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Agile Culture and Adoption Survival Guide – Full Video!

Michael Sahota — Mon, 12 Dec 2011 01:12:37 +0000

I am very grateful to New England Agile (and Ron Verge in particular) for videotaping my presentation. For those of you who haven’t heard me speak about culture and adoption, I believe this is a crucial message for anyone acting as an Agile change agent. Enjoy.

Agile Culture and Adoption Survival Guide from Agile New England on Vimeo.

P.S. I am actively working on an eBook for those who prefer print. Drop me an email if you want to help review it before it comes out.

P.P.S Slides are here.

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Agile Failure and Corporate Culture

Michael Sahota — Mon, 05 Dec 2011 13:30:00 +0000

Last week I presented Agile Culture and Adoption Survival Guide at Agile New England. My message was around needing to understand corporate culture before undertaking Agile adoption or Agile transformation. The message resonated really strongly with participant and I received many personal thanks from people afterwards. The purpose of this post is to share additional data from that session.

Agile Failure

I did a hand vote to see how much failure people had seen with Agile adoption they were involved in. See photo on the right: most of the group rated their experiences with Agile success at 3 out of 5.

The results were pretty much consistent with the other times I have run this: about 50% failure. I guess we can call this one – Agile is heading for the trough of disillusionment. But I haven’t given up – it’s time to up our game and turn this around.

Culture at Participant Companies

Participants were worked in small groups to discuss what was the dominant culture at their company using the Schneider Model. The photo below shows a histogram of the dominant culture. The peak is 30 participants identifying a control culture. It is interesting to note the relatively high 16 for Competence culture (vs. previous workshops) that represents the high density of hard-core engineering companies in the Boston area.

Closing Thoughts

Maybe the 50% failure is because 50% of the companies are control culture. Probably not entirely true, but this may be a helpful meme that allows us to change our approaches and behaviours to succeed.

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Agile Culture and Adoption Survival Guide @Agile New England

Michael Sahota — Wed, 30 Nov 2011 23:03:02 +0000

Here is the latest version of my talk that I will give at Agile New England – minor updates and tweaks since the Agile Tour Toronto version last month.

Agile Culture and Adoption Survival Guide @ Agile New England

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How to Help a Large Project

Michael Sahota — Tue, 27 Sep 2011 02:38:51 +0000

I have seen a recurring pattern in large organizations – there are large-scale projects that span many separate functional groups, departments and geographic locations. These projects often perform poorly and are difficult to manage effectively. In most cases, Agile is not the most valuable approach to get these projects on track.

At Agile Coach Camp I convened a session to explore this problem and identify some compensations to improve the situation. Many thanks to all the contributors – this is a group work product.

The Problem

Some of the common problems notes by participants were:

Groups working in silos with missing, slow or broken feedback loops – lot’s of little disconnected pieces
Incompatible vocabulary between technology and business
The environments register high for “complexity of self”
Staff in overload and multi-tasking
Low visibility, awareness, priority

Please refer to the poster notes for full details.

Compensations

I use the word compensation, to indicate an action that can be taken to mitigate the problem. As there are systemic and widespread challenges in these environments, we did not discuss solutions.

Here are some of the key compensations:

Draw a project map – who is where, what skills, what % on the project, what component
Recognize and articulate feedback loops and flow of value
Create a war-room with kanban boards for all groups
Measure working software AKA running tested features and “definition of done”
Conduct a project chartering session including clarification of business value
Find someone to play the role of project lead (e.g. Toyota Chief Engineer)
Make sure everyone has tooling for distributed communication

Contributors

Paul Boos
Dante Vilardi
Pascal Pinck

Ooops. I can remember who was there. Please remind me by sending me an email so I can add your name here.

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Exploring Agile Community Challenges through StrategicPlay® with Lego®

Michael Sahota — Tue, 19 Jul 2011 12:37:53 +0000

Last weekend, a group of local Agilistas got together for BBQ, drink, and to play with Lego. Well, not just play, but StrategicPlay® – with a purpose. And wow, what a result! The outcome was some deep insights into the Agile community that we’d like to share with you.

Setting the Stage

After a brief introduction and practice with StrategicPlay® model building and sharing, everyone proposed a topic for the session by building a model and explaining it. After voting (with little wee Lego coins), the group decided on the model/topic show to the left: it contrasts the low level of connection within the Agile community and outside with other communities with the ideal/future state where there is a very powerful coherent tower of strength in the community.

