User contributions for Ppugliese

24 January 2024

• 08:3608:36, 24 January 2024 diff hist 0‎ N File:Big POs PL diag.png ‎No edit summary current
• 08:3608:36, 24 January 2024 diff hist 0‎ N File:Small POs PL diag.png ‎No edit summary current
• 08:3408:34, 24 January 2024 diff hist −1‎ The Change Perspective ‎ →‎Repeat! Tag: Visual edit
• 08:3408:34, 24 January 2024 diff hist 0‎ N File:Scale Success.png ‎No edit summary current
• 08:3408:34, 24 January 2024 diff hist 0‎ N File:Small Experiments.png ‎No edit summary current
• 08:3308:33, 24 January 2024 diff hist 0‎ N File:Change Order Preference.png ‎No edit summary current
• 08:3308:33, 24 January 2024 diff hist 0‎ N File:Start Where You Are.png ‎No edit summary current
• 08:3308:33, 24 January 2024 diff hist 0‎ N File:Principle-Guided Evolutionary Improvement V4.png ‎No edit summary current
• 08:3308:33, 24 January 2024 diff hist 0‎ N File:Overcoming Challenges to Change.png ‎No edit summary current
• 08:3008:30, 24 January 2024 diff hist +5‎ The Leadership Perspective ‎ →‎Alignment and Autonomy Tag: Visual edit
• 08:2908:29, 24 January 2024 diff hist 0‎ N File:Control and Clarity.png ‎No edit summary current
• 08:2908:29, 24 January 2024 diff hist 0‎ N File:PS and Accountability.png ‎No edit summary current
• 08:2808:28, 24 January 2024 diff hist 0‎ N File:Hoshin Kanri.png ‎No edit summary current
• 08:2808:28, 24 January 2024 diff hist 0‎ N File:Alignment with Autonomy.png ‎No edit summary current
• 08:2608:26, 24 January 2024 diff hist −2‎ The Leadership Perspective ‎ →‎Leadership Behaviours
• 08:2508:25, 24 January 2024 diff hist 0‎ N File:Leaders Shape Environment.png ‎No edit summary current
• 08:2408:24, 24 January 2024 diff hist −1‎ The Leadership Perspective ‎No edit summary Tag: Visual edit: Switched
• 08:1808:18, 24 January 2024 diff hist −24‎ What is ELSE? ‎No edit summary Tag: Visual edit
• 08:1708:17, 24 January 2024 diff hist −16‎ Why ELSE? ‎No edit summary Tag: Visual edit
• 08:1608:16, 24 January 2024 diff hist −16‎ The Teams' Perspective ‎No edit summary Tag: Visual edit
• 08:1508:15, 24 January 2024 diff hist −24‎ Actionable Principles ‎No edit summary
• 08:1408:14, 24 January 2024 diff hist −9‎ Where does it come from? ‎No edit summary current Tag: Visual edit
• 08:1308:13, 24 January 2024 diff hist −66‎ What is ELSE? ‎No edit summary Tag: Visual edit
• 08:1308:13, 24 January 2024 diff hist −5‎ What is ELSE? ‎No edit summary Tag: Visual edit: Switched
• 08:1208:12, 24 January 2024 diff hist −29‎ Main Page ‎No edit summary Tag: Visual edit
• 08:1008:10, 24 January 2024 diff hist 0‎ m What is ELSE? ‎ Ppugliese moved page What is ScaleAgility? to What is ELSE? without leaving a redirect
• 08:0908:09, 24 January 2024 diff hist +18‎ Purpose of ELSE ‎No edit summary Tag: Visual edit
• 08:0908:09, 24 January 2024 diff hist +16‎ Why ELSE? ‎No edit summary Tag: Visual edit
• 08:0808:08, 24 January 2024 diff hist +1,037‎ Why ELSE? ‎No edit summary
• 08:0708:07, 24 January 2024 diff hist 0‎ m Why ELSE? ‎ Ppugliese moved page Why ScaleAgility? to Why ELSE? without leaving a redirect
• 08:0208:02, 24 January 2024 diff hist +4,829‎ N References ‎ Created page with "<nowiki>__NOTOC__</nowiki> TODO: This has been copied from GDOCS, it probably needs updates and links? Brooks, F. (1975). The Mythical Man-Month: Essays on Software Engineering. Addison-Wesley. 0-201-00650-2 Brown, B. (2015). SuperSoul Sessions: The Anatomy Of Trust. Video. <nowiki>https://brenebrown.com/videos/anatomy-trust-video</nowiki> Brown, B. (2019). The Anatomy of Trust. Uncrushed. <nowiki>https://www.uncrushed.org/content/2019/7/1/the-anatomy-of-trust-bren..." Tag: Visual edit
