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That often prevents teams from creating over engineered solutions.\n\nIf a software solution is not the best choice it might be reasonable to solve a problem with a non-technical option and focus on building some other software that will actually bring the business value. In my opinion, impact mapping can be used both for high level business as well as more detailed product goals.\n\nAdditionally, **using impact mapping saves money** - we can test an assumption or solve a problem fast, and a working code is not always the winning solution.\n\n[See also: Product Vision Workshops – seeing clearly from the beginning](https://www.boldare.com/blog/product-vision-workshops-toolkit/)\n\nMoreover, it might be also useful for managing personal goals because - why not?\n\n## Who?\n\nThe technique is designed to improve collaboration between business stakeholders and senior technical people. However, I personally think it might also be suitable for the development team members as long as they have extensive knowledge about the product and understand business goals.\n\n## How?\n\nHow do you start with impact mapping? At our company, we started with trying it out on ourselves. I did attend a workshop lead by **Gojko Adzic** and afterwards conducted two similar internal trainings with the team. It is quite easy to start with, as Gojko prepared ready-to-wear open source instruction that helps you to prepare your own workshops. Reading his book ‘*Impact Mapping: Making a big impact with software products and projects’* may also clarify a lot. But the easiest way is to practice and I would very much like to encourage product owners and their teams to do that.\n\n## What?\n\nLet’s have a look at the impact map structure and try to understand its flow. An impact map consists of four levels: goal, actors, impacts and deliverables."},{"body":"**Goal - why are we doing this?**\n\nThe business objective will always be the heart of an impact map. It supports us in the reflection of what aim we want to achieve and answers the question ‘why are we doing this in the first place’. Moreover, comparing the solution with the original goal will help the team understand and check its value.\n\nIn order to write down a good goal do not hesitate to ask the question ‘Why?’ multiple times till you are sure you have arrived at the real reason. It is also good practice to agree on metrics for the goal (not only of success, but also for what we feel will be a failure). Real numbers will definitely be of help while figuring out impacts and deliverables.\n\n<RelatedArticle title=\"A step by step guide to Event Storming – our experience\" />\n\n**Actor - who is affected?**\n\nWe specified the goal, now we need to think about who will be impacted by decisions made in the context of that goal. Building products is always about the people, we focus on their pain points, needs and goals. And it is not only about the end users, but also a company’s employees or competitors.\n\nThis part seems to be the easiest one, but do not forget about secondary and off-site actors as well as people who might obstruct the goal.\n\n**Impact - how should the behavior change**\n\nWhat is exactly an impact? The easiest definition? A behavior change that we would like to achieve to measure the business value.\n\nIn this step we should focus on what we really want. This is the time to consider the relations of our actors in the perspective of a business goal and create impacts that answer the question how should the actors’ behavior change? What actions should stop, start, occur less or more in order to satisfy the business aim.\n\nTo define a good impact we can try to focus on small changes and limit the options for instance to one user type, one location, or a specific time period, just to test the idea and explore it further if it appears valuable to the business.\n\n**Deliverable - what can we do to make the impact happen**\n\nNow we can talk the scope. It seems to be the least important part of impact mapping, but definitely a good place to think about functionalities. List as many ideas as you can and try not to limit yourself to technological solutions, maybe there are offline options that will fit the goal perfectly?\n\n## What’s next?\n\nOnce you have a list of deliverables that actually reflects the goal that you are aiming at, there are several steps to take next:\n\n1. **Estimation** - check how complex the ideas are.\n2. **Prioritisation** - based on estimation (or not) decide which actions suit the need best.\n3. **Road map** - if you want to implement more of the deliverables, it is high time to divide them into a high level plan.\n4. **Creating epics, user stories, user story map** - once we have a plan which deliverables are first to try out we can focus on getting to know more about them.\n\n## Tips and tricks\n\nIt is crucial to define a good goal in the center of the map. If you feel that there is trouble with forming the right objective, maybe instead of trying right away with an impact map, just start with a goal refining session, focus only on the ‘why’ question.\n\nPlease do not be tempted to put a deliverable in the place of a goal, because the entire process will likely fall apart.\n\nIf you are using impact mapping for the first time, the impacts might need some more attention. Try to find some examples or prepare some cheat sheets for the mapping session in order to help your team grasp the general idea.\n\nAt the deliverables stage it is worth checking if the solutions that had been written down actually respond to a specific impact and are not just a loose wish list.\n\n[\\>>> Read also: Lean Startup Series: Innovation Accounting](https://www.boldare.com/blog/lean-startup-innovation-accounting/)\n\n## Conclusion\n\nAs simple as impact mapping is, it might be a bit confusing to use for the very first time. Defining goals and impacts may be a challenge to start with, but once you get used to the rules the whole method will help you keep track of priorities and plan the shortest path to fulfilling the business goal.\n\nAnd the last tip? Impact mapping really makes sense if you use it not only once, but make it a habit throughout the process.\n\nWant to learn more?\n\n**Follow Gojko, go for a workshop, read the book or best - try it out!**"}],"job":null,"photo":null,"slug":null,"cover":"/img/product_impact_mapping.png","lead":"**Impact mapping is a strategic planning technique to help you manage goals, decide on priorities, and spot risks, as well as figure out solutions.** It leads to raised awareness in building a product and more mature delivery, because all interested parties are focused on what is important for the time being and not just pushing extra features at the end users. As a result, the development team builds a product that actually responds to a specific business objective or at least intentionally tests some assumptions to check the potential value.","templateKey":"article-page","specialArticle":false,"isNewWork":null,"isNewNormal":null,"service":null,"settings":{"date":"2023-03-28T12:02:29.282Z","slug":"build-product-that-make-impact","type":"blog","slugType":null,"category":"How to","additionalCategories":["Agile"],"url":null},"author":"Natalia Kolińska","authorAdditional":null,"box":{"content":{"title":"Wondering about viability? Let impact mapping reassure you","tileDescription":"Impact mapping is a strategic planning technique to help you manage goals, decide on priorities, and spot risks, as well as figure out solutions. One of the most important advantages of impact mapping is that it supports stakeholders while making roadmap decisions and let them adapt quickly to the changing business environment.","coverImage":"/img/product_impact_mapping.png"},"coverImage":null}},"id":"3914c4ff-8699-5b32-8b57-338e0a21a76c"}},{"node":{"excerpt":"","fields":{"slug":"/blog/product-vision-workshops-seeing-clearly-from-the-beginning/"},"frontmatter":{"title":"Product Vision Workshops – Seeing Clearly from the Beginning","order":null,"content":[{"body":"\\>> See our [case study section](https://www.boldare.com/work/)\n\nLet’s be clear, **our approach is based on experience not theory**. We look to use the specific techniques best-suited to the individual project and client.\n\nWhat our long experience has taught us is that **when we start a digital product development project, we don’t want to talk about the product. We want to talk about the product vision.** Why is that? Because enjoyable as the creation phase is, first we need to fully understand what we are creating, and why. Only then can we agree on a product development strategy and then begin the work on the product itself.\n\n<RelatedArticle title=\"Product discovery workshops - practical insights on how we do it\" />\n\n## The product vision toolkit\n\nWe have many tools at hand to help us dig into what’s really driving the project, including:\n\n* **Business Model Canvas**  – this template is used to gather details of the needs and goals of the client’s business, the company’s value proposition, its infrastructure and finances, its customers; this tool gives us the bigger picture in detail, going beyond the context of the product.\n* **Product Canvas** – this canvas ensures that the development process address the key questions in relation to your product: the target users, its purpose, its goals, the metrics that will measure success.\n\nOne of our key kick-off activities on any project is to **compare these two canvases**, ensure they are aligned, and explore further any discrepancies or contradictions between the two.\n\n* **System Story** – this is a deceptively simple-sounding exercise: create just one sentence to describe the product being built; it’s all the relevant information condensed to a single focus and provides an answer to any questions or doubts during the project - when a developer, designer or analyst is faced with options or choices, the system story indicates the appropriate direction.\n* **Pre-workshop questionnaire** – prior to the Product Vision workshop, we ask client to complete a pre-workshop questionnaire; this gives us much of the essential information beforehand and allows to quickly focus on the sticking points and key issues.\n* **Product Vision Board** – ultimately, all the details are summarized using a product vision board, including the vision itself, the target users, the need or problem that the product will solve, and link to the client’s business goals.\n\n\\>> Meet [impact mapping](https://www.boldare.com/blog/build-product-that-make-impact/) - a method to help you manage goals, decide on priorities, and spot risks\n\n## What is a product vision?\n\nFor a definition of product vision, we think it’s hard be beat the one offered by Roman Pichler, author of *Strategize: Product Strategy and Product Roadmap Practices for the Digital Age:*\n\n> The product vision is the overarching goal you are aiming for, the reason for creating the product. It provides a continued purpose in an ever-changing world, acts as the product’s true north, provides motivation when the going gets tough, and facilitates effective collaboration.\n\n**The product vision is a set of data or information**. That information relates to the product, its target users, and the project goals. It is not a list of product features for the development team to implement. At this early stage, it’s all about the problem or need instead of what kind of solution will be built.\n\n![product vision workshop](/img/team-work-desinger-pawel-capaja.jpg)\n\nNot only does the **product vision kick-start the project** by exploring and validating the concept behind the product, **it also builds a shared understanding** that can be invaluable in keeping the project on track. And a two to three-day facilitated Product Vision Workshop with the client is the event on which this activity centers.\n\n<RelatedArticle title=\"This is how Boldare Development Teams process addresses your business needs\" />\n\n## The purpose and process of the product vision workshop\n\n**Each product vision workshop has clear standardized objectives, designed to pull out each project’s unique aspects.** Those objectives are:\n\n1. Produce a vision and strategy which translates into the development of a product vision board plus system story.\n2. Establish a decision structure for the project.\n3. Ensure the Product Owner (client representative) has a clear vision of the project agreed with stakeholders.\n4. Project and development roles and responsibilities are agreed.\n\nBefore it takes place, **we ask the client to complete a pre-workshop questionnaire to prepare a vision workshop agenda.** This document contains 22 essential questions, diving deeply into five key topic areas: target users, competitors, weaknesses (including the client business, the desired product, and the target users), values, and image.\n\n\\>> See [how scrum can boost your software development projects](https://www.boldare.com/blog/building-apps-using-scrum-development/)\n\n**Once we have a completed questionnaire, we prepare product vision workshop ideas** by looking for any areas that are incomplete or contradictory and then we spend the workshop time more productively by tackling the misunderstandings, the non-aligned elements, and any lack of clarity, using tools such as [Pichler’s Product Vision Board](https://www.romanpichler.com/tools/vision-board/).\n\nThe other key output of our *product vision exercise* is the system story, mentioned above. You may have come across similar tools, often labelled ‘product story’ or ‘product statement’ but whatever the name, the core is four small but tough questions:\n\n* **What** exactly are we building?\n* **How** are we going to achieve our goal?\n* **Who** exactly is it addressed to?\n* And… a tricky one: **what for**?\n\nLet’s be clear, the system story is not easy to write. It’s intended to act as a summary of the information from the workshop and as the project compass, and as you might expect, creating a one-sentence version of everything so far usually takes a while.\n\nHowever, once you have it, that single, perfectly descriptive sentence is the gateway through which the whole project must pass. Or to put it another way, it’s a traffic light – whatever ideas or features or strategies arise for discussion as the project progresses, there’s just one question: *Does it further the system story?* If the answer is yes, then it’s a green light, go ahead. If it’s a no, then red light.\n\n\\>> Interested in [software development outsourcing](https://www.boldare.com/blog/software-development-outsourcing-everything-you-should-know/)? See our guide!\n\n![product vision exercise](/img/working-in-the-office.jpg)\n\n## The benefits of having a product vision exercise and workshop\n\nWell, aside from,\n\n* clarity on all project-related matters,\n* a cross-organizational team working with a single understanding,\n* a guide for future project decisions,\n\n**the product vision workshop is also the most efficient, time and resource-effective method of starting a project** we’ve found so far. It’s an essential opportunity for the client and the whole product development team to meet and talk, setting the standard for communication for the whole process (hint: openness, clarity, questions and two-way feedback are what we’re aiming for every time). **Bringing the key players together on a highly focused task builds trust, and motivates and inspires the team.**\n\nWe often say that at Boldare we like to join the client’s team rather than act as traditional outsourcing providers, and the Product Vision Workshop is key to achieving that.\n\n## Vision setting workshop in action – Virgin Radio Oman, a Boldare case study\n\n**Wondering how to run a product vision workshop?** Take a look at our case study!\n\nTo support a new youth-oriented radio station in Oman, SABCO Media had just four weeks for the development of mobile apps and a web app for the Virgin Radio brand. This was an interesting challenge in which the product vision had to take account of the needs of a strong global brand with a well-known visual identity, while reaching out to a specific demographic (Generation Z) and culture.\n\n<RelatedArticle title=\"Web design vs. web development. What's the difference?\" />\n\nThe Boldare team included two designers, three frontend developers, one iOS developer, one Android developer and a Scrum Master. The whole team was at the workshop, along with the client’s Product Owner and other key stakeholders.\n\n**Firstly, the product vision workshop highlighted the existence of a number of product goals**. To keep the project focused (and with the short timescale in mind) a single goal was agreed: To introduce young, hip music lovers to a completely new disruptive and innovative place they can call their own.\n\nLearn more about building an MVP:\n\n* [MVP development - everything you want to know, but are afraid to ask](https://www.boldare.com/blog/mvp-development-everything-you-want-to-know/)\n\nFor the metrics, there was no legacy data to draw on (Virgin Radio Oman was offering a completely new teenage music experience in Oman) so the number one key metric was, “convert users into active and returning radio listeners”.\n\nThe most important outputs were **the system story** - “Web and mobile platforms providing the listeners with a disruptive and innovative place they can call their own; for teenage music lovers who lack other alternatives.” - and a series of user stories which gave insight into the product scope and informed the specific tasks that would contribute to achieving the project goals.\n\n**The result was that MVPs of the two mobile apps and the web app** were launched within a very tight deadline and SABCO is now looking ahead to the next phase of product development, with Boldare as partner.\n\n> “I admire their organized methodology. At several stages, their work made me feel confident I’d chosen the right partner.”\n\n<BlogQuoteAuthor text=\"Neil D’Souza, SABCO IT Manager\" />\n\n## A summary of product vision workshops\n\n**The product vision workshop is the essential start to a digital product development project.** By gathering all the key players into one place, the core project information can be discussed and agreed, including goals, scope and responsibilities. The results then become an invaluable way of keeping the project team focused and aligned with the client’s business needs.\n\n\\>> See advantages of [software development outsourcing to Poland](https://www.boldare.com/blog/outsourcing-software-development-to-poland/)!"}],"job":null,"photo":null,"slug":null,"cover":"/img/product_vision_workshops.png","lead":"At Boldare, we deliver high quality digital product development through a combination of the lean startup approach and the [agile scrum framework](https://www.boldare.com/blog/building-apps-using-scrum-development/). The foundation of our process is a rigorous product discovery exercise at the beginning of every project, resulting in a clear (and agreed) product vision to keep the project on track.","templateKey":"article-page","specialArticle":false,"isNewWork":null,"isNewNormal":null,"service":null,"settings":{"date":"2023-02-28T13:31:45.712Z","slug":"product-vision-workshops-toolkit","type":"blog","slugType":null,"category":null,"additionalCategories":["Agile"],"url":null},"author":"Adam Ziemba","authorAdditional":null,"box":{"content":{"title":"Product Vision Workshops – seeing clearly from the beginning","tileDescription":"At Boldare, we deliver high quality digital product development through a combination of the lean startup approach and the agile scrum framework. The foundation of our process is a rigorous product discovery exercise at the beginning of every project, resulting in a clear (and agreed) product vision to keep the project on track.","coverImage":"/img/product_vision_workshops.png"},"coverImage":null}},"id":"68a10263-08e5-5906-aa47-8a3e56250b23"}},{"node":{"excerpt":"","fields":{"slug":"/blog/lean-startup-series-validated-learning/"},"frontmatter":{"title":"Lean Startup Series: Validated Learning","order":null,"content":[{"body":"## What is validated learning?\n\nIf lean startup is all about rapid product iterations closely focused on user needs and requirements, then **validated learning is that part of the process by which we learn just how close each iteration is to satisfying the people we’re building it for**.\n\nIn fact, inventor of the lean startup approach, **Eric Ries**, has described validated learning as, *“the unit of progress for lean startups.”* In other words, for a lean startup, success is not so much measured by the number of units you manufacture but by the measurable responses from your target users.\n\nRies himself derived the idea from [Steve Blank’s](https://steveblank.com/tag/customer-validation/) concept of customer validation, that the basic ideas underpinning your product or service should be tested with users, and tested early on in the process, and with the minimum possible effort.\n\nGoing back to the user responses, the key word is *“measurable”*. **Validated learning is quantifiable, based on data such as revenue, user engagement, and feedback.** The result is learning that is evidence-based and actionable, leading to genuine product improvements in each iteration. Done properly, validated learning is remarkably efficient.\n\n**See other articles from the Lean Startup Series:**\n\n* Lean Startup Series: [Vanity Metrics vs. Actionable Metrics](https://www.boldare.com/blog/lean-startup-vanity-metrics-vs-actionable-metrics/)\n* Lean Startup Series: [Innovation Accounting](https://www.boldare.com/blog/lean-startup-innovation-accounting/)\n\n![Validated learning Lean Startup](/img/build-measure-learn.png)\n\n## Why is it important?\n\n**Validated learning lies at the heart of the lean startup and product development process.** In fact, Ries has defined minimum viable product stage ([MVP stage](https://www.boldare.com/blog/mvp-stage-in-startup/)) in terms of the associated validated learning: *“…a version of a new product which allows a team to collect the maximum amount of validated learning about customers with the least effort.”*\n\nApplying validated learning to your product development process carries several clear advantages over the ‘traditional’ product cycle:\n\n* **Faster development** – when the feedback and learning mechanism is more focused, your startup’s product approaches its final ‘release state’ more quickly.\n* **Actionable metrics** – by basing the learning on measurable data and metrics, the final product version will be more closely aligned to user needs.\n* **Reduced costs** – better learning means faster, more efficient development, which in turn means less time and resources wasted on your development journey.\n* **More agile** – the validated learning approach facilitates agile working and rapid development of MVPS, making you more flexible as an organization.\n\nA good example of the value of validated learning was the work we did with POLCO, a US-based initiative to build an online platform allowing people to vote, offer opinions, and comment on government policies, in turn allowing policy makers to gather real-time feedback from citizens.\n\n<RelatedArticle title=\"Transforming US politics with a voting platform for concerned citizens\" />\n\nThe validated learning testing we conducted was part of developing the platform in clear [](https://www.boldare.com/services/full-cycle-product-development/)[product development cycles](https://www.boldare.com/services/full-cycle-product-development/). First, testing the first MVP with Harvard University students gathering crucial usability data and interface feedback for over two months. The next significant test was to launch a local pilot in Austin, Texas which led to further learning and changes before the wider rollout to users.\n\n## How does it help to build scalable products?\n\nIn an age of potential rapid growth, **products must be scalable**. In the development process, you’re not only focused on today’s user needs, but also tomorrow’s. If the features and/or capacity of your product are fixed then you have designed a dead end.\n\nA genuinely **successful product can grow with the market needs**. And this is where validated learning is critical because **validated learning learn startup is what keeps you alongside those needs, understanding them and anticipating them.**\n\nThe *lean startup validation* and product design process begins with ideas, often many of them. And each idea is a potentially different direction in which to take the product. Validated learning allows you to take small steps in each direction and test it, quickly checking whether your assumptions/information about the market are correct or not.\n\n<RelatedArticle title=\"Technologies that Cut Development Costs\"/>\n\n## A typical validated learning process\n\n**A useful way to look at the lean startup validated learning product development process is as a series of experiments, each resulting in specific and valuable learning.**\n\nYou have an idea and you need to test it. Testing is done by creating an MVP and then seeing how it stacks up against user needs and wants. The feedback from this ‘experiment’ is then used to further refine the idea and then, the [MVP development company](https://www.boldare.com/services/mvp-development/) tests it again. And so on, using the results of validated learning to continually improve your product – and by “improve” we mean, make more attractive to users.\n\n<RelatedArticle title=\"MVP development - everything you want to know, but are afraid to ask\" />\n\n![Validated learning meaning](/img/team-work-desinger-pawel-capaja.jpg)\n\n*Generally, a product development process incorporating validated learning includes the following steps:*\n\n### Formulate a hypothesis\n\nA hypothesis is something you believe about your target audience and/or product that needs to be tested. A good hypothesis is specific, measurable and provable (either as true or false, the experiment will decide).\n\n**EXAMPLE**: When creating [the Boldare website and brand ](https://www.boldare.com/work/case-study-boldare/)for our new merged venture into full cycle product development, our hypothesis was:\n\n> The client is choosing a product development company over a software development company\n\nThe need to test this hypothesis led us to develop MVPs of two websites, one for Boldare as a product development company and the other as a software development company.\n\n### Devise a metric\n\nA metric is how you measure your hypothesis. It should be directly related to the product and its purpose (boost sales, increase your online community, make the world a better place…?) and therefore help you in the development of a successful product.\n\n**EXAMPLE**: To measure our Boldare brand hypothesis more accurately, we broke the hypothesis down into **5 sub-hypotheses:**\n\n1. *The client chooses a team building product*\n2. *The client chooses a team building software*\n3. *The client is making the decision about choosing the software or product team unconsciously*\n4. *The client is not identifying the product offer*\n5. *The client is not identifying the software offer*\n\nThese more specific, more measurable statements could be easily tested.\n\n### Conduct the ‘experiment’\n\nImplement your idea/improvement – but do so with the minimum amount of investment and effort; it’s called an [MVP](https://www.boldare.com/blog/mvp-development-everything-you-want-to-know/) for a reason! – and gather data and feedback from users.\n\n**EXAMPLE**: In our example, the five sub-hypotheses were tested via a series of scripted interviews with users.\n\n<RelatedArticle title=\"Benefits of early hypothesis validation in the design process\"/>\n\n### Analyze the results\n\nExamine the data relating to the metric. Which elements of your hypothesis have been proved and which have not? What learning have we gained? What further changes could be made? Is this direction worth pursuing (is it helping achieve the purpose of the product?) or do you need to pivot, change the direction of the development to more closely address user requirements?\n\n**EXAMPLE**: Our results for sub-hypotheses #1 and 2 showed that the product offer was ‘safe enough to try’ but the software version received a less favorable response, as shown by the results of testing #3, 4 and 5.\n\n### Make the improvements and test again\n\nReturn to step #3, make the indicated changes and measure again. Repeat as necessary.\n\n**EXAMPLE**: The different responses highlighted by testing #3, 4 and 5 led us to amend the software website, drawing on the communication style adopted in the product version. And then on to the second round of testing…\n\nRemember, you’re experimenting. And the purpose of an experiment is to seek knowledge and learning: **Is your hypothesis true? Does the product-so-far meet user needs?**\n\n**One advantage of lean startup validation is that it offers to cut through a lot of pointless debate.** Often, people are attached to their own ideas, believing their solution is the best option. But until you test that solution, that belief is just opinion. By using validated learning, you can determine the best solution/direction for development based on the real-world reception of your hypothesis.\n\n## Validated learning is all about testing and checking\n\nPut simply, **validated learning is the practical aspect of the basic principle of the lean startup approach.** By repeatedly testing and validating your product ideas with the target audience, you can hone your product with maximum efficiency and minimum effort, reducing the possibility of committing to a dead end development. In other words, test before you invest.\n\n*\\* Winston Churchill, 1948*\n\n**Interested in outsourcing?** See the [benefits of hiring a development team](https://www.boldare.com/blog/benefits-of-hiring-development-team/)!"}],"job":null,"photo":null,"slug":null,"cover":"/img/team-at-work-1440.jpg","lead":"**Arguably, nothing changes without learning. There’s no progress, no growth, no improvement without it.** As the saying goes, “Those who fail to learn from history are condemned to repeat it.”