Colleen Johnson
CEO & Founder - Scatterspoke
Colleen is the CEO and cofounder of ScatterSpoke, a space for more effective team retrospectives. In her coaching, she applies a systems thinking approach to aligning agile methodologies across the enterprise and works with clients to apply the right cultural and context-driven practices to create sustainable agility. She is an expert in the Kanban method of software delivery and advocates for Lean practices of customer-centered product discovery. She has served as a board member for Agile Denver and as a chair for 2016 & 2017 Mile High Agile Conferences. She is an active board member for the Agile Uprising.
Evolutionary Patterns in Portfolio Kanban
So you’ve optimized Kanban at the team level but true to the Theory of Constraints its uncovered new challenges. Cross team dependencies block progress for one team at the expense of another. Individual backlogs create competing priorities for critical resources. Roadmaps for what to work on next are out of date before you can hit print.
Sounds like you need to expand your Kanban. While this may seem like the solution to all the same problems you had at the team level, lets dig into what patterns are different at the portfolio level. Soloed team expertise, fear and hidden work, lack of visibility across projects, and optimization for one problem without regard for another. But as the system matures you will see status meetings disappear, impromptu gatherings around the board, organizing around the highest priority work and more informed decision making.
You aren’t the first organization to be here, so let’s talk about what organizations before you have learned. There are clear patterns in the evolution of portfolio Kanban, let's break down what you can expect along the way.
So you’ve optimized Kanban at the team level but true to the Theory of Constraints its uncovered new challenges. Cross team dependencies block progress for one team at the expense of another. Individual backlogs create competing priorities for critical resources. Roadmaps for what to work on next are out of date before you can hit print.
Sounds like you need to expand your Kanban. While this may seem like the solution to all the same problems you had at the team level, lets dig into what patterns are different at the portfolio level. Soloed team expertise, fear and hidden work, lack of visibility across projects, and optimization for one problem without regard for another. But as the system matures you will see status meetings disappear, impromptu gatherings around the board, organizing around the highest priority work and more informed decision making.
Sounds like you need to expand your Kanban. While this may seem like the solution to all the same problems you had at the team level, lets dig into what patterns are different at the portfolio level. Soloed team expertise, fear and hidden work, lack of visibility across projects, and optimization for one problem without regard for another. But as the system matures you will see status meetings disappear, impromptu gatherings around the board, organizing around the highest priority work and more informed decision making.
You aren’t the first organization to be here, so let’s talk about what organizations before you have learned. There are clear patterns in the evolution of portfolio Kanban, let's break down what you can expect along the way.
The Simple Power of Feedback Loops
Rapid change requires rapid feedback. Feedback for agile teams comes in many forms, and from many channels: from users, from metrics, from teams, and from ourselves. Some of this feedback gets reviewed but others get lost, muted or even ignored. What information could you be missing to improve the way you deliver value as a team?
Let's explore the different types of feedback, where they come from and how to respond to them to drive positive change. Uncover simple methods to design and amplify the most valuable feedback loops. Learn how to expand internal and external feedback loops to craft agreements and make decisions.
Rapid change requires rapid feedback. Feedback for agile teams comes in many forms, and from many channels: from users, from metrics, from teams, and from ourselves. Some of this feedback gets reviewed but others get lost, muted or even ignored. What information could you be missing to improve the way you deliver value as a team?
Let's explore the different types of feedback, where they come from and how to respond to them to drive positive change. Uncover simple methods to design and amplify the most valuable feedback loops. Learn how to expand internal and external feedback loops to craft agreements and make decisions.