Value is context sensitive. Almost universally, value is difficult to measure. Value can be a mixture from one/some/all of the following perspectives: market/customer/consumer/end-user organization/stakeholder/employee/reputation authentic progress towards the United Nations sustainable development goals learning in relation to the above through feedback/analytics/research/experiments reducing risk to the above, e.g., failure demand, technical mess, "sticks of dynamite down the backlog" When forecasting potential value, value is not crystal clear; it’s about the relative value of one item over another.

Agile contract moving from low trust engagements to high trust engagements with continuous customer collaboration.

1000s of people, with a huge appetite for varying levels of agility, & low appetite for risk, with so much enthusiasm - is called a Scrum

opinion piece by John Coleman on the use of scaling patterns or none - views are his own

Nader Talai guested the Lean Agile Management Podcast where he talks about scaling Kanban to the portfolio level & making this a change that lasts.

Project Management: Want faster project delivery? Use a pull-based system of work that delivers faster deliver and a faster organisation

organisational agility #less #agility The second LeSS Conference in London. The Large Scale Scrum Conference

#agility #agile

#less2017 #agile #agility

#less2017 #vodde #agile

Systems Thinking Workshop, with a little help from the Toyota Way. systems thinking, agile, six thinking hats, value stream mapping, toyota kata