diff --git a/.powershell/build/Update-YoutubeChannelData.ps1 b/.powershell/build/Update-YoutubeChannelData.ps1
index dce16ddb4..840d992a4 100644
--- a/.powershell/build/Update-YoutubeChannelData.ps1
+++ b/.powershell/build/Update-YoutubeChannelData.ps1
@@ -11,7 +11,7 @@ $refreshData = $false
 
 $videoUpdateLimit = 50
 $maxYoutubeSearchResults = 1000
-$maxYoutubeDataAgeHours = 8
+$maxYoutubeDataAgeHours = 48
 
 $captionsManafestUpdateLimit = 50
 $captionsDownloadLimit = 25
diff --git a/site/content/resources/videos/youtube/Af-wBYtyyRU/data.captions.en.srt b/site/content/resources/videos/youtube/Af-wBYtyyRU/data.captions.en.srt
new file mode 100644
index 000000000..a31479bd6
--- /dev/null
+++ b/site/content/resources/videos/youtube/Af-wBYtyyRU/data.captions.en.srt
@@ -0,0 +1,281 @@
+1
+00:00:00,120 --> 00:00:06,799
+so the PBM course is a fantastic idea
+
+2
+00:00:04,080 --> 00:00:09,800
+for product owners because ultimately
+
+3
+00:00:06,799 --> 00:00:13,080
+product owners are uh uh the the
+
+4
+00:00:09,800 --> 00:00:18,279
+entrepreneur the mini CEO of a product
+
+5
+00:00:13,080 --> 00:00:24,560
+and if you want to be making um good
+
+6
+00:00:18,279 --> 00:00:26,279
+decisions about um which bets to make on
+
+7
+00:00:24,560 --> 00:00:30,080
+the success of your product right which
+
+8
+00:00:26,279 --> 00:00:32,640
+features to build you need to understand
+
+9
+00:00:30,080 --> 00:00:36,000
+the holistic outcome of your product the
+
+10
+00:00:32,640 --> 00:00:38,360
+whole product and ebm evidence-based
+
+11
+00:00:36,000 --> 00:00:41,399
+management can be used to look at a
+
+12
+00:00:38,360 --> 00:00:43,399
+whole product and say these These are
+
+13
+00:00:41,399 --> 00:00:45,480
+the metrics that we've decided in each
+
+14
+00:00:43,399 --> 00:00:48,440
+of the the key value areas right
+
+15
+00:00:45,480 --> 00:00:51,320
+unrealized value Uh current value
+
+16
+00:00:48,440 --> 00:00:53,960
+ability to innovate and time to Market
+
+17
+00:00:51,320 --> 00:00:56,000
+um and we can we once we've chosen those
+
+18
+00:00:53,960 --> 00:00:58,480
+metrics we can then monitor them over a
+
+19
+00:00:56,000 --> 00:00:59,600
+long period of time and see that we're
+
+20
+00:00:58,480 --> 00:01:02,039
+taking the product in the right
+
+21
+00:00:59,600 --> 00:01:04,320
+direction ction right how do you know
+
+22
+00:01:02,039 --> 00:01:06,320
+when you're going off topic uh when
+
+23
+00:01:04,320 --> 00:01:08,640
+you're going on a tangent to what your
+
+24
+00:01:06,320 --> 00:01:11,159
+organization is trying to achieve when
+
+25
+00:01:08,640 --> 00:01:13,280
+you're off the beaten path maybe off the
+
+26
+00:01:11,159 --> 00:01:15,040
+beaten path is the best place to be
+
+27
+00:01:13,280 --> 00:01:16,680
+because you you look at the data you
+
+28
+00:01:15,040 --> 00:01:19,360
+look at the metrics and holy moly this
+
+29
+00:01:16,680 --> 00:01:20,759
+has been really successful right um and
+
+30
+00:01:19,360 --> 00:01:22,479
+then you need to have a conversation
+
+31
+00:01:20,759 --> 00:01:24,240
+with your business about well we were
+
+32
+00:01:22,479 --> 00:01:26,320
+going this way but actually we think
+
+33
+00:01:24,240 --> 00:01:29,079
+this way is a better way to go that's
+
+34
+00:01:26,320 --> 00:01:30,320
+going to add more value how do you know
+
+35
+00:01:29,079 --> 00:01:32,200
+how do you know to have those
+
+36
+00:01:30,320 --> 00:01:35,000
+conversations with the business how do
+
+37
+00:01:32,200 --> 00:01:36,799
+you uh make uh those determinations we
+
+38
+00:01:35,000 --> 00:01:38,600
+need to understand what's going on in
+
+39
+00:01:36,799 --> 00:01:40,640
+the product right we need to understand
+
+40
+00:01:38,600 --> 00:01:42,040
+our ability to innovate we need to
+
+41
+00:01:40,640 --> 00:01:43,479
+understand our time to Market how
+
+42
+00:01:42,040 --> 00:01:46,840
+quickly we can get things through to
+
+43
+00:01:43,479 --> 00:01:48,840
+maximize our capability as a product
+
+44
+00:01:46,840 --> 00:01:51,119
+owner you want to maximize your ability
+
+45
+00:01:48,840 --> 00:01:53,880
+to deliver business value right that's
+
+46
+00:01:51,119 --> 00:01:56,640
+that's that's you that's your whole job
+
+47
+00:01:53,880 --> 00:01:58,799
+is maximize our ability to deliver value
+
+48
+00:01:56,640 --> 00:02:01,479
+maximize the value that we deliver so
+
+49
+00:01:58,799 --> 00:02:04,240
+our capability of our teams that are
+
+50
+00:02:01,479 --> 00:02:06,719
+delivering value right are we maximizing
+
+51
+00:02:04,240 --> 00:02:08,520
+the throughput of our ability to deliver
+
+52
+00:02:06,719 --> 00:02:11,480
+value and then are we delivering the
+
+53
+00:02:08,520 --> 00:02:13,920
+right value our market value are we
+
+54
+00:02:11,480 --> 00:02:17,040
+maximizing that and how do you know if
+
+55
+00:02:13,920 --> 00:02:21,680
+you're not measuring that's why uh
+
+56
+00:02:17,040 --> 00:02:23,360
+product owners like the pal ebm uh the
+
+57
+00:02:21,680 --> 00:02:27,879
+evidence base management class is
+
+58
+00:02:23,360 --> 00:02:30,480
+awesome to help you give you extra tools
+
+59
+00:02:27,879 --> 00:02:32,879
+to help you figure out what that is help
+
+60
+00:02:30,480 --> 00:02:36,120
+you engage with the rest of your your
+
+61
+00:02:32,879 --> 00:02:39,120
+team and bring them along on that story
+
+62
+00:02:36,120 --> 00:02:42,680
+and perhaps help you turn some of your
+
+63
+00:02:39,120 --> 00:02:44,360
+developers from developers to product
+
+64
+00:02:42,680 --> 00:02:46,319
+developers if you want to have a
+
+65
+00:02:44,360 --> 00:02:49,000
+discussion about your unique needs or
+
+66
+00:02:46,319 --> 00:02:51,319
+situation then please book a call or
+
+67
+00:02:49,000 --> 00:02:53,680
+visit us at naked agility
+
+68
+00:02:51,319 --> 00:02:55,200
+docomo have our immersive and
+
+69
+00:02:53,680 --> 00:02:59,480
+traditional public classes on our
+
+70
+00:02:55,200 --> 00:02:59,480
+website and we'd love to hear from you
+
+
diff --git a/site/content/resources/videos/youtube/Af-wBYtyyRU/index.captions.en.md b/site/content/resources/videos/youtube/Af-wBYtyyRU/index.captions.en.md
new file mode 100644
index 000000000..ab8dc9682
--- /dev/null
+++ b/site/content/resources/videos/youtube/Af-wBYtyyRU/index.captions.en.md
@@ -0,0 +1,13 @@
+So the PBM course is a fantastic idea for product owners because ultimately product owners are the entrepreneur, the mini CEO of a product. If you want to be making good decisions about which bets to make on the success of your product, right, which features to build, you need to understand the holistic outcome of your product, the whole product. 
+
+EBM, evidence-based management, can be used to look at a whole product and say these are the metrics that we've decided in each of the key value areas, right: unrealised value, current value, ability to innovate, and time to market. Once we've chosen those metrics, we can then monitor them over a long period of time and see that we're taking the product in the right direction. 
+
+How do you know when you're going off topic? When you're going on a tangent to what your organisation is trying to achieve? When you're off the beaten path? Maybe off the beaten path is the best place to be because you look at the data, you look at the metrics, and holy moly, this has been really successful, right? 
+
+Then you need to have a conversation with your business about, well, we were going this way, but actually we think this way is a better way to go that's going to add more value. How do you know to have those conversations with the business? How do you make those determinations? We need to understand what's going on in the product, right? We need to understand our ability to innovate. We need to understand our time to market, how quickly we can get things through to maximise our capability. 
+
+As a product owner, you want to maximise your ability to deliver business value, right? That's your whole job: maximise our ability to deliver value, maximise the value that we deliver. So our capability of our teams that are delivering value, right? Are we maximising the throughput of our ability to deliver value? And then are we delivering the right value, our market value? Are we maximising that? 
+
+And how do you know if you're not measuring? That's why product owners like the PAL EBM, the evidence-based management class is awesome to help you give you extra tools to help you figure out what that is, help you engage with the rest of your team and bring them along on that story, and perhaps help you turn some of your developers from developers to product developers. 
+
+If you want to have a discussion about your unique needs or situation, then please book a call or visit us at Naked Agility. Have our immersive and traditional public classes on our website, and we'd love to hear from you.
\ No newline at end of file
diff --git a/site/content/resources/videos/youtube/BmlTZwGAcMU/data.captions.en.srt b/site/content/resources/videos/youtube/BmlTZwGAcMU/data.captions.en.srt
new file mode 100644
index 000000000..33303d9f1
--- /dev/null
+++ b/site/content/resources/videos/youtube/BmlTZwGAcMU/data.captions.en.srt
@@ -0,0 +1,45 @@
+1
+00:00:00,040 --> 00:00:06,120
+one of my favorite quotes is from
+
+2
+00:00:03,000 --> 00:00:08,639
+Denning without Theory experience has no
+
+3
+00:00:06,120 --> 00:00:11,840
+meaning without Theory one has no
+
+4
+00:00:08,639 --> 00:00:14,360
+questions to ask hence without Theory
+
+5
+00:00:11,840 --> 00:00:17,760
+there is no learning and one of the
+
+6
+00:00:14,360 --> 00:00:21,920
+purposes of our imperson immersive
+
+7
+00:00:17,760 --> 00:00:26,320
+classes is that we're able to give you
+
+8
+00:00:21,920 --> 00:00:29,039
+the tools that you need to ask the right
+
+9
+00:00:26,320 --> 00:00:32,480
+questions to figure out what you need to
+
+10
+00:00:29,039 --> 00:00:36,760
+learn what you don't understand and that
+
+11
+00:00:32,480 --> 00:00:36,760
+is the value of immersive learning
+
+
diff --git a/site/content/resources/videos/youtube/BmlTZwGAcMU/index.captions.en.md b/site/content/resources/videos/youtube/BmlTZwGAcMU/index.captions.en.md
new file mode 100644
index 000000000..3fb13205d
--- /dev/null
+++ b/site/content/resources/videos/youtube/BmlTZwGAcMU/index.captions.en.md
@@ -0,0 +1,3 @@
+One of my favourite quotes is from Denning: "Without theory, experience has no meaning. Without theory, one has no questions to ask; hence, without theory, there is no learning." 
