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AutoMapper 5.0 Beta released

Jimmy Bogard - Wed, 05/18/2016 - 20:21

This week marks a huge milestone in AutoMapper-land, the beta release of the 5.0 work we’ve been doing over the last many, many months.

In the previous release, 4.2.1, I obsoleted much of the dynamic configuration API in favor of an explicit configuration step. That means you only get to use “Mapper.Initialize” or “new MapperConfiguration”. You can still use a static Mapper.Map call, or create a new Mapper object “new Mapper(configuration)”. The last 4.x release really paved the way to have a static and instance API that were lockstep with each other.

In previous versions of AutoMapper, you could call “Mapper.CreateMap” anywhere in your code. This made two things difficult: performance optimization and dependent configuration. You could get all sorts of weird bugs if you called the configuration in the “wrong” order.

But that’s gone. In AutoMapper 5.0, the configuration is broken into two steps:

  1. Gather configuration
  2. Apply configuration in the correct order

By applying the configuration in the correct order, we can ensure that there’s no order dependency in your configuration, we handle all of that for you. It seems silly in hindsight, but at this point the API inside of AutoMapper is strictly segregated between “DSL API”, “Configuration” and “Execution”. By separating all of these into individual steps, we were able to do something rather interesting.

With AutoMapper 5.0, we are able to build execution plans based on type map configuration to explicitly map based on exactly your configuration. In previous versions, we would have to re-assess decisions every single time we mapped, resulting in huge performance hits. Things like “do you have a condition configured” and so on.

A strict separation meant we could overhaul the entire execution engine, so that each map is a precisely built expression tree only containing the mapping logic you’ve configured. The end result is a 10X performance boost in speed, but without sacrificing all of the runtime exception logic that makes AutoMapper so useful.

One problem with raw expression trees is that if there’s an exception, you’re left with no stack trace. When we built up our execution plan in an expression tree, we made sure to keep those good parts of capturing context when there’s a problem so that you know exactly which property in exactly which point in the mapping had a problem.

Along with the performance issues, we tightened up quite a bit of the API, making configuration consistent throughout. Additionally, a couple of added benefits moving to expressions:

  • ITypeConverter and IValueResolver are both generic, making it very straightforward to build custom resolvers
  • Supporting open generic type converters with one or two parameters

Overall, it’s been a release full of things I’ve wanted to tackle for years but never quite got the design right. Special thanks to TylerCarlson1 and lbargaoanu, both of whom passed the 100 commit mark to AutoMapper.

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Categories: Blogs

What do we Mean by Transformation?

Learn more about transforming people, process and culture with the Real Agility Program

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From the Scrum Alliance Orlando Conference ”Open Space” Discussion, April 2016, facilitated by Valerie Senyk

Transformation is a big word that Scrum/ Agilists use. It is what we promise our customers through training and coaching.

On the last day of the Scrum Alliance Conference during the Open Space forum, I posed the question: “What is transformation? What do we mean by it?” We had forty-five minutes to try and understand this issue.

Initially, discussion centered around the idea of change and some of the manifestations of change. However, it was pointed out that transformation requires more than a methodology we follow. In fact, it’s more of a way of thinking.

It is easy to say what transformation is NOT: it is not rigid, not prescriptive, not directive. It is about different ways of behaving, it is supportive, and requires a new mindset from being prescriptive to adaptive.

I asked if the participants saw themselves as agents of transformation. Almost everyone did. So, what do they do? And how do they do it?

Participants spoke of the need for greater knowledge and education around Agile, as well as the need to understand stakeholders. To be an agent of transformation is about enabling people, and to enable them we need to understand them.

One commented that when an organization experiences pain, that is an opportunity to go in as an agent of transformation and use that pain as a motivation and means to change.

Transformation is not a one-time event; it requires continuous learning. In order to have continuous learning, agents must create a safety net for innovation to occur. The mindset must be that failure is okay. Trust in the process and in the agent (agilist) is necessary for discovery.

It was understood we can achieve transformation at a surface level to begin with, but true transformation occurs at a personal level. How is it possible to achieve this deeper level?

One participant spoke about the need for love, for truthfulness and for transparency to be part of a personal-level transformation. As a member of the BERTEIG team, I know that love, truthfulness and transparency are integral to how we work, and how we deliver services.

Ultimately, there is a difference between change and transformation. Change means one can go forward but then step backward. Change is not necessarily permanent. But transformation is really about irreversible change! And small transformations are steps to larger ones.

Discussion then centered on what motivates transformation. Behavioural change needs to be felt/ desired at a visceral level. Organic analogies were suggested to help educate and motivate – that in the natural world we see constant development and change. Why would we be any different?

The question was posed: What do we transform to? People need to be shown the beauty of the next step…beauty in itself becomes a motivation.

Is it enough to help change an organization or corporation to run beautifully and smoothly within itself? Or is there a higher purpose to transformation?

One attendee spoke about how all the cells in the body work autonomously for a higher purpose, which is the functioning of a human being.

In business also, transformation can also be pursued for a higher purpose. Imagine a corporation transitioning from pursuing purely monetary rewards to its pursuit being about making a positive contribution to society. It was pointed out that studies show that companies with a higher purpose actually have higher revenue.

However, it was also expressed that everything that matters in life cannot be measured.

We concluded the session with the idea that transformation requires looking outward as well as inward. It’s not just about us and our customers – it’s ultimately about creating social good.

I have been grappling with the idea of transformation for many years, from the viewpoint of the spiritual as well as that of an artist. Hearing the ideas and understanding of the twenty-plus people who attended this session helped me see that transformation on a larger-scale requires patient but strongly-motivated steps toward an ideal that may seem intangible to some, but is worth every moment in pursuing. For it is in the pursuit of the best ways over the better that transformation is wrought.

Learn more about our Scrum and Agile training sessions on WorldMindware.comPlease share!
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The post What do we Mean by Transformation? appeared first on Agile Advice.

Categories: Blogs

New Research: What You Need To Know About Disruption

Learn more about transforming people, process and culture with the Real Agility Program

This information was presented by John Hagel in a Scrum Alliance webinar, April 12, 2016, and these are my notes and a few thoughts..DSC_0616.

The idea of Disruption in business was popularized in ‘97 in a book by Clayton Christensen. What is disruption? It occurs when most of the leading incumbents (in business, politics, technology, etc) are displaced by a new approach that is challenging to replicate. Disruption can usually be quickly seen in a change in economic factors or a change in mindsets.

