as well that come and we can share. It's so important to have a place where we can talk about the things we want to talk about, just like you want to talk about football facts without explaining to me all that stuff I don't understand. Brian (05:40) Right, right, that makes sense. Nosa, anything that you would add to that? Nosa Oyegun (05:43) would even say that the interesting part about it is, like Loria alluded to, is the fact that we all have the story. And so when we all get into the room, what's that shared story that doesn't create that imposter syndrome? Or just that life experience? I can look at Loria and say, hey, I'm having a bad hair day, and she knows what I'm talking about. And so it's the beauty of having that shared experience and being able to say, it's a safe space. You can talk about your fears and we can lock arms together and make this happen for you. Brian (06:23) Yeah, now this is so good. Yeah. Yeah, please. Louria Lindauer (06:23) And can I add one more thing is the beauty also, Nosa and I are very different also. So I learned from her. She has a totally different background from me. A lot of people think because we're all per se like black, we come from very different. I have a friend, she's Nigerian and she came here at a very young age and she did not understand why people were like almost, she felt targeted. as a Black person. She was like, what is going on with all of these isms and race? I don't get it. And so that very different experience opens up insights and perspectives that even happen with people of the same color because people know that people are different. We're all different. Yeah. Brian (07:13) That's really good. I mean, for the listeners here, I mean, I wanna be real, right? I want us to have some honest discussion here because I think you have to have honest discussion here when we talk about things like this. what you guys said, I think is a really important consideration because we all have our own. kind of biases that we may not even be

