Food for Agile Thought #385: ChatGPT in Product Development, Organizational Change Patterns, The Art of the User Story, Do We Need Sprint Goals?
Stefan Wolpers
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TL; DR: ChatGPT in Product Development — Food for Agile Thought?#385
Welcome to the 385th edition of the Food for Agile Thought newsletter, shared with 45,612 (1) peers. This week, we delve into ChatGPT in product development, pointing to what ChatGPT can and cannot do. Also, John Cutler asked some friends a simple question: “How does change actually happen at your company,” and we explain the relationship between organizational design and an organization’s size. Moreover, we learn how to deal with controversial topics that “elicit strong emotions, have little or no effort invested into resolution, and unequal participation” as a coach.
Then, we dive into the challenges of integrating UX research and Scrum and what a token for discussion — also known as a user story — has to do with it while questioning the utility of strictly adhering to the mandate of employing a Sprint Goal every single Sprint. Also, we learn how Fender, the famous guitar maker, overcame its existence-threatening churn rate among new customers and reflect on why larger organizations quickly become less innovative and what autonomous teams and ‘saying no’ have to do with it.
Finally, we check out ChatGPT 4 for Scrum practitioners; we report on a recent analysis of how OpenAI’s GPT technology could affect the workforce and walk you through the current ChatGPT ecosystem, helping everyone to understand why it has been called AI’s iPhone moment.
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?? The Tip of the Week: ChatGPT in Product Development
Marily Nika: The Promises and Pitfalls of ChatGPT [in Product Development]
Marily Nika delves into ChatGPT-supported product development, pointing to what ChatGPT can and cannot do.
Author:?Marily Nika
?? The Lemon of the?Week
Emmanuel Maggiori: I’ve been employed in tech for years, but I’ve almost never?worked
Emmanuel Maggiori blames “Agile” in general and Scrum in particular for the demise of the productivity of engineers.
Author: Emmanuel Maggiori
? Agile &?Scrum
John Cutler: Organic, Planned, and Manager-Drive Change
John Cutler asked some friends a simple question: “How does change actually happen at your company?”
Author:?John Cutler
Viktor Cessan: Coaching controversial topics
Viktor Cessan delves into dealing with controversial topics that “elicit strong emotions, have little or no effort invested into resolution, and unequal participation” as a coach.
Source:?Coaching controversial topics
Author:?Viktor Cessan
Michael Küsters: The Rule of?Three
Michael Küsters explains the relationship between organizational design and an organization’s size
Source:?The Rule of Three
Author:?Michael Küsters
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Jason Godesky (via Medium): The Art of the Vertical?Slice
Jason Godesky dives into the challenges of integrating UX research and Scrum and what a token for discussion — also known as a user story — has to do with it.
Author:?Jason Godesky
领英推荐
Mike Cohn: Does Your Sprint Really Even Need a Sprint?Goal?
Mike Cohn questions the utility of strictly adhering to the mandate of employing a Sprint Goal every single Sprint.
Author:?Mike Cohn
Jeff Gothelf: Case Study: How product management saved Fender?guitars
Jeff Gothelf shares how the famous guitar maker overcame its existence-threatening churn rate among new customers.
Author:?Jeff Gothelf
?? ChatGPT 4: A Bargain for Scrum Practitioners?
When OpenAI released its new LLM model GPT-4 last week, I could not resist and signed up for $20 monthly. I wanted to determine whether ChatGPT 4 is superior to its predecessor, which left a good impression in recent months; see my previous?articles on Scrum, Agile, and ChatGPT.
I decided to run three comparisons, using the identical prompt to trigger answers from the new GPT-4 and previous GPT-3.5 models. Read on and learn what happened. It was not a foregone conclusion.
???Learn more:?ChatGPT 4: A Bargain for Scrum Practitioners?
?? Concepts, Tools & Measuring
(via Connected): Innovation 2.0?: Faster, smarter, safer and?bigger
Alex Christodoulou reflects on why larger organizations quickly become less innovative and what autonomous teams and ‘saying no’ have to do with it.
Michael Kan (via PCMag): OpenAI: ChatGPT Could Disrupt 19% of US Jobs, Is Yours on the?List?
Michael Kan reports on a recent analysis of how OpenAI’s GPT technology could affect the workforce.
Author:?Michael Kan
Mike Loukides (via O’Reilly Media): What Are ChatGPT and Its?Friends?
Mike Loukides walks us through the current ChatGPT ecosystem, helping us to understand why it has been called AI’s iPhone moment.
Author:?Mike Loukides
?? Encore
Bob Galen: SAFe — The Gift that Keeps on Giving &?Growing
Bob Galen comments on the latest SAFe? version.
Author:?Bob Galen
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Food for Agile Thought 385: ChatGPT in Product Development, Organizational Change Patterns, The Art of the User Story, Do We Need Sprint Goals? was first published on Age-of-Product.com.
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2 年Glad to see the return of the weekly ??! As always, lots of great insights in this newsletter. I similarly agree with Mike around multiple sprint goals if it fits the needs of the team. Less dogma and policing about by the book ways of working, the better
Thought Provoker / Founder @VXS
2 年I like Mike Cohn's take on Sprint Goals. Yes, anything that becomes dogma is an issue. As long as we have clarity on "why" we don't have a single Sprint Goal, and whether that is a dysfunction or simply due to the nature of our work, we may be doing okay. But what Mike is missing here is the focus of Scrum, "the new New Product Development Game ..." The Sprint Goal is intended to be a step towards the Product Goal, and in Mike's example, the team is clearly working on multiple products. When we have the team working on a series of different products which are already far down in their lifecycle ("minor bug fixes for five clients,") - that's simply not the poster child use case for Scrum. In these cases, we have to ask ourselves, "Is this really the best use case for Scrum, or do other things work better here?" In the scenario he suggested, we might be better off having the team focus on one Product for Sprint Planning and Delivery, and taking a fixed portion of their capacity to work off "other things" best-effort from a Kanban-style approach. His team would have multiple swimlanes, one per client - and those products undergoing major changes should have a product strategy and a Sprint Goal. Not pure Scrum, but more practical.