Image for post
Image for post
The real PAC-MAN™ arcade game

I love creating workshops! In my opinion, that’s one of the funniest part of the job. It forces ourselves to wonder:

  • What people do we target?
  • What tone can we use?
  • What metaphor could resonate with them?
  • How deep should we go on the topic?
  • etc.

You can find here the details of my last creation. Let me know your thoughts and feedbacks in the comment section ;)

PAC-MAN™ Workshop

Objective

PAC-MAN™ must eat enough Pac-dots and get out of the maze while avoiding the ghosts.

Duration

For the complete workshop, you can book 2 hours.

Possible usage

  • As a retrospective or an ad hoc…


Image for post
Image for post
Photo by Ihsan Aditya from Pexels

You meet a colleague at the coffee machine, ask her how things are going. She tells you she is not motivated these days. She thinks things are moving too slowly in her context. The transformation effort has started some time ago and they are still “not agile.” Sounds familiar?

What is “agile” anyway? Is using agile practices making us more agile? People tend to associate agility with frameworks but they fail to recognize agility is just a way to achieve something else for the organization. May that be better quality, product/market fit, increased employee engagement, faster time-to-market, etc.

I strongly believe agility is about continuous learning. An organization adopts agility in order to learn continuously about its market, people, technology and way of doing things, and be able to adapt continuously. That’s called empiricism. …


Image for post
Image for post
Photo by Startup Stock Photos from Pexels

I recently had a lively discussion with my fellow agile coaches on whether it’s a good idea to break Product Backlog Items (PBIs) down into tasks or not. In practice, a lot of teams use this technique. According to the 14th annual state of agile report (p. 15), 66% of Agile Teams use a taskboard to manage their day-to-day activities. While this number doesn’t specify whether they use tasks or not, I think we can assume that’s the case. But what does the Scrum Guide say about that? Is it really a good idea?

What’s in the Scrum Guide?

While there is no occurrence of the word “task” in the Scrum Guide, we can find some references that can be easily associated with this practice. …


Image for post
Image for post
Photo by Andrea Piacquadio from Pexels

As a Scrum Master, it can be difficult sometimes to explain what you do:

  • Someone whose main goal is for the team not to need her anymore?
  • A servant-leader for both the team and the organization?
  • A Lean change agent focused on removing impediments?
  • A team-builder?
  • A coach, trainer, mentor, facilitator, leader, master of Scrum?
  • An expert in Lean and Agile techniques?
  • A lifelong learner who helps others in their journey?
  • A person able to understand how value flows end-to-end, with business, management, and development perspectives?…

I could continue this list all day long but I’ll just stop here to ask you a question: do Scrum Masters in your organization look like this? Maybe I should rephrase it: do they get enough support to act like this? …


Image for post
Image for post

I love chess. When I was a kid, we used to play chess at school and there was this guy who was a very good player. He was really impressive. Each and every move was calculated and he won all the time without even giving us a chance to understand what happened. I think it had an influence on me and discouraged me from pursuing chess. Long afterwards, in 2017, I worked with someone who was learning chess. He watched videos, took online courses and was playing at every pause. That’s when I decided I wanted to give it a chance again. We are now lucky enough to live in a world when we can find any content we want, anytime, anywhere, and robots can beat humans, making game analysis deeper and accessible to us. I’m clearly not an ace, but I learn. Consistently. …


Image for post
Image for post
Photo by Lum3n from Pexels

I recently attended a great virtual Licensed Scrum Master training facilitated by Thoralf J. Klatt during which we had to create a poster explaining Scrum in 5 minutes. Despite the apparent simplicity of the exercise, I found it disturbing… Where do you start? What do you describe exactly?

My deep conviction is that many people don’t understand Scrum. They see 3 roles, 5 events and 3 artifacts, but they fail to get the real purpose of the framework. Instead, they cherry pick what they like and neglect other aspects. Ask people to explain it to you in a few minutes and you will get what people think are the most important parts of Scrum as a result. You will get their understanding and biases of Scrum. …


Image for post
Image for post

This article is part of a series about Huddles and an excerpt from my book in progress “Huddle, the hidden power of the stand-up meeting” published on Leanpub. Feel free to share your feedbacks!

