Do you need more real-life-data for your suggestions,

To help deal with unending questions?

Is all your work half-done,

Has work in progress gone on the run?

Do you have blockers that were forgotten,

So much so the work is rotten?

Can you point to where your team can improve,

And what is taking you out of the groove?

Are you drowning in dependencies,

In what seems like heavy seas?

Are you missing feedback loops,

And instead, going through hoops?

Are you struggling to find tools for your team,

Thinking if it is Jira, it is like a bad dream?

Jira is for people who want to stink.

I hope you are not using SAFe®; it is
for people who do not want to think.

But at least SAFe® now has designs for flow,

Well, that had to add it; they need to own that too, did not you know?

Are you spending too much time in Backlog Refinement Sessions,

Or is it too little to support expressions?

Is management expecting the estimates to be absolutely accurate,

Managing expectations about uncertainty is so delicate.

Are you fed up with story points?

It is as though management is smoking joints.

Are you tired of consistently delivering late?

How many story points does it cost to get a date?

Do expedite requests blow commitment,

To an unsatisfactory MVP remitment?

Do you know your unit of value?

For all the stuff frustrating teams, is there anything you can do?

Define the workflow with your crowd,

Visualizing work is allowed.

Actively manage the work in progress,

Unless you are looking for an early egress.

That means to finish, cancel, or unblock work,

Throttling arrival rate so the time it takes does not go berserk.

Do not forget to revisit the design of the Definition of Workflow,

Unless you want the delivery of potential value to go into furlough.

Be careful with metrics when there is no psychological safety,

To be transparent in institutional brown stuff is too weighty.

Be a sport, management executive,

It is no time to be comparative.

Roll up your proverbial sleeves,

Bring back an atmosphere where everyone believes.

Connect the Kanban and other boards together,

To improve the delivery weather.

Connect strategy to the flow,

More than three days in a row.

Inform strategy with the actual state of the work,

Instead of dreaming about your all-new top-of-the-range electric Merc.

Measure whether the work hits the bullseye with outcomes,

Tweak to get the value before the tide comes,

Items delivered under par, amongst many others,

By not pausing to tweak outcomes for the organization and its customers.

And remember that not all work starts from strategy,

Some work is keeping the lights on if you get the analogy.

Remembering what you asked people to start three years ago,

It is something you need not to forego.

Optimizing the delivery of actualized value, you certainly can,

Being intentional leads to a Porsche Taycan.

Or better still a LaFerrari Aperta,

If you can strategy to value converta.

Inspired by people at a face-to-face event; we are not naming the organization as it is not to blame. If you must use Jira, look at strategy deployment and potentially valuable work (not subtasks – that is what checklists
are for), and give it a proverbial blood transfusion from ActionableAgile so it
has a hope of being useful.

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Prioritization in some contexts is like choosing life and death,

Even if it means running out of breath.

Let us not confuse prioritization to finish with prioritization to deploy,

Or lack of sufficient capacity to (value) destroy.

The silver bullet, flow is not,

But do not let your work rot.

Overburdening people is the path to lower quality and flow,

Adding people without throttling the arrival rate results in the loser medal several times in a row.

Do you argue for ineffectiveness with your complaints,

Or do you help your team members to look like saints?

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I met an open-minded and relaxed person in one of my classes,

So chilled in fact, I felt comfortable to slowly wipe my eyeglasses,

She encouraged mobbing in her teams.

She had the flow of value people see in their dreams.

She saw the utility of metrics trends,

As a good way for the system to cleanse.

Monte Carlo When and How Many is helpful to keep the stakeholders at bay,

So they do not ruin your day.

We can give you a better forecast next week,

And we will, with more data, it is not cheek.

Even with poor flow, it is useful,

To be truthful.

That we do not know.

How else are we to grow?

Instead of managing uncertainty about dates,

We can become some of the greats.

By managing expectations about uncertainty,

We eradicate feelings of certainty,

It is one of the first feelings that needs to be banished,

Otherwise, in the long run, our great people will have vanished.

That lady was so inspiring with her let us give it a go attitude,

It is a brilliant example of timely, humane effectiveness, I conclude.

