https://engineering-leadership.hinshelwood.com/tags/empirical-process-control/ Recent content in Empirical Process Control on Engineering Leadership in AI & Software Hugo en Tue, 16 Jun 2026 17:40:35 +0000 https://engineering-leadership.hinshelwood.com/articles/telling-people-what-to-do-is-not-leadership-it-s-a-failure-of-system-design/ Mon, 04 Aug 2025 09:00:00 +0000 https://engineering-leadership.hinshelwood.com/articles/telling-people-what-to-do-is-not-leadership-it-s-a-failure-of-system-design/ Telling people what to do is not leadership, it is a sign of poor system design that stifles autonomy and slows delivery. Effective leadership means creating systems where teams have clear goals, constraints, and feedback loops so they can self-manage, deliver value, and adapt without micromanagement. Focus on improving your delivery system, set meaningful goals, enable autonomy with clear boundaries, use evidence-based metrics, and empower teams to own outcomes, so you can step back and let professionals do their best work. https://engineering-leadership.hinshelwood.com/articles/flow-of-value-vs-flow-of-work/ Mon, 15 Sep 2025 09:00:00 +0000 https://engineering-leadership.hinshelwood.com/articles/flow-of-value-vs-flow-of-work/ The phrase “flow of value” is often misused in software development, as value is only confirmed when customers validate it, not just when work is completed. Teams should focus on validating outcomes quickly, breaking work into small, testable increments, and using data to cut features that do not deliver real value. To truly optimise value, ensure every item has a clear hypothesis, measure time to feedback, and prioritise learning over simply moving work through the system. https://engineering-leadership.hinshelwood.com/articles/rethinking-capacity-planning/ Mon, 21 Jul 2025 09:00:00 +0000 https://engineering-leadership.hinshelwood.com/articles/rethinking-capacity-planning/ Capacity planning should focus on optimising system flow and predictability, not tracking individual hours or task assignments. Shifting from micromanagement to managing work as a system at portfolio, category, and team levels helps prevent overload, improves value delivery, and enables reliable forecasting. Development managers should prioritise system-level metrics, enforce work-in-progress limits, and empower teams to pull well-prepared work, creating sustainable and predictable delivery. https://engineering-leadership.hinshelwood.com/articles/the-estimation-trap-how-tracking-accuracy-undermines-trust-flow-and-value-in-software-delivery/ Mon, 22 Sep 2025 09:00:00 +0000 https://engineering-leadership.hinshelwood.com/articles/the-estimation-trap-how-tracking-accuracy-undermines-trust-flow-and-value-in-software-delivery/ Focusing on estimation accuracy as a performance metric leads to fear, gaming, and a culture of compliance rather than real improvement, which undermines trust, innovation, and actual value delivery. Research shows that when teams are judged on how closely they meet estimates, they pad numbers, hide risks, and avoid complex work, resulting in false success and missed opportunities for learning. Instead, shift attention to evidence-based metrics that reflect customer value, system health, and delivery flow, and use estimates only to support learning and informed conversations, not as tools for control. https://engineering-leadership.hinshelwood.com/articles/the-definition-of-done-is-a-commitment-to-quality/ Mon, 28 Jul 2025 09:00:00 +0000 https://engineering-leadership.hinshelwood.com/articles/the-definition-of-done-is-a-commitment-to-quality/ A clear, shared Definition of Done is essential for delivering quality, releasable software in Scrum and aligns teams on what “complete” means. It ensures transparency, predictability, and accountability, protects your product’s reputation, and must be created, automated, and regularly improved by all teams working on a product. Development managers should prioritise running DoD workshops, making standards visible, automating checks, and reviewing the DoD every sprint to maintain quality and reduce risk. https://engineering-leadership.hinshelwood.com/videos/why-done-only-counts-when-it-s-live-moving-beyond-fake-finishes-to-real-value-in-software-delivery/ Wed, 07 May 2025 11:46:58 +0000 https://engineering-leadership.hinshelwood.com/videos/why-done-only-counts-when-it-s-live-moving-beyond-fake-finishes-to-real-value-in-software-delivery/ Work is only truly done when it is live in production and delivering value to users, not just when code is written, tested, or demoed. Teams often mistake internal milestones for real progress, which delays learning and frustrates stakeholders; real feedback and value come only from live usage and telemetry. Development managers should redefine “done” as live in production, invest in automation to shorten release cycles, and focus on measuring and celebrating actual user impact. https://engineering-leadership.hinshelwood.com/articles/release-planning-and-predictable-delivery/ Tue, 24 Nov 2020 13:00:01 +0000 https://engineering-leadership.hinshelwood.com/articles/release-planning-and-predictable-delivery/ Predictable delivery and agile release planning are not incompatible, but achieving them requires a shift in mindset, a focus on continuous quality, and embracing transparency. Key actions include making quality non-negotiable, refining backlog items to be small and clear, ensuring teams own the full delivery process, and minimizing dependencies. Development managers should prioritize building working software in regular increments, stop accumulating technical debt, and foster a culture of continuous improvement to improve delivery predictability. https://engineering-leadership.hinshelwood.com/videos/engineering-excellence-isn-t-perfection-how-continuous-improvement-and-fast-feedback-drive-real-agile-and-devops-success/ Mon, 21 Jul 2025 06:00:00 +0000 https://engineering-leadership.hinshelwood.com/videos/engineering-excellence-isn-t-perfection-how-continuous-improvement-and-fast-feedback-drive-real-agile-and-devops-success/ Engineering excellence is not about achieving perfection or creating exhaustive plans, but about building systems that continuously adapt and improve through fast feedback and incremental change. Key practices include clean code, observability, automated testing, and CI/CD, which together enable teams to deliver high-quality software quickly and respond to real-world needs. Development managers should focus on removing manual bottlenecks and technical debt to shorten feedback loops, as this is the foundation of true Agile and DevOps success. https://engineering-leadership.hinshelwood.com/signals/every-delay-increases-the-risk-of-failure/ Mon, 10 Feb 2025 11:00:51 +0000 https://engineering-leadership.hinshelwood.com/signals/every-delay-increases-the-risk-of-failure/ Delaying software releases increases the risk of failure and falling behind competitors. Frequent, smaller releases lead to higher success rates and faster recovery, as shown by industry research. Focus on delivering quickly and iterating rather than waiting for a perfect release. https://engineering-leadership.hinshelwood.com/signals/scrum-doesn-t-stop-you-from-optimising-flow/ Sun, 25 May 2025 15:30:23 +0100 https://engineering-leadership.hinshelwood.com/signals/scrum-doesn-t-stop-you-from-optimising-flow/ Scrum allows you to optimise workflow as long as you maintain accountability through a Sprint Goal and a Done Increment. If your team already delivers quality software continuously and meets these standards, you do not need to force all work to finish within strict Sprint timelines. Focus on outcomes and professionalism rather than rigid rules, and let work flow naturally if your processes support it. https://engineering-leadership.hinshelwood.com/articles/without-delivery-there-is-no-value/ Mon, 10 Feb 2025 09:00:00 +0000 https://engineering-leadership.hinshelwood.com/articles/without-delivery-there-is-no-value/ Value in software is only realised when products are delivered to users, so frequent releases are essential to validate assumptions, gather feedback, and adapt quickly. Delaying delivery increases costs, risks, and missed opportunities, while research shows that teams releasing often are more successful and resilient. Development managers should prioritise short feedback loops and empower teams to release working software regularly to maximise value and minimise waste. https://engineering-leadership.hinshelwood.com/articles/professional-scrum-teams-build-software-that-works/ Thu, 03 Dec 2020 00:00:00 +0000 https://engineering-leadership.hinshelwood.com/articles/professional-scrum-teams-build-software-that-works/ Professional Scrum teams must deliver high-quality, working software every sprint, prioritizing quality over speed or feature quantity to build trust and protect the organization’s reputation. Developers are accountable for quality and should use automation, DevOps practices, and continuous improvement to avoid technical debt and defects. Managers should empower teams to focus on quality, address technical debt in retrospectives, and consider upskilling developers through professional training. https://engineering-leadership.hinshelwood.com/articles/can-the-definition-of-done-change-per-sprint/ Mon, 14 Oct 2019 13:55:00 +0000 https://engineering-leadership.hinshelwood.com/articles/can-the-definition-of-done-change-per-sprint/ The Definition of Done can be improved each Sprint to raise quality but should never be changed to lower standards or to vary by backlog item, as this undermines transparency and product value. Consistency in the Definition of Done ensures everyone understands what a usable increment means and supports reliable delivery. Development managers should encourage teams to strengthen the Definition of Done over time, aiming for a shippable product each Sprint. https://engineering-leadership.hinshelwood.com/videos/stop-guessing-how-to-make-work-visible-and-drive-real-improvement-with-azure-devops-flow-metrics/ Mon, 25 Aug 2025 06:00:00 +0000 https://engineering-leadership.hinshelwood.com/videos/stop-guessing-how-to-make-work-visible-and-drive-real-improvement-with-azure-devops-flow-metrics/ Relying on gut feeling leads to mediocre results, so making work visible with real data is essential for improvement. Azure DevOps provides a strong data foundation but its built-in metrics and visualisations are basic; using tools like Flow Viz or Actionable Agile Metrics gives deeper insights and actionable