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Radyology - Ben Rady - 2 hours 13 min ago
Microservices have problems. Monoliths have problems. How do you wind up in a happy middle? Here's what I do. As I talked about in my new book, I'm skeptical of starting systems with a microservice architecture. Splitting a new system... Ben Rady
Categories: Blogs

Generic JS Android API wrapper for React Native

Xebia Blog - 7 hours 33 min ago
During a React Native project for one of our clients we added some custom Android and iOS libraries to our code and wanted to call a few exposed methods. In such a case, React Native requires you to write a wrapper class to call those public APIs. It was a small boilerplate nuisance and these
Categories: Companies

Five Rules for a Minimum Viable Product Strategy

Scrum Expert - 7 hours 50 min ago
The Minimum Viable Product (MVP) is defined in Wikipedia as “a product which has just enough features to gather validated learning about the product and its continued development.” In this article, Sergiy Andriyenko proposes fives rules to apply successfully a Minimum Viable Product strategy. Author: Sergiy Andriyenko, Svitla, The best example to explain the Minimum Viable Product (MVP) strategy might be the “….Got Talent” shows. Think about it. At the first performance the participants have basically nothing but their talent and their homemade performance to say “Hello, World”. They have about one minute to reach WOW effect and find out whether or not their idea has desirable impact on the audience. And if they manage to surprise it like Susan Boyle did, they begin developing and growing to become well-known stars. Minimum viable product often misguides those who are willing to use this strategy to start a new project. As the standard definition “a strategy for fast and quantitative market testing” happens to be narrow and a bit misleading, experts discuss other important features of successful MVPs. And while the number of pros and cons continues to grow, more articles and even books appear. Having used a MVP approach in projects like, and several mobile apps, we found it very useful. So we have summarized in this article the top rules that can help you to put MVP thinking into action. Rule #1: Correct Focus MVP helps to focus on the key problems, your potential customers experience [...]
Categories: Communities

URI/URL Encoding Strings In JavaScript/Node.js

Derick Bailey - new ThoughtStream - 10 hours 2 min ago

I recently found myself needing to URL encode a string, in Node – to convert a space into %20 in this case, but also to handle other scenarios.

My initial thought was “oh, great – I’ll need to find a library that doesn’t completely suck”.

Turns out I didn’t need to find anything. JavaScript has a built-in function to handle this: encodeURI

Pass any string to it, and it will produce the correctly encoded string as output:

There is a decodeURI method as well, to take an encoded string and produce a decoded version:

These methods have been in JavaScript since EMCAScript 3, I just never knew about them until a few days ago.

The next time you need to encode or decode a URL or other URI string, then, you can do so with JavaScript’s built-in functions.

Categories: Blogs

Targetprocess v.3.8.6: Batch Delete from context menu, Quick Add Relations in Lists and Boards, Focus on selected cards, Import/Export for Team States and Teams

TargetProcess - Edge of Chaos Blog - 13 hours 48 min ago
Batch delete

We are on our way to making batch actions easier to perform. To start, we've enabled batch delete using a context menu for all view modes where a group of cards can be selected (Board view, Timeline view, One-by-one view and a clipboard). 


Quick Add Relations in Lists and Boards

From now on, it will take less clicks to add relations to your entities. Quick Add is now available from Relations Lists and Board views.


Focus on selected cards

Before v3.8.6, you could only focus on whole lanes. Now, you can focus in on cards as well. Select cards and (or) lanes you want bring into focus, and then press the Focus button at the top of the view.


Import/Export for Team States

Your data can now be exported to a CSV file with all Teams and Team State fields intact. Just build a view with entities you are interested in and click the ‘Export’ button from the ‘Actions’ menu to download a CSV file. You can also set these fields from a CSV file if you map the Teams, Team State, and Team Iteration fields before importing.

Date units for project

Several new units have been added for cards: Planned Start, Planned Finish, Forecasted Finish, and Anticipated Finish. Go to the Customize Cards tab in a view's settings to add these units to your cards.


Inline edit allocations on a project/person/team view

Inline Editing of Percent Participating and Start/End Date in the Allocations list is now available! Hover the mouse over a unit and edit the value with one click. The option is available on User/Team/Project Detailed views.