Individual Visions of Agile Community Challenges

Now that the topic was establish, everyone built their own model of it and took turns explaining them. Below, for example, is an individual model. Even though it was by the same participant who created the topic, the process of listening and sharing resulted in a dramatically different model. It tells the story of seemingly growing success of Agile as a movement, but coupled with a disconnect in making a difference with much of the corporate world. The possible elephant in the room is that perhaps Agile is and always has been about innovators and early adopters.

Here is another one – showing factions arguing with each other in order to produce commercial success while the great challenge of waterfall waste is left largely unchallenged.

A Shared Vision of Agile Community Challenges

The next challenge was for the group to work together to create a shared model that:

Represented the most important concept from each person’s individual model, AND
Everyone felt comfortable will all parts of the shared model

After a period of intense collaboration and negotiation, they created the shared model:

Some of the key take-away messages are:

The community consists of factions and talking heads with increasing importance on commercial success. (photo left)
Many customer are still trapped with bad IT. (White man under cargo net in the middle)
Within the community, there is a common sense of purpose to help people reach a meaningful improvement (Green on right)
But there is a difficult bridge or chasm to cross to get there. Interestingly, the bridge in this model was unstable.
By creating rich connections and communication including transparency it is possible to illuminate the way forward (top, middle)

Watch the video. It really tells the story.

Although I only facilitated the process, I felt a strong connection with the model and ideas in it.

Credits

Credit for the model goes to : Alistair McKinnell, Jason Cheong-Kee-You, Jeff Anderson, Siraj Berhen, Todd Charron, and Sam DeBoni. Great work!

StrategicPlay® looks powerful – What can I use it for?

StrategicPlay® is great for working out solutions to complex problems. The more complex, the better.

It has a wide variety of applications from: team building and organizational change to product innovation to developing company strategy.

If you are curious to learn more about applications or the science behind why this stuff works so well, please read a more detailed description.

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Declaration of Interdependence? Cultural Shotgun

Michael Sahota — Wed, 25 May 2011 14:05:00 +0000

The purpose of this post is to share a cultural analysis of the Declaration of Interdependence (DOI).

For those of you not familiar with it, the DOI could be characterized by re-write of the Agile Manifesto to be more positive and less waterfall-bashing.

I have had an uneasy relationship with the Declaration of Interdependence. On the one hand, people that I respect were part of creating it or supporting it. On the other hand, it never really resonated with me.

At last week’s XPToronto meeting, three groups picked the DOI to do a culture assessment based on Schneider’s model. Here’s what they came up with:

Some of the comments made by attendees were:

“The ideas span all the cultures.” (Including opposing ones)
“It looks like a shotgun of ideas.”
“Even specific statements have conflicting cultural focus; it was hard to place them.”

Discussion

From the perspective of the Schneider culture model, the DOI is unfocussed. Schneider suggests that groups that are successful typically have one dominant culture. Perhaps this is one of the reasons why the DOI has never really caught.

If it works for the companies you work with, please share your stories via comments.

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Agile – The Good, The Bad and The Ugly – Slides

Michael Sahota — Tue, 24 May 2011 12:48:39 +0000

I was thrilled when I had a chance to turn my Agile Culture Series and conclusions into a session to run at XPToronto (my local Agile user group). Slides are below.

There were some interesting results that came up in the workshop component that I will share in upcoming posts. As well, I am thinking of doing a screencast of this so I can get my message out better.

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Agile – The Good, The Bad, and The Ugly

Michael Sahota — Mon, 16 May 2011 13:24:16 +0000

This is your chance to hear about the Ugly harsh realities, the Bad news and the Good opportunities for Agile. In many ways this concludes the past months series on Agile Culture.

Stop reading now if you want to take the blue pill and ignore the harsh realities of the Agile industry.

Along with a menagerie of problems, the vast majority of so-called “Agile Coaches” are unconsciously incompetent with respect to adopting and transitioning to Agile and a wider toolkit is called for in many situations. But there’s hope for us all: we can stop the madness by changing our outlook and learn the tools at hand to turn this industry around.