flow data. To drive better outcomes, move from guesswork to evidence-based decisions by leveraging these tools to make your team’s work and bottlenecks visible. https://engineering-leadership.hinshelwood.com/articles/the-scrum-master-is-accountable-for-delivery/ Thu, 30 Jan 2025 00:00:00 +0000 https://engineering-leadership.hinshelwood.com/articles/the-scrum-master-is-accountable-for-delivery/ The Scrum Master is ultimately accountable for ensuring the Scrum Team delivers a usable product increment every sprint, as delivery is the minimum requirement for team effectiveness. While delivery is a shared team responsibility, the Scrum Master must create the right environment, remove impediments, and enable continuous improvement so delivery becomes inevitable. Development managers should hold Scrum Masters accountable for delivery outcomes and empower them with the authority and resources needed to support team success. https://engineering-leadership.hinshelwood.com/articles/i-do-continuous-deliver-why-should-i-sprint/ Mon, 13 Jul 2020 18:42:03 +0000 https://engineering-leadership.hinshelwood.com/articles/i-do-continuous-deliver-why-should-i-sprint/ Sprints are not about limiting release frequency but about providing a regular cadence for planning, communication, and predictability, even if you use continuous delivery. Scrum requires a working increment at least every 30 days, but you can release more often; Sprints help structure feedback loops and align teams and stakeholders. To stay competitive and responsive, use Sprints as a planning container while delivering to production as frequently as possible. https://engineering-leadership.hinshelwood.com/signals/microsoft-shift-from-2-year-cycles-to-3-week-sprints-caused-team-anxiety/ Wed, 23 Apr 2025 15:30:47 +0100 https://engineering-leadership.hinshelwood.com/signals/microsoft-shift-from-2-year-cycles-to-3-week-sprints-caused-team-anxiety/ When Microsoft switched from two-year release cycles to three-week Sprints, teams initially felt anxious because increased transparency exposed inefficiencies and technical debt. However, teams that embraced this openness improved dramatically, moving from delivering 24 features a year to shipping multiple times daily. Development managers should consider whether their teams are ready to use transparency as a tool for continuous improvement. https://engineering-leadership.hinshelwood.com/articles/pragmatism-crushes-dogma-in-the-wild/ Thu, 21 Mar 2024 09:30:00 +0000 https://engineering-leadership.hinshelwood.com/articles/pragmatism-crushes-dogma-in-the-wild/ Practical use of Scrum in a mentoring program showed that teams succeed by focusing on adaptability and resilience rather than rigidly following rules. Key insights include the importance of making work visible, inspecting progress, and quickly adapting to change, as outlined in the Scrum Guide. Development managers should prioritize flexibility within Scrum’s essential guardrails to help teams handle real-world challenges effectively. https://engineering-leadership.hinshelwood.com/videos/unmasking-agile-how-to-spot-genuine-practices-amidst-the-myths/ Wed, 18 Mar 2020 13:56:05 +0000 https://engineering-leadership.hinshelwood.com/videos/unmasking-agile-how-to-spot-genuine-practices-amidst-the-myths/ Most organizations claim to be agile, but few actually follow core practices like short iterations, ordered backlogs, and regular retrospectives, which limits their ability to deliver value and improve. Cultural resistance and outdated management styles are major barriers to genuine agility. Development managers should honestly assess their teams against key agile principles and take action to remove obstacles, empower teams, and focus on rapid feedback and continuous improvement. https://engineering-leadership.hinshelwood.com/videos/unlocking-continuous-improvement-how-metrics-and-visualisation-drive-workflow-success/ Mon, 19 Aug 2024 06:45:02 +0000 https://engineering-leadership.hinshelwood.com/videos/unlocking-continuous-improvement-how-metrics-and-visualisation-drive-workflow-success/ Continuous improvement relies on using the right metrics and clear visual tools to identify patterns, increase transparency, and drive meaningful workflow changes. Teams should focus on measuring what truly matters and ensure their visualisations support understanding and collaboration. Regularly reviewing and adjusting processes based on these insights is essential for ongoing success. https://engineering-leadership.hinshelwood.com/videos/rethinking-sprint-planning-why-burndown-charts-are-agile-banditry-and-what-to-do-instead/ Tue, 09 Jan 2024 07:00:05 +0000 https://engineering-leadership.hinshelwood.com/videos/rethinking-sprint-planning-why-burndown-charts-are-agile-banditry-and-what-to-do-instead/ Relying on burndown charts leads to excessive upfront planning, which is ineffective given the high uncertainty and frequent changes in software development. Instead, start each Sprint with only enough planning to begin work, then reassess and adjust daily to stay flexible and focused on delivering value. Shift your team’s approach to minimal, just-in-time planning to reduce overhead and respond better to change. https://engineering-leadership.hinshelwood.com/articles/metrics-that-matter-with-evidence-based-management/ Tue, 25 Feb 2014 13:29:14 +0000 https://engineering-leadership.hinshelwood.com/articles/metrics-that-matter-with-evidence-based-management/ Explains how evidence-based management uses reliable metrics and KPIs at team and organisational levels to drive better decisions, value delivery, and process improvement. https://engineering-leadership.hinshelwood.com/articles/storms-of-neglect-the-perils-of-not-delivering-usable-products-in-agile-iterations/ Thu, 27 Jul 2023 09:00:00 +0000 https://engineering-leadership.hinshelwood.com/articles/storms-of-neglect-the-perils-of-not-delivering-usable-products-in-agile-iterations/ If teams do not deliver a usable product at the end of each iteration, trust with stakeholders erodes, technical debt grows, adaptability slows, and expectations become misaligned. This also leads to lower team morale and a lack of feedback, making it hard to improve or stay on track. To avoid these issues, ensure every iteration results in a usable product so you maintain trust, alignment, and the ability to adapt quickly. https://engineering-leadership.hinshelwood.com/videos/maximising-product-value-the-power-of-hypothesis-driven-engineering/ Wed, 11 Dec 2024 06:30:00 +0000 https://engineering-leadership.hinshelwood.com/videos/maximising-product-value-the-power-of-hypothesis-driven-engineering/ Focusing on hypothesis-driven engineering helps teams maximise product value by testing ideas with small experiments, measuring outcomes, and quickly adapting based on real customer feedback. The Azure DevOps team’s experience showed that even costly initiatives can provide critical learning, allowing resources to be redirected before larger losses occur. Development managers should encourage rapid experimentation and validation at all levels to ensure investments deliver real value and support agility. https://engineering-leadership.hinshelwood.com/videos/unlocking-success-how-small-experiments-transformed-feature-delivery-from-25-to-150-in-software-development/ Wed, 20 Nov 2024 08:02:36 +0000 https://engineering-leadership.hinshelwood.com/videos/unlocking-success-how-small-experiments-transformed-feature-delivery-from-25-to-150-in-software-development/ A team increased their annual feature delivery from 25 to 150 by breaking down work into smaller experiments, enabling faster feedback, reduced risk, and continuous learning without increasing headcount. This approach allowed them to quickly identify and focus on features that mattered most to customers, leading to better products. Development managers should consider adopting small, frequent experiments to drive both speed and quality in feature delivery. https://engineering-leadership.hinshelwood.com/articles/you-can't-stop-the-signal-but-you-can-ignore-it/ Wed, 17 Apr 2024 14:30:00 +0000 https://engineering-leadership.hinshelwood.com/articles/you-can't-stop-the-signal-but-you-can-ignore-it/ Agile and Scrum frameworks highlight problems in team processes, but many organizations ignore these signals due to cultural barriers like fear of repercussions and resistance to change. Simply adopting these frameworks is not enough; their effectiveness depends on a culture that encourages transparency, feedback, and continuous improvement. Development managers should focus on building an environment where raising and addressing issues is supported and valued to fully realize the benefits of Agile and Scrum. https://engineering-leadership.hinshelwood.com/videos/beyond-the-rituals-embracing-the-core-principles-of-scrum-for-true-agile-success/ Fri, 28 Apr 2023 09:30:00 +0000 https://engineering-leadership.hinshelwood.com/videos/beyond-the-rituals-embracing-the-core-principles-of-scrum-for-true-agile-success/ Focusing on Scrum rituals instead of its core principles, empiricism, transparency, and delivering value, can hinder true agile success. Overemphasis on mechanics leads to misplaced priorities, reduced creativity, and lower team engagement. Development managers should encourage open dialogue, support experimentation, and regularly assess whether practices are truly delivering value, adapting or discarding those that do not. https://engineering-leadership.hinshelwood.com/videos/transforming-agile-how-to-shift-from-blame-to-systemic-solutions-for-better-team-dynamics/ Fri, 29 Sep 2023 07:00:14 +0000 https://engineering-leadership.hinshelwood.com/videos/transforming-agile-how-to-shift-from-blame-to-systemic-solutions-for-better-team-dynamics/ Problems in agile teams are usually caused by flawed measurement systems and processes, not individual intent. Metrics drive behavior, so focusing on changing how people are evaluated and incentivized is more effective than trying to change culture directly. Review your team’s metrics and processes to remove barriers and foster adaptability, which will lead to better collaboration and innovation. https://engineering-leadership.hinshelwood.com/videos/unlocking-agile-success-how-empirical-models-transform-project-outcomes/ Wed, 12 Oct 2022 17:08:59 +0000 https://engineering-leadership.hinshelwood.com/videos/unlocking-agile-success-how-empirical-models-transform-project-outcomes/ Agile methods significantly increase project success rates, especially for larger teams, by maintaining