* Any development endeavor that seeks to be better/faster/more must include learning in its process, and taking a lean startup approach to business is no exception.","templateKey":"article-page","specialArticle":false,"isNewWork":null,"isNewNormal":null,"service":null,"settings":{"date":"2022-12-08T14:17:14.624Z","slug":"lean-startup-validated-learning","type":"blog","slugType":null,"category":"Digital Product","additionalCategories":["Digital Product"],"url":null},"author":"Anna Zarudzka","authorAdditional":null,"box":{"content":{"title":"Lean Startup Series: Validated Learning","tileDescription":"Arguably, nothing changes without learning. There’s no progress, no growth, no improvement without it. As the saying goes, “Those who fail to learn from history are condemned to repeat it.”* Any development endeavor that seeks to be better/faster/more must include learning in its process, and taking a lean startup approach to business is no exception.","coverImage":"/img/team-at-work-1440.jpg"},"coverImage":null}},"id":"05f28b4e-5320-595c-b7b3-d147bc0bb129"}},{"node":{"excerpt":"","fields":{"slug":"/blog/our-holacracy-experience-what-it-is-and-why-it-works/"},"frontmatter":{"title":"Our Holacracy Experience - what it is and why it works","order":null,"content":[{"body":"I’m always looking for new management solutions in my businesses, some better ways to always be a step ahead of the changing environment.\n\nIn 2017, after some months’ careful thought, consultation and discussion, **we embraced holacracy** as a way of flattening the structure and sharing out the power and responsibility.\n\nIn this article, as co-CEO and co-founder of Boldare (merger of XSolve and Chilid), I’ll share our **change journey to a more open, collaborative and creative organization.**\n\n![Holacracy](49638967357_22fc026663_k.jpg \"Magda and Patrycja - Talent Selection Team at Boldare\")\n\n## What is holacracy in business?\n\nFirst coined by Arthur Koestler in 1967, the term \"holacracy\" is seen as a combination of “holistic” and “democracy”. More recently, the concept has been fleshed out and popularized by Brian Robertson, based on his experiences as CEO of a software development company.\n\n### Holacracy’s key features are:\n\n* Flatter organizational structures\n* Diffused decision-making\n* Power-sharing\n* Agile responses to changes\n\nAnd yes, that last point refers to the agile framework for software development and project management which we’ve been using for years as our operations basics. In that sense, for us, holacracy was a (quantum) leap forward in the direction we were already traveling in.\n\nBefore I tell you more about holacracy in action, let’s consider the most important question: “why?”\n\n## 3 reasons WHY holacracy’s time is now:\n\n### 1. The world is changing.\n\nIn fact, it’s already changed. The AI revolution is coming and work will never be the same.\n\nOxford University researchers are already predicting that in the US, two-thirds of workers will be replaced by [AI within the next 20 years](https://www.techrepublic.com/article/two-thirds-of-office-workers-think-their-job-will-never-be-replaced-by-ai/). The list of jobs no longer available to humans will grow.\n\nWe won’t become obsolete but **we will see a shift towards work and tasks that require more human capacities** — creativity, innovation and emotional engagement — and that shift requires a more stimulating workplace. This is the point I made at the beginning about environment.\n\nWhen an environment changes radically, it’s pointless to continue operating in the same way. It’s like a fish still trying to breathe water after landing on the ground. Instead, what’s required is **rapid adaptation to the new surroundings.**\n\nIf your business is structured along traditional hierarchical lines, your competitive advantage will be steadily eroded as your **competition adopts cultures that are more supportive of creative behaviors** from its flesh-and-blood workforce. In other words, old-style hierarchical management no longer works (if it ever did!)\n\n![Holacracy companies](49638686036_f56ebe85cc_k.jpg \"Piotr Majchrzak, Boldare co-CEO\")\n\n### 2. The Millennials are here!\n\nAs a recent Forbes article put it, the Millennial generation is now in the [“economic driver’s seat”](https://www.forbes.com/sites/sarahlandrum/2018/01/26/millennials-want-holacracy-in-the-workplace/#1de6276a23ae). The values, needs and requirements of this latest age group to enter the workplace are now a dominant force. And generally, Millennials are not keen on traditional, formal power structures.\n\nTraditional hierarchies and rigid responsibilities are out, flexibility and full participation are in. Ignore this fundamental change at your peril.\n\n### 3. Information is everywhere.\n\nInformation wasn't so easy to share and cheap to store. Before the so-called Digital Age and the instant dissemination possible with the Internet and our modern communication tools, individuals were the repositories of knowledge and expertise.\n\nAccessing and sharing information was a really slow, often one-to-one process.\n\nThe classic hierarchical organizational structure comes from a time of limited information flow; a time when the vast majority of the workforce was unskilled, often illiterate. In such an environment, restricting decision-making to those ‘in the know’ was logical.\n\nBut today’s highly-skilled and educated workers work in an environment in which information is democratized, widely distributed and easily available. They have all they need to do their own decision-making.\n\n![Benefits of holacracy](28186099659_bf0f709dc4_k.jpg \"Boldare Team people at work\")\n\n<RelatedArticle title=\"Holacracy in a nutshell: everything you should know if you run a company\" />\n\n## How does holacracy work day to day?\n\n**First of all, a holacratic organization has a greatly different structure to a traditional set up. Company structures are much more complex than organizational charts would suggest.**\n\nAside from the official network of job titles and responsibilities, most companies have informal power structures based on internal politics, favoritism, and personal relationships.\n\nThese are usually the real barriers to performance and progress. The key features of holacracy are as follows:\n\n### Roles in holacracy companies\n\nHolacracy brings with itself a **set of clear rules relating to governance** that enable a workforce to sidestep this kind of complexity.\n\nInstead of job titles, there’s a **strong focus on the roles** that people take on within the company, specifically, the purpose and aim of each role, and its associated specific accountabilities.\n\n**Clarity is key.** Every task or project assigned to an employee must be within the accountabilities of their role. Should a role be large enough to require more than one person, then each must be clearly defined and distinct.\n\nWithin these defined boundaries each employee has the freedom and, most importantly, the power to **make independent decisions without consultation.**\n\nOf course, discussion is encouraged (demo-“cracy”, remember?) but each individual has real power. In other words, there’s **no longer need to constantly gain permission** and freed of such traditional dependencies, the employee begins to work more proactively.\n\n### Circles\n\nIn holacracy, employees form **teams known as “circles”, independent and self-governing units** with clear responsibilities set by themselves.\n\nTo ensure the right amount of direction, each circle has a **“Lead Link”** whose role includes the circle’s overall strategy (ensuring a common alignment of purpose within the circle) and resource allocation.\n\n![Holacracy is about empowering people ](team_work_during_product_discovery_workshops.jpg \"a scrum team at a product discovery workshop at Boldare\")\n\n### Meetings in a holacratic organization\n\nThere is no rigid timetable or structure for communication in a holacratic organization. However, one fundamental recommendation is that circles hold regular “**Tactical Meetings”, focused on operational issues** relating to assignments and projects, associated metrics, and any problems that require tackling.\n\nAnother must-have is the **“Governance Meeting”,** held when it’s necessary to deal with organizational structure issues such as adding, removing or changing roles or accountabilities.\n\nLikewise, circles may be created or dismantled according to project and/or company needs.\n\n![Holacracy business circle meeting](sprint_retrospective_at_boldare.jpg \"business circle meeting\")\n\n## The wider benefits of holacracy\n\nSo far, this might all sound a little too good to be true, right? You might be wondering what are the risks? For example, are people really engaged and motivated by all this individual responsibility?\n\nIn fact, they are. Not only is this our experience at Boldare, but some of the latest research has shown that while salary and remuneration is important to people, the **real day-to-day motivators of great performance are**: meaningful work, ownership of that work, rising to a challenge, and just the joy of being creative (for more on this, see the excellent TEDx Talk by behavioral economist, Dan Ariely).\n\n![Holacracy company](The_6_Biggest_challenges_of_software_outsourcing.jpg \"Boldare employees on a brainstorm\")\n\nAt Boldare, our experience so far (with no sign of that experience changing) is that holacracy has been nothing but beneficial for our company and the results we get; for example:\n\n### Employee engagement\n\nEngagement is a direct result of taking responsibility. The system of roles and accountabilities and empowered decision-making is incredibly effective.\n\nThe secret is the clear delineation of roles so that each person can fulfill their purpose undisturbed, as much as possible, by others. As long as their **decisions are in the interest of both company and circle**, and don’t impact on the work of others, they’re free to proceed.\n\nEven better, although each circle has a Lead Link, employees are not responsible to a traditional manager. Performance is monitored and reviewed by their peers in the circle.\n\n### Quicker competence\n\nWith the greater transparency of holacracy comes faster onboarding of new hires. From day one, **it’s clear how the company operates and is governed.** It’s much easier for newbies to settle in and start contributing.\n\nThat’s great performance-wise but it’s also good for morale all round.\n\n### Better decision-making\n\nPossibly the most important plus is the increased speed and agility of decision-making. By vesting **so much power in the roles**, individuals can act instantly.\n\nThere’s no bureaucracy, no need to wait on a decision further up the line. This power-sharing principle lies at the very heart of holacracy.\n\n![Power sharing holacracy](How_to_pitch_your_CEO.jpg \"roles catching up with their accountabilities during a governance meeting\")\n\n### Less overheads\n\nMaybe the most obvious benefit is financial savings from the reduced management overhead.\n\n**A traditional governance hierarchy is expensive to maintain** but with responsibility for strategy and decisions disseminate among individual roles, the management costs can plummet.\n\nThe reality is, in today’s business environment, with today’s workforce, and today’s access to information, **the holacratic approach encourages:**\n\n* Greater empowerment of individuals.\n* More thought leadership at all levels.\n* More and better ideas.\n* Engagement across the whole workforce.\n* Easier collaboration for stakeholders.\n* Advancement on pure merit, as opposed to seniority or tenure, etc.\n* An organizational culture that is influenced by the many rather than being set by the few.\n\n## Finally…\n\nI accept that it’s early days yet for Boldare and the only real test of whether **holacracy is the right management solution** for us will be time and results.\n\nWhat I can say with fear of contradiction is that coming from an agile background, holacracy fits our culture like a glove.\n\nAnd what’s more, it has so far given us enhanced employee engagement, and the built-in principles of **self-organization and self-management supporting our people to reach their full potential.**\n\nI really believe that giving up the power and control normally vested in the CEO role may have been one of the smartest (and most productive) decisions of my career.\n\nDo you like what we do in Boldare and how we're formed? Reach out to us. We’d love to help you with your career or your business."}],"job":null,"photo":null,"slug":null,"cover":"Boldare_office_in_Gliwice_-_holocracy_in_practice.jpg","lead":"You know the old design dogma \"form follows function\"? When it comes to organizational design, life is a little more complex. Alongside ‘function’, the other big influencing factor is ‘environment’. After all, the basic function of any business — produce an excellent product, offer a first-rate service — may remain the same but the world in which we operate is constantly changing. It is basically an evolution: change or die.","templateKey":"article-page","specialArticle":false,"isNewWork":null,"isNewNormal":null,"service":null,"settings":{"date":"2020-06-09T10:04:00.915Z","slug":"our-holacracy-experience","type":"blog","slugType":null,"category":"Holacracy","additionalCategories":["People","Agile","Organization"],"url":null},"author":"Piotr Majchrzak","authorAdditional":"","box":{"content":{"title":"Our Holacracy Experience - what it is and why it works","tileDescription":"You know the old design dogma, form follows function? When it comes to organizational design, life is a little more complex. Alongside ‘function’ the other big influencing factor is ‘environment’. After all, the basic function of a business — produce an excellent product, offer a first-rate service — may remain the same but the world in which we operate is constantly changing. It’s basic evolution: change or die.\n","coverImage":"Boldare_office_in_Gliwice_-_holocracy_in_practice.jpg"},"coverImage":null}},"id":"3fb64bf8-1cd7-5901-9c1f-a3f910eb6837"}},{"node":{"excerpt":"","fields":{"slug":"/blog/how-to-build-an-efficient-software-development-team-during-a-crisis/"},"frontmatter":{"title":"How to build an efficient software development team during a crisis? ","order":null,"content":[{"body":"In the previous article in the series – [Risk management for software development](https://www.boldare.com/blog/risk-management-strategies-for-software-development/) – we focused on the six specific risks to your digital product development projects, especially those risks associated with remote working and dispersed teams. \n\nThis third and final article looks at distributed teams, an increasingly common way of developing software, especially in the current global business environment. Here, we draw on solutions and strategies around team building and performance based on Boldare’s 16 years of expertise in creating award-winning digital products remotely.\n\n<RelatedArticle title=\"Risk management strategies for building software in a complex and chaotic environment\" />\n\n## The importance of people and the need for agile teams\n\n**If there’s one universal effect of COVID-19, it’s that it made the world spin faster.** The business environment changed, almost overnight, and that rate of change will continue as long as we’re in this crisis… and who knows for how long past it. Initiatives and strategies that we used to spend years on must now literally be done in weeks, or risk being obsolete.\n\n**Any company that fails to adapt to this “new normal” is facing an existential threat**. What does this mean? \n\nIt means learning and operating on the fly – we simply have insufficient data and time for formulating and rolling out detailed plans. Welcome to the ‘new normal’.\n\nRight now, we’re operating on the border **between complexity and chaos**. It’s difficult to predict and plan, everything seems to be dependent on everything else and looking ahead, the future parameters of business are uncertain. What’s the key to success in such an environment? \n\n![Risk management - between complexity and chaos](Risk_management_-_between_complexity_and_chaos.png \"Risk management - between complexity and chaos\")\n\nPut simply, it’s the same as it ever was: people. BUT… you need to equip your people (employees, external partners, stakeholders, customers…) with flexible frameworks and processes; give them broader accountability and freedom to act; distribute your decision-making; all so they can navigate a project through the complexity and chaos that surrounds us.\n\nIn software development, the proven methodologies in such circumstances (also in “normal” circumstances and Boldare is a vivid example of this statement) are [agile](https://www.boldare.com/blog/agile-vs-waterfall/). At Boldare, [we use scrum](https://www.boldare.com/blog/building-apps-using-scrum-development/) in our digital product development. What does it mean for us, practically speaking?\n\nShort sprints mean delivery of a new, testable product iteration every one or two-weeks. A team that plans, designs, develops and tests in rapid, focused  bursts is capable of quickly responding to fresh information and the latest changes, pivoting its efforts to maintain a constant focus on the goal: **a high-quality, relevant digital product that meets both your business and user needs**.\n\nThis means that we plan together, deliver regular working product iterations and we are always ready to change the plan when necessary. And this kind of approach is an important ingredient of thriving, especially during such hard times. \n\n<RelatedArticle title=\"Building successful apps using scrum development\" />\n\n## What is an agile team?\n\nAgile approaches and methodologies are usually talked about in relation to companies or projects, but on a day-to-day basis, it’s the team that is the foundation of any agile organization. \n\nSo-called ‘traditional’ teams are structured, hierarchical, role-driven (and restricted) with a clear leader or manager responsible for decision-making and direction. Let’s be clear, that doesn’t work in a complex bordering on chaotic environment.\n\n![Traditional teams versus self-organizing teams](Traditional_development_teams_versu_agile_development_teams.png \"Traditional teams versus self-organizing teams\")\n\nSo, if you’re putting together an agile team, what should it look like?\n\n* **Small** – Ideally no more than nine people. You want to maximize the different points of view but minimize the time for synchronization. Simply speaking, more team members mean longer meetings.\n* **Cross-functional** – The concept of a different person for each role is in the past. Ensuring multiple areas of expertise means the team has everything, and everyone, necessary to achieve the goal. At Boldare, we always aim to include a product designer on each software development team, so we are sure that we have various points of view during the meetings.\n* **Self-organizing** – A truly agile team is internally managed, not solely responsible to (and therefore controlled by) a team leader or project manager; the team’s structure is as flat as possible rather than hierarchical. It doesn’t mean that there’s no responsibility - quite the opposite, every team member is responsible.\n* **Goal-focused** – The unifying factor is the focus on one specific thing to achieve, keeping the team organized and focused on goal-relevant work.\n\nNow, let’s look at the three key techniques we use to build our agile development teams at Boldare.\n\n<RelatedArticle title=\"Surviving the storm - the risk management strategies for software development\" />\n\n## Creating agile teams - Day Zero technique\n\nClassic team building theory tends to quote Bruce Tuckman’s famous **forming-storming-norming-performing** model. In the past, getting a group of people to the performing stage and delivering value could take weeks. However, in a changing world, the team may need to change direction several times in that same time period. The Tuckman model still applies to agile team development, it just needs to happen faster. \n\n![Forming-storming-norming-performing model](forming-storming-norming-performing_model.png \"Forming-storming-norming-performing model by Bruce Tuckman\")\n\nAt Boldare, before we start working with any client on their product, we spend one or two highly intensive days to mold the team into shape. We call this exercise, Day Zero.\n\nThe main goal of **Day Zero** is to rapidly equip the development team and scrum master (who facilitates the scrum process) with everything they need to deliver value from the first project sprints onwards. The whole event is focused on using interactive exercises to create a common understanding of the most important project issues. The key areas are:\n\n* **Getting to know each other** – Not only what each team member is bringing to the table, but also sharing what they need to learn and connecting them to someone who can support that learning.\n* **Investigating the business problem** – Understanding the client, their business and their goals; not just the ‘what’ of the product that will be developed but also the ‘why’.\n* **Agreeing roles and processes** – Both within the team and also in terms of how the team will interact and fit with the bigger picture (e.g. within a range of digital products or a series of connected projects).\n\nThe constant theme throughout is creating a team with a tight focus on a specific product. As a summary of Day Zero, we create a ‘team canvas’, a visual representation and constant reminder of the team, its purpose, roles, values, rules, strengths and weaknesses. This is how the “team canvas” might look:\n\n![Creating remote software development teams](People_Canvas.png \"Team canvas - one of the exercises used to creating a team\")\n\n## Creating agile teams - the product discovery workshop technique\n\nThe next key stage is to bring the client into the team and the ideal point is when we are exploring in detail the product to be developed. We do that by getting the team and the client representative (the product owner) together for a product discovery workshop: a two-day event with the goal of developing a shared understanding of the digital product that will address the original business problem. The outcomes are:\n\n* The team takes its first shared steps towards creating something great.\n* The client gets to know the team and sees first-hand that they have the necessary skills and knowledge and can ask difficult questions and challenge the status quo.\n* The project is now working to a detailed and agreed plan how to achieve its goal.\n\nFor more details and pro tips, read our article about what happens in a [Boldare product discovery workshop](https://www.boldare.com/blog/how-do-you-make-first-product-discovery-workshops/).\n\n<RelatedArticle title=\"Event storming or product vision? Discover workshops that will help to build your next app\" />\n\n## Creating agile teams – The sprint retrospective meeting technique\n\nHaving laid such strong foundations, it’s important to continue to develop the team while you develop the product, honing performance throughout the project. Our use of the scrum methodology gives us an ideal tool to do just that.\n\nIn **scrum**, at the end of every sprint, the team (including the scrum master and the product owner) take part in a [sprint retrospective](https://www.boldare.com/blog/what-is-a-sprint-retrospective/); a meeting with the goal of reviewing how the team is working together. To be clear, the retrospective meeting does not review the product increment that was produced during the sprint, it focuses on how that increment was produced. The [sprint retrospective meeting](https://www.boldare.com/blog/what-is-a-sprint-retrospective/) looks at productivity, processes, tools used, people and relationships – all through a positive lens of three, crucial questions:\n\n* How did we do?\n* What did we do?\n* How can we do it better?\n\nAnswers can be later transformed into actionable tasks that can help to improve the work of the team during the next sprint. It’s important to try to change declarations and ideas into such tasks - this way it’s possible to improve performance in real terms and not just talk, without commitment. \n\nFor more details and pro tips, read our guide, What is a sprint retrospective.\n\n> Scrum helps a lot to organize communication… the meetings keep things on the go.\n>\n> Issam Al Najm, CTO, Ionoview, MATIC\n\n<RelatedUniversalBox title=\"How to scale a monolithic MVP application without losing business?\" url=\"https://www.boldare.com/work/case-study-ionoview/\" type=\"case study\" image=\"img/ionoview-hd.jpg\" />\n\n## Agile teams – the cultural context\n\nStrategies and techniques are great (essential, in fact) but as Peter Drucker famously said, “**Culture eats strategy for breakfast,**” and it’s equally essential to build the kind of culture that keeps your team  - and project – agile.\n\nGoogle’s Project Aristotle research found that the most important factor influencing how a team works together is psychological safety; i.e. that it’s safe to take risks, ask questions, suggest new ideas, admit mistakes, etc. \n\n* A team that feels psychologically safe will learn from mistakes more quickly, make bolder, more confident decisions, and perform at a higher level. At Boldare, we find people feel psychologically safe when:\n* They have a sense of meaning.\n* Their talents are fully utilized.\n* Share a sense of belonging.\n* They trust their teammates.\n\nThere are many ways to create **psychological safety –** here are four we’ve found to be highly effective at Boldare.\n\n**Effective facilitation** – With a flatter, self-organizing team structure, direction and guidance (and a sense of meaning!) comes via facilitation rather than a traditional ‘boss’ figure; especially during team meetings and events. This facilitator is often the scrum master, helping to build, reinforce and encourage the team’s collaboration.\n\nThe team makes its own decisions, agreeing the priorities that will achieve the project goals, and how those priorities can best be delivered. The facilitator helps keep that decision-making process on track, assisting the team in ‘joining the dots’; guiding the team to avoid unproductive or off-topic discussion, for example. \n\nDuring the project, this role is influential in building the team’s ways of working, avoiding unnecessary complexity. To refer back to the classic Tuckman team **development process**, the facilitator helps the team agree and stick to their norms simultaneously with delivering product increments.\n\n> The key is mutual accountability – team members are all accountable to each other; not just a manager.\n>\n> Issam Al Najm, CTO Ionoview, MATIC\n\nMaking room for everyone to contribute – In an agile team, it’s not enough just to know your colleagues, the agility comes from understanding and respecting each other’s different points of view. One very effective meeting technique we use to encourage this is called Rounds. In a round, you simply go round the team, allowing each individual person to express their perspective on an issue. (Yes, this can be daunting or even stressful for some people but that’s where good facilitation comes in!)\n\n![Agile teams – the cultural context](Boldare_team.jpg \"Agile teams at Boldare\")\n\nFor example, you can do a **check-in round** at the start of a meeting to establish the differing moods of the group. A reaction round allows you to gather the full range of thoughts on a specific issue or question. A check-out round summarizes what people are taking away from the meeting. It can be as simple as asking a question and then ensuring everyone has a chance to answer. But don’t be fooled by its simplicity, this technique can be invaluable for building mutual understanding and appreciation within an agile team.\n\n**Providing space for learning** – The learning process is fundamental to building and utilizing everybody’s talents in a team. The abovementioned retrospective meetings are an important method of a team learning after every sprint. In addition, as part of our approach to encouraging rapid learning during a project, we use half-day team feedback workshops, structured according to the team’s needs and the requirements of the project. The benefits include greater clarity of communication and enhanced appreciation of each other’s talents. The learning process helps build the necessary psychological safety within the team and also builds personal and social bonds.\n\nInterestingly, when we started using this technique, we naturally conducted the workshops face to face, with the whole team physically together. In the current circumstances, that’s no longer an option but we are finding these events are just as powerful when done at a distance, using videoconferencing!\n\n> You have to have this culture where you are safe to learn in the team… you can ask whatever you want.\n>\n> Issam Al Najm, CTO, Ionoview, MATIC\n\n**Establishing rituals** – Every team has its rituals. That shared coffee break or watercooler chat can often be one of the strongest unconscious connections between team members. What can be even more powerful is to establish such rituals consciously, deliberately creating casual activities that bring teammates together. And the great thing about rituals is, you can be creative.\n\nFor example, at **Boldare, we set aside a little time at the end of the week to complain**. Just some space to let off steam (with respect, of course) about the things that have bugged you that week. No need to be constructive, just get it off your chest – you’ll feel better. Another fun one is the weekly ‘magic question’: choose a question from the list – What superpower would you like to have? What is the bravest thing you’ve ever done? etc. – and everyone answers it; a great way to connect and have fun with colleagues. Connection and fun that then acts as a turbocharge for the team’s performance.\n\nSee other articles from the \"**Risk management**\" series:\n\n* [Risk management strategies for building software in a complex and chaotic environment](https://www.boldare.com/blog/risk-management-strategies-for-software/)\n* [6 risk management strategies for software development](https://www.boldare.com/blog/risk-management-strategies-for-software-development/)\n* [You need a Next-Gen company in your risk management strategy](https://www.boldare.com/blog/you-need-risk-management-strategy/)\n\n## Agile is the solution\n\nFor software and digital product development, **distributed teams are becoming the norm**. It’s a norm that is unlikely to change when the crisis abates, so supporting teams from a distance is now a key business competence – a survival trait, in fact. While the project’s focus is always on the product – the end goal – that product is delivered by the team. And that team needs to be agile.