The Ugly: Harsh Reality

Failure is now commonplace

There is a lot of failure and no shortage of lesson’s learned. Check out Google for top 10 lists on failure. And then of course there is Ken Schwaber’s infamous quote: “75% of those organizations using Scrum will not succeed in getting the benefits that they hope for from it.” (I am in fact misquoting him but will do so anyway since he understates the problem). Of course there is my own informal study.

Agile is an idea, not a product

Many of us in the community have misunderstood that Agile is largely an idea disguised as a process (See Doing Agile isn’t the same as being Agile). Transforming companies to a new mindset is much much harder than adopting a process. Real success requires more than an accidental approach to adoption.

Post-Chasm Most Companies want a quick fix

Agile is post chasm and it’s painful (See Post-Chasm Agile Blues). Rare and far-between are the companies that have a strategic focus in adoption Agile where top company priorities are tied Agile delivery success. Often there is little buy-in to make undertake changes to really make Agile work.

Agile only fits in some company cultures

The sad truth is that Agile doesn’t fit all company cultures. Agile is about collaboration and cultivation while many companies are dominated by control culture. So, many Agile adoptions in progress right now are going to fail for this reason.

The Bad: Wake-up call for Coaches

Unconscious Ingnorance – where the majority of coaches are right now

As the ranks for so called Agile coaches has grown, I would argue that many do not really understand Agile very well (due in part to Semantic Diffusion). This is sad, but there is something worse: Among those who understand it reasonably well, the vast majority are in what I consider to be unconscious incompetence with regard to helping organizations with Agile. This is not a random insult, but a wake-up call.

If we consider “helping organizations with Agile” as a skill, then we can apply the Conscious Competence Learning Model to understand this. See levels in diagram below.

It could be argued that many are just at the Su level of Shu-Ha-Ri, and there is no need to be so negative. However, there is a step before Shu where someone does not know about or have interest in a particular skill – accidental is perhaps a more gentle word than unconscious incompetence.

I thought a lot about where to draw the red line. I think that mostly the community is is at the unconscious incompetence level with only a small number beyond this. Although there are some thought leaders sharing valuable insights, there is no coherent message that people agree on. We need to shift the curve to the right perhaps through a shaping meme in the Agile community. My hope is that this post will help with this.

Looking from a perspective of culture and the levels of failure, I think strong language is required for a wake-up-call and call to action.

The days where we pretend that Agile is the greatest things since sliced bread and we can just drop it in to any company are over.

Sorry, you need more tools

The skills required to be a good Agile Coach are immense. The best coaches are constantly learning and know that they have to be very selective in what knowledge to pursue. For example, see Agile Skills Project for skills just needed to use Agile, not to coach organizations. Mike Cottmeyer has a very broad list of tools that go waaaaay beyond Agile in 12 Key Knowledge Areas. What’s missing in all this?

Although there is a lot of talk about coaching, there is not much discussion of consulting effectively with Agile or no coherent story around organizational change. Interestingly the Certified Scrum Coach designation (which I have and think is valuable) has among other things clear requirements around Advisory and Consultation skills as well as Organizational Development. So, it’s time to read books like: Leading Change, Facilitating Organizational Change, Secrets of Consulting, and Flawless Consulting. To ease the load of learning everything, my recommendation is to work in teams.

The Good: Tools for success

First step is understanding

A journey of a thousand miles begins with a single step – Lao-tzu. And that first step is to honestly reflect on what is happening in your world. For many, this will be a red pill, blue pill moment – except that this time its about you and not your client.

Look at the big picture

Understanding the company culture using the Schneider Culture Model or other model is critical. This can be used to inform whether to use an adoption approach or a transformation approach. Israel Gat argues that “Long-term Agile sustainability requires all four dimensions — benefits, risk mitigation, strategic business value, and culture — to be addressed.” (Concise Executive Guide To Agile). Work towards making Agile one of the top 3 company priorities or stop. Agile readiness assessments play a big part but this body of knowledge still needs development.

Use an Explicit Transition Model

In an earlier post, I outlined different adoption and transition models. It is critcal, that everyone know and understand the approach that is used and what the goals are.

Consider Kanban and Craftsmanship

Kanban is a great way to start chipping away at years of process atrophy and dysfunction. It fits well with control cultures that dominate the IT scene. This is a good thing and meant in a positive sense - Kanban is like an Oreo Cookie: Dark Crunchy Control on the outside, but Sweet White Goodness (collaboration, cultivation and craftsmanship) on the inside! So for those hard-core Scrum-heads or Agile zealots – let it go – Kanban is the only way to help many companies. And attempting Agile in those places will just bring harm to all involved.