Fixed Bugs:
  • Fixed copying an entity with all its custom fields values
  • Fixed Rich Text Custom Field display in a Print view
  • ‘Remove Relation' button is replaced with the ‘Unlink’ button
  • Improved Global Quick Add Performance
  • Fixed attachment display for users that are not the attachment's owner
  • Fixed highlighting of cards in a clipboard
Categories: Companies

Why You Need Lean Beyond a Team

NetObjectives - Mon, 05/02/2016 - 08:34
This blog was inspired by a good blog by Luis Gonçalves called, 5 Crazy Reasons Why Agile Does Not Work in Germany. Good blog, although I think this blog is more about the limits of Agile than it is about the culture of Germany. Back in 2005 I started getting in trouble with the Scrum/Agile community for saying that effective Agile required Lean - the result being that I ultiately got thrown off...

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Categories: Companies

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The post Promotional: Video About our Agile Training appeared first on Agile Advice.

Categories: Blogs

Validation inside or outside entities?

Jimmy Bogard - Fri, 04/29/2016 - 21:45

A common question I get asked, especially around a vertical slice architecture, is where does validation happen? If you’re doing DDD, you might want to put validation inside your entities. But personally, I’ve found that validation as part of an entity’s responsibility is just not a great fit.

Typically, an entity validating itself will do so with validation/data annotations on itself. Suppose we have a Customer and its First/Last names are “required”:

public class Customer
    public string FirstName { get; set; }
    public string LastName { get; set; }

The issue with this approach is twofold:

  • You’re mutating state before validation, so your entity is allowed to be in an invalid state.
  • There is no context of what the user was trying to do

So while you can surface these validation errors (typically from an ORM) to the end user, it’s not easy to line up the original intent with the implementation details of state. Generally I avoid this approach.

But if you’re all up in DDD, you might want to introduce some methods to wrap around mutating state:

public class Customer
  public string FirstName { get; private set; }
  public string LastName { get; private set; }
  public void ChangeName(string firstName, string lastName) {
    if (firstName == null)
      throw new ArgumentNullException(nameof(firstName));
    if (lastName == null)
      throw new ArgumentNullException(nameof(lastName));
    FirstName = firstName;
    LastName = lastName;

Slightly better, but only slightly, because the only way I can surface “validation errors” are through exceptions. So you don’t do exceptions, you use some sort of command result:

public class Customer
  public string FirstName { get; private set; }
  public string LastName { get; private set; }
  public CommandResult ChangeName(ChangeNameCommand command) {
    if (command.FirstName == null)
      return CommandResult.Fail("First name cannot be empty.");
    if (lastName == null)
      return CommandResult.Fail("Last name cannot be empty.");
    FirstName = command.FirstName;
    LastName = command.LastName;
    return CommandResult.Success;

Again, this is annoying to surface to the end user because I have one validation error at a time being returned. I can batch them up, but how do I correlate back to the field name on the screen? I really can’t. Ultimately, entities are lousy at command validation. Validation frameworks, however, are great.

Command validation

Instead of relying on an entity/aggregate to perform command validation, I entrust it solely with invariants. Invariants are all about making sure I can transition from one state to the next wholly and completely, not partially. It’s not actually about validating a request, but performing a state transition.

With this in mind, my validation centers around commands and actions, not entities. I could do something like this instead:

public class ChangeNameCommand {
  public string FirstName { get; set; }
  public string LastName { get; set; }

public class Customer
  public string FirstName { get; private set; }
  public string LastName { get; private set; }
  public void ChangeName(ChangeNameCommand command) {
    FirstName = command.FirstName;
    LastName = command.LastName;

My validation attributes are on the command itself, and only when the command is valid do I pass it to my entities for state transition. Inside my entity, I’m responsible for successfully accepting a ChangeNameCommand and performing the state transition, ensuring my invariants are satisfied. In many projects, I wind up using FluentValidation instead:

public class ChangeNameCommand {
  public string FirstName { get; set; }
  public string LastName { get; set; }

public class ChangeNameValidator : AbstractValidator<ChangeNameCommand> {
  public ChangeNameValidator() {
    RuleFor(m => m.FirstName).NotNull().Length(3, 50);
    RuleFor(m => m.LastName).NotNull().Length(3, 50);

public class Customer
  public string FirstName { get; private set; }
  public string LastName { get; private set; }
  public void ChangeName(ChangeNameCommand command) {
    FirstName = command.FirstName;
    LastName = command.LastName;

The key difference here is that I’m validating a command, not an entity. And since entities themselves are not validation libraries, it’s much, much cleaner to validate at the command level. Because the command is the form I’m presenting to the user, any validation errors are easily correlated to the UI since the command was used to build the form in the first place.