ongoing visibility, enabling flexibility, reducing operational risk, and delivering value incrementally. Unlike traditional models, Agile allows for regular feedback and adaptation, which keeps projects aligned with customer needs and reduces wasted effort. Development managers should consider adopting empirical Agile practices to improve outcomes and stakeholder satisfaction. https://engineering-leadership.hinshelwood.com/videos/breaking-free-from-the-plagues-of-agility-how-to-cultivate-flexibility-and-innovation-in-your-team/ Wed, 01 Nov 2023 09:42:43 +0000 https://engineering-leadership.hinshelwood.com/videos/breaking-free-from-the-plagues-of-agility-how-to-cultivate-flexibility-and-innovation-in-your-team/ Teams often lose true agility by becoming too attached to specific tools and processes, which leads to stagnation, inefficiency, and lower morale. Encouraging experimentation, holding regular retrospectives to review practices, and empowering teams to adapt workflows are key to maintaining flexibility and innovation. Development managers should regularly assess whether current methods still serve the team’s needs and foster a culture of continuous improvement. https://engineering-leadership.hinshelwood.com/videos/illuminate-your-workflow-harnessing-candan-strategies-for-continuous-improvement-and-transparency/ Fri, 08 Mar 2024 07:00:31 +0000 https://engineering-leadership.hinshelwood.com/videos/illuminate-your-workflow-harnessing-candan-strategies-for-continuous-improvement-and-transparency/ Adopting a Candan strategy helps teams achieve continuous improvement and greater transparency by using flow metrics to identify workflow issues and inefficiencies. Visualising these metrics enables more informed decisions and motivates action, especially for Scrum teams that lack built-in measurement tools. To maximise benefits, integrate flow metrics into your processes and seek expert support or training if needed. https://engineering-leadership.hinshelwood.com/signals/stop-treating-the-end-of-the-sprint-like-a-finish-line/ Thu, 05 Jun 2025 15:30:54 +0100 https://engineering-leadership.hinshelwood.com/signals/stop-treating-the-end-of-the-sprint-like-a-finish-line/ The end of a Sprint is a checkpoint for review and planning, not a finish line where all work must be completed. It is normal for large items to span multiple Sprints; focus on showing progress, adapting plans, and maintaining flow. Managers should move away from rigid project thinking and support teams in embracing continuous delivery and adaptation. https://engineering-leadership.hinshelwood.com/videos/7-harbingers-of-the-agile-apocalypse-judgement/ Fri, 20 Oct 2023 11:00:13 +0000 https://engineering-leadership.hinshelwood.com/videos/7-harbingers-of-the-agile-apocalypse-judgement/ Rigid, judgmental application of Agile frameworks stifles creativity and innovation, turning teams into rule-followers instead of problem-solvers. True agility comes from empowering teams with autonomy, transparency, and principles rather than enforcing one-size-fits-all rules. Development managers should focus on fostering a culture of openness and continuous learning, allowing teams to adapt practices to their unique needs. https://engineering-leadership.hinshelwood.com/articles/how-usable-working-products-are-your-ultimate-weapon-against-risks/ Thu, 20 Jul 2023 09:00:00 +0000 https://engineering-leadership.hinshelwood.com/articles/how-usable-working-products-are-your-ultimate-weapon-against-risks/ Continuously delivering a usable working product is the most effective way to reduce risk in Agile development. Focus on releasing functional increments, fixing bugs quickly, automating tests, and keeping documentation lean to stay responsive to market needs. Prioritise regular feedback from users and stakeholders to ensure you are building what truly adds value. https://engineering-leadership.hinshelwood.com/articles/the-fallacy-of-the-rejected-backlog-item/ Mon, 13 Jul 2020 08:55:00 +0000 https://engineering-leadership.hinshelwood.com/articles/the-fallacy-of-the-rejected-backlog-item/ Rejecting individual backlog items at the Sprint Review is a misunderstanding, since the increment is delivered as a whole and removing a single item is complex and risky. The Sprint Review is for feedback and learning, not for accepting or rejecting specific items, and any gaps should inform future backlog updates. Development managers should focus on clear communication, well-structured backlog items, and using feature flags to provide flexibility and faster feedback. https://engineering-leadership.hinshelwood.com/videos/beyond-the-agile-illusion-embracing-true-agility-in-a-world-of-taylorism/ Tue, 21 Jul 2020 18:00:53 +0000 https://engineering-leadership.hinshelwood.com/videos/beyond-the-agile-illusion-embracing-true-agility-in-a-world-of-taylorism/ Many teams claim to be agile but still operate with outdated management mindsets that stifle autonomy and engagement, leading to low adoption of core agile practices like short iterations and retrospectives. True agility requires transparency, regular feedback, and a focus on delivering value rather than just completing tasks. Development managers should assess whether their teams meet these criteria and actively foster a culture that supports genuine agile principles. https://engineering-leadership.hinshelwood.com/guides/scrum-guide/ Mon, 01 Feb 2010 00:00:00 +0000 https://engineering-leadership.hinshelwood.com/guides/scrum-guide/ A clear summary of Scrum’s framework, roles, events, artefacts, and values, explaining how teams use Scrum to deliver value and adapt to complex problems. https://engineering-leadership.hinshelwood.com/videos/stop-chasing-tech-hype-how-evidence-based-decisions-empower-real-leadership/ Fri, 04 Jul 2025 06:00:44 +0000 https://engineering-leadership.hinshelwood.com/videos/stop-chasing-tech-hype-how-evidence-based-decisions-empower-real-leadership/ Chasing technology trends because competitors do is not a real strategy; instead, focus on making your systems visible, use evidence to guide decisions, and choose tools that fit your actual needs. This approach helps you defend your roadmap with confidence and creates sustainable results for your teams and business. Prioritise clarity and alignment over hype to lead effectively and avoid unnecessary complexity. https://engineering-leadership.hinshelwood.com/videos/the-importance-of-delivering-working-software-every-iteration/ Wed, 26 Jun 2024 06:45:00 +0000 https://engineering-leadership.hinshelwood.com/videos/the-importance-of-delivering-working-software-every-iteration/ Delivering working software to real users every iteration is essential for true agility because it enables rapid feedback, validates assumptions early, and maximizes value for stakeholders. Key practices include starting with a minimal viable product, prioritizing user stories for value, involving stakeholders regularly, automating testing and deployment, and fostering continuous improvement. To ensure your team is truly Agile, focus on releasing usable software each iteration and use real user feedback to guide development and avoid wasted effort. https://engineering-leadership.hinshelwood.com/videos/unlocking-agility-how-eps-immersive-learning-transforms-your-team's-performance/ Wed, 16 Aug 2023 07:00:03 +0000 https://engineering-leadership.hinshelwood.com/videos/unlocking-agility-how-eps-immersive-learning-transforms-your-team's-performance/ The EPS immersive learning experience offers structured, ongoing coaching and feedback that helps teams improve agility and effectiveness with minimal time investment. Through iterative assignments, tailored feedback, and additional coaching, teams can continuously adapt and enhance their practices. To get the most value, managers should actively engage with the process and integrate learnings into daily work. https://engineering-leadership.hinshelwood.com/videos/what-is-the-hardest-part-of-working-with-a-brand-new-scrum-team/ Fri, 03 Feb 2023 07:00:00 +0000 https://engineering-leadership.hinshelwood.com/videos/what-is-the-hardest-part-of-working-with-a-brand-new-scrum-team/ The hardest part of working with a new scrum team is overcoming their misconceptions about scrum and their focus on superficial practices instead of core principles. Teams often concentrate on the mechanics rather than embracing empiricism and rapid feedback loops, which are essential for high performance. Development managers should guide teams to master foundational agile concepts and use evidence-based learning to drive improvement. https://engineering-leadership.hinshelwood.com/articles/blocked-columns-on-kanban-boards-obfuscate-workflow-and-undermine-effectiveness/ Tue, 13 Feb 2024 15:44:53 +0000 https://engineering-leadership.hinshelwood.com/articles/blocked-columns-on-kanban-boards-obfuscate-workflow-and-undermine-effectiveness/ Using Blocked columns on Kanban boards hides the true status of work, encourages team disengagement, and leads to stale tasks and inflated work-in-progress limits. Instead, teams should tag blocked items within their current workflow stage and provide clear context, which maintains transparency and accountability. Managers should avoid Blocked columns and use tags or annotations to highlight issues without disrupting the flow or losing critical information. https://engineering-leadership.hinshelwood.com/videos/scrum-is-like-communism-it-doesn't-work-myth-1/ Tue, 24 Oct 2023 06:50:42 +0000 https://engineering-leadership.hinshelwood.com/videos/scrum-is-like-communism-it-doesn't-work-myth-1/ Scrum events are not just meetings but purposeful activities designed to drive inspection, adaptation, and real progress. Misunderstanding them as empty ceremonies leads to missed opportunities for team alignment, stakeholder engagement, and continuous improvement. Development managers should focus on using Scrum events to foster transparency and action, not just to fill calendars. https://engineering-leadership.hinshelwood.com/articles/story-points-velocity-are-a-sign-of-an-unsuccessful-team/ Mon, 04 Jan 2021 14:20:00 +0000 https://engineering-leadership.hinshelwood.com/articles/story-points-velocity-are-a-sign-of-an-unsuccessful-team/ Story points and velocity are not required by Scrum and relying on them long-term signals a team’s lack of maturity and adaptability. While they can help new teams start conversations and build shared understanding, they do not provide real predictability or confidence in delivery. Development managers should focus on transparency, concrete