Agile and Project Management - DrunkenPM Radio

Summary

In this episode, Jimi Fosdick joins Dave for a conversation about his journey from traditional project management to agile. They discuss the challenges of applying traditional project management to software development, the importance of understanding the context and problem domain when choosing project management approaches, and the misuse of the term 'agile' in the consulting industry. They also touch on the legacy of Frederick Taylor and the need for a people-centered approach in project management. The conversation explores the challenges of traditional project management and the need for a more empirical and agile approach. They discuss the problems with big upfront planning, the importance of shorter cycle times, and the fear of failure. The conversation also touches on the need for more humane workspaces and the changing nature of work. The principal themes include the limitations of traditional project management, the benefits of an empirical approach, and the evolving workforce and work environment.

Takeaways

• Traditional project management is effective for problems that can be solved on paper upfront, but may not work well for software development.

• Agile approaches, such as Scrum, are better suited for software development and other complex, empirical problems.

• The term 'agile' has become an overloaded and misused brand in the consulting industry.

• Hybrid approaches that combine traditional project management and agile practices can be problematic and may not fully embrace the values and principles of agile.

• A people-centered approach is essential in project management, and the focus should be on collaboration, respect, and solving the right problems. Traditional project management relies on upfront planning, which can lead to longer cycle times and higher failure rates.

• An empirical approach, such as Agile, allows for shorter cycle times and the ability to adapt and change as needed.

• The fear of failure often hinders organizations from embracing more agile and iterative approaches.

• There is a growing emphasis on creating more humane workspaces and allowing for more flexibility and creativity in the workplace.

• The nature of work is changing, and organizations need to adapt to the expectations and needs of the new generation of workers.

Chapters

02:20 Introduction and Background

05:52 The Challenges of Traditional Project Management in Software Development

08:33 Differentiating Scrum from Traditional Project Management

12:13 The Misuse of the Term 'Agile'

14:38 The Problem with Hybrid Approaches

22:17 Legacy Code in Our Heads: Shifting the Project Management Paradigm

26:21 The Benefits of an Empirical Approach

28:46 Overcoming the Fear of Failure

33:18 Creating More Humane Workspaces

39:03 The Changing Nature of Work

Contacting Jimi

- Web: https://fearlessagility.com/

- X: https://x.com/FearlessAgility

- Facebook: https://www.facebook.com/FearlessAgility/

- Instagram: https://www.instagram.com/realFearlessAgility/

- Courses on the Scrum Alliance site: https://tinyurl.com/yjc2rtmf

Links from Dave's Intro

- The Art of War for Collaboration Course http://modusinstitute.com/course/art-of-war-collaboration

- Guided Personal Kanban (September 2024)

http://modusinstitute.com/course/guided-pk-sep-usa

The Agile Network*

https://go.theagilenetwork.com/l/web-dprior

Use the discount codes below to get either 20% or 2 months of free access

2 Free Months - DRUNKENPM10CM

20% off Annual - DRUNKENPM10C20

Contacting Dave

Linktree: https://linktr.ee/mrsungo

In this conversation, Dave Prior and Richard Chang discuss the challenges that product owners face when they don't receive the support and direction they need from their leadership. They explore strategies for product owners to navigate these situations, including having open and honest conversations with leadership, running experiments to validate assumptions, and finding mentors or support networks. They also emphasize the importance of understanding the needs and perspectives of stakeholders and users, and the need for product owners to manage their space and hold their ground, even in the face of power dynamics. Overall, the conversation highlights the importance of effective communication, collaboration, and continuous learning in the role of a product owner.

Takeaways

* Product owners often struggle when they don't receive the support and direction they need from their leadership.

* Having open and honest conversations with leadership can help product owners gain clarity and alignment on product strategy and goals.

* Running experiments and validating assumptions can help product owners make informed decisions and mitigate risks.

* Finding mentors or support networks can provide guidance and help product owners navigate challenging situations.

* Understanding the needs and perspectives of stakeholders and users is crucial for product owners to make effective decisions.

* Effective communication, collaboration, and continuous learning are key skills for product owners to succeed in their role.