+
+One of the purposes of our immersive classes is that we're able to give you the tools that you need to ask the right questions, to figure out what you need to learn, what you don't understand, and that is the value of immersive learning.
\ No newline at end of file
diff --git a/site/content/resources/videos/youtube/C8a_-zn1Wsc/data.captions.en.srt b/site/content/resources/videos/youtube/C8a_-zn1Wsc/data.captions.en.srt
new file mode 100644
index 000000000..d13e18485
--- /dev/null
+++ b/site/content/resources/videos/youtube/C8a_-zn1Wsc/data.captions.en.srt
@@ -0,0 +1,73 @@
+1
+00:00:00,160 --> 00:00:04,319
+one of the great things for immersive
+
+2
+00:00:02,639 --> 00:00:08,000
+learning for
+
+3
+00:00:04,319 --> 00:00:12,519
+practitioners is that it combats
+
+4
+00:00:08,000 --> 00:00:15,160
+cognitive bias we tend to think we know
+
+5
+00:00:12,519 --> 00:00:16,720
+more than we do about a particular topic
+
+6
+00:00:15,160 --> 00:00:18,720
+you wouldn't believe the number of
+
+7
+00:00:16,720 --> 00:00:20,080
+people that participate in training uh
+
+8
+00:00:18,720 --> 00:00:22,400
+agile training that have been doing
+
+9
+00:00:20,080 --> 00:00:24,039
+agile and scrum for a very long time and
+
+10
+00:00:22,400 --> 00:00:26,039
+they haven't read the agile Manifesto
+
+11
+00:00:24,039 --> 00:00:28,039
+and they haven't read the scrum guide
+
+12
+00:00:26,039 --> 00:00:31,439
+the Dunning Krueger effect they think
+
+13
+00:00:28,039 --> 00:00:34,239
+they know more uh than they do so the
+
+14
+00:00:31,439 --> 00:00:37,559
+power in immersive learning is we
+
+15
+00:00:34,239 --> 00:00:41,480
+continuously Whittle away um they can't
+
+16
+00:00:37,559 --> 00:00:44,399
+escape the idea that we know less than
+
+17
+00:00:41,480 --> 00:00:49,399
+we discover by doing um and in order to
+
+18
+00:00:44,399 --> 00:00:49,399
+be doing more we need that Focus
+
+
diff --git a/site/content/resources/videos/youtube/C8a_-zn1Wsc/index.captions.en.md b/site/content/resources/videos/youtube/C8a_-zn1Wsc/index.captions.en.md
new file mode 100644
index 000000000..1d80bfa1f
--- /dev/null
+++ b/site/content/resources/videos/youtube/C8a_-zn1Wsc/index.captions.en.md
@@ -0,0 +1 @@
+One of the great things for immersive learning for practitioners is that it combats cognitive bias. We tend to think we know more than we do about a particular topic. You wouldn't believe the number of people that participate in training, uh, agile training, that have been doing agile and scrum for a very long time, and they haven't read the Agile Manifesto and they haven't read the Scrum Guide. The Dunning-Kruger effect; they think they know more, uh, than they do. So the power in immersive learning is we continuously whittle away. Um, they can't escape the idea that we know less than we discover by doing. Um, and in order to be doing more, we need that focus.
\ No newline at end of file
diff --git a/site/content/resources/videos/youtube/El__Y7CTcrY/data.captions.en.srt b/site/content/resources/videos/youtube/El__Y7CTcrY/data.captions.en.srt
new file mode 100644
index 000000000..71b34afaa
--- /dev/null
+++ b/site/content/resources/videos/youtube/El__Y7CTcrY/data.captions.en.srt
@@ -0,0 +1,69 @@
+1
+00:00:00,160 --> 00:00:05,400
+one of the reasons I love the immersive
+
+2
+00:00:02,200 --> 00:00:07,360
+learning experience for students is the
+
+3
+00:00:05,400 --> 00:00:11,000
+fact that they don't get
+
+4
+00:00:07,360 --> 00:00:13,080
+indigestion there are a lot of things
+
+5
+00:00:11,000 --> 00:00:15,080
+that we talk about during the classes
+
+6
+00:00:13,080 --> 00:00:18,279
+quite often people talk about drinking
+
+7
+00:00:15,080 --> 00:00:20,439
+from the fire hose um but if you if you
+
+8
+00:00:18,279 --> 00:00:23,080
+actually imagine a fire hose hitting
+
+9
+00:00:20,439 --> 00:00:25,160
+somebody they get knocked off their feet
+
+10
+00:00:23,080 --> 00:00:27,199
+and that's sometimes what it feels like
+
+11
+00:00:25,160 --> 00:00:30,000
+with the amount of information in the
+
+12
+00:00:27,199 --> 00:00:32,680
+very short space of time um that we have
+
+13
+00:00:30,000 --> 00:00:35,399
+generally for the 2-day classes so what
+
+14
+00:00:32,680 --> 00:00:37,559
+I love about the immersive classes is
+
+15
+00:00:35,399 --> 00:00:40,120
+that there's there's less indigestion
+
+16
+00:00:37,559 --> 00:00:44,000
+there's more bite-sized pieces and you
+
+17
+00:00:40,120 --> 00:00:44,000
+get time to chew
+
+
diff --git a/site/content/resources/videos/youtube/El__Y7CTcrY/index.captions.en.md b/site/content/resources/videos/youtube/El__Y7CTcrY/index.captions.en.md
new file mode 100644
index 000000000..026de8564
--- /dev/null
+++ b/site/content/resources/videos/youtube/El__Y7CTcrY/index.captions.en.md
@@ -0,0 +1,3 @@
+One of the reasons I love the immersive learning experience for students is the fact that they don't get indigestion. There are a lot of things that we talk about during the classes. Quite often, people talk about drinking from the fire hose. Um, but if you actually imagine a fire hose hitting somebody, they get knocked off their feet. And that's sometimes what it feels like with the amount of information in the very short space of time, um, that we have generally for the 2-day classes. 
+
+So what I love about the immersive classes is that there's less indigestion, there's more bite-sized pieces, and you get time to chew.
\ No newline at end of file
diff --git a/site/content/resources/videos/youtube/EyqLSLHk_Ik/data.captions.en.srt b/site/content/resources/videos/youtube/EyqLSLHk_Ik/data.captions.en.srt
new file mode 100644
index 000000000..88b2aa916
--- /dev/null
+++ b/site/content/resources/videos/youtube/EyqLSLHk_Ik/data.captions.en.srt
@@ -0,0 +1,641 @@
+1
+00:00:00,040 --> 00:00:05,480
+so the product development Mentor
+
+2
+00:00:02,919 --> 00:00:08,000
+program for software organizations is
+
+3
+00:00:05,480 --> 00:00:10,840
+designed around
+
+4
+00:00:08,000 --> 00:00:13,839
+helping people that actually build the
+
+5
+00:00:10,840 --> 00:00:15,920
+products so in scrum we would call those
+
+6
+00:00:13,839 --> 00:00:19,359
+folks the developers right but that
+
+7
+00:00:15,920 --> 00:00:22,480
+includes testers coders it includes
+
+8
+00:00:19,359 --> 00:00:25,599
+analysts it includes product owners it
+
+9
+00:00:22,480 --> 00:00:28,000
+includes cyber security operations it
+
+10
+00:00:25,599 --> 00:00:31,560
+includes all of the people involved in
+
+11
+00:00:28,000 --> 00:00:34,040
+building and creating a product and the
+
+12
+00:00:31,560 --> 00:00:37,520
+product development Mentor
+
+13
+00:00:34,040 --> 00:00:41,760
+program is how do
+
+14
+00:00:37,520 --> 00:00:45,719
+we build in excellence to the way we do
+
+15
+00:00:41,760 --> 00:00:48,320
+things how do we enable um happy
+
+16
+00:00:45,719 --> 00:00:50,840
+creative people who are working together
+
+17
+00:00:48,320 --> 00:00:52,520
+towards a common goal right I I don't
+
+18
+00:00:50,840 --> 00:00:55,160
+know if you've noticed or I don't know
+
+19
+00:00:52,520 --> 00:00:58,640
+if you've thought about this but unhappy
+
+20
+00:00:55,160 --> 00:01:02,079
+sad people don't build amazing
+
+21
+00:00:58,640 --> 00:01:06,360
+products if the people that work on your
+
+22
+00:01:02,079 --> 00:01:09,000
+product feel like they're unable to
+
+23
+00:01:06,360 --> 00:01:10,880
+achieve the things that they're asked to
+
+24
+00:01:09,000 --> 00:01:13,840
+achieve by the business they're going to
+
+25
+00:01:10,880 --> 00:01:16,080
+be unhappy if they feel like the things
+
+26
+00:01:13,840 --> 00:01:17,720
+that they're doing don't add value to
+
+27
+00:01:16,080 --> 00:01:21,560
+the organization they're going to be
+
+28
+00:01:17,720 --> 00:01:23,680
+unhappy if they feel like that they know
+
+29
+00:01:21,560 --> 00:01:25,159
+how to do something better than other
+
+30
+00:01:23,680 --> 00:01:27,079
+people that are telling them how to do
+
+31
+00:01:25,159 --> 00:01:29,920
+it in the organization they're going to
+
+32
+00:01:27,079 --> 00:01:32,880
+be unhappy unhappy sad people don't
+
+33
+00:01:29,920 --> 00:01:36,560
+build amazing products so how do we turn
+
+34
+00:01:32,880 --> 00:01:37,479
+that around and enable the people in
+
+35
+00:01:36,560 --> 00:01:40,640
+your
+
+36
+00:01:37,479 --> 00:01:44,000
+organization to step up we have to
+
+37
+00:01:40,640 --> 00:01:46,320
+enable them to step up and be able to
+
+38
+00:01:44,000 --> 00:01:47,680
+deliver the highest possible value and
+
+39
+00:01:46,320 --> 00:01:49,799
+that means they're going to have to be
+
+40
+00:01:47,680 --> 00:01:52,119
+happy and engaged in what it is they're
+
+41
+00:01:49,799 --> 00:01:56,799
+doing they're we're going to have to
+
+42
+00:01:52,119 --> 00:01:58,600
+look at things not just around the the
+
+43
+00:01:56,799 --> 00:02:01,280
+the the the the process like your ways
+
+44
+00:01:58,600 --> 00:02:03,600
+of work and how you manage that work but
+
+45
+00:02:01,280 --> 00:02:06,200
+how do you manage dependencies how do
+
+46
+00:02:03,600 --> 00:02:08,920
+you do devops and continuous delivery
+
+47
+00:02:06,200 --> 00:02:13,120
+how do you do testing how do you
+
+48
+00:02:08,920 --> 00:02:15,200
+integrate more feedback loops into your
+
+49
+00:02:13,120 --> 00:02:16,920
+process for all of those different
+
+50
+00:02:15,200 --> 00:02:19,760
+process control systems that you might
+
+51
+00:02:16,920 --> 00:02:23,000
+have within your organization and build
+
+52
+00:02:19,760 --> 00:02:24,400
+a story and a culture of engineering
+
+53
+00:02:23,000 --> 00:02:28,200