data, and metrics like cycle time to build true confidence and improve predictability for stakeholders. https://engineering-leadership.hinshelwood.com/guides/evidence-based-management-guide/ Wed, 01 Jan 2020 00:00:00 +0000 https://engineering-leadership.hinshelwood.com/guides/evidence-based-management-guide/ Evidence-Based Management (EBM) guides organisations to improve value delivery under uncertainty by using empirical goals, measurement, and continuous experimentation. https://engineering-leadership.hinshelwood.com/workshops/sprint-review-1/ Tue, 17 Sep 2024 00:00:00 +0000 https://engineering-leadership.hinshelwood.com/workshops/sprint-review-1/ Guides a 160-minute Sprint Review workshop using Liberating Structures to inspect product progress, gather feedback, and plan next steps for Scrum teams and stakeholders. https://engineering-leadership.hinshelwood.com/videos/mastering-complexity-in-scrum-transform-your-team-with-agile-product-strategy-insights/ Wed, 15 Nov 2023 07:00:28 +0000 https://engineering-leadership.hinshelwood.com/videos/mastering-complexity-in-scrum-transform-your-team-with-agile-product-strategy-insights/ Understanding and managing complexity is essential for Scrum teams to plan and execute effectively, especially as unpredictability increases. Emphasizing transparency, inspection, and adaptation helps teams navigate complex work, improve processes, and foster continuous improvement. Consider investing in training or discussions that deepen your team’s grasp of these principles to boost effectiveness. https://engineering-leadership.hinshelwood.com/videos/why-is-satya-nadella-a-better-example-of-agile-leadership-than-steve-jobs/ Wed, 01 Feb 2023 07:00:10 +0000 https://engineering-leadership.hinshelwood.com/videos/why-is-satya-nadella-a-better-example-of-agile-leadership-than-steve-jobs/ Satya Nadella is a stronger example of agile leadership than Steve Jobs because he built a culture of innovation and empowered teams across Microsoft, rather than centralizing decision-making and innovation in one person. Nadella decentralized authority, focused on meaningful metrics that drive customer value, and fostered continuous improvement and collaboration throughout the organization. Development managers should consider enabling team autonomy and aligning incentives with customer outcomes to drive sustainable innovation. https://engineering-leadership.hinshelwood.com/recipes/sprint-review-recipe/ Tue, 17 Sep 2024 00:00:00 +0000 https://engineering-leadership.hinshelwood.com/recipes/sprint-review-recipe/ Step-by-step guide for running a Sprint Review, including presenting the increment, gathering feedback, updating the backlog, forecasting, and addressing stakeholder questions. https://engineering-leadership.hinshelwood.com/videos/scrum-doesn't-solve-problems-it-reveals-them-how-and-why-is-that-valuable/ Wed, 27 Sep 2023 07:00:29 +0000 https://engineering-leadership.hinshelwood.com/videos/scrum-doesn't-solve-problems-it-reveals-them-how-and-why-is-that-valuable/ Scrum does not fix problems but makes them visible, helping teams identify bottlenecks, communication gaps, and inefficient processes. This transparency enables continuous learning and improvement, encourages collaboration, and prompts organizations to address root causes. Development managers should use Scrum’s insights to drive real change and foster a culture of problem-solving and adaptation. https://engineering-leadership.hinshelwood.com/videos/harnessing-the-power-of-empiricism-transform-your-decision-making-with-data-driven-insights/ Thu, 17 Aug 2023 07:00:09 +0000 https://engineering-leadership.hinshelwood.com/videos/harnessing-the-power-of-empiricism-transform-your-decision-making-with-data-driven-insights/ Using data to guide decisions helps teams make better choices, improve continuously, and build trust with stakeholders. The key is to ensure access to relevant data, act deliberately, and monitor results in a cycle of experimentation and learning. Development managers should foster a culture where decisions are based on evidence, not assumptions, and regularly review outcomes to adapt and improve. https://engineering-leadership.hinshelwood.com/signals/scrum-is-not-a-process-it-is-a-social-technology-designed-to-expose-dysfunction/ Sat, 29 Mar 2025 16:30:02 +0000 https://engineering-leadership.hinshelwood.com/signals/scrum-is-not-a-process-it-is-a-social-technology-designed-to-expose-dysfunction/ Scrum is meant to reveal problems in how teams work, not just provide a set process. If the Scrum Master, Product Owner, or Developers avoid their core responsibilities, the team will struggle to deliver value. Development managers should ensure their teams use Scrum to identify and address issues, not just go through the motions. https://engineering-leadership.hinshelwood.com/videos/the-importance-of-evidence-based-management-in-agile-environments/ Mon, 22 Jan 2024 11:00:07 +0000 https://engineering-leadership.hinshelwood.com/videos/the-importance-of-evidence-based-management-in-agile-environments/ Evidence-based management helps Agile teams make smarter decisions by tracking key metrics like value delivered, time to market, and ability to innovate, ensuring changes actually lead to improvement. Without data, teams risk wasting time and resources on ineffective changes, but with regular measurement and analysis, they can adapt quickly and foster continuous improvement. Start by identifying and tracking a few important metrics, involve your team, and use the insights to guide your next steps. https://engineering-leadership.hinshelwood.com/guides/kendall-guide/ Wed, 17 Sep 2025 00:00:00 +0000 https://engineering-leadership.hinshelwood.com/guides/kendall-guide/ A practical framework guiding organisations to adopt AI by prioritising real problems, clarifying context, and enabling adaptive, evidence-based decision-making and collaboration. https://engineering-leadership.hinshelwood.com/videos/the-power-of-metrics-why-pal-ebm-is-essential-for-your-organization/ Sat, 27 Jan 2024 07:00:19 +0000 https://engineering-leadership.hinshelwood.com/videos/the-power-of-metrics-why-pal-ebm-is-essential-for-your-organization/ The PAL-EBM class helps leaders and teams understand how to use metrics effectively to drive organizational success by focusing on real data, transparency, and the human impact of measurement. Participants learn through real-world stories why some metrics fail, how to avoid negative behaviors like those seen with Microsoft’s stack ranking, and how to foster strategic conversations that lead to better outcomes. Leadership teams are encouraged to take the class together to align on measuring success, iteratively strategize, and make informed decisions that support long-term goals. https://engineering-leadership.hinshelwood.com/videos/understanding-the-true-role-of-a-scrum-master/ Tue, 28 Nov 2023 07:00:15 +0000 https://engineering-leadership.hinshelwood.com/videos/understanding-the-true-role-of-a-scrum-master/ The true role of a Scrum Master is to maximize the effectiveness of the Scrum team, which may differ from how organizations define the job. Key to success are teaching the team Scrum principles and empiricism, using complementary practices, and actively working with the wider organization to remove obstacles. Development managers should ensure Scrum Masters are empowered to focus on these priorities and invest in ongoing training to drive both team and organizational improvement. https://engineering-leadership.hinshelwood.com/signals/scrum-isn-t-limited-to-building-features/ Fri, 30 May 2025 15:30:41 +0100 https://engineering-leadership.hinshelwood.com/signals/scrum-isn-t-limited-to-building-features/ Scrum can be used to drive organizational change, not just build software features. By forming a change team, creating a backlog, and using regular feedback, you can make improvements measurable and adaptable. To achieve real agility, apply Scrum practices to your internal processes as well as your products. https://engineering-leadership.hinshelwood.com/videos/what-should-you-do-if-your-sprint-review-delivers-harsh-scathing-feedback/ Fri, 08 Sep 2023 07:00:07 +0000 https://engineering-leadership.hinshelwood.com/videos/what-should-you-do-if-your-sprint-review-delivers-harsh-scathing-feedback/ Harsh feedback in Sprint reviews signals a need for immediate attention and should be seen as an opportunity to realign with stakeholder needs. Investigate the root causes, engage stakeholders more effectively, and be ready to halt, pivot, or persevere based on what you learn. Use open communication and flexibility to turn negative feedback into actionable improvements for your product and process. https://engineering-leadership.hinshelwood.com/videos/are-your-teams-empowered-to-change-requirements-based-on-user-feedback-if-not-you-re-probably-not-very-agile/ Wed, 17 Jul 2024 06:45:01 +0000 https://engineering-leadership.hinshelwood.com/videos/are-your-teams-empowered-to-change-requirements-based-on-user-feedback-if-not-you-re-probably-not-very-agile/ Empowering teams to update or delete requirements based on user feedback is essential for true agility and delivering maximum value. Regularly engaging with the product team, keeping the backlog dynamic, and being willing to pivot or remove features ensures your product stays relevant and user-focused. Review your processes to make sure your teams have the authority and support to make these changes. https://engineering-leadership.hinshelwood.com/articles/what-my-father-taught-me-about-evidence-based-management-34-years-before-it-was-invented/ Mon, 13 Jul 2020 18:42:12 +0000 https://engineering-leadership.hinshelwood.com/articles/what-my-father-taught-me-about-evidence-based-management-34-years-before-it-was-invented/ Explores how evidence-based management uses data-driven practices to improve organisational agility, value delivery, and decision-making in both business and software contexts. https://engineering-leadership.hinshelwood.com/videos/what-will-you-learn-on-the-professional-scrum-master-course/ Thu, 19 Jan 2023 07:00:14 +0000 https://engineering-leadership.hinshelwood.com/videos/what-will-you-learn-on-the-professional-scrum-master-course/ The Professional Scrum Master course teaches the theory and practical skills needed to be an effective scrum master, focusing on serving developers, product owners, and the organization to maximize team value. Participants learn through real-world examples, discussions, and case studies about empiricism, delivering working