There are 5 aspects of disruption to be aware of:

1. it’s happening across every industry

2. well-managed firms don’t make you safe from disruption

3. most firms/ businesses did not see it coming, i.e. newspaper industry

4. disrupting companies are not themselves immune from disruption

5. there are multiple-patterns or inter-related patterns of disruption

Most companies focus on their high-value estimates; their low-value customers don’t seem to be a threat. But as low-value items or services steadily improve, we see high-value customers shift to that. Firms must become Agile and be able to adjust on-the-fly to new technologies; they should not focus on adding improvement just to high-value things.

John Hagel clarified that disruption is a universal phenomenon – “the story of the century.” Many companies are not weathering the storm. The average life of a leading company in the ‘50’s was 62 years – now it is 18 years.

This is due to a fundamental shift in value creation, whereby consumers are gaining more power with more information and options, and knowledge workers are gaining more power in that talent has greater visibility, and higher wages can be continually demanded.

Hagel’s research shows that there are patterns that can act as lenses through which disruption can be viewed. The first pattern relates to the transformation of value and economics. For example, the digital camera became a huge disruption to the photography industry, but now itself has been disrupted by the ability to embed digital cameras in cellphones. The second pattern relates to “harnessing network effects;” the more participants that join, the more value is created. This pattern is more enduring and challenging to disrupt.

In your industry, what would you look for to understand market vulnerability? Would it be through product pricing, product modularity, demand characteristics, or supply constraints? If you assess your industry, which catalysts are the most important to understand to deal with disruption?

My personal thought is that, given the organic nature of the world’s systems, whatever disruptions are trending in the world around us, sooner or later they will have an effect on most businesses and organizations.

Disaster can be staved off by becoming more Agile in your organization. Agile will help everyone respond more quickly and with flexibility to disruptions. In fact, Agile itself has become a disruptive factor for outmoded ways of doing business.

Learn more about our Scrum and Agile training sessions on WorldMindware.comPlease share!
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The post New Research: What You Need To Know About Disruption appeared first on Agile Advice.

Categories: Blogs

Podcast About Agile and Lean Program Management with Ryan Ripley

Johanna Rothman - Wed, 05/18/2016 - 15:47

Ryan Ripley and I spoke on his Agile for Humans Podcast, Agile Program Management with Johanna Rothman.

 Scaling Collaboration Across the OrganizationWe had a blast. We spoke all about Agile and Lean Program Management: Scaling Collaboration Across the Organization, estimation, value, and much more. I hope you listen.

Categories: Blogs

What I Learned Co-Training a CSM Class

Leading Agile - Mike Cottmeyer - Wed, 05/18/2016 - 13:55

CSM

Recently, I had the pleasure of co-training a Certified ScrumMaster (CSM) course with our resident Certified Scrum Trainer (CST), Dave Prior.  Dave is an awesome trainer and person and I couldn’t wait to see how he approached training.  Here’s what I learned from him.

The CSM Class

The CSM class, as I describe it, is the type of class that you get out of it what you put in to it.  If you are heavily engaged, it’s a game changer.  If you aren’t, well you might leave as you came. To get past the engagement issue, Dave uses a variety of techniques and as I taught along beside him, I felt privileged to get to soak up some of his goodness. Since I value the learnings, I figure others will as well. So here they are.

What I Learned

Dave’s approach to CSM training is to teach the actual training as an agile experience.  It solves most of the engagement problem because the class is doing agile from the very beginning.  Here’s how.

There are four sprints to the class each lasting half a day.  Dave prioritizes the typical topics for the class like Principles and Values, Ceremonies/Events, Roles, and Artifacts and forms a product backlog on a wall with cards representing learnings from the class.  The students go through a sprint planning and select the amount of topics they believe they can accomplish in the first sprint.  Our class of 31 (too many people BTW), selected about a third of the course that they believed they could get through.  We moved the cards into the sprint backlog column and built out an “in progress” column, a done column and an accepted column.  The class had to accept the learning.

What a fantastic way to approach learning.  Doing it from the very beginning without teaching a thing.  Doing it this way, the class was able to reference what they had already been doing when we came to the product backlog, sprint planning, and others.  This method also increased the engagement because students weren’t merely lectured, they were facilitated and engaged in interaction from the very beginning.

They also chose way, way too much and failed the first sprint.  Nothing wrong with that as it mimicked what many scrum teams actually do.  They again had a point of reference for how their own teams might feel when they go back to their own companies.

One of the biggest kudos in our class surveys was the banter between Dave and I.  There were times we had differing points of view based on our experiences.  I feel that during those times, we exhibited openness and transparency by talking through our perspectives.  The class highly valued those times by encouraging us in class and then on the surveys.

After the class, Dave and I had a retrospective and he suggested that I vary the intensity of my presence when the crowd was either enthused or not engaged.  But keep it real at the same time.  I really identify with the intentional variation because it’s easy to tell when you are losing a room and can be hard to get them back.  Adding some tools to ramp up engagement after a big lunch can be super helpful.

What I Will Do Differently

Since co-training the CSM, I have begun to physically put up my product backlog for the class.  It’s a great mechanism and reinforces what the class is doing.

I am also keeping a couple of energy boosters in my back pocket for when things get a little dull.  I have a variety of games that encourage crowd participation and shake things up.

If you get a chance, check out one of our upcoming CSM training classes.  When you do, have a blast, go all in, and know that you have a great teacher and agilist leading the way.

The post What I Learned Co-Training a CSM Class appeared first on LeadingAgile.

Categories: Blogs

Wat managers kunnen doen om agile en lean in te voeren

Ben Linders - Wed, 05/18/2016 - 10:57

Ik zie regelmatig organisaties die besluiten dat ze agile en lean in willen voeren. Wat mij betreft een prima ontwikkeling, gezien de voordelen die een agile en lean werkwijze kan bieden. Waar het echter vaak mis gaat, is de manier waarop managers besluiten om agile en lean in te voeren: Top down, vooraf gepland, en met te weinig inbreng van de professionals. Dat moet en kan anders. Continue reading →

The post Wat managers kunnen doen om agile en lean in te voeren appeared first on Ben Linders.

Categories: Blogs

Digital Transformation Books

J.D. Meier's Blog - Wed, 05/18/2016 - 09:43

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Here is a roundup of my favorite books on Digital Transformation.

If you know me, you know I read a lot.  For me, it’s a quick way to “stand on the shoulders of giants” and to learn the patterns of what works.  I’ve found that the right books can help me leap frog ahead.

I’ve also found that reading a variety of books on a topic helps me get a better balcony view.  It’s from this balcony view that I can create clarity from chaos, and see the forest for the trees.