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Advanced practitioners and managers ask great questions in training,

They work in organizations where Taylorism is reigning.

They are broad and deep in ambidexterity, humane effectiveness, adaptiveness, timeliness, design, and product,

Including the problem space, discovery, delivery, and tweaking of the product.

And where it counts efficiency and predictability,

To improve expectation reliability.

Frameworks or none,

For them, work is fun.

Let’s not forget to make people happy,

So, how they deal with customers is not like they dump a nappy.

Some want the official lines,

And ignore the fresh new pines.

We need better practices,

Not best practices.

They often emerge,

Or they are already on the verge.

People twist an old solution,

To possibly avoid a revolution.

Evolving from the present,

One should not resent.

The rough Direction of Travel,

It can and should unravel.

When evidence is compelling,

And competitors are still not reveling.

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There was an organization,

As bloated as a UN delegation.

Focus was King,

Little did they know you have too much of a good thing.

By pleasing current customers too much,

They dismissed potential value opportunities to instead retouch.

According to Jared, retouching can cause experience rot,

Avoiding new opportunities until you are in a knot.

By having too much speed to drink,

They risked quality and time to think.

Speed is not all about delivery,

It is also about the problem space and discovery.

Time to deliver is not enough,

Time to learn or pivot when we find fluff.

By improving capability too much,

With customers, they went out of touch.

By discovering potential value as an addiction,

With existing customers, there was a contradiction.

The key is to balance the short- and long-term,

To avoid a calling-in of the firms.

Effectiveness and capability first,

Then speed and efficiency to quench the market thirst.

Make adaptiveness and ambidexterity sustainable,

To make long-term executive success attainable.

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There was an exec on a tanker,

Who insisted on a plan that was a banker.

His coach gave him a transformation map with elongating timelines,

And he was lucky results were along those guidelines.

For in complexity, there are no recipes,

Instead, there is a need for organizational therapies.

Based on a true story. Professional coaches know not to venture into offering personal therapy unless qualified to do so.

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There was a sound engineer called John,

Who worked on a team named Bon.

Together they discovered noise cancellation,

Quite by accident and without anticipation.

As a result of lowballing a prototype in a store,

Everyone can now hear all the more.

Based on a true story (262), details changed to protect the innocent.

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Adaptiveness coaches have no fear,

Meet me first to bend my ear.

Let us talk about the possibilities for your context,

Amongst engagement models, have a blot test.

Once you figure out the message,

You might feel more ready for a real driving test,

Be open to what you discover,

Impact Estimation Tables guide you to eventually feature on magazine covers,

The Value to Cost approaches,

It might also surprise your peers and coaches.

And even the worst forecast outcome,

might help avoid being outdone.

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There was an aircraft manufacturer,

That was a naughty industry fracturer.

We're told they told the regulators everything was OK,

One wonders if they used a Gantt chart to lowball professionalism decay.

A new aircraft design should not be presented as though it is the same,

The transport of human life is not a game.

Instead, be honest, open, and true,

Give every passenger and airline their due.

Based on a true story (261).

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There was a government agency that got everything on one slide,

So execs would find it easier to decide.

What could go wrong?

Does not simplicity make exec teams strong?

One O-ring later,

The one-pager was the traitor.

Without an understanding of the technical risks and details,

They were unaware of the dangers sitting in their emails.

Based on a true story (260). This is a prevalent dysfunction.

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Matt and Matthew both collect feedback,

Matt has the mandate to act, and he peels back.

Matthew says many organizations do not act on feedback,

And even when they do, it's often eased back.

But non-listening organizations still collect their clients' cash,

And make a big splash.

Matt and Matthew both know what needs to be done,

Non-listening organizations can, by the competition, be outrun.

Based on true stories (263, 264)

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There was a consumer service company,

That used COVID-19 to re-platform its gluttony.

Velocity was measured, and indeed it doubled,

But the flow of value was very troubled.

For the throughput of potential value went down a lot,

Ask stakeholders to cancel unneeded work, but they would not.

How can we ask for more money to pay for what has already been paid?

