Listen Now!
Subscribe: Apple Podcast
Check out the podcast on Google Play Music
Listen on Spotify!

SPaMCAST 559 part one of our interview with Al Shalloway. I am breaking two guidelines this week.  First, rarely do I bring guests back so quickly. And secondly, I have not broken an interview into two parts for 7 years (ish). The conversation with Al was full of huge ideas, s, concepts, and calls to action cutting any of the content did not make sense. Al and I talked about about the troubles dogging classic agile, the Agile Industrial Complex, using a scientific approach to change, and FLEX.  Edited, the interview was 49 minutes (with about 20 minutes of chit chat ended up on the cutting room floor – figuratively). I have broken the interview into two parts of approximately 27 and 22 minutes.  Today we have part one and next week we will complete the interview. 

Mr. Shalloway’s bio:

Al Shalloway is the creator of FLEX (FLow for Enterprise Transformation), a framework that is a platform for any practices consistent with Flow, Lean, and Agile, including technical practices. Al has made explicit his thought leadership in Scrum, XP, SAFe, Lean, Flow, design patterns and test-first methods into creating FLEX. FLEX takes a scientific approach regarding what methods work best. While it integrates with its own baseline of practices to offer a complete solution to organizations, its architecture enables it to be both tailored as needed to an organization as well as having other consultants integrate their own practices in it. The intention is to create a community of consultants that can offer the services needed by practitioners in a cohesive manner while avoiding a one-size-fits-all approach. Al is the co-author of 5 books as well as the author of the upcoming book on FLEX.

Website:  https://www.netobjectives.com/

Email:  alshall@netobjectives.com

LinkedIn: https://www.linkedin.com/in/alshalloway/

Re-Read Saturday News

Chapter 16, Causes Trump Statistics, was revelatory for me the first time I read  Thinking, Fast and Slow, and it was revelatory during this read. Over my career, I have been shocked many times to see a perfectly sane leader stand up and show a single statistic or estimate which promises delivery of a product at a cost or in a timeframe that is well outside of normal performance.  This chapter provides a rationale for what often seems to be less than rational.

Remember, if you do not have a favorite, dog-eared copy of Thinking, Fast and Slow, please buy a copy.  Using the links in this blog entry helps support the blog and its alter-ego, The Software Process and Measurement Cast. Buy a copy on Amazon,  It’s time to get reading!  

 The installments:

Week 1: Logistics and Introductionhttp://bit.ly/2UL4D6h

Week 2: The Characters Of The Storyhttp://bit.ly/2PwItyX

Week 3: Attention and Efforthttp://bit.ly/2H45x5A

Week 4: The Lazy Controllerhttp://bit.ly/2LE3MQQ

Week 5: The Associative Machinehttp://bit.ly/2JQgp8I

Week 6: Cognitive Easehttp://bit.ly/2VTuqVu

Week 7: Norms, Surprises, and Causeshttp://bit.ly/2Molok2

Week 8: A Machine for Jumping to Conclusionshttp://bit.ly/2XOjOcx 

Week 9: How Judgement Happens and Answering An Easier Questionhttp://bit.ly/2XBPaX3 

Week 10:  Law of Small Numbershttp://bit.ly/2JcjxtI 

Week 11: Anchorshttp://bit.ly/30iMgUu 

Week 12: The Science of Availabilityhttp://bit.ly/30tW6TN 

Week 13: Availability, Emotion, and Riskhttp://bit.ly/2GmOkTT 

Week 14: Tom W’s Specialityhttp://bit.ly/2YxKSA8 

Week 15: Linda: Less Is Morehttp://bit.ly/2T3EgnV 

Week 16: Causes Trump Statisticshttp://bit.ly/2OTpAta

Next SPaMCAST

SPaMCAST 560 will feature part two of our interview with Alan Shalloway including more on the Agile Industrial Complex and how we can reinvigorate learning and challenging ideas.  Let not let inspect and adapt perish!