Validate commands, not entities, and perform the validation at the edges.

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Categories: Blogs

WSJF - Should you divide by Lead Time or by "Size"?

Improving projects with xProcess - Fri, 04/29/2016 - 17:52
This article is the fourth in a series of blogs on Cost of Delay (CoD) and Weighted Shortest Job First (WSJF).

Note: terms in boldface are defined in the Glossary of  Essential Kanban Condensed which is available hereTo get the background to this piece check out these previous posts:
Part 1: Understanding Cost of Delay and its Use in Kanban
Part 2: Cost of Delay Profiles
Part 3: How to Calculate WSJF
Part 4: WSJF - Should you divide by Lead Time or by "Size"? (this article)In Part 3 we established why the factor used for prioritising work items is urgency divided by the development delay (U/D). Whichever item has the highest value for this term (sometimes referred to as the "wisjif") should be done first. Urgency is the rate of decay of the business value (the Cost of Delay per week) and we must estimate both the business value and CoD profile to derive this. In this post however we focus on the other variable. What is the appropriate value to use for D?

OK I'm going to tell you my conclusion before looking at why. It's a surprising conclusion (at least for me!). My conclusion is that you should use "size", or a proxy for size like the estimated number of "user stories" in the work item, rather that the period of time before the item is released (Customer Lead Time). Mmm... if that's surprising to you (or if you've no idea why it might be surprising) read on!

Why use "size" rather than Customer Lead Time in WSJF?

To me the "first-glance" obvious answer to the question "What is D?" is Customer Lead Time. The business value is not realised until the item is delivered and "live". So the delay we are talking about is the time from the decision to implement (known as the commitment point in Kanban) to the release date; in other words, the Customer Lead Time. Some people have suggested that an estimate of the "size" of the item in some units (such as number of stories or story points) is an effective proxy for Lead Time. In fact it is a very poor proxy for this. (See for example Ian Caroll's blog looking at correlation between size and Lead Time. The correlation is very weak, possibly non-existent!) The reason for this is low Flow Efficiency - the ratio of time working on an item to elapsed time. If Flow Efficiency is in single figures (typical for most teams) it is not surprising that size does not correlate well with Lead Time. Therefore we can't use size as a proxy for Lead Time. So why did I conclude that size is the correct divisor for wisjif?

Let's go back to the derivation of WSJF in the previous article (How to Calculate WSJF). The assumptions we used were that: the urgency was constant over the period of interest; and importantly, that the team's WiP limit was 1. Basically we assumed the second feature had to wait until the first feature had been delivered before we started on the next feature. In these circumstances the delay, is equal to Customer Lead Time - both for the wait until benefit occurs and for how long the previous item holds up the product team before it can start the next item. In reality these are two different wait times if the WiP limit is allowed to be greater than one. The delay before benefit occurs is still the Customer Lead Time (let's call this T), but the team is held up by less that the Customer Lead Time - they can work on another work item while the first item is held up by a blocker or waiting for release. 

This changes the equation for the value realised by implementing item 1 followed by item 2. In the previous article we found this to be:

No we are considering the time that the team is held up is a shorter time than the time before the value is realised. Let's say the teams working on this product have capacity to deliver "stories" at an average rate of C stories per week. and that the estimated number of stories in the two work items are s1 and s2
So the amount of time that the second item is held up by the first item is s1/C. The rest of the Customer Lead Time, T, is waiting time - let's call that w. So...
The value realised from item 1 followed by item 2 is now seen to be:Again subtracting this same formula with the order of the items reversed (and seeing most of the terms cancel out), gives us the difference in value between the alternative orderings, as:We can see from this formula that it is the term urgency divided by size for the 2 items (U/s) that determines which order is best. We do not need estimates of lead times for the items to find the optimum order for the work items.
What if the "urgency" is not a constant?
What about the other important assumption in the simple WSJF formula - that the urgency (CoD per week) is a constant? In general, urgency is not constant for work items over the whole period that there is still value in implementing them. However this does not matter if the urgency is constant during the period that the competing items to be ordered will be implemented. In this case we can just go ahead and use the formula. 
For "Fixed Date" items the formula is not appropriate. The determinant for when Fixed Date items should be started is the "last responsible moment", taking into account uncertainty in Customer Lead Time, and the degree of risk that is acceptable to the customer. The determinant for whether Fixed Date items should be started is the total value of the item, compared with the loss of value that occurs by delaying the next highest item to be prioritised. Usually we can just start Expedite items immediately and Fixed Date items before the last responsible moment without the need for estimation or calculation, making WSJF useful only for the ordering of Standard items. 
Intangible items would not be selected at all if we only applied the WSJF formula, since their immediate urgency is low. Nevertheless it is helpful to always include some Intangible items in the schedule for flexibility (if customer SLAa are threatened), and for preparation for future events. Policies around the use of Intangible items can be tuned to the business context and strategy.
Categories: Companies

The Product Samurai Strategy Canvas

Xebia Blog - Fri, 04/29/2016 - 17:00
"May you live in interesting times" said Feng Menglong in 1627, and it's never been a more fitting expression than today. With companies leapfrogging in the age of disruption to change the way they work and the business models that they use. Scrum has brought us autonomous hyper productive teams that can quadruple your output,
Categories: Companies

Unleash the Power of the Whole Person

Agilitrix - Michael Sahota - Fri, 04/29/2016 - 16:56

In this post I will share how to unleash the power of individuals in your organization by inviting in the whole person. Below is the visual summary. People are powerful when we invite the whole person to work: spirit, heart, body, and mind. Key environmental ingredients are: safety, trust and valuing people as human beings. Your […]

The post Unleash the Power of the Whole Person appeared first on - Michael Sahota.

Categories: Blogs

The Secret To Being A Better Developer

Derick Bailey - new ThoughtStream - Fri, 04/29/2016 - 13:30

As a software developer, technical skills are a must – they are absolutely necessary, but they are also not sufficient.

The reality of what we do is far more than just logic and processing and making computers do things.

If technical skills are required, but not enough, then what else is there? What’s the secret to being a far more effective software developer?

Categories: Blogs

Working towards my Personal Scrum

Scrum Breakfast - Fri, 04/29/2016 - 09:00
Two weeks ago I read an article that changed how I organize my life.

I have a problem. Despite teaching people and organizations how to organize their work effectively, how to prioritize, about the evils of multi-tasking and the importance of sustainable pace, I have never been able to get my own to-dos under control. By extension, my life has never really been under control either. So I often work late into the night, almost every night, and on the weekends as well.

I have experimented with the Pomodoro (I could never get myself to stop working after 25 minutes. I want something done before I can put it down) and Personal Kanban (post-its with waiting-working-done around the screen of my notebook (the problem wan't the WIP but the length of the backlog). The results of my attempts was always the same: I worked very hard, getting things done one after the other, but my work schedule always extended into the night and over the weekend.
An experiment with timeboxing tasks/goalsTwo weeks ago, a read an article on linked in, Critical Things Ridiculously Successful People Do Every Day, by Travis Bradberry. His first recommendation: "[F]ocus on minutes, not hours." Enter your program in your agenda. A light went on. If I am going to do something, the first question I must answer is when am I going to do it? Then I block the time for that activity. What happens if I don't have time for it? Either postpone it, don't do it, or cancel something else.

So I decided to try an experiment. For one week, I would schedule every major activity I needed to accomplish. From Sprint Planing for the SBC website, to quotes I needed to send customers, a talk I needed to prepare, to packing for my trip to the Scrum Gathering. Everything went into my calendar. Looking back on it today, I see that I had 30 individual items over five days. Only once did I schedule work into the evening.

What happened? The good news: Friday morning, when it came time to leave, my wife said, "it's time." I said, "OK," put my suitcase in the car, and off we went. On the way, she said to me, "I have never seen you so organized and ready for departure before a trip like this!". (And I hadn't even told her about my experiment!). I accomplished every major goal I set for myself that week (except one). And I had time to watch 4 hours of amateur Star Trek videos on you tube without feeling guilty! Wow.

The bad news. My estimates suck. It starts with the assumption that 30 minutes every morning is enough to deal with routine emails. So I had to deal with that.