Chapters

04:55 Introduction and Background

07:12 Challenges of Product Ownership

11:49 Taking Initiative and Creating Strategic Direction

17:39 Validating Assumptions and Removing Bias

27:56 Coping Strategies and Social Engineering

31:01 Conclusion and Plug for Richard's Classes

Contacting Richard

Web: www.agilityprimesolutions.com

Email: [email protected]

LinkedIn: www.linkedin.com/in/richardcheng/

Twitter: twitter.com/richardkcheng

Contacting Dave

Linktree: https://linktr.ee/mrsungo

LinkedIn: https://www.linkedin.com/in/mrsungo/

Links from Dave's Intro

The Agile Network*

https://theagilenetwork.com/

*If you’d like a discount on an annual membership or want to try a month for free, send an email to [email protected] and let me know.

Agile 2024 Interviews:

https://drunkenpm.blogspot.com/2024/07/agile-2024-all-interviews.html

The Art of War for Collaboration Course

https://modusinstitute.com/course/art-of-war-collaboration

Guided Personal Kanban (September 2024)

https://modusinstitute.com/course/guided-pk-sep-usa

Public Scrum Training CSM/CSPO/A-CSPO

https://www.scrumalliance.org/courses-events/search?tr=14153&cnty=US

Summary

In this conversation, Si Alhir discusses the concepts of agility, resilience, and anti-fragility and how they relate to navigating stress and achieving growth. He emphasizes the importance of embracing stress and using it as a tool for adaptation and evolution. Si also highlights the need for balance between order and disorder, and the dangers of too much of either. The conversation touches on examples such as vaccinations, exercise, and the impact of COVID-19 on individuals and organizations. Si Alhir discusses how ecosystem thinking and the concept of the edge play a role in increasing agility, resilience, and antifragility in organizations. He shares real-life examples of how organizations have leveraged these concepts to overcome challenges and achieve success. Si also introduces the Edge Collection, a set of instruments that help assess and cultivate agility, resilience, and antifragility at the individual, team, enterprise, and ecosystem levels.

Takeaways

- Agility, resilience, and anti-fragility are degrees on a spectrum, not absolute elements.

- Stress is necessary for growth and building resilience, but it must be leveraged intelligently.

- The key is to seek stress and disorder proactively, rather than reacting to it.

- The in-between, or the edge, is where the magic happens and where organizations and individuals thrive.

- Too much order or too much disorder can be debilitating, so balance is crucial.

- The COVID-19 pandemic highlighted the need for adaptability and the challenges of navigating extreme situations. Ecosystem thinking is a worldview that can be applied to organizations, teams, technical architectures, infrastructure, and society.

- Increasing agility, resilience, and antifragility requires exploratory and discovery work to understand what factors contribute to these qualities and how to amplify them.

- The edge is where agility, resilience, and antifragility intersect, and maintaining the tension between these three is crucial.

- The Edge Collection is a set of instruments that assess and cultivate agility, resilience, and antifragility at different levels of an organization.

- Ecosystem enterprises are those that thrive on the edge, balancing stability and adaptability to navigate complex environments.

Chapters

00:00 Podcast Overview and Annoucements

03:08 Introduction and Origin Story

06:24 The Edge: Embracing Stress and Anti-Fragility

13:17 Agility, Resilience, and Anti-Fragility as Muscle Fibers

28:55 Navigating Extreme Situations: Lessons from COVID-19

30:50 Introduction to Ecosystem Thinking and the Edge

33:20 Understanding Ecosystems and Applying Ecosystem Thinking

35:45 The Five E's and Five C's of Ecosystem Thinking

42:26 Introducing the Edge Collection: Assessing and Cultivating Agility, Resilience, and Antifragility

46:24 The Edge: Where Agility, Resilience, and Antifragility Intersect

49:29 Cultivating Agility, Resilience, and Antifragility with the Edge Collection

52:13 Thriving on the Edge: Balancing Stability and Adaptability in Ecosystem Enterprises

Links from the podcast

Contacting Si Alhir

Si’s books on Amazon: https://amazon.com/author/salhir

LinkedIn: https://www.linkedin.com/in/salhir/

The Art of War in the Wild

https://tinyurl.com/3abab6pb

The Edge Collection on Comparative Agility

https://www.comparativeagility.com/capabilities/team-edge-assessment

The Art of War for Collaboration

https://modusinstitute.com/course/art-of-war-collaboration

Guided Personal Kanban Class with Dave Prior and Mark Kilby

https://modusinstitute.com/course/guided-pk-sep-usa

The Agile Network

https://theagilenetwork.com/

Use Promo Code DRUNKENPM8C20 to get 20% off Annual Membership or DRUNKENPM8CM to get 1 Month Free

