https://www.themindfulagilist.com/blog daily 0.75 2026-02-25 https://www.themindfulagilist.com/blog/the-courage-to-stop-the-discipline-of-focus monthly 0.5 2026-02-25 https://www.themindfulagilist.com/blog/user-stories-not-tax-forms monthly 0.5 2026-02-24 https://images.squarespace-cdn.com/content/v1/668a3c999d325e0a7664e124/1771945094852-YP92KAOG8LU9K3DFIIIR/unsplash-image-WqYgZLbDjhQ.jpg Blog - Your User Stories Read Like Tax Forms - Most user stories are not stories at all. They can go two ways, from what i’ve seen: either they’re technical requirements shoved into a mandatory template. “As a user, i want to…so that….”. Bleah! or they are completely non-sense nobody understands because the Product owner didn’t take the time to understand what the user wants. https://images.squarespace-cdn.com/content/v1/668a3c999d325e0a7664e124/1771945282399-K4KXNKM9F1EAOVUF3XM0/unsplash-image-ZSo4axN3ZXI.jpg Blog - Your User Stories Read Like Tax Forms - Give the person a pulse. “As a frustrated accountant rushing to close the month” or “As a first-time mobile shopper” or “As a grandma that doesn’t see shit” sounds much better. If you cannot picture the human being who needs this feature, you cannot write a story that matters. https://www.themindfulagilist.com/blog/why-agile-training-needs-to-hurt-a-little monthly 0.5 2026-02-13 https://images.squarespace-cdn.com/content/v1/668a3c999d325e0a7664e124/1770735960732-UNFUEN4P6XA5R40786LG/unsplash-image-mbGxz7pt0jM.jpg Blog - Stop copying agile. start thinking - Recap On Wednesday, we talked about the “Proximity problem” - teams tucked away in silos, disconnected from the people they serve. We know this is a problem. We can think how this can rob people of purpose. But knowing isn’t enough. To change the environment, we have to change how we learn to think. https://images.squarespace-cdn.com/content/v1/668a3c999d325e0a7664e124/1770736277236-IUMTB563MOLACOPRQE62/unsplash-image-HKUkWePHS0w.jpg Blog - Stop copying agile. start thinking - Tip of the day In the next daily, try with your team to talk freely about what helps you go forward as a team, towards the sprint goal. Give it the allotted time and see how it goes. The rule is just this - talk about anything that contributes towards the sprint goal (or towards your current goal as a team). https://images.squarespace-cdn.com/content/v1/668a3c999d325e0a7664e124/1770736316266-K6PLRU8SKMVFUL7IEFON/unsplash-image-HKUkWePHS0w.jpg Blog - Stop copying agile. start thinking - Tip of the day: Theory without a problem is just noise. Before adopting a new Agile practice, write down exactly which "pain" it cures for your team. If you can't name the pain, don't take the medicine. https://www.themindfulagilist.com/blog/how-to-turn-the-signal-at-the-top-into-conversation monthly 0.5 2026-02-11 https://images.squarespace-cdn.com/content/v1/668a3c999d325e0a7664e124/1770647942634-PLUTP1HWVO32OFP6O410/unsplash-image-IM0GHpsjJic.jpg Blog - The bridge: Restoring humanity in the daily work - Purposeful development People thrive in a purposeful environment, wouldn’t you say so? In his book Man’s Search for Meaning, Viktor E. Frankl argues that the primary drive in a human being is the search for meaning. I agree. If purpose is our engine, why do we continue to work in teams with no clear scope beyond "clearing the ticket queue"? https://images.squarespace-cdn.com/content/v1/668a3c999d325e0a7664e124/1770648059005-54F1B225C2WYNXICAROE/unsplash-image-U0wwiY6nRGA.jpg Blog - The bridge: Restoring humanity in the daily work - Do you fear the users? If you feel the “fear of the user” or the walls of your silo are too high, don’t try to tear them down overnight. Start by tuning your proximity, your team. Focus on what you can change, not what you don’t have any impact over: https://images.squarespace-cdn.com/content/v1/668a3c999d325e0a7664e124/1770648497943-M9NXXIN7MDVL5MOLJL1N/unsplash-image-LOHVrTsdvzY.jpg Blog - The bridge: Restoring humanity in the daily work - Remember this Your work exists to make life easier and more meaningful for the person on the other side of the screen. If you want to know how to reach them, stop guessing. The shortest, most effective path to a better product isn't a better process—it's a direct conversation. https://www.themindfulagilist.com/blog/the-product-backlog-a-precision-instrument-for-tuning-uncertainty