increments each sprint, and overcoming common challenges. Development managers should consider this course to strengthen their teams’ ability to deliver value and navigate complexity. https://engineering-leadership.hinshelwood.com/videos/if-you-could-teach-just-one-thing-about-scrum-what-would-it-be/ Mon, 27 Feb 2023 07:00:01 +0000 https://engineering-leadership.hinshelwood.com/videos/if-you-could-teach-just-one-thing-about-scrum-what-would-it-be/ The most important thing to teach about Scrum is the principle of empiricism, which means making work transparent, inspecting progress frequently, and adapting based on what is learned. This approach helps teams navigate complex, uncertain environments where traditional project management falls short. Focus on building your team’s ability to learn and adapt quickly, as Scrum reveals problems but does not solve them for you. https://engineering-leadership.hinshelwood.com/articles/evolution-not-transformation-this-is-the-inevitability-of-change/ Mon, 13 Jul 2020 12:58:00 +0000 https://engineering-leadership.hinshelwood.com/articles/evolution-not-transformation-this-is-the-inevitability-of-change/ Change in software organizations is not a one-time transformation but an ongoing evolution that requires continuous experimentation, adaptation, and learning. Leaders must drive this process from within by fostering a culture of agility, empowering teams, and regularly reassessing goals and practices to stay competitive in a fast-changing market. The key takeaway is to embrace continuous improvement and own the change process rather than relying on external solutions or static best practices. https://engineering-leadership.hinshelwood.com/guides/nexus-guide/ Tue, 17 Sep 2024 00:00:00 +0000 https://engineering-leadership.hinshelwood.com/guides/nexus-guide/ Explains the Nexus framework for scaling Scrum with multiple teams, detailing roles, events, and artefacts to coordinate product delivery and manage cross-team dependencies. https://engineering-leadership.hinshelwood.com/videos/embrace-the-chaos-transforming-scrum-learning-through-experience-and-minecraft/ Mon, 09 Jan 2023 12:36:53 +0000 https://engineering-leadership.hinshelwood.com/videos/embrace-the-chaos-transforming-scrum-learning-through-experience-and-minecraft/ Teaching Scrum through hands-on experience, including using Minecraft, helps participants move from initial chaos to a clear understanding of Scrum’s value. Students first experience confusion similar to real project starts, then learn to apply Scrum principles, leading to practical insights and improved teamwork. Development managers should consider experiential learning to help teams internalise agile practices and appreciate their real-world benefits. https://engineering-leadership.hinshelwood.com/videos/the-importance-of-patience-and-trust-in-building-agile-organizations/ Fri, 08 Dec 2023 07:00:06 +0000 https://engineering-leadership.hinshelwood.com/videos/the-importance-of-patience-and-trust-in-building-agile-organizations/ Building a successful Agile organization requires patience and trust, as these enable teams to experiment, learn from failures, and innovate without fear of blame. Impatience leads to a blame culture, reduced quality, and stifled creativity, while patience supports empiricism and continuous improvement. Development managers should foster a culture that values learning from mistakes, sets realistic expectations, and avoids blame to strengthen trust and drive better outcomes. https://engineering-leadership.hinshelwood.com/videos/why-is-scrum-so-easy-to-understand-but-incredibly-hard-to-master/ Tue, 28 Feb 2023 07:00:18 +0000 https://engineering-leadership.hinshelwood.com/videos/why-is-scrum-so-easy-to-understand-but-incredibly-hard-to-master/ Scrum is challenging to master because true understanding and effective implementation require deep cultural change, transparency, and alignment with agile values, not just following the framework. Many teams struggle due to legacy mindsets, lack of comprehension, and misaligned organizational structures, leading to superficial adoption and missed opportunities for value creation. Development managers should focus on fostering a culture of transparency, learning, and value-driven collaboration to realize Scrum’s full benefits. https://engineering-leadership.hinshelwood.com/videos/best-scrum-advice-you-ever-received/ Mon, 05 Jun 2023 07:00:20 +0000 https://engineering-leadership.hinshelwood.com/videos/best-scrum-advice-you-ever-received/ The most valuable Scrum advice is to avoid rigidly following every rule and instead adapt Scrum principles to fit your team’s unique context. Flexibility and continuous improvement are more important than strict adherence to the framework, so use Scrum as a guide and modify it as needed to maximize value and innovation. Encourage your teams to experiment and iterate, focusing on what works best for your organization. https://engineering-leadership.hinshelwood.com/guides/kanban-guide-for-scrum-teams/ Tue, 17 Sep 2024 00:00:00 +0000 https://engineering-leadership.hinshelwood.com/guides/kanban-guide-for-scrum-teams/ Explains how Scrum Teams can use Kanban practices to optimise workflow, track flow metrics, and enhance transparency, efficiency, and continuous improvement in product delivery. https://engineering-leadership.hinshelwood.com/videos/unlocking-the-power-of-double-loop-learning-transform-your-scrum-master-journey-with-immersive-training/ Mon, 20 Nov 2023 07:51:59 +0000 https://engineering-leadership.hinshelwood.com/videos/unlocking-the-power-of-double-loop-learning-transform-your-scrum-master-journey-with-immersive-training/ Immersive Professional Scrum Master training enables deeper learning by encouraging participants to question existing practices, apply new strategies, and collaborate with peers from diverse backgrounds. This approach helps Scrum Masters tackle real-world challenges, uncover organisational barriers, and continuously improve their methods. Consider enrolling in immersive training to foster a culture of reflection and shared problem-solving within your teams. https://engineering-leadership.hinshelwood.com/signals/david-thought-he-already-knew-scrum/ Mon, 26 May 2025 15:30:28 +0100 https://engineering-leadership.hinshelwood.com/signals/david-thought-he-already-knew-scrum/ Even experienced teams often fall into old habits and misunderstand Scrum, leading to ineffective practices that only look agile on the surface. Regularly revisiting the fundamentals and purpose of Scrum helps prevent complacency and ensures real improvement. Consider challenging your team’s understanding of Scrum to maintain true agility and drive meaningful change. https://engineering-leadership.hinshelwood.com/signals/the-myth-of-knowing-everything-upfront-in-software-development/ Mon, 16 Jun 2025 15:30:47 +0100 https://engineering-leadership.hinshelwood.com/signals/the-myth-of-knowing-everything-upfront-in-software-development/ You cannot know everything upfront in software development, so focus on continuous discovery and adapt as you learn. Scrum supports this by encouraging just enough planning and design to move forward, then delivering and learning from real use. Prioritise delivery and feedback over excessive upfront design to create more value. https://engineering-leadership.hinshelwood.com/signals/why-copying-scaled-agile-frameworks-fails-in-your-business/ Tue, 10 Jun 2025 15:30:38 +0100 https://engineering-leadership.hinshelwood.com/signals/why-copying-scaled-agile-frameworks-fails-in-your-business/ Copying scaled agile frameworks does not work because each organization has unique culture and challenges. Success comes from creating your own vision, identifying real obstacles, and experimenting with solutions tailored to your context. Focus on building your own path to agility using evidence and iteration rather than following someone else’s blueprint. https://engineering-leadership.hinshelwood.com/videos/the-fallacy-of-equating-agility-with-speed-what-agile-really-means/ Thu, 11 Jul 2024 06:45:01 +0000 https://engineering-leadership.hinshelwood.com/videos/the-fallacy-of-equating-agility-with-speed-what-agile-really-means/ Agile is not about working faster but about focusing on delivering the most valuable outcomes by prioritizing, experimenting, and adapting based on real customer needs. Speed alone can lead to building the wrong product, while Agile helps teams avoid wasted effort by eliminating unnecessary work and bureaucracy. Development managers should ensure their teams use Agile to maximize value, not just to increase velocity. https://engineering-leadership.hinshelwood.com/articles/getting-started-with-objectives-key-results/ Mon, 18 Aug 2025 09:00:00 +0000 https://engineering-leadership.hinshelwood.com/articles/getting-started-with-objectives-key-results/ OKRs only work when there is a clear strategy, a culture of transparency and adaptation, empowered teams, and a focus on outcomes over output. They help connect strategy to execution but require ongoing review, learning, and refinement to be effective. Before adopting OKRs, ensure your leadership, culture, and processes support these foundations or the framework will not deliver real value. https://engineering-leadership.hinshelwood.com/videos/in-high-competition-markets-how-does-scrum-product-development-help-acquire-and-retain-customers/ Mon, 13 Feb 2023 07:00:21 +0000 https://engineering-leadership.hinshelwood.com/videos/in-high-competition-markets-how-does-scrum-product-development-help-acquire-and-retain-customers/ Scrum does not directly acquire or retain customers, but it helps teams deliver value quickly and adapt based on customer feedback, which can lead to competitive advantage. Its main strengths are making problems and opportunities visible, enabling rapid execution, and supporting a culture of innovation, but leaders and teams must still identify what customers need and how to deliver it. To succeed, focus on building strong teams, understanding market value, and using Scrum to consistently deliver and validate valuable features. https://engineering-leadership.hinshelwood.com/videos/why-are-recessions-a-great-time-for-organizations-to-evaluate-the-opportunity-of-agile/ Thu, 09 Feb 2023 07:15:02 +0000 https://engineering-leadership.hinshelwood.com/videos/why-are-recessions-a-great-time-for-organizations-to-evaluate-the-opportunity-of-agile/ Recessions are an ideal time for organizations to consider agile because uncertainty highlights the need to adapt quickly, focus on