\n\n**Team agility is no accident**. It’s a quality and culture that can be deliberately created and carefully nurtured using specific techniques and tools, such as the ones highlighted above that we use at Boldare with all our clients’ projects. Your success in developing agile teams will be a determining factor in how your business emerges from the current crisis, the focus of our Crash Course series. \n\nThe **Crash Course webinars**, articles and other materials reflect our firm belief that a digital transformation strategy is the best way to come out of this crisis thriving, and not just surviving."}],"job":null,"photo":null,"slug":null,"cover":"Agile_team_building.png","lead":"**As the pandemic crisis continues, the only certainty is … the lack of certainty.** Businesses seem to be adopting one of three basic strategies. **First**, do nothing, wait and hope (risky!). **Second**, cut everything you can and aim to rebuild later (more likely to survive but at what cost?) **And third, actively plan for the new world as it emerges (the most likely to see you thrive but let’s not underestimate the difficulty).** It’s with this last strategy in mind that Boldare put together our three-part Crash Course webinar series, “**How to manage risks, web products & software teams in a recession**” to help businesses get inspired and get the tools they need to shape their future.","templateKey":"article-page","specialArticle":false,"isNewWork":null,"isNewNormal":null,"service":null,"settings":{"date":"2020-05-12T06:44:02.876Z","slug":"building-software-development-teams-during-crisis","type":"blog","slugType":null,"category":"Strategy","additionalCategories":["Future"],"url":null},"author":"Paweł Kański","authorAdditional":null,"box":{"content":{"title":"How to build an efficient software development team during a crisis?","tileDescription":"As the pandemic crisis continues, the only certainty is … the lack of certainty. Businesses seem to be adopting one of three basic strategies. First, do nothing, wait and hope (risky!). Second, cut everything you can and aim to rebuild later (more likely to survive but at what cost?) And third, actively plan for the new world as it emerges (the most likely to see you thrive but let’s not underestimate the difficulty). It’s with this last strategy in mind that Boldare put together our three-part Crash Course webinar series, “How to manage risks, web products & software teams in a recession” to help businesses get inspired and get the tools they need to shape their future.","coverImage":"Agile_team_building.png"},"coverImage":null}},"id":"9f58a957-1aa7-5998-a03e-983ac836bae9"}},{"node":{"excerpt":"","fields":{"slug":"/blog/guide-to-efficient-sprint-review-meetings-1/"},"frontmatter":{"title":"Guide to Efficient Sprint Review Meetings","order":null,"content":[{"body":"## Scrum sprint - a quick recap\n\nIf you want to know more about Scrum itself, take a look at this article: [Building successful apps using Scrum development](https://www.boldare.com/blog/building-apps-using-scrum-development/). Meanwhile, here’s a quick recap of what a Scrum sprint is.\n\n**A sprint is a short period of a project in which a new working iteration or increment of the product (i.e. a new feature or functionality) is created.** In essence, a sprint is a kind of ‘mini-project’ within the greater whole, and much of the efficiency of the Scrum process comes from each sprint having its own planning and review stages.\n\n**The end of each sprint is followed by two meetings of the project team**, the retrospective and the review (more on the differences between the two can be found below). For advice and tips on running great sprint retrospectives, see our article: [What is a sprint retrospective](https://www.boldare.com/blog/what-is-a-sprint-retrospective/) to learn all you need to know to get started with sprint reviews.\n\n<RelatedArticle title=\"The great dilemma. Agile or waterfall?\" />\n\n## What is a sprint review?\n\nReview literally means to take another look at something. In scrum-powered software development it means, to take a look at the product increment the scrum team has produced and compare it to what the team agreed to aim for in the planning session before the sprint started.\n\n**So, what is the scrum team doing exactly during the sprint review?**\n\n* Examine the product increment.\n* Compare it to the ‘[definition of done](https://www.boldare.com/blog/definition-of-ready-and-backlog-refinement-process/)’.\n* Give and discuss feedback.\n* Adjust or amend the product backlog, where necessary.\n\n### Sprint review vs retrospective – how do you know which one you’re in?\n\nEach sprint ends with two meetings of the scrum team to spend some time looking back (in order to inform and guide looking forward to the next sprint) but what’s the difference, exactly? The answer is that the two meetings focus on different facets of the finished sprint.\n\nSprint retrospectives are dedicated to examining the process (how did we get here, and can we do it better next time?) whereas the **sprint review looks at the product itself** (where are we, and is that where we wanted to be?)\n\n## Key questions for efficient sprint reviews\n\n### Who should attend a sprint review meeting?\n\n**This is an easy one: everyone who is directly involved**. In other words, the scrum team, consisting of the [product owner](https://www.boldare.com/blog/agile-product-owner-roles-and-responsibilities/) (especially for feedback and insight into how the increment does or does not address user and business needs), the [development team](https://www.boldare.com/blog/benefits-of-hiring-development-team/) (to present and discuss the increment they’ve been working on for weeks), and the scrum master, whose role is to ensure the sprint review meeting takes place and facilitate where necessary to keep the meeting focused on the product and not on the process or other aspects of the project.\n\nAlso, **the product owner may invite key stakeholders**, those able to offer specific and useful feedback on the product increment.\n\n### How long should your sprint review meeting be?\n\nHow long was the sprint review? Here at Boldare, we usually work in two-week sprints as we find that time-box to be a good combination of productivity and speed. However, **this is something each scrum team should define on their own. The general Scrum rule is that the review meeting should take around one hour for every week of the sprint.**\n\n### What outcome are you aiming for?\n\n**At the end of your sprint review meeting, you should have a revised and refined product backlog** with user stories and tasks that reflect the current state of the project. That updated backlog then forms the basis of the next sprint planning session, at which the scrum team decides on which tasks to tackle in the next sprint.\n\n<RelatedArticle title=\"What’s the difference between a product backlog and a sprint backlog?\" />\n\n### What is the role of the scrum master?\n\nThe [role of scrum master](https://www.boldare.com/blog/what-is-a-scrum-master-role-and-difference-between-manager/) can often be misunderstood, especially in relation to planning, review, and retrospective meetings. In many software development projects, it’s assumed that the scrum master is effectively the ‘team leader’, responsible for driving the project forward, organizing the meetings, and then actively chairing them, sticking to a rigid agenda. That can work. But the Scrum framework doesn’t require it.\n\n**According to the Scrum Guide, when it comes to sprint review meetings, “The scrum master ensures that the event takes place and that attendees understand its purpose. The scrum master teaches everyone involved to keep it within the time-box.”** Nothing about leadership there, however, a scrum master has to be self-confident and strict at times, when it comes to the execution of scrum rules. But this is definitely a topic for another time.\n\nEqually, although the Scrum Guide indicates that the product owner should take the lead on discussing the product backlog and the impact of the current increment and that the development team is there to present the increment and discuss the work of the sprint, there’s no mention of leadership there either.\n\n<RelatedArticle title=\"Sprint Retrospective ideas for Scrum Masters and Agile Coaches \" />\n\nThis should be no surprise because Scrum is not a particularly hierarchical approach. Yes, the individual roles are clear. However, **the scrum team is free to decide for itself on specific questions of leadership, such as who runs a sprint review meeting?**\n\nHere at Boldare, we prefer a less leader-focused approach, with an emphasis on personal responsibility for individual tasks and collective responsibility for how we work as a team. The scrum master is there to guide, assist, and be a source of expert (Scrum) knowledge. But wherever possible, the lead is taken by the dev team, helping create a culture of commitment and delivery for the project.\n\nWe work without a dedicated project manager, ensuring our customers have direct contact with the whole development team instead, without proxies. While it may sound subversive, we celebrate this [radical transparency](https://www.boldare.com/blog/how-radical-transparency-can-improve-business/) and feel that our partners appreciate such an approach. To read their detailed opinions, visit our [Clutch profile](https://clutch.co/profile/boldare).\n\n### What are the common sprint review problems to consider?\n\nLet’s be clear, these ‘problems’ are not really review-related, more issues with the project as a whole. However, if your sprint review is doing what it should, then as you discuss the product increment and backlog, some wider issues may emerge:\n\n* Work is not completed during the sprint because the sprint goal was too ambitious or impractical.\n* Previous sprints and decisions have left the dev team with too much [technical debt](https://www.boldare.com/blog/technical-debt-building-future-proof-digital-products/).\n* Insufficient time is being allocated for debugging, thus introducing problems into the code.\n* Priorities are changing mid-sprint (probably via the product owner) leading to inefficient working and use of resources.\n\nNaturally, if any of these points come up, they must be addressed before the next sprint. Though some are planning issues to be discussed in the next sprint planning session.\n\n## Sprint review meeting agenda\n\nTo help you understand better how a review meeting can unfold, **here’s an exemplary sprint review meeting agenda some of our teams are using:**\n\n**Attendees of sprint review:**\n\n* Scrum master;\n* Product owner;\n* Development team.\n\n**Sprint review agenda:**\n\n1. **Check in** - A few words regarding our expectations of each other. This should help us conduct a better review because we will be aware of what everyone would like to hear and/or discuss. Also, it might help if emotions were high during the previous sprint.\n2. **Sprint Goal discussion** - Did we manage to achieve the sprint goal? And what are the consequences. This discussion is intended to provide a basis for further discussion during the review, retrospective and planning meetings.\n3. **Demo Session** - The sprint increment is presented and stakeholders can ask questions and provide feedback - which, in turn, will be taken under consideration when inspecting the product backlog (e.g. by addressing changes in priorities or scope).\n4. **Sprint scope summary:**\n\n* **Update regarding finished tasks** - If there is something worth mentioning which wasn’t covered during the demo session.\n* **Update regarding unfinished tasks** - Why we weren’t able to fulfill what we aimed to achieve, what kind of problems we are facing right now, how we are trying to deal with them, and decisions about next steps on these issues (abandon, reduce the scope, or continue work) and how they will impact on the next sprint.\n* **Comments** - Clarification or seeds for discussion during the retrospective meeting.\n\n5. **Product Metrics** - Update regarding product metrics, including whether have we received any feedback regarding the features we have delivered in previous sprints?\n6. **Process Metrics** - The scrum master presents those metrics related to process and provides the team with analysis for  discussion.\n\n<RelatedArticle title=\"Building successful apps using scrum development\" />\n\n## Sprint review best practices\n\nEffective sprints are as much about attitude as they are about efficient scrum processes. **Consider the following sprint review best practices:**\n\n1. **Bring the team together (even if not physically…)** – Many, many scrum projects are carried out by distributed or remote teams. Implicit in everything we’ve said about sprint review meetings is the need for clear, honest and open communication across the whole scrum team – developers, quality assurance specialists, business analysts, the product owner, and scrum master. Maybe they’re in different cities, or countries… or time zones. Make the most of video-conferencing and other information-sharing technologies to bring everyone together in the same virtual space, if a physical space isn’t practical.\n2. **Focus your team culture on delivery** – What is your scrum team’s motivation? Are team members focused on the delivery of a great product that completely addresses user and business needs? How do you know?\n\n* Are the backlog and user stories well-defined and clear?\n* Do you have systems and standards that actively encourage quality work?\n* When you agree an increment is ‘done’, is it really or does it technically meet the team’s agreed definition of done and yet later in the project you’re finding bugs that must be dealt with, costing you time and resources?\n* Culture is foundational. In a sense, a delivery-oriented team culture is more important than any single Scrum element – the team’s culture and ways of working together underpin (or not) everything else.\n\n3. **Remember to celebrate** – Pretty much any project approach or methodology will tell you the importance of acknowledging and celebrating the team’s achievements – not least as a means of regularly topping up the team’s motivation reserves. In addition to the product-focused perspective, sprint review meetings are ideal opportunities to celebrate the latest iteration together and give credit where it’s due. **After all, the sprint review is a chance to show off the team’s hard work.**\n\n<NewNormalBanner id=\"newnormal-banner-click\" />\n\n## Sprint review checklist\n\nFor greater efficiency, it’s better when the team is fully prepared for the sprint review. **Here are some sprint review tips to consider before your next (or first) meeting:**\n\nThings to consider before the review meeting:\n\n* **‘Housekeeping’ issues** – consider your practical needs: a room, equipment (including technology that brings everyone together), refreshments, maybe even catering…\n* **Have an idea of the structure the meeting will take**; e.g. presentation of the product increment, response from the product owner (and stakeholders, if any); wider discussion by the whole team; agreement on action points… Do you need a formal agenda or not?\n* **Roles** – what specific functions is everyone expected to fulfil (including the scrum master – see above).\n* **What preparation does everyone need to do?** What information or understanding do they need to have in advance in order to contribute positively to the review process.\n\nActions to take during the sprint review:\n\n* The product owner identifies what from the backlog has been ‘done’ or not.\n* The dev team demonstrates the ‘done’ increment, answering any questions about what it is and how it works. The dev team also identifies any difficulties or pain points during the sprint.\n* The product owner discusses the current state of the product backlog, including future scope.\n* Everyone agrees what actions need to be taken as a result of the sprint review meeting. This action planning discussion will feed into the planning session for the next sprint.\n\n## Sprint review meeting in Agile - summary\n\n**The sprint review is the other side of the coin to the sprint planning meeting** – yin and yang, not only can you not have one without the other, each needs the other (at least, if you don’t have both then your Scrum process and software development project are probably doomed to something less than success!)\n\nA clear, structured, collective examination of what the sprint has produced, how that fits with the overall project goals, and what all that means for the next stage of the project helps keep your scrum team focused and motivated towards a shared objective, driving the project inevitably forward. With scrum tools even the most complex apps and digital products can be developed in an organized and coherent way."}],"job":null,"photo":null,"slug":null,"cover":"img/team-during-workshop-meeting.jpg","lead":"If you work with the scrum framework (and if you don’t yet, you should still read on!), you already know that the sprint review meeting is an essential step for software development. It’s a chance for the whole team to take a look at what they’ve produced – the latest product iteration – and ensure that the project is on track, as planned or… if it isn’t. It’s an opportunity to discuss and agree what needs to happen by way of course correction. **This article offers a guide to setting up and structuring your sprint review meetings for success.**","templateKey":"article-page","specialArticle":false,"isNewWork":null,"isNewNormal":null,"service":null,"settings":{"date":"2020-01-20T07:42:16.155Z","slug":"efficient-sprint-review-meetings","type":"blog","slugType":null,"category":"Digital Product","additionalCategories":["Agile","Agility"],"url":null},"author":"Adam Ziemba","authorAdditional":null,"box":{"content":{"title":"Guide to Efficient Sprint Review Meetings","tileDescription":"If you work with the scrum framework (and if you don’t yet, you should still read on!), you already know that the sprint review meeting is an essential step for software development. It’s a chance for the whole team to take a look at what they’ve produced – the latest product iteration – and ensure that the project is on track, as planned or… if it isn’t. It’s an opportunity to discuss and agree what needs to happen by way of course correction. This article offers a guide to setting up and structuring your sprint review meetings for success.","coverImage":"img/team-during-workshop-meeting.jpg"},"coverImage":null}},"id":"4bf64cab-35ee-552d-96c4-0b911d6c5894"}},{"node":{"excerpt":"","fields":{"slug":"/blog/building-successful-apps-using-scrum-development/"},"frontmatter":{"title":"Building successful apps using scrum development","order":null,"content":[{"body":"## What is Scrum for app development?\n\n**Let’s start with a short introduction.**\n\n**Scrum is an agile framework tailor-made for the development of apps and other digital products.** Scrum can be used to design and develop software in incremental iterations, ensuring progress at each stage. The whole approach is strictly empirical, based on experience and fact-based decision-making. No wonder that at Boldare, Scrum is our chosen solution for creating our user-centered, business-focused products.\n\n## What is Scrum development?\n\nAs an agile framework, Scrum is based on principles of transparency, inspection, and adaptation. Which is to say, transparency of process, including openness of communication, continuing inspection of both results and the ongoing process as a means of continuous improvement, and a readiness to adapt to changing circumstances, pivoting the project’s direction where necessary rather than being bound by an out of date objective or goal.\n\nTo put Scrum into context, the more traditional method of software development has been the [waterfall methodology](https://www.boldare.com/blog/agile-vs-waterfall/) which relies on detailed documentation, limits client involvement in the process, and follows a rigid structure from start to finish. Agile (and by extension, Scrum) emerged in the early part of this century as a much more flexible and fit-for-purpose alternative, capable of developing digital products in today’s ever-shifting world \n\n\n\n\n\n![Scrum mobile app development](Lean_Startup_Series_Innovation_Accounting.jpg \"Teamwork during the sprint planning\")\n\nMaking a long story short, **the agile-based Scrum enables the creation software in small instalments that are released often** (in Boldare it’s usually each week or two) **on a regular basis**. This way, we can be sure that our partners have full visibility of the whole process - from the very beginning to the happy ending: either releasing a new app to the market or putting a new set of features into the hands of the users.\n\nEverything is transparent for our partners; they can not only follow the development process proactively, but also make changes to the initial business idea at any point in the process.\n\n<RelatedArticle title=\"Agile in practice #3 - What is Scrum in Agile development?\" />\n\n### Scrum values\n\nThe Scrum Guide includes a set of core values that must underpin the work done throughout the Scrum development process:\n\n* **Courage** – to do the right thing and work on tough problems.\n* **Focus** – on each sprint and on the team’s goals.\n* **Commitment** – to achieving the scrum team’s goals.\n* **Respect** – within the scrum team and the project as a whole.\n* **Openness** – no secrets, all work and circumstances are up for conversation.\n\n### Scrum development terminology\n\nFor an exhaustive list of words used in Scrum development, the Scrum glossary on scrum.org is the place to go. For our purposes here, these are the key terms used in this article:\n\n* **Increment**: a functional, working piece of software; when added together the project’s increments form the software or digital product.\n* **Definition of Done**: an agreed statement or objective that the increment must meet to be releasable.\n* **Sprint**: a set period of time (often between one to four weeks, depending on the project’s needs) used to develop and produce an increment. The process of scrum development in a project is a series of increments.\n* **Scrum Team**: effectively, the project team, including product owner, development team and scrum master.\n* **Product Owner**: the person responsible for input on the product and business expectations within the project; this role is usually taken by the client company’s representative.\n* **Development Team**: the team creating all aspects of the product; generally includes frontend and backend developer, product designer, and quality assurance engineer roles.\n* **Scrum Master**: the guardian of the agile Scrum process, and responsible for guiding, coaching, teaching and assisting the scrum team.\n* **Sprint Backlog**: effectively, an agreed to-do list of the work and tasks to be carried out to achieve the objective of the sprint; managed by the development team\n* **Product Backlog**: similar to the sprint backlog but for the Scrum development project as a whole; managed by the product owner.\n* **Daily Scrum**: a short, daily meeting of the development team with the goal of reviewing and checking that day’s planned activity (changes are recorded in the sprint backlog).\n* **Sprint Review**: a meeting to conclude and review the work done during the sprint. The scrum team and its stakeholders assess the progress, direction and impact of the work and update the product backlog accordingly.\n* **Sprint Planning**: a meeting of the whole scrum team, together with stakeholders, to decide what can be achieved during the sprint, including setting a sprint goal.\n* **Sprint Goal:** an agreed goal for the entire team, based on tasks from the product backlog and to be delivered within a single sprint.\n* **Sprint Retrospective**: a meeting of the scrum team at the end of the sprint to review the effectiveness of the Scrum development process and agree improvements for the next sprint.\n\n**If this list seems long, don’t worry.** Scrum’s detailed nature can make it appear complicated but in reality, it is quite easy to understand. Especially if the theory is served with practical examples, and we will deliver it below.\n\n![Scrum app](MVP_development_in_practice.jpg \"Working with scrum\")\n\n### Scrum roles during application development - who is doing what?\n\nWithin the **Scrum development process**, the different roles interact so as to ensure the most efficient development process possible; for example, the product owner and any stakeholders have a great deal of input and can therefore exercise the necessary degree of control.\n\n**At Boldare, we go even further and our teams work without traditional managers.** Some of their accountabilities are fulfilled by the scrum master, and others by the self-organized, dedicated team working together. This way, we work without proxies and our customers have always direct access to their teams and their members.\n\nTo expand on the previous mention, the key responsibilities for decisions and recommendations are:\n\n* **Product backlog** (technical issues) and tracking the work (development team).\n* **Product backlog** (non-technical issues and prioritizing tasks) (product owner).\n* **Project scope** (product owner).\n* **Meeting agreed delivery dates (**scrum master and development team).\n* **The fit between development efficiency,** product quality, and the client’s expectations and/or budget limits (scrum master and development team).\n* **The Scrum development process** (scrum master and development team).\n* **Collaboration within the team** (scrum master and development team)\n\n\n\n## How Scrum works in practice - a quick overview\n\nWhat does a typical day or week look like for a scrum development team?\n\n**Let’s imagine that our team has already been working on your product for a couple of weeks.** We have already held a product discovery workshop, which means that the team knows exactly what their goals are.\n\nFor our teams, each day starts with a daily stand-up, the meeting in which each team member (usually no more than 7-8 in the team) reviews their tasks and informs the rest of the team about planned activities. This is a daily opportunity to share  details of upcoming challenges, issues and blockers. The **daily stand-up should be no longer than 15 minutes**, keeping the team focused on the project and how they need to support each toward success.\n\n**How does the team know what they should be working on?** They use the product backlog as a reference, listing the tasks (such as creating app features) that need to be done to finish the product as agreed with the product owner (who, in case of Boldare’s development process, represents the customer). However, because the product backlog as a whole is usually very complex, the team divides the workload into several, smaller sprint backlogs. All the tasks in the sprint backlog must be finished during the sprint.\n\n**Ideally, the product backlog would be a closed set of tasks that translates into app features**. This way it would be very simple to divide that main backlog into smaller (sprint) backlogs, and based on the length of those sprints we could easily estimate the time needed for the whole product (with all of the features described in the product backlog). In reality, the backlog is never (and shouldn't be!) closed, but we will talk about that later.\n\nEvery sprint is bookended by sprint planning, a sprint review, and a sprint retrospective.\n\n<RelatedArticle title=\"Lean Startup Series: Vanity Metrics vs. Actionable Metrics\" />\n\n## In Scrum development, sprint planning is key\n\nArguably, the secret of Scrum’s success lies in good planning, especially the planning for each individual sprint. The key issues for efficient sprint planning include:\n\n* defining sprint length\n* clarity of sprint goals (the ‘definition of done’)\n* ensuring that the sprint goal is genuinely achievable\n* involving the whole scrum team in the planning process\n\nA well-planned sprint allows the team to work and focus together on the same goal and deliver a valuable increment.\n\n<RelatedArticle title=\"Guide to efficient sprint planning\" />\n\n## Continuous improvement with sprint review meetings\n\n**One of Scrum’s most notable advantages is the flexibility of the process.** Depending on circumstances, the project goals or the product’s features, can be changed. And the main mechanism for that flexibility is the review meeting at the end of each sprint.\n\n**What makes an effective sprint review?**\n\n* The whole scrum team attends, plus key stakeholders.\n* The product backlog is reviewed, with each item classed as “done” or “not done”, according to the agreed definition.\n* The project timeline, budget and product features are considered.\n* Target dates for future delivery are checked and agreed.\n* Any changes to external circumstances (e.g. to the anticipated market for the product) are evaluated.\n* Looking forward, the team considers ‘what next?’ (this then becomes input into planning the next sprint).\n\n<RelatedArticle title=\"Guide to Efficient Sprint Review Meetings\" />\n\n## Scrum retrospective - all the good and bad things so far\n\nThe other key tool for continuous improvement throughout the Scrum development process is the Scrum retrospective meeting. After all, if the team is to avoid repeating a mistake, they must be clear on where and why the mistake was made. This is why these popular “**retros**” are crucial for both teams and products.\n\n**The meeting is based on a simple exercise:** all team members are encouraged to write down things that went well, what could they improve and what specific actions they will take to improve their work during the next sprint.\n\nThis meeting helps the team take a balanced perspective: appreciating the good work done so far, but also spotting issues and working out solutions and improvements for the next sprint.\n\n**If the team is partially (or fully) remote**, it’s necessary to use some extra tools to conduct the retrospective effectively. We suggest [Boldaretro](https://www.boldare.com/boldaretro-preorder/) - an app developed with the help of our scrum masters.\n\n[![Sprint restrospective tool - Boldaretro](boldaretro_share.png \"Sprint retrospective tool - Boldaretro\")](/sprint-retrospective-tool/)\n\n## What are the practical advantages of scrum in software development?\n\n**Increment by increment, sprint by sprint, task by task, the team builds an app or digital product.