+Excellence within your
+
+54
+00:02:24,400 --> 00:02:31,800
+organization because that happy
+
+55
+00:02:28,200 --> 00:02:35,319
+motivated once things to be successful
+
+56
+00:02:31,800 --> 00:02:37,920
+wants things to be valuable for their
+
+57
+00:02:35,319 --> 00:02:41,120
+customers and for them and for your
+
+58
+00:02:37,920 --> 00:02:43,040
+business is the mindset that we want in
+
+59
+00:02:41,120 --> 00:02:45,920
+people that are all working together
+
+60
+00:02:43,040 --> 00:02:48,720
+towards building this product it's not
+
+61
+00:02:45,920 --> 00:02:51,400
+just enough to have that direction right
+
+62
+00:02:48,720 --> 00:02:55,040
+although that's quite a lot of the story
+
+63
+00:02:51,400 --> 00:02:57,360
+they also need the knowledge and skills
+
+64
+00:02:55,040 --> 00:02:59,840
+they need to understand the theory
+
+65
+00:02:57,360 --> 00:03:02,720
+behind why we're doing things a certain
+
+66
+00:02:59,840 --> 00:03:05,519
+certain way so that they can take that
+
+67
+00:03:02,720 --> 00:03:07,519
+story forward it's not them doing it a
+
+68
+00:03:05,519 --> 00:03:10,519
+particular way because they've been told
+
+69
+00:03:07,519 --> 00:03:12,879
+to they understand the theories and
+
+70
+00:03:10,519 --> 00:03:15,799
+principles behind the things that we're
+
+71
+00:03:12,879 --> 00:03:18,000
+trying to do they understand why they
+
+72
+00:03:15,799 --> 00:03:20,319
+need to pay more attention to the
+
+73
+00:03:18,000 --> 00:03:22,760
+quality of the product they understand
+
+74
+00:03:20,319 --> 00:03:25,239
+why they need to be trying to engage
+
+75
+00:03:22,760 --> 00:03:27,560
+with the customers more every developer
+
+76
+00:03:25,239 --> 00:03:29,760
+in your organization should be able to
+
+77
+00:03:27,560 --> 00:03:31,080
+engage with customers almost every
+
+78
+00:03:29,760 --> 00:03:32,920
+developers should be able to engage with
+
+79
+00:03:31,080 --> 00:03:35,319
+customers and communicate with them
+
+80
+00:03:32,920 --> 00:03:38,040
+effectively so that we can maximize the
+
+81
+00:03:35,319 --> 00:03:40,360
+value because ultimately the people that
+
+82
+00:03:38,040 --> 00:03:42,760
+are doing the work on the teams that are
+
+83
+00:03:40,360 --> 00:03:45,120
+working on your product are the ones
+
+84
+00:03:42,760 --> 00:03:48,959
+that are making the majority of the
+
+85
+00:03:45,120 --> 00:03:52,159
+decisions even if you feel like that's
+
+86
+00:03:48,959 --> 00:03:55,239
+not true it is true they're making the
+
+87
+00:03:52,159 --> 00:03:57,640
+majority of the decisions every day
+
+88
+00:03:55,239 --> 00:04:01,040
+every person on every team in your
+
+89
+00:03:57,640 --> 00:04:04,000
+organization is making hundreds if not
+
+90
+00:04:01,040 --> 00:04:06,439
+thousands of micro decisions that will
+
+91
+00:04:04,000 --> 00:04:09,200
+impact the future of the product the
+
+92
+00:04:06,439 --> 00:04:12,120
+future of how users use it and they're
+
+93
+00:04:09,200 --> 00:04:14,319
+not asking anybody because they don't
+
+94
+00:04:12,120 --> 00:04:17,359
+believe that anybody else would
+
+95
+00:04:14,319 --> 00:04:22,120
+understand the situation right so the
+
+96
+00:04:17,359 --> 00:04:24,120
+way I think about it is if I was I'm my
+
+97
+00:04:22,120 --> 00:04:28,639
+background is software engineering so if
+
+98
+00:04:24,120 --> 00:04:32,320
+I was making a decision on uh whether I
+
+99
+00:04:28,639 --> 00:04:34,199
+use an array or a linked list right
+
+100
+00:04:32,320 --> 00:04:36,520
+linked list might be more efficient for
+
+101
+00:04:34,199 --> 00:04:39,280
+the thing that I'm trying to do but if
+
+102
+00:04:36,520 --> 00:04:41,000
+I'm looking forward into the future if
+
+103
+00:04:39,280 --> 00:04:43,360
+I'm thinking about what is it we're
+
+104
+00:04:41,000 --> 00:04:47,440
+trying to achieve I'm collaborating
+
+105
+00:04:43,360 --> 00:04:50,080
+heavily with the business I understand
+
+106
+00:04:47,440 --> 00:04:51,880
+the goals and objectives of what it is
+
+107
+00:04:50,080 --> 00:04:54,400
+we're trying to achieve I've been
+
+108
+00:04:51,880 --> 00:04:56,840
+communicating with customers and I
+
+109
+00:04:54,400 --> 00:04:58,840
+understand their wants needs and desires
+
+110
+00:04:56,840 --> 00:05:00,240
+I might realize that a linked list is
+
+111
+00:04:58,840 --> 00:05:02,639
+not the best
+
+112
+00:05:00,240 --> 00:05:05,320
+uh solution for this particular problem
+
+113
+00:05:02,639 --> 00:05:08,520
+and I should use the less efficient
+
+114
+00:05:05,320 --> 00:05:10,160
+array because it's going to provide us
+
+115
+00:05:08,520 --> 00:05:13,680
+with more benefits going forward into
+
+116
+00:05:10,160 --> 00:05:17,000
+the future and that sort of choice
+
+117
+00:05:13,680 --> 00:05:21,759
+that's just one choice that might have
+
+118
+00:05:17,000 --> 00:05:23,120
+taken me 20 seconds to make a a and a
+
+119
+00:05:21,759 --> 00:05:26,919
+couple of hours of
+
+120
+00:05:23,120 --> 00:05:30,199
+implementation in my the system but that
+
+121
+00:05:26,919 --> 00:05:32,199
+could have a implication on what it is
+
+122
+00:05:30,199 --> 00:05:34,639
+we're able to do tomorrow what it is
+
+123
+00:05:32,199 --> 00:05:36,800
+we're able to do next week um and it
+
+124
+00:05:34,639 --> 00:05:38,840
+would take a bunch of rework to go back
+
+125
+00:05:36,800 --> 00:05:40,880
+and make those changes later now we want
+
+126
+00:05:38,840 --> 00:05:42,960
+to be able to go make those changes
+
+127
+00:05:40,880 --> 00:05:44,720
+later which is why good testing good
+
+128
+00:05:42,960 --> 00:05:46,319
+architectures engineering Excellence
+
+129
+00:05:44,720 --> 00:05:50,000
+will mean we
+
+130
+00:05:46,319 --> 00:05:52,520
+can but what if we could make more of
+
+131
+00:05:50,000 --> 00:05:54,800
+the right decisions and every single
+
+132
+00:05:52,520 --> 00:05:56,919
+person on the team could make more of
+
+133
+00:05:54,800 --> 00:05:58,919
+the right decisions as we flow towards
+
+134
+00:05:56,919 --> 00:06:01,440
+the end of our product because the
+
+135
+00:05:58,919 --> 00:06:03,680
+further we get down that line of of
+
+136
+00:06:01,440 --> 00:06:06,639
+building our product the more of our
+
+137
+00:06:03,680 --> 00:06:09,560
+product we've actually created right our
+
+138
+00:06:06,639 --> 00:06:11,800
+inventory of product is bigger and
+
+139
+00:06:09,560 --> 00:06:14,199
+making changes to that rearranging the
+
+140
+00:06:11,800 --> 00:06:15,960
+warehouse right if you've got 10 things
+
+141
+00:06:14,199 --> 00:06:18,520
+in your Warehouse it's super easy to
+
+142
+00:06:15,960 --> 00:06:20,680
+rearrange if you've got a 100,000 things
+
+143
+00:06:18,520 --> 00:06:22,560
+in your Warehouse it's not very easy to
+
+144
+00:06:20,680 --> 00:06:23,919
+rearrange right and the chances of
+
+145
+00:06:22,560 --> 00:06:26,560
+something going wrong something going
+
+146
+00:06:23,919 --> 00:06:30,120
+missing all of those things is is pretty
+
+147
+00:06:26,560 --> 00:06:32,280
+high how do we create an environment
+
+148
+00:06:30,120 --> 00:06:34,479
+within which those things are just not
+
+149
+00:06:32,280 --> 00:06:36,400
+true we're not going to have we're gen
+
+150
+00:06:34,479 --> 00:06:39,160
+in general we're not going to have those
+
+151
+00:06:36,400 --> 00:06:41,560
+mistakes because everybody is paying
+
+152
+00:06:39,160 --> 00:06:43,880
+attention to what it is we're trying to
+
+153
+00:06:41,560 --> 00:06:46,479
+do we're working together towards that
+
+154
+00:06:43,880 --> 00:06:49,400
+common goal we're making decisions based
+
+155
+00:06:46,479 --> 00:06:52,400
+on the best possible outcomes with the
+
+156
+00:06:49,400 --> 00:06:55,800
+inbuilt knowledge of what's happening in
+
+157
+00:06:52,400 --> 00:06:58,639
+the future intent based leadership right
+
+158
+00:06:55,800 --> 00:07:01,000
+how do we create that story at the team
+
+159
+00:06:58,639 --> 00:07:04,280
+level so that we're all going in the
+
+160
+00:07:01,000 --> 00:07:04,280
+same direction
+
+
diff --git a/site/content/resources/videos/youtube/EyqLSLHk_Ik/index.captions.en.md b/site/content/resources/videos/youtube/EyqLSLHk_Ik/index.captions.en.md
new file mode 100644
index 000000000..034749fb7
--- /dev/null
+++ b/site/content/resources/videos/youtube/EyqLSLHk_Ik/index.captions.en.md
@@ -0,0 +1,19 @@
+So the product development mentor program for software organizations is designed around helping people that actually build the products. So in Scrum, we would call those folks the developers, right? But that includes testers, coders, it includes analysts, it includes product owners, it includes cyber security operations. It includes all of the people involved in building and creating a product. 
+
+And the product development mentor program is how do we build in excellence to the way we do things? How do we enable happy, creative people who are working together towards a common goal? Right? I don't know if you've noticed or I don't know if you've thought about this, but unhappy, sad people don't build amazing products. If the people that work on your product feel like they're unable to achieve the things that they're asked to achieve by the business, they're going to be unhappy. If they feel like the things that they're doing don't add value to the organization, they're going to be unhappy. If they feel like they know how to do something better than other people that are telling them how to do it in the organization, they're going to be unhappy. Unhappy, sad people don't build amazing products. 
