I have a problem; I often have a hard time connecting our vision and overarching goals to the items that we are actually working on. I want to be able to pick up anything we do and understand why we are doing this now and how it will take us closer to our goal.

I’ve blogged about this before and in my time in Indonesia I even thought I had a great way of uncovering what those high-flying goals really means, by simply asking this question:

What can we measure to see progress to that goal?

But it turns out, understandably once I think about it, that question is too hard. The gap between the vision and the work is quite simply too big.

To me often the connection between vision and our work reminds me a lot of the business of the underpants gnomes in South...

I’m writing this post in a small crappy hotel room that will be my home for a few days. It’s quite the change after being station at the nice, beach-side hotel where Lean Kanban North America 2016 was held.

I was very honoured to take part in this event - first time for me at Lean Kanban Inc. conference (I think… ) and it was really something special.

I wanted to jot down a few thoughts and comments.

A few weeks back a team mate, developer and agile dude extraordinaire, said something profound:

I’m used to people coming to me with problems they need solved. Not solutions.

It was in a backlog grooming meeting and we were discussing if the item was ready for the development team to start to work on or not. It was. Well and ready. But the people writing the requirements felt that it was not worked through enough.

At the time I just giggled a little about this but it got me thinking and herein lies the heart in how the work with a backlog changes when you start to “do agile” or work in shorter releases.

I got a request by a nice man call Brandon Garlock to share some failure of mine. My contribution will be part of a:

collection of stories about experienced and established developers (such as yourself) and the failures, setbacks and hurdles they overcame over the course of their careers. It will serve as an educational guide, motivation and reference for burgeoning programmers as they learn their craft.

You can read more about the project at http://www.iamascrewup.com/

That sounds both fun, worthy and useful. And I’m very honored to be part of the story. Any experienced developer will tell you that the greatest learning came from overcoming, maybe not always doing, great hurdles.

I asked Brandon if I could share my story on this blog, as that how I mostly write stuff, and he kindly agreed.

This post could be summarized as you summarize an argument among kids; and then he said, so I replied, and then she went, and I’m like SAY WHAT?! but also hmmm… and then I went back home and asked a few friends and then I went Aah!

And then I learned something deeper of what I until that point only was a belief.

The last week I was in a lively and good discussion, again, about user stories and value. I think user stories often are misused as just another tool to write requirements in.

Also we discussed that flow is something that we really should strive for, but to what extent? Over value?!

As often, for me at least, it took a few days to think this through. That and some excellent help from some friends and tweeps.

The last couple of weeks an old “friend” has made its appearance: fear. This time it is a special kind of fear that I’ve seen many times in organizations that started their agile journey: the fear of forgetting important things.

In this post, I wanted to talk a little bit about that just as a concept and then give a few pointers and indicators on what you can do to get rid of that fear.

What’s with this fear really?

Often this particular fear manifests itself by very long lists of work not done, or backlogs that just go on and on. I’ve seen lists of more than 500 items, some of them more than 3 years old.

And yes - they are all important. Prioritized but important.

We don’t want to lose it

Often when I ask about why we should keep it there, the answer is...

When I started my current gig about 3 months ago the tension around releasing was tremendously high. Also we had failed the last couple of releases resulting in even worse relationships with our customer and messy rollback handling and procedures.

We have now done three very simple changes in our process and technology that made a big difference for us and for the relationship with our customer; ditch iterations, shorten release cycles and feature toggling.

In this post I wanted to tell you a little bit around how we did those and the benefits it had for us.

I downloaded a new markdown editor called Typora that looks amazing. Now I just wanted to try it out, and needed something to write about.

Also I’ve noticed that Claudia has come out with some new releases and that AWS Lambda now supports Node 4.3.2 - which is awesome.

This post gave an opportunity to fix both itches above in one go. So this is an updated “Get started with Claudia JS for AWS Lambda”-post.

At my current client I don’t have a role name. Or rather I do but that’s not what I do, nor what I am there to do. It struck me that I have had this problem before. Many times.

Here’s some way it manifests itself:

I’m not “development manager” that some people call me. I have no formal authority, no staff and no budget. And I have responsibilities that stretches over the development team.

I’m not scrum master that is the fall-back term for anything that is around agile and doesn’t fit the normal organizational scheme. However none of our teams work with scrum and i’ve not worked with scrum for at least 6 years. I’m also pro-flow-based processes rather than iteration-based.

I’m not a agile coach since that’s a term that I barely myself understand what it means. I don’t want to be a coach to make people more...

Yesterday we had a couple of very interesting discussions in the team, that got me thinking on being clearer around the purpose of kanban.

In this team we have made a lot of changes lately to try to improve our lead times and throughput. One simple thing that we changed and that made a significant improvement was to simply release more frequently. When I first arrived here the releases were done every 6 weeks. Going to every 4 was just a simple change, and increasing frequency to ever 2 weeks was a very natural next step that no one objected to either.

But then a question came…