Sublime

how we frame our discovery work to ensure alignment and to identify key risks.

My introduction to Scrum and Agile came through agile trainer Matt Gelbwaks. In early 2009 Matt and I initially spent a day together in our US offices, where we came up with a rough, back-of-the-envelope method for how to apply agile approaches to the right-hand side of the U Process.

To get leverage this way, you first need to create a flow chart of the production process as it exists.

"One guy by the tie."

What works better is to ask both the manufacturing and the sales departments to prepare a forecast, so that people are responsible for performing against their own predictions.

We were operating under some basic assumptions taken from Lean manufacturing models.3 We were visualizing work, limiting our work-in-progress, pushing decisionmaking to the last responsible moment, and continuously striving to improve. We learned that understanding our work is the key to controlling it.

Once we have a prioritized list of target conditions and impact maps created collaboratively by technical and business people, it is up to the teams to determine the shortest possible path to the target condition.

You want problems solved by the right people who can do it most effectively.