monthly 0.5 2026-02-05 https://images.squarespace-cdn.com/content/v1/668a3c999d325e0a7664e124/1770288661448-3MV69RJBXMF5XHDY4R97/unsplash-image-T57obgKfAeo.jpg Blog - The Product backlog - A precision instrument for tuning uncertainty In reality, for a Product owner, the backlog is a precision instrument for tuning uncertainty. https://images.squarespace-cdn.com/content/v1/668a3c999d325e0a7664e124/1770288551165-DK0MS0EO5UUBUIGYX85X/unsplash-image-iynyPZ8shPk.jpg Blog - The Product backlog - A precision instrument for tuning uncertainty - The backlog as a radio Managing a product is much like tuning an old radio: You start with static and gradually find the clear signal. In the backlog, this “tuning” happens vertically, not circular. https://www.themindfulagilist.com/blog/the-theory-trap-why-your-last-training-was-a-waste-of-time monthly 0.5 2026-01-22 https://images.squarespace-cdn.com/content/v1/668a3c999d325e0a7664e124/1768904696945-2AXNKUN60TCWC27AVCFM/thinking+fast+and+slow.jpeg Blog - The Theory Trap: Why Your Last Training Was a Waste of Time - The lazy brain: In Thinking, Fast and Slow, Daniel Kahneman explains that deep learning requires "System 2"—the slow, effortful part of our brain. But System 2 is lazy. If it isn't "hooked" by a practical problem, it hands control back to System 1, which promptly starts thinking about lunch or checking LinkedIn. https://images.squarespace-cdn.com/content/v1/668a3c999d325e0a7664e124/845231ac-c330-4564-8496-0757dd500d5f/Scattered-Pieces.png Blog - The Theory Trap: Why Your Last Training Was a Waste of Time - The Internal Trigger: Nir Eyal, author of Indistractable, points out that distraction is often an escape from discomfort. Boring theory is uncomfortable. Your brain seeks "traction" elsewhere to escape the "distraction" of a dry lecture. As Gabor Maté describes in Scattered Minds, our modern environment creates a sense of "fidgetiness." We cannot expect people to sit still and absorb abstract concepts when their minds are conditioned for constant movement. https://images.squarespace-cdn.com/content/v1/668a3c999d325e0a7664e124/afb429b4-8791-4352-8dd2-bac614094b5d/RU-KolbDiagram-rgb.png Blog - The Theory Trap: Why Your Last Training Was a Waste of Time - Kolb’s learning cycle Do (Concrete Experience): You jump in and try. No instructions. You fail, you succeed, but you feel it. Think (Reflective Observation): You stop and ask, "What just happened? Why did that fail?" Learn (Abstract Conceptualization): Now I give you the theory. Now the slide on "Scrum Values" isn't a definition; it's the answer to the problem you just had. Test (Active Experimentation): You go back in and try again using the new "answer" to see if it works better. https://www.themindfulagilist.com/blog/the-role-of-the-client-in-agile-how-involvement-or-lack-of-it-shapes-delivery monthly 0.5 2025-10-28 https://images.squarespace-cdn.com/content/v1/668a3c999d325e0a7664e124/1761684018416-X0RZ4M45NPZW4EYWU5J5/unsplash-image-376KN_ISplE.jpg Blog - The role of the client in Agile: How involvement (or lack of it) shapes delivery - Good communication, great products A present client brings clarity, focus and energy. And headaches, yes, but it’s our job as a team to manage their needs and help them build the best possible product, right? RIGHT? You can challenge assumptions live, get immediate feedback and adapt quickly. But as said before, this closeness can also create tension - scope creep, over-involvement and emotional decisions that derail priorities. The balance, then, is in structured collaboration: workshops, refinement sessions or story-writing activities where everyone’s voice is heard - but the PO still owns the outcome. https://images.squarespace-cdn.com/content/v1/668a3c999d325e0a7664e124/1761683882489-EFRJ9OCCUF039IJSMSOB/unsplash-image-r-enAOPw8Rs.jpg Blog - The role of the client in Agile: How involvement (or lack of it) shapes delivery - Make it stand out When clients are distant, the Product owner must become an investigator. This is taking a lot of head space from a person already because he is probably second-guessing himself, the direction towards which the product is going, if the priorities are right, is he doing a good job, why aren’t user interested in