Posted by Daniel Burm around lunchtime: January 13th, 2012
Scaling the productowner (PO) role is tricky business. When you scale up too much within the same context, things become cumbersome. We don’t want to bring back the same centralized fear ridden ineffective decision making climate, we tried to kill off in the first place. When people spend so much time and effort to bring back entrepreneurship, they don’t want to create layer over layer of hierarchical PO/CPO relationships.
So if there is this perceived risk of fallback involved, why do we actually want to scale the PO role at all?
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Posted by Daniel Burm in the late afternoon: December 23rd, 2011
My motto regarding innovation is: being a first mover is a strategic choice, moving fast isn’t. Agile and scrum can help you move fast, so how can it accommodate innovation?
Posted by Daniel Burm in the late evening: December 8th, 2011
A walking skeleton as meant in scrum is not always feasible. That’s the first sentence of one of my previous blogs. This one starts the same but approaches the subject from a different angle. The angle here is that we teach people to make story maps based on personas; the user, administrator and so on, but we don’t actually take into account that the product has to be bought by someone and how that decision actually works. This blog post tries to tie complex buying decisions into story mapping, to find the shortest route to a sellable Frankenstein, rather than a mere bag ‘o bones.
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Posted by Daniel Burm around lunchtime: November 25th, 2011
I am convinced that the next blue ocean of agile minds can be found in the creation of sharing ecosystems that are built on shared purpose, trust, intuition and a facilitation of the deeply wired human urge to cooperate as a collective. Understanding that modern day individualism is smothering our effectiveness is a catalyst for our drive to start working together and forming the effectiveness of these systems.
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Posted by Daniel Burm around lunchtime: November 1st, 2011
A walking skeleton as meant in story-mapping, being the minimal marketable/ shippable feature set, is not always feasible. When working from existing system environments I am quite inclined to argue that in these situations it is often the best route to base your first product slice on risk rather than end-user value, but only if the support is there to enable you.
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Posted by Daniel Burm in the early morning: September 16th, 2011
Agile companies that want to create real ownership, have to say goodbye to traditional stakeholdership and embrace “joint company stakeholdership”. Remain to be an old-skool stakeholder in an agile environment and you will possibly act as a “stakekeeper” instead of a “stakesharer”, therefore withholding the company “staketakers” from focus on value and real ownership of results.
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Posted by Daniel Burm mid-afternoon: August 26th, 2011
Some time ago I saw an interview on a talk show that intrigued me. It kept me thinking and even to this date the topic discussed still puzzles me. In modern day organizations and markets more and more emphasis is placed on efficient behavior which should lead to better results and better ROI. Effective behavior is also sometimes mentioned, but way less often and it’s is not elaborated upon as much as efficiency. Maybe it’s because both nouns have two f’s and a lot of e’s, so people tend to forget about effectiveness?