Reading multiple books on a topic also helps big ideas sink in better.  I might not quite get an idea in one book, but then it suddenly clicks in with another book, because the author presented it in a different way.   I find reading multiple books actually compounds my learning and pays off in ways I can’t predict, often creating serendipity.

Key Areas for Digital Transformation

My collection of Digital Transformation books spans a few key areas that I think help when it comes to driving Digital Transformation.

  1. One key area is innovation.  Innovation is the life blood of Digital Transformation.  If you can’t reimagine your business or explore the art of the possible, you won’t be very effective in your transition to the Digital Era.  Success transformation requires a reboot and a rethink of new ways to create and capture value at the edge.
  2. Another key area is business model innovation.  This is far more important than most people understand until they realize that it’s the business model that determines which ideas and which innovations survive in the market.  So many great ideas die on the vine because they lack an effective business model.   The more you learn about value engineering and how to translate ideas into real market opportunity, the better equipped you are to create new revenue streams in the Digital Economy.
  3. Another key area is culture change.  Culture is the environment you create for Digital Transformation to survive and thrive.  Culture is what can also kill Digital Transformation.  Creating a learning culture that obsesses over customers and embraces the Millennial way and empowers employees with new ways of working takes intentional effort and deliberate behavior change.
  4. Another key areas is Digital Business Design.  Thinking through your customers, your channels, your value prop, your value stream, and your differentiation is art, science, and strategy in action.  Arming yourself with a mental toolbox of methods, models, and tools can help you gain a real advantage here.
  5. Lastly, and perhaps my favorite topic, is trends and insights.  I don’t look for trends, as in trendy ideas that are more like fads.  I look for fundamental shifts in power or shifts in value or shifts in market demand or shifts in capabilities.  I build catalogs of trends and insights that help me innovate faster, put building blocks together, and use creative synthesis to reimagine and envision future state possibilities.  What if you knew the key trends shaping the world around you, influencing everything from where to live to what career to pursuit to how to create and capture value?

If you read the right books on trends, you end up with the closest thing to a crystal ball.  But rather than bet on one future, you can play the art of the long view and play out multiple paths of possibility.  And that’s how the paranoid survive.

With that in mind, here is my list of Digital Transformation books …

Getting Started

Some of you will want the full list of books.  Others will want the short-list.  All of you need to know which books to start with to get the most bang for the buck.

If you could only read one book, I think Leading Digital gives you the best all up, big picture view of what Digital Transformation is all about.  You will have plenty of stories to draw from, great mental models, and a working knowledge of how to frame out and think through Digital Transformation, including a good idea of what Gartner means when they say, “Bi-Modal IT.”

If you can read two books, then also read No Ordinary Disruption.  This will give you a comprehensive view of the key trends that are shaping the next 10 years around the world and will help you better anticipate the changes around you.

If you can read three books, then read Digital Transformation: A Model to Master Disruption.  This is really an “ideas” book, but it’s both surprisingly simple and surprisingly insightful.  You’ll need to separate the wheat from the chaff, but there are many ripe seeds that will inspire and kickstart your own thinking around how to best approach Digital Transformation.

1. Leading Digital image Leading Digital: Turning Technology into Business Transformation, by George Westerman, Didier Bonnet, and Andrew McAfeeLeading Digital is effectively a guide for driving Digital Transformation in the Enterprise.  While there is a lot of advice perfect for startups, Leading Digital is really a guide to existing large businesses that need to reinvent themselves for the Digital Era.

Leading Digital covers everything from successful Digital Transformation stories to dual-speed IT to customer experience transformation.  This book really provides a mental model and simple approach to driving Digital Transformation.

 

2. No Ordinary Disruption image No Ordinary Disruption, by Richard Dobbs, James Manyika, and Jonathan WoetzelDirectors of the McKinsey Global Institute do a deep dive to figure out the key trends and forces shaping the next 10 years.  The authors show how the trends are taking shape through anecdotes, data, and graphics.

 

3. Digital Transformation: A Model to Master Digital Disruption image Digital Transformation, by Jo Caudron and Dado Van PeteghemDigital Transformation introduces “The Infinite Loop of Transformation”:

  1. The Disruption phase: experiencing and acknowledging the severe impact of new players and/or technological evolutions on the core business activities.
  2. The Modeling phase: mapping out the impact of the disruption and trying to transform possible digital threats into digital opportunities, scenarios, and business cases for the future.
  3. The Transformation phase: implementing the digital transformation mode throughout the entire business processes, culture and systems.

The authors also introduce a simple model for approaching innovation:

  1. The Factory
  2. The Guesthouse
  3. The Garage

 

 

Digital Transformation Books A – Z

This is my more comprehensive list of Digital Transformation books that really helped me get an edge in terms of figuring out how to drive Digital Transformation.  It’s a wide variety, but like I said, it’s how the books come together in a symphony of ideas, or more like a mosaic of patterns, that helped me gain new insight well beyond what I could gain by just one or two books.  It’s this collective perspective and cornucopia of ideas that better equip me for driving forward in the Digital Frontier.

1. Age of Context image Age of Context, by Robert Scoble and Shel IsraelAge of Context provides a walkthrough of 5 technological forces shaping our world:

  1. mobile devices
  2. social media
  3. big data
  4. sensors
  5. location-based services

The authors use stories and examples to help us easily understand how brands can use the technologies to change the world. 2. B4B

 

image B4B, by J.B. Wood, Todd Hewlin, and Thomas LahB4B is a framework for transitioning from product-focused to customer outcome-focused.  It helps you prepare for a world of “pay for play” where customers pay when they use the product.

 

3. Blue Ocean Strategy image Blue Ocean Strategy, by W. Chan Kim and Renée A. MauborgneBlue Ocean Strategy provides a way to create disruptive innovation and create uncontested market space.  Rather than compete in a bloody “red” ocean and compete on features, the idea is to create a new market and enjoy a “blue” ocean.

A simple example is rather than try to compete in the circus industry with better animals and a better ringmaster, change the game.  Cirque de Soleil created a new kind of circus by focusing on adults and using acrobats instead of animals to create exotic shows.

 

4. Business Model Generation image Business Model Generation, by by Alexander Osterwalder and Yves PigneurBusiness Model Generation is a guide for creating new business models and designing tomorrow’s enterprises.  It provides a canvas, patterns, design, strategy, and process.