his reviews?! And the list goes on. That’s where the Product Owner stops being a bridge and starts being a detective. He needs to look through proxies, data and analytics to uncover what’s not being said. This is Mike Cohn’s “User Stories applied” book gives really good advice: “Because stories will be evolving, coming and going throughout the project, we need techniques for gathering them that can be used iteratively... user interviews, questionnaires, observation, and story-writing workshops.” These tools become the Product owner’s bridge to a silent client. Observation reveals needs that even user can’t express, maybe. Interviews and workshops help uncover gaps between what people say and what they actually do. The biggest trap, Cohn says, is asking closed-ended questions like “Would you like this feature?” instead of open, context-free questions that reveal real priorities. You’ve seen clients that say “Yes” to your questions and you think “Man…he said yes only to avoid thinking too much today, didn’t he?” https://images.squarespace-cdn.com/content/v1/668a3c999d325e0a7664e124/1761684214673-K7NGMWCHK4JLJIOKLIA8/unsplash-image-1pAwJiCD60c.jpg Blog - The role of the client in Agile: How involvement (or lack of it) shapes delivery - The key is to have a happy customer and a good product Real collaboration isn’t about constant presence - it’s about structured touchpoints and trust. When clients are close: co-create, validate, and refine together. The development team and the PO have the responsibility to help the organisation select the appropriate users/clients to fit the job of describing the needs, together with the business, in order to get a wide vision of how the product will be used and how the system needs to be built. When clients are far: observe, listen, and validate asynchronously. You might need to use user proxies, managers of said users, development managers as tertiary proxies. Keep in mind that as you stray further away from the real users/clients, your user stories will be less clear and the needs described will have a tendency to be the wrong ones. In both cases, use story-writing workshops to re-anchor teams to real needs, not assumptions. https://www.themindfulagilist.com/blog/user-story-writing monthly 0.5 2025-09-18 https://images.squarespace-cdn.com/content/v1/668a3c999d325e0a7664e124/1758201615872-NP28B01R4B379K0FHODD/Agile+PO+and+clients.webp Blog - User story writing While working with present clients is rather nice and straightforward (which has its own difficulties like prioritization, understanding the needs when the field expertise is not at the same level between the developers and users – but this is for another time), working for an absent client or clients forces the team to take a few steps behind and do something before reaching the story writing step: https://images.squarespace-cdn.com/content/v1/668a3c999d325e0a7664e124/e67e0252-28ef-4f74-bef4-2a9a2963db31/agile+PO+thinking.webp Blog - User story writing - Find the users. For an existing application: Finding the users can be as simple as looking at your application's logs, if you have any. Get the names, emails, whatever you have as information and start writing them. Ask them how are their interactions with the application. Here you can use different methods like sending them a questionnaire to answer, set up a workshop with them, have user interviews where you ask them how they use the product, what would be their needs, what would they like to see in the future as new features, or finally, observe them by standing next to them for a given period of time. For an application that does not exist yet: In this case, finding the users can be a bit trickier (or not), depending on how transparent the organisation you work in is. There are a few questions to ask yourself or people close to your team: For who are we building this product? Who will use it? You need names, departments, teams. Be as specific as possible. These are usually the people that know exactly what they will be using the product for and how. Who is our sponsor? Who's paying for this development? There's going to be someone in the upper management who will have an idea about the timelines, why the project is needed, how they came up to this idea of forming a team to build this product. But