Competence culture has always been part of eXtreme Programming (XP), but has been washed out of Agile culture by the success of Scrum. Much of the technical emphasis has subsequently been developed into the Craftsmanship movement. Many companies are well suited to improving technical practices, so why not start there? Yup. That’s the opposite of Scrum.

Just Say “no”

With the understanding above about what successsful Agile is and the conditions for success, it is clear that many Agile adoptions may be better off halted and others not even started.

For people who work professionally as coaches and whose livelihood depend on maladapted Agile, the way to help themselves and to help their clients is to do something different that will work or stop.

Quo Vadis?

Agile makes the world a better place

Agile is an important way to bring joy to work and make software creation a humane activity. There is a revolution happening in the world of work where people are beginning to realize the economic value of play. For example, Stuart Brown: Why play is vital — no matter your age and Jane McGonigal on why gaming can make the world better. And this is part of an even bigger movement of creating a democratic workplace – checkout WorldBlu – this is a must see.

What’s your play book?

For a change agent or coach, where are you right now? Where do you want to be in 3 months? What are you going to do to get there?

School me!

For sure some readers will be thinking “This doesn’t apply to me, I’m in the consciously competent category!”. In this case, please share your stories of success and how you get there.

Thanks for taking the red pill …

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Agile Culture, Adoption, & Transformation Reading Guide

Michael Sahota — Tue, 26 Apr 2011 12:10:54 +0000

This is a reading guide to the series that explores corporate culture and how that has a direct impact (sometimes very negative) on efforts towards Agile adoption and transformation. It is a must-read for every Agile Change Agent. The role of Kanban is quite distinct and is discussed throughout.

Below is a quick synopsis of each post in the series on Organizational Culture, Adoption and Transformation so you it’s easy to find the most relevant content for you and start with what interests you most.

Best Summary

1 Hour Video explanation (and slides) of Culture; adoption/transformation meta-framework – If you really want to understand, I encourage you to watch the video. Don’t have time – just scan the presentation slides. Agile New England, Dec. 2011
How to Make Your Culture Work with Agile, Kanban & Software Craftsmanship – Method and Tools Article, Dec. 2011
eBook – In progress. Drop me a note if you want to be a reviewer.

Juicy Conclusions

Read about why it matters to you:

Agile Fits Better in Some Company Cultures than Others – Agile is a great way of thinking about software development but that doesn’t mean it fits in with all company cultures. Ditto for Kanban.
Agile – The Good, the Bad and the Ugly – Links cultural issues central to challenges faced with Agile Adoption and Transition. What you need to know as a change agent.

Change Agent’s Toolkit

Read this to expand your toolkit:

A Tour of Agile Adoption and Transformation Models – Review of Agile Adoption and Transformation models. What tools people in the community are using and where they are effective.
Ways to Make Progress with Culture Gaps – Different ways for coaches to make progress with Agile when it doesn’t fit with the culture.
Agile – The Good, the Bad and the Ugly – See final section – “The Good”

Reading Order from Beginning to End

If you want to understand the logic in linear order, start here:

How to Make Your Culture Work (Schneider) – Explanation of Schneider culture model that is used as a base for the analysis and provides a framework for discourse.
Agile is about Collaboration and Cultivation Culture – Analysis of Agile/Scrum core values and associated culture.
Kanban aligns with Control Culture – Analysis of Kanban cultural bias.
Software Craftsmanship promotes Competence Culture – Analysis of Craftsmanship cultural bias.
Agile Fits Better in Some Company Cultures than Others – Juicy conclusions that points to a different way for coaches to approach and engage with clients.
A Tour of Agile Adoption and Transformation Models – Review of Agile Adoption and Transformation models. What tools people in the community are using and where they are effective.
Ways to Make Progress with Culture Gaps – Different ways for coaches to make progress with Agile when it doesn’t fit with the culture.
Agile – The Good, the Bad and the Ugly – Links cultural issues central to challenges faced with Agile Adoption and Transition. See also slides.

Post-Script

Here are some more bits and pieces around culture:

DOI? Cultural Shotgun – Culture analysis of the Declaration of Interdependence
Culture of “Good To Great” Companies and Why it Matters – Why competence matters.
Workshop Results on Culture - Walk-through of workshop results supporting cultural claims.

