Evolutionary Delivery

Courtesy: Exoftware

Future Backwards

Courtesy: Andrew Rook, Cognitive-edge.com

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The Future, Backwards method was created to aid in widening the range of perspectives a group of people can take on understanding their past and the possibilities of their future.

Typical Uses

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1. As an alternative to traditional strategic/scenario planning which place excessive emphasis on ideal future states.
2. To embed lessons from organisation’s past in decision making
3. To aid in conflict resolution between different groups with opposing views

How To

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1. Divide participants into groups. 6-10 people per group.
2. Time box
3. Start with current state ("Here" below). Within 5 mins ask the teams to write as much about the current state as possible. (One per post it note)
4. When time box is up, have the group write about the most significant recent event preceding the current state. [this forms the History, backbone).
5. Now ask them to write the Good and the Bad (Improvements) currently.
6. Follow it up with the Good and the Bad of the future. The "bad" of future is risk management.

Narrative Paradigm

My personal disposition towards human narratives has been this. [Never heard of Walter Fisher until today.] 

• Every human experience is a narrative, a story to be told later.
• You see / view, remember things selectively based on your conditioning, underlying belief system, and your prejudices. And when you recall them from memory you apply the same paradigm to weave a shape out of it. 
• You are perceived by how beautifully you are able to narrate this to others - what ingredients it has, and how impactful it is and can connect with the audience / listener.
• Different people looking at / experiencing the same experience will narrate it differently  - Rashomon Effect - each a Truth on its own. 

Walter Fisher's Narrative Paradigm

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• Everything we do can be laid out as a story.
• Humans are essentially story tellers. 
• What we do and how we think is swayed by history, biography, culture, character. 
• Rationality is determined by -- 
• a. Narrative probability: coherence of narrative
• b. Narrative fidelity: whether the story rings true with what we already know to be true.
• We continually choose stories that we keep company with. And these stories are constantly changing.
• Narratives are selective realities. We choose what we want to believe (influenced by ext factors).

Best examples of selective narrative paradigm as a selective reality is Media.

Lean Coffee

Lean Coffee - Facilitator's Guide
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https://medium.com/agile-outside-the-box/lean-coffee-facilitator-s-guide-d79d9f13d0a9

Lean coffee format
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1. Set Up (To Do, In Progress, Done)
2. Collect Ideas
3. One sentence introduction of the topic
4. Dot vote
5. Prioritize
6. Discuss
- Time box ( 5 minutes)
- Vote (next item or 2 more minutes)

Excerpt from Lean Product Management - Mangalam Nandakumar

• "The engineering that went into the honeycomb contributes to a specific way of life that is suited to the bees. It is important to realize that the first bees didn't initially build wax hexagonal tubes. They iterated over many generations and responded to feedback from nature (which is often harsh and can result in extinction). Bees have pivoted to this model and it seems to have worked rather well for them."
•  "Engineering in isolation adds no business value".
• "Business functions acting in isolation without the context of business outcomes or creating value to the customer are not sustainable".
• What works for bees doesn't / may not work for ants.
• On why delivering value is important--
• "By carrying over software delivery frameworks of meeting timelines, budgets, and customer satisfaction, we are in a way restricting ourselves to looking at outputs instead of outcomes."
• "Product management shouldn't be about measuring effort or productivity; it isn't about measuring output"
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