customer value, and empower teams to make decisions. Agile enables rapid learning, continuous improvement, and faster response to market changes compared to traditional management. Development managers should pilot agile practices in small, iterative cycles to test their impact and build on what works. https://engineering-leadership.hinshelwood.com/articles/product-goal-is-an-intermediate-strategic-goal/ Mon, 21 Dec 2020 14:27:00 +0000 https://engineering-leadership.hinshelwood.com/articles/product-goal-is-an-intermediate-strategic-goal/ Product Goals serve as intermediate steps that help teams evaluate and adapt progress toward broader strategic objectives, especially in uncertain environments. Focusing on outcomes over outputs, investing in discovery through flexible team allocation, and running hypothesis-driven experiments are key to delivering real value. Development managers should shift away from traditional project management and factory-style practices, adopting a data-driven, experimental approach to stay competitive and responsive. https://engineering-leadership.hinshelwood.com/articles/introducing-kanban-for-professional-scrum-teams/ Mon, 26 Feb 2018 15:00:08 +0000 https://engineering-leadership.hinshelwood.com/articles/introducing-kanban-for-professional-scrum-teams/ A new Professional Scrum with Kanban class and guide now enable Scrum teams to integrate Kanban practices like workflow visualization, limiting work in progress, and flow-based metrics without changing Scrum itself. This approach helps teams focus on value delivery and can replace traditional metrics like velocity with more actionable measures such as throughput and cycle time. Development managers should consider reviewing the Kanban Guide for Scrum Teams and exploring the training to enhance their teams’ effectiveness. https://engineering-leadership.hinshelwood.com/videos/what-is-empiricism-and-why-is-it-so-critical-to-great-agile/ Wed, 30 Aug 2023 07:00:05 +0000 https://engineering-leadership.hinshelwood.com/videos/what-is-empiricism-and-why-is-it-so-critical-to-great-agile/ Empiricism is essential to Agile because it drives teams to observe real project data, inspect outcomes, and adapt quickly, ensuring alignment with changing needs. Key practices like transparency, regular feedback loops, and continuous improvement help teams stay responsive and deliver real value. Development managers should foster a culture of inspection and adaptation, using data and feedback to guide decisions and refine both processes and product backlogs. https://engineering-leadership.hinshelwood.com/videos/why-immersive-learning-keeps-scrum-students-excited-and-engaged/ Thu, 01 Feb 2024 07:00:09 +0000 https://engineering-leadership.hinshelwood.com/videos/why-immersive-learning-keeps-scrum-students-excited-and-engaged/ Immersive learning keeps Scrum students engaged by making each session a hands-on journey of discovery, allowing them to apply new concepts in real time and reflect on their experiences. Spreading content over multiple sessions helps teams assimilate knowledge, experiment safely, and continuously improve through feedback. Development managers should break training into manageable pieces, encourage experimentation, and foster regular feedback to maintain excitement and drive ongoing growth. https://engineering-leadership.hinshelwood.com/videos/the-ghosts-of-agile-past-why-burndown-charts-might-be-holding-you-back/ Mon, 01 Jan 2024 07:00:20 +0000 https://engineering-leadership.hinshelwood.com/videos/the-ghosts-of-agile-past-why-burndown-charts-might-be-holding-you-back/ Burndown charts often hinder Agile teams by promoting rigid, upfront planning and fixed scopes, which do not reflect how real Agile work unfolds. Teams are more effective when they focus on delivering a steady flow of value, adapt plans as they learn, and make decisions based on actual progress rather than predictions. Consider moving away from burndown charts and instead prioritize flexibility, just-in-time planning, and empirical management to improve your team’s outcomes. https://engineering-leadership.hinshelwood.com/videos/what-does-the-assessment-phase-of-a-consulting-engagement-look-and-feel-like/ Mon, 19 Jun 2023 10:00:25 +0000 https://engineering-leadership.hinshelwood.com/videos/what-does-the-assessment-phase-of-a-consulting-engagement-look-and-feel-like/ The assessment phase in consulting should be minimal and flexible, with consultants continuously learning and adapting as they engage with teams rather than relying on a rigid upfront evaluation. Starting to help right away and adjusting based on real-time insights leads to better understanding and outcomes. Development managers should focus on early collaboration and ongoing adaptation instead of lengthy initial assessments. https://engineering-leadership.hinshelwood.com/videos/unlocking-the-power-of-kanban-transform-your-workflow-with-data-driven-insights/ Wed, 23 Aug 2023 07:00:10 +0000 https://engineering-leadership.hinshelwood.com/videos/unlocking-the-power-of-kanban-transform-your-workflow-with-data-driven-insights/ Kanban can be applied to any workflow to provide visibility into how work moves through your system, enabling teams to optimise delivery speed and manage capacity effectively. By using data analysis and probabilistic forecasting, such as Monte Carlo simulations, you can set realistic expectations with stakeholders and make more informed decisions. Consider adopting Kanban to improve transparency, predictability, and continuous improvement in your development processes. https://engineering-leadership.hinshelwood.com/videos/the-power-of-peer-feedback-in-immersive-learning/ Wed, 07 Feb 2024 07:00:27 +0000 https://engineering-leadership.hinshelwood.com/videos/the-power-of-peer-feedback-in-immersive-learning/ Peer feedback in immersive learning accelerates skill development by enabling participants to apply Scrum techniques in real situations, share experiences, and collaboratively solve problems. Facilitated debriefs deepen understanding and build a shared knowledge base, leading to better retention and real-world results. Encourage your teams to actively engage in peer feedback during training to drive continuous improvement and more effective Scrum adoption. https://engineering-leadership.hinshelwood.com/videos/unlocking-agile-s-core-questioning-to-create-value/ Tue, 23 Jan 2024 07:00:07 +0000 https://engineering-leadership.hinshelwood.com/videos/unlocking-agile-s-core-questioning-to-create-value/ Agile success depends on fostering a culture where everyone questions existing processes, seeks continuous improvement, and adapts quickly to change. Scrum helps teams identify inefficiencies and encourages regular reflection, while leadership must empower all employees to challenge the status quo and act on feedback. To stay ahead of competitors, create open forums for discussion, reward initiative, and ensure that improvement is a shared, ongoing effort across the organization. https://engineering-leadership.hinshelwood.com/videos/introduction-to-agility-s-ghosts-shedding-dogma-and-embracing-pragmatism/ Thu, 28 Dec 2023 08:40:54 +0000 https://engineering-leadership.hinshelwood.com/videos/introduction-to-agility-s-ghosts-shedding-dogma-and-embracing-pragmatism/ Rigid adherence to Agile rules can harm teams and stifle progress; true agility means adapting processes to fit the team’s needs and focusing on delivering value. Flexibility and pragmatism are essential for creating inclusive, effective environments, while dogmatic approaches undermine collaboration and innovation. Development managers should prioritize outcomes and continuous improvement over strict rule-following to support team success. https://engineering-leadership.hinshelwood.com/videos/embracing-change-why-agile-evolution-is-the-key-to-thriving-in-a-rapidly-shifting-world/ Wed, 22 Jul 2020 10:08:06 +0000 https://engineering-leadership.hinshelwood.com/videos/embracing-change-why-agile-evolution-is-the-key-to-thriving-in-a-rapidly-shifting-world/ Agility is not a one-time transformation but an ongoing process of experimentation and adaptation, essential for surviving in today’s rapidly changing business environment. Traditional management practices from the industrial era are no longer effective; leaders must foster continuous learning, embrace failure, and evolve their organisations iteratively. To stay competitive, development managers should prioritise experimentation and empower teams to adapt quickly rather than relying on outdated processes. https://engineering-leadership.hinshelwood.com/tags/adaptive-operating-model/ Fri, 16 Jan 2026 09:30:34 +0000 https://engineering-leadership.hinshelwood.com/tags/adaptive-operating-model/ An adaptive operating model is an organisational structure designed to enable value delivery in environments characterised by uncertainty, complexity, and ongoing change. Unlike traditional models that rely on prediction, control, and centralised authority, the adaptive operating model is built around principles of learning, rapid feedback, and decentralised decision-making. Its core features include organising work around outcomes rather than tasks or projects, distributing decision rights to those closest to emerging information, embedding explicit learning loops for continuous adjustment, maintaining stable teams and roles while allowing flexible execution, and implementing governance that supports flow and transparency rather than rigid compliance. This model serves as the foundational structure for product-centric organisations and underpins specialised approaches such as product operating models and agile product operating models, which apply adaptive principles specifically to product delivery. The adaptive operating model is not a set of delivery practices, a process framework, or a superficial change initiative; rather, it fundamentally redefines how work is coordinated, how decisions are made, and how value is discovered within an organisation. Organisations adopt this model when they face rapidly evolving customer needs, technological uncertainty, high coordination costs, bottlenecks from centralised control, and when the speed of learning is more critical than adherence to plans. In such contexts, adaptability becomes essential for survival, making the adaptive operating model particularly valuable in agile, DevOps, product development, and modern organisational design, where empiricism, accountability, and the ability to respond to change are paramount. https://engineering-leadership.hinshelwood.com/tags/increment/ Mon, 05 May 2025 10:17:24 +0000 https://engineering-leadership.hinshelwood.com/tags/increment/ Increment refers to the tangible, usable output produced at the end of each iteration, particularly within frameworks like Scrum and Agile. It encapsulates the totality of completed work during a Sprint, ensuring that the product remains potentially shippable and consistently adds measurable value. As a core artifact in Scrum, the Increment embodies the principle of delivering working software incrementally, which facilitates timely feedback, iterative improvements, and mitigates the risks associated with large-scale releases. Its significance lies in the transparency it provides, allowing teams and stakeholders to assess progress clearly, thereby fostering collaboration and alignment. In Agile environments, the Increment serves as a foundation for adaptation, enabling teams to refine their strategies based on feedback and respond effectively to evolving requirements. By prioritising the delivery of increments, organisations can enhance workflows, promote continuous improvement, and ensure that products develop in alignment with customer needs. This focus on delivering working software helps minimise technical debt and prevents over-engineering, aligning development efforts more closely with business objectives. Ultimately, the Increment delivers the concrete, inspectable output that informs decision-making and enhances collaboration, making it a vital component of Agile and Scrum practices. https://engineering-leadership.hinshelwood.com/tags/service-level-expectation/ Mon, 05 May 2025 09:46:11 +0000 https://engineering-leadership.hinshelwood.com/tags/service-level-expectation/ A Service Level Expectation (SLE) is a forecast used by Scrum Teams to estimate the time it should take for a work item to move from initiation to completion within their workflow. Originating from practices that combine elements of Scrum and Kanban, the SLE is defined by two components: a specific range of elapsed days and the probability that work items will be completed within that timeframe, such as stating that 85 percent of items should be finished in eight days or less. The SLE is calculated using the team’s historical cycle time data, which measures how long work items have taken to complete in the past. If such data is not yet available, teams are encouraged to make an informed estimate and refine it as more data becomes available. The SLE is made transparent to all team members and stakeholders, serving as a tool for identifying flow issues and prompting inspection and adaptation when expectations are not met. In agile and DevOps contexts, the SLE is valuable because it enhances predictability, supports continuous improvement, and helps teams manage stakeholder expectations by providing a clear, data-driven understanding of delivery timelines. Keeping the SLE shorter than the length of a Sprint further improves the team’s ability to deliver reliably and respond to change. https://engineering-leadership.hinshelwood.com/tags/definition-of-workflow/ Mon, 05 May 2025 09:00:00 +0000 https://engineering-leadership.hinshelwood.com/tags/definition-of-workflow/ The Definition of Workflow in the context of Kanban is a dynamic and explicit model that outlines how work progresses through a value stream, making the flow of work visible and understandable. Rather than being a fixed checklist, it consists of clear agreements and policies that determine how work is selected, initiated, managed, and completed. Key elements include entry criteria, which specify when work is ready to begin; limits on work in progress, which help manage capacity and focus; and exit policies, which define what it means for work to be considered finished at each stage. This approach is not intended for micromanagement but to enhance the transparency and legibility of the system, enabling teams to inspect and continuously improve their processes. In Kanban, the Definition of Workflow is central to making work explicit and fostering a culture of ongoing refinement. While Scrum does not formally define a Definition of Workflow, it incorporates related concepts such as the Definition of Done and encourages teams to visualise their work. Understanding and applying a Definition of Workflow is valuable in agile, DevOps, and product development environments because it clarifies expectations, supports collaboration, and provides a foundation for process improvement and adaptability. https://engineering-leadership.hinshelwood.com/concepts/observability/ Wed, 09 Apr 2025 14:00:00 +0100 https://engineering-leadership.hinshelwood.com/concepts/observability/ Observability is the practice of gaining comprehensive insights into systems and processes, enabling teams to understand work flows and value delivery. It transcends traditional monitoring by offering a holistic view of system behaviour, which allows teams to identify patterns, diagnose issues, and make informed decisions based on real-time data. This capability is essential for fostering transparency and collaboration within teams and across organisational silos. By implementing observability, organisations can improve their ability to deliver value predictably and sustainably, supporting continuous improvement through learning and adaptation. It encompasses not only technical telemetry but also signals reflecting team dynamics, product experiences, and alignment with strategic goals, thus providing a complete view of performance that includes both human and technical factors. When integrated into daily practices, observability cultivates a feedback-rich environment that enhances decision-making and strengthens delivery capabilities. It represents a cultural shift that empowers teams to take ownership of their processes and outcomes, aligning with Lean and Agile principles focused on understanding flow and eliminating waste. By embedding observability into the organisational framework, teams can create a resilient environment that leverages data-driven insights, ultimately leading to improved products, stronger teams, and more strategic business outcomes. https://engineering-leadership.hinshelwood.com/tags/evidence-based-management/ Fri, 21 Mar 2025 14:44:46 +0000 https://engineering-leadership.hinshelwood.com/tags/evidence-based-management/ Evidence-Based Management (EBM) is a strategic approach designed to enhance organisational agility by providing a framework for assessing and improving value delivery. Unlike traditional frameworks or methodologies, EBM focuses on empirical data to inform decision-making, enabling organisations to move beyond superficial metrics and truly understand their performance. It centres on four critical areas: Current Value, which evaluates immediate value delivery; Time to Market, which measures responsiveness and speed; Ability to Innovate, which assesses the capacity for creating new value amidst existing challenges; and Unrealised Value, which identifies potential opportunities for growth. By utilising these metrics, leaders can make informed decisions about resource allocation and prioritisation, ultimately fostering a culture of continuous improvement. EBM is particularly valuable in the contexts of agile, DevOps, and product development, as it encourages a shift from output-focused practices to outcome-driven strategies. This empirical approach not only clarifies organisational goals but also provides the necessary feedback to adapt and evolve, ensuring that efforts are aligned with delivering real value rather than merely maintaining the status quo. In a landscape where many organisations struggle with agility, EBM offers a practical solution for those seeking to enhance their effectiveness and responsiveness in a complex and dynamic environment. https://engineering-leadership.hinshelwood.com/concepts/artifact/ Fri, 21 Mar 2025 13:59:46 +0000 https://engineering-leadership.hinshelwood.com/concepts/artifact/ An artifact is a formal, inspectable output that signifies work and progress within a delivery system, particularly in Agile, Lean, and DevOps methodologies. These artifacts, which include the Product Backlog, Sprint Backlog, and Increment in Scrum, are essential for fostering a shared understanding among teams and stakeholders regarding the status of work, what has been completed, and what remains to be done. They are not merely tools or documents; rather, they are defined constructs that promote transparency, inspection, and adaptation. Artifacts play a crucial role in empirical decision-making by allowing teams to assess the current state of work, identify potential risks, and adjust their strategies accordingly. In Kanban and DevOps, similar constructs such as visual work boards and deployment pipelines serve as artifacts that reveal delivery progress and system behaviour. By actively facilitating delivery governance, artifacts enhance alignment, support evidence-based forecasting, and build trust between stakeholders and teams through the visibility of progress and value delivery. Their effective use is vital for successful product development and organisational design, as they contribute to a culture of continuous improvement and responsiveness to change. https://engineering-leadership.hinshelwood.com/tags/continuous-improvement/ Fri, 21 Mar 2025 13:28:30 +0000 https://engineering-leadership.hinshelwood.com/tags/continuous-improvement/ Continuous Improvement is a fundamental principle of Business Agility, crucial for organisations aiming to achieve resilience and sustainable success in dynamic and complex markets. It involves a continuous commitment to reflecting on outcomes, evaluating performance through empirical evidence, and adapting strategies based on insights gained. This principle is not a one-off initiative but rather an integral part of an organisation’s culture, guiding teams and leaders towards more effective and responsive ways of working. Continuous Improvement enhances an organisation’s ability to swiftly respond to market changes and customer demands, fostering a proactive approach to experimentation and data-driven decision-making. In Lean methodologies, Continuous Improvement is central to the philosophy of “Kaizen,” which promotes small, incremental enhancements and engages all team members in the improvement process. In Scrum, it is embedded through structured cycles of transparency, inspection, and adaptation, particularly during Sprint Retrospectives, which facilitate reflection and collaborative learning. Kanban