The backbone of the book is a walkthrough of the 9 building blocks for business model generation:

  1. Customer Segments
  2. Value Propositions
  3. Channels
  4. Customer Relationships
  5. Revenue Streams
  6. Key Resources
  7. Key Activities
  8. Key Partnerships
  9. Cost Structure

 

 

5. Business Model Navigator image The Business Model Navigator, by Oliver Gassmann, Karolin Frankenberger, and Michaela CsikThe Business Model Navigator is a great walkthrough of what exactly business model innovation is, along with 55 patterns that represent 90% of business model innovation to date.

 

6. Consumption Economics image Consumption Economics, by J. B. Wood, Todd Hewlin, and Thomas LahConsumption Economics explains the challenge where more value will be created than can be absorbed by users and consumers.  Additionally, the true disruption will be to your business model. Future customers won’t want to pay you high prices out of big “CapEx” budgets anymore. They will expect lower “cloud” prices paid from “OpEx” budgets only when and if they successfully consume the business value of your products.

 

 

7. Digital Disciplines image Digital Disciplines, by Joe Weinman and Fred WiersemaDigital Disciplines walks through how companies can develop a competitive edge through four digital disciplines:

  1. information excellence
  2. solution leadership
  3. collective intimacy
  4. accelerated innovation

 

 

8. Digital Disruption image Digital Disruption, by James McQuiveyThis is a guide to learn how to be a digital disruptor.

James McQuivey shares his approach to disruptive innovation.  He’s gone into the biggest companies, even in traditional industries like insurance and consumer packaged goods and changed the way they think about innovation.

McQuivey shares a simple 3-step process for digital disruption:

  1. First, adopt the right mindset; Take risks, invest as cheaply as possible, and build on existing platforms to find the fastest path to solving a customer’s problem.
  2. Second, seek the “adjacent possible”—the space just next to yours where new technology creates opportunity.
  3. Finally, disrupt yourself. Use these tools to make parts of your business obsolete before your competitors do.

 

9. Digital Master image Digital Master, by Pearl ZhuPearl Zhu outlines what the Digital Masters do to apply advanced digital technology across all business arenas to build high performing organizations:

  1. Develop visionary digital leadership
  2. Shape open and creative digital mindsets
  3. Craft and execute a holistic digital strategy
  4. Advocate digital innovation next practices
  5. Refine a highly effective enterprise culture
  6. Optimize high-performing business capabilities
  7. Explore data-rich digital Intelligence
  8. Unleash enriched digital talent potential
  9. Pursue high level digital maturity

 

10. Digital to the Core image Digital to the Core, by Mark Raskino and Graham WallerDigital to the Core is interesting because it’s written by two Gartner fellows.  In Digital to the Core, the authors walk through leading at three levels:

  1. industry
  2. enterprise
  3. self

The authors draw from interviews with 30 top C-level executives including GE, Ford, McDonald’s, and more.  The authors also include  Gartner’s annual CIO and CEO global survey research.

 

 

11. Digital Transformation image Digital Transformation, by Mark BakerMark Baker shares how different consulting companies and business leaders are thinking about Digital Business Transformation. He his insights to life through interviews with corporate digital leaders and real-life examples.

 

12. Digital Transformation: A Model to Master Digital Disruption image Digital Transformation, by Jo Caudron and Dado Van PeteghemDigital Transformation introduces “The Infinite Loop of Transformation”:

  1. The Disruption phase: experiencing and acknowledging the severe impact of new players and/or technological evolutions on the core business activities.
  2. The Modeling phase: mapping out the impact of the disruption and trying to transform possible digital threats into digital opportunities, scenarios, and business cases for the future.
  3. The Transformation phase: implementing the digital transformation mode throughout the entire business processes, culture and systems.

The authors also introduce a simple model for approaching innovation:

  1. The Factory
  2. The Guesthouse
  3. The Garage

 

 

13. Disrupting Digital Business image Disrupting Digital Business, by R “Ray” WangDisrupting Digital Business walks through how organizations no longer control the conversation.  In this era of social and mobile technology, customers, employees, suppliers, and partners are in direct communication with one another.

Ray Wang explains new ways to think about 5 areas of business:

  1. Consumerization of technology and the new C-suite
  2. Data’s influence in driving decisions
  3. Digital marketing transformation
  4. The future of work
  5. Matrix commerce

 

 

14. Edge Strategy image Edge Strategy, by Alan Lewis and Dan McKoneEdge Strategy provides a simple frame to better understand the edges you can use to create and capture value:

  1. Product edge. How to capture incremental profits and other benefits by slightly altering the elements and composition of a core offering
  2. Journey edge. How to create and capture extra value by adjusting your role in supporting the customer’s journey to and through your offering
  3. Enterprise edge. How to unlock additional value from resources and capabilities that support your core offering by applying them in a different context, for a different offering or different set of customers

 

 

15. How Digital is Your Business? image How Digital is Your Business?, by Adrian J. Slywotzky, David Morrison, and Karl WeberSlywotzky and Morrison show how a digital business is one whose strategic options have been transformed–and significantly broadened–by the use of digital technologies.

 

How Digital is Your Business shares the following:

  1. The core of How Digital is Your Business: Profiles of the future: the in-depth story of the digital pioneers–Dell Computer, Charles Schwab, Cisco Systems, Cemex.
  2. Insight into how to change a traditional enterprise into a digital business: the stories of GE and IBM.
  3. An analysis of the profitable dot-coms: AOL, Yahoo!, and eBay.

Through stories and case studies, How Digital is Your Business? also provides digital tools you can use to create a digital future for your company.

 

16. Leading Digital image Leading Digital: Turning Technology into Business Transformation, by George Westerman, Didier Bonnet, and Andrew McAfeeLeading Digital is effectively a guide for driving Digital Transformation in the Enterprise.  While there is a lot of advice perfect for startups, Leading Digital is really a guide to existing large businesses that need to reinvent themselves for the Digital Era.

Leading Digital covers everything from successful Digital Transformation stories to dual-speed IT to customer experience transformation.  This book really provides a mental model and simple approach to driving Digital Transformation.

 

17. Leading Digital Strategy image Leading Digital Strategy, by Christopher Bones and James HammersleyLeading Digital Strategy shares strategies, methodologies and models to improve the effectiveness of your online offering.

Leading Digital Strategy also shows you how to implement a customer-centric culture, and provides a practical framework for multi-channel success.

 

18. No Ordinary Disruption image No Ordinary Disruption, by Richard Dobbs, James Manyika, and Jonathan WoetzelDirectors of the McKinsey Global Institute do a deep dive to figure out the key trends and forces shaping the next 10 years.  The authors show how the trends are taking shape through anecdotes, data, and graphics.

 

19. Scaling Up image Scaling Up, by Verne HarnishScaling Up shows you how to scale up a venture and build an industry-dominating business.