Add analytics to find out what to cancel would remove the shade.

The accumulation of mange has not yet come back into shore,

Vertical integration is the only thing keeping the wolf from the door.

The CIO refused help,

While all his reports could do was yelp.

The business whipped IT all day,

No wonder the CIO was not okay.

Indeed, they refused to pay,

For they wanted a savior of the day.

From one day a week,

They were very meek.

Without executive access,

There could be no success.

Little did they know the service was the change agent brain,

Not to be the one who cleans the drains.

The organization must own the change,

Regardless of who helps remove the mange.

And now they have a CEO cost-cutter,

Agility will now head for the gutter.

No less than they deserve,

For they would not make the needed swerve.

They showed their soul when they took dirty money,

That was already a hint they were not exactly sunshine and honey.

But, there were some stars amongst it all,

Hopefully, they will have their day before Humpty Dumpty falls off the wall.

Based on a true story, details changed to protect the innocent.

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You know the change is dead when the anti-change folks become change agents,

I thought it was only espionage that was full of double agents.

A wise man once told me to stop assuming people put up fake walls,

Upon understanding the context, we get to realize that reality is more complex than playing with balls.

Sometimes, there really is a wall limiting change,

And if that's not enough, the NoChange agents frustrate all attempts as though to arrange.

The Laws of Larman describes the effect,

To make change defect,

When NoChange Agents take over, it is going to be a wreck.

Let us get real change agents without a slide deck.

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There was a big utility company that measured the number of Agile teams,

And then progressed to measuring a variety of themes.

Agility coaches voted on what should be measured,

It turns out they were influenced by what a key vendor treasured.

But amongst all the measurements, there was a gold nugget,

Execs were sitting on a drugget.

Well done, they say,

But nothing changed in their day.

Based on a true story, details changed to protect the innocent.

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There was a big company where executive management was not clear,

Processes were so complicated no one understood, so silos were used at a higher level to reduce the fear.

Execs say, Do stuff, and You have got a nice board,

And think, I do not know what I want, but I know how your team scored.

Everything has to be done as people could die.

Agility for us is like pie in the sky.

My coaches went down rabbit holes with value stream maps,

Forgetting too much or too little detail can lead to death traps.

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The context of the Scrum Guide is to minimize,

Yet some folks criticize,

There should be no backlog at all,

I agree, but first, Humpty Dumpty must fall off the wall.

The Product Owner is accountable for Product Backlog Management,

And may or dare I say it should be left to team self-management.

Management makes it sound like there is work for the entire vision,

But what we need in minimalization,

As long as we don't lose due care and professionalism, causing trivialization.

It is a good idea to reach unambiguous clarity on the right thing,

Not to work on stuff that will never be a real thing.

Use experiments to test assumptions, 

To avoid excessive consumption. 

Avoid another work breakdown structure,

If you don't want the maximization of value to rupture.

The percentage of new ideas in a sprint that did not exist before the last sprint review,

This indicates how well empiricism is working, as the best ideas are almost always new.

I like what a respected colleague once said, (quote) at the Sprint Review, a customer comes to see what she asked for but doesn't want (unquote).

Mapping tools are great, but when all is said and done, a Product Backlog is not an all-you-can-eat restaurant.

It's a finite ranked or, as they say, ordered list, 

Ideally, no longer than 100 items if you get the gist,

Not per team but per product,

What you don't need is say yes conduct.

A product that external customers or users understand,

And pay for it with their money, data, taxes, or demands,

Generating value that is relative,

Users consume it, but hopefully not as a sedative.

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Oh, to maximize value,

What does it look like?

After a product life-cycle spike,

When the product should be in the dyke,

But we were still at the mic.

Let’s hope it is not standup comedy gone wrong,

It would be a pity if the company was sold for a song,

When potential value beyond features and markets was there all along.

But if we are to maximize multi-year results to the right cost,

Maybe everything is not lost.

Be careful not to damage the brand,

Or do things that embarrass your band,

Unless you plan to sell out,

To those who should have been left out.

Data is great for helping you become informed,

But be careful not to ignore signal storms.

