Troy Tuttle
Lean-Agile practitioner, coach and consultant - Kanflow
Troy Tuttle is a Lean-Agile coach, software developer mentor, and consultant with over 12 years of experience working in Lean-Agile environments. He currently operates KanFlow, a consulting firm dedicated to helping software professionals, teams, and organizations improve by the study and application of Lean and Agile principles through training, coaching, and mentoring.
Troy has been involved in the community as a conference organizer, user group facilitator, and speaker. In 2015, he founded the Lean Agile Kansas City conference. For the last decade, he has facilitated a Lean-Agile user group in the KC area for the benefit of Lean and Agile practitioners. Troy has been a speaker in the Lean-Agile space since 2010, promoting Lean-Agile ideas at conferences like Lean Kanban North America, Agile Alliance, and Lean Agile US.
Most of Troy's work is directed by approaches that support the why behind Lean and Agile, even if that means questioning the Agile industry’s status quo.
Minimum Viable Agile: Getting off the Agile Treadmill
Is your team or organization on the Agile treadmill? Plan the iteration, commit, build, miss the commitment, plan for a better iteration?
In Lean product development, the minimum viable product or MVP, is often defined as the product that quickly garners the maximum amount of validated learning. It’s a strategy to avoid building products that customers don’t need or want by maximizing our learning.
If we were to apply Minimum Viable Product thinking to our approaches, how do we validate our learning in a transformation process? Are we trying to “do more Agile” than is minimally sufficient? Are we asking the people affected by the planned transformation if they are affected in a positive or negative way?
Session Learning Outcomes:
Cargo cult and tribal approaches to learning Agile are suboptimal.
We benefit from transformation models that enable validated learning and outcome-oriented change.
Many of the Agile industry’s popular practices (sacred cows) do not provide the value (learning) we think they do.
Is your team or organization on the Agile treadmill? Plan the iteration, commit, build, miss the commitment, plan for a better iteration?
In Lean product development, the minimum viable product or MVP, is often defined as the product that quickly garners the maximum amount of validated learning. It’s a strategy to avoid building products that customers don’t need or want by maximizing our learning.
If we were to apply Minimum Viable Product thinking to our approaches, how do we validate our learning in a transformation process? Are we trying to “do more Agile” than is minimally sufficient? Are we asking the people affected by the planned transformation if they are affected in a positive or negative way?
Session Learning Outcomes:
Cargo cult and tribal approaches to learning Agile are suboptimal.
We benefit from transformation models that enable validated learning and outcome-oriented change.
Many of the Agile industry’s popular practices (sacred cows) do not provide the value (learning) we think they do.
We benefit from transformation models that enable validated learning and outcome-oriented change.
Many of the Agile industry’s popular practices (sacred cows) do not provide the value (learning) we think they do.