Summary

In this conversation, Dave Prior and Colleen Johnson discuss the concept of cumulative flow diagrams (CFDs) and their practical application in Agile methodologies. They explore the significance of CFDs in understanding work in progress, cycle time, and throughput. Colleen provides insights into the interpretation of CFDs and the implications for team performance and workflow management. The conversation delves into Little's Law, airport analogies, and the visualization of CFDs to identify patterns and bottlenecks in the workflow. The conversation covers the use of Cumulative Flow Diagrams (CFDs) as a tool for visualizing work in progress and identifying workflow issues. It also delves into the concept of accelerating product value and the importance of learning quickly in product development. The discussion emphasizes the need for small bets and fast feedback to drive product improvement. Additionally, it highlights the challenges of defining and predicting value in product development.

If you would like to watch the original video interview, you can find it here. https://tinyurl.com/55r86tah

Takeaways

- Understanding the practical application of cumulative flow diagrams (CFDs) in Agile methodologies

- Interpreting CFDs to identify patterns an bottlenecks in the workflow

- The significance of Little's Law and airport analogies in understanding CFDs

- Visualizing CFDs to gain insights into work in progress, cycle time, and throughput

- Implications of CFDs for team performance and workflow management CFDs provide a visual representation of work in progress and can be used to identify workflow issues.

- Accelerating product value involves making small bets, learning quickly, and responding to feedback to drive product improvement.

- Defining and predicting value in product development can be challenging, and the focus should be on shipping fast, learning quickly, and enabling rapid response to feedback.

- The conversation also touches on the importance of understanding customer behavior and the need to pivot quickly based on feedback.

Chapters

00:00 Introduction to the Podcast

03:16 Introduction to ProKanban

06:46 Understanding CFDs

09:37 Little's Law and Airport Analogies

04:14:24 Work in Progress and Work Item Age

16:53 Interpreting CFDs and Workflow Insights

27:46 Accelerating Product Value through Small Bets and Fast Feedback

40:48 Challenges of Defining and Predicting Value in Product Development

Contacting Colleen

ProKanban: https://www.prokanban.org

LinkedIn: linkedin.com/in/colleen-johnson

Email: [email protected]

Additional Links

The Art of War for Collaboration: https://modusinstitute.com/course/art-of-war-collaboration

Agile Alliance LinkedIn: https://www.agilealliance.org

Summary

In this conversation, Si Alhir and Dave discuss the Art of War, its application in transformation work, and the naturalness and unity found within its wisdom. They explore the concept of taking whole, the relationship with the environment, and the role of the Sage Commander. Si shares personal experiences and insights, emphasizing the transformative power of the Art of War. The conversation delves into the concept of enlightened leadership and the application of the principles from 'The Art of War' in organizational transformation. It explores the distinction between an enlightened ruler and a wise general, the importance of psychological safety, and the shift from a vicious ego-based reality control cycle to a virtuous eco-based reality navigation cycle. The conversation concludes with a powerful story of using the ordinary and the extraordinary to transform toxic organizational dynamics.

Takeaways

• The Art of War is a transformative wisdom that emphasizes naturalness and unity in its application.

• The concept of taking whole and the relationship with the environment are key elements of the Art of War's wisdom.

• The role of the Sage Commander involves patience, relaxation, and an understanding of the natural flow of time and energy.

• Leadership power lies in the individual's ability to navigate the world around them, working with the environment as a partner.

• The Art of War offers tools for practice and learning, requiring a mindful and respectful approach to its application. Enlightened leadership requires awareness and mindfulness in navigating the nature of things.

• Psychological safety should focus on building strong individuals to interact in an unsafe world.

• The application of 'The Art of War' principles can lead to successful organizational transformation.

• The distinction between the vicious ego-based reality control cycle and the virtuous eco-based reality navigation cycle is crucial for effective leadership.

• Using the ordinary and the extraordinary can transform toxic organizational dynamics.

