https://feeds.blubrry.com/feeds/scrumcast.xml http://integrumtech.com http://integrumtech.com Agile coaches from Integrum talking about their pain and success following Agile and Lean principles in the real world. episodic Agile Weekly PodcastIntegrum hosted by Agile Weekly Crew Agile Weekly Crew Agile coaches from Integrum talking about their pain and success following Agile and Lean principles in the real world. en-us Copyright 2022 Agile Weekly PodcastIntegrum podcast@blubrry.com (Blubrry Podcasting) Agile Weekly Crew podcast@blubrry.com http://integrumtech.com https://assets.blubrry.com/coverart/orig/15506.jpg Agile Weekly Podcast Blubrry Podcasting: https://www.blubrry.com/ clean http://blogs.law.harvard.edu/tech/rss Thu, 25 Jun 2015 02:00:09 -0400 Thu, 25 Jun 2015 02:00:09 -0400 http://integrumtech.com/2015/06/episode-148-whats-a-culture-fit/ http://www.blubrry.com/scrumcast/3041304/episode-148-whats-a-culture-fit/ Agile Weekly Crew Thu, 25 Jun 2015 02:00:09 -0400 0:16:08 no Agile Weekly Crew Derek, Clayton and Chris slowly remember what they were talking about... Oh ya! Culture Fit! Including mono-cultures, hiring, diversity of ideas and behaviors enforcing culture. Derek, Clayton and Chris slowly remember what they were talking about... Oh ya! Culture Fit! Including mono-cultures, hiring, diversity of ideas and behaviors enforcing culture. http://integrumtech.com/2015/06/episode-147-agile-its-supposed-to-hurt/ http://www.blubrry.com/scrumcast/3041303/episode-147-agile-its-supposed-to-hurt/ Agile Weekly Crew Thu, 18 Jun 2015 02:00:48 -0400 0:17:04 no Agile Weekly Crew Derek, Clayton and Chris discuss the idea of how difficult it is to work in an agile environment, embrace agile methodologies and do the right thing. Derek, Clayton and Chris discuss the idea of how difficult it is to work in an agile environment, embrace agile methodologies and do the right thing. http://integrumtech.com/2015/06/episode-146-listener-question-technical-projects/ http://www.blubrry.com/scrumcast/3041302/episode-146-listener-question-technical-projects/ Agile Weekly Crew Thu, 11 Jun 2015 02:00:23 -0400 0:16:43 no Agile Weekly Crew Derek, Clayton and Chris answer a listener question about technical side projects and how they fit into the bigger picture. Derek, Clayton and Chris answer a listener question about technical side projects and how they fit into the bigger picture. http://integrumtech.com/2015/06/episode-145-lean-coffee-with-mark-ng/ http://www.blubrry.com/scrumcast/3041301/episode-145-lean-coffee-with-mark-ng/ Agile Weekly Crew Thu, 04 Jun 2015 02:00:52 -0400 0:18:58 no Agile Weekly Crew Derek, Clayton and Mark do a Lean Coffee episode and discuss: Retrospectives, Visualizing flows across teams, Backlogs and more. Derek, Clayton and Mark do a Lean Coffee episode and discuss: Retrospectives, Visualizing flows across teams, Backlogs and more. http://integrumtech.com/2015/05/episode-144-presence/ http://www.blubrry.com/scrumcast/3041300/episode-144-presence/ Agile Weekly Crew Thu, 28 May 2015 02:00:06 -0400 0:14:56 no Agile Weekly Crew Derek and Clayton talk about presence. How do you indicate presence? What does presence look like for distributed teams? What happens when there is little or no presence? Derek and Clayton talk about presence. How do you indicate presence? What does presence look like for distributed teams? What happens when there is little or no presence? http://integrumtech.com/2015/04/episode-143-feedback-loops/ http://www.blubrry.com/scrumcast/3041299/episode-143-feedback-loops/ Agile Weekly Crew Thu, 23 Apr 2015 13:55:00 -0400 0:16:37 no Agile Weekly Crew Clayton and Derek discuss feedback loops. Clayton and Derek discuss feedback loops. http://integrumtech.com/2015/04/episode-141-wtf-is-wrong-with-agile/ http://www.blubrry.com/scrumcast/3041298/episode-141-wtf-is-wrong-with-agile/ Agile Weekly Crew Wed, 08 Apr 2015 02:00:19 -0400 0:16:31 no Agile Weekly Crew Derek Neighbors, Jade Meskill, and Clayton Lengel-Zigich discuss: the state of Agile today. Derek Neighbors, Jade Meskill, and Clayton Lengel-Zigich discuss: the state of Agile today. http://integrumtech.com/2014/09/episode-140-our-ideal-team/ http://www.blubrry.com/scrumcast/3041297/episode-140-our-ideal-team/ Agile Weekly Crew Thu, 04 Sep 2014 02:00:00 -0400 0:16:04 no Agile Weekly Crew Derek Neighbors, Jade Meskill, and Roy van de Water discuss: Our ideal team. Transcript Jade Meskill:  Hello, welcome to the "Agile Weekly Podcast," I'm Jade Meskill. Roy van de Water:  I'm Roy van de Water. Derek Neighbors:  I'm Derek Neighbors. Derek Neighbors, Jade Meskill, and Roy van de Water discuss: Our ideal team. Transcript Jade Meskill:  Hello, welcome to the "Agile Weekly Podcast," I'm Jade Meskill. Roy van de Water:  I'm Roy van de Water. Derek Neighbors:  I'm Derek Neighbors. Jade:  We were talking about some of the common problems that we've run into on different teams. I was wondering, what is the ideal team, that you would want to work with? Roy:  I think for me, the ideal team that I would want to work with, is a bunch of people that I trust implicitly. They should be people I trust with my life, let alone a software project. I think that'd be huge. Derek:  If there's all sorts of traits, I definitely think I want to be with people that can be vulnerable with me, and that I can be vulnerable with them on a deeper level than just the work. I want to work with people that are highly passionate about the work they're doing. I want to work with people that are interested in learning new things. I want to work with people that want to have fun. I want to work with people who want to get results, and they're able to balance all of those things. They're able to balance, there's a time to learn, there's a time to have fun. Ultimately, that has to be balanced with what that deliverable is, whatever that is, and is willing to have conflict to balance those things. I look at it as if you look at Aristotle or Socrates, or any of them, and you need to talk about virtue. There's, you go too far to the right, it's bad. If you go too far to the left, it's bad. There's this constant tension of trying to keep that needle or keep the guitar in tune, so to speak, as we have a guitar on the table here. I want to be on a team that understands those types of things and is having the conversation about, "How do we keep in tune?" Opposed to being stupid and focused on one thing and not understanding the ramifications of other things. I guess depth, a team that has philosophical depth about the work that they're doing. Jade:  Those are really awesome things. How do you get to a team that functions like that? You can't just assemble it out of box and magically you've got that. [laughs] Roy:  You hire a project manager, and he says that everybody is required to be all of those things that Derek just listed and that they all have to trust each other. Jade:  Post them up on the wall. Roy:  A good way to make people trust each other is trust falls in all courses, all that stuff. Derek:  I don't know. I [inaudible 02:47] . I don't know if I've seen it. I think that that's hard because part of the only way to get some of the trust...Some other way to get that depth is to have that vulnerability. That path to getting that vulnerability requires exploring all of the edges and doing all of the things which a lot of times ends up in no results or results without any meaning or without a whole lot of fun. You know, "Hey, great. We got all the results we wanted, but nobody wants to do the work anymore. Because we had to slave and drive, and it was miserable to get there, but we had some success." Or, "Hey we had a total blast, but it sucked because it couldn't last because we didn't get there." I think it's hard to get that flavor and that character with the same group of people. You almost have to have some runway. It's not like, "Hey, boom, this is going to happen." "Do these 10 steps and by Monday..." You're going to be a team that is rocking and rolling. Roy:  Let's say I have a team of a certain number of individuals and they either know each other or don't, or whatever. They're not this team yet. I have the time to give them runway to form. How do I get them to actually become that ideal team and not become a collection of individuals that are only caring what their self‑interests are? How do I make sure that the team is progressing towards that ideal vision you described? http://integrumtech.com/2014/06/episode-139-rapid-team-growth/ http://www.blubrry.com/scrumcast/2205886/episode-139-rapid-team-growth/ Agile Weekly Crew Thu, 12 Jun 2014 09:00:31 -0400 0:16:58 no Agile Weekly Crew Derek Neighbors, Jade Meskill, Clayton Lengel-Zigich, and Roy van de Water discuss: How to deal with a rapidly expanding team. Transcript Clayton Lengel‑Zigich:  Welcome to another episode of the Agile Weekly Podcast. I am Clayton Lengel‑Zigich. Derek Neighbors, Jade Meskill, Clayton Lengel-Zigich, and Roy van de Water discuss: How to deal with a rapidly expanding team. Transcript Clayton Lengel‑Zigich:  Welcome to another episode of the Agile Weekly Podcast. I am Clayton Lengel‑Zigich. Jade Meskill:  I'm Jade Meskill. Roy van de Water:  I'm Roy van de Water. Derek Neighbors:  I'm Derek Neighbors. Clayton:  Today, we're going to talk about what are some impacts and how do you handle or how do you deal with taking the team and growing it, doubling in size, or onboarding a bunch of new people. Jade:  All at once? Clayton:  Yeah, exactly. Not over time, but like, "Hey, there might be some people joining the team soon" and then, "Hey, these are the people that are joining the team now," that kind of thing. We probably talked in the past about what happens to teams when members change. Is anything exaggerated or are there worse problems when you have higher numbers? Roy:  Every time, we're doubling the size of the team overnight? Clayton:  Yeah, basically. Roy:  Because I feel like that's where the biggest problems comes. When you have one team that's about the same size of the first team, now they're one team. Because now you have two worrying cultures or as if like let's say the four of us are a team and the fifth person comes in. The four of us can dominate the other person's culture just through sheer force of numbers. That's going to make it a lot harder because now all of a sudden there's a clear majority. Jade:  But even changing one member of the team, you start over as a team like you've got to figure things out. Things are different. Roy:  Absolutely, but it might not take us long. It might go a lot faster. Clayton:  What if we got put in a team? Jade:  [laughs] Please, I feel bad for those people. Clayton:  And from people we can talk to about then. Jade:  I think some of the risks are like we're saying you have two very different cultures colliding and you've got to sort through all that. You're definitely starting over and both teams are starting over from a culture perspective. Roy:  The danger to have is the assumption that one of the teams is getting bigger. When in reality, two teams are stopping to be teams and a new team that is completely its own unique thing is now starting. Derek:  A lot of it too is, I mean if we look at...Trust is a big part of things being successful. That is a huge part of it. If we say that the only way to have trust is to be vulnerable and we know that when you're with strangers, it's hard to be vulnerable. Some of that stuff just takes time. It's like you have to kind of posture up, sniff each other out like two dogs at the dog park. You got to do little butt sniffing. You got to check it out... Jade:  Maybe 14 dogs at the dog park. Derek:  ...go around and there's a fair amount of crazy sauce that happens before you can even settle in to then, "OK, I'm going to let the guard down slowly." It only takes one offense to then well back up and put those hands back in front of your face, and say, "Oop." Jade:  And for everybody. Derek:  And it's for everybody. There's a song and dance that takes a while to get that trust mojo going. I'd say my only recommendation is whatever you can do to get that trust mojo happening as soon as possible and as quick as possible and reinforce it as much as possible, the better your results are going to be. But that's hard to do, man. Jade:  What are some tricks to start that off well? Derek:  Valium, I don't know. [laughter] Roy:  The opposite of valium is don't shy away from conflicts. Meet that shit head on. Don't try to put off discussions for...don't try to put it off forever. Clayton:  The first thing that comes to mind for me is eating together, sharing a meal. That's a pretty good one. Getting to know people beyond their work role, their persona. When you're in the bureaucracy, you want to talk about, http://integrumtech.com/2014/06/episode-138-principles-practices/ http://www.blubrry.com/scrumcast/2205885/episode-138-principles-or-practices/ Agile Weekly Crew Thu, 05 Jun 2014 09:00:32 -0400 0:16:30 no Agile Weekly Crew Derek Neighbors, Jade Meskill, Clayton Lengel-Zigich, and Roy van de Water discuss: What is more important, principles or practices? Transcript Jade Meskill:  Hello welcome to another episode of Agile weekly podcast. I am Jade Meskill. Derek Neighbors, Jade Meskill, Clayton Lengel-Zigich, and Roy van de Water discuss: What is more important, principles or practices? Transcript Jade Meskill:  Hello welcome to another episode of Agile weekly podcast. I am Jade Meskill. Roy van de Water:  I am Roy van de Water. Derek Neighbors:  I am Derek Neighbors. Clayton Lengel‑Zigich:  I am Clayton Lengel‑Zigich. Jade:  Guys, I wanted to talk today on what is more important, principles or practices? Roy:  Explain? Derek:  Or use it in a sentence. [laughter] Jade:  What is more important, principles or practices? Dealing with a lot of teams, I've seen Agile presented in many different ways. Sometimes it is very process focused and practice focused, sometimes it's about the principles without a lot of either prescriptive ideas of how process or practices would work like how do you get the best results from a team? What's more important focusing on the principles or focusing on the practices? Derek:  This is a faith versus works question ‑‑ and loaded. Jade:  It sure is. Clayton:  I view myself as a principles kind of guy. In this context, the practices are something that you could do probably quick, but for them to have long‑lasting impact or to make more sense so people understand why they might be doing these practices, you do need the principles. To answer your question, you need both of them. Jade:  It depends. Is that right? [laughs] Roy:  Yes. It depends on the level of team you're applying them to. It is extremely important to have principles from the very beginning. If you rely only on principles, it's very difficult for novices to be able to do much with raw principles. If I say, "Lying is bad. Don't lie." But you have no experience with what lying even is. Is a white lie OK? ‑‑ all of these nuanced things. You might be able to say, ''I know lying's bad, but I got put in this situation. I don't know what to do with it." I do the wrong thing even though I have the principle, because I don't understand how the principle works. I tend to find that principles are very short, concrete things that have a lot of nuance. The only way to develop the skill of what is in that nuance is to have a whole lot of practice. With novices, it's very important to put the guide rails on. To say like do this thing, almost cargo cult it to a certain degree like do this thing, but reinforce the principle behind why you're doing that thing. Once you understand the classic Miyagi's son like wax the car, wax on, wax off. I don't know why I'm waxing on. I don't know why I wax off. I don't know why I'm painting the fence. It seems kind of frustrating. You tell me that I'm going to be this really great karate fighter someday but I don't get it because it doesn't make a whole lot of sense. Then at that one moment that you know that I have enough practice under my boat, you can show me how it relates to the principle in a meaningful way and it kind of clicks. From that point forward, I can let the practice be more dynamic to the situation. I think a lot of it depends of what level you're at. It's very difficult to teach principles without introducing some form of practice. It's very dangerous to only focus on practice and not have people understand the principles behind the practices. Jade:  It sounds to me like you're describing a balance or attention between those two. How do you know when is the right...what's the right balance for the right team? How do you gauge that? Derek:  Let me give you the answer that will work for everybody. I don't have it. [laughter] Derek:  That's going to be something that is worn out of experience, but that's the troubles. You don't have the experience to make that call yet. Jade:  If you're a coach or you're a score master, you're performing some role with that team and expected to guide them in some way. How do you figure out where to push and where to pull?