Having a schedule in my calendar, and new goal starting half an hour from now, has proven to be an interesting attractor. It reminds me to focus my attention on the right thing. I can look at my calendar and see what I should be doing.

If I get to the end one time box, and the goal has not been achieved,  I have to ask myself the questions, what do I do now? Do I keep working on my current goal? Or do I schedule the remaining parts for later? Or do I cancel or postpone the next goal?

Depending on the situation, I have already done all of these. Remember, I said there was one major goal I did not accomplish? Well, I got to the time when I was supposed to start it, but I was nowhere near finished the previous goal. I evaluated the importance of the two goals and decided that it was more important to finish the goal I that I was working on. So I finished it and dropped the other one (urgent but not important). So timeboxing individual goals enables me to prioritize and ensure that the most important things get done. After a week of this, I was pretty happy with my results.
What does this have to do with Scrum? For me, Scrum consists of 6 essential patterns:
  1. Inspect and Adapt at regular intervals
  2. Produce something that might be valuable at least once per interval
  3. Management leads and supports, and knows when to stay out of the way.
  4. The whole team solves the problem
  5. One voice speaks for the customer/maximizes the value of the work done
  6. A coach helps everybody achieve higher performance.
How does planning my time on my calendar in this detail get me closer to doing Scrum? Let's look at how this implements the patterns:
Inspect and Adapt at regular intervals.
Produce something that might be valuable at least once per intervalFirst, I have stopped calling it task planning. I allocate time to achieve a goal, not perform a task. So I keep focus on the fact that my work should produce value. At the end of a time box, I hope that the goal will have been achieved. If not, that is the moment to Inspect and Adapt. I allocate time in Pomodoros (units of 30 minutes, including a 5 minute break). Nothing takes less than one Pomodoro, and I never block more than 4 consecutive pomodori for a goal. Often I achieve my goal. Sometimes I don't. That is when inspect and adapt is really helpful!
The whole team solves the problemThis one is actually pretty easy. I am the whole team. Management leads and supports, and knows when to stay out of the way.I don't think this is really relevant in my context. I am basically a one person company. Not much of a management layer. :-)One voice speaks for the customer/maximizes the value of the work doneThis one is a bit tougher. Can I effectively be my own product owner? I think so, but I am going to keep an eye on this one. I started to set longer term goals by allocating time further in the future to achieve them. Aside from managing time I am not yet managing a formal backlog. A coach helps everybody achieve higher performanceIs it possible to be my own Scrum Master? I don't think so. An essential aspect of being a Scrum Master a Scrum Master is the independent perspective. On the one hand, I don't feel like I have systematic impediments. On the other, how do I know that I am focussing on the right goals? How do I know that I am working effectively? I think there needs to be second person involved.Next experimentsThis week, I will continue with the approach. I have also asked my wife to play the role of Scrum Master and I'd like to add a Sprint Planning/Review and maybe even a retrospective. Hmm, that means scheduling time for it...My Personal Scrum, v0.1How am I doing Scrum for myself?
  1. When I decide I want to achieve a particular goal, I also decide when I will work on it, and block that time in my agenda
  2. If I have no time to work on a new goal, I have to either postpone the goal, reject the goal, or reschedule or renounce another goal
  3. I strive to work on / that which  is planned at any given time
  4. I know my estimates suck, so I leave slack in my agenda and forgive myself if things don't get finished when I hoped/expected.
  5. My agenda serves me, not the other way around. So if reality is different than plan, I adjust the plan to reflect reality.
Do you have a personal Scrum? How does it work? I'd love to continue an exchange on how I as an individual can organize myself.
Categories: Blogs

Digital Transformation Defined

J.D. Meier's Blog - Fri, 04/29/2016 - 08:16

This post is a walkthrough multiple definitions of digital transformation from multiple sources.

Digital transformation can be elusive if you can’t define it.

Lucky for us, there is no shortage of definitions for digital transformation.

I find that rather than use one single definition for digital transformation, it’s actually more helpful to look at a range of definitions to really internalize what digital transformation means from multiple angles.

Before you walk through the definitions, be sure to review Satya’s pillars for Digital Transformation so you have a simple mental model to work with.

Wikipedia on Digital Transformation

Wikipedia has a simple explanation:

“Digital transformation refers to the changes associated with the application of digital technology in all aspects of human society.”

