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- So, that management review
typically happens the evening

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and the first day.

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I attend all of my own,

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cause last time it was really smooth.

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The time before that, we were there till,

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I think 8:30 or 9:00

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and we had some really
interesting conversations.

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What do I mean by interesting,

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is they were intense and animated.

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There were many opinions at play,

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such as the nature of the beast.

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And it's when the collective opinions

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become a common opinion

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as what needs to be achieved

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and when individual
opinions are outweighed

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by the collective group consensus

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that true alignment is achieved

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and that can happen only
if you do it purposely.

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It has to happen every so often,

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like I showed in that cadence-based cycle

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and you get to this point of alignment.

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We're gonna do that at night.

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We're gonna come back the next day

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and we're gonna talk about that.

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We're gonna talk about
the planning adjustments.

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Whose gonna talk about
the planning adjustments?

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Not the RTE.

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If I'm the RTE,

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I'm gonna say,

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Hmm, this project,

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this major initiative,

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we're gonna postpone that,

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and somebody is gonna go crazy,

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so I want the person whose

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responsible for that to say,

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We are hereby postponing our project

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for the following reasons:

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I want the data center guy to say,

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I know I gave you a
strong lecture yesterday

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about the fact that we
sometimes lack sufficient

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tools to clean the data.

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I lobbied for that.

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We're gonna get this set
of tools that causes Jim

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to have to back off a little bit.

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He's gonna do those tools
rather than the other thing.

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By the way, it's not all
the tools that we needed.

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I would say realistically
this is about a 1/3

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of the tooling we needed.

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I'm gonna go back to my teams

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in the data center and say,

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We got a lot of great tools.

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Did we get everything we want?

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No.

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And I'm gonna defend that

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and I'm gonna tell them
that in the organization's

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larger context,

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that's the right investment

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and I'll come back the next PI

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and ask for more tools

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and they'll understand that.

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So those are the trade-offs that happen

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and they can only happen
when everybody is together.

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So we'll go through the priorities

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and the adjustments,

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the plan, the changes of scope

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and movement of people.

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Gosh, don't we keep people long-lived

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and consistent from team to team?

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Yeah, long live-ish,

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but if indeed,

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I need a certain skill area

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on my team for this period,

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and a team member on
another team has the skill,

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but we're gonna depend on that team

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as a dependency,

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why can't they just join my team?

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It's only for an iteration or two.

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So what you see is something that is...

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art is long-lived

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and teams are relatively long-lived,

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but you see a lot of movement.

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People flex to the work.

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So here's a bunch of
work that fits that team,

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they need a DBA.

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Okay, let's have a DBA work on that team

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for that period of time.

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So the planning adjustments
now make team breakout two

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even more meaningful

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because now we can really say,

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Okay, we've gone through it,

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we've slept on the thing a little bit,

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we've got new ideas

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and we can start to commit

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and we can go through

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and assign business value.

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Now this is a poorly understood thing

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because we probably poorly explain it.

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I'll try to do a better job.

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These are the things
that the team is doing.

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Feature stories, milestones, don't care.

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They're there objectives.

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They're the things they've agreed to do.

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You saw it before.

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You said, speed up indexing by 50%.

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They're committed to do that.

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They're going to do that.

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We talked about fuzzy search.

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They have planned for that.

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It's in the plan.

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Here's fuzzy search,

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but they can't commit to that

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and the reason is they
need some capacity margin

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in their planning.

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These are the things we can commit to.

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Now let's have a separate discussion with

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our business owners.

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What's the value of this?

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Well, it's the top of the list.

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It's the 10.

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No, actually, look at this.

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I would rather get more
production out of this system

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than I would add locations
and validational location.

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Oh! I didn't understand that.

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I thought for sure that
the number one feature

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was structured locations.

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It is the number one
feature when I compare that

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to these others,

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it's only a seven.

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10 and 10.

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Scale is one to 10, okay?

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They can't all be 10's.

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If a business owner wants
to kind of game the system

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and say they're all 10's,

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then you just said,

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Well, then there are no priorities.

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They should work on
whatever they want, right?

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There's always a 10.

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There's always a priority.

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And these are not Fibonacci series.

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There's not one, three,
five and eight and 13.

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There's just one through 10.

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Tell me on a scale of one
to 10 what's most important.

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And they needn't be the
same from team to team.

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They can be,

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but your 10 might be only for you.

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That same thing could
be less important for

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somebody else because they
have a much higher priority.

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So, that's how we align.

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We align by communicating
the objectives back

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to the business owners and they set value.

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What good is that?

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Well, I'm gonna show you a couple things.

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Number one.

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Primary values in the conversation.

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I just had a business owner who said,

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Whoa, if we could get this done,

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I think we're gonna be
demonstrably better off.

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I think we have a much better
chance to enter this market

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or to illustrate to an outside stakeholder

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what we're trying to do

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or raise money

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or show up at the trade show

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with a very competitive product.

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This is absolutely important.

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We have to have it,

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but at least in this next PI,

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I need this worse.

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That's really valuable.

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It didn't say this didn't matter.

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It said that this frankly
is even more important.

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Those two together are
three times as important

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as the other one.

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That's the conversation
we're also gonna use those

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to measure our ability to plan and commit

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and we'll use this to have
our PI predictability measure.

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It'll give us an idea of how are we doing?

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Was that a good PI?

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Did we do most of what we
said we were gonna do or not?