The goal of Scaling Up is to help you create a company where the team is engaged; the customers are doing your marketing; and everyone is making money.

To do so, Scaling Up focuses on the four major decision areas every company must get right: People, Strategy, Execution, and Cash.

 

20. Service Design for Business image Service Design for Business, by Ben Reason, Lavrans Løvlie, and Melvin Brand FluService Design for Business shows you how to transform your cusotmer experience and design services that respond to customers’ needs and demands.

In Service Design for Business, you’ll learn the following keys to designing more effective services:

  1. Approach customer experience from a design perspective
  2. See your organization through the lens of the customer
  3. Make customer experience an organization-wide responsibility
  4. Analyze the market factors that dovetail with customer experience design

 

21. Ten Types of Innovation image Ten Types of Innovation, by Larry Keeley, Helen Walters, Ryan Pikkel, and Brian QuinnTen Types of Innovation provides insights to diagnose patterns of innovation within industries, to identify innovation opportunities, and to evaluate how firms are performing against competitors.

The 10 types of innovation are:

  1. Product
  2. Product System
  3. Service
  4. Channel
  5. Brand
  6. Customer Engagement
  7. Process
  8. Structure
  9. Profit Model
  10. Network

 

22. The Digital Economy image The Digital Economy, by Don TapscottIn the Digital Economy, Don Tapscott provides new forecasts of where the digital world is headed.

The essence of the book is effectively essays where Tapscott walks through the following topics:

  1. Natural frictions between present-day Industrial Capitalism and the Digital Economy
  2. The radical effects of the Internet on traditional corporate structures and systems
  3. Dramatic changes in business collaboration and culture thanks to social media
  4. The rise of web-based analytics and how they have transformed business functions
  5. Government transparency, citizen empowerment, and the creation of public value
  6. Teaching and learning—revolutionary developments driven by digital content

 

 

23. The Digital Enterprise image The Digital Enterprise, by Karl-Heinz StreibichKarl-Heinz Streibich provides a guide to Industry 4.0 and lights it up with 20+ examples of Industry 4.0 in action.  Learn how Industry 4.0 will bring massive efficiencies to aviation, utilities, and many other industries.

 

24. The Digital Transformation Playbook image The Digital Transformation Playbook, by David L. RogersThe Digital Transformation Playbook helps business leaders create and pursue a digital plan.

In The Digital Transformation Playbook, Rogers provides 5 key rules to help businesses create new value and outperform their competitors in the digital age.

Roger’s rules address the following categories:

  1. customers
  2. competition
  3. data
  4. innovation
  5. value proposition

 

25. The Essence of Value image The Essence of Value: Secrets of Desired Products- 80 Inspiring Strategies for Creative Companies, by Mario PrickenThe Essence of Value reveals the fundamental parameters that create value and make products “shine”, based on examples from the worlds of business, the arts and religion.

Mario Pricken has analyzed more than 300 products, objects and events over their entire lifecycles in order to reveal the patterns that make things extraordinarily valuable. He’s identified 80 parameters that can be found, for example, in the biographies of exceptional cars, watches, luxury foods, designer furniture, artwork and services – such as the elements of uniqueness, scarcity, the effect of time or magnificently orchestrated transfers of ownership.

You can use the tools to quickly determine the “value-DNA” of a product.

 

26. The Experience Economy image The Experience Economy, by B. Joseph Pine II and James H. GilmorePine and Gilmore make the case that experience is the missing link between a company and its potential audience. The Experience Economy offers rich examples—including the U.S. Army, Heineken Experience, Autostadt, Vinopolis, American Girl Place, and others—to show fresh approaches to scripting and staging compelling experiences.

 

27. The Fourth Industrial Revolution image The Fourth Industrial Revolution, by Klaus SchwabKlaus Schwab dubs this era of profound change as the fourth industrial revolution.

The fourth industrial revolution brings waves of great change including:

  1. Ubiquitous, mobile supercomputing
  2. Artificially-intelligent robots
  3. Self-driving cars
  4. Neuro-technological brain enhancements
  5. Genetic editing

Schwab has been at the center of global affairs for over four decades and is convinced that  the period of change we are living through is more significant, and the ramifications of the latest technological revolution are more profound than any prior period in history.

 

28. The Industries of the Future image The Industries of the Future, by Alec RossAlec Ross explains what’s next for the world: the advances and stumbling blocks that will emerge in the next ten years, and how we can navigate them.

While Alec Ross was working as Senior Advisor for Innovation to the Secretary of State, he traveled to forty-one countries, exploring the latest advances coming out of every continent. From startup hubs in Kenya to R&D labs in South Korea, Ross has seen what the future holds.

Ross shows us what changes are coming in the next ten years, highlighting the best opportunities for progress and explaining why countries thrive or sputter. He examines the specific fields that will most shape our economic future, including robotics, cybersecurity, the commercialization of genomics, the next step for big data, and the coming impact of digital technology on money and markets.

 

29. The Profit Zone image The Profit Zone, by Adrian J. Slywotzky, David J. Morrison, and Bob AndelmanIn The Profit Zone, the authors address the most fundamental question in business:
Where Will I Make a Profit Tomorrow?


30. The Second Machine Age image The Second Machine Age, by Erik Brynjolfsson and Andrew McAfeeErik Brynjolfsson and Andrew McAfee identify the best strategies for survival and offer a new path to prosperity amid exponential technological change. These include revamping education so that it prepares people for the next economy instead of the last one, designing new collaborations that pair brute processing power with human ingenuity, and embracing policies that make sense in a radically transformed landscape.

 

31. Value Migration image Value Migration, by Adrian J. SlywotzkySlywotzky walks through how several companies created a business design – how they select customers, differentiate their offerings, configure their resources, go to market, and capture value – based on a strategic understanding of their customers’ highest priorities.

 

32. Value Proposition Design image Value Proposition Design, by Alexander Osterwalder, Yves Pigneur, Gregory Bernarda, and Alan SmithValue Proposition Design gives you the processes and tools you need to create compelling products and services customers want to buy.

 

33. Zone to Win: Organizing to Compete in an Age of Disruption image Zone to Win, by Geoffrey A. MooreZone to Win is a playbook to address the challenge large enterprises face when they seek to add a new line of business to their established portfolio.

Zone to Win is a high-powered tool for driving your company above and beyond its limitations, its definitions of success, and ultimately, its competitors, by focusing on spurring next-generation growth, guiding mergers and acquisitions, and embracing disruption and innovation.