• 01:0901:09, 24 January 2024 diff hist −16‎ Main Page ‎No edit summary Tag: Visual edit
• 00:5800:58, 24 January 2024 diff hist +778‎ N Product Ownership Group ‎ Created page with "Where possible, even at scale there should be a single Product Owner being accountable for a product development and for achieving sustained end value. However, the experience of the agile community shows that there is a limit in the amount of Teams a single Product Owner can serve. Beyond that limit, there is the need of having a group of people sharing the role as a Product Ownership Group. There are severa..." current
• 00:5800:58, 24 January 2024 diff hist +1,121‎ N Mental Workload ‎ Created page with "Mental Workload is a concept in psychology describing the quantity of cognitive resources needed to perform a certain task. The current research is mostly focused on Mental Workload for individuals, though there are some initial studies related to Mental Workload for Teams. This concept is, in our opinion, very important in large-scale development: to have Teams capable of working on end-to-end products, they need to keep control of their development activities: the la..." current
• 00:5800:58, 24 January 2024 diff hist +1,313‎ N Cognitive Load ‎ Created page with "Cognitive Load is a concept that models the cognitive effort humans need to apply to learn new information[https://www.sciencedirect.com/science/article/abs/pii/B9780123876911000028]. For what we need in the context of scaling, a simplified description of the concept is that learning requires effort, and the actual amount of effort depends on two main aspects: * The Intrinsic Cognitive Load of what we want to learn. There are topics that are more or less difficult to le..." current
• 00:5800:58, 24 January 2024 diff hist +292‎ N Teams of Specialists ‎ Created page with "Teams formed around subsets of delivery - e.g technical component, specialist skillsets (e.g. marketing, sales, design, analysis) and not aligned to a value stream A subset of delivery is a process or domain part required to deliver a full value stream TODO: This description needs a review"
• 00:5700:57, 24 January 2024 diff hist +209‎ N System of Work ‎ Created page with "How work gets done: the organisational context within which value is created. This includes organisational structure, process, culture, people and commercial ecosystem (suppliers, partners, customers, etc.)." current
• 00:5700:57, 24 January 2024 diff hist +300‎ N Accidental Complexity ‎ Created page with "Is defined as complexity added by our approach and process as opposed to the inherent complexity of solving a given problem. (Brooks) This term was introduced by Fred Brooks in "No Silver Bullet—Essence and Accident in Software Engineering"" current
• 00:5700:57, 24 January 2024 diff hist +208‎ N Outcome ‎ Created page with "The results you expect from Product development. The observable change in the world after delivering output; ideally observed with a change in people’s behaviours. '''TODO: Improve this definition'''"
• 00:5700:57, 24 January 2024 diff hist +514‎ N Scope of Accountability for a Product Owner ‎ Created page with "Is the part of the value stream a Product Owner is accountable for, i.e. has authority and responsibility over. TODO : Add in image The ideal Scope of Accountability for a PO is the whole value stream. For small product developments, this should happen quite naturally, but in large and composite value streams this is ... * Usually not happening at the beginning of a transformation process and * Difficult to achieve, though trying to go in that direction is an effecti..."