** The stakeholders can follow progress and even - if necessary - propose changes and suggest new functionalities, etc. (This is also why we usually don't work on a fixed price basis - changes are unavoidable. Is that bad? Not necessarily!)\n\n<RelatedArticle title=\"Software Development Outsourcing - everything you should know\" />\n\nScrum and its system of incremental delivery is change-friendly. This means that if you change your mind during sprint #3 and decide to add a new feature, the team can change or amend its direction without complications. Thanks to this, **your app can be improved even before it hits the market!**\n\n**To summarize:** how does scrum guide and influence the development of the product?\n\n* Gradual and regular progress is made during development, thanks to the use of sprints and sprint backlogs.\n* Functional pieces of software (or design) are delivered each sprint, thanks to sprint goals that unite the whole team.\n* Problems are anticipated and solved in advance, and mistakes are learned from thanks to sprint retrospectives and the agreed actionable results.\n* Planning is easier, thanks to the use of backlogs.\n* The focus can be changed, pivoting the development process and adding or deleting backlog items at any time, thanks to the incremental way of working. In Scrum, it’s never too late to make a change!\n\nAs you can see, Scrum can positively influence the development process, but it also has multiple benefits on the business side of building an app.\n\n## Business benefits of Scrum development process?\n\nScrum can sound like an intricate or complicated approach. Definitely not (and much less so than waterfall software development). In fact, in the right hands, **Scrum is a lightweight process that travels fast from initial business idea to fully-functioning app** or other digital product. In comparison to other, less agile approaches, Scrum offers the following potential business benefits:\n\n* **Quality products** – Scrum’s iterative nature added to its flexibility means that the final product is as up to date as possible, meeting the latest user needs.\n* **User satisfaction** – the constant focus on the user and their needs in relation to the business concept means greater likelihood of having satisfied users; not least because the product owner acts a direct link between user needs, product requirements and the scrum team.\n* **Fewer ‘dead ends’** – the Scrum development process allows for (encourages!) maximum flexibility; when factors impacting on business and user needs change, the product may need to be changed too, pivoting toward the new goal or direction; regular meetings and reviews mean that a Scrum project can ‘turn on a dime’\n* **Reduced time to market** – with Scrum, actual development work begins earlier because there’s no need for lengthy documentation to be created first; every sprint, something workable is produced; and the use of MVPs (minimum viable product) means you have a releasable product earlier.\n* **Faster monetization** – the reduced time to market with a usable product also means you can monetize and begin to recoup your investment earlier.\n* **Better collaboration and teamwork** – the role definitions provide clarity and the scrum team structure keeps things simple and eases direct communication between all parties; the result is usually a highly collaborative team, taking greater ownership of the project’s results, and consequently, higher morale.\n\n## The Boldare Scrum development process for web and mobile apps\n\nAs you can see so far, Scrum development follows a framework and process with carefully-designed fixed points and principles; a framework that allows for great flexibility.\n\nTo give you a practical example, the following is Boldare’s standard **Scrum development process for apps and other digital products.**\n\n**First**, before the initial increment and sprint, we kick off with a product development workshop. The goal is simply to get the whole team together (including the product owner) and work through the business idea, plan the practicalities and agree what exactly the product will be (naturally, that may change later in the process if there’s a need to pivot but it’s important that we begin with absolute and agreed clarity).\n\nThis initial workshop may use tools such as event storming, impact mapping, and user story mapping to thoroughly discover and discuss all the relevant factors, including risk management.\n\n**Second**, we usually work in two-week sprints. We find this ensures rapid progress but also gives us sufficient time to make each increment worthwhile. Each sprint begins with a sprint planning meeting which includes setting the sprint backlog.\n\nDaily Scrum meetings keep us on track, and each sprint is rounded off by a sprint review and a sprint retrospective. The sprint process is repeated until the overall goals (maybe a full product, maybe an MVP, maybe a new scaled-up version of a previous product) are achieved.\n\n**Third**, we work closely with our collaborators, keeping them always up-to-date regarding progress. We are extremely transparent with our work and decisions and this means that our partners can always speak with any of our team members at any time; without the “help” of a manager. And should issues arise, we are more than happy to help with various workshops and other, practical solutions that are based on Scrum.\n\n<RelatedArticle title=\"This is how Boldare Development Teams process addresses your business needs\" />\n\n## Summary\n\n**The Scrum development approach is an agile framework highly suited to creating quality apps and other digital products.** By ensuring transparency and openness of communication, together with a strong sense of collaboration from the first meeting, Scrum avoids the pitfalls of other software development routes, such as excess documentation and an inability to respond to changing circumstances. Here at Boldare, we’ve found Scrum to be the ideal tool for rapid development that meets both users’ identified needs and the owner’s business needs.\n\n**If you wish to see how we practice Scrum and agile** - check out the section below to find some interesting articles."}],"job":null,"photo":null,"slug":null,"cover":"scrum_development_in_practice_at_Boldare.jpg","lead":"To stand out in the marketplace, quality apps that are user favorites can make all the difference. While there’s no recipe for final success, there are some tools that can help you with it. For us, **the main tool is the scrum framework and its role in software development**. Scrum development offers an approach that brings all the key players and skills together to produce digital products in a series of rapid and highly efficient instalments.","templateKey":"article-page","specialArticle":false,"isNewWork":null,"isNewNormal":null,"service":null,"settings":{"date":"2019-12-30T13:33:55.577Z","slug":"building-apps-using-scrum-development","type":"blog","slugType":null,"category":"Digital Product","additionalCategories":["Agile"],"url":null},"author":"Artur Belka","authorAdditional":null,"box":{"content":{"title":"Building successful apps using scrum development","tileDescription":"To stand out in the marketplace, quality apps that are user favorites can make all the difference. While there’s no recipe for final success, there are some tools that can help you with it. For us, the main tool is the scrum framework and its role in software development. Scrum development offers an approach that brings all the key players and skills together to produce digital products in a series of rapid and highly efficient instalments.","coverImage":"Scrum_development_in_practice.jpg"},"coverImage":null}},"id":"126f8d18-80f2-5817-a91e-7c463e324ce3"}},{"node":{"excerpt":"","fields":{"slug":"/blog/guide-to-efficient-sprint-planning/"},"frontmatter":{"title":"Guide to efficient sprint planning","order":null,"content":[{"body":"## In Scrum development, sprint planning is key\n\nThe secret of Scrum’s success lies in its incremental nature, with the project broken down into a series of short ‘sprints’, each resulting in a fresh iteration of the product, or increment.\n\nLengths vary, but at Boldare we usually work with sprints that are no longer than two weeks. It’s not a secret golden ratio, but this amount of time makes planning quite efficient - **it’s just enough to keep the team focused, and it allows us to deliver a working piece of software at the end of the period**.\n\nScrum, just like most other frameworks or methodologies, is only as good as its planning process. A well-planned sprint allows the development team to work and focus together on the same goal and deliver an increment that drives the whole project forward.\n\n**This guide to sprint planning covers goals, key features, and outcomes, giving you all the basic elements of a perfect sprint planning session.**\n\n## What is sprint planning?\n\nA [Scrum sprint](https://www.boldare.com/blog/how-to-determine-sprint-length-in-scrum/) is effectively a mini-project within the overall product development process, designed to achieve identified tasks and produce specified product features. As such, an efficient sprint has agreed goals and objectives and is planned by the scrum team together, deciding on the items from the overall product backlog that they will tackle in the sprint ahead.\n\n**Sprint planning usually takes the form of a team meeting held prior to the sprint** and breaks down into two basic halves: deciding what to do, and then agreeing how to do it.\n\n<RelatedArticle title=\"Building successful apps using scrum development\" />\n\n## Key questions for efficient sprint planning\n\n### Who should attend a sprint planning meeting?\n\nIn short, the whole scrum team, though the individual roles do vary.\n\nFaced with the product backlog of tasks, the development team decides what elements should be tackled in the upcoming sprint. This includes discussion of the relative priorities of backlog items and the product owner has a role in clarifying those priorities and other details from the client perspective.\n\nHowever, the decision (and therefore ownership) regarding what to include in the sprint, including setting the sprint goal and how to achieve it, lies with the team members. The scrum master’s role in all this is to facilitate the process, avoiding unnecessary side-tracks and guiding the team toward clarity going forward.\n\n### How long should your planning meeting be?\n\nAs a rough rule, **for a two-week sprint, expect the planning meeting to take approximately four hours**. Assuming that the project is under way, the team understands its various roles, and you have a clear product backlog to work from, that should break down into around two hours to go through the backlog and choose tasks and stories to work on, and then two hours to agree how these goals will be achieved.\n\n### Why are outcomes and sprint goals important?\n\nIf the **idea of sprint planning is to map out and organize the work for the sprint**, and agree a realistic scope, then then the scrum team must end up with:\n\n* An agreed list of backlog stories and tasks that they are committed to working on.\n* A clear ‘definition of done’ for each item.\n* An overall sprint goal to give the sprint some cohesiveness, pulling it all together (in other words, how will you define the sprint as a whole as ‘done’?)\n\n**Why is it so important to define ‘done’?** Projects can get confusing (or confused) as extra tasks or interesting alternatives occur during the sprint. The sprint planning meeting is an opportunity for some clear thinking by the scrum team and the definition of done is a way of preserving that clarity for when you need it later on. As extras crop up, you can decide whether they are appropriate for this sprint by asking, will working on this get us closer to ‘done’ or not?\n\n### How to choose the most suitable sprint goal?\n\nSetting an engaging and beneficial sprint goal can be problematic. Here are some pro tips that will help you to understand how to create a meaningful sprint goal:\n\n* Tasks to be delivered as a sprint goal are supposed to either contribute business value or help users solve a problem.\n* Sprint goals should be ambitious (to motivate the team), but achievable.\n* Make sure that the sprint goal is measurable and has a clear and understandable definition of done.\n* All team members should share the same vision of how to achieve the goal.\n* The sprint goal should involve as many team members as possible.\n\n### What happens if the sprint goal won’t be reached?\n\nThis is the kind of thing that should be picked up in your daily Scrum meetings – regular, transparent checks on team progress act as an early warning system if your sprint goal is in jeopardy. When that happens, there are two basic alternatives:\n\n1. **The sprint goal is no longer relevant** – New information or data has come to light, or perhaps the project has pivoted and is now focused in a different direction, and in these circumstances, the sprint should be cancelled (after all, it’s taking you down an irrelevant path) and, assuming the project is continuing, a new sprint planned.\n2. **The sprint goal remains relevant but cannot be done within the time available** – In this case, the work being done in the sprint is still necessary so continue the sprint. However, afterwards, the sprint review and sprint retrospective meetings should be used to establish why the sprint goal was unachievable and how the next sprint can avoid the same fate.\n\nIf you work with a remote team, you can use our tool, [Sprint Retrospective Tool](https://www.boldare.com/sprint-retrospective-tool/), to conduct your retrospectives.\n\n### What is the role of scrum master?\n\n**The role of scrum master is to support the team**, help them with process-related issues and keep the planning meeting inside the time-box. It’s also very important, to know that the scrum master is not solely responsible for planning outcomes - they are the shared responsibility of the scrum team.\n\nThe scrum master role is crucial, especially if you’re working with an inexperienced development team that tends to mix different accountabilities. Likewise, if you plan to work with an external, outsourced software company, make sure that your dedicated dev team will have the support of an experienced scrum master.\n\n### What are the planning mistakes to avoid?\n\nKnowledge comes with experience, but that doesn’t mean that you learn only by making mistakes. Here are some common mistakes we’ve observed (and survived) so you don’t have to:\n\n* **Making the sprint too long** - The further you look into the future, the more blurry it appears. Keep the sprint adjusted to the size of the backlog, team availability, and scope of the works to keep it realistic.\n* **Taking on too much** - this is one of the most common issues. To make planning meaningful, each team member has to be realistic about their own commitments. Team members should only commit to tasks they’re able to deliver - sometimes that means saying “No” to some of the tasks in the backlog.\n* **Not being honest** - The whole team has to be honest about their capacity and capabilities. Make sure that team members don’t adopt a ‘wishful thinking’ attitude and encourage them to communicate if they need help or simply don’t know how to proceed with a task.\n* **Not working according to the Scrum**  - While many organizations may say that they use Scrum, in practice this is not always the case. Scrum is not just a general set of rules and different types of tools. The most important element for success is experience in using Scrum -  it’s an extremely practical method.\n\n<NewNormalBanner id=\"newnormal-banner-click\" />\n\n## Planning before you plan – are you well-groomed?\n\n**For a sprint planning meeting, as with most project events, the old proverb preparation prevents poor performance applies.** Leaving aside the obvious ‘housekeeping’ issues of finding a suitable venue and date, arranging any necessary equipment (whiteboards, sharpies and sticky notes, or maybe an online planning tool coupled with video-conferencing software for a remote scrum team) and booking the catering, etc. possibly the key preparation activity is grooming the product backlog.\n\n**What does ‘grooming’ mean in this sense?** Also known as **backlog refinement**, the principle is that if the backlog is going to be the backbone of your sprint planning, you want it to be in good shape. Grooming is the process of checking through the backlog beforehand, ensuring that it’s up to date and that each item is prioritized (with input from the product owner), has any necessary user stories (and no unnecessary stories) and has an accurate (as it can be with current data) time estimate.\n\nIdeally, **grooming takes place before the sprint planning session** so that any information gaps or lack of detail or input can be rectified in advance. Thus leaving your scrum team able to focus on planning during the sprint planning meeting.\n\n<RelatedArticle title=\"What is a sprint retrospective? A brief guide for agile software development teams\" />\n\n## Sprint planning – a simple agenda\n\n**Nobody likes meetings that are too long.** To keep your sprint planning efficient, there are two essentials:\n\n* a groomed backlog with prepared and well-described tasks (regardless of the tool you use to manage those tasks);\n* a simple agenda to keep the meeting running smoothly.\n\nWe mentioned earlier that a sprint planning meeting consists of two halves:\n\n### Scope of the sprint\n\nHere, the development team work through an up to date backlog which has been prioritized according to all the available information, with the aim of selecting those user stories and items that will be addressed in the sprint. Scope activity should include:\n\n* Agreeing the sprint goal as a basic guide for the sprint’s focus.\n* Factoring in the team’s availability (including considering vacations, public holidays, or other events that limit the time available).\n* Deciding which backlog items will achieve the sprint goal AND can be done within the sprint period given the team’s available capacity.\n\n### Plan of the sprint\n\nWith clarity on the sprint’s destination, it’s time to discuss the route – **how, exactly, do you plan to arrive at that destination?**\n\nThis discussion by the team of the detail of how they will deliver the identified backlog items will include any dependencies between items, and also the probability and likely consequences of any project (or sprint) risks.\n\nObviously, this is just an example - **sprint planning** **varies** according to the **Scrum framework or tools that are used**, and also on the company culture and other factors.\n\n## Summary\n\n**Sprint planning is arguably one of the most essential activities in the Scrum framework.** To use another planning proverb: Fail to plan, plan to fail. Involving the whole scrum team, looking in detail at the next stage of the project, ensures a degree of commitment to the sprint’s agreed tasks (and, by extension, the whole project). By first focusing on the what, and then the how, a **Scrum sprint planning meeting should result in an agreed sprint goal**, a selection of user stories and tasks from the product backlog, and an accurate (as possible with current data) forecast of what the team will be doing during the sprint."}],"job":null,"photo":null,"slug":null,"cover":"scrum_sprint_planning.jpg","lead":"**What is the biggest advantage of Scrum approach in software development?** Probably its flexibility that is easily achievable thanks to so-called sprints - short periods of time, each of which aims to result in new product functionality and/or features. Built on this idea of the sprint, it follows that the sprint planning meeting is an invaluable opportunity for a scrum team to ensure that the project is progressing both realistically and as quickly as possible. How do you make sure your sprint planning is as efficient as possible? Read on to find out!","templateKey":"article-page","specialArticle":false,"isNewWork":null,"isNewNormal":null,"service":null,"settings":{"date":"2019-12-30T13:33:55.577Z","slug":"guide-to-efficient-sprint-planning","type":"blog","slugType":null,"category":"Digital Product","additionalCategories":["Agile","Agility"],"url":null},"author":"Romuald Członkowski","authorAdditional":null,"box":{"content":{"title":"Building successful apps using Scrum development","tileDescription":"To stand out in the marketplace, quality apps that are user favorites can make all the difference. While there’s no recipe for final success, there are some tools that can help you with it. For us, the main tool is the Scrum framework and its role in software development. Scrum development offers an approach that brings all the key players and skills together to produce digital products in a series of rapid and highly efficient instalments.","coverImage":"scrum_sprint_planning.jpg"},"coverImage":null}},"id":"4eca3698-fd37-5988-beb6-4e8858ec4266"}},{"node":{"excerpt":"","fields":{"slug":"/blog/the-best-tools-for-online-sprint-retrospectives/"},"frontmatter":{"title":"The best tools for online Sprint Retrospectives ","order":null,"content":[{"body":"## What is the sprint retrospective?\n\nAccording to the Scrum Guide, written by Jeff Sutherland and Kim Schwaber, the sprint retrospective is organized after the [sprint review](https://www.boldare.com/blog/efficient-sprint-review-meetings/) to improve the work of the scrum team during the subsequent sprints. The event should take no more than three hours for a one-month sprint, but it is expected to take less time when running shorter sprints.\n\n**During the sprint retrospective session, you discuss the negative and positive aspects of the work which has been done during the sprint.** It is important to talk about improvements that should or could be implemented and create a plan to put those improvements into practice.\n\nThe effect of the meeting should be to improve the quality of developers’ work and that of the entire scrum team. You should adapt or refine your [definition of done](https://www.boldare.com/blog/definition-of-ready-and-backlog-refinement-process/), as well as create a plan which lets the team make their work more efficient, friendly, and satisfying. I would like to emphasize that it also applies equally to both the interpersonal relationships in the project and the tools used.\n\nThe responsibility of the Scrum Master or the [Agile Coach](https://www.boldare.com/blog/agile-coach-role-responsibilities/) is to ensure that the meeting is positive and productive, and that the developed solutions will improve work in the following sprints. **It’s a common mistake to abandon the sprint retrospective, mostly because of lack of time. Don’t go this way; instead find some tools which will help you to make it brilliant.**\n\n<RelatedArticle title=\"What is a sprint retrospective? A brief guide for agile software development teams\" />\n\n## How to run a sprint retrospective meeting online?\n\nRunning a sprint retrospective online can be a challenge even for experienced Scrum Masters and Agile Coaches, but that shouldn’t be a reason to avoid it. Even though using software solutions might be the only way to work with remote teams, do not hesitate to use the best of them if you are gathered together in one place. **Make your work more fun and efficient by using tools for sprint retrospective you’re going to love.**\n\nAs I mentioned above, there are many solutions you should consider if you want to run your sprint retrospective online. I’ve chosen the most interesting ones and I hope you’ll find them useful while working in an agile environment.\n\n<RelatedArticle title=\"Sprint Retrospective ideas for Scrum Masters and Agile Coaches\" />\n\n## The best online retrospective tools for Agile and Scrum\n\n### Trello\n\n**[Trello](https://trello.com/) is a simple, free, and extremely easy to use online tool for sprint retrospectives**. Invite your team to an online, real-time collaboration, create the columns where you gather your colleagues’ answers and start the discussion.\n\nTake your time and let your team share their thoughts and opinions – do not hesitate to use popular methods of running the sprint retrospective, such as “The 4Ls” or “Start, Stop, Continue, Less, More”. Having collected all the input, you can ask each other questions to make sure that you’ve got a common understanding of all the issues.\n\nYou can move the most important topics to the top of each column and create an additional column for recording actions. Trello lets you assign the actions to whoever is responsible. Finally, complete the descriptions, add attachments and due dates, create sub-tasks, and tag them with labels.\n\nGive Trello a try if you’re looking for a simple solution you don’t have to pay for.\n\n<NewNormalBanner id=\"newnormal-banner-click\" />\n\n### Miro\n\nDo you like to work with yellow sticky notes? It’s a great way of sharing thoughts and making them visible for each participant of the sprint retrospective. However, it’s hard to imagine working this way with a remote team. Happily, there is an online tool called [Miro](https://miro.com/), which lets you use sticky notes in digital form.\n\n**Miro is an online whiteboard with many useful tools and features you can use when running a sprint retrospective.** Invite your team members to collaborate, create an empty space or choose one of the predefined templates.\n\nCreate columns corresponding to the selected method, like “Mad, Sad, Glad” and let your colleagues use the virtual cards to record their feedback and input. You can make your cards bigger, use different fonts and colors, and move the answers across the whole whiteboard.\n\nIf you’re looking for more creative and fun solutions, forget about columns and the more popular techniques of running a sprint retrospective. **Have you ever heard of a sailboat retrospective? If no, you can give it a try – Miro has a template for that.** Imagine a boat with an anchor (representing the team), dangerous rocks (symbol of risk), wind (symbol of help) and an island (representing your goals and visions). All team members can use this analogy to make contributions and then put those contributions into a coherent framework.\n\nMiro is a paid solution, but you can create a few whiteboards for free to test it out. **It’s a great Agile retrospective tool for online collaboration** – whatever you can do with sticky cards, you can do in Miro. Do not hesitate to try it out.\n\n### The Sprint Retrospective Tool by Boldare\n\nBoldare’s [Sprint Retrospective Tool](https://www.boldare.com/sprint-retrospective-tool/) was made to meet the expectations of our scrum masters. We had a goal to create something fast, light, and easy to use — and we did it. We are so happy with it that we use this solution on a daily basis – that’s why we decided to share it with you for free.\n\nWhen using The Sprint Retrospective Tool by Boldare, you can create and name your own columns, add cards, sort, and merge them. This tool allows you to vote on the most important answers, share your board, and collaborate remotely with the team in real time.\n\n**There are many ways to run a sprint retrospective, but Boldare’s online solution will suit most of them.** No matter whether you choose “The 4Ls” method or the “Mad, Sad, Glad” technique, we bet you’ll find our tool powerful and intuitive.\n\n<RelatedUniversalBox title=\"Check out the Sprint Retrospective Tool - it's free\" url=\"/sprint-retrospective-tool/\" type=\"service\" image=\"Desktop_Boldaretro.png\" />\n\n### Reetro\n\n[](https://reetro.io/)**[Reetro](https://reetro.io/) is a real-time collaboration and retrospective online tool you can fully customize to your needs.** Turn on the automation features to create tables and gather feedback effortlessly. You can also use the collected data to analyze your sprint retrospective and improve your work, thanks to artificial intelligence. \n\nWhen using Reetro, you can choose any format of the sprint retrospective you find best (start-stop-continue, Mad-Sad-Glad, Lean Coffee, 4Ls, and more). Integrate the tool with Jira, Confluence, Trello, Asana and/or Slack, to make the team collaboration easier and more efficient.\n\n**Reetro lets you create an unlimited number of projects and boards for free.** It’s a great solution when working with many team members. You can all make notes during the meeting and attach audio or video responses to the cards in the columns. Reetro gives you the ability to give your colleagues anonymous feedback, but remember that transparency is critical to the process too – it’s one of the key values of Scrum.\n\n### TeamRetro\n\n[TeamRetro](https://www.teamretro.com/) is an intuitive and polished tool with a bunch of great additional features. You can use this solution as a Scrum Master or an Agile Coach to run a sprint retrospective easily.\n\nCreate columns to gather data and see what went well or not so well during the last few weeks – you can also write down things you would like to try during the next sprint or share your thoughts about issues that puzzle you and your team. You can customize the columns to adjust the tool to the sprint retrospective techniques you like best.\n\nTeamRetro lets you analyze the resulting feedback in many ways. Once you’ve shared all your thoughts, you can press the “I’m ready” button to signal your colleagues that the discussion can begin and it’s time to ask each other questions. You can reveal the cards immediately or do it step by step; show which team member added the card or hide this information. Color the collected notes by topic or owner – you can also do this manually.\n\nTeamRetro lets you group similar ideas with an auto-suggest feature, add notes to the cards, and create a list of tasks to be done after the sprint retrospective. **TeamRetro was designed to be an easy-to-use retrospective tool for Scrum**, and it works just fine on your computer, smartphone, or tablet with all popular internet browsers. Give it a try for 30 days to see whether it’s worth your money.\n\n## Tools for sprint retrospective — summary\n\n**There are many online retrospective tools you can use as a Scrum Master or Agile Coach to run a sprint retrospective**. Don’t be afraid to try a few of them if you want to maximize the value of this crucial event.\n\nI believe that our Sprint Retrospective Tool, which we developed in Boldare and now want to share with the community, will help you in your work and improve your next sprint retrospective. Additional information about this online solution can be found on the dedicated website."