 

I hope my list of Digital Transformation books helps you, or someone you know, get an edge.  Digital Transformation is risky business and a lot of companies fail to cross the Cloud chasm.  Sadly, what they don’t know, can hurt them.

Don’t let a lack of know how set you back during what can possibly be called the greatest opportunity in our lifetimes to build a better world and empower every person and every organization on the planet, the digital way.

What great Digital Transformation books did I miss?

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Categories: Blogs

The Definition of Ready in Agile Development

BigVisible Solutions :: An Agile Company - Tue, 05/17/2016 - 23:00

Our development teams have an insatiable need for work to do. It is very common for them to deplete the Product Backlog of items that are ready to be taken into a sprint. It is also common that the Product Owner (PO) and stakeholders have lots of partially defined work in the backlog. This caused frustration because the team can’t bring in work, yet there is plenty to do.

Definition of Ready_pale-01 

To help with this, our teams work with the PO to agree on what defines a “ready” state of a backlog item. This will vary by project, but below are some elements to seed the discussion:

  • Story defined and written
  • Story traceable to source document (where appropriate)
  • Acceptance criteria defined
  • Dependencies identified
  • Size estimated by delivery team
  • User experience included (where appropriate)
  • Performance criteria identified (where appropriate)
  • Person who will accept the user story is identified
  • Team has a good idea about how to demo the user story

Some other really smart Agile thinkers have been talking about this for a while:

We’ve even spilled a bit of ink on the topic:

We suggest that the Definition of Ready be published to the PO and all stakeholders we can identify. It also highlights the importance of the ScrumMaster’s opportunity to support the team by working with the PO to ensure there is at least a sprint’s worth of data ready to go. Along with a team Working Agreement and Definition of Done, consider adding the Definition of Ready to your Scrum team’s toolset.

 

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The post The Definition of Ready in Agile Development appeared first on SolutionsIQ.

Categories: Companies

Scaling with an Agile Leader

Scrum Expert - Tue, 05/17/2016 - 21:27
Using an Agile approach for software development does not necessarily guarantee success. As Henrik Kniberg wrote at the beginning of his blog post ” Even if the entire organization is neatly organized into scrum teams, you can still end up with an unaligned mess!”. Having an Agile leader can help preventing the unaligned mess. At the beginning of the blog post, Henrik Kniberg explains that you should maybe first try to avoid complexity and search simplicity in your organization. If you cannot simplify, then might need an Agile leader. He defines this role as someone that will focus entirely on coordinating the different teams. He will keep the moving parts in sync and keep an eye on the big picture. If Agile has leadership roles at the team level, there is no formal role when you have multiple teams. Henrik Kniberg provides an example of what an Agile leader will do: 1. What does winning look like? Vision/Mission. 2. What’s the plan? Strategy and tactics. 3. What’s the score? Progress, status, feedback loops 4. What is preventing us from winning? Continous improvement, people, teams, strategy, tactics. The blog post explains then in more details what the Agile leaders do at the budgets and estimates or cross-functional collaboration for instance. The post also discusses what kind of person is suitable for the role. Henrik Kniberg conclusion is that “I hope this doc helps you improve the success rate of your large multi-team efforts. But don’t forget – scaling is a last [...]
Categories: Communities

How User Experience (UX) fits within a SAFe environment

Agile Product Owner - Tue, 05/17/2016 - 15:30

Matt Kortering, UX Specialist at Universal Mind, recently shared his experiences about SAFe in his blog post “How UX fits within a SAFe environment.” Matt is currently serving as a UX Architect for one of Universal Mind’s larger clients, along with several of his colleagues (over 8 UX team members). Originally, Matt and his team were skeptical about how UX would work within SAFe. The framework has guidance about UX, but lacked the detail his team needed to feel confident in the agile “just in time” approach. Matt says in his blog post, “user experience is a big part of Universal Mind, so if we’re going to utilize SAFe, we need to make sure UX is done right.”

In his journey Matt and all his colleagues became certified SAFe Agilist (SA) and ran a successful SAFe UX pilot. Thereafter, Matt and his client rolled out SAFe to five feature teams and learned why SAFe is better than traditional approaches; he now confidentially advocates using SAFe. Matt goes on to say “SAFe takes all the same players and steps that we’re used to within a Waterfall [UX] design process and fixes everything that’s wrong with it.”

Matt’s blog post is valuable; he openly shares the lessons learned by his team and provides tips on how to better integrate UX with SAFe, including a cool workflow diagram. We’re hoping to get Matt to turn his blog into a SAFe guidance article that could serve as a proven success pattern for UX design. Thanks for sharing Matt!

Remember SAFe is a scalable and adaptable framework. In addition to its practices, SAFe provides the fundamental lean-agile principles and values to help you adapt it SAFely for your context.

Continually inspect and adapt and always be SAFe!

Richard Knaster
Principal Consultant, SAFe Fellow, Scaled Agile Inc.
@richardknaster

 

About Universal Mind
Universal Mind is a digital agency that specializes in the use of agile principles to create unique and engaging user experiences. Founded in 2003, Universal Mind is a Scaled Agile Inc. Silver Partner, and one of the largest independent digital agencies in North America.

Categories: Blogs

When should you apply Scrum?

Scrum Breakfast - Tue, 05/17/2016 - 11:13
... and when not? I was really surprised to discover it is not easy to find an answer this question. Let's look at what Scrum is, then look at when Scrum is appropriate and when not.
What is Scrum?Scrum is a simple, team-based framework for solving complex problems. Scrum is modelled on successful patterns for product development as identified in "The New New Product Development Game". I would summarize these patterns as follows:

  1. Inspect and Adapt at regular intervals
  2. Produce something that might be valuable for your customer at regular intervals
  3. One voice speaks for the customer
  4. An interdisciplinary team solves the whole problem
  5. A coach helps everybody involved to get better
  6. Management provides direction and support, and knows when it's best to stay out of the way
How is scrum different than traditional approaches? The principles of traditional management might be summarized as follows:
  1. Define a plan, follow the plan
  2. Check progress against milestones
  3. Maximize utilization of resources
  4. Managers, customers or stakeholders make key decisions
  5. Well-defined processes, carefully followed, ensure predictable results.
  6. Optimization should improve the efficiency of a process
When does Scrum make sense?
Scrum was created for solving complex problems. What is a complex problem? If you can't know the answer before you start, it's a complex problem. You may not even be sure you are asking the right question! What is the right feature set for this product? Will this product meet the needs of the market? Sure, you can answer these questions in advance, but only through validation do you know if you have gotten the right answer.
Scrum is a team-based framework. It's about people. Scrum works well when people want to do it.  
What happens when the people don't want to do Scrum? It doesn't work very well. Scrum does not lend itself to being imposed from above. You can do it, but you create huge internal resistance. A good Scrum implementation, even if top-level management wants it too, is pulled from below. When does classical management make sense?Some people would say the answer to this is never. But I think it is more complicated than that.  The patterns of classical management, which was invented by the automobile industry at the beginning of the 20th century, were hugely successful. They are the foundations of most large enterprises, and even today, as Agile methods have made development projects much more successful, an increasing percentage of the wealth generated by society stays in hands of top layers of classical management. This is also a definition of success!
So when do the patterns of classical management make sense?
The key word is predictability. If you can define a process with known inputs that produce the desired outputs, it is probably economically advantageous to do so. This works well for production problems, but is not well aligned with the needs of creative tasks like product innovation.Should you use Scrum?I would encourage you to use Scrum (or another empirical process) for unpredictable contexts:
  • Your main objective is some kind of problem solving.
  • Multiple skill sets are needed to solve the problem ("a team")  
  • Validation from customers or stakeholders is important to getting the right answer 
  • The people involved want to do it. (I often get called in to help people decide they want to do it).
I would encourage you to use a defined process for more predictable contexts:
  • A known input can lead to a predictable output
  • The problem and the solution can be clearly defined
I would encourage you not to do Scrum if the people involved do not want to do it. 
Having said that, if you ask people for examples from their own experience of great projects they'd like to emulate moving forward, these projects often look a lot like Scrum. If you ask people how they would like to organize their work, they often come up with something that looks a lot like Scrum!
    Lastly, I would also encourage you to challenge whether the tasks that you think belong to the predictable group really do belong there! 








      Categories: Blogs

      Getting Into Reflection Mode

      Ben Linders - Tue, 05/17/2016 - 08:17

      I chaired a session about getting into reflection mode at the Retrospective Facilitators Gathering 2016. In this session we discussed what facilitators can do to help people to look back and reflect in an agile / Scrum retrospective meeting or at other occasion where they want to learn from how they are doing. Continue reading →

      The post Getting Into Reflection Mode appeared first on Ben Linders.

      Categories: Blogs

      Us vs. Them: The IT/Business Divide

      If your organization brings IT in too late in the decision making process, you’re probably suffering from a devastating, costly IT/business divide.

      The post Us vs. Them: The IT/Business Divide appeared first on Blog | LeanKit.

      Categories: Companies

      SAFe 4.0 in 5 minutes video

      Agile Product Owner - Mon, 05/16/2016 - 20:51

      Hi All,

      Introducing SAFe to people that are unfamiliar with it can sometimes seem like a daunting task. People build really big systems with SAFe, so SAFe is not a trivial framework. As part of our efforts to make SAFe more accessible (for one such example, see the blog post on Essential SAFe), we’ve just released a short, informal five-minute video, which gives a brief overview of SAFe and how it works. You can find it here.

      SPCs have used previous versions of the video in their Leading SAFe or SAFe for Teams class. It’s also a handy, short introduction for anyone new to SAFe. It can also be used to help garner the interest needed to attract people to a session based on SAFe Foundations, SAFe in 8 Pictures, or even to a Leading SAFe class.

      We hope you find it useful,

      -Inbar Oren
      SAFe Fellow

      Categories: Blogs

      The Simple Leader!

      Evolving Excellence - Mon, 05/16/2016 - 18:21

       PRS0000030_00044]A few years ago I starting playing around with a book concept that described several personal and professional leadership methods and habits I had developed over my three decade career. I collected ideas, supporting information, and would occasionally – often on long plane trips – take a stab at writing a section or two. I even put those up on LeanPub for folks to review and comment.

      For many reasons I never made much headway. There was always something a bit more pressing, or seemingly more manageable, than tackling that behemoth of a project. I enjoy writing, and I felt I had something important to share, but it was never THE priority. In the meantime the project occupied valuable space in my brain.  As I get older I’m realizing just how valuable that space is.

      Then, last fall at the Lean Accounting Summit, I was approached by an attendee who introduced himself and immediately asked when I was going to finish the book. He knew from my blog and LeanPub that I had been working on it, and he said the story so far had really helped him improve his own leadership style. I decided it was time to either put up or shut up (the polite version of the phrase), and one way or another resolve the project and get it out of my head.

      I put up. I sequestered myself on a tiny island for two weeks in December and finished the writing. That draft went through several rounds of brutal editing by a professional copy editor, then text and graphic design. Several colleagues provided very valuable reviews, and Matthew May was kind enough to write a foreword. Todd Clarke did a great “visual one pager” summary.

      A week ago I received the final proof, and yesterday the book went live on Amazon. Kindle and iBook versions are just a few days away.

      The Simple Leader: Personal and Professional Leadership at the Nexus of Lean and Zen.

      Receiving that final proof felt incredibly good.  It is done and I’m very happy with how it turned out. I’m sure I’ll think of improvements over time, but for now the project is complete, and it is no longer consuming space in my head.

      The book is organized into eight parts, each with a different purpose:

      1. Fundamentals – A quick history lesson and exploration of the basics of Lean and Zen.
      2. Reconnect – Before doing anything, a leader has to be in touch with her or his inner self.
      3. Create – Methods to improve personal productivity to prepare for the work that is coming.
      4. Lead – How to engage and lead your team as you begin the improvement journey.
      5. Clarify – Clarifying what you and your organization are about, defining the current state and the desired future state, and creating a plan.
      6. Simplify – Using your new plan, you can take the first step and simplify your operation within the context of that plan.
      7. Improve – Methods to identify and execute improvement projects within the context of your plan.
      8. Grow – Within ongoing improvement projects in place, it is time to stretch yourself and your organization even further.