What I like about that definition is that it goes beyond pure business and includes all impact on society, whether it’s education, government, sports, arts, leisure, etc.

Altimeter on Digital Transformation

Altimeter defined digital transformation from a customer-focused lens in their online report, The 2014 State of Digital Transformation:

“The realignment of, or new investment in, technology and business models to more effectively engage digital customers at every touchpoint in the customer experience lifecycle.”

What I like about Altimeter’s definition is that it’s outside in vs. inside out.  The big idea is to leverage technology to adapt to your customer’s changing preferences.  So if you “transform”, but there is no visible impact to your customers or to the market, then you didn’t really transform.

Capgemini and MIT Center for Digital Business on Digital Transformation

Capgemini and MIT Center for Digital Business define Digital Transformation in Digital Transformation: A Roadmap for Billion-Dollar Organizations like this:

“Digital transformation – the use of technology to radically improve performance or reach of enterprises.”

While their definition may look simplistic, the power is in the data behind the definition.  It’s a global study of how 157 executives in 50 large traditional companies are managing – and benefiting from – digital transformation.

Agile Elephant on Digital Transformation

Agile Elephant defines digital transformation like this:

“Digital transformation is the process of shifting your organisation from a legacy approach to new ways of working and thinking using digital, social, mobile and emerging technologies.  It involves a change in leadership, different thinking, the encouragement of innovation and new business models, incorporating digitisation of assets and an increased use of technology to improve the experience of your organisation’s employees, customers, suppliers, partners and stakeholders.”

While this definition may seem more elaborate, I find this elaboration can really help get somebody’s head into the digital transformation game.

MIT Sloan’s 9 Elements of Digital Transformation

In The Nine Elements of Digital Transformation, George Westerman, Didier Bonnet and Andrew McAfee identify the key attributes of digital transformation:

Category Items Transforming Customer Experience
  1. Customer Understanding
  2. Top-Line Growth
  3. Customer Touch Points
Transforming Operational Processes
  1. Process Digitization
  2. Worker Enablement
  3. Performance Management
Transforming Business Models
  1. Digitally Modified Businesses
  2. New Digital Businesses
  3. Digital Globalization


The nine elements are excerpted from their digital report, Digital Transformation: A Roadmap for Billion-Dollar Organizations.  Here are quick summaries of each:

  1. Customer Understanding – Customer Understanding is where “Companies are starting to take advantage of previous investments in systems to gain an in-depth understanding of specific geographies and market segments.”
  2. To-Line Growth – Top-Line Growth is where “Companies are using technology to enhance in-person sales conversations.”
  3. Customer Touch Points – Customer Touch Points are where “Customer service can be enhanced significantly by digital initiatives.”
  4. Process Digitization – Process Digitization is where “Automation can enable companies to refocus their people on more strategic tasks.”
  5. Worker Enablement – Worker Enablement is where “Individual-level work has, in essence, been virtualized — separating the work process from the location of the work.”
  6. Performance Management – Performance Management is where “Transactional systems give executives deeper insights into products, regions and customers, allowing decisions to be made on real data and not on assumptions.”
  7. Digitally Modified Businesses – Digitally Modified Businesses is “finding ways to augment physical with digital offerings and to use digital to share content across organizational silos.”
  8. New Digital Businesses – New Digital businesses is where “companies are introducing digital products that complement traditional products.”
  9. Digital Globalization – Digital Globalization is where “Companies are increasingly transforming from multinational to truly global operations.”

Sidenote – George, Didier, and Andrew sum up the power of digital transformation when they say, “”Whether it is in the way individuals work and collaborate, the way business processes are executed within and across organizational boundaries, or in the way a company understands and serves customers, digital technology provides a wealth of opportunity.”

Digital Business Transformation

I think it’s worth pointing out the distinction between Digital Transformation and Digital “Business” Transformation.

Digital Business Transformation is specifically about transforming the business with digital technologies.

There are many lenses to look at but in particular it helps to view it through the lens of business model innovation.   So you can think of it as innovating in your business models through digital technologies.   Your business model is simply the WHO (customers), the WHAT (value prop), the HOW (value chain), and your WHY (profit model.)

An exec from SAP at Davos said it well when he said “new business models are driven by different interactions with companies and their customers.”