+
+So how do we turn that around and enable the people in your organization to step up? We have to enable them to step up and be able to deliver the highest possible value, and that means they're going to have to be happy and engaged in what it is they're doing. We're going to have to look at things not just around the process, like your ways of work and how you manage that work, but how do you manage dependencies? How do you do DevOps and continuous delivery? How do you do testing? How do you integrate more feedback loops into your process for all of those different process control systems that you might have within your organization? 
+
+And build a story and a culture of engineering excellence within your organization because that happy, motivated wants things to be successful, wants things to be valuable for their customers and for them and for your business is the mindset that we want in people that are all working together towards building this product. It's not just enough to have that direction, right? Although that's quite a lot of the story, they also need the knowledge and skills. They need to understand the theory behind why we're doing things a certain way so that they can take that story forward. 
+
+It's not them doing it a particular way because they've been told to; they understand the theories and principles behind the things that we're trying to do. They understand why they need to pay more attention to the quality of the product. They understand why they need to be trying to engage with the customers more. Every developer in your organization should be able to engage with customers. Almost every developer should be able to engage with customers and communicate with them effectively so that we can maximize the value. 
+
+Because ultimately, the people that are doing the work on the teams that are working on your product are the ones that are making the majority of the decisions. Even if you feel like that's not true, it is true. They're making the majority of the decisions every day. Every person on every team in your organization is making hundreds, if not thousands, of micro-decisions that will impact the future of the product, the future of how users use it, and they're not asking anybody because they don't believe that anybody else would understand the situation, right? 
+
+So the way I think about it is, if I was—my background is software engineering—so if I was making a decision on whether I use an array or a linked list, right? A linked list might be more efficient for the thing that I'm trying to do, but if I'm looking forward into the future, if I'm thinking about what it is we're trying to achieve, I'm collaborating heavily with the business. I understand the goals and objectives of what it is we're trying to achieve. I've been communicating with customers, and I understand their wants, needs, and desires. I might realize that a linked list is not the best solution for this particular problem, and I should use the less efficient array because it's going to provide us with more benefits going forward into the future. 
+
+And that sort of choice, that's just one choice that might have taken me 20 seconds to make and a couple of hours of implementation in my system, but that could have an implication on what it is we're able to do tomorrow, what it is we're able to do next week. And it would take a bunch of rework to go back and make those changes later. Now we want to be able to go make those changes later, which is why good testing, good architectures, engineering excellence will mean we can. 
+
+But what if we could make more of the right decisions, and every single person on the team could make more of the right decisions as we flow towards the end of our product? Because the further we get down that line of building our product, the more of our product we've actually created, right? Our inventory of product is bigger, and making changes to that, rearranging the warehouse, right? If you've got 10 things in your warehouse, it's super easy to rearrange. If you've got 100,000 things in your warehouse, it's not very easy to rearrange, right? And the chances of something going wrong, something going missing, all of those things is pretty high. 
+
+How do we create an environment within which those things are just not true? We're not going to have—we're, in general, not going to have those mistakes because everybody is paying attention to what it is we're trying to do. We're working together towards that common goal. We're making decisions based on the best possible outcomes with the inbuilt knowledge of what's happening in the future. Intent-based leadership, right? How do we create that story at the team level so that we're all going in the same direction?
\ No newline at end of file
diff --git a/site/content/resources/videos/youtube/GfB3nB_PMyY/data.captions.en.srt b/site/content/resources/videos/youtube/GfB3nB_PMyY/data.captions.en.srt
new file mode 100644
index 000000000..89519268f
--- /dev/null
+++ b/site/content/resources/videos/youtube/GfB3nB_PMyY/data.captions.en.srt
@@ -0,0 +1,69 @@
+1
+00:00:00,160 --> 00:00:06,960
+one of the really powerful things about
+
+2
+00:00:02,800 --> 00:00:10,599
+immersive learning is that because all
+
+3
+00:00:06,960 --> 00:00:13,320
+of the trainers are experienced
+
+4
+00:00:10,599 --> 00:00:16,359
+professionals who've been working in the
+
+5
+00:00:13,320 --> 00:00:19,160
+in the industry that we're talking about
+
+6
+00:00:16,359 --> 00:00:21,560
+um they bring not just their ability
+
+7
+00:00:19,160 --> 00:00:23,680
+their Knowledge and Skills on the theory
+
+8
+00:00:21,560 --> 00:00:26,199
+and the ability to explain the topics
+
+9
+00:00:23,680 --> 00:00:29,160
+but they also bring a a swei of
+
+10
+00:00:26,199 --> 00:00:33,280
+experience of actually having done these
+
+11
+00:00:29,160 --> 00:00:36,559
+things of engaged with teams uh uh tried
+
+12
+00:00:33,280 --> 00:00:39,680
+things in organizations big and small so
+
+13
+00:00:36,559 --> 00:00:43,440
+you effectively get Consulting as well
+
+14
+00:00:39,680 --> 00:00:46,559
+as training right you get facilitated uh
+
+15
+00:00:43,440 --> 00:00:48,480
+uh debrief Consulting training you get
+
+16
+00:00:46,559 --> 00:00:51,039
+the whole package with immersive
+
+17
+00:00:48,480 --> 00:00:51,039
+learning
+
+
diff --git a/site/content/resources/videos/youtube/GfB3nB_PMyY/index.captions.en.md b/site/content/resources/videos/youtube/GfB3nB_PMyY/index.captions.en.md
new file mode 100644
index 000000000..de5fd5550
--- /dev/null
+++ b/site/content/resources/videos/youtube/GfB3nB_PMyY/index.captions.en.md
@@ -0,0 +1 @@
+One of the really powerful things about immersive learning is that because all of the trainers are experienced professionals who've been working in the industry that we're talking about, they bring not just their ability, their knowledge and skills on the theory and the ability to explain the topics, but they also bring a sway of experience of actually having done these things, of engaged with teams, tried things in organisations big and small. So you effectively get consulting as well as training, right? You get facilitated debrief consulting training. You get the whole package with immersive learning.
\ No newline at end of file
diff --git a/site/content/resources/videos/youtube/HjumLIMTefA/data.captions.en.srt b/site/content/resources/videos/youtube/HjumLIMTefA/data.captions.en.srt
new file mode 100644
index 000000000..b7f1345c3
--- /dev/null
+++ b/site/content/resources/videos/youtube/HjumLIMTefA/data.captions.en.srt
@@ -0,0 +1,69 @@
+1
+00:00:00,280 --> 00:00:05,799
+one of the huge impacts of immersive
+
+2
+00:00:03,040 --> 00:00:06,600
+learning is the impact that it has on
+
+3
+00:00:05,799 --> 00:00:09,240
+the
+
+4
+00:00:06,600 --> 00:00:11,880
+organization because the participants
+
+5
+00:00:09,240 --> 00:00:13,839
+are going back to their organization and
+
+6
+00:00:11,880 --> 00:00:16,840
+trying things and then getting feedback
+
+7
+00:00:13,839 --> 00:00:19,600
+on it and perhaps trying slightly
+
+8
+00:00:16,840 --> 00:00:24,480
+different again to try and make it work
+
+9
+00:00:19,600 --> 00:00:27,039
+that act of um
+
+10
+00:00:24,480 --> 00:00:30,800
+continuous learning and continuous
+
+11
+00:00:27,039 --> 00:00:33,680
+change enables actual change to happen
+
+12
+00:00:30,800 --> 00:00:35,000
+in the organization which is the reason
+
+13
+00:00:33,680 --> 00:00:37,239
+that we go to training in the first
+
+14
+00:00:35,000 --> 00:00:39,800
+place so that we can enact actual change
+
+15
+00:00:37,239 --> 00:00:42,039
+and immersive learning is the best
+
+16
+00:00:39,800 --> 00:00:44,760
+chance for organizations to make actual
+
+17
+00:00:42,039 --> 00:00:44,760
+change
+
+
diff --git a/site/content/resources/videos/youtube/HjumLIMTefA/index.captions.en.md b/site/content/resources/videos/youtube/HjumLIMTefA/index.captions.en.md
new file mode 100644
index 000000000..c36ee2196
--- /dev/null
+++ b/site/content/resources/videos/youtube/HjumLIMTefA/index.captions.en.md
@@ -0,0 +1 @@
+One of the huge impacts of immersive learning is the impact that it has on the organization because the participants are going back to their organization and trying things and then getting feedback on it and perhaps trying slightly different again to try and make it work. That act of continuous learning and continuous change enables actual change to happen in the organization, which is the reason that we go to training in the first place, so that we can enact actual change. Immersive learning is the best chance for organizations to make actual change.
