Jay Collier (@JayCollier)

Midcoast Maine USA

The below is an off-site archive of all tweets posted by @JayCollier ever

May 2016

How work-life balance became work all the time j.mp/1WKgU5n

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Posted notes from the conference 2016. A great day. @agilemaine @miljanbajic storify.com/JayCollier/agi…

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miljanbajic Thanks everyone for coming out and being part of ! pic.twitter.com/vFAbxjhrI5

via Twitter for iPhone (retweeted on 5:40 PM, May 6th, 2016 via TweetDeck)

Fischer: Change language from “client/owner” to “co-partners” and release from role expectations. @agilemaine

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Fischer: Focus in common impact goals and metrics across all divisions. Move IT from fee provider to part of org. success @agilemaine

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Bob Fischer on Erasing the Artificial Boundaries between “Technology” and “The Business.” @agilemaine

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Kriegel: Integrating UX is a culture change like integrating Agile is, too. @agilemaine @sonarc

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Jared Spool (via Kriegel): Stages of UX. 1. No UX. 2. UX as resource (limited impact). 3. Embedded UX. 4. Infused UX. @agilemaine @sonarc

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Kriegel: If you have to work with large groups, break them up into smaller groups (3-5). @agilemaine @sonarc

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miljanbajic Building a shared understanding with story mapping @sonarc @agilemaine pic.twitter.com/Kjx6F9LjrT

via Twitter for iPhone (retweeted on 1:33 PM, May 6th, 2016 via TweetDeck)

Kriegel: 2. Users. Design Studio method. 24 variations down to 4-6 in one hour. @agilemaine @sonarc

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Kriegel: [1] 2. Users. Design Studio method. At end, allow positive feedback only. The rest fall off on their own. @agilemaine @sonarc

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Kriegel: [1] 2. Users. Design Studio method. Identify focus area, sketch for 8 minutes on 4-up screens, share, repeat. @agilemaine @sonarc

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Kriegel: 1. Users. Story mapping by time. Function areas, then activities: Create account, select products, check out. @agilemaine @sonarc

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Kriegel: 1. Users. With stickies into grouped user profiles on board, have team put dots on 3-4 key user profiles @agilemaine @sonarc

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Kriegel: 1. Users. Write a stack of stickies with customer qualities, and organize them into groups on whiteboards. @agilemaine @sonarc

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agilemaine I might just report on the laughing that is happening at day today from here on out. @MikeD999 pic.twitter.com/LPUFdClwMd

via Twitter for iPhone (retweeted on 1:16 PM, May 6th, 2016 via TweetDeck)

JasonNovack Our own @MikeD999 doing a session on Outcome Driven Backlog Management at . @agilemaine @SolutionsIQ pic.twitter.com/cZUZlOzevi

via Twitter for iPhone (retweeted on 1:16 PM, May 6th, 2016 via TweetDeck)

Kriegel: 2. Users. Assumptive user profiles from those who can serve as proxy for customers and roles. @agilemaine @sonarc

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Kriegel: 1. Goals. Forced prioritization: Start with 2 goal cards. Move one up. Add another card and rank, repeat. @agilemaine @sonarc

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Kriegel: 1. Goals. Write story elements on cards, stack of cards. @agilemaine @sonarc

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Kriegel: 1. Goals. Storytelling. Once upon a time _____ Then one day _____ Because of that _____ Until finally _____ @agilemaine @sonarc

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Kriegel: 1. Goals. 2. Users. 3. Activities. 4. Solutions @agilemaine @sonarc

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Jeremy Kriegel on Agile UX Design. @agilemaine @sonarc

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Thank you @ajrdy for a great session. @agilemaine

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Reddy: Insurance and finance industries have challenges to agile adoption, regulation and culture. @agilemaine

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Reddy: You don’t know what you don’t know. Respect complexity. (Research on successful knowledge work is just getting underway.) @agilemaine

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Reddy: Recognize complexity. Don’t converge on solution prematurely. Use metrics, allow failure, early knowledge gathering. @agilemaine

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Reddy: Change is hard, forced change can be painful. Don’t underestimate change fatigue. Focus on 1 or 2 initiatives at first. @agilemaine

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Reddy: Team must understand relationship of work to value of product or service. Align Purpose + Process + Practice @agilemaine

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Deming: 97% of problems are based on natural variations. Only 3% are truly root causes. Focus. @agilemaine

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Reddy: Hyper-urgency often leads to premature action or acting on non-root causes, causing more, cascading problems. @agilemaine

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Reddy: Every team and organization needs an animating purpose. Not just a vision statement, but a commitment. @agilemaine

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.@DanielMezick on Engaging an Agile Workforce at @maineagile day. pic.twitter.com/jzMrxOcm4g

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Reddy: Make sure the voice of the customer is reflected. (In education: include multiple types of students as “product owners.”) @agilemaine

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Reddy: Manage risk in new ways, including partnerships and trust. @agilemaine