drives Continuous Improvement through visualisation and workflow optimisation, encouraging teams to identify and address bottlenecks while making incremental adjustments. By embedding Continuous Improvement into their core practices, organisations can leverage change as a competitive advantage, consistently driving innovation and delivering greater value. https://engineering-leadership.hinshelwood.com/categories/scrum/ Tue, 04 Mar 2025 10:00:00 +0000 https://engineering-leadership.hinshelwood.com/categories/scrum/ Scrum is a framework and social technology designed to facilitate the delivery of adaptive solutions in complex environments, grounded in the principles of empiricism, which emphasises transparency, inspection, and adaptation. Originating from the need to manage complex projects effectively, Scrum enables teams to work collaboratively and self-organise to tackle intricate problems while delivering high-value products iteratively and incrementally. Its significance lies in its structured approach to product development, which fosters continuous improvement and value-based prioritisation through defined roles, events, and artifacts. The framework encourages commitment, focus, openness, respect, and courage among team members, promoting a culture of collaboration and accountability. Scrum’s iterative development process, characterised by time-boxed sprints, allows teams to produce potentially releasable increments of work regularly, optimising predictability and minimising risks. As organisations increasingly adopt agile methodologies and DevOps practices, Scrum’s principles and practices become invaluable for enhancing team dynamics, improving product quality, and responding swiftly to changing market demands, ultimately driving organisational success in a fast-paced environment. https://engineering-leadership.hinshelwood.com/tags/daily-scrum/ Tue, 11 Feb 2025 10:17:24 +0000 https://engineering-leadership.hinshelwood.com/tags/daily-scrum/ The Daily Scrum is a fundamental practice within the Scrum framework that aims to improve team alignment and adaptability. Originating from agile methodologies, this brief, time-constrained meeting, usually lasting 15 minutes, provides an opportunity for team members to synchronise their activities, review progress towards the Sprint Goal, and adjust their plans as necessary. During the meeting, participants discuss their accomplishments since the last session, outline their next steps, and highlight any obstacles they are encountering. This structured yet adaptable format promotes transparency and accountability, allowing teams to respond effectively to changes and challenges. By fostering regular communication, the Daily Scrum helps maintain a focus on delivering value and ensures that the team remains aligned with the Sprint’s overall objectives. It also encourages a culture of continuous improvement, enabling team members to swiftly identify and resolve issues that may impede progress. Beyond addressing immediate project needs, the Daily Scrum nurtures long-term habits of collaboration and self-organisation, which are crucial for sustainable success in agile environments. Ultimately, the Daily Scrum serves as a powerful facilitator of team dynamics and performance, driving collective efforts towards shared goals and enhancing overall productivity. https://engineering-leadership.hinshelwood.com/tags/empirical-process-control/ Tue, 11 Feb 2025 10:17:24 +0000 https://engineering-leadership.hinshelwood.com/tags/empirical-process-control/ Empirical Process Control is a key principle that focuses on making decisions grounded in observation and experimentation rather than assumptions. Originating from methodologies such as Agile, Lean, and DevOps, it empowers teams to refine their processes and outputs through ongoing inspection and transparency. This reliance on real data and feedback enables organisations to discern effective practices from ineffective ones, fostering a culture of continuous learning and improvement. By adopting this approach, teams can deliver value in a predictable and sustainable manner, adjusting their strategies based on actual performance rather than theoretical frameworks. It promotes a mindset of experimentation, where hypotheses are tested in real-world scenarios, leading to informed decisions that enhance product quality and customer satisfaction. Beyond being a tactical tool, Empirical Process Control serves as a long-term enabler of organisational agility, creating an environment where teams can swiftly adapt to changing conditions and remain aligned with customer needs and market dynamics. In today’s fast-paced development landscape, the ability to pivot based on evidence is crucial for success. By integrating empirical practices into their workflows, organisations can cultivate a more resilient and responsive operational model that prioritises value delivery and continuous improvement. https://engineering-leadership.hinshelwood.com/tags/experimentation/ Tue, 11 Feb 2025 10:17:24 +0000 https://engineering-leadership.hinshelwood.com/tags/experimentation/ Experimentation is a fundamental practice within agile workflows that utilises hypothesis-driven methods to test ideas and validate assumptions. Originating from the need to systematically address uncertainties, this approach enables teams to make informed decisions based on empirical evidence rather than relying solely on intuition. The importance of experimentation is underscored by its ability to facilitate predictable and sustainable value delivery, fostering a culture where failure is perceived as a learning opportunity that drives continuous improvement and resilience. Through iterative testing and feedback loops, teams can refine their products and processes, ensuring they align with customer needs and organisational objectives. Furthermore, experimentation promotes long-term systemic change by integrating a scientific mindset into the organisational culture, enhancing collaboration among cross-functional teams and boosting engagement as team members witness the direct impact of their efforts. By prioritising experimentation, organisations can create an environment that values learning and adaptability, which is essential for effective and innovative product development in today’s complex and rapidly changing landscape. This practice serves not just as a tactic but as a foundational element that influences how teams operate and evolve. https://engineering-leadership.hinshelwood.com/tags/forecasting/ Tue, 11 Feb 2025 10:17:24 +0000 https://engineering-leadership.hinshelwood.com/tags/forecasting/ Forecasting is the practice of utilising empirical data to predict delivery timelines, manage risks, and optimise value delivery within Agile and Scrum frameworks. It draws from historical performance and current capacity metrics, such as cycle time, lead time, and throughput, enabling teams to make informed decisions that lead to a more predictable and sustainable approach to product development. This practice is vital for promoting transparency and accountability, as it encourages teams to reflect on their processes and outcomes, moving beyond subjective estimations to data-driven insights that enhance decision-making. By anticipating challenges and adapting proactively, teams can improve overall efficiency and effectiveness. Integrating forecasting into Agile practices not only aids in achieving immediate project goals but also fosters long-term organisational agility, creating a resilient environment that can adapt to changing market demands. This systemic approach ultimately enhances the ability to deliver high-quality products that align with customer needs and business objectives, thereby cultivating a culture of continuous improvement and innovation. https://engineering-leadership.hinshelwood.com/tags/professional-scrum/ Tue, 11 Feb 2025 10:17:24 +0000 https://engineering-leadership.hinshelwood.com/tags/professional-scrum/ Professional Scrum is a disciplined approach to the Scrum framework that emphasises empiricism, technical excellence, and the continuous delivery of value. Originating from the principles of Scrum, it prioritises the intentional and accountable ways in which individuals, teams, and organisations operate, rather than merely adhering to prescribed rituals or frameworks. This methodology underscores the importance of transparency, the definition of ‘Done’, and the necessity of empirical practices, positioning Product Owners as strategic leaders, Scrum Masters as catalysts for change, and Developers as skilled engineers. By embracing complexity as a dynamic to respond to rather than a challenge to control, Professional Scrum encourages rapid learning, frequent delivery, and ongoing improvement. Its significance lies in its ability to infuse professionalism, responsibility, and rigor into the process of complex product delivery, making it a valuable framework for organisations seeking to enhance their agility, foster collaboration, and achieve sustainable success in product development. https://engineering-leadership.hinshelwood.com/categories/kanban/ Tue, 11 Feb 2025 10:16:54 +0000 https://engineering-leadership.hinshelwood.com/categories/kanban/ Kanban is a change management strategy that focuses on improving workflow and value delivery within organisations, rather than being merely a tool or visual board. Originating from Lean principles and systems thinking, Kanban encourages teams to begin with their current processes, fostering an understanding of existing systems to facilitate evolutionary improvements. Unlike prescriptive frameworks that dictate roles or time constraints, Kanban emphasises observability through visualisation of work, limiting work in progress, managing flow, and making policies explicit. This approach helps identify bottlenecks and supports evidence-based enhancements without necessitating major organisational changes. By complementing methodologies like Scrum and DevOps, Kanban enhances transparency and decision-making, allowing teams to adapt their practices over time based on feedback and performance metrics such as lead time and throughput. While often misconceived as merely a visual task management tool, the true strength of Kanban lies in its ability to create a shared understanding of system dynamics, enabling strategic improvements. This empowers teams to deliver value in a predictable, sustainable manner, making Kanban a vital strategy for organisations operating in complex and rapidly changing environments.