Distributed Agile Simulation

On November 13, 2012 · Leave a Comment · In Coaching, Facilitation Exercises, Scaling, simulations

Simulations reveal ones default behavior. I have learned a lot about myself and my default settings when I have participated in simulations. Shout out to AYE conference, PSL workshops and may other excellent learning opportunities that have immersed me in uncomfortable simulated project settings that have enabled me to recognize and resolve personal dysfunctional traits [...]

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Coaching Smells

On June 12, 2012 · Leave a Comment · In Coaching, Experience, Stories

“Hi, I’m a coach and I am here to help” 

My spine stiffens and I can feel my hair on back of my neck.

“Thanks, K”

I respond tepidly

K: “I have been promoted, I am now your coach. I will do what it takes to help your team”

Me: “we need all the help [...]

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Kanban Exercise

On November 18, 2011 · 2 Comments · In Facilitation Exercises, kanban

Kanban at its essence is a signaling device that instructs the moving or creating in a “pull” based system. Kanban when applied within a system enables synchronization between the rhythm of demand (customer) and rhythm of production (producer). The pace or beat, of customer demand is takt time. In other words to enable just in time production of goods it is [...]

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CPR Technique

On October 13, 2011 · 3 Comments · In Facilitation Exercises, Tools & Artifacts

The software world has misused so many terms from the medical profession that one more would not hurt.

CPR – Categorize, Prioritize, Resolve.

This is simple mnemonic that aids me to be methodical in my approach towards uncovering and resolving impediments.

Categorize:

How do you view your world?

To me lack of impediments is like moving [...]

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Panchal’s Directive

On July 5, 2011 · Leave a Comment · In Uncategorized

 

The proliferation of job titles in an organization encourages the diffusion of responsibility and dilution of vision.

Panchal’s Directive provides a guide to the number of different titles in an organization: take the square root of the number of people in the organization, then divide by two.  Four people? One title.  Twenty-five? Around two [...]

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