Titles

• Tools for Practice and Learning in the Art of War

• Exploring the Transformative Wisdom of the Art of War Transforming Toxic Organizational Dynamics

• Navigating Psychological Safety and Reality in Leadership

Chapters

00:00 Preroll Intro

02:33 Introduction to the Art of War and Transformation Work

13:42 The Concept of Taking Whole and Unity

29:21 Navigating the Environment as a Partner

33:03 Tools for Practice and Learning

34:05 Enlightened Leadership and 'The Art of War' in Organizational Transformation

36:56 Navigating Psychological Safety and Reality in Leadership

43:43 The Shift from Vicious Ego-Based Reality Control to Virtuous Eco-Based Reality Navigation

59:39 Transforming Toxic Organizational Dynamics

The Art of War in the Wild (May 2024)

Panel #1 - Brad Barton, Mark Ferraro, and Si Alhir

https://lnkd.in/emmnxQut

Panel #2 - Cynthia Chambers, Christine Ferraro, and Holly Fiorello

https://lnkd.in/eZNX6mJB

Panel #3 - Chris Herring, Cynthia Chambers, and Mudasir Ahamed

https://lnkd.in/ed3kyMUB

Panel #4 - John Cherian., Chris Herring, and Dave Prior

https://lnkd.in/eXB7Mm5x

Si's Books on Amazon

https://tinyurl.com/6rjvkucw

Contacting Si

LinkedIn: https://www.linkedin.com/in/salhir/

Dave's Links

Dave's upcoming classes: tinyurl.com/u2vh9zh8

The Art of War for Collaboration: modusinstitute.com/course/art-of-war-collaboration

Contacting Dave: linktr.ee/mrsungo

Summary

In this conversation, Dave Prior is joined by Jeff Leach and Sandra Cain to discuss the question of whether coaching has killed Agile. They explore the role of coaching in Agile transformations and the challenges that arise when underqualified coaches are thrust into coaching roles. They also discuss the difference between coaching and consulting, the importance of understanding one's place as a coach, and the need for range and adaptability in coaching approaches. The conversation highlights the need for a balanced approach that combines both coaching and consulting based on the specific needs of the organization and individuals involved. The conversation explores the importance of first and last impressions in building relationships and the role of emotions in our interactions. It delves into the distinction between coaching and consulting, emphasizing the need for coaches to be unbiased and focused on drawing out the best in others. The conversation also touches on the challenges of internal coaching and the importance of measuring the success of coaching engagements. It concludes with a discussion on the future of coaching and the need for a balance between task-oriented and relationship-oriented approaches.

Takeaways

• Coaching and consulting are both important in Agile transformations, but coaching should not be led with and should be used when appropriate.

• Underqualified coaches can hinder Agile transformations and fail to deliver the promised value.

• Coaches need to understand their place and have humility, as well as the ability to adapt their approach based on the needs of the organization and individuals.

• There is a need for range and adaptability in coaching approaches, as different situations may require different approaches.

• A balanced approach that combines coaching and consulting based on the specific needs of the organization and individuals is crucial for successful Agile transformations. First and last impressions are crucial in building relationships.

• Coaches should be unbiased and focused on drawing out the best in others.

• Internal coaching can be more complex and requires careful design around confidentiality and safety.

• Measuring the success of coaching engagements should focus on moving towards the desired culture and operational rhythm.

• The future of coaching requires a balance between task-oriented and relationship-oriented approaches.

Chapters

00:00 Introduction and Background

04:07 The Question: Did Coaching Kill Agile?

05:59 The Challenges of Underqualified Coaches

08:45 Defining Coaching and Consulting

15:32 The Importance of Range and Adaptability in Coaching

28:05 The Power of First and Last Impressions

31:48 The Challenges of Internal Coaching

37:44 Measuring the Success of Coaching Engagements

47:35 The Future of Coaching: Balancing Task and Relationship

Contacting Sandra

LinkedIn: https://www.linkedin.com/in/sandracain/

Email: [email protected]

Contacting Jeff

Web: https://www.adaptivitygroup.com

LinkedIn: https://www.linkedin.com/in/jefferyleach/

Email: [email protected]

Dave's Links From The Intro

Certified Scrum Product Owner July 1-2, 2024 (Use PRIOR50 to get $50 off the list price) https://tinyurl.com/2r8af3uk

Dave's upcoming classes: https://tinyurl.com/u2vh9zh8

The Art of War for Collaboration: https://modusinstitute.com/course/art-of-war-collaboration