\ No newline at end of file
diff --git a/site/content/resources/videos/youtube/IU_1dJw7xk4/data.captions.en.srt b/site/content/resources/videos/youtube/IU_1dJw7xk4/data.captions.en.srt
new file mode 100644
index 000000000..7372771ab
--- /dev/null
+++ b/site/content/resources/videos/youtube/IU_1dJw7xk4/data.captions.en.srt
@@ -0,0 +1,697 @@
+1
+00:00:00,240 --> 00:00:05,920
+so the question is if you're working in
+
+2
+00:00:04,040 --> 00:00:08,000
+traditional a traditional project
+
+3
+00:00:05,920 --> 00:00:09,760
+management world I know everybody has
+
+4
+00:00:08,000 --> 00:00:12,280
+quams about the word traditional but
+
+5
+00:00:09,760 --> 00:00:14,920
+what people have always done um
+
+6
+00:00:12,280 --> 00:00:19,439
+traditional project management world and
+
+7
+00:00:14,920 --> 00:00:21,400
+you're I guess daunted by this idea of
+
+8
+00:00:19,439 --> 00:00:24,880
+of of agile and the changes that need to
+
+9
+00:00:21,400 --> 00:00:29,759
+happen in order to get there then
+
+10
+00:00:24,880 --> 00:00:32,559
+probably a a a cand strategy is is a way
+
+11
+00:00:29,759 --> 00:00:35,640
+that you can gain
+
+12
+00:00:32,559 --> 00:00:38,280
+benefits over over over a longer period
+
+13
+00:00:35,640 --> 00:00:40,239
+of time so what lots of lots of teams
+
+14
+00:00:38,280 --> 00:00:44,000
+and organizations get benefit from
+
+15
+00:00:40,239 --> 00:00:46,480
+jumping to a scrum process right it it
+
+16
+00:00:44,000 --> 00:00:50,160
+it highlights where you've got problems
+
+17
+00:00:46,480 --> 00:00:52,239
+it very quickly identifies things in
+
+18
+00:00:50,160 --> 00:00:54,199
+your organization that inhibit the
+
+19
+00:00:52,239 --> 00:00:56,680
+ability for you to move towards towards
+
+20
+00:00:54,199 --> 00:00:58,199
+an agal process but quite often
+
+21
+00:00:56,680 --> 00:01:02,199
+depending on the organization that can
+
+22
+00:00:58,199 --> 00:01:05,519
+be too much too fast um you you can end
+
+23
+00:01:02,199 --> 00:01:07,200
+up with just bad scrum right we we we
+
+24
+00:01:05,519 --> 00:01:09,159
+we're going to call everything with the
+
+25
+00:01:07,200 --> 00:01:11,600
+agile terminology use use the scrum
+
+26
+00:01:09,159 --> 00:01:12,600
+terminology but in actual fact uh we're
+
+27
+00:01:11,600 --> 00:01:14,920
+not going actually going to make any
+
+28
+00:01:12,600 --> 00:01:17,479
+changes to the way we do things so maybe
+
+29
+00:01:14,920 --> 00:01:19,159
+a better approach for those types of
+
+30
+00:01:17,479 --> 00:01:21,960
+organizations that don't have the
+
+31
+00:01:19,159 --> 00:01:24,240
+willingness to change and by the way the
+
+32
+00:01:21,960 --> 00:01:26,240
+best time to change the way you do
+
+33
+00:01:24,240 --> 00:01:28,280
+things in an organization is when your
+
+34
+00:01:26,240 --> 00:01:30,840
+organization has completely and utterly
+
+35
+00:01:28,280 --> 00:01:32,680
+failed to deliver or achieve something
+
+36
+00:01:30,840 --> 00:01:35,399
+that's when people are most open to
+
+37
+00:01:32,680 --> 00:01:38,240
+change so that's where you might bring
+
+38
+00:01:35,399 --> 00:01:41,680
+in a radically different process like
+
+39
+00:01:38,240 --> 00:01:43,399
+scrum uh but the advantage of a cand
+
+40
+00:01:41,680 --> 00:01:48,159
+strategy is you start from where you are
+
+41
+00:01:43,399 --> 00:01:52,200
+right now cand strategy does not require
+
+42
+00:01:48,159 --> 00:01:52,200
+you to change the way anybody
+
+43
+00:01:52,280 --> 00:01:57,799
+works I'll I'll I'll say that again a
+
+44
+00:01:54,960 --> 00:02:00,039
+cban strategy applying a cand strategy
+
+45
+00:01:57,799 --> 00:02:02,240
+creating and applying a cand strategy
+
+46
+00:02:00,039 --> 00:02:03,799
+does not require anybody in your
+
+47
+00:02:02,240 --> 00:02:05,960
+organization to change the way they work
+
+48
+00:02:03,799 --> 00:02:08,319
+right
+
+49
+00:02:05,960 --> 00:02:10,920
+now that's really important to
+
+50
+00:02:08,319 --> 00:02:16,120
+understand caman is not a way of doing
+
+51
+00:02:10,920 --> 00:02:19,599
+things it's not a process in itself it's
+
+52
+00:02:16,120 --> 00:02:21,959
+observational it observes your existing
+
+53
+00:02:19,599 --> 00:02:25,440
+process and gives you data and
+
+54
+00:02:21,959 --> 00:02:28,760
+information about how effective it is
+
+55
+00:02:25,440 --> 00:02:30,840
+being that's the purpose of a CA
+
+56
+00:02:28,760 --> 00:02:33,200
+strategy so you don't need to change the
+
+57
+00:02:30,840 --> 00:02:35,800
+way you work you just need to document
+
+58
+00:02:33,200 --> 00:02:37,519
+how you work right now that's your
+
+59
+00:02:35,800 --> 00:02:39,959
+definition of workflow right you write
+
+60
+00:02:37,519 --> 00:02:41,360
+down how you work right now and then you
+
+61
+00:02:39,959 --> 00:02:43,440
+need to collect some
+
+62
+00:02:41,360 --> 00:02:45,840
+metrics once you've collected those
+
+63
+00:02:43,440 --> 00:02:48,519
+metrics you're going to look at
+
+64
+00:02:45,840 --> 00:02:50,800
+them and you're going to see if there
+
+65
+00:02:48,519 --> 00:02:53,319
+are any patterns that allow you to
+
+66
+00:02:50,800 --> 00:02:55,519
+identify things that need to change
+
+67
+00:02:53,319 --> 00:02:55,519
+that's
+
+68
+00:02:55,599 --> 00:03:00,879
+it so one person you as the project
+
+69
+00:02:59,080 --> 00:03:03,480
+manager in your
+
+70
+00:03:00,879 --> 00:03:06,000
+organization can
+
+71
+00:03:03,480 --> 00:03:08,000
+yourself Implement parts of a cand
+
+72
+00:03:06,000 --> 00:03:10,400
+strategy you can at least collect the
+
+73
+00:03:08,000 --> 00:03:14,400
+data right you can you can load it out
+
+74
+00:03:10,400 --> 00:03:16,000
+of jira or as your devops into tools um
+
+75
+00:03:14,400 --> 00:03:18,360
+you can you can you can pull it into a
+
+76
+00:03:16,000 --> 00:03:21,440
+spreadsheet and figure this stuff out
+
+77
+00:03:18,360 --> 00:03:25,159
+right so you have the the start date and
+
+78
+00:03:21,440 --> 00:03:26,200
+the end date the age of the work items
+
+79
+00:03:25,159 --> 00:03:28,120
+because you get the start date and the
+
+80
+00:03:26,200 --> 00:03:30,239
+end date you get the cycle time right
+
+81
+00:03:28,120 --> 00:03:32,239
+how long things take to go through the
+
+82
+00:03:30,239 --> 00:03:33,560
+process and then you can do some data
+
+83
+00:03:32,239 --> 00:03:36,879
+analysis on
+
+84
+00:03:33,560 --> 00:03:39,159
+that you can start to you can you can
+
+85
+00:03:36,879 --> 00:03:41,560
+you can plot it in a in a cycle time
+
+86
+00:03:39,159 --> 00:03:43,000
+scatter plot and look for outliers
+
+87
+00:03:41,560 --> 00:03:45,319
+there's a number of graphs that you
+
+88
+00:03:43,000 --> 00:03:48,840
+would definitely use within the context
+
+89
+00:03:45,319 --> 00:03:51,599
+of caman and each of those graphs are
+
+90
+00:03:48,840 --> 00:03:53,400
+there to visualize the flow of work
+
+91
+00:03:51,599 --> 00:03:55,120
+through your system right once you
+
+92
+00:03:53,400 --> 00:03:56,879
+visualize the flow of work through your
+
+93
+00:03:55,120 --> 00:03:58,040
+existing system that you've not changed
+
+94
+00:03:56,879 --> 00:04:00,519
+how everybody
+
+95
+00:03:58,040 --> 00:04:02,799
+works you'll then see things that you
+
+96
+00:04:00,519 --> 00:04:05,760
+want to have a conversation about it's
+
+97
+00:04:02,799 --> 00:04:09,200
+it's actually quite quite uh
+
+98
+00:04:05,760 --> 00:04:12,920
+startling how easy it is once you point
+
+99
+00:04:09,200 --> 00:04:15,079
+out once you do the graph and somebody
+
+100
+00:04:12,920 --> 00:04:16,959
+like like myself who's been trained to
+
+101
+00:04:15,079 --> 00:04:19,400
+read the graphs and have read graphs
+
+102
+00:04:16,959 --> 00:04:22,400
+from lots of teams point at some things
+
+103
+00:04:19,400 --> 00:04:25,440
+and say what's this why why is this
+
+104
+00:04:22,400 --> 00:04:27,800
+group of things kind of like this and
+
+105
+00:04:25,440 --> 00:04:30,360
+then you're like oh yeah I I can see
+
+106
+00:04:27,800 --> 00:04:33,120
+that too it's very once you understand
+
+107
+00:04:30,360 --> 00:04:37,160
+the patterns that you're looking for
+
+108
+00:04:33,120 --> 00:04:39,880
+it's very easy to
+
+109
+00:04:37,160 --> 00:04:41,639
+identify at least initially right when
+
+110
+00:04:39,880 --> 00:04:44,440
+we're when we've not made any changes to
+
+111
+00:04:41,639 --> 00:04:46,520
+the system it's very easy to identify
+
+112
+00:04:44,440 --> 00:04:48,639
+anomalies it's it's going to be super
+
+113
+00:04:46,520 --> 00:04:51,479
+obvious you'll have you'll have things
+
+114
+00:04:48,639 --> 00:04:52,880
+like lots of dots clumped together
+
+115
+00:04:51,479 --> 00:04:56,360
+you're like what's that well that was a
+
+116
+00:04:52,880 --> 00:04:58,880
+release okay well is that the best way
+
+117
+00:04:56,360 --> 00:05:01,039
+to do that or you've got all of these
+
+118
+00:04:58,880 --> 00:05:02,479
+dots way up up on your your your cycle
+
+119
+00:05:01,039 --> 00:05:04,360
+time scatter plot cuz they took a really
+
+120
+00:05:02,479 --> 00:05:06,120
+long time to complete it's like why did
+
+121
+00:05:04,360 --> 00:05:07,720
+these all take a long time to complete
+
+122
+00:05:06,120 --> 00:05:11,080
+well we've got to get the Architectural
+
+123
+00:05:07,720 --> 00:05:12,919
+Review Board to approve this thing um
+
+124
+00:05:11,080 --> 00:05:15,120
+and they they only sit once every six
+
+125
+00:05:12,919 --> 00:05:16,960
+months oh right so you can only get
+
+126
+00:05:15,120 --> 00:05:18,400
+architectural stuff approved once every
+
+127
+00:05:16,960 --> 00:05:20,280
+six months what happens if you need a
+
+128
+00:05:18,400 --> 00:05:21,639
+change in between sorry I'm using this
+
+129
+00:05:20,280 --> 00:05:23,280
+example because I worked in this
+
+130
+00:05:21,639 --> 00:05:25,560
+environment what happens if you need a
+
+131
+00:05:23,280 --> 00:05:27,400
+change in between well you need to stop
+
+132
+00:05:25,560 --> 00:05:28,840
+work put it into the Architectural
+
+133
+00:05:27,400 --> 00:05:32,319
+Review Board and they meet every six
+
+134
+00:05:28,840 --> 00:05:34,759
+months so you need to wait and it it
+
+135
+00:05:32,319 --> 00:05:37,080
+could take years to deliver a a product
+
+136
+00:05:34,759 --> 00:05:40,360
+because you need to make changes to
+
+137
+00:05:37,080 --> 00:05:42,520
+it those types of things you probably
+
+138
+00:05:40,360 --> 00:05:44,080
+already know some of them right you
+
+139
+00:05:42,520 --> 00:05:48,000
+already know that some of those things
+
+140
+00:05:44,080 --> 00:05:51,240
+in your organization are broken you know
+
+141
+00:05:48,000 --> 00:05:55,479
+it handan strategy will give you the
+
+142
+00:05:51,240 --> 00:05:57,600
+data to prove it and if you can prove it
+
+143
+00:05:55,479 --> 00:06:00,680
+you can put it in front of somebody who
+
+144
+00:05:57,600 --> 00:06:04,800
+can do something about it and say look
+
+145
+00:06:00,680 --> 00:06:07,039
+at the data I would like to run an
+
+146
+00:06:04,800 --> 00:06:09,440
+experiment stuff's taking a really long
+
+147
+00:06:07,039 --> 00:06:11,039
+time to complete I think this is the
+
+148
+00:06:09,440 --> 00:06:13,120
+problem this data is telling me that
+
+149
+00:06:11,039 --> 00:06:15,840
+this is the problem I'd like to change
+
+150
+00:06:13,120 --> 00:06:18,199
+this and we can see if the data
+
+151
+00:06:15,840 --> 00:06:20,319
+improves you just Chang your
+
+152
+00:06:18,199 --> 00:06:22,680
+system you just
+
+153
+00:06:20,319 --> 00:06:26,919
+optimized your
+
+154
+00:06:22,680 --> 00:06:30,319
+system keep doing that and you'll get to
+
+155
+00:06:26,919 --> 00:06:32,120
+the most optimal system
+
+156
+00:06:30,319 --> 00:06:33,919
+for the type of work that you're doing
+
+157
+00:06:32,120 --> 00:06:37,560
+which will be different for every team
+
+158
+00:06:33,919 --> 00:06:40,080
+every group everybody right but that's
+
+159
+00:06:37,560 --> 00:06:42,840
+how you make that transition you need to
+
+160
+00:06:40,080 --> 00:06:44,560
+understand how the system works in order
+
+161
+00:06:42,840 --> 00:06:47,639
+to be able to make the
+
+162
+00:06:44,560 --> 00:06:50,440
+change so how long would it take to
+
+163
+00:06:47,639 --> 00:06:53,080
+transition from traditional uh uh
+
+164
+00:06:50,440 --> 00:06:55,720
+project management to cban as long as it
+
+165
+00:06:53,080 --> 00:06:57,960
+takes right you optimize as much as you
+
+166
+00:06:55,720 --> 00:07:01,039
+need at whatever speed you
+
+167
+00:06:57,960 --> 00:07:03,720
+want and that that's up to you if your
+
+168
+00:07:01,039 --> 00:07:06,080
+current system of work is failing you
+
+169
+00:07:03,720 --> 00:07:08,759
+then you would benefit from creating and
+
+170
+00:07:06,080 --> 00:07:10,720
+applying a camand strategy our
+
+171
+00:07:08,759 --> 00:07:13,639
+professional cand trainers and
+
+172
+00:07:10,720 --> 00:07:15,280
+Consultants are ready to help don't wait
+
+173
+00:07:13,639 --> 00:07:19,280
+the sooner you start the sooner you'll
+
+174
+00:07:15,280 --> 00:07:19,280
+improve get in touch below
+
+
diff --git a/site/content/resources/videos/youtube/IU_1dJw7xk4/index.captions.en.md b/site/content/resources/videos/youtube/IU_1dJw7xk4/index.captions.en.md
new file mode 100644
index 000000000..0b4afeccf
--- /dev/null
+++ b/site/content/resources/videos/youtube/IU_1dJw7xk4/index.captions.en.md
@@ -0,0 +1,25 @@
+So the question is if you're working in a traditional project management world. I know everybody has qualms about the word traditional, but what people have always done in a traditional project management world, and you're I guess daunted by this idea of agile and the changes that need to happen in order to get there, then probably a Kanban strategy is a way that you can gain benefits over a longer period of time.