he/they will not have specific use cases or will not go into detail of the product, most probably. Who are other departments or people that we need to work with? Here you might need databases, APIs, infrastructure already existing, other products to work in parallel with, etc. They will be a source of requirements as well, most often the more technical ones, not necessarily functional. https://www.themindfulagilist.com/blog/mastering-the-confidence-vote-in-safe monthly 0.5 2025-03-17 https://images.squarespace-cdn.com/content/v1/668a3c999d325e0a7664e124/078ded9c-7e91-47c8-856b-d4455d56fb30/unsplash-image-MfBnqUOz_qY.jpg Blog - Mastering the Confidence Vote in SAFe - What is the Confidence Vote? The confidence vote is a crucial step in PI Planning, where teams and stakeholders evaluate their belief in the planned objectives' feasibility. According to the SAFe framework, teams vote at the end of the planning session using a scale typically ranging from 1 (low confidence) to 5 (high confidence). If confidence levels are low, teams discuss their concerns openly and adjust the plan accordingly. On paper, the confidence vote acts as a checkpoint for alignment—a final moment to ensure that everyone genuinely believes the plan can succeed. In reality, however, it often becomes just another formality, losing its intended impact. https://images.squarespace-cdn.com/content/v1/668a3c999d325e0a7664e124/f438e5d0-bd40-453a-8f4e-203f7a027158/unsplash-image-0jIovxJj7pY.jpg Blog - Mastering the Confidence Vote in SAFe - When and How to Do It Right? https://images.squarespace-cdn.com/content/v1/668a3c999d325e0a7664e124/1742204863360-PSVWPOQN7T0E4SGV2M98/unsplash-image-TFgLjR9TAEM.jpg Blog - Mastering the Confidence Vote in SAFe - What Happens If You Don’t Do It? If the confidence vote is skipped or treated as automatic approval, teams might believe it doesn't significantly impact outcomes. Indeed, most teams often vote positively regardless. Yet, several risks emerge from ignoring this step: ⚠ Hidden Risks Remain Hidden – Without prompting a vote, teams might not discuss lingering concerns until these become real issues. ⚠ Misalignment – Without a formal checkpoint, teams may begin work with different interpretations of objectives. ⚠ False Confidence – Teams could commit to work without critically evaluating readiness, leading to unmet expectations. Skipping the vote might not immediately cause disruption, but it eliminates a crucial opportunity to reveal and address issues before they worsen. The real value of the confidence vote is in the conversations it prompts, not just the numerical scores. https://www.themindfulagilist.com/blog/clarifying-safe-roles-whats-missing-and-how-to-improve monthly 0.5 2025-02-22 https://images.squarespace-cdn.com/content/v1/668a3c999d325e0a7664e124/1740212833953-3ZLA8GEHCBK9DFJ3E4L5/image-asset.jpeg Blog - Clarifying SAFe Roles: What’s Missing and How to Improve In any Agile organization, clarity in roles and responsibilities is crucial for smooth collaboration and efficient delivery. As part of a recent discussion with my team, we explored what they expect from different SAFe roles. While our list covered a lot of ground, a closer look revealed some key gaps compared to SAFe’s best practices. https://images.squarespace-cdn.com/content/v1/668a3c999d325e0a7664e124/1740214199217-9OCH9IWZHBSJ61E4YMYL/product+backlog+with+post-its Blog - Clarifying SAFe Roles: What’s Missing and How to Improve - Our team recognized the PO’s responsibility for translating business needs into actionable user stories and prioritizing the backlog. However, key responsibilities need more emphasis: Ensuring System Demo Readiness – POs should actively validate increments and ensure they are ready for presentation. Driving Continuous Improvement – POs must work with the team to refine not just stories but also processes and collaboration methods. Clarifying Metrics for Success – The impact of delivered features should be tracked beyond just completion, focusing on real user feedback and efficiency gains. Actions for Improvement ✅ Schedule a pre-demo review with developers to ensure each feature is presentable. ✅ Implement bi-weekly backlog refinement retrospectives to improve story writing and prioritization. ✅ Define clear acceptance criteria for