}],"job":null,"photo":null,"slug":null,"cover":"team-meeting-1440.jpg","lead":"The sprint retrospective is a great opportunity to improve the work of the scrum team through an inspection-based discussion. There are many online tools, which can be helpful for Scrum Masters and Agile Coaches who carry out this kind of meeting. **I have prepared for you a list of the best Agile retrospective tools, which I hope you find beneficial.**","templateKey":"article-page","specialArticle":false,"isNewWork":null,"isNewNormal":null,"service":null,"settings":{"date":"2019-12-27T10:50:47.518Z","slug":"best-tools-for-online-sprint-retrospectives","type":"blog","slugType":null,"category":"How to","additionalCategories":["Agile","Remote Work"],"url":null},"author":"Jacek Zięba","authorAdditional":null,"box":{"content":{"title":"The best tools for online Sprint Retrospectives ","tileDescription":"The sprint retrospective is a great opportunity to improve the work of the scrum team through an inspection-based discussion. There are many online tools, which can be helpful for Scrum Masters and Agile Coaches who carry out this kind of meeting. I have prepared for you a list of the best solutions, which I hope you find beneficial.","coverImage":""},"coverImage":null}},"id":"89d691f9-d353-588d-b4b0-4ef371fd91f3"}},{"node":{"excerpt":"","fields":{"slug":"/blog/what-is-a-sprint-retrospective-a-brief-guide-for-agile-software-development-teams/"},"frontmatter":{"title":"What is a sprint retrospective? A brief guide for agile software development teams","order":null,"content":[{"body":"Scrum is well-known as an agile development methodology, particularly suited to software and other digital projects. The basic unit of the incremental scrum approach is the sprint – a contained period of work focused on producing a useable (and often releasable) product or product increment.\n\nA critical part of every sprint is the [sprint retrospective](https://www.boldare.com/sprint-retrospective-tool/), a chance for the project team to analyze the development processes and practices used during the sprint with a view to **continuous improvement, discussing what went well, what could be done better**, and – most importantly, perhaps – what specific actions the team will commit to improving in the next sprint.\n\n## What is a sprint retrospective\n\nThe sprint retrospective is critical to ensuring that your scrum project is constantly improving the quality of its approach, and therefore the quality of the product. Everyone involved in the project should be involved in the sprint retrospective: scrum team (devs, quality engineers, business analysts, visual and UX designers, etc.), scrum master, and [product owner](https://www.boldare.com/blog/agile-product-owner-roles-and-responsibilities/) so that fully rounded feedback can be shared and acted upon.\n\n**A sprint retrospective takes place after a sprint review** (see below for the differences between the two) and should take no more than 2-3 hours, on average, for a one-month sprint (shorter sprints usually mean shorter retrospectives).\n\nAn important point to note is that a retrospective is a positive meeting. Yes, if there were negative aspects to the finished sprint they should be raised and discussed but always through the lens of *How can we make this better or How can we ensure it doesn’t happen again.*\n\nA good motto for a sprint retrospective would be, **No complaints without recommendations!**\n\n<RelatedArticle title=\"A step by step guide to Event Storming – our experience\" />\n\n## Sprint Reviews and Sprint Retrospectives – what’s the difference?\n\n“Review”..., “Retrospective”…, they’re both about looking back, right? So, why have two different meetings? The answer is simple, they’re both rear-view mirrors but they are used to reflect on different elements of the project.\n\nPut simply, a [sprint review](https://www.boldare.com/blog/efficient-sprint-review-meetings/) is a meeting to look at the work completed in the sprint: the product increment. In essence, does it work as intended? Do we need to change the product backlog? What do we do in the next sprint to maximize the value of the product? Whereas a sprint retrospective is a meeting to look back in order to agree ways to improve the next sprint. One is about the product, the other is about the process.\n\nYou could say that a sprint review is **focused on the present** (What do we have and is it what we want?) while a sprint retrospective is focused on the past to influence the future (How did we do what we did and how can we do it better?)\n\n## How to run a sprint retrospective meeting\n\nThere are a number of tools you can use to analyze sprint performance (more on that, in a moment) but whichever you use, the following useful categories can help ensure that your retrospective is covering all key elements of the sprint:\n\n1. **Results** – Did you achieve what you planned to achieve? If so, what helped? If not, what got in the way?\n2. **Productivity** – How productive was the team’s way of working, of achieving the results? How can you improve that next time round?\n3. **Processes** – Development, design, review… how well did those processes work?\n4. **Tools** – What tools (electronic tools, communication tools, physical objects, technical tools…) were in use and how did they work for this project?\n5. **People** – Did you have the right people on board, in the team? Are all necessary roles covered’ Do you need more ‘human resources’ on the next sprint?\n6. **Relationships** – How well did everyone work together? What support was offered? What was the quality of the collaboration?\n\nFeedback from team members is classically gathered by asking them to write their thoughts on sticky notes, which are then grouped and displayed for all to see (and often regrouped according to the ensuing discussion).\n\nAs for the tools and methods to use when reviewing (or should that be ‘retrospecting’?!) all of the above, consider the following options…\n\n### The 4 Ls\n\nThe 4 Ls technique is a way of drawing out feedback and discussion and can be used to dive into each of the six categories listed above. The 4 Ls are: Liked, Learned, Lacked, and Longed For. Everyone is asked to write down what they liked during the sprint, what they learned, what they lacked and what they’re missing. Feedback from everyone is collated and discussed in small groups to promote deeper analysis and more ideas for improvement.\n\n### START, STOP, CONTINUE, LESS, MORE\n\nVery similar to the 4Ls, this method replaces the **Liked, Learned, Lacked, and Longed** For with a different set of questions:\n\n* START: What should we start doing that we (probably) haven't done yet?\n* STOP: What should we stop doing because it’s not working well or is impeding our work?\n* CONTINUE: What works well that we should continue?\n* LESS: What should we do less?\n* MORE: What should we do more?\n\n### Mad, Sad or Glad\n\nAgain, the principle is the same but with this method, the perspective required of meeting participants is:\n\n* What drove them mad or crazy during the sprint; i.e. problems, waste, unwanted or unexpected surprises, etc.\n* What made them feel sad: problems between people, things that didn't go as expected, etc.\n* What made them feel happy: the sprint’s successes, achievements, triumphs, etc.\n\nFor all of the above methods, you can use them in a slightly more technologically advanced manner by using an on-screen and online tool, such as Boldare’s own Sprint Retrospective Tool (see below for more).\n\nFor more detail and depth on sprint retrospective methods and techniques, we recommend our article: [“Sprint Retrospective ideas for Scrum Masters and Agile Coaches”](https://www.boldare.com/blog/sprint-retrospective-ideas-for-scrum-masters/)\n\n## Pros and cons of an agile sprint retrospective\n\n**Pros**:\n\n* A sprint retrospective meeting is a safe space to share views on the project performance.\n* Product quality improves with each sprint.\n* Ways of working steadily improve, becoming more efficient and collaborative.\n* Practical (and actionable) plans for change for the better are produced by the whole team together – meaning greater commitment to improvement.\n* A team focused on relationships and collaboration tends to be more productive, optimistic, and resilient.\n* Coming immediately at the end of each sprint is good timing as events and ideas are fresh in everybody’s minds.\n* The retrospective itself is a collaborative process, mirroring and exemplifying the approach needed for the whole project.\n\n**Cons:**\n\n* Facilitated badly, a sprint retrospective can become a game of blame.\n* Some people may use the opportunity to complain instead of offer constructive feedback.\n* In a project with many sprints, asking the same questions or using the same review methods at the end of each one can be repetitive and the team may contribute less and less (HINT: mix it up!)\n* Actions agreed at a sprint retrospective may impact negatively on people outside the project.\n\n![What is the purpose of the sprint retrospective - Boldare Tool](Desktop_Boldaretro.png)\n\n## Online sprint retrospective - how to handle it?\n\nNot all teams work in the same office or even the same city. And the client or product owner may be half way round the world. In other words, it may be difficult for everyone to be in the same room for a sprint retrospective. The answer, of course, is to run the meeting online. But for that, you’ll need the right tools.\n\nAt Boldare, we hate to be immodest but equally, we don’t believe hiding our light. And that’s why we recommend our own Sprint Retrospective Tool, **a FREE online app for conducting scrum retrospectives**.\n\nWith the Sprint Retrospective Tool, you control the number of headings and what they are (maybe the 4 Ls, maybe STOP, START, etc., maybe Mad/Sad/Glad… or whatever works best for you), individuals can add their feedback under each heading, and then collaboratively, the team reviews and votes on each item of feedback, leading to discussion and action items (also voted on).\n\nIt’s light, fast, flexible and gets the job done, allowing your team to engage, share opinions and feedback, and discuss and agree outcomes and next steps – and it doesn’t matter where they are in the world.\n\n## Summary\n\nThere are always ways to improve in any team and the retrospective concept, and more specifically the various retrospective methods and tools, guide you through the process of doing just that.\n\n**Retrospective meetings are a safe and structured space** in which to create and share feedback with the aim of always doing better, whether you’re all in the same room or not. Sprint retrospective meetings are all about continuous improvement of your development project, sprint by sprint, ensuring that each sprint stands on the shoulders of its predecessor."}],"job":null,"photo":null,"slug":null,"cover":"scrum_team.jpg","lead":"The sprint retrospective is a critical part of the scrum agile methodology for software and digital development. A supportive, facilitated environment – either face to face or online – allows everyone involved to constructively review and consider feedback, resulting in specific action steps for improvement signed up to by the whole team. This article contains guidance on structuring your sprint retrospective meetings, including a number of suggested approaches and tools.","templateKey":"article-page","specialArticle":false,"isNewWork":null,"isNewNormal":null,"service":null,"settings":{"date":"2019-12-19T10:12:10.777Z","slug":"what-is-a-sprint-retrospective","type":"blog","slugType":null,"category":"How to","additionalCategories":["Agile"],"url":null},"author":"Artur Belka","authorAdditional":null,"box":{"content":{"title":"What is a sprint retrospective? A brief guide for agile development teams","tileDescription":"The sprint retrospective is a critical part of the scrum agile methodology for software and digital development. A supportive, facilitated environment – either face to face or online – allows everyone involved to constructively review and consider feedback, resulting in specific action steps for improvement signed up to by the whole team. This article contains guidance on structuring your sprint retrospective meetings, including a number of suggested approaches and tools.","coverImage":""},"coverImage":null}},"id":"f411870d-9809-51a9-87f5-da9fd83cd61e"}},{"node":{"excerpt":"","fields":{"slug":"/blog/sprint-retrospective-ideas-for-scrum-masters-and-agile-coaches/"},"frontmatter":{"title":"Sprint Retrospective ideas for Scrum Masters and Agile Coaches ","order":null,"content":[{"body":"According to research by Kim Cameron and his coworkers from the University of Michigan, people working in a team that cares about positive values and best practices are more efficient, optimistic, productive, stress-resistant and committed.\n\nAmong the factors that drive the quality of work, the study includes mutual assistance, sharing inspirations, kindness, respect, trust and friendliness, as well as joint responsibility, forgiving mistakes and not blaming.\n\nThe **sprint retrospective**, which is held at the end of the sprint, should help your team to optimize their work in the above mentioned areas. I have prepared for you an **overview of the best methods** that you – as the Scrum Master or Agile Coach - can use to carry out this meeting.\n\n## What is the Sprint Retrospective?\n\nThe sprint retrospective is a meeting organized after the sprint review. It aims to improve the work of the scrum team during the subsequent sprints. According to the Scrum Guide, written by Jeff Sutherland and Kim Schwaber, the event should take no more than  three hours for a one-month sprint. For shorter sprints, it is expected to take less time.\n\nDuring the sprint retrospective, you can discuss the positive aspects of the work which has been done during the sprint, talk about improvements that should or could be implemented and create a plan in this area.\n\nThe effect of the meeting should be to improve the quality of developers’ work and the entire scrum team, and adapt or refine the definition of done, as well as make work more efficient, friendly and satisfying. It is important to emphasize that it also applies equally to the project’s interpersonal relationships as well as the tools used.\n\nThe responsibility of the Scrum Master or the Agile Coach is to ensure that the meeting is positive and productive, and the developed solutions will improve work in the following sprints.\n\n<RelatedArticle title=\"What is a sprint retrospective? A brief guide for agile software development teams\" />\n\n## The Sprint Retrospective ideas\n\n### The 4 Ls\n\nThe name of the 4 Ls method is based on four verbs: **liked, learned, lacked, and longed for**. The authors of this technique encourage facilitators to hang four paper sheets on the wall during the sprint retrospective meeting and ask the team members to spend 3-4 minutes writing down what they liked during the sprint, what they learned, what they lacked for and what their job desires are (or what they miss), using sticky notes to add their feedback to the appropriate sheet of paper.\n\nFollowing this, the team should be divided into four groups (one for each \"L\") and read the notes that have been made. What follows is a discussion about the collected feedback and the possibilities of implementing improvements. The team members should try to understand each other - especially when it comes to the third and fourth Ls.\n\nThe authors initially recommended the use of paper sheets and sticky notes, but in the last update of their publication they encourage Scrum Masters and Agile Coaches to try software solutions, enabling the use of this important technique with remote or dispersed teams.\n\nYou can try the online tool that Boldare has created – [the Sprint Retrospective Tool.](https://www.boldare.com/sprint-retrospective-tool/) Using the 4 Ls method, you can create four columns (one for each L) where all team members write down their ideas and thoughts simultaneously. This tool  is simple, free, and easy to use on desktops and mobile devices. It ensures real-time collaboration and allows you to name columns and cards as well as merge, vote and sort the cards.\n\n![Sprint Retrospective Tool by Boldare](Desktop_Boldaretro.png)\n\n### Esther Derby and Diana Larsen's method\n\nThe method described in the book _\"Agile Retrospectives: Making Good Teams Great\"_ is based on five steps.\n\n* **In the first of them** (set the stage) you, as the Scrum Master or the Agile Coach, should prepare for the meeting, explain its purpose, provide team members with the necessary tools and ensure a good atmosphere, for example by choosing a friendly meeting place or asking an introductory question that will involve all gathered.\n* **In the second step** (gather data) you should collect data by asking participants about what went well and what went wrong. It may be helpful to draw a timeline corresponding to the length of the sprint, on which the participants will mark and discuss events that slowed down their work or made it easier.\n* **The third step** (generate insights) should be used to analyze the relationship between the previously indicated events and collected data regarding, among others, team velocity or sprint backlog implementation. Attention should be paid to repeatability, if any, and the reasons for the difficulties encountered. If there are many problems, it may be necessary to focus only on the most significant of them.\n* **In the fourth step** (decide what to do) it is important to make a decision regarding which of the solutions should be implemented during the next sprint. You should set realistic and achievable goals.\n* **The final step** (close the retrospective) is closing the meeting, during which you should ask team members about their conclusions and satisfaction with the sprint retrospective. Participants can also be encouraged to thank each other for their time and collaboration.\n\n<NewNormalBanner id=\"newnormal-banner-click\" />\n\n### “Start, Stop, Continue, Less, More” technique\n\nThis technique is very simple and allows the Scrum Master, or the Agile Coach, to conduct the sprint retrospective quickly. The described method is based on answering questions related to five areas:\n\n* **Start**: What should we start doing that we probably haven't done yet?\n* **Stop:** What should we stop doing that does not work well or impedes our work?\n* **Continue:** What works well and we want to continue this?\n* **Less:** What should we do less?\n* **More:** What should we do more?\n\nThe first step is preparation. The Scrum Master or the Agile Coach running the sprint retrospective prepares posters divided into five parts (Start, Stop, Continue, Less, More).\n\nIn the second step, you should explain the rules and explain how the technique works. Then you should give the team time to reflect and discuss (30-60 minutes, depending on the size of the team).\n\nIn the third step, which is called “ideology”, you can hand over sticky notes to each person and allow time for the team to record its conclusions  (about 10-15 minutes).\n\nNow it’s time for grouping. If many sticky notes contain similar or even identical ideas, team members group them into logical topics. Then the cards are placed on posters or the board. This should last a maximum of 15 minutes. If there are many cards in each group, there should be voting to allow you to prioritize the most important topics of discussion.\n\nFinally, there is the discussion (20-40 minutes is enough). The team should discuss the cards in order of priority or the facilitator can choose cards and set the order of discussion.\n\nYou can use our free online [Sprint Retrospective Tool](https://www.boldare.com/sprint-retrospective-tool/) which fits this technique perfectly. Create and name the columns, use the voting option and merge similar answers.\n\n### “Mad, Sad, Glad” technique\n\nThis is an easy to use method for sprint retrospectives. It helps team members identify the things that make people happy, sad or drive them crazy. The technique consists of five steps: preparation, explain the rules, ideology, grouping and discussion.\n\nAt the very beginning, the Scrum Master or the Agile Coach prepares posters divided into three areas - **Mad, Sad, Glad**. Each participant receives sticky notes and records information that:\n\n* **drove them crazy**: problems, wastes, unwanted surprises, etc.\n* **made them feel sad**: problems between band members, things that didn't go well, etc.\n* **made them feel happy**: successes, achieved things, anything that makes them smile.\n\nThen the sticky notes are added to the appropriate areas on the posters and the discussion begins.\n\nAs in the above case, our [Sprint Retrospective Tool ](https://www.boldare.com/sprint-retrospective-tool/)will work great here. Create and name the columns, use the voting option and merge similar answers. The real-time collaboration will make your discussion easier, especially when working with a remote and dispersed team.\n\n## The Sprint Retrospective questions\n\nSometimes a well-asked question during a sprint retrospective can trigger a discussion that will be beneficial. The following set of questions will allow you to get information from the team and help you to improve the quality of your work in the next sprint.\n\n1. What helps your team to be successful?\n2. What do you expect from other team members?\n3. What impediments do you see?\n4. What did you learn that will increase the quality of your work in the future?\n5. What caused the problems that you’ve seen in the sprint?\n6. Why did this work well for you?\n7. What puzzles you and can’t be understood well?\n\n## Summary\n\nThese are just a few extremely powerful methods of conducting the sprint retrospective. I hope that you will find among them solutions that will help you - as the Scrum Master and the Agile Coach - increase the effectiveness of the team and achieve the intended results. Please remember that, depending on any problems you see in the team and the current stage of the project, different methods may work better or worse.\n\nWe believe that our [Sprint Retrospective Tool](https://www.boldare.com/sprint-retrospective-tool/), which we developed in Boldare and now want to share with the community, will help you in your work and improve your next sprint retrospective. Additional information about this online solution can be found on the dedicated website."}],"job":null,"photo":null,"slug":null,"cover":"sprint_retrospective_at_boldare.jpg","lead":"","templateKey":"article-page","specialArticle":false,"isNewWork":null,"isNewNormal":null,"service":null,"settings":{"date":"2019-12-17T13:00:57.735Z","slug":"sprint-retrospective-ideas-for-scrum-masters","type":"blog","slugType":null,"category":"How to","additionalCategories":["Agility"],"url":null},"author":"Jacek Zięba","authorAdditional":null,"box":{"content":{"title":"Sprint Retrospective ideas for Scrum Masters and Agile Coaches ","tileDescription":"The sprint retrospective is a meeting organized after the sprint review. It aims to improve the work of the scrum team during the subsequent sprints. I have prepared for you an overview of the best methods that you – as the Scrum Master or Agile Coach - can use to carry out this meeting.","coverImage":""},"coverImage":null}},"id":"0fbb4d4d-0260-5621-a611-95990eb85acc"}},{"node":{"excerpt":"","fields":{"slug":"/blog/the-great-dilemma-agile-or-waterfall/"},"frontmatter":{"title":"The great dilemma. Agile or waterfall?","order":null,"content":[{"body":"The first step is determining whether you want to develop your product internally or find an external partner to work with. Product development agencies follow different project management methodologies. Effective product development often relies on selecting the right approach.\n\nWhat are your options?\n\n**Agile and waterfall are the most widely used methodologies.** They each have a very different approach to product development. Which works better for app development, agile or waterfall?\n\n## Waterfall methodology vs. agile - the origins\n\nLet’s start with a short history lesson. [Waterfall was born in the 1970s ](http://umsl.edu/~hugheyd/is6840/waterfall.html) and is known as the traditional method of software development. It revolves around three key principles: *minimal customer involvement, detailed documentation*, and a *sequential structure*. It was originally mainly used in non-software industries like manufacturing and construction.\n\nAgile came to life in the early 2000s, with the aim of addressing waterfall’s deficiencies. *Flexibility, strong customer involvement and an iterative structure* are what characterize agile. It’s commonly used in the software industry.\n\nThe agile manifesto nicely summarizes the differences between agile and waterfall – [you can find it here](http://agilemanifesto.org).\n\n## Agile vs. waterfall project management - which one is better?\n\n**Agile vs. waterfall – the battle of the giants.** It might seem difficult to decide which approach to follow without knowing much about them. Here is a quick comparison of both methodologies to make this decision easier!\n\n### Setting project requirements\n\nAn [advantage of agile development methodology](https://www.boldare.com/blog/10-advantages-of-agile-methodology/) over waterfall is that product requirements can be modified at any stage of the development process, even after the planning has been completed. **In waterfall, the project requirements are defined right at the start**. If your vision changes or market conditions alter, you’ll have to start the entire process from scratch to account for the changes.\n\nImagine a scenario where a company manages their project in agile. During product development, they discover that the feature they worked on relies on an external service, and its price has gone up drastically – this is something they have no control over. Teams working in agile would run a pivot to identify an alternative solution; be it a custom-made or ready-made solution bought from a different provider.\n\nIn waterfall, such a turn of events would be impossible. You would have to strictly follow the documentation and stick with the more expensive option which you previously agreed on. Agile puts client and user needs over documentation, as opposed to waterfall.\n\n### Product development planning and scope\n\n**Waterfall represents a linear process,** it’s implemented as one project which is split into phases. A new phase cannot commence until the previous phase is completed. No phase can be revisited; the only way to return to a phase is by starting from the beginning.\n\nOne of the primary advantages of **agile** over waterfall is its **flexibility**. In agile, product development is based around development cycles called sprints. Product changes can be implemented at any point during product development as opposed to waterfall, which requires fixed product specifications with no modifications allowed.\n\nWaterfall follows a fixed time, price and scope approach – everything is agreed upon before the project starts. Such an approach is designed for companies who know exactly what their expectations are and that they’re not going to change during the development process. Agile usually relies on the time and materials model. What does that mean? For example, if you decide to work with an external partner who follows agile, you’ll only be charged for the actual time the team spent working on your project.\n\nAt Boldare, we usually follow the time and materials approach for the benefit of our partners:\n\n* you only pay for the for the accessibility and capacity of our developers or actual working hours (calculated based on the hourly rate or a fixed rate per team member);\n* even if the work scope changes, the cost may stay at a similar level (but only if the new features or user stories don’t prove to be more time-consuming than the features that were considered initially);\n* we are flexible, which means that we always have a very positive attitude towards changes, even late ones.\n\n<RelatedArticle title=\"This is how Boldare Development Teams process addresses your business needs\" />\n\nHowever, if our customer requires a [digital prototype](https://www.boldare.com/blog/digital-product-prototyping-whats-it-all-about/) or has clearly defined business objectives and product specifications, we may discuss a fixed price or scope, eventually.\n\n### Approach to testing\n\n**Another aspect worth mentioning in our agile vs. waterfall project management face-off is their very different approach to testing.** Testing is one of the key components of agile. The product is tested during every sprint as it’s created, which allows developers to quickly spot and eliminate any bugs. This results in faster product delivery and significant cost savings.\n\nAt Boldare, we have a code review process which mandates every piece of code be reviewed and approved by at least one another experienced software developer. This, combined with continuous integration, automated tests and other practices, ensures the high quality of our code and helps us to maintain good programming practices in our software. This procedure is one of the most important processes we practice and we give it a lot of attention.\n\nIn waterfall, testing is performed after the build phase which can cause serious issues, especially for larger-scale projects. Errors made at an early stage of product development will not be spotted until the product is completed, which will negatively impact its quality.\n\nIf your product is complicated, or you’re unsure of what features it should have, choosing agile is always a much safer option.\n\n### Customer involvement in product development\n\nBy choosing agile, you actively participate in the product development. You and your external partner act as one team. Agile puts a strong emphasis on customer satisfaction; you take part in every stage of the development process.\n\nWaterfall, on the other hand, limits client involvement. The customer is responsible for providing detailed project documentation and this is where their role ends. This frequently results in miscommunication and has a negative impact on product quality.\n\nAccording to research from [the Standish Group](https://blog.ganttpro.com/en/waterfall-vs-agile-with-advantages-and-disadvantages/), agile has a higher project success rate in comparison to waterfall. **Only 9% of agile projects fail**. **This number is significantly higher in waterfall, at 29%.