    37 分鐘

  8. 10月23日

    #121: Busting the Biggest Myths About Agile Tools with Steve Spearman

    Can Agile tools really teach you Agile practices, or are they just supporting players? Join Brian and Steve Spearman as they unpack the myths surrounding tools like Jira and discover why the process should always come before the tool. Overview In this episode of the Agile Mentors Podcast, Brian Milner and Steve Spearman debunk common myths about Agile tools, with a special focus on Jira. They stress that tools are not a replacement for Agile principles, and the process should guide the choice of tools, not the reverse. The conversation dives into how Agile tools can enhance transparency, why communication is key to effective Agile practices, and the importance of adapting tools to fit unique team workflows. References and resources mentioned in the show: Steve Spearman #43: Cultivating Agile Team Culture in a Virtual World with Richard Cheng #29: Influencing Up with Scott Dunn #71: The World of DevOps with Carlos Nunez Jira Miro Mural Trello SAFe LeSS Certified ScrumMaster® Training and Scrum Certification Certified Scrum Product Owner® Training Mountain Goat Software Certified Scrum and Agile Training Schedule Join the Agile Mentors Community Subscribe to the Agile Mentors Podcast Want to get involved? This show is designed for you, and we’d love your input. Enjoyed what you heard today? Please leave a rating and a review. It really helps, and we read every single one. Got an Agile subject you’d like us to discuss or a question that needs an answer? Share your thoughts with us at podcast@mountaingoatsoftware.com This episode’s presenters are: Brian Milner is SVP of coaching and training at Mountain Goat Software. He's passionate about making a difference in people's day-to-day work, influenced by his own experience of transitioning to Scrum and seeing improvements in work/life balance, honesty, respect, and the quality of work. Steve Spearman is a Certified Scrum Trainer® and Agile coach, passionate about helping teams thrive, drive business improvements, and master the art of managing change. With expertise in Agile training, scaled Agile, and leadership, Steve empowers organizations to navigate their Agile journeys smoothly and effectively. Auto-generated Transcript: Brian (00:00) Welcome in Agile Mentors. We're back for another episode of the Agile Mentors Podcast. I'm with you as always, Brian Milner. And today I have a very good friend of mine, a mentor of mine, Mr. Steve Spearman is with me. Welcome to the podcast, Steve. Steve (00:14) Thank you, Brian. It's great to be here with you. Nice to see you. Brian (00:17) Nice to see you as well. Yeah, Steve helped me out when I was trying to become a CST and I got to learn a lot from him, watching him teach his classes. So he's a pro. He's a CST, he's a coach and trainer and if you're interested, I recommend his classes. I think he's an excellent trainer and would have no hesitation sending anyone to one of Steve's classes. We wanted to have Steve on because we had this topic that got, actually, this is a listener suggestion. So we're always happy to take listener suggestions. And this is one that one of you sent in saying that you wanted us to kind of dive into and discuss a little bit about myths that are out there about Agile tools. So Steve, what does that mean to you? are some of the, is there a main kind of myth that you? you've heard more often than others about Agile tools. Steve (01:16) I think, Brian, the one we hear all the time, right, is this one that essentially Jira is Agile, right? And we're like, well, Jira is a very popular tool for people to use with Agile. It's might or might not be like most of us who do this. That may not be our favorite, honestly, but it is very popular for some pretty good reasons. So that's, I think, the most common one. And then just the idea that somehow it gets to the confusion people have about being a methodology and stuff, right? That essentially, if you just would implement the tool, then you'd be doing Scrum well, right? And that would be the important thing when in fact, I think most of our recommendations would be a little bit the opposite of that, right? Which is to come up with your own approach to doing things in Scrum and then maybe figure out a tool that helps you with that. Brian (02:06) Yeah, I agree. I've heard that quite often. And I've encountered organizations in my career where I'll ask them if they're Agile or if they are familiar with or no Agile. yeah, we have JIRA. OK, well, not quite what I was asking, but I appreciate the sentiment. But yeah, I mean, I agree. There's probably some mixed reviews on that as a tool. Steve (02:24) Yeah. Brian (02:36) I mean, personally, I'll say I've used it to run, you know, Agile organizations before. I'm not a hater of it. I think it's fine. I think it works. I mean, I don't know what your opinion here is, Steve, but people often ask me if there's a tool I recommend to kind of run projects and. You know, my standard answer is there's not one that I think is better and outshines all the rest. I think they all have their strengths and weaknesses and you just kind of have to tweak and adjust them to make them match, you know, your process. But that's the key, right? Is that process over the tool. Steve (03:17) Yeah. I've, you know, Jira I think is popular for a lot of reasons. One is, usually it's about half the per seat cost of a lot of the other ones. And so that for a lot of companies right there, that's that's a pretty big factor thing. I liked about it. Maybe similar to your experience, Brian was that if you're a little bit more of a techie, it's pretty programmable. You can go in and you could tweak it and you can make it do all kinds of things. And so that's maybe it's strength and it's weakness that it takes a little more investment, but you can do quite a bit with. Brian (03:47) Yeah, I agree. It is pretty flexible. The main thing I try to tell people who use it and are asking about, this going to be viable? Will it work for our purposes? The main thing I think they have to understand is the history of it. The Jira is really a bug tracking software. Well, let me be clear. It was created as a bug tracking software, right? Right. Steve (04:12) Yeah, ticketing system in general, yeah. Brian (04:15) Right, a ticket system. And when you know that, and then you get into the nomenclature and you look at the layout of how everything is within it, that makes sense. can see, cause you know, like the standard thing there is an issue, right? There's different issue types, but the standard thing is an issue. Well, that's because it was meant to handle support issues. Steve (04:35) Yeah. And also the, you know, we commonly use the word tasks, of course, in Scrum, not an official thing, but a very common thing we talk about. And Jira speak is subtasks. And that's just history again, of, know, where it came from. And, you know, a long, long time ago, you had to have a plugin to Jira to do Agile. It was originally called, I believe, Grasshopper many, many years ago. And then they ended up just calling it like Jira Agile for a very long time. And then as... Brian (04:57) Yep. Steve (05:04) it became a bigger and bigger piece of their market, they just kind of wrapped it all up in JIRA now, I think. Brian (05:09) Yeah, we both been around long enough to have been part of those days. So I remember those very well. Yeah, I mean, like I said, I think JIRA will do a fine job for you if that's what you're with. wouldn't, you some organizations using it, I wouldn't say, by all means stop and use something else. I think you can make it work. I think you just have to look at it and say, all right, I understand this is based on this. So now I just need to configure it and adapt it. really for the process we want to do. And I know from my standpoint, I've used it multiple times where when you configure it the right way, it will handle things the way that you, at least from my perspective, the way I usually think is the right way to implement it with a team or an organization. So it works. I can make it work. It just takes some tweaking. I guess for mine, but yeah, it's not Agile. It's not being Agile just because you're using Jira. Steve (06:11) Yeah, and it's kind of the good and the bad thing about tools. think people like them because, you know, I can assign people tickets and things like that, you know, and so like, you know, people, it's clear who's got things and stuff. That's also a weakness though, too, because it, you might say, all I have to do is assign it in the tool and I don't have to talk to you now. I just say, look, you, I signed you this ticket or something. And that's not great from my perspective. And then the other one is that when you, when you, change states and things in the tool. That lets everybody know where things are, and that's good, and it gives you tons of reports and things, and people like those. But it's also less visual than a lot of us are, which back in the day, we liked sticky notes on a board. I that was the thing. That was the thing. And so what I'm leaning toward myself a little more these days is tools like Muro and Mural and so forth that are very visual, and they're often sticky note-based kind of things. Brian (06:55) Yeah. Steve (07:09) And that allows you to do a lot of the stuff we used to do physically, but they don't have the same reporting capabilities. And so that's where we get these trade-offs that I think we're going to see with these tools. Brian (07:22) Yeah, I agree. I agree. Yeah. I'm, I'm, I'm the same way. And in fact, you know, when I said that earlier, someone asked me what my favorite tool is, you know, I said, my default answer is usually I don't have a favorite, but, if they push me, what I'll tell them is my favorite is just no cards or post-it notes, you know, like that's really, that's really what I, I have

    38 分鐘
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簡介

The Agile Mentors podcast is for agilists of all levels. Whether you’re new to agile and Scrum or have years of experience, listen in to find answers to your questions and new ways to succeed with agile.

資訊

  • 創作者
    Brian Milner and Guests
  • 活躍年代
    2022年 - 2024年
  • 集數
    129
  • 年齡分級
    兒少適宜
  • 版權
    © 2023 Mountain Goat Software
  • 節目網站
    Agile Mentors Podcast

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