• 00:5600:56, 24 January 2024 diff hist +253‎ N Product Line ‎ Created page with "A set of Products that are related. For example because of synergies among those Products, technical commonalities, business strategy etc. A Product often requires coordination among various products and often results in a Composite Value Stream" current
• 00:5600:56, 24 January 2024 diff hist +510‎ N Composite Value Stream ‎ Created page with "A Value Stream that is constructed from multiple value streams that each have independently realisable value. Because of the complexities of the organisation, it could be that parts of a composite value stream deliver internally to other value streams rather than to an external customer. This should be avoided as much as possible and value streams should deliver to external customers, however there might be good reasons to organise this way. * Example TODO Composite..."
• 00:5600:56, 24 January 2024 diff hist +150‎ N Linear Value Stream ‎ Created page with "A Value Stream where there is a single path of value creation from idea or request to releasing value. TODO Linear Value Stream Image Upload Required"
• 00:5600:56, 24 January 2024 diff hist +370‎ N Value Stream ‎ Created page with "A stream of activities spanning from idea or request through to customer service provision that generates value for the customers and stakeholders. The Value Stream includes these aspects, where relevant: * vision * business strategy * operational * extensibility * maintainability * regulatory * compliance * security * commercial. File:Value_Stream_Image.png"
• 00:5600:56, 24 January 2024 diff hist +299‎ N Product ‎ Created page with "Actual goods or services providing value to customers and business. This includes physical deliverables, “soft” products and services. A Product generates outcomes. Where an outcome is an observable change in the world after delivering output. A Product is generated via a Value Stream" current
• 00:5400:54, 24 January 2024 diff hist +711‎ N Glossary ‎ Created page with "__NOTOC__ This section contains descriptions of items that we have used throughout the principles. * Product * Value Stream * Linear Value Stream * Composite Value Stream *Partial Value Stream * Product Line * Scope of Accountability for a Product Owner * Outcome * Value of a Product * Accidental Complexity * System of Work * Specialist Skill Sets * Teams of Specialists *Cognitive Load *Ment..."
• 00:5400:54, 24 January 2024 diff hist +1,220‎ N Self-forming teams - “bounded autonomy” ‎ Created page with "__NOTOC__ == Description == Organisations are more complex than their org chart shows: the official hierarchy is just one of the many parallel social networks active in a company. This is relevant in any company but much more in a modern collaborative work environment. The aim is to empower the collaboration network and reduce hierarchy to speed up decision-making. Therefore it is vital to create Teams where effective teamwork is possible. As it is impossible for leade..." current
• 00:5400:54, 24 January 2024 diff hist +1,195‎ N PO should inspect to see if outcomes have been achieved ‎ Created page with "__NOTOC__ The PO should focus on the results that the product is achieving, focusing on individual behaviour change in product usage and have meaningful measures that illustrate progress towards business and product outcomes. This principle is moving the emphasis from measuring team(s) output to measuring the impact of their collective efforts against business value indicators. === Evidence/impact === * The PO, together with relative Teams, has established a system o..." current
• 00:5300:53, 24 January 2024 diff hist +1,296‎ N Sources of Patterns and Practices ‎ Created page with "There are a number of potential sources of a vast number of potential patterns that can be considered as options to be applied in a given context. === Scale Frameworks === The elements of scaling frameworks may contain practices, patterns and ideas that suit your specific context. Consider these as input into your emergent practices and patterns but do not assume they will necessarily be “Best Practices” for your circumstances, especially if adopted as a monolithic..." current
• 00:5300:53, 24 January 2024 diff hist +2,510‎ N Shared context improves decisions ‎ Created page with "__NOTOC__ == Description == A shared understanding of a common collective valuable purpose improves collaboration, decision-making and motivation. Ensure that all those involved in the value stream are informed and invested in the end-to-end purpose at an appropriate level of detail to provide context for decision-making. Appropriate, in this context, means that the individuals or groups understand both the higher level collective mission and the specific level of detai..."