Video/Screencasts (older)

Part 1: Schneider Culture Model and Analysis of Manifestos & Principles
Part 2: Agile – the Good, the Bad and the Ugly - Links cultural issues central to challenges faced with Agile Adoption and Transition.

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Sustaining Agility Game

Michael Sahota — Fri, 15 Apr 2011 11:36:10 +0000

Have you been on a software project where each release gets harder and harder? Many projects fall into the tar pit of the Design Dead Core.

Why do nearly all software projects fail to balance short term choices with long term consequences?

Through game-play you will experience how hard it is to make effective choices. Game learnings will be tied into well-known models in and beyond software such as Technical Debt, Stephen Covey’s Production Capability, and Alistair Cockburn’s theory of competing games.

Recipe

Game Objective: Participants experience the attraction of short-term thinking and feel the long-term consequences. The game helps executives and managers understand the importance of investment in sustainable development practices. The game is intended to help them get through a Red Pill, Blue Pill moment.
Number of participants: 6 to 50 (Has been playtested with 40 at XP Toronto User Group Meeting).
Team size: 3 to 5 people per team.
Duration: 90 to 110 minutes
Materials: Game cards (can print or write by hand), pennies (15 per team), dice (two per team)
Setup: (optional) video projector, tables for group work, whiteboard or flipchart.
Credits: This game was created by Alistair McKinnell and Michael Sahota.

Session Timetable

Intro & Motivate Game [3 min]
Break into teams of four or five people. [2 min]
Setup Game [5 min]
Year 1 [30+ min]
Year 2 [20+ min]
Year 3 [15 min]
Debrief [15 min]

There is a backdrop story that motivates the game situation and is used throughout the game to provide entertainment and inject new rules.

What’s Your Choice?

Here is a photo showing the project choices available to management teams:

Game Narrative

You’re working at a large organization. (Although situation entirely applies to smaller companies). Your goal in this game is to get promoted within your organization through delivery excellence. You need 50 Career Points to get promoted. You’ll keep track of your Career Points as the game progresses.

Together with the other people on your team, you form the management team of a software development division. Your team is competing with other teams to get promoted.

[Handout Steady and Fast Cards and Scoring Sheet]
[Each steady project generates $3M revenue. Each fast project generates $4M revenue.]

[Optional Colour: You have two strategies that you can follow for any one of the projects in your project portfolio: (1) negotiate with the development organization and let them influence the deadlines; or (2) pressure the development organization to deliver to meet this quarter's business targets. You may choose a hybrid of these strategies for your project portfolio: running some of your projects with a steady, negotiated delivery pace and some of your projects with a fast delivery pace.]

Year One

Turn 1: Q1
Start of Turn: We are going to walk you through the first turn.
Allocation: You can fund 10 projects. When you take over the following strategy is already in place: 8 steady projects and 2 fast projects.
Scoring: Calculate revenue.
Calculate change in Career Points. Calculate cumulative Career Points.

[Each quarter, you get 1 Career Point for every $1M revenue over $28M and you lose 1 Career Point for every $1M revenue below $28M. You start with 12 Career Points. Need 50 Career Points to win]

Turn 2: Q2
Start of Turn: Your team has achieved more autonomy from the senior management team and you may choose whatever project delivery strategy you like.
Allocation: You can fund 10 projects. Choose an allocation strategy.
Scoring: as above.

Turn 3: Q3
Start of Turn: At the company town hall, your CEO shares her latest business thinking with the organization. Last quarter she attending a seminar based on The 7 Habits of Highly Effective People and going forward she wants the organization to consider not just production but also production capacity.

Some consultants have been hired and have started to put in place some metrics around production capacity.

The consultants present a report to your management team. It turns out that projects that are designated for fast delivery appear to be lowering the development organization’s production capacity by one unit of production capacity for each fast project.

[Fill in last 4 columns to spreadsheet: Invest, Delta Production Capacity, Production Capacity, and Fundable Projects. You start with a production capacity of 105. Update these columns for the first two turns (Q1 and Q2).]

[Each fast project reduces production capacity by 1. You start with a production capacity of 105. The number of Fundable Projects is calculated by dividing your production capacity by 10 and rounding down.]