      I’ve been humbled by some of the initial reviews:

      I have long felt that Lean thinking and mindfulness are the two most important breakthroughs in recent years to help us sort out increasingly chaotic lives. Practicing Lean thinking is a clear path to professional success in hypercompetitive markets just as practicing mindfulness is the way to wellbeing in adverse conditions.  It also turns out that both build on each other, which is what Kevin masterfully demonstrates in this frank, well-written and deeply insightful account of his own journey. The Simple Leader is simply a fantastic read!
      Michael Ballé, author of Lead With Respect: A Novel of Lean Practice

      Leadership is at the core of any organization, and transforming leadership mindsets and practices is at the core of Lean management. Meyer is a rare author who’s not only studied Lean deeply but has also served as CEO. The Simple Leader is chock full of essential leadership practices that are key to organizational transformation and outstanding business performance alike.
      Karen Martin, author of The Outstanding Organization: Generate Business Results by Eliminating Chaos and Building the Foundation for Everyday Excellence

      If you’re thinking, “Not another book on leadership,” then you’re in luck. This is not the same old vacuous pablum that so many consultants peddle, or the same sophomoric insights that Zen fanboys wax lyrical over. Kevin’s experience as a business CEO, a student of Lean, and a practitioner of Zen combine to produce a uniquely insightful, wonderfully practical guide to management that will be useful to anyone seeking to be a better leader. I defy anyone to read this book and not learn something immediately useful, applicable, and valuable.
      Daniel Markovitz, author of Building the Fit Organization: Six Core Principles for Making Your Company Stronger, Faster, and More Competitive

      I’ve always been impressed by Kevin’s dedication to simplicity. This book collects his insights from a lifetime of experiences, travel, reading, work and reflection into a simple and practical book. Open up the table of contents and place your finger down on any topic, and I guarantee that you will find practical hints and insights in this book to help you improve. Take a moment to invest in yourself by reading and reflecting on how to reduce complexity in your life and work.
      Jon Miller,author of Creating a Kaizen Culture: Align the Organization, Achieve Breakthrough Results, and Sustain the Gains
       
      Lean and Agile thinking are founded in a deep ‘Respect for People’, experiential learning, and a realization that continuous improvement and innovation come from direct observation at the Gemba. In our increasingly complex, distracted and over stimulated world, presence and mindfulness, captured in the Zen instruction to ‘Pay Attention!’, are increasingly relevant. This book may not only change how you lead, but also how you live.
      Steve Bell, author of Run Grow Transform: Integrating Business and Lean IT

      One might say then that Simple, Leader, Lean, and Zen are inherently conflicted, at odds with one another, and that reconciling them would entail a rather Herculean act of creativity. But creativity is the act of bringing something new into existence, the defining quality of which entails connections between seemingly disparate ideas. This is the beauty of The Simple Leader. This is power of the Lean-Zen nexus.
      Matthew May, author of Winning the Brain Game: Fixing the 7 Fatal Flaws of Thinking

      Effective personal leadership, requiring conscious individual reflection, is a critical foundation for effective professional leadership. Building on his deep hands-on experience with core Lean and Zen concepts, principles and practices, Kevin Meyer provides the reader with concrete advice and examples necessary to become that outstanding leader. In The Simple Leader Kevin demonstrates how each of us can gain leadership clarity by reducing leadership strategy and processes down to a handful of important truths.  The Simple Leader is a short read that delivers with impact. Read this book.
      Adam Zak, co-author of Simple Excellence: Organizing and Aligning the Management Team in a Lean Transformation

      The simple leader is not simple at all! The simple leader is the one who has tamed complexity with the notion that simplicity is true elegance.  The irony is that the more successful we all become, the more we are enveloped by complexity and reject the intelligence of simplicity. The idea that Kevin could succeed in the business world and understand that success is rooted in simplicity is profound. The Simple Leader is a fantastic story of how Kevin has done this and I was taken with his honesty and brilliance.
      Paul Akers, author of Lean Health: Aging in Reverse

      Thanks to all of you who have supported me on this journey!

      Categories: Blogs

      New Practical Product Ownership Workshop Dates

      Johanna Rothman - Mon, 05/16/2016 - 17:56

      I just posted the dates for the next Practical Product Ownership workshop: Deliver What Your Customers Need. It starts Aug 23, 2016.

      You need this workshop if:

      • You are having trouble doing everything in your PO role, you might be trying to do too much. See Product Manager, Product Owner, Business Analyst?
      • You are having trouble deciding how to organize your backlog, roadmap, and everything.
      • How to value the items you do organize. We discuss Cost of Delay and seven other possibilities to rank the items.
      • How to help people articulate the problems they want the team to solve, not the solutions.
      • And much, much more.

      We meet twice a week for six weeks. Our first meeting is a 90-minute teaching call, where I teach and you ask questions. We meet later that week for a 60-minute coaching call, where you bring your problems, concerns, and challenges.

      I estimate you will have about 60-90 minutes of homework every week. Any other questions? Email me.

      Categories: Blogs

      Henry Ford and Design Thinking


      By LibertyGroup25 (Own work)
      Henry Ford pioneered many of the ideas that are now commonplace in business, including ideas used in Design Thinking. He has been quoted as saying "If you ask people what they want, it would be a faster horse." This hits on the design thinking principle of divergence. You need to understand what problem you are solving before coming up with a solution. Henry Ford wasn't solving a problem around horses, he was solving a transportation problem.

      I was in a design thinking workshop and we did an exercise where first we were asked to draw a door bell. Then we were given a problem in a different framing, we were asked to draw a way to know if someone was at the door. The second set of drawings were much different. A doorbell would have worked, but by reframing the question, many other solutions came out.

      Another Henry Ford quote is "you can have any color, as long as it's black." On the surface, this might not sound very customer friendly, However, this response was due to the solution to another problem. When he was developing the production line for the Model T, he was challenged in the painting step. He found all paint colors took to long to dry, except black. By only offering black, he was actually fixing a bottle knock in his process...applying the theory of constraints as it were.

      Next time you're working on a solution to a problem, spend a few minutes and think about the framing of the question. Can you change the question in order to expand you possible solutions?
      Categories: Blogs

      Custom Errors w/ Clean Stack Traces in Node.js

      Derick Bailey - new ThoughtStream - Mon, 05/16/2016 - 13:30

      Some recent discussion in the WatchMeCode slack spawned a bit of research into creating custom errors through factory methods, while keeping the stack trace for those errors clean, in Node.js

      After a bit of digging, I found a good solution using Node’s Error.captureStackTrace method, and recorded a quick screencast to highlight it’s use. 

      The Screencast

      The Sample Code

      If you’d like to run the sample code that I showed in this screencast, you can grab it from this gist

      Additional Resources

      And if you would like to read up on errors further, check out these additional resources:

      Categories: Blogs

      Workshop Valuable Agile Retrospectives in Utrecht

      Ben Linders - Mon, 05/16/2016 - 12:20

      Op 21 juni geef ik de workshop Valuable Agile Retrospectives in Utrecht. In deze succesvolle workshop leer je de waarom, wat en hoe van retrospectives en oefen je in teams met diverse manieren om retrospectives uit te voeren. Continue reading →

      The post Workshop Valuable Agile Retrospectives in Utrecht appeared first on Ben Linders.

      Categories: Blogs

      Knowledge Sharing


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