First of all, the clocks tick differently in Bangkok – the jet lag has really got to me this time. Apart from that, I was overwhelmed by the enthusiasm I experienced during two Flight Level classes, a top management workshop, an Applying Kanban training and a talk in 12 days Bangkok. My two Flight Level classes had three special features:
Who ever has the possibility to play the ship folding game or TWiG with a group of Thais, absolutely should do that. I rarely experience so much positive energy: people have bent over with loud laughter, discussion and explanation. Unfortunately I didn’t film it, it was a real highlight for me. According to all the feedback I got, TWiG was great fun for them, because it summarized everything they had learned during the two days. Thai people are really the best example of fun at learning and that’s why I’m very happy that I’ll be in Bangkok at least one more time this year.
TWiG 1.5 is done. The biggest highlight right away: The simulation is now available in 6 languages (English, French, German, Italian, Polish and Russian) and the seventh language (Spanish) is Work in Progress. Many thanks to the TWiG Community for your support!
In addition to the languages there are a few smaller and bigger changes like for example we change the WIP limit in the simulation and there’s a bit happening concerning metrics. I would recommend every TWiG user to switch to the new version.
I would like to thank all the people who are willing to contribute to TWiG and post their experiences and suggestions for improvement in our Slack Channel. THANK YOU! A special thank you also goes to the following people:
So then, download TWiG 1.5, print it out, cut it to size and get started…
“Hooray, we have a board and we are doing standups. We are agile!”
That would be nice.
Many people still think of a board with colourful stickies when they think of agility. And it’s perfectly clear: Visualizing work and workflows on a board is basically a great thing and an important prerequisite for improvement. However, many “Hooray Agilists” still don’t understand that more brain fat is necessary in order to fully utilize the real benefits of agility. This is what happens in many companies: Every team has its own board and uses it to push and pull its tasks back and forth. In some cases even the management team has its own board and manages its tasks on it. If the management also has a board, some already interpret this as enterprise agility or business agility.
Two things are wrong here:
The fact that there are certain artifacts like boards or standups does not make an organization agile. Boards of all kinds – Kanban, Scrum or anything else – can be used to perfectily manage existing dysfunctions.
This happens when the focus is not on “business agility” and instead the methods are worshiped as “agile”. Everything then revolves around how many columns and swimlanes a board may have and whether a stand-up should not last a second longer than 15 minutes. You can make great but completely useless retros if you don’t follow the findings or if you never check whether actions were successful.
Where means and ends are confused, agile transformation intentions usually fall into the trap.