+
+So what lots of teams and organisations get benefit from jumping to a Scrum process, right? It highlights where you've got problems. It very quickly identifies things in your organisation that inhibit the ability for you to move towards an agile process. But quite often, depending on the organisation, that can be too much too fast. You can end up with just bad Scrum. We're going to call everything with the agile terminology, use the Scrum terminology, but in actual fact, we're not actually going to make any changes to the way we do things.
+
+So maybe a better approach for those types of organisations that don't have the willingness to change—and by the way, the best time to change the way you do things in an organisation is when your organisation has completely and utterly failed to deliver or achieve something. That's when people are most open to change. So that's where you might bring in a radically different process like Scrum. 
+
+But the advantage of a Kanban strategy is you start from where you are right now. A Kanban strategy does not require you to change the way anybody works. I'll say that again: a Kanban strategy, applying a Kanban strategy, creating and applying a Kanban strategy does not require anybody in your organisation to change the way they work right now. 
+
+That's really important to understand. Kanban is not a way of doing things; it's not a process in itself. It's observational. It observes your existing process and gives you data and information about how effective it is being. That's the purpose of a Kanban strategy. So you don't need to change the way you work; you just need to document how you work right now. That's your definition of workflow. You write down how you work right now, and then you need to collect some metrics.
+
+Once you've collected those metrics, you're going to look at them and you're going to see if there are any patterns that allow you to identify things that need to change. That's it. So one person, you as the project manager in your organisation, can yourself implement parts of a Kanban strategy. You can at least collect the data, right? You can load it out of Jira or Azure DevOps into tools. You can pull it into a spreadsheet and figure this stuff out, right? 
+
+So you have the start date and the end date, the age of the work items. Because you get the start date and the end date, you get the cycle time, right? How long things take to go through the process. And then you can do some data analysis on that. You can start to plot it in a cycle time scatter plot and look for outliers. There's a number of graphs that you would definitely use within the context of Kanban, and each of those graphs are there to visualise the flow of work through your system.
+
+Once you visualise the flow of work through your existing system that you've not changed, how everybody works, you'll then see things that you want to have a conversation about. It's actually quite startling how easy it is once you point out, once you do the graph, and somebody like myself, who's been trained to read the graphs and have read graphs from lots of teams, points at some things and says, "What's this? Why is this group of things kind of like this?" And then you're like, "Oh yeah, I can see that too." 
+
+It's very easy to identify, at least initially, right? When we've not made any changes to the system, it's very easy to identify anomalies. It's going to be super obvious. You'll have things like lots of dots clumped together. You're like, "What's that?" Well, that was a release. Okay, well, is that the best way to do that? Or you've got all of these dots way up on your cycle time scatter plot because they took a really long time to complete. It's like, "Why did these all take a long time to complete?" 
+
+Well, we've got to get the Architectural Review Board to approve this thing, and they only sit once every six months. Oh right, so you can only get architectural stuff approved once every six months. What happens if you need a change in between? Sorry, I'm using this example because I worked in this environment. What happens if you need a change in between? Well, you need to stop work, put it into the Architectural Review Board, and they meet every six months, so you need to wait. 
+
+It could take years to deliver a product because you need to make changes to it. Those types of things you probably already know some of them, right? You already know that some of those things in your organisation are broken. You know it. A Kanban strategy will give you the data to prove it. And if you can prove it, you can put it in front of somebody who can do something about it and say, "Look at the data. I would like to run an experiment. Stuff's taking a really long time to complete. I think this is the problem. This data is telling me that this is the problem. I'd like to change this, and we can see if the data improves."
+
+You just change your system. You just optimise your system. Keep doing that and you'll get to the most optimal system for the type of work that you're doing, which will be different for every team, every group, everybody, right? But that's how you make that transition. You need to understand how the system works in order to be able to make the change.
+
+So how long would it take to transition from traditional project management to Kanban? As long as it takes, right? You optimise as much as you need at whatever speed you want, and that's up to you. If your current system of work is failing you, then you would benefit from creating and applying a Kanban strategy. Our professional Kanban trainers and consultants are ready to help. Don't wait. The sooner you start, the sooner you'll improve. Get in touch below.
\ No newline at end of file
diff --git a/site/content/resources/videos/youtube/Ir8QiX7eAHU/data.captions.en.srt b/site/content/resources/videos/youtube/Ir8QiX7eAHU/data.captions.en.srt
new file mode 100644
index 000000000..1773bc613
--- /dev/null
+++ b/site/content/resources/videos/youtube/Ir8QiX7eAHU/data.captions.en.srt
@@ -0,0 +1,713 @@
+1
+00:00:00,080 --> 00:00:05,879
+one of the key components of creating a
+
+2
+00:00:02,639 --> 00:00:08,760
+cand strategy is whip limits if you
+
+3
+00:00:05,879 --> 00:00:11,679
+don't have whip limits it's definitely
+
+4
+00:00:08,760 --> 00:00:14,400
+not a cand strategy that you have so
+
+5
+00:00:11,679 --> 00:00:16,039
+when you when you visualize your work
+
+6
+00:00:14,400 --> 00:00:18,960
+when you do that Workshop where you
+
+7
+00:00:16,039 --> 00:00:22,160
+figure out what are the the the the
+
+8
+00:00:18,960 --> 00:00:24,199
+columns the states the activities that
+
+9
+00:00:22,160 --> 00:00:25,800
+happen for any piece of work that flows
+
+10
+00:00:24,199 --> 00:00:27,800
+through our system and you create those
+
+11
+00:00:25,800 --> 00:00:29,720
+columns you're going to have to decide
+
+12
+00:00:27,800 --> 00:00:33,239
+what your whipit is in each of those
+
+13
+00:00:29,720 --> 00:00:36,399
+areas is and coming up uh uh with a whip
+
+14
+00:00:33,239 --> 00:00:38,440
+limit is a little bit of an art right
+
+15
+00:00:36,399 --> 00:00:41,200
+it's like
+
+16
+00:00:38,440 --> 00:00:45,079
+um coming up with what's the what's the
+
+17
+00:00:41,200 --> 00:00:47,600
+goldilock zone for this particular
+
+18
+00:00:45,079 --> 00:00:50,000
+activity and I actually found out that I
+
+19
+00:00:47,600 --> 00:00:51,719
+I really fundamentally thought that
+
+20
+00:00:50,000 --> 00:00:52,840
+Goldilocks and the Three Bears was a
+
+21
+00:00:51,719 --> 00:00:56,879
+completely
+
+22
+00:00:52,840 --> 00:00:59,160
+ubiquitous uh story um but I was working
+
+23
+00:00:56,879 --> 00:01:01,079
+recently with a group in Romania and
+
+24
+00:00:59,160 --> 00:01:03,800
+they don't have Goldilocks and the three
+
+25
+00:01:01,079 --> 00:01:06,320
+bearss as a bedtime story it's not a not
+
+26
+00:01:03,800 --> 00:01:08,439
+a not a not a thing uh so kind of what
+
+27
+00:01:06,320 --> 00:01:10,119
+we're talking about and actually this
+
+28
+00:01:08,439 --> 00:01:14,159
+was the bit that resonated the best for
+
+29
+00:01:10,119 --> 00:01:17,479
+them was um think of what they describe
+
+30
+00:01:14,159 --> 00:01:20,119
+of as the goldilock Zone in planetary
+
+31
+00:01:17,479 --> 00:01:23,400
+physics I know I'm sounding like a
+
+32
+00:01:20,119 --> 00:01:25,439
+nutball here right but bear with me um
+
+33
+00:01:23,400 --> 00:01:27,560
+in in in planets when they talk about
+
+34
+00:01:25,439 --> 00:01:30,079
+planets being in the goldilock zone they
+
+35
+00:01:27,560 --> 00:01:33,119
+mean it's between water freezing and
+
+36
+00:01:30,079 --> 00:01:34,640
+water boiling right so you can have life
+
+37
+00:01:33,119 --> 00:01:38,040
+when there's water but you can't have
+
+38
+00:01:34,640 --> 00:01:39,000
+life when it's steam or in general
+
+39
+00:01:38,040 --> 00:01:43,000
+that's where
+
+40
+00:01:39,000 --> 00:01:45,320
+they yes I know that's possible but
+
+41
+00:01:43,000 --> 00:01:47,680
+let's you've got that that that that
+
+42
+00:01:45,320 --> 00:01:49,040
+zone if the water's frozen it's probably
+
+43
+00:01:47,680 --> 00:01:50,799
+very difficult to have life if the
+
+44
+00:01:49,040 --> 00:01:53,600
+waterers steam then it's very difficult
+
+45
+00:01:50,799 --> 00:01:55,600
+to have life so what is the Zone within
+
+46
+00:01:53,600 --> 00:01:57,920
+which it's just right that's the
+
+47
+00:01:55,600 --> 00:02:01,000
+goldilux zone you can go look up the
+
+48
+00:01:57,920 --> 00:02:06,799
+story The Fable later right but the
+
+49
+00:02:01,000 --> 00:02:08,800
+idea is that um we need to figure out
+
+50
+00:02:06,799 --> 00:02:11,520
+not just our whip limit for the whole
+
+51
+00:02:08,800 --> 00:02:13,640
+system but are whip limit for individual
+
+52
+00:02:11,520 --> 00:02:15,239
+stages in the system and the whip limit
+
+53
+00:02:13,640 --> 00:02:16,840
+for the individual stages if we create
+
+54
+00:02:15,239 --> 00:02:18,480
+individual stages will probably inform
+
+55
+00:02:16,840 --> 00:02:19,760
+the whip limit for the overall system