Explain Invest. Your management team has been given a new portfolio management strategy: in addition to delivering project using either a steady or fast delivery strategy you may also invest in projects to increase your delivery capacity.

Scoring:
[Each invest project generates an opportunity to gain production capacity by rolling a 1d6 where each pip is a unit of production capacity. ]

[In order to avoid getting fired you must meet satisfy these 3 conditions: (1) no more than 5 Career Points lost in any one quarter.; (2) never two quarters in a row with Career Points lost; and (3) never allow Career Points to go below zero.]

Turn 4: Q4
Start of Turn: The consultants present another report to your management team. It turns out that projects that are designated for steady delivery appear to be lowering the development organization’s production capacity as well.
[Reduce production capacity by one for every 4 projects (steady or fast) (rounded down).]

End of Turn: Audit Event. Each team requires two independent auditors from other teams to verify the calculations.

Game Events (Year 2)

Beginning of Q1: At the all-hands meeting to kickoff the New Year your CEO exhorts everyone to work harder and to stay focused on delivery. She announces that Agile software development is on her radar and to stay tuned.The senior management team has set a revenue target of $33M for this quarter.

[Rules: You must meet it or loose an additional 5 career points (usual Career Point loss limit is increased to 10 Career Points). THIS TURN ONLY]

Q2
Beginning of Q2: Your management team becomes aware that an Agile consulting firm has been hired to help the development organization transition to Scrum. [Possible rule: you must do at least 3 fast projects while you still can]

Q3
Beginning of Q3: At the company town hall, as usual, your CEO shares her latest business thinking with the organization. Pick one option:

Discuss design dead core and how it gets created. [3 min] (http://www.agilitrix.com/2010/02/inventors-dilemma-and-the-dead-core/)
Show Schwaber video [11 min] The lights are dimmed and she signals the Audio Visual guys to play the Design-Dead Core video presented by Ken Schwaber. [Ken http://www.youtube.com/watch?v=IyNPeTn8fpo&t=35m38s (to 45:07)]

Beginning of Q4: CEO announces that promotion criteria are under review and they are working on revised policies for Q1 that reflect the need for sustainable development.

Game Events (Year 3)

Beginning of Q1: At the company town hall, as usual, your CEO shares her latest business thinking with the organization.Agile consultant explains Alistair Cockburn’s model of Competing games (current/next): Current Project (bounded game) and Product/Company (unbounded game)

[Rule change: Promotion Criteria is now 35 Career Points and 13 Production]

[CFO: Teams that have very low production capacity can revert to original game starting conditions]

Debrief

Here is an example debrief using ORID (http://pacific-edge.info/orid/):

What did you notice during in the game?
What emotions did the game raise for you?
What does this mean for you and your organization?
What will you do with these learnings?

Resources

Sustaining Agility Game Options – PDF to print 3″ x 5″ index cards (one set per team)
Sustaining Agility Score Sheet – Excel spreadsheet to print (one sheet per team)

Facilitation Tips

It is useful to create memorable even stereotyped characters to help participants connect with the storyline. e.g. CEO has a Texan drawl, CFO is from NYC, Consultant is from California.
Write Rule fragments on flipchart or whiteboard so everyone can see the rules. I suggest skipping text and just put keywords such as “Invest –>+1D6 Production Capacity”.
If you have not played the game before, I suggest you playtest it on your own.
It may be helpful to write up rules on flipchart in advance and then share them when it is time.

Feedback from first run (XPToronto)

“Fantastic, Magical” – Jorgen Baker
“Real pressures bottled up” – Alex Aitken
“Good fun, valuable, opportunity to learn” – Tom Huras
“Thought-provoking, Fun, Interesting” – Nick Faulkener
“Lively, Interactive, Team-focused” – Hedi Buchner

Feedback from second run (Agile Games 2011)

“This game relates hugely to my current work situation where we struggle daily to do thing the right way or increase our technical debt. This game can give great insight to our companies leader to make the right decisions as much as possible.” – A.F.
“Very interesting game. I’m going to try it myself.” – A.J.
“Good mix of presentation and game. Provided great thoughts about career goals, revenue and investing in production capability and the future.” – J.V.
“Great, practical game about strategy and the impact of long-term choices and short-term consequences” – T.M.

How to Facilitate a Great Game Debrief Ilja Preuß ran a peer workshop at Play4Agile on Tips...

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