Stoic Agilist TOC for the TL;DR Crowd

This all began as a mistake.

I've collected quite a bit of material here on Substack over the past 2+ years. Most of it is buried in the "Archives" - another word for lost and unavailable. Crafting this material into a book has revealed an opportunity to curate some of this material here on Substack. The categories are broad stroke as there is a lot of overlap. My intention is to revise this over time.

Agile Values, Principles, Methods, and Practices

• Agile Recipes

• Pigeon Feed

• Failure to Convert to Agile

• Implementing Agile - Beware the Sinkholes

• Iterations - Short and Long

• The Unbearable Weight of Incompleteness

• Aiming For What’s Not There

• Putting a Finger on the Scale

• How does Agile help with long term planning?

• Behind the Curtain: The Delivery Team Role

• How to know when Agile is working

• Autopilot Agile

• What does Agile documentation look like?

• Responding to change over following a plan

Scrum

• False Barriers to Implementing Scrum

• False Barriers to Implementing Scrum - II

Story Points and Estimating Work

• Story Points and Fuzzy Bunnies

• Agile Money

• Relative Team Expertise and Story Sizing

• A Pointless Argument - Spikes, Estimates, and Work

• The Practice of Sizing Spikes with Story Points

• The Limits of Planning Poker

• Estimating Effort - An Explicitly Implicit Approach

• Intuition and Effort Estimates

• Estimating Effort - Adaptation

• Parkinson's Law of Triviality and Story Sizing

Stuff for Product Owners

• Behind the Curtain: The Product Owner Role

• Maintaining the Servant-Leader Balance

• Crafting a Product Vision

• The Pull of Well-Crafted Product Visions and Release Goals

• Center Point: The Product Backlog

• Teaching Product Owners How To Fish

• How to Know You Have a Well Defined Minimum Viable Product

• Minimum Viable Product - It's What You Don't See

• Agile Metrics - Time (Part 1 of 3)

• Agile Metrics - Time (Part 2 of 3)

• Agile Metrics - Time (Part 3 of 3)

• Agile and Changing Requirements or Design

• How To Run an Agile Death March

• Improving The Odds of Success For Any Goal With A Definition of Done

Stuff for Scrum Masters

• Behind the Curtain: The Scrum Master Role

• Maintaining the Servant-Leader Balance

• Keeping Your Center as a Scrum Master

• The Hidden Lives of Scrum Masters

• Agile Metrics - Time (Part 1 of 3)

• Agile Metrics - Time (Part 2 of 3)

• Agile Metrics - Time (Part 3 of 3)

Communication

• Psychological Safety and Grapevine Communication

• Are You Ready for a Difficult Conversation?

• Status - Then and Now

• Openness, Grapevines, and Strangleholds

Personal Development

• My ongoing series on developing Agile mastery begins with Agile Mastery, Beginner's Mind, and Doing the Work.

• Mindfulness? There's an app for that! (Revisited)

• More on Mindfulness

• Juggling Your Way To Mindfulness

• The Path to Mastery: Begin with the Fundamentals

• Building Mastery One Day At A Time

• The Novice and the Master

Remote or Distributed Workforce

• Back to the Office - Delayed Effects from the Lock-downs

• Back to the Office - The Good, the Bad, and the Ugly - Part 1

• Back to the Office - The Good, the Bad, and the Ugly - Part 2

• Back to the Office - The Good, the Bad, and the Ugly - Part 3

• Back to the Office - The Good, the Bad, and the Ugly - Part 4 (Conclusion)

• Strategies for Remote Interviews with Team Candidates

• Remote Teams: Non-verbal Communication

• Teams, Tribes, and Community - 0.1.0

• Teams, Tribes, and Community - 0.2.0

• Teams, Tribes, and Community - 0.3.0

• Teams, Tribes, and Community - 0.4.0

• Running Daily Scrums With Remote Teams

Stoic Reflections

• Firsts and Lasts

• Treat Me Like My Dog

• The Survivor Tree

• The Short Life and Times of Cole Summers

• Momemto Mori - Preparing for Loss

System Dynamics / Systems Thinking

• System Dynamics and Causal Loop Diagrams 101

• First Order Consequences or First Order Delusions

• Metaphors, Analogies, and Mental Models

• Baseball and Systems Thinking

• Systems Thinking, Project Management, and Agile - Part 1: The Revenge of Frankenagile This is a eight part series on system dynamics and project management that begins with this post.

• Innovation and Limits to Growth

Teams

• The Dynamic Stability of High Performing Teams

• Who Do You Want Your Team to Become?

• The Retail Rule for Dealing with Consistently Under-Performing Employees

• Trust, Innovation, and Managing People

• Team Composition

• Familiarity - Profile of an Underrated Basic Drive

• Collaboration and Code Authorship Credits

• How to Frame Team Development Challenges

• Achieving 10x

• Agile Team Composition: Generalists versus Specialists

• Cook's Theory of Performance Evaluation

• The Team Hero

• Taking Work to the Team

• Drive for Teams

• How to Develop a Team Identity with A/B Testing

For Fun

• A growing collection of Agile related Haiku.

• Hailing My Very First Uber

• Looking for Charlie

If you have any questions, need anything clarified, or have something else on your mind, please use the comments section or email me directly.

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Photo by Denise Jans on Unsplash