+
+56
+00:02:18,480 --> 00:02:20,879
+right because you just add them up and
+
+57
+00:02:19,760 --> 00:02:26,519
+that's the whip limit for the whole
+
+58
+00:02:20,879 --> 00:02:28,360
+system so um the ideal whip limit right
+
+59
+00:02:26,519 --> 00:02:30,959
+there is an ideal whip limit if
+
+60
+00:02:28,360 --> 00:02:34,760
+everything is perfect the ideal whip
+
+61
+00:02:30,959 --> 00:02:39,080
+limit is one the most optimal whip limit
+
+62
+00:02:34,760 --> 00:02:43,360
+um in a in in um flow is one single
+
+63
+00:02:39,080 --> 00:02:46,440
+piece flow right but that only works
+
+64
+00:02:43,360 --> 00:02:49,959
+when our
+
+65
+00:02:46,440 --> 00:02:52,840
+um that only works when our system is
+
+66
+00:02:49,959 --> 00:02:55,760
+perfect when it operates exactly like we
+
+67
+00:02:52,840 --> 00:02:57,840
+expect in the timing we expect when all
+
+68
+00:02:55,760 --> 00:03:00,680
+of those things are absolutely perfect
+
+69
+00:02:57,840 --> 00:03:04,400
+in the whip limit is one uh the the the
+
+70
+00:03:00,680 --> 00:03:07,760
+the thing I usually use to visualize
+
+71
+00:03:04,400 --> 00:03:11,000
+that is I I do the an a version of the
+
+72
+00:03:07,760 --> 00:03:14,319
+coin game with teams if you've not done
+
+73
+00:03:11,000 --> 00:03:17,840
+the coin game it's a great H exercise
+
+74
+00:03:14,319 --> 00:03:21,400
+where um you give people you give a
+
+75
+00:03:17,840 --> 00:03:24,680
+group of people uh 20 coins they flip
+
+76
+00:03:21,400 --> 00:03:27,360
+them all to heads and then they it's
+
+77
+00:03:24,680 --> 00:03:29,959
+it's a batch size exercise right so they
+
+78
+00:03:27,360 --> 00:03:31,760
+um flip them all to heads and then they
+
+79
+00:03:29,959 --> 00:03:33,799
+have to flip them all to Tails pass to
+
+80
+00:03:31,760 --> 00:03:36,439
+the next person they have to flip them
+
+81
+00:03:33,799 --> 00:03:38,360
+all to Tails pass them to the next
+
+82
+00:03:36,439 --> 00:03:40,280
+person so you've got this simulation of
+
+83
+00:03:38,360 --> 00:03:43,120
+a production line right something
+
+84
+00:03:40,280 --> 00:03:44,640
+happens in this stage the next stage
+
+85
+00:03:43,120 --> 00:03:48,760
+happens something happens there next
+
+86
+00:03:44,640 --> 00:03:51,959
+stage and in an ideal world you just
+
+87
+00:03:48,760 --> 00:03:53,640
+want one flip the coin move it on flip
+
+88
+00:03:51,959 --> 00:03:56,360
+the coin move it on flip the coin move
+
+89
+00:03:53,640 --> 00:04:00,840
+it on and you'll
+
+90
+00:03:56,360 --> 00:04:03,519
+have the maximum number of coins
+
+91
+00:04:00,840 --> 00:04:05,560
+going in action at any point in time
+
+92
+00:04:03,519 --> 00:04:07,640
+does that make sense right you've got if
+
+93
+00:04:05,560 --> 00:04:10,159
+you do batch size of 20 and you've get
+
+94
+00:04:07,640 --> 00:04:13,319
+20 coins and you've got 10 people in a
+
+95
+00:04:10,159 --> 00:04:15,639
+row you've got one person working and
+
+96
+00:04:13,319 --> 00:04:18,199
+nine people
+
+97
+00:04:15,639 --> 00:04:21,280
+waiting at all all the time the whole
+
+98
+00:04:18,199 --> 00:04:23,320
+time if you do a batch size of one
+
+99
+00:04:21,280 --> 00:04:25,440
+you've got 10 people
+
+100
+00:04:23,320 --> 00:04:27,240
+working and you'll get the fastest
+
+101
+00:04:25,440 --> 00:04:29,120
+delivery of the first unit of work and
+
+102
+00:04:27,240 --> 00:04:33,479
+the fastest delivery of mult of all the
+
+103
+00:04:29,120 --> 00:04:36,199
+units of work work okay but the world
+
+104
+00:04:33,479 --> 00:04:37,759
+isn't made up of flipping coins right
+
+105
+00:04:36,199 --> 00:04:40,960
+we're not that's not what we're doing
+
+106
+00:04:37,759 --> 00:04:44,199
+all day we are writing code we're
+
+107
+00:04:40,960 --> 00:04:47,840
+solving problems we're painting pictures
+
+108
+00:04:44,199 --> 00:04:50,840
+we're uh waiting on customers to reply
+
+109
+00:04:47,840 --> 00:04:54,039
+there's all sorts of things that make
+
+110
+00:04:50,840 --> 00:04:56,199
+what we do non a nonlinear thing not a
+
+111
+00:04:54,039 --> 00:04:58,120
+thing that just happens at once so
+
+112
+00:04:56,199 --> 00:05:00,160
+you're going to have to figure out for
+
+113
+00:04:58,120 --> 00:05:03,240
+each of those columns
+
+114
+00:05:00,160 --> 00:05:07,000
+what the most optimal whip limit is
+
+115
+00:05:03,240 --> 00:05:10,440
+based on your ability to keep things
+
+116
+00:05:07,000 --> 00:05:12,880
+moving and the need to identify when
+
+117
+00:05:10,440 --> 00:05:15,120
+there's problems if we make the whip
+
+118
+00:05:12,880 --> 00:05:16,600
+limit 100 in every column it's going to
+
+119
+00:05:15,120 --> 00:05:18,199
+be difficult to identify problems
+
+120
+00:05:16,600 --> 00:05:21,120
+because we'll maybe never hit it we'll
+
+121
+00:05:18,199 --> 00:05:24,280
+never hit the whip limit we deliberately
+
+122
+00:05:21,120 --> 00:05:27,160
+want to constrain the work to slightly
+
+123
+00:05:24,280 --> 00:05:30,080
+less than we can do so that we create
+
+124
+00:05:27,160 --> 00:05:32,880
+slack in the system that enables us to
+
+125
+00:05:30,080 --> 00:05:35,039
+see more of what's going on ask more
+
+126
+00:05:32,880 --> 00:05:36,960
+interesting questions and figure out do
+
+127
+00:05:35,039 --> 00:05:39,000
+we need to increase this or reduce this
+
+128
+00:05:36,960 --> 00:05:41,319
+one those are the types of discussions
+
+129
+00:05:39,000 --> 00:05:43,199
+that we want to have um and whenever we
+
+130
+00:05:41,319 --> 00:05:44,360
+run workshops where we run simulations
+
+131
+00:05:43,199 --> 00:05:45,960
+around this that's the kind of
+
+132
+00:05:44,360 --> 00:05:48,199
+conversations that people have in the
+
+133
+00:05:45,960 --> 00:05:50,000
+groups is who should we create the whip
+
+134
+00:05:48,199 --> 00:05:51,280
+limit bigger yeah but if we create the
+
+135
+00:05:50,000 --> 00:05:52,360
+whip limit bigger then there'll be more
+
+136
+00:05:51,280 --> 00:05:54,520
+stuff in here and there'll be more
+
+137
+00:05:52,360 --> 00:05:57,680
+pressure on this part of the system the
+
+138
+00:05:54,520 --> 00:06:00,000
+people in the groups are then a they're
+
+139
+00:05:57,680 --> 00:06:02,039
+able to visualize those things and see
+
+140
+00:06:00,000 --> 00:06:05,639
+the impact of those things which is the
+
+141
+00:06:02,039 --> 00:06:07,240
+whole point of a cand strategy that
+
+142
+00:06:05,639 --> 00:06:09,520
+everybody in the
+
+143
+00:06:07,240 --> 00:06:12,639
+system understands the system that
+
+144
+00:06:09,520 --> 00:06:15,440
+you've created better and it allows them
+
+145
+00:06:12,639 --> 00:06:17,639
+all to have more rational more
+
+146
+00:06:15,440 --> 00:06:20,080
+interesting conversations about how the
+
+147
+00:06:17,639 --> 00:06:22,960
+system goes together and how we might
+
+148
+00:06:20,080 --> 00:06:25,120
+change it in order to improve it or or
+
+149
+00:06:22,960 --> 00:06:26,960
+attempt to improve it and then the
+
+150
+00:06:25,120 --> 00:06:30,960
+impact of those improvements you're able
+
+151
+00:06:26,960 --> 00:06:34,120
+to monitor them at that that is
+
+152
+00:06:30,960 --> 00:06:36,880
+really picking whip limits just make up
+
+153
+00:06:34,120 --> 00:06:38,880
+some numbers at the start pick stuff and
+
+154
+00:06:36,880 --> 00:06:40,759
+see what works increase them if they're
+
+155
+00:06:38,880 --> 00:06:43,960
+too small make
+
+156
+00:06:40,759 --> 00:06:46,759
+them smaller if they're too big and
+
+157
+00:06:43,960 --> 00:06:49,720
+figure out where that optimal level is
+
+158
+00:06:46,759 --> 00:06:51,440
+um if you're really searching for Martin
+
+159
+00:06:49,720 --> 00:06:54,560
+what would you recommend as our whip
+
+160
+00:06:51,440 --> 00:06:58,120
+limit I I would say in any
+
+161
+00:06:54,560 --> 00:07:00,520
+stage as a starting point if you have to
+
+162
+00:06:58,120 --> 00:07:03,120
+have a Martin says we should do it this
+
+163
+00:07:00,520 --> 00:07:06,319
+way if you have to have that uh then
+
+164
+00:07:03,120 --> 00:07:09,319
+pick one less than the number of people
+
+165
+00:07:06,319 --> 00:07:11,800
+that you have performing an activity in
+
+166
+00:07:09,319 --> 00:07:14,400
+that in that area so if you have four
+
+167
+00:07:11,800 --> 00:07:17,520
+people pick three as your whip limit and
+
+168
+00:07:14,400 --> 00:07:19,840
+see how you go if you're struggling to
+
+169
+00:07:17,520 --> 00:07:22,000
+create whip limits so that you can see
+
+170
+00:07:19,840 --> 00:07:25,000
+what's going on in your system then we
+
+171
+00:07:22,000 --> 00:07:27,840
+can help you we provide world class
+
+172
+00:07:25,000 --> 00:07:29,599
+class cran training from Pro cran as
+
+173
+00:07:27,840 --> 00:07:33,160
+well as Consulting and coaching for
+
+174
+00:07:29,599 --> 00:07:35,840
+teams try to implement caman strategy if
+
+175
+00:07:33,160 --> 00:07:38,199
+you're a scrum team then we always
+
+176
+00:07:35,840 --> 00:07:40,520
+recommend bringing in flow metrics as a
+
+177
+00:07:38,199 --> 00:07:45,000
+complimentary practice and also have
+
+178
+00:07:40,520 --> 00:07:45,000
+caman classes from scrum.org
+
+
diff --git a/site/content/resources/videos/youtube/Ir8QiX7eAHU/index.captions.en.md b/site/content/resources/videos/youtube/Ir8QiX7eAHU/index.captions.en.md
new file mode 100644
index 000000000..452200a73
--- /dev/null
+++ b/site/content/resources/videos/youtube/Ir8QiX7eAHU/index.captions.en.md
@@ -0,0 +1,23 @@
+One of the key components of creating a Kanban strategy is WIP limits. If you don't have WIP limits, it's definitely not a Kanban strategy that you have. So when you visualise your work, when you do that workshop where you figure out what are the columns, the states, the activities that happen for any piece of work that flows through our system, and you create those columns, you're going to have to decide what your WIP limit is in each of those areas. Coming up with a WIP limit is a little bit of an art, right? It's like coming up with what's the Goldilocks zone for this particular activity.
