My presentation at LAST Conference 2012 in Melbourne: http://www.lastconference.com/ The general idea was to share edgy ideas that the audience hadn't heard of. I started with ideas that everyone should have heard of and then add on next level concepts.

1. Edgy Lean, Agile, Systems Thinking
Things That You May Not Have
Heard Of
Jason Yip
@jchyip
j.c.yip@computer.org
http://jchyip.blogspot.com

2. Business Model Canvas?

3. http://www.businessmodelalchemist.com/2012/01/the-customer-value-canvas-v-0-8.html

4. http://www.agileproductdesign.com/blog/the_new_backlog.html

5. http://www.infoq.com/presentations/lean-product-discovery

6. “the minimum viable product is
that version of a new product
which allows a team to collect
the maximum amount of
validated learning about
customers with the least effort.”
http://www.startuplessonslearned.com/2009/08/minimum-viable-product-guide.html

7. Concierge MVP
http://www.justin.tv/startuplessonslearned/b/286514557

8. Magic Test
“…simply to put up a web page that says ‘Do you
have this problem? I’m going to solve it for you.’
And not really specify, be a little vague on how
you’re going to solve it. You’re basically saying ‘I’m
going to solve it by magic’. And then see if people
sign up and with those people that sign up then
you want to engage in dialog with them. We always
say ‘If you can’t sell magic, you definitely can’t sell
your product’…”
http://mixergy.com/eric-ries-lean-startup-interview/

9. Kanban board
http://blog.crisp.se/mattiasskarin/files/pdf/10different_kanban_boards_and_their_context_ms
karin.pdf

10. Detective’s Blackboard
http://zsoltfabok.com/blog/2011/09/our-detectives-blackboard/
“This is the team’s external brain.”
http://www.infoq.com/interviews/belshee-shore-mmf

11. Retrospectives
• What did we do well, that if we don’t discuss
we might forget?
• What did we learn?
• What should we do differently next time?
• What still puzzles us?
http://retrospectives.com/pages/RetrospectiveKeyQuestions.html

12. sheet. They are intended to stimulate discussion.
software development" Steve McConnell You might, or might not agree with the quotes along the edge of the John Maynard Keynes
path to a solution.” - Ward Cunningham
"Stable requirements are the holy grail of “It is better to be roughly right than precisely wrong.” -
“What is simplicity? Simplicity is the shortest
change them yourself.” -- Andy Warhol
They always say time changes things, but you actually have to
"Ugly programs are like ugly suspension bridges: they're much
each idea.
more liable to collapse than pretty ones" Eric Raymond
many of you agree with
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http://www.softwarestrategy.co.uk/dlgsheets/
From the list in #8, choose
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What do you consider to
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5. Successes
I do and I understand.” -- Confucius
“I hear and I forget. I see and I remember.
of this sprint?
"Most teams are so far from good enough that perfection and
good enough are effectively the same thing" Jason Gorman
the sheet.
Nearly there....
good. Talk about both sides
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significant and memorable You don't have to agree is
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see in the world." Mahatma Ghandi
"We need to be the change we wish to
#3 .....................
#2 .....................
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Create a timeline for the sprint
Mark the start and end of the
sprint (iteration) then mark
you are considering in the
shortest schedules, lowest costs, and best customer satisfaction levels." Capers Jones
4. Create a timeline
"projects with low defect potentials and high defect removal efficiency also have the
space above.
But it is, perhaps, the end of the beginning." Winston Churchill
"Now this is not the end. It is not even the beginning of the end.
events.
Everyone who took part
11.
should sign here.
agrees with the actions
in this exercise, and
Sign-up
This way round...
Use this space however you like notes,
www.dialoguesheets.com
ideas, comments and suggestions.
Does everyone agree to
working on this sheet?
Send feedback to: feedback@dialoguesheets.com
Please tell us about your experience using this sheet.
follow Kerth's Prime
apportion blame. Focus on the
Directive (left) while
cause of problems and not the
The aim of this sheet is to find
better way of working, not to
individuals involved.
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(c) Software Strategy Ltd, 2010-2011 - Permission granted for individuals and Created by Allan Kelly Based on ideas from Royal Institute For more dialogue sheet downloads, printed sheets and
organization to print and use this sheet for their own purposes. Copying to http://www.allankelly.net of Technology, KTH, Stockholm
third parties, modification, redistribution and sale of this sheet is not permitted. information see http://www.dialoguesheets.com

13. Solution-Focused Goal-Driven
Retrospectives
1. "Imagine that a miracle occurred and all our
problems have been solved. How could you
tell? What would be different?”
2. "If 10 is the ideal and 0 is where nothing is
working, where are we now?”
3. "What are we already doing that works? That is,
why are we [for example] 5 rather than 0?”
4. "Using the resources we have, what can we do
to move one step closer to 10?"
http://jchyip.blogspot.com.au/2012/02/solution-focused-goal-driven.html

14. Idealised Design
• The system was destroyed last night
• No science fiction, technology available now
• How things should be, not how things could
be
http://www.organizationaldynamics.upenn.edu/node/2008

15. Continuous Integration
http://www.cuberick.com/2008/10/continuous-integration.html
http://martinfowler.com/articles/continuousIntegration.html

16. Continuous Testing
“What is continuous testing? It’s turning the
knob on Test Driven Development up to 11, by
automatically running the tests on every save.”
http://blog.objectmentor.com/articles/2007/09/20/continuous-testing-explained
http://topfunky.com/clients/blog/autotest-tm.mov

17. Guantanamo
“Do you have problems maintaining high test
coverage? All code is guilty until tested
innocent. Send the untested code to
Guantanamo!”
http://docs.codehaus.org/display/ASH/Guantanamo

18. Graffle
http://graffle.rubyforge.org/

19. Chaos Monkey
“One of the first systems our engineers built in
AWS is called the Chaos Monkey. The Chaos
Monkey’s job is to randomly kill instances and
services within our architecture. If we aren’t
constantly testing our ability to succeed despite
failure, then it isn’t likely to work when it
matters most – in the event of an unexpected
outage.”
http://techblog.netflix.com/2010/12/5-lessons-weve-learned-using-aws.html

20. Game Day
“Gameday is an exercise designed to increase
resilience through large-scale fault injection
across critical systems where resilience is seen
as the ability of a system to adapt to changes,
failures, & disturbances. By “system”, he means:
people, culture, processes, applications &
services, infrastructure, software and
hardware.”
http://server.dzone.com/videos/creating-resiliency-through

21. Lean Startup
http://theleanstartup.com/

22. Lean Startup for Change
1. Identify an organisational problem
2. Propose a hypothesis for change
3. Identify assumptions in hypothesis
4. Design Minimal Viable Changes to test
assumptions
5. When “value hypothesis” has been refined,
switch to validate the “growth hypothesis”
http://yuvalyeret.com/2012/05/16/so-what-is-lean-startup-for-change-ls4chg/

23. MINDSET?

24. http://martinfowler.com/bliki/EarlyPain.html

25. No Problem is a Problem

26. Authority vs Responsibility

27. Lewin Leadership Styles
• Authoritarian / Autocratic: “Do what I say!”
(less creative)
• Delegative / Laissez Faire: “Good luck!” (least
productive)
• Participative / Democratic: “Why did you
decide that? Have you considered this?” (most
effective)
http://psychology.about.com/od/leadership/a/leadstyles.htm