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- Accidental Complexity
- Actionable Principles
- Agile Coaching Pack
- Align towards business synergies
- Amplify Speed and Quality of Learning Cycles
- Architectural cohesion
- Are lean practitioners
- Avoid Components
- Building Trust in High-Performing Teams - Mila Hakanen and Aki Soudunsaari
- Catalyst for change
- Close enough and far enough
- Coaching
- Cognitive Load
- Colin Bird
- Collective accountability in case of Product Ownership Group
- Collective responsibility for complete product development
- Composite Value Stream
- Craft
- Create a Learning Organisation
- Create clarity of purpose
- Create the environment for people to thrive
- Cultivate learning between teams
- Defining Products
- Each team "sees" exactly one Product Owner
- End-to-End Product
- Enough Agile Coaching bandwidth
- Evolutionary over revolutionary change
- Favour Teams with broader Business Domain Competence
- Favour Teams with broader Solution Accountability
- Favour teams with maximised cognitive diversity
- Foster a high trust environment
- General
- Glossary
- Ground Conditions for successful change - Margaret Wheatley
- How to Apply ELSE
- Invest in quality
- Involve those affected by change
- Jan B. Olsen
- Leadership
- Leadership - Further Explanation and Models
- Leadership Control Surfaces
- Leadership supports rather than drives the work
- Limit Product Owner Mental Workload
- Limit Team Mental Workload
- Linear Value Stream
- Main Page
- Matt Roadnight
- Maximise Team autonomy
- Maximise engagement
- Maximise learning: Craft skills development
- Maximise team empowerment and localised decision making
- Maximise the Scope of Product Increment
- Mental Models
- Mental Workload
- Minimise unnecessary complexity
- Minimum Viable Product Owners
- One Product Owner may have multiple Teams
- Optimise the system of work for the majority of cases rather than the exceptions
- Organise around value streams
- Outcome
- Outcome is the primary measure of success
- Outside counseling
- Own your own approach
- PO should inspect to see if outcomes have been achieved
- Personal Mastery
- Pierluigi Pugliese
- Practices
- Product
- Product Line
- Product Owner Control Surfaces
- Product Ownership
- Product Ownership Group
- Product solution design is driven from within development teams
- Professional Agile Coaching
- Provide an impediment removal service
- Purpose of ELSE
- Reduce factors increasing product complexity
- References
- Regular small changes: Scale the number of changes rather than the size
- Scale only when you need to
- Scope of Accountability for a Product Owner
- Self-Determination Theory - Deci & Ryan
- Self-forming teams - “bounded autonomy”
- Self-managed Team of Teams
- Self-managed teams
- Shared context improves decisions
- Simon Roberts
- Single Layer Agile Coaching
- Sources of Patterns and Practices
- Start small and scale success
- Support autonomy with clear boundaries
- System of Work
- Systems Thinking
- Teams
- Teams Control Surfaces
- Teams of Specialists
- Technical leaders as coaches, mentors and community leaders
- The Anatomy of Trust - Brene Brown
- The Change Perspective
- The Coaching Perspective
- The Full Power of Engagement - Jim Loehr & Tony Schwartz
- The Leadership Perspective
- The Product Owner is accountable for sustained end value
- The Product Perspective
- The Teams' Perspective
- Trust and Purpose - Paul Zak
- Use the Definition of Done as an enabling constraint
- Value Stream
- What is ELSE?
- Where does it come from?
- Why ELSE?