Contacting Dave: https://linktr.ee/mrsungo

Summary

The conversation explores the concept of being a hero or a villain in a team and how awareness of one's role can lead to more intentional actions. The guests, Jesse and Carl, share their perspectives on this topic. Jesse discusses his experience running an agency and how he developed a marketing approach for supervillains. Carl talks about his role at the Bureau and the challenges of being a leader. They also discuss the importance of empathy and self-reflection in avoiding villainous behavior. The conversation highlights the need for leaders to be aware of their actions and the impact they have on others. They also explore the challenges of leadership and self-awareness, particularly in relation to the younger generation. It delves into the importance of difficult conversations, honest feedback, and effective reward systems. The fear and pressure of being in a position of power are discussed, along with the potential for toxic leadership. Strategies for improving self-awareness include having a coach, seeking unfiltered feedback, and using AI tools. The concept of decommoditization is introduced as a way to differentiate oneself in a competitive market. The conversation concludes with a discussion on the supportive and inspiring nature of the Bureau community.

Takeaways

• Being a hero or a villain is subjective and depends on the perspective of others.

• Leaders should be aware of their actions and the impact they have on their team.

• Empathy and self-reflection are important in avoiding villainous behavior.

• True communication and understanding can help build stronger relationships within a team. Difficult conversations and honest feedback are crucial for effective leadership.

• Fear and pressure can lead to toxic leadership, and it's important to find healthy ways to manage negative energy.

• Having a coach and seeking unfiltered feedback can help improve self-awareness.

• Decommoditization is a strategy to differentiate oneself in a competitive market.

• The Bureau community is a supportive and inspiring network for professionals.

Chapters

03:23 This dude is like Batman...I'm somebody's Joker

07:50 When you think you're a hero, but maybe you're a villain

10:40 The 3 brains in side every organization

11:05 Being conscious of an advanced perspective

13:53 Knowing when you've slipped into villain mode

20:36 Ways to increase your level of self-awareness

26:35 Decommoditization: Differentiating Yourself in a Competitive Market

31:24 The Supportive and Inspiring Nature of the Bureau Community

Jesse's book

Web: https://marketingforsupervillains.com

Amazon: Marketing for Supervillains https://tinyurl.com/59tkjs39

Contacting Jesse

Web: https://decommoditized.com

LinkedIn: https://www.linkedin.com/in/jesse-wroblewski/

Contacting Carl

Web: https://bureauofdigital.com

LinkedIn: https://www.linkedin.com/in/carl-w-smith/

Summary

In this conversation, Dave Prior interviews Chris Hadnagy and Dr. Abbie Maroño about social engineering and human hacking. They discuss the definition of social engineering and how it differs from human hacking. They emphasize the importance of intent in social engineering, with the goal being to influence someone's actions for their benefit rather than to cause harm. They also explore the concept of imposter syndrome and how it affects different generations and genders. The conversation concludes with a discussion on how self-awareness can be used to be a better servant leader and understand others. In this conversation, Dr. Abbie and Chris Hadnagy discuss the importance of understanding human behavior and communication in various contexts. They emphasize the need to look beneath the surface when someone behaves badly and to consider their underlying needs. They also discuss the importance of self-awareness and understanding one's own communication style. They highlight the value of seeking credible information and avoiding misinformation, especially in the field of psychology. They provide insights into their courses and books that can help individuals improve their communication skills and become more effective in their personal and professional lives.

This podcast was originally recorded in video format. You can find the video here: https://youtu.be/71cZz-ac-zc

Takeaways

Social engineering is the act of influencing someone to take an action that may or may not be in their best interest.

Intent plays a crucial role in determining whether social engineering is positive or negative.

Imposter syndrome is a universal human experience, but the way it is expressed can differ between generations and genders.

Self-awareness is key to understanding and managing imposter syndrome and can be used to be a better servant leader.

Understanding the emotions and motivations of others can help build empathy and improve relationships. Look beneath the surface when someone behaves badly and consider their underlying needs.

Understand your own communication style and be aware of how it may impact others.

Seek credible information and be cautious of misinformation, especially in the field of psychology.

Take courses and read books to improve your communication skills and personal development.