features beyond just "done"—including impact measurement. https://www.themindfulagilist.com/blog/why-reporting-in-safe-often-misses-the-pointand-how-to-fix-it monthly 0.5 2025-03-31 https://images.squarespace-cdn.com/content/v1/668a3c999d325e0a7664e124/1740214466281-FCQ5DS7SKDR7PAZVW7AG/unsplash-image-JKUTrJ4vK00.jpg Blog - Why Reporting in SAFe Often Misses the Point—and How to Fix It - When working in SAFe, reporting is often structured around quantitative KPIs—metrics that are easy to track, such as: The number of stories delivered. The number of features completed. The percentage of committed vs. completed work in a PI. Story points delivered per sprint. These are useful, but they don’t tell the full story. They focus on output, not outcomes, and can create a false sense of progress if they’re not balanced with other key indicators. In many cases, these numbers look great on a report but fail to answer the most important questions: Was the work actually valuable? Did it improve the product in a meaningful way? What did it cost in terms of rework, defects, and delays? https://images.squarespace-cdn.com/content/v1/668a3c999d325e0a7664e124/9d13fd43-51a1-49e8-b14c-98bef9576bab/KPIs+that+matter+2.png Blog - Why Reporting in SAFe Often Misses the Point—and How to Fix It - Measure what matters Instead of only measuring how much work gets done, teams should track how well the work is done and how efficiently it moves through the system. https://images.squarespace-cdn.com/content/v1/668a3c999d325e0a7664e124/1740214899147-U15YZGJ6YIRJY7EK6SZ3/unsplash-image-7KsyY-Ed7B8.jpg Blog - Why Reporting in SAFe Often Misses the Point—and How to Fix It - Why Both Are Necessary Quantitative KPIs provide structure and comparability. Numbers give teams a way to measure progress over time, identify trends, and compare performance across sprints or PIs. Without these, it’s hard to know if the team is improving or stagnating. Qualitative KPIs capture context and impact. Metrics like "customer satisfaction," "perceived value of features," or "team confidence" add depth to the raw numbers. A team might deliver 100 story points, but if the end users aren’t satisfied, the work wasn’t truly valuable. https://www.themindfulagilist.com/blog/how-to-make-safe-work-in-the-real-world monthly 0.5 2025-03-17 https://www.themindfulagilist.com/blog/live-learn-adapt-applying-empiricism-in-your-personal-journey monthly 0.5 2025-02-22 https://www.themindfulagilist.com/blog/top-agile-books-in-2024 monthly 0.5 2025-02-22 https://www.themindfulagilist.com/blog/intro-agility-in-your-life monthly 0.5 2025-02-22 https://www.themindfulagilist.com/blog/blog-post-title-two-9hblt monthly 0.5 2025-02-22 https://www.themindfulagilist.com/blog/scrum-values-and-personal-principles monthly 0.5 2025-02-22 https://www.themindfulagilist.com/blog/the-daily-in-your-life monthly 0.5 2025-02-22 https://images.squarespace-cdn.com/content/v1/668a3c999d325e0a7664e124/7ad93981-6e89-487f-9fa4-be35cfb35a73/couple+sitting+at+table+having+their+daily+scrum Blog - The "Daily" in your life In the world of Agile, the Daily Scrum, or stand-up meeting, is a fundamental practice that keeps teams aligned, focused, and adaptable. But what if we could harness the power of this simple, yet effective, ritual and apply it to our personal lives? Specifically, how could a daily meeting with your spouse transform your relationship? I was thinking one day and pondering about my own life: What if I did a daily meeting with my wife? What would be the impact? (spoiler alert, I still have to do it. I will come back with the results of the exercise). On one side, I talk with my wife regularly, we communicate openly and don’t hide from each other. This being said, I still think we could benefit from implementing this idea. https://images.squarespace-cdn.com/content/v1/668a3c999d325e0a7664e124/d2a1bc0b-c173-42ee-8cff-69cde3b2ec3b/Couple+showing+they+trust+and+respect+each+other. Blog - The "Daily" in your life - Building respect Regular, respectful communication is crucial in any relationship. A daily meeting fosters respect by providing a platform for both partners to voice their thoughts and feelings. When each person feels heard and valued, mutual respect naturally grows. 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