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Reddy: Find balance between principles and practice. Not too visionary, not too tactical. Need both at best balance. @agilemaine

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Reddy: Cultivate servant leadership. Beyond removing impediments, empower, build shared vision, coach. @agilemaine

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Reddy: Budgeting practices need to support the distributed-authority nature of agile: small batch sizes. bbrt.org/what-is-beyond… @maineagile

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Reddy: Agile approaches work when they result in economic benefit, are sustainable, and flexible. @maineagile

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Next: @ajayreddy on Reasons why Agile fails. @maineagile linkedin.com/in/ajaygreddy

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Mezick: You only need about 15% of people to tip the model. Work with them, demonstrate successes, and expand. @agilemaine @DanielMezick

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Celebrate successes and recognize value of failures, repeatedly. @agilemaine @DanielMezick

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Mezick: People write the future in open-space, collaborative meetings. @agilemaine @DanielMezick

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Mezick: Transformation is never done, but continues. (JFC: Spiral model of human development, iterative growth.) @agilemaine @DanielMezick

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Mezick: Ray Dalia: Ego stands in the way of innovation. Trust and truth come first. bwater.com/Uploads/FileMa… @agilemaine @DanielMezick

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Mezick: Agile culture as implemented at Bridgewater: radical transparency and authority distribution bwater.com/home/culture—… @DanielMezick

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garthknudson teams where members can share feelings are vastly more successful…scaling requires positive trust @agilemaine pic.twitter.com/z6WtGVI2er

via Twitter for iPhone (retweeted on 10:55 AM, May 6th, 2016 via TweetDeck)

Mezick: Comforting lies are always more popular than unpleasant truths. s-media-cache-ak0.pinimg.com/736x/63/e7/28/… @agilemaine @DanielMezick

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Mezick: Invitations are fundamentally respectfully of individuals. Explore Agile with Agile practices. @agilemaine @DanielMezick

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Mezick: Good games require progress and are always opt-in (respect). Not good to say “you have to play game”. @agilemaine @DanielMezick

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Mezick: Open-space agility approach process, handbook, resources: openspaceagility.com/big-picture/ag… @agilemaine @DanielMezick

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Mezick: Open space meetings can include conflict and allow individuals to be heard safely. openspaceagility.com/big-picture/ag… @agilemaine @DanielMezick

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Mezick: Convene open-space all-hands meetings, select topics, break into small groups, iterate, return and report. @agilemaine @DanielMezick

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Mezick: Start small. Make meeting invitations engaging, start at 10 past the hour, and get a facilitator. @agilemaine @DanielMezick

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Mezick: When detailed Agile practices are mandated — before getting agreement — teams may resent it@agilemainen@DanielMezickck

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Mezick: Use “Open-space” approach to agile processes. Start with learning the manifesto agilemanifesto.org @agilemaine @DanielMezick

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Mezick: “Open-space” approach to agile processes. Start with learning the manifesto agilemanifesto.org @agilemaine @DanielMezick

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Mezick: Imposing a process on a team is antithesis to agile. Needs to be organic, engaged. martinfowler.com/bliki/AgileImp… @agilemaine @DanielMezick

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Mezick: Need to find ways to engage employees (Gallup). The change to agile is hard and people can disengage. @agilemaine @DanielMezick

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@DanielMezick on Engaging an Agile Workforce. @agilemaine day

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Insights from @agilemaine speakers: Need commitment to transparency. Needs to be safe to say “no” in organization. Agile is hard.

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Insights from @agilemaine speakers: Since Agile empowers teams, management needs to support work. Talk with leaders & make good agreements.

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Insights from @agilemaine speakers: You can only succeed within an org’s context. Agile projects can fail due to lack of vision.

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Insights from @agilemaine speakers: Start with a minimal actionable goal and “patterns of action” that lead to increased constituent value.

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garthknudson Need clear measurements to deliver expected value

via Twitter for iPhone (retweeted on 9:47 AM, May 6th, 2016 via TweetDeck)

Insights from @agilemaine speakers: Agile is a learning framework of growth through early low-cost failures, but within “guard rails”.

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Insights from @agilemaine speakers: Get leaders to name principles, not specific tasks, and let the team iterate low-cost experiments.

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Insights from @agilemaine speakers: Use failure as a learning tool, get agreements and user perspective early, start with team change.

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.@agilemaine: Next session is @DanielMezick on engagement in agile. I met him at the 2012 Agile Culture conference: jaycollier.net/2012/09/14/cul…

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Grady: Processes need to support values. Why are you doing what you’re doing, for your company, for yourself? @agilemaine @GradyKen

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Grady: With agile, went from idea on whiteboard (with cross-dept collaboration) to a product in the field in 4 months @agilemaine @GradyKen

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.@agilemaine keynote by @GradyKen: The most important question: Why do you do agile? Valuing individuals & interactions over processes.

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Tweeting today from Agile Maine Day. @agilemaine twitter.com/agilemaine/sta…

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