Chapters

00:18 Introduction and Background

10:26 Exploring Imposter Syndrome Across Generations

24:11 Understanding Others: Building Empathy

31:50 Seeking Credible Information

39:57 Challenging Simplistic Explanations

Links from the podcast:

Foundational Application of Social Engineering

https://www.social-engineer.com/product/foundational-application-of-social-engineering/

Chris’s books on Amazon

https://tinyurl.com/mrx6umcb

Dr. Abbie’s Book

Work in Progress: The Road to Empowerment, The Journey Through Shame

https://tinyurl.com/jzbsu2ev

Social-Engineer YouTube Channel

https://www.youtube.com/@Social-Engineer

Dr. Abbie’s TEDX Manchester talk

https://www.tedxmanchester.com/abbie-marono/

Contacting Chris Hadnagy

Web: https://www.social-engineer.org/

Blog: https://www.social-engineer.org/blog/

LinkedIn: http://linkedin.com/in/christopherhadnagy

Contacting Dr. Abbie Maroño

Web: https://www.abbiemarono.com

LinkedIn: http://linkedin.com/in/dr-abbie-maroño-phd-35ab2611a

I’m testing out the AI Generated Summary…

In this conversation, Dave Prior and Scott Sehlhorst discuss the importance of improving the product plan while executing it. They explore the common problem of companies jumping straight into execution without considering what they should build and why. Scott emphasizes the need to shift from a mindset of control to one of influence, where product managers focus on solving problems and creating value for customers and the business. They also discuss the concept of uncertainty and sensitivity and how to navigate it using impact mapping to identify needs and changes. In this conversation, Scott Sehlhorst discusses the importance of shifting into a business model and the need to create changes and hypotheses. He emphasizes the process of narrowing down the target population and quantifying the impact of changes. Scott also highlights the significance of determining sensitivity and making connections between cause and effect. He introduces the confidence rubric and explains how to prioritize experiments. The conversation concludes with the idea of constantly improving the plan and focusing on the next most important thing to learn.

Takeaways

Companies often jump straight into execution without considering what they should build and why.

Product managers should shift from a mindset of control to one of influence, focusing on solving problems and creating value for customers and the business.

Uncertainty and sensitivity are inherent in product development, and it is impossible to know everything before building a product.

Using impact mapping can help identify needs and changes, allowing for experimentation and learning in an uncertain environment. Shifting into a business model involves creating changes and hypotheses.

Narrowing down the target population is crucial for effective experimentation.

Quantifying the impact of changes helps determine the potential outcomes.

Using a confidence rubric can aid in decision-making and prioritization.

Chapters

00:00 Introduction and Background

03:00 The Fear of Being Late vs. the Fear of Being Wrong

05:58 Backlog Rationalization Workshop

10:00 Moving from Control to Influence

13:07 Building the Right Things

20:00 Navigating Uncertainty and Sensitivity

29:11 Using Impact Mapping to Identify Needs and Changes

31:56 Shifting into Business Model

33:05 Creating Changes and Hypotheses

34:32 Narrowing Down the Target Population

35:15 Quantifying the Impact

36:34 Determining Sensitivity

38:21 Making Connections and Causal Relationships

39:36 Confidence and Uncertainty

43:00 The Confidence Rubric

44:23 Prioritizing Experiments

49:29 What's the Next Most Important Thing to Learn

53:28 Improving the Plan

Links from the Podcast

The Empathy Map Podcast where Scott and I discuss Impact Mapping

https://on.soundcloud.com/szLXeqe5Q6t2Tf9b8

Scott’s blog post about using a Confidence Rubric

https://uxpressia.com/blog/make-decisions-about-business-experiments

Contacting Scott:

Scott’s Blog at Tyner Blain: tynerblain.com/blog/

LinkedIn: www.linkedin.com/in/sehlhorst/

Twitter: twitter.com/sehlhorst

Email: [email protected]

Alan Dayley is back to help me continue the quest of figuring out why so many companies are struggling with PI Planning or quarterly planning. During the interview, we discuss some of the reasons organizations struggle with this type of planning. We address the topic from the perspective of senior leadership, why they want it, how they often approach it, and the challenges that creates. We also explore the way the request is often interpreted by the Development Teams, how they often respond, and how critical it is that they have the time needed to understand the request and the freedom to respond in a way that is responsible to the organization.

Alan is a SAFe Program Consultant, so during the conversation he also explains how PI planning is supposed to work if you are truly following SAFe.

… and, Developers are not batteries

Contacting Alan

LinkedIn: https://www.linkedin.com/in/alandd/

Email: [email protected]