In pragmatic terms, that means evolving your business model and interaction patterns to meet the changing demands of your customers all along your value chain.  For example, consider how millennials want to interact with a business in today’s world.  They want to learn about a company or brand through their friends and family on social networks and through real stories from authentic people, and they want access to services anytime, anywhere, from any device.

Another way to think about this is how many companies are learning how to wrap their engineering teams around their customer’s end-to-end journey to directly address the customer’s pains, needs, and desired outcomes.

Hopefully, this helps give you a good enough understanding to get going with your Digital Transformation and to understand the difference between Digital Transformation and Digital Business Transformation so that you can pave your path forward.

If nothing else, go back to the Altimeter Group’s definition of Digital Transformation,“The realignment of, or new investment in, technology and business models to more effectively engage digital customers at every touchpoint in the customer experience lifecycle.”, and use Satya’s pillars for Digital Transformation as a guide to stay grounded.

Additional Resources

Digital Transformation: A Roadmap for Billion-Dollar Organizations, by Capgemini and MIT Center for Digital Business

The 2014 State of Digital Transformation, by Altimeter

The Nine Elements of Digital Transformation, by George Westerman, Didier Bonnet and Andrew McAfee

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Categories: Blogs

Watch Out, Texas – Here We Come!

BigVisible Solutions :: An Agile Company - Thu, 04/28/2016 - 19:00

May is right around the corner and you know what that means — Agile Amped is taking its traveling circus back on the road! This year May is all about the Lone Star State: Texas is plays host to our two biggest events this spring, Keep Austin Agile 2016 and Change Management Conference, where we will be bringing our unique blend of Agility and organizational change management expertise to a new and broader audience.

Keep Austin Agile 2016

Austin, TX – May 26, 2016

SolutionsIQ is excited to be a media partner for Keep Austin Agile this year. That means we’ll be bringing you more of the most relevant and up-to-date industry news and concepts brought to you by thought leaders like Earl Everett. Earl sat down with Agile Amped recently to discuss, among other things, Scrum and the origins of the now quintessential Agile term, reaching back to his days as a legitimate rugby player participating in a high-performance team that leveraged scrums to plan out their plays. As we all now know, this huddle was the inspiration driving Ken Schwaber and Jeff Sutherland to co-opt the term for their new framework, the Scrum framework that we know and love. Earl also touched on why he is passionate about metrics in Agile organization. His session at the KAA2016 conference is called “Agile Metrics: Using Them for the Force of Good, Not Evil”.


SolutionsIQ’s own (seemingly ubiquitous) Steve Martin will also be reprising his popular session “Managers and the Land of the Lost”. Check out our Agile Amped interview with Steve! Meanwhile, SolutionsIQ’s Jason Kline and SolutionsIQ alum Chris Waggoner will be presenting “The ScrumMaster Dojo: Building a Scrum Master and Coaching Community of Practice”.

What’s really fun is that many of the speakers at Keep Austin Agile 2016 have already taken a turn in the hot seat with Agile Amped! Expect to hear great things from these thought leaders and super-Agilists:

If you want to keep up with Agile Amped, don’t forget to subscribe below!

Change Management 2016

Dallas, TX – May 15 through 18

Change management is a necessary component of Agile transformations, so naturally we are excited to be expanding to this event. To understand a little bit about how Agile and organizational change management interact, overlap and (at times) collide, check out some of these popular posts from our own blog:

The Change Management conference will be an exciting experience, no doubt  so check back here for more great content on the topic. Or get it real time by subscribing below now!


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dinoAgile Amped – all the greatest Agile content is within your reach. Subscribe now to receive instant email alerts when new podcasts are posted. Dino says do it – so do it.


The post Watch Out, Texas – Here We Come! appeared first on SolutionsIQ.

Categories: Companies

Podcast About Geographically Distributed Agile Teams

Johanna Rothman - Thu, 04/28/2016 - 16:56

Lisette Sutherland posted a podcast we recorded about geographically distributed agile teams. See Organize Your Distributed Team over on the CollaborationSuperpowers site.

We covered how you can think about your geographically distributed agile team:

  • Why you want a distributed agile team (yes, there are some great reasons)
  • How you might organize your team.