Oversimplifying signals as noise,

Makes you unfit to keep your poise.

Dismissing credible folks,

As though they are sawn-down old oaks,

Maybe Guy Kawasaki was right (311, 312),

Disrupting ourselves we undo with all of our might.

Cutting costs is all very well,

As long as it does not leave a bad smell,

For those still included in the rough direction of travel,

But be transparent early with those you mean to exclude so respect and trust do not unravel.

Do not forget to continually invest to set the right kind of momentum,

That includes cleaning the kitchen and finding new customers, markets, and products, but let us avoid a big referendum.

Product leadership requires timely and difficult decisions on products, partners, and customers to drop,

And creating new directions of travel when needed to improve the crop.

It's very tempting for some to select SAFe®,

The truth is it makes people chafe.

A built-out all-inclusive framework,

Does not make authentic agility work.

It's not even a Trojan horse,

For that, you do not need to be Inspector Morse.

This poem will likely be adapted and copyrighted by Scaled Agile, Inc.,

Lean/Agile and product are now that fragile, methinks.

If ever you want to be resilient,

For the long hard road of change, you need to be ebullient.

Leadership is not top-down,

It's all over the town.

Instead of copy, paste, and haste,

Try to reduce your waist and waste.

It took until version six to add flow,

SAFe® is indeed slow to flow.

I respect many SAFe® folks,

It's a pity; in my opinion, it's a hoax.

SPCs (SAFe Practice Consultants) only need four days, and one test to everyone tell,

Maybe that's why SAFe® feels to me like a multi-level market sell.

As for behaviors, what are they?

Why not just say, Make my day!

Clint Eastwood is a legend,

But to me, SAFe® seems like a dead end.

Companies that feature at the summit,

I sense they are about to plummet.

Ask a Southern Hemisphere bank and a once-great Northern Hemisphere airline,

Why do they now look like they are losing their hairlines?

Those who say SAFe® is brilliant,

They may have already received their millionth.

And while consulting firms might enjoy the above words,

Their copy-and-paste is just for the birds.

A solution for a different problem and culture they offer,

While they fill their coffers (original source 267, derivative 268).

They forgot about the best parts,

And what they left us smarts.

All the firms have is SAFe® in sheep's clothing,

Co-created and cremated as though for the client they have a loathing.

Check out the SAFe delusion (derivative 265, original source 266),

To reduce your confusion.

To be fair, the unraveling of case studies (269)  is not the preserve of SAFe®,

A lack of succession planning often leads to more waifs.

If you must use SAFe,

Get experienced changed agents to avoid getting strafed.

Not one of these SPCs without agile experience who are supercilious,

Those who relabel their traditional resumes to not seem deleterious. 

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I want to be a chief chief chief chief product owner when I grow up,

The Scrum at Scale video makes me want to throw up.

A Scrum of Scrum of Scrums Master I want to be,

Are you joking with me.

The only good things are the executive action team and meta scrum,

But it's designed for organizations designed to respond to a drum.

Twice the work in half the time sells and smells,

As Scrum@Scalers put us under their spells.

Life does not all fall under a bell curve,

Scrum at Scale does not help you swerve.

It sucks a lot less than SAFe®,

But it will still make you chafe.

Let's all bow at the altar of hierarchical command and control,

After all, real change takes its toll.

But with authentic redirection and help,

You can swim as well as Phelps.

There is an allergy to methods and frameworks,

Especially, but not exclusively, in product and design works.

Chaos is preferred to theory-informed practice,

Even if it results in malpractice.

Let us not support methods and frameworks,

Let us only focus on what we think works.

Some options are more equal than others,

Especially OKRs, which are not exactly druthers.

An excuse to be more traditional,

Change is so conditional.

Yes, it is possible to operate without guardrails,

But most people only follow coat-tails.

Product folks refuse to support recovering agile coaches,

They prefer to treat agile folks as cockroaches.

Or anyone who supports any method or framework,

Even though they have the same goals in their product work.

Yes, some frameworks could have used better words,

And their owners have not helped steer their herds.

The irony is the worst frameworks evolved the most,

Are we all toast?

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