**\n\nAt Boldare, keeping our customers satisfied and happy is our top priority, which is why we favor agile. We start each project with a [discovery workshop](https://www.boldare.com/blog/how-do-you-make-first-product-discovery-workshops/) which usually lasts one to two business days. This workshop is when the development team, the scrum master, the graphic designer, and the Q&A analysts meet with the customer to better understand their needs and goals.\n\nWhy are product discovery workshops so crucial? Because thanks to them the product owner has the opportunity to explain their (and their decision makers’) expectations and goals regarding the project; giving the team, the chance to understand it better. During such workshops, both sides can challenge the initial idea, talk about potential risks and find solutions or choose a better path for reaching the project goals. A product discovery workshop allows us to build a better product and helps to avoid misunderstandings during the development process.\n\n<RelatedArticle title=\"Product Vision Workshops – seeing clearly from the beginning\" />\n\nThe shape of the team will be determined based on the customer’s requirements. It might include a customer success guide instead of a QA specialist, for example.\n\nThe discovery workshop results in creation of a product canvas that includes crucial product information, the product backlog, user story mapping, and initial time frame. All to ensure fruitful cooperation.\n\nBy participating in a discovery workshop, our customers not only meet the team they’re going to work with but they’re exposed to fresh perspectives and ideas. Potential risks and problems are identified early. It also gives the development team a chance to better understand what the customer wants to achieve.\n\nIn summary, the purpose of the discovery workshop is to:\n\n* figure out why we want to bring the product to market;\n* asses the stage that the product is at;\n* provide customers with potential solutions;\n* decide on the technology we’re going to use;\n* understand the risks, and define what success means to both parties.\n* There are no workshops in waterfall, which is a real downside.\n\n### Team structure: agile vs. waterfall\n\nWaterfall teams tend to be large with a rigid structure with specific roles assigned to each team member. Each member of the team is accountable for a stage in the development process. The project manager, who acts as the leader, is responsible for the end result of the project. This can lead to less teamwork, as each individual focuses primarily on delivering their own assigned tasks.\n\nOn the other hand, agile teams are often small, and have more adaptable skill sets; for example, a developer is also a tester and an analyst at the same time. Even though it’s usually the project manager who is the project leader, everyone in the agile team is held responsible for the project’s success. In agile, teamwork thrives, while all issues are resolved through regular and effective communication.\n\nAt Boldare, we don’t have project managers – we have [scrum masters ](https://www.boldare.com/blog/what-is-a-scrum-master-role-and-difference-between-manager/)who are team facilitators. They manage the development process, ensure everything goes according to plan and resolve problems if any arise. Not having a project manager eliminates intermediaries and allows for more direct communication.\n\nBy working with Boldare, our customers not only get a dedicated dev team and a scrum master, but they also get access to our extensive business expertise. Whenever our partner needs support with setting up a product’s metrics, its budget, ROI or any other business-focused or product related KPIs, we offer help through our customer success guide, scrum master or head of development. Why? Since we work together, we feel that it’s also our responsibility to deliver a product that will be beneficial for both sides: our partner, their stakeholders, and us.\n\nOur customers can benefit greatly from our specialized knowledge transfer. What’s unique about working with Boldare is how we assign teams to projects. If you require an MVP, you get a team that specializes in [MVP development](https://www.boldare.com/blog/mvp-development-everything-you-want-to-know/) – this will positively impact the end result.\n\n### Communication\n\nGood communication is crucial for effective cooperation. Agile teams put a lot of effort into communicating project progress regularly. The customer is involved in product development from start to finish.\n\nAt Boldare, transparency is important – we have nothing to hide. Anyone from the team can verify the project stage. The partner can get in touch with any team member they like – be it the scrum master, the developers, or the graphic designer. Our customers always have full access to the entire team, including their skills.\n\nIn waterfall, communication is limited, irregular and not as organized as in agile. Most communication happens during the requirements phase – where the project manager agrees the product requirements with the customer. Once this phase is completed, the customer steps out.\n\n### Agreeing on the budget\n\nSetting the budget is one of the most crucial steps in the product development process. In waterfall, the budget is set up front and usually cannot be modified. The agile methodology revolves around flexibility, which also applies to budgeting. You can calculate the budget based on the number of sprints. You can easily agree on how much each sprint is going to cost.\n\nThe cost depends on the project's timeframe. Since scrum teams are made of dedicated team members, they have a set team cost which is calculated as an hourly or fixed rate per person and is the same for each sprint. This makes budget estimation easier and more accurate.\n\n**One of the greatest advantages of agile over waterfall is that the** **budget can be altered** – if your product vision changes, so does the budget. For example, if you decide you want to eliminate or add more features, you can, and these changes will be reflected in your budget. This would not be allowed in waterfall.\n\n<RelatedArticle title=\"How much should you pay for a digital product development?\" />\n\nAt Boldare, we agree an initial budget based on the product requirements provided by the product owner. The budget is then adjusted during the discovery workshop and can be changed after each sprint. In agile, the development team and the scrum master are responsible for budget estimations and for finding the most efficient solutions to ensure the project stays within those estimates. The product owner always knows what the budget is. The scrum master ensures the process is transparent and that the product owner has access to all data.\n\n## Waterfall vs. agile product development - concluding thoughts\n\n**What is the difference between agile and waterfall?** The agile approach is suitable for most software projects, especially if you’re unsure of the final product requirements. Agile gives you a lot of flexibility – feature changes are never a problem as modifications are performed during each sprint.\n\nThis methodology puts less pressure on getting things right the first time. Thanks to continuous testing, bugs are eliminated early in the development process, which guarantees high product quality and fast market delivery. Usually, the products that are made by agile-fueled teams are a better fit with the user's expectations and needs, thanks to agile’s user-oriented approach.\n\nThe agile manifesto points out that user satisfaction is more important than simply following a development plan and documentation, which is the focus of the waterfall methodology.\n\nWaterfall is more rigid, and less forgiving of errors. Product specifications must be agreed upon up front, and no changes are allowed after the development process starts. It is best-suited for short projects which are well-defined from the beginning.\n\nOverall, agile is a much safer option irrespective of the size and complexity of your project. If you aren’t sure which approach to choose, go with agile!\n\n![agile vs waterfall](Agile_vs_Waterfall.png)"}],"job":null,"photo":null,"slug":null,"cover":"MVP_development_in_practice.jpg","lead":"You came up with this mind-blowing product idea which you’re certain is going to revolutionize the market. Now all you have to do is turn that idea into reality. Easy! No, not really – achieving reality requires a lot of decision making!","templateKey":"article-page","specialArticle":false,"isNewWork":null,"isNewNormal":null,"service":null,"settings":{"date":"2019-10-09T17:36:13.003Z","slug":"agile-vs-waterfall","type":"blog","slugType":null,"category":"Strategy","additionalCategories":["Agile"],"url":null},"author":"Kasia Kowalska","authorAdditional":null,"box":{"content":{"title":"The great dilemma. Agile or waterfall?","tileDescription":"You came up with this mind-blowing product idea which you’re certain is going to revolutionize the market. Now all you have to do is turn that idea into reality. Easy! No, not really – achieving reality requires a lot of decision making!","coverImage":"MVP_development_in_practice.jpg"},"coverImage":null}},"id":"0ad6db06-c388-5112-87ae-077ddf819386"}},{"node":{"excerpt":"","fields":{"slug":"/blog/culture-shift-the-practical-key-to-digital-transformation/"},"frontmatter":{"title":"Culture Shift – the practical key to digital transformation","order":null,"content":[{"body":"But wait. That sounds too simplistic. Too theoretical. Too obvious. Exactly. The moment you try to implement digital transformation in practice, you realize that this is not all about having a slick website or popular customer app (although it’s absolutely fine to have those!).\n\nDigital transformation affects the whole organization, potentially changing how it operates on every level in response to the world we live in.\n\n## What is Digital Transformation?\n\nThe phrase **digital transformation often goes hand in hand with words such as agile, efficient, creative, user-centric, customer-oriented**… and these are all good descriptors of a digital transformation process or project but what exactly is being transformed, and how?\n\nAt Boldare, we approach **digital transformation** from a primarily practical perspective. As such, we view it as a two-part concept:\n\n* **Digitization** – the move from analog to digital in your products and services (for example, the shift from a customer service phone number to an online AI-powered chatbot to answer queries).\n* **Digitalization** – using digital technologies to update and streamline your business model and processes.\n\nOne is external-facing, a transformation of how your customers or clients experience your products and services; the other is internal, focused on improving how you operate ‘behind the scenes’.\n\n**The key is to remember that in terms of digital transformation, both these practices are essential components.** The Boldare approach covers both bases.\n\n**Yes**, we work with clients to ‘digitize’ by creating high quality digital products, but we also bring our know-how to the table, benefiting the  client with our practical experience of how organizations can fit into, and thrive in, the new digital business reality.\n\nBefore you begin, the idea of these transformations may sound drastic and all-encompassing (even overwhelming) but in our experience, these transformative processes often grow from a single seed, such as the introduction or updating of a single customer app.\n\nYour **digital transformation** may be driven by one of various factors – customer or user expectations, changes in society, economic realities, a disruption to your sector or industry, or just the unstoppable ‘digital era’ in which we find ourselves – but the ultimate goal is always optimization, of the customer experience, of your business processes, of your digital fitness for purpose.\n\n## Digital transformation in a VUCA world – the outside influence\n\nWe all know it’s a complicated world and not getting any simpler but it’s more than that. Originally a military concept, **VUCA** is commonly used for the modern business world and stands for volatile, uncertain, complex, and ambiguous which is a comprehensive way of saying ‘extremely complicated’.\n\nAgainst this external backdrop, any business practice, process or project must tread carefully – **simplistic strategies don’t tend to work well in a complex environment**. Any approach must be nuanced and start with a deep understanding of where you are, where you wish to be, and what exactly must be overcome along the way.\n\n**In a digital transformation, it’s all too easy (and tempting) to focus on the technology aspects of the change**: What’s possible? What are we missing? What would work for our customers? and so on. However, technology is a surface issue (remember, digitization is only half the process here).\n\n<RelatedArticle title=\"Practical tips on changing the service provider and still delivering your digital product\" />\n\nA genuine transformation must address the obstacles to change, such as internal inertia, legacy systems and processes. In other words, your existing business culture. In fact, the _**PwC report,**_[ _**Industry 4.0: Building the digital experience**_](https://www.pwc.nl/en/publicaties/industry-4-0-building-the-digital-enterprise.html), cites a “lack of digital culture” as the biggest challenge facing companies right now.\n\nWhat exactly does a “**lack of digital culture**” look like? The following points might indicate where you have work to do…\n\n* Innovation, risk-taking, new ideas and disruptive thinking are uncommon among employees.\n* Decision-making is a slow process, and few decisions are based on data and analytics.\n* Managers and teams tend to work in silos; cross-functional collaboration is rare.\n* The company is inward-looking, with few or no external partnerships.\n* When faced with a challenge, the digital option is rarely the default.\n* Customer needs are not at the heart of your business strategy.\n\nDoes that sound familiar to you?\n\n<NewNormalBanner id=\"newnormal-banner-click\" />\n\n## Cultural change for digital transformation\n\nThe PwC research ties **digital transformation** closely to culture. Whatever we do towards digitization and digitalization has an impact on corporate culture, and whatever we do to change the culture will have an impact on digital transformation – there’s no separating the two and **at Boldare, we’ve found that culture is a highly practical lens through which to view (and guide) the transformation process.**\n\nThe idea of the organization as a complex social system (as opposed to being a kind of tribe or machine) began in the 1960s with sociologist, philosopher and systems theorist, Niklas Luhmann. With this perspective, organizational culture, as the summation of your internal processes, policies, attitudes, successes, failures, ways of working, company legends even, cannot be directly changed or influenced. True culture change comes from decisions and changes regarding the factors that contribute to your overall culture.\n\nThese include:\n\n* **Programmes** – your business vision, strategy, policies, pricing, etc.\n* **Communication channels** – your organizational structure, hierarchy, roles & accountabilities, regular meetings, comms tools, etc.\n* **Personnel** – not your employees but rather the qualifications that they possess, and the potential career paths open to them.\n\nAny decision or change to one of these three elements has an impact on your organizational culture (the system). But what does that look like in practice?\n\n## Digital transformation for real – our clients’ experiences\n\nCurrently, **Boldare is involved in a number of digital transformation projects** and details from one of these projects are useful to illustrate how the way in which we have built products together has driven the digital transformation process.\n\n**One of our clients undergoing digital transformation is definitely operating in a VUCA world**, facing rising costs, legislative pressures, and a changing global business environment. **Their digital transformation is well under way**, however, the whole process began with work on scaling a single digital product.\n\nThe very first project we delivered together was strongly focused on the client’s customers. We worked in close cooperation with the client partner’s teams. Both sides followed the **agile principles** and **scrum processes** of digital product development with clear roles and responsibilities, and maintained full comms transparency while producing a product increment every two weeks. As a result, we created an **MVP of an app** that was widely acclaimed by the client’s customers - a digital product that continues to be developed.\n\n<RelatedArticle title=\"MVP development - what, why & how\" />\n\nAs this first project continued, we started a second one, developing an a mobile app for one of the client’s core business services. Again, as we continued this digitization of the company’s services and customer experience, we followed principles of transparency and close collaboration. However, with two projects ongoing, a more strategic approach was necessary to synchronize iterations and project management.\n\nA third product followed and faced with managing multiple development projects, the client and Boldare developed a common roadmap and a single backlog of tasks for all three projects. Ultimately, as a consequence of this more strategic approach, **we assembled a joint R&D team to take the lead on further product development**, including recruitment of employees with skills new to the organization.\n\nIn summary, we had:\n\n* Three teams building three products, at different stages.\n* The same processes and full transparency for all three.\n* An interdisciplinary R&D team of people from both the client’s side and Boldare (50:50).\n* An aligned strategy and methodology throughout.\n* Steady, incremental growth\n\nThe process of transformation now includes both digitization and digitalization aspects and has so far been logical and organic, growing steadily and consolidating various inputs and changes to the three elements of the organization as a system: its programmes, its communications channels, and its personnel.\n\n**One of the biggest benefits of this kind close collaboration** was that the client could take full advantage of our resources, knowledge and experience of development processes,  bringing that expertise into their company and making it their own. **We are proud that we could offer this kind of knowledge transfer, and our partnership continues to be beneficial for both sides.**\n\n## Digital transformation – the big picture built on practical details\n\nFaced with an increasingly complex world, in which consumers and customers increasingly insist on digital interaction and convenience, all businesses are faced with the need for digital transformation sooner or later. However, this is not just a challenge for your IT department or outsourced technology supplier.\n\n**Digital transformation is a change that affects the whole organization – the whole ‘system’ – and because of that, simply adding new technology is not enough.**\n\nDigital transformation relies on a cultural transformation and that depends on key changes to the ‘programmes’ on which your organization runs, the way in which you communicate internally and externally, and on the skills and competences you are able to access.\n\nAbove all, digital transformation is a journey towards fully leveraging the possibilities and opportunities of new technologies and their impact faster, better and in more innovative way. But, as the saying goes, a journey of a thousand miles begins with a single step. Start small and be aware of the broader impact of each digital project."}],"job":null,"photo":null,"slug":null,"cover":"Digital_transformation_and_cultural_shift.jpg","lead":"Digital transformation is a complex challenge facing almost every modern business. Whatever sector you are in, whether you manufacture products or provide services, whatever continent you operate on, the digital world demands a new approach. The shift to that new approach is digital transformation.","templateKey":"article-page","specialArticle":false,"isNewWork":null,"isNewNormal":null,"service":null,"settings":{"date":"2019-06-30T11:29:36.735Z","slug":"culture-shift-practical-key-to-digital-transformation","type":"blog","slugType":null,"category":"Strategy","additionalCategories":["Culture","Digital transformation"],"url":null},"author":"Adam Surdy","authorAdditional":null,"box":{"content":{"title":"Digital transformation through cultural shift","tileDescription":"Digital transformation is a complex challenge facing almost every modern business. Whatever sector you are in, whether you manufacture products or provide services, whatever continent you operate on, the digital world demands a new approach. The shift to that new approach is digital transformation.","coverImage":"Cultural_shift_in_digital_transformation.jpg"},"coverImage":null}},"id":"faf97935-d7e7-587e-9bd0-e0fb4df7fe7d"}},{"node":{"excerpt":"","fields":{"slug":"/youtube-videos/holacracy-practicioners-meetup-3-impressions/"},"frontmatter":{"title":"Holacracy Practitioners Meetup 3 - guests impressions","order":null,"content":null,"job":null,"photo":null,"slug":null,"cover":"/img/woman-in-room-with-glass-walls.jpg","lead":"","templateKey":"youtube-video","specialArticle":null,"isNewWork":null,"isNewNormal":null,"service":null,"settings":{"date":"2019-06-21T09:39:32.121Z","slug":null,"type":null,"slugType":null,"category":"Video","additionalCategories":["Holacracy","Video"],"url":"https://www.youtube.com/watch?v=KLOcz4xHl1Q"},"author":"Kamil Mizera","authorAdditional":null,"box":{"content":{"title":"Holacracy Practitioners Meetup 3 - guests impressions","tileDescription":"HolaMeetup 3 - a few impressions of our guests, including Ewa Bocian from Dwarfs and Giants, Ewout Meijer from Springest, and Ivan Matosyan from Videolektor.cz. ","coverImage":"/img/woman-in-room-with-glass-walls.jpg"},"coverImage":null}},"id":"dc6bf62e-4cd4-5073-9476-1535540e6efe"}},{"node":{"excerpt":"","fields":{"slug":"/youtube-videos/digital-transformation-in-practice/"},"frontmatter":{"title":"Digital Transformation in practice. A case study of change","order":null,"content":null,"job":null,"photo":null,"slug":null,"cover":"/img/woman-in-room-with-glass-walls.jpg","lead":"","templateKey":"youtube-video","specialArticle":null,"isNewWork":null,"isNewNormal":null,"service":null,"settings":{"date":"2019-06-13T09:39:32.000Z","slug":null,"type":null,"slugType":null,"category":"Video","additionalCategories":["Digital transformation","Video"],"url":"https://www.youtube.com/watch?v=rR8gPtwCQPg"},"author":"Kamil Mizera","authorAdditional":null,"box":{"content":{"title":"Digital Transformation in practice. A case study of change","tileDescription":"This webinar explains step-by-step how to deal with Digital Transformation through the practice of software development and systemic change. Anna Zarudzka, Boldare co-CEO will lead you on the journey of one of our clients who went through a specific type of transformation we call “systemic digital transformation”. She will guide you through steps they took to successfully change their company while delivering results at the same time.","coverImage":"/img/woman-in-room-with-glass-walls.jpg"},"coverImage":null}},"id":"77129ac9-bed1-5723-8490-b21d663629bb"}},{"node":{"excerpt":"","fields":{"slug":"/youtube-videos/holacracy-practicioners-meetup-3/"},"frontmatter":{"title":"Holacracy Practitioners Meetup 3","order":null,"content":null,"job":null,"photo":null,"slug":null,"cover":"/img/woman-in-room-with-glass-walls.jpg","lead":"","templateKey":"youtube-video","specialArticle":null,"isNewWork":null,"isNewNormal":null,"service":null,"settings":{"date":"2019-06-11T09:39:32.000Z","slug":null,"type":null,"slugType":null,"category":"Video","additionalCategories":["Holacracy","Video"],"url":"https://www.youtube.com/watch?v=ERw-e06_tIQ"},"author":"Kamil Mizera","authorAdditional":null,"box":{"content":{"title":"Holacracy Practitioners Meetup 3","tileDescription":"Watch a full video record of 3th edition of Holacracy Practitioners Meetup. See what our guests from The Springest and Videolektor.cz  learned from the implementation of Holacracy in their companies. ","coverImage":"/img/woman-in-room-with-glass-walls.jpg"},"coverImage":null}},"id":"bd389db8-aee6-52ed-b2ba-b363f94513c2"}},{"node":{"excerpt":"","fields":{"slug":"/youtube-videos/agile-practicioners-6/"},"frontmatter":{"title":"Helping Elon Musk with his subcontractors | Agile Practitioners","order":null,"content":null,"job":null,"photo":null,"slug":null,"cover":"/img/woman-in-room-with-glass-walls.jpg","lead":"","templateKey":"youtube-video","specialArticle":null,"isNewWork":null,"isNewNormal":null,"service":null,"settings":{"date":"2019-06-01T09:40:32.000Z","slug":null,"type":null,"slugType":null,"category":"Video","additionalCategories":["Agile","Video"],"url":"https://www.youtube.com/watch?v=GUXClhQecfo"},"author":"Kamil Mizera","authorAdditional":null,"box":{"content":{"title":"Helping Elon Musk with his subcontractors | Agile Practitioners","tileDescription":"Once in a while, some interesting leaks happen. This time Elon Musk emailed all Tesla employees & subcontractors and described how far from perfect are the companies that face a lack of engagement, lack of visibility, and misty structure of suppliers involved in the production. Well, as a software development company, we're also a subcontractor quite often. So this time in the Agile Practitioners series, we will show you how to avoid such problems, based on our best experience.","coverImage":"/img/woman-in-room-with-glass-walls.jpg"},"coverImage":null}},"id":"5c6e4f34-dc3c-5ab3-b37e-8672d7e395cf"}},{"node":{"excerpt":"","fields":{"slug":"/blog/lean-startup-series-innovation-accounting/"},"frontmatter":{"title":"Lean Startup Series: Innovation Accounting","order":null,"content":[{"body":"You may have heard the phrase, *“There’s no accounting for taste,”* but when it comes to the lean startup approach to digital product development, there is accounting for innovation. And not only does it exist but it’s necessary. After all, a startup business environment is all about innovation and creativity – if you’re not aiming for something new, you’re not really a startup.\n\nSo we need some way to measure that. Especially considering that **a startup is, by definition, a new venture – there are no existing metrics or data or past performance statistics to measure against.** You’re starting from scratch and so must all your accounts.\n\n\\>> See [how scrum can boost your software development projects](https://www.boldare.com/blog/building-apps-using-scrum-development/)\n\nIn his book, “The Lean Startup”, Eric Ries defines innovation accounting as\n\n> …a way of evaluating progress when all the metrics typically used in an established company (revenue, customers, ROI, market share) are effectively zero.\n\nIn other words, a business developing a new product is surrounded by apparent ambiguity (how do you measure ‘opportunity’?) and innovation accounting brings a structure to measuring progress and success in that kind of environment. It’s about aligning your accounting with being in the business of new ideas.\n\n<RelatedArticle title=\"Lean Startup Series: Validated Learning\" />\n\n## What is innovation accounting?\n\n**The lean startup approach rests on five basic principles:**\n\n1. Entrepreneurs are everywhere\n2. Entrepreneurship is management\n3. Validated learning\n4. Innovation accounting\n5. Build-Measure-Learn\n\nKey to lean startup is learning and understanding – both the product and the client’s business. **Lean startup innovation accounting is a structured way of measuring progress.**\n\nYou can read about particular stages of lean startup [full cycle product development](https://www.boldare.com/services/full-cycle-product-development/) here:\n\n* [Product Prototyping services](https://www.boldare.com/services/full-cycle-product-development/prototyping/)\n* [MVP Development services](https://www.boldare.com/services/mvp-development/)\n* [Product-Market Fit](https://www.boldare.com/services/product-market-fit-expanding-demand/)\n* [Product Scaling](https://www.boldare.com/services/scaling-your-product-thriving-in-the-market/)\n\nTraditional metrics, such as ROI or market share, are ill-suited to the startup business scenario. Ries emphasizes that the use of such measures only encourages exaggeration – either of the initial business plan or the predicted returns – in order to secure funding for the project. Besides, such metrics are not necessarily the measures of success here.\n\n![Lean startup innovation accounting](/img/team-in-the-room.jpg)\n\n**At the product development stage, is market share really such a concern?** Yes, it’s important to know your target user, and yes, it’s a long-term goal to capture as many of those users as possible… but while you’re still building and testing your minimum viable product, the number of users is no indicator of success or failure; the product simply isn’t at that stage yet.\n\n**So, what does innovative accounting look like?**\n\n<RelatedArticle title=\"Lean Startup Series: Vanity Metrics vs. Actionable Metrics\" />\n\n## Leveling up – the 3 levels of innovation in accounting\n\nRies understands that metrics and measuring performance is often a tricky science and has suggested that three consecutive dashboards be developed for each product, each building on the last with further information and data.\n\n### Innovation accounting level 1: customer-focused\n\nThe key is to start with metrics that are not only easy to track but also relate to activities that are part of the digital product development process. Given that lean startup is all about understanding (and addressing) the needs of users, Ries encourages a customer focus for this first level. Examples might be\n\n* **Customer discussions** (How many users do your business talk to each week?)\n* **Customer feedback** (How many users provide feedback on the product each week?)\n* **Conversion rates** (How many users have actually tried the product out?)\n* **Per Customer Revenue** (How much would users be willing to pay for the product?)\n\nThe purpose here is to keep the process of development closely aligned with user needs and feedback. Metrics like these act as a measure of the level of involvement of users in your product development.