Here are the articles I mentioned:

Managing Multicultural Projects with Complementary Practices

I wrote about the timezone bubble chart in Managing Timezones in Geographically Distributed Agile Teams

Here are three posts about Geographically Distributed Teams Have Choices for Lifecycles about options for how you might do agile with a geographically distributed agile team.

I even had a chance to rant about management. We had a blast, as you can tell. Hope you enjoy it.

Categories: Blogs

80% of Organizations Have Culture Challenges

Agilitrix - Michael Sahota - Thu, 04/28/2016 - 16:02

If you are having culture challenges with your organization, you are not alone. 80% of participants at a recent conference (Scrum Gathering in Orlando) reported that the dominant culture in their organization is not supportive of progressive working environment such as Agile. Where is Your Organization? The infographic below show my simplification of the Laloux […]

The post 80% of Organizations Have Culture Challenges appeared first on - Michael Sahota.

Categories: Blogs

How We Celebrated Our CTO’s Birthday and How You Can, Too

Agile Management Blog - VersionOne - Thu, 04/28/2016 - 14:30


This week at VersionOne we had the opportunity to celebrate our CTO Ian Culling for having a birthday.  He won’t tell us how old he is, so I guess that means he’s over 20?  If you get the chance to meet him you might think he’s in his 20’s!

The man is a big part of the culture here at VersionOne.  He makes things fun in addition to being smart as hell and doing a bang up job as the CTO.  Walk into the development area and you are sure to find traces of Ian’s shenanigans, Dumb & Dumber orange suit, a plethora of nerf guns, Oculus rift, OneWheel, and more recently a Razor drift cart.

He’s also known for showing up at events in “special” attire.  It’s a thing we that we’ve come to expect from him, but there’s always an element of surprise to it.  So in honor of his birthday, we thought we would egg him on for an upcoming golf event that we have going on.

Below is the email that went out from Holly Reynolds, an interaction designer on the product development team.


In case you didn’t know…. it’s Ian’s birthday today…

We all know how much Ian loves to dress up and as much as he probably would like to come to work in his actual birthday suit, clothing is not optional here at VersionOne.

Stars pass and we honor them by celebrating their life after they are gone, but that seems like such a waste.  Ian’s not dead, but he is getting older.  Each of these remind me of him in a special way.  I’m pretty sure if you pick your favorite, we just might get to see this guy show up at the upcoming golf outing on May 16th  (don’t forget to sign up…you’re welcome Michelle).

Reply to me with your vote by 5 pm today or add your own suggestion for the birthday guy if you please.

The results will be compiled and shared later.

Ian Stardust
Creator, eccentric, minus the weird hair.







The Artist Formerly Known as Ian
Calm, cool and….collected;
Purple pants are not above this man






Rowdy Roddy Culling
“I came here to chew bubble gum and kick ass.
And I’m all out of bubble gum.”









Comment on this post and vote for your favorite or make a suggestion of your own.  We’ll share the results in a couple weeks!

The post How We Celebrated Our CTO’s Birthday and How You Can, Too appeared first on The Agile Management Blog.

Categories: Companies

XP Conference 2016, Edinburgh, Scotland, May 24-27 2016

Scrum Expert - Thu, 04/28/2016 - 14:00
XP2015 is a four-day conference on extreme programming and Agile software development that takes place in Edinburgh, Scotland. This is the event where Agile and Lean practitioners and researchers should meet. In the agenda of the XP 2016 conference you can find topics like “Software Faster”, “Mob Programming”, “Where No One Has Tested Before: The Case For Textless Environments”, “Hunting Value with Structured Conversations”, “Amplify Agile”, “Devops, Kanban and Taylorism”, “Test-Driving Information Radiators”, “Continuous Delivery with Docker and Jenkins Job Builder”, “Collaborative Exploratory and Unit Testing”, “Fearless Change: Patterns for Introducing New Ideas”, “Agile methods applied to development and certification of safety-critical software (ASCS)”, “Fun Retrospectives: Activities and ideas for making agile retrospectives more engaging”, “Scaling Agile Principles” Web site: Location for the XP conference: John McIntyre Conference Centre, Pollock Halls Campus 18 Holyrood Park Road, Edinburgh EH16 5AY, Scotland
Categories: Communities

Knowledge Sharing

SpiraTeam is a agile application lifecycle management (ALM) system designed specifically for methodologies such as scrum, XP and Kanban.