The sign language issue

Every person who has ever played or watched a collective sports game knows what a Huddle looks like. Broadly used in many sports, the Huddle takes the form of a tight circle where teammates strategize, motivate or celebrate. They often end with a “war cry” that act as an energizer for the Team. What the Teams did before the Huddle exist I honestly don’t know. But I know that this ritual always produces the same effect on me. The war cry, the feeling of individuals being part of a bigger whole, the energy and incredible desire to win that results for the Team always fascinates me. …


Image for post
Image for post
Photo by Riccardo Bresciani from Pexels

I’ve never been interested in networking. That’s just not me. I’ve always been a shy person, especially during my childhood and networking never felt really natural to me. However, I’ve learned networking is essential and that being authentic while doing it is more efficient than everything else. I’m going to tell you a very personal story about authenticity in networking.

In 2010, I was in my fourth year at university and I had to find an end-of-year internship. The year before, I had moved to Paris to futher my education and try to unlock new opportunities. The majority of our teachers were professionals, working as freelancers, entrepreneurs, or at big companies. As I said earlier, I was rather introverted. But my attitude and posture were really different when dealing with topics related to web, software, project management, video games or business — i.e. things I was passionate about. And I had learned good communication skills through practice. One day, we had class with a new teacher. I honestly don’t remember what the course was about, but we got along well the teacher and I. At the end of our last class together, I came to see him and asked if he had an internship offer that could suit me. He and I already shared experiences and views, so he already knew some aspects of my personality. He promised to get back to me later and did find me an internship at his department. He worked at TF1, one of the top French TV channels in terms of audience. My internship was great! I had to try innovative products related to new ways of consuming video and make demos out of it. Back then, 3D TV were trendy, manufacturers were struggling to build big OLED TVs, Netflix was starting to expand worldwide, Apple was launching the second generation of Apple TV, and Google was launching Google TV. …


Image for post
Image for post
Photo by Retha Ferguson from Pexels

Jane has an idea. She truly believes this idea could change other people’s life. She knows very well her potential customers as she has direct access to many of them and have been able in the past to discuss with them about their problems. However, she has no clue on how to deliver the perfect product for them, so the first thing she does is gathering data on the problems they have and how they are affected. This data reinforces her confidence in her vision.

So, she starts making hypotheses about what she is almost sure about, what she thinks she knows, and what she doesn’t know. She is a little bit worried as she realizes she knows less than she thought about the customers. So she tries to create very small experiments. They are far from perfect. They are not even fully functional. Firsts ones are terrible, she gets confused as the feedbacks she receives are really not what she expected. Worse, most of them are contradictory. But she is making progress as she gathers valuable data that allow her to better know the potential users. Her list of hypotheses is constantly refined and each time one is discarded, it raises further questions.


Image for post
Image for post

This article is part of a series about Huddles and an excerpt from my book in progress “Huddle, the hidden power of the stand-up meeting” published on Leanpub. Feel free to share your feedbacks!

When trying to decide when is the right time to perform a Daily Huddle (also known as Daily Scrum, or Daily Stand-Up Meeting), Teams have four options. Each of them have pros and cons.

Option 1: First thing in the morning

This is probably the most common time. Depending on the arrival time, it can be sometime between 9:00 AM and 10:00 AM. This is a good way to kick-off the day all together as a Team and get everyone aligned and focused on today’s objectives. Unfortunately, it may create problems when people don’t arrive at the same time at work. If Jenny arrives at 8:00 AM and Paul at 9:00 AM, the Huddle is more likely to be planned at 9:00 AM. Or the Team (worse, a manager) may say it’s a good idea to schedule it at 8:30 AM… That means Jenny will start doing something (probably a task that doesn’t require full concentration) and will have to interrupt her work for the Huddle. …

About

Tristan Libersat

Servant-Leader | Lifelong Learner | Agile Coach & Trainer | ♠Capgemini

Get the Medium app

A button that says 'Download on the App Store', and if clicked it will lead you to the iOS App store
A button that says 'Get it on, Google Play', and if clicked it will lead you to the Google Play store