\n\n<RelatedArticle title=\"Software Development Outsourcing - everything you should know\" />\n\n### Innovation accounting level 2: making ‘Leap of Faith Assumptions’\n\nEmbarking on development of a new product for an untested market (at least, “untested” in relation to your product) is a leap of faith. What makes it so? The assumptions you’re making about the product and the market from the beginning.\n\n\\>> Meet [impact mapping](https://www.boldare.com/blog/build-product-that-make-impact/) - a method to help you manage goals, decide on priorities, and spot risks\n\n**The lean startup accounting approach implicitly acknowledges that it’s impossible to start building anything new without an assumption or two and measuring the truth of those assumptions is part of the second level of innovation accounting metrics.**\n\nLeap of faith assumptions come in two flavors: value assumptions about the value users will derive from the product, and growth assumptions about how new users will find your product. Testing these assumptions is at the center of the lean startup methodology through digital prototyping, MVP development, and validated learning exercises that guide the product’s development path.\n\nRies’ suggested value metrics aim to test for positive user behavior:\n\n* Rate of repeat purchases\n* Retention rates\n* Willingness to pay a premium price\n* Referral rates\n\nWhereas the recommended growth metrics are looking for indications of sustainable growth:\n\n* Word of mouth referrals\n* Ability to take revenue from one customer and invest it into a new customer acquisition\n* Ability to recruit new customers as a side effect of normal usage\n\nThe focus of this second level of metrics is to clarify the product scaling,  and market fit.\n\n![innovation accounting lean startup](Lean_Startup_Series_Innovation_Accounting.jpg)\n\n### Innovation accounting level 3: what’s the ‘Net Present Value’?\n\n**The beauty of Net Present Value (NPV) is that it’s a reality check**. Your business plan (and forecasts) may aim for the product to be worth $X in 12 months’ time but NPV tells you what it’s worth now. Unlike more conventional NPV calculations that include assumptions around market size, market share, product cost, etc., **the innovation accounting NPV is based on the long-term drivers of your product’s future performance** (and value); for example:\n\n* Number of website visitors\n* Percentage of visitors that become users\n* Percentage of users that choose to pay for the product (e.g. where there is a choice of freemium or paid versions available)\n* Average price paid by each user\n\nThe purpose of level three is to shift the focus to the product’s financial performance.\n\n## Measuring the progress of your product\n\n**The key is that innovation accounting lean startup and its metrics are not static.** The lean startup process rests on a constant spiralling cycle of Build-Measure-Learn. Not only is the product constantly improving but with every test or interaction, new data is being gathered. This gives the process a dynamism as the overall data provided by the metrics changes to take account of the latest input.\n\nThe implications of each new piece of data for your business can be seen instantly; the three dashboards offer a constantly updated picture of your product’s path to existence, and to market.\n\n![Innovation accounting](/img/lean-startup-build-measure-learn.png)\n\n## The innovation accounting process\n\n*A broad overview of how to adopt innovation accounting in your product development is as follows:*\n\n### Choose your metrics\n\nThe key is to keep metrics simple and easy to use. If you’re wondering where to start, the above first level examples may provide an entry point. Or you can prompt ideas by asking yourself these questions and then refining the answers into metrics for which the data is available:\n\n1. Did we do what we said we would?\n2. How are people working differently?\n3. Do users see an improvement? (referring back to the original problem or need your product is an attempt to solve)\n4. What new sources of growth are we tapping?\n\n### Monitor the data\n\nApply your chosen metrics to the three levels, gather the data and measure progress.\n\n### Hold the project to account\n\nAct on the data you have. Is the project team performing to plan? What progress is being made, and in what direction? Is the product development still aligned to identified user needs?\n\n<RelatedUniversalBox title=\"How to create an app that lets people use solar energy better\" url=\"https://www.boldare.com/work/case-study-sonnen/\" type=\"case study\" image=\"img/sonnen-customer-portal-app-views-min.jpg\" />\n\n## Benefits of innovation accounting\n\nSo far, so good. **But what are the specific benefits of innovation accounting?**\n\n* **The framework of metrics** has a structure which means that each one is (if you’ve chosen wisely) essential. The three-level structure carries in-built dependencies in that the first measures user engagement, the second the market-readiness of the product, and the third measures financial/market performance.\n* The figures and metrics create a **sharp focus** on the value and performance of the product. This helps keep the development team focused on what is important, on the project’s success criteria: a product that fits the market and can do so in the future.\n* In turn, creating a strong team focus on the underpinning development issues and goals is potentially **strong motivation for collaboration** and teamworking.\n* The system provides a rare **link between research & development** (often a fairly ‘intuitive’ process) and market performance.\n* If you’re in the business of creating products, using the same (or compatible) metrics for each development process allows like-for-like **comparisons between products**.\n\nYou can read about techniques we use here: [Boldare's processes for a digital product development.](https://www.boldare.com/blog/agile-process-for-digital-product-development/)\n\n## Summary of innovation accounting lean startup\n\n**Innovation accounting is one of the five basic principles of the lean startup approach to business.** Specifically designed to address the fact that a startup has no real data history or market traction, innovation accounting involves choosing key metrics that enable you to track and measure what really matters: user engagement with the product, assumption-testing, and current product value. The benefits include the creation of a product better suited to its market, and single focus for all members of the project team.\n\n<RelatedUniversalBox title=\"Software Development Outsourcing\" url=\"https://www.boldare.com/services/software-development-outsourcing/\" type=\"service\" image=\"gatsby-cloudinary/scrum-team.jpg\" />"}],"job":null,"photo":null,"slug":null,"cover":"/img/lean-startup-chart.jpg","lead":"Innovation accounting is a key element of the lean startup approach. Embodying the ‘measure’ and ‘learn’ elements of the Build-Measure-Learn cycle, innovation accounting enables business owners and developers to create useful metrics that offer insight into user engagement, product-market fit, and scalability.","templateKey":"article-page","specialArticle":false,"isNewWork":null,"isNewNormal":null,"service":null,"settings":{"date":"2018-11-28T09:32:59.033Z","slug":"lean-startup-innovation-accounting","type":"blog","slugType":null,"category":"Digital Product","additionalCategories":["Future"],"url":null},"author":"Romuald Członkowski","authorAdditional":null,"box":{"content":{"title":"Lean Startup series: innovation accounting","tileDescription":"Innovation accounting is a key element of the lean startup approach. Embodying the ‘measure’ and ‘learn’ elements of the Build-Measure-Learn cycle, innovation accounting enables business owners and developers to create useful metrics that offer insight into user engagement, product-market fit, and scalability.","coverImage":"/img/lean-startup-chart.jpg"},"coverImage":null}},"id":"3c699bf0-2b0f-5b91-a69a-41dee56279f7"}},{"node":{"excerpt":"","fields":{"slug":"/blog/system-story-the-little-sentence-that-builds-big-things/"},"frontmatter":{"title":"System Story – the little sentence that builds big things","order":null,"content":[{"body":"## Don’t drown in the information jungle\r\n\r\nAt the beginning, we have the entry brief, however, we can’t take it for granted.\r\n\r\nThat’s why the meeting between the client and the rest of the team is crucial. During the  [product vision workshop](https://www.boldare.com/blog/product-vision-workshops-toolkit/), we define, little by little, a common vision and business goals. By the end, we have understood the project in detail and just needed to create a single answer to four little questions:\r\n\r\n1. What exactly are we building?\r\n2. How are we going to achieve our goal?\r\n3. Who exactly is it addressed to?\r\n4. And… a tricky one: What for?\r\n\r\n**This should all be answered in one sentence and… voila! We have our system story - a summary of the whole project in a single line.** Don’t be under any illusion that it’s easy to write. In fact, you will dwell on it a lot before you create it, believe me. However, many people at the workshop, however many sentences… we only need one, a single perfect sentence, approved by the team and the client.\r\n\r\n![system story](/img/system-story-path-v1.jpg)\r\n\r\n## Verify your assumptions with system story\r\n\r\nI’ll give half of my kingdom to the person who knows everything about a yet-to-be-developed product.\r\n\r\nOf course, we ask a ton of questions and gather a huge amount of insight. This allows us to find a technical solution, come up with a general strategy, plan a team, etc. This mass of information gives us a great overview, but can we be 100% sure we know everything? Is what we assume to be the core problem really the problem we want to solve?\r\n\r\nTo take an example, before the workshop with our client from Vancouver, we were familiar with the whole product vision. We were almost certain that we were to build a catalogue of sconces designed for hotel interiors. During the system story, we verified all our previous assumptions.\r\n\r\nOur goal was to build an appealing, modern catalogue of customizable sconces. But… not for the hotel owners, for interior designers. We had to build a tool which would help them effectively sell the unique product to the contractors. The proper user path was: *designer chooses a certain sconce from the product list (designed by us), then includes it in their interior project which will be shown to the final client.*\r\n\r\nWe quickly realized that the designer is like a bridge between the owner of the business and our website. And they became our story users! **The system story gave us the certainty that we could be sure we had found the perfect user. The rest of the project was about answering to that user’s needs.**\r\n\r\n![Numera Lightning](/img/numera.jpg)\r\n\r\n## Good navigation throughout the design process\r\n\r\n**Another key point is to remember the user’s needs and business values. The system story stays with us during the whole release**. Only such verification provides a strong and effective product.\r\n\r\nOur collaboration with a client from the Saudi Arabia is an example. Our main goal was to create the best search offers for Saudi travelers. The product had to respond to users’ needs and find the most appropriate deal at a good price. **The system story was helpful from the beginning, but when we were designing the wireframes it was critical**. There were many features on the key view, but we knew our user and his needs. We focused on a quick, useful search with dedicated and matched results. **Each increment was verified with the system story.**\r\n\r\nFinally, we built a useful, modern, and intuitive booking engine, responsive to today’s needs. That was a huge challenge. But a good system story guided us quickly to the right solution.\r\n\r\n![Rehalati](/img/rehalati.jpg)\r\n\r\n## System story — a small thing but a weight of gold\r\n\r\nFrom the very start of a project, throughout its implementation, to product testing, the advantages of a system story are clear. The [Product Owner](https://www.boldare.com/blog/agile-product-owner-roles-and-responsibilities/) verifies the project assumptions and clarifies the final vision with the stakeholders and the team. The developer’s team is sure what, for whom, and why the product is needed. This allows them to verify further features.\r\n\r\nFinally, it gives comfort and certainty for all, that everyone is on the same point and has the same knowledge. It helps build a fruitful relationship between the PO and the team, too. So… it’s useful for everyone.\r\n\r\n**To sum up, the system story (also known as the “product story” or the “product statement”) describes the product users and verifies the business needs.** It helps to build the right product for a particular user, which responds to real needs. Furthermore, it helps to avoid basic, major mistakes. **That saves money and time in the long run.** On the other hand, it also provides the comfort and certainty that everyone is on the same point, has the same knowledge, and is following the same path to reach the business goal. And it really binds the team together.\r\n\r\nHowever, it’s only the tip of the iceberg. There are many other traps on the design process road. But more about those in subsequent posts…\r\n\r\n![system story](/img/system-story-graphic.jpg)"}],"job":null,"photo":null,"slug":null,"cover":"/img/system-story.jpg","lead":"We know that a **project kick-off workshop** always means obtaining a lot of information. Furthermore, the **product design** journey can be long and bumpy! In our [product design and development process](https://www.boldare.com/services/product-design-and-development/) here at Boldare, there are many tools which help us navigate along the right path and verify our assumptions. We don’t want to keep them all under our hat! Today, we reveal the first step in any successful development project! **Read on to find out why it’s worth working on a system story.**","templateKey":"article-page","specialArticle":false,"isNewWork":null,"isNewNormal":null,"service":null,"settings":{"date":"2018-10-29T07:49:02.575Z","slug":"system-story-the-little-sentence-that-builds-big-things","type":"blog","slugType":null,"category":"How to","additionalCategories":["How to"],"url":null},"author":"Anna Bil","authorAdditional":null,"box":{"content":{"title":"System Story – the little sentence that builds big things","tileDescription":"We know that a project kick-off workshop always means obtaining a lot of information. In our product design and development process there are many tools which help us navigate along the right path and verify our assumptions. Today, we reveal the first step in any successful development project! Read on to find out why it’s worth working on a system story.","coverImage":"/img/system-story.jpg"},"coverImage":null}},"id":"209d906b-0385-5007-8608-34403e51f78e"}},{"node":{"excerpt":"","fields":{"slug":"/youtube-videos/holacracy-practicioners-meetup-4/"},"frontmatter":{"title":"Holacracy Practitioners Meetup 4","order":null,"content":null,"job":null,"photo":null,"slug":null,"cover":"/img/woman-in-room-with-glass-walls.jpg","lead":"","templateKey":"youtube-video","specialArticle":null,"isNewWork":null,"isNewNormal":null,"service":null,"settings":{"date":"2018-08-09T09:39:32.000Z","slug":null,"type":null,"slugType":null,"category":"Video","additionalCategories":["Holacracy","Video"],"url":"https://www.youtube.com/watch?v=koclcxS3D4Y"},"author":"Kamil Mizera","authorAdditional":null,"box":{"content":{"title":"Holacracy Practitioners Meetup 4","tileDescription":"Watch a full video record from the 4th edition of Holacracy Practitioners Meetup. Learn how Holacracy reshapes the company's structure based on the Springest case study. ","coverImage":"/img/woman-in-room-with-glass-walls.jpg"},"coverImage":null}},"id":"aef4acf6-6bf5-59fc-aead-233fa538ab36"}},{"node":{"excerpt":"","fields":{"slug":"/blog/5-signs-you’re-ready-for-holacracy/"},"frontmatter":{"title":"5 Signs You’re Ready for Holacracy","order":null,"content":[{"body":"Of course, the **OS analogy** implies that whatever your business goals, and whatever you build, they must fit within the rules of holacracy — obey the system protocols. Which in everyday ‘people language’ means limitations. After all, there are things we can do with iOS that can’t be done with Windows, and vice versa. Maybe that means that holacracy is better for some types of organization than others. Is it right for you?\n\nHolacracy definitely carries some strict recommendations in its **Constitution**, laying down guiding principles (e.g. safe enough to try) and procedures (e.g. the structure of Tactical Meetings) but… my practical experience as CEO of Boldare, a newly-holacratic company, tells me that holacracy could work anywhere. The questions is, **are you ready?**\n\nHow do you know if you’re „ready”? I recently put the same question to a group of software development company CEOs. This article is the latest in a series chronicling Boldare’s journey into holacracy and outlines 5 key indicators that your company might well be ready for holacracy.\n\n## Company Culture\n\nThe big question first, underpinning everything else: what’s your company culture like? If you take a look at the matrix below, you’ll see that the broad categories of organizational culture can be expressed as, **Collaboration, Control, Cultivation**, and **Competence**.\n\nIf I was to come to your business and ask, How do you do things around here? what kind of answer would I get?\n\n![Schneider Culture Model ](/img/matrix.jpeg \"Schneider Culture Model \")\n\n[Schneider Culture Model ](http://agilitrix.com/2011/03/how-to-make-your-culture-work/)\n\nHolacracy requires a **flat organizational structure**, in which people work closely together and improvement is a constant goal. In other words, if you see yourself on the left hand side of the matrix (with a dollop of Competence, of course) then holacracy could be for you. And if you’re company that uses agile software development than it’s more than likely your software department is very much into a culture of self-organization already.\n\n<NewNormalBanner id=\"newnormal-banner-click\" />\n\n## High levels of trust\n\nOperating within a collaborative culture, holacracy is all about individual responsibility and in order for responsibility to be given, accepted, or used, trust is needed. Each member of a circle must know they can trust their colleagues to deliver, to contribute, to help. Most of all, they must trust themselves. Traditional, hierarchical organizational structures have encouraged us all to rely on managers to be responsible, to take and approve the decisions. However, a holacratic “candidate” company has a flatter structure, and what used to be called „managers” **are no longer there** to supervise everyone else. They are there to refine and improve the processes, help evolve the holacracy model to suit the business needs and as for organization and instruction, those come from within the teams.\n\nThe teams are trusted to **organize their own work**, make their own decisions, identify and tackle their own problems (known as „tensions” in holacracy). In fact, the team — through the various roles — take on the leadership skills previously associated with managers, like problem-solving, decision-making, planning, delegation, communication, and time management. What’s more, individuals within the teams trust each other.\n\n**How do you recognize** this widespread trust? For us, one indicator can be seen in the fact that we have no executives in fancy corner offices. Management roles sit in the main space with everyone else. No status-heavy views from the window. No secretaries or personal assistants. No traditional trappings of management at all. And the result? The unspoken but clear message is that we’re all of value to the company, status and hierarchy are flattened out, and it’s much easier to communicate without ‘status barriers’ getting in the way.\n\nIf your teams are making their own strategic decisions, and receiving coaching and mentoring instead of direction from your managers, then you’re already part way to working holacratically."},{"body":"\n## Absolute transparency\n\nTrust is more likely to thrive in a secret-free environment. If your organization operates on a need-to-know basis, holacracy still be some way off. Holacracy depends on everyone knowing what everyone else is doing (or at least, having access to the information). Yes, a holacratic company has very clearly-defined roles and accountabilities, but that doesn’t mean restrictions, just information: financial results, company structure, plans for the future, open hiring/firing processes, and so on. For example, at Boldare, we publish our financial results daily on the company Slack channel for everyone to see.Transparency gives everyone the context to make the right decisions. After all, if you limit information to selected people, only those people will be equipped to make decisions.\n\nSo, how open are you? How transparent are your dealings? We used to do the usual things: openly publish a quarterly summary of our past 3 months and a yearand the plans for the next… We also used to have quarterly planning sessions, pulling in our various ‘traditional’ departments: Customer Service, HR, Finance, Strategy, Sales… We used Atlasian’s Confluence to keep our knowledge and visibility about product planning nice and clear…\n\n![Boldare company slackbot holacracy report](/img/slackbot-holacracy-report.jpg)\n\nThanks to Slack bot at Boldare everybody are updated daily of a financial context, so they can make better decisions promptly\n\nIn other words, we had a pretty good degree of openness already. But that just inspired us to see what could be done if we were prepared to go further. Now those classic shared services are covered by accountabilities within each team, or circle. Each circle has its own Slack channel to communicate on processes, progress, news, changes, and so on. To sum up, we used to be translucent, now we’re truly transparent. And that’s paying off in terms of trust.\n\n## With great power comes great responsibility\n\nThe biggest challenge of switching from traditional to holacratic mode is the transfer of power. In a classic hierarchy, the further you are from the day-to-day action of the business, the more responsibility and decision-making power you have (and almost definitely, the less well-informed you are). If this sounds backwards, it’s because it is.\n\nIn a **holacracy,** everyone has clear accountabilities and, within the bounds of those accountabilities, they are the decision-maker. A superior circle is responsible for setting each circle’s purpose and strategy, so it’s clear what decisions will suit the company and which will not. If it seems to offer a good chance of improvement and it’s ‘safe enough to try’ then do it! This can and should be very liberating, making for better-informed, more rapid decisions. But not everyone will find it comfortable, at first.\n\nWe were fortunate in that we already had a fairly **simple structure of responsibilities** (just three key ‘divisions’: Business, People, and Engineering, where very often decisions were made on a consensus) so we weren’t dismantling anything too complex. What’s more, as an agile organization, we were used to a Product Owner mindset. Even before holacracy, Boldare's employees were effectively Product Owners in their own projects, keeping the ‘management interference’ to a minimum. If you’re the same, keeping the decision-making authority with the people best-placed to understand the situation (or maybe you just see the value in moving in that direction) then holacracy could be your best option."},{"body":"## A startup mindset\n\nIt’s no surprise that holacracy was developed by a software company with an agile approach to the world. And returning full circle to the first indicator: you’re probably half-holacratic already if you have a startup culture in your organization. Are you:\n\n* Constantly questioning the status quo?\n* Always searching for the next improvement?\n* Curious? — Let’s try it!\n* Open to change? — it’s always difficult but is it safe enough to try?\n* Open to failure?\n* Open to feedback?\n\nIn other words, open! This openness is all about a **willingness to try new things**, which in turn links back to the point about responsibility and decision-making. In a holacratic organization, everyone has the right to **address a tension**, make a proposal, if that tension is within their accountabilities and the proposal is safe enough to try, then the decision is theirs.\n\n![Are you ready for a holocracy?](Five_signs_that_you_are_ready_for_a_holocracy.jpg \"Are you ready for a holocracy?\")\n\nOf course, as in any other kind of business, failure happens. But for us, as an agile holacracy, **failure means learning not punishment**. In fact, we see failure as one of the best teachers, a key part of the learning and improvement process. If this sounds familiar, then you could be ready for holacracy.\n\nA collaborative culture, trust, transparency, responsibility and a startup sensibility… these key ingredients will make it easier to transition to holacratic working. In fact, if you already have these factors in place, holacracy would seem a perfect fit for you.\n\nBut of course, the transition to holacracy will still be difficult — all change is. There have been several high profile cases of companies ‘converting’ to holacracy and then later abandoning it. It’s not for everyone. We’ve been working holacratically for six months now and I can tell you, people will complain, they will face barriers. As well as learning new principles, they have to unlearn the old ways too. Unlearn their natural reliance on managers as sole decision-makers.\n\nMaybe the most important factor is enthusiasm, a willingness to make it work even when the going gets a little tough. After all, holacracy is just a tool (and operating system) and it’s not the tool that gets the job done, it’s the energy, attitude and mindset of the people using it."}],"job":null,"photo":null,"slug":null,"cover":"img/5_Signs_You_re_Ready_for_Holacracy.jpg","lead":"Holacracy is often referred to as an ‘operating system’ for organizations. The premise is, I suppose, install the operating system and then build your structure and ways of working like apps based on that OS, and then everything will run smoothly.","templateKey":"article-page","specialArticle":false,"isNewWork":null,"isNewNormal":null,"service":null,"settings":{"date":"2018-06-05T09:39:32.000Z","slug":"5-signs-you-are-ready-for-holacracy","type":"blog","slugType":null,"category":"Ideas","additionalCategories":["Holacracy","Organization"],"url":null},"author":"Piotr Majchrzak","authorAdditional":null,"box":{"content":{"title":"5 Signs You’re Ready for Holacracy","tileDescription":"How do you know if you’re „ready” for Holacracy? I recently put the same question to a group of software development company CEOs. This article is the latest in a series chronicling Boldare’s journey into holacracy and outlines 5 key indicators that your company might well be ready for holacracy.","coverImage":"5_Signs_You_re_Ready_for_Holacracy.jpg"},"coverImage":null}},"id":"ce64d144-f9f4-528b-be78-62cda2836cbb"}},{"node":{"excerpt":"","fields":{"slug":"/blog/a-step-by-step-guide-to-event-storming-–-our-experience/"},"frontmatter":{"title":"A step by step guide to Event Storming – our experience","order":null,"content":[{"body":"You can read about techniques we use in Boldare here: [Agile digital product development](https://www.boldare.com/blog/agile-process-for-digital-product-development/).\n\nAt these meetings **we focus on goals, problems and personas**. These are all extremely important to understand the business objective but don’t really give the developers an overview of what actually happens in the business nor how all these elements create a coherent product.\n\nIn 1974, a statistician named **George Box** stated that all models are wrong but some are useful. This sentence guided us in our attempt to learn how to use event storming. We wanted to adopt something useful, something that would help us to model a business but in an agile way. We focused on interactions and behaviors rather than on data structures and object states. The goal was to bring out what is actually important: **dependencies, relations between behaviors, bottlenecks**, etc.\n\nIn this article, I would like to share with you our experience from the first two **event storming workshops** that we held; events that helped us decide that this approach to modelling would be of use to us.\n\n<RelatedArticle title=\"Event storming or product vision? Discover workshops that will help to build your next app\" />\n\n## Event Storming Basics\n\nEvent storming is a workshop-based method invented by **Alberto Brandolini** to quickly find out what is happening in the domain of a software program. It has its roots in the **DDD** approach (**domain-driven design**), although you don’t need to know anything about **DDD** to use event storming with your team.\n\n## What is Event Storming for?\n\nThe obvious answer is, to **create a business model that can be used during development**, to get the big picture of the product environment, its needs and goals, and to assess its complexity. But there is more. Event storming supports group learning and is a fun way to integrate development and [product teams](https://www.boldare.com/services/development-teams/). It helps if teams want to create alternative solutions together (especially interesting for startups) by visualizing and selecting them. Event storming may also be useful for teams with mature products to order the process and find out about bottlenecks and areas of conflict.\n\nBut above all it **is about conversation**. It’s a new way to share understanding about business objectives and product goals; a way of starting a discussion to discover gaps and hindrances.\n\n[\\>>> See our case study section](https://www.boldare.com/work/)\n\n## Why is event storming useful from a business perspective?\n\nThe simplest answer is: the better the development team knows your business domain, the more profound the initial analysis will be and the preparations to start the implementation phase will be more focused. That directly impacts the general [quality of the product](https://www.boldare.com/blog/6-benefits-from-having-qa-ba-in-your-team/) you are building, but also the overall cooperation between business and development teams.\n\nIt is also a great chance to learn about dependencies in the entire domain that might be less visible on a daily basis, but can significantly affect decisions made about the product, both on the technical and business ends.\n\nMoreover, during an **event storming session**, the group has the opportunity to extract and discuss small pieces of the domain. And the less complexity at the beginning, the less complicated the problems are as the product development progresses.\n\n<RelatedArticle title=\"The great dilemma. Agile or waterfall?\" />\n\n## How does it work? Event Storming guide\n\n### Organize the people\n\n**The key of a successful event storming session is to gather a bunch of people who know their stuff:** developers that can ask questions about what should happen and business representatives who know the answers to those queries.\n\nAnd also a facilitator to guide them through the process of exploring events, commands and grouping them into aggregates.\n\n### Organize the space\n\n#### Essentials\n\nIt is extremely important to provide unlimited modeling space (either a wide wall for stickies or a very long piece of paper), tons of stickies in several colors, markers, some masking tape and finally, a relaxed atmosphere.\n\n#### Make sure there is enough modeling space\n\nA facilitator has to remain focused on the available area during the session, in order to ‘add’ to the modeling space before the participants notice that there is no more room to add a sticky note. If the participants stop for a moment they might lose momentum or (worse) a great idea and it will be difficult for them to get back on track.\n\n#### Would you like to sit down? Not happening!\n\nBrandolini advises that all tables and chairs should be removed for the session time. At our workshop, we decided to leave some of them so that there’s somewhere to put a coffee mug, and because we planned time for discussion of other issues.\n\nHowever, I must admit that some people used the chairs during the storming session and it did feel that they were disconnected from the rest of group.\n\n<RelatedArticle title=\"Product Discovery Workshops - Practical Insights on How We Do It\"/>\n\n### The Workshop\n\nBefore the workshop, all attendees were asked to read Alberto Brandolini’s short post about event storming basics, so that all of us could understand the general idea behind the event storming process.\n\nWe started the workshop with a **short discussion** on how we feel about event storming, ensuring all participants had the same essential knowledge of the technique, and also whether we see a use for it in our company. The possible options taken into consideration included checking if a problem actually requires a tech solution, designing, and feedbacking internal projects and processes.\n\nWe also thought about using this method as an alternative to a story map and developing a partnership with business representatives. We wondered how to determine product risks, gather data for technical recommendations, and how to realize the domain complexity (which sometimes is not that obvious at first glance). **Quite a long list, isn’t it?**\n\nThen we briefly discussed the business that we were attempting to model. During the first session, two scrum masters from our team offered to act as **business representatives** for an in-house application for project management that our company created a couple of years ago. Next time, we decided to try the process with a simpler domain and one of the facilitators acted as business representative of a company that sells tickets for various events.\n\nIn both cases, the representatives were given time to make a short introduction. It was also useful to spend a moment to talk about the goal of the event storming sessions. Participants may be approaching it from many different angles, depending on the nature of the goal: mapping an existing product, a problem that needs to be solved, or searching for enhancements to a business process.\n\n\\>>> Need custom software solution? **Explore our [agile-powered software services](https://www.boldare.com/services/).**\n\n![Event Storming Guide](/img/sticky-notes-5.jpg)\n\n#### Step 1 – domain events\n\nAfter this short introduction, we started with naming the domain events. We tried to answer the question ‘what happened’ in the context of our business domain.\n\n**The facilitator added the first post-it** with a domain event to encourage everyone else. Then the group just ‘stormed’ the ideas, not focusing on the actual timeline. Some of the participants pointed out that it might be helpful to define the events marking the beginning and end of the business process, so that it would be easier for people to continue.\n\n![Event Storming Example](/img/sticky-notes-4.jpg)\n\nRemember to note the events in the past tense -> this helps participants to focus on the ‘what happened’ aspect. I believe it might be also important to highlight that participants should not focus on the actors who perform the actions while writing down the events (there will be place for that later in the process).\n\n**In my opinion**, there’s no need to add all the events at this point. I feel that this part of event storming is designed to encourage people to collaborate and let them integrate. Especially given that some of the events will be thrown out during the next stages and new ones will be added.\n\n<RelatedArticle title=\"How the Work Room app mixes with London's coworking scene\" />\n\n#### Step 2 – commands\n\nWhy did this happen? This was the question that we started the next session block with and it was the right way to begin ordering the events chronologically. It is relevant at this stage to point out to the participants that command is something that people can do in the business domain, otherwise they may become stuck in places where actions are not triggered by users, but other factors instead.\n\n![Event Storming Tutorial](/img/sticky-notes-3.jpg)\n\nAt the end of the block, **we spent a moment to reflect on events and commands**. We concluded that if we would start from the commands, not from the events, probably focusing on new features and not on the cause and effect sequence. Starting from events helped us focus more clearly on the domain’s objective.\n\nAt this point, I noticed that adding the commands and other triggers raised more discussion than during the first part of the process. People were actually asking questions and thinking about what should happen, adding new events. Thus, for the next workshop I will definitely spend a bit more time on that phase.\n\n#### Step 3 – other triggers\n\nEvents may have their roots in commands, but they might also be triggered by people, time, documents, or external or cascading events. During this session, we filled our model with these additional elements. Some stickies with commands were now replaced by notes representing an external event or time.\n\n![Event Storming Aggregates](/img/sticky-notes-7.jpg)\n\n![Event Storming Policy](/img/sticky-notes-2.jpg)\n\nDuring the feedback session, the participants raised the issue that it would probably more effective for them if they knew in advance all types of triggers that we planned to use.\n\n#### Step 4 – aggregates\n\nAs a next step, we grouped events and commands around aggregates. Each aggregate represented a specific business concept that had a local responsibility.\n\nWe marked those groups on our timeline. However, we kept in mind that marking the aggregates might break the timeline.\n\n![Event Storming Step by stop Guide](/img/sticky-notes-6.jpg)\n\n#### Step 5 – bounded context\n\nAfter spending some time on aggregates, we discussed ubiquitous language. All people involved in the [product development](https://www.boldare.com/services/product-design-and-development/) should speak the language of the domain (workshop, requirements, code, etc.) to support a shared understanding. Based on that, we should be able to distinguish between areas in which a word has a different meaning from the business perspective.\n\n**Bounded context** is the setting in which a term appears, determining its meaning. Each context has a clear boundary and is consistent, having it own rules but still communicates with others.\n\nThe participants’ task was to draw boundaries between the multiple consistent models that would coexist in our test domain.\n\n\\>>> Meet [impact mapping](<event storming\nevent storming guide\nevent storming example\nevent storming tutorial\nevent storming aggregates\nevent storming policy>) - a method to help you manage goals, decide on priorities, and spot risks\n\nThe last two steps – determining aggregates and bounded context were the most difficult to understand for the participants. If facilitating a similar event, you may consider leaving a bit more space for discussion here.\n\nAs a group, we were also discussing how aggregates and bounded context may be useful for business people (as the concept is already quite familiar for programmers interested in DDD). The conclusion was that it can help them visualize their businesses and spot relationships between different departments.\n\n[\\>>> Interested in hiring a software development team? See our outsourcing guide! ](https://www.boldare.com/blog/software-development-outsourcing-everything-you-should-know/)\n\n## Takeaways &mdash; Facilitation Tips and Tricks\n\nThe method is quite simple, so if a professional facilitator is unavailable to run the event storming session, a development team can conduct it on their own. In our case, the participating devs were confident that they could conduct something like this with their clients.\n\n### Questions and narration\n\nIf you are taking part in a workshop or actual session as a facilitator, your role is to help the participants stay focused and fully explore the domain. With this in mind, ask them questions such as:\n\n* How does the process look on a regular basis?\n* How would it behave in an ideal world?\n* What could possibly go wrong?\n* Who is affected by a particular action?\n* How can we measure progress?\n\n**Reverse narrative is also good practice; for example:**\n\n* What must happen before a specific event can take place?\n* What path led us to this moment?\n\n### Sticky notes\n\nThe color of the notes matters. I used a variety of light pastel colors but in practice it was difficult to tell the different colors apart at first glance here. Vivid colors are definitely a better choice.\n\n### Business domain\n\nIf you are just learning and not modeling an actual business, consider selecting a less complex business domain to practice with. That way, during the workshop, the group can focus on the event storming process and not the complexity of the business itself (though of course the business should be the focus of a real event storming session).\n\n### Language\n\nThink about the language that you use to conduct the workshop. I was prepared to use English, which I consider to be more natural at work, so all my examples, slides and materials were in English. Imagine my surprise when the participants wanted to use Polish! Eventually, we managed but I might have overlooked a few details.\n\n### Legend\n\nThat leads us to creating the legend. It should be prepared in the same language as the workshop and put directly onto the wall. It would also be a great idea to create legend board rules and some follow-up questions (e.g. ‘command’ can be accompanied by ‘something that a person does’ and ‘why something happened’?)\n\n[\\>>> See advantages of outsourcing your software development to Poland!](https://www.boldare.com/blog/outsourcing-software-development-to-poland/)\n\n![What is Event Storming](/img/sticky-notes-1.jpg)\n\n### When are we done?\n\nAt the end of the workshop, someone asked how do we know when the business model is ready. Unfortunately, there is no definitive answer but there are actions that we can take in order to gain a level of certainty:\n\n* Make a short summary at the end of each block. If people worked in groups, ask them to sum up the discussed areas. After that check with the business as to whether they see any important aspects that have not been mentioned so far.\n* Ask questions regarding the areas that were discovered. At some point there will be no more paths related to event or command.\n* Make a map of the discussed areas. It could be a base for your user story map, but it also serves as an outline of covered topics.\n\n\\>>> See [how scrum can boost your software development projects](https://www.boldare.com/blog/building-apps-using-scrum-development/) \n\n## Conclusion\n\nAfter the first workshop, we were left with two unanswered challenges:\n\n1. What can we do to encourage people to discuss things earlier? I noticed that only at the commands stage were we able to start a discussion about the actions (and there were no strangers present).\n2. How can we figure out a remote option to conduct this kind of workshop?  Obviously, we are aware of the fact that the best way is to meet and cooperate face to face, but with international clients from all over the world, we need a reasonable solution for that.\n\nHopefully, the rising popularity of virtual reality will solve at least the latter of our two problems. Do you have any ideas on how to solve the first one?\n\n<RelatedArticle title=\"Software Development Outsourcing - everything you should know\" />"}],"job":null,"photo":null,"slug":null,"cover":"/img/woman-in-room-with-glass-walls.jpg","lead":"Usually, at Boldare we start each product with some kind of kick-off workshop that help the development team get to know the client’s business better. So far, we have used several approaches (e.g. user story mapping, product vision canvas, user journey) but sometimes they are just not enough from the developers’ perspective. Maybe **Event Storming** is then something for you.","templateKey":"article-page","specialArticle":false,"isNewWork":null,"isNewNormal":null,"service":null,"settings":{"date":"2018-06-05T09:38:10.000Z","slug":"event-storming-guide","type":"blog","slugType":null,"category":"How to","additionalCategories":["Agile"],"url":null},"author":"Natalia Kolińska","authorAdditional":null,"box":{"content":{"title":"A step by step guide to Event Storming – our experience","tileDescription":"We start each product with some kind of kick-off workshop that help the development team get to know the client’s business better. So far, we have used several approaches (e.g. user story mapping, product vision canvas, user journey). In this article, I would like to share with you our experience from the first two event storming workshops that we held.","coverImage":"/img/woman-in-room-with-glass-walls.jpg"},"coverImage":null}},"id":"2c5d6b57-5f85-5d02-9fe0-8696c2519059"}},{"node":{"excerpt":"","fields":{"slug":"/blog/how-to-create-a-teal-space-for-enhancing-creativity-and-productivity-of-self-managing-teams/"},"frontmatter":{"title":"How does teal space enhance the creativity and productivity of self-managing teams?","order":null,"content":[{"body":"Some years ago, Telenor, the Norwegian telecom conducted an experiment. **They got rid of most of their coffee machines and expanded their cafeterias.** Why? To see if office design really does have such a huge impact on the innovation and productivity of employees.\n\n**The result?**\n\nStaff from different departments interacted, shared information and collaborated, and Telenor yielded a cool $200 million in profit. That’s some impact.\n\nAnd so, freshly inspired, we embarked on our own investigation into workplace design, something we enjoy calling: **The Best Teal Space Ever**. We decided to design our new HQ in a way that would support the way our teams work. We wanted to enhance our ethos and make sure that we sustain core principles such as the exchange of ideas between departments and teams. After many months of research, **we created the perfect office space for ourselves** - let us now give you a brief summary of how it works for our benefit (and hopefully yours, as well).\n\n![teal space](/img/open-space-second-floor.jpg)\n\n## Think Outside The Cubicle\n\nThirteen years of experiments, observations, and debates on the use of office space have led to the undeniable fact that an open-concept layout benefits the company and employees alike. Here are some ideas on how to use this kind of environment:\n\n**1. Remove all partitions:** The two main benefits of an open-concept space? Communication and transparency.\n\n![teal space](/img/desks-in-open-space.jpg)\n\n**2. Team mobility and collaboration:** We consider installing flexible workstations at every desk quite an easy way for developers to move around, changing seats and teams. The added comfort will encourage pair programming as well.\n\n![teal space](/img/monitor-plug-in.jpg)\n\n**3. The layout:** Our space is roomy enough for people to get up without bothering those around them, as well as allow us to comfortably create spontaneous meetings just by turning their chairs around.\n\n![teal office space](/img/bartosz-tomecki-and-anna-zarudzka.jpg)\n\n## Associates Assemble\n\nAs imperative as an open-plan workplace is, there also need to be private spaces for meetings and conference calls. Here are some elements we consider super handy in the design of these rooms:\n\n**1. Multiple meeting spaces:** At Boldare, each team has access to their own meeting room where they can safely leave their notes and scribbles without fear of them being removed.\n\n![teamwork space](/img/room-in-open-space.jpg)\n\n**2. Soundproofing:** Noise pollution can be a real distraction at work. Noise-absorbing panels, carpeting, and even plants can all reduce the level of obtrusive sounds and give an undeniably greater level of comfort at work. We love it and you would too!\n\n![teal space](/img/work-space.jpg)\n\n**3. Good teleconferencing equipment:** Teleconferences may never be the same as meeting with a client or a teammate in person, but you can still use the best devices and be sure that the remote work is not a nightmare but a flawless experience.\n\n![teal space](/img/video-call-at-conference-room.jpg)\n\n**4. Chair tables and chairs:** Choosing the right furniture means a changeable space for any teams’ needs. Love to have the room neat and tidy while brainstorming? Or maybe need an empty space to free your mind? Imagine how handy it might be to arrange the space according to your preferences. That’s our daily routine, and it pays off!\n\n**5. Cosy atmosphere:** For longer and more taxing meetings, we provide comfortable chairs and soft lights. We thought, “let’s try to recreate a homely atmosphere so people feel more at ease given the long hours.”\n\n![teal space](/img/relax-space-two-hammocks.jpg)\n\n![teal space](/img/work-space-poufs.jpg)\n\n## Opening Up\n\nThe issue of transparency goes beyond just tearing down partitions. It’s a question of bringing people together and moving away from a closed-door office culture. So quite literally, we’re into:\n\n**1. Glass walls:** One of the first steps towards transparency, glass walls allow people to locate each other easily. Almost every meeting room in our company has glass walls.\n\n**2. Monitors:** Keep everyone in the loop by displaying burndown charts, projects’ predictability, backlogs or important stats for anyone to see.\n\n![teal space](/img/tv-in-open-space.jpg)\n\n**3. Management sit with their team:** Have you ever tried it? Sitting in one space no matter which position you have, makes it more inclusive and allows you to integrate more (especially when you don’t have any middle management or CEOs, just like here). Our co-founders prefer to sit with the rest of the team rather than close themselves up in offices. It’s a team effort at the end of the day.\n\n## Less Is More\n\nInteractions between team members that don’t normally work together will happen organically when the structure of the office is such that we must cross paths to get the work done. This means getting minimalistic:\n\n**1. One printer:** If there is only one printer, there’s a high possibility that people strike up a conversation while they wait for their turn to use it. The same goes for the coffee machine.\n\n**2. No reception:** We encourage all employees to take action and greet people at the door. Thus we send a strong message about our company culture to clients and candidates alike.\n\n![teal space](/img/kids-room.jpg)\n\n**3. Spread out:** Placing shared equipment in different locations throughout the office encourages both movement and chance interactions. For example, in our office, the main bathrooms are at the other end of the floor.\n\n![teal space](/img/open-space-recruitment-room.jpg)\n\n## A Change Of Pace\n\nThe days of timed lunch breaks are thankfully coming to an end (or at least we do not follow them). Now with the knowledge that some regular breaks increase productivity, it’s time to start thinking about how to take your breathers:\n\n**1. Silent section:** When you need to collect your thoughts, go work on something away from the bustle, or even steal a quick power nap.\n\n![teal space](/img/silent-room.jpg)\n\n**2. Chill room:** A designated place for noise and commotion. It might include a PlayStation, ping pong table or even a drumset. Whatever you need to let loose for a while.\n\n![teal space](/img/cinema-room.jpg)\n\n**3. The great outdoors:** To keep your inner balance you sometimes need to get some fresh air and a bit of greenery (a terrace or a garden for example) or whatever helps you and your teammates regain a sense of peace and focus. In our case - it’s a little private “beach” in the HQ in Gliwice and huge terraces in Warsaw and Wroclaw.\n\n![teal space](/img/fun-and-relax-space.jpg)\n\n![teal space](/img/fun-and-relax-space-outdoor.jpg)\n\n**4. Café:** We allow employees to experience cafe culture in its truest sense, with a coffee, a magazine and their minds free from stress. You’re welcome.\n\n![teal space](/img/cafe-sofa.jpg)\n\n![teal space](/img/morning-in-cafe.jpg)\n\nA final step for us was to consider the style of interior design we wanted. It’s good to be wary before jumping into a fashionable primary-color scheme, flamboyant furniture, or unnecessary accessories. While this approach may look fresh and exciting, and perhaps benefit our brand, the same may not be true a few years down the line when the furniture begins to look worn and people have grown bored of the fruitella dispenser.\n\n**So we keep it simple and easy on the eye.** Our people will add their own color in time.\n\nOur overall goal was to emphasize and enable agility, and create a workspace that actually empowers our people (both the ones who work here already and in the future) and helps them feel comfortable here.\n\nIf you have any questions or comments, or even anecdotes to share about your experience with office design, reach out to us! And if you want to take a look at our space by yourself, come by and say “hi”, our doors are always open!\n\nStay with us for a while longer and enjoy some photos:\n\n![teamwork spaces](/img/conference-room.jpg)\n\n![teal office](/img/standing-work-space.jpg)\n\n![teal office](/img/chaos-room.jpg)\n\n![teal office](/img/boldare-offcie-open-space-and-stairs.jpg)\n\n![teal office space](/img/relax-space-hammock-and-bike.jpg)\n\nAll images by [Janina Tyńska](http://janinatynska.com/)"}],"job":null,"photo":null,"slug":null,"cover":"/img/relax-space-big-hammock.jpg","lead":"As agility and teamwork are deep in Boldare’s DNA as a company,we decided to design our HQ in a way that would support our teams to cooperate smoothly and effectively. So we created **“The Best Teal Space Ever”**. This article will show you clearly how we did it and why we consider it a perfect place to work.","templateKey":"article-page","specialArticle":false,"isNewWork":null,"isNewNormal":null,"service":null,"settings":{"date":"2018-06-05T09:24:47.000Z","slug":"teal-space-for-creativity-and-productivity","type":"blog","slugType":null,"category":"Ideas","additionalCategories":["Agile"],"url":null},"author":"Patrycja Kasperkiewicz","authorAdditional":null,"box":{"content":{"title":"How to create a teal space for enhancing creativity and productivity of self-managing teams","tileDescription":"As agility and teamwork are deep in Boldare’s DNA as a company, we decided to design our qoofice in a way that would support our teams to cooperate smoothly and effectively. So we created “The Best Teal Space Ever”. This article will show you clearly how we did it and why we consider it a perfect place to work.","coverImage":"/img/relax-space-hammock-and-bike.jpg"},"coverImage":null}},"id":"28bad4be-ff41-5eb1-a1fa-922cfa1e511c"}},{"node":{"excerpt":"","fields":{"slug":"/youtube-videos/agile-practicioners-5/"},"frontmatter":{"title":"Senior developers in agile software development | Agile Practitioners","order":null,"content":null,"job":null,"photo":null,"slug":null,"cover":"/img/woman-in-room-with-glass-walls.jpg","lead":"","templateKey":"youtube-video","specialArticle":null,"isNewWork":null,"isNewNormal":null,"service":null,"settings":{"date":"2018-04-27T09:39:32.000Z","slug":null,"type":null,"slugType":null,"category":"Video","additionalCategories":["Agile","Video"],"url":"https://www.youtube.com/watch?v=eWgkPmYQUpk"},"author":"Kamil Mizera","authorAdditional":null,"box":{"content":{"title":"Senior developers in agile software development | Agile Practitioners","tileDescription":"How to structure an agile development team to increase an innovation and efficiency rate? What is the role of senior developers in this process and within the agile team? Watch the video to find out!","coverImage":"/img/woman-in-room-with-glass-walls.jpg"},"coverImage":null}},"id":"91d4def7-c684-5d15-95e7-bc85d58ed396"}},{"node":{"excerpt":"","fields":{"slug":"/youtube-videos/agile-practicioners-4/"},"frontmatter":{"title":"No project managers | Agile Practitioners","order":null,"content":null,"job":null,"photo":null,"slug":null,"cover":"/img/woman-in-room-with-glass-walls.jpg","lead":"","templateKey":"youtube-video","specialArticle":null,"isNewWork":null,"isNewNormal":null,"service":null,"settings":{"date":"2018-04-11T09:38:32.000Z","slug":null,"type":null,"slugType":null,"category":"Video","additionalCategories":["Agile","Video"],"url":"https://www.youtube.com/watch?v=mt5YsujMbMw"},"author":"Kamil Mizera","authorAdditional":null,"box":{"content":{"title":"No project managers | Agile Practitioners","tileDescription":"A software project without a project manager? 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","coverImage":"/img/woman-in-room-with-glass-walls.jpg"},"coverImage":null}},"id":"c24d6ebe-0987-55b8-b167-540e731d70b4"}},{"node":{"excerpt":"","fields":{"slug":"/youtube-videos/agile-practicioners-2/"},"frontmatter":{"title":"Budgeting in agile projects | Agile Practitioners","order":null,"content":null,"job":null,"photo":null,"slug":null,"cover":"/img/woman-in-room-with-glass-walls.jpg","lead":"","templateKey":"youtube-video","specialArticle":null,"isNewWork":null,"isNewNormal":null,"service":null,"settings":{"date":"2018-03-14T09:35:32.000Z","slug":null,"type":null,"slugType":null,"category":"Video","additionalCategories":["Agile","Video"],"url":"https://www.youtube.com/watch?v=HAEwwfpWY48"},"author":"Kamil Mizera","authorAdditional":null,"box":{"content":{"title":"Budgeting in agile projects | Agile Practitioners","tileDescription":"How to manage the budget in an agile software development project when there is no upfront plan? And who should to that? 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","coverImage":"/img/woman-in-room-with-glass-walls.jpg"},"coverImage":null}},"id":"81054e57-f527-5ce7-b2af-fe62e42e8d4a"}},{"node":{"excerpt":"","fields":{"slug":"/youtube-videos/agile-practicioners-1/"},"frontmatter":{"title":"Transparency in the organization | Agile Practitioners","order":null,"content":null,"job":null,"photo":null,"slug":null,"cover":"/img/woman-in-room-with-glass-walls.jpg","lead":"","templateKey":"youtube-video","specialArticle":null,"isNewWork":null,"isNewNormal":null,"service":null,"settings":{"date":"2018-03-14T09:32:32.000Z","slug":null,"type":null,"slugType":null,"category":"Video","additionalCategories":["Agile","Video"],"url":"https://www.youtube.com/watch?v=9cYmXFSzUyE"},"author":"Kamil Mizera","authorAdditional":null,"box":{"content":{"title":"Transparency in the organization | Agile Practitioners","tileDescription":"Is it possible to have almost absolute transparency in the organization and run a successful business? Yes, it is. Transparency helps us build better software and create better digital products for our customers. Watch how transparency looks like in our company. ","coverImage":"/img/woman-in-room-with-glass-walls.jpg"},"coverImage":null}},"id":"5a26bcf6-a6cb-52c6-9d50-f6f888ac48b4"}},{"node":{"excerpt":"","fields":{"slug":"/external-pages/nextland-presentation/"},"frontmatter":{"title":"next:land presentation","order":null,"content":null,"job":null,"photo":null,"slug":null,"cover":"/img/woman-in-room-with-glass-walls.jpg","lead":"","templateKey":"external-page","specialArticle":null,"isNewWork":null,"isNewNormal":null,"service":null,"settings":{"date":"2018-03-05T09:39:32.000Z","slug":null,"type":null,"slugType":null,"category":"Digital Transformation","additionalCategories":null,"url":"https://drive.google.com/file/d/13rvQsmhZLJgk8wL803ibE_x8NTPsh15Y/view?ts=5d2776bf"},"author":"Anna Zarudzka","authorAdditional":null,"box":{"content":{"title":"next:land 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her specialisations.","photo":"/img/ania_bil_blog.png","slug":"anna-bil","cover":null,"lead":null,"templateKey":"author-page","specialArticle":null,"isNewWork":null,"isNewNormal":null,"service":null,"settings":null,"author":null,"authorAdditional":null,"box":null},"id":"d9e51533-db04-590a-9fe7-e527a7348784"}},{"node":{"excerpt":"","fields":{"slug":"/authors/adam-ziemba/"},"frontmatter":{"title":"Adam Ziemba","order":null,"content":null,"job":"Customer Success Guide","photo":"/img/adam-ziemba.png","slug":"adam-ziemba","cover":null,"lead":null,"templateKey":"author-page","specialArticle":null,"isNewWork":null,"isNewNormal":null,"service":null,"settings":null,"author":null,"authorAdditional":null,"box":null},"id":"b988387e-e607-514f-ab3f-e138fc44ebbf"}},{"node":{"excerpt":"","fields":{"slug":"/authors/anna-olender/"},"frontmatter":{"title":"Anna Olender","order":null,"content":null,"job":"React 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