+
+I actually found out that I really fundamentally thought that Goldilocks and the Three Bears was a completely ubiquitous story. But I was working recently with a group in Romania, and they don't have Goldilocks and the Three Bears as a bedtime story. It's not a thing. So kind of what we're talking about, and actually this was the bit that resonated the best for them, was think of what they describe as the Goldilocks zone in planetary physics. I know I'm sounding like a nutball here, right? But bear with me.
+
+In planets, when they talk about planets being in the Goldilocks zone, they mean it's between water freezing and water boiling, right? So you can have life when there's water, but you can't have life when it's steam. In general, that's where they—yes, I know that's possible—but let's say you've got that zone. If the water's frozen, it's probably very difficult to have life. If the water's steam, then it's very difficult to have life. So what is the zone within which it's just right? That's the Goldilocks zone. You can go look up the story, the fable, later.
+
+The idea is that we need to figure out not just our WIP limit for the whole system, but our WIP limit for individual stages in the system. The WIP limit for the individual stages, if we create individual stages, will probably inform the WIP limit for the overall system, right? Because you just add them up, and that's the WIP limit for the whole system. 
+
+So, the ideal WIP limit, right? There is an ideal WIP limit. If everything is perfect, the ideal WIP limit is one. The most optimal WIP limit in flow is one single piece flow, right? But that only works when our system is perfect, when it operates exactly like we expect, in the timing we expect, when all of those things are absolutely perfect. 
+
+The WIP limit is one. The thing I usually use to visualise that is I do a version of the coin game with teams. If you've not done the coin game, it's a great exercise where you give a group of people 20 coins. They flip them all to heads, and then it's a batch size exercise, right? So they flip them all to heads, and then they have to flip them all to tails, pass to the next person, and they have to flip them all to tails, pass them to the next person. So you've got this simulation of a production line, right? Something happens in this stage, the next stage happens, something happens there, next stage.
+
+In an ideal world, you just want one flip, the coin, move it on, flip the coin, move it on, flip the coin, move it on, and you'll have the maximum number of coins going in action at any point in time. Does that make sense? Right? If you've got a batch size of 20 and you've got 20 coins and you've got 10 people in a row, you've got one person working and nine people waiting all the time, the whole time. If you do a batch size of one, you've got 10 people working, and you'll get the fastest delivery of the first unit of work and the fastest delivery of all the units of work.
+
+Okay, but the world isn't made up of flipping coins, right? We're not—that's not what we're doing all day. We are writing code, we're solving problems, we're painting pictures, we're waiting on customers to reply. There's all sorts of things that make what we do a nonlinear thing, not a thing that just happens at once. So you're going to have to figure out for each of those columns what the most optimal WIP limit is based on your ability to keep things moving and the need to identify when there's problems.
+
+If we make the WIP limit 100 in every column, it's going to be difficult to identify problems because we'll maybe never hit it. We'll never hit the WIP limit. We deliberately want to constrain the work to slightly less than we can do so that we create slack in the system that enables us to see more of what's going on, ask more interesting questions, and figure out do we need to increase this or reduce this one. Those are the types of discussions that we want to have.
+
+Whenever we run workshops where we run simulations around this, that's the kind of conversations that people have in the groups. Who should we create the WIP limit bigger? Yeah, but if we create the WIP limit bigger, then there'll be more stuff in here, and there'll be more pressure on this part of the system. The people in the groups are then able to visualise those things and see the impact of those things, which is the whole point of a Kanban strategy—that everybody in the system understands the system that you've created better, and it allows them all to have more rational, more interesting conversations about how the system goes together and how we might change it in order to improve it or attempt to improve it, and then the impact of those improvements. You're able to monitor them.
+
+That is really picking WIP limits. Just make up some numbers at the start, pick stuff, and see what works. Increase them if they're too small, make them smaller if they're too big, and figure out where that optimal level is. If you're really searching for Martin, what would you recommend as our WIP limit? I would say in any stage, as a starting point, if you have to have a Martin says we should do it this way, if you have to have that, then pick one less than the number of people that you have performing an activity in that area. So if you have four people, pick three as your WIP limit and see how you go.
+
+If you're struggling to create WIP limits so that you can see what's going on in your system, then we can help you. We provide world-class Kanban training from Pro Kan, as well as consulting and coaching for teams trying to implement Kanban strategy. If you're a Scrum team, then we always recommend bringing in flow metrics as a complimentary practice and also have Kanban classes from Scrum.org.
\ No newline at end of file
diff --git a/site/content/resources/videos/youtube/LMmKDlcIvWs/data.captions.en.srt b/site/content/resources/videos/youtube/LMmKDlcIvWs/data.captions.en.srt
new file mode 100644
index 000000000..7d81074bd
--- /dev/null
+++ b/site/content/resources/videos/youtube/LMmKDlcIvWs/data.captions.en.srt
@@ -0,0 +1,845 @@
+1
+00:00:00,120 --> 00:00:03,720
+what is
+
+2
+00:00:01,919 --> 00:00:06,960
+caman there
+
+3
+00:00:03,720 --> 00:00:10,559
+are lots of different definitions of
+
+4
+00:00:06,960 --> 00:00:14,559
+caman and there are lots of
+
+5
+00:00:10,559 --> 00:00:17,240
+misunderstandings about what cban
+
+6
+00:00:14,559 --> 00:00:21,199
+is and it's at its
+
+7
+00:00:17,240 --> 00:00:25,039
+core um caman is a
+
+8
+00:00:21,199 --> 00:00:27,160
+strategy not an actual system of
+
+9
+00:00:25,039 --> 00:00:28,920
+delivering stuff so that's that's what
+
+10
+00:00:27,160 --> 00:00:31,240
+one of the common misunderstandings of
+
+11
+00:00:28,920 --> 00:00:34,920
+cban is that it's a system of delivering
+
+12
+00:00:31,240 --> 00:00:37,960
+stuff it's not it's a strategy to help
+
+13
+00:00:34,920 --> 00:00:39,079
+you understand your existing system of
+
+14
+00:00:37,960 --> 00:00:42,079
+delivering
+
+15
+00:00:39,079 --> 00:00:45,039
+stuff and help you optimize that system
+
+16
+00:00:42,079 --> 00:00:47,399
+of delivering stuff so quite often I'll
+
+17
+00:00:45,039 --> 00:00:49,680
+I'll sometimes describe it as a meta
+
+18
+00:00:47,399 --> 00:00:52,280
+process right it's a process that lets
+
+19
+00:00:49,680 --> 00:00:56,239
+you monitor a process which just messes
+
+20
+00:00:52,280 --> 00:01:01,160
+with people's heads but effectively um
+
+21
+00:00:56,239 --> 00:01:05,080
+canman brings the the the the the some
+
+22
+00:01:01,160 --> 00:01:06,640
+rigor and some metrics and some analysis
+
+23
+00:01:05,080 --> 00:01:11,720
+of those
+
+24
+00:01:06,640 --> 00:01:12,720
+metrics to allow you or your team or
+
+25
+00:01:11,720 --> 00:01:15,720
+your
+
+26
+00:01:12,720 --> 00:01:18,280
+organization to look at any system and
+
+27
+00:01:15,720 --> 00:01:24,159
+what's happening in that
+
+28
+00:01:18,280 --> 00:01:25,479
+system and um adapt it in a good way
+
+29
+00:01:24,159 --> 00:01:27,520
+right so you can see when we make a
+
+30
+00:01:25,479 --> 00:01:29,560
+change to the system how does that
+
+31
+00:01:27,520 --> 00:01:31,920
+affect the data how does that affect the
+
+32
+00:01:29,560 --> 00:01:33,880
+flow of work through that system and if
+
+33
+00:01:31,920 --> 00:01:35,079
+you've made a positive impact you keep
+
+34
+00:01:33,880 --> 00:01:36,880
+doing that thing and if you've made a
+
+35
+00:01:35,079 --> 00:01:41,560
+negative impact you you stop doing that
+
+36
+00:01:36,880 --> 00:01:43,960
+thing right go back to the old way so um
+
+37
+00:01:41,560 --> 00:01:46,240
+you could also say that caman is a work
+
+38
+00:01:43,960 --> 00:01:49,280
+limited pool system but that's a little
+
+39
+00:01:46,240 --> 00:01:52,119
+bit nobody understands that terminology
+
+40
+00:01:49,280 --> 00:01:54,719
+the easiest way to describe it is it's a
+
+41
+00:01:52,119 --> 00:01:58,399
+way of looking at your existing system
+
+42
+00:01:54,719 --> 00:02:00,439
+and helping you as an individual ask
+
+43
+00:01:58,399 --> 00:02:03,240
+more interesting question
+
+44
+00:02:00,439 --> 00:02:08,200
+questions about how that system goes
+
+45
+00:02:03,240 --> 00:02:10,000
+together in order to have a more optimal
+
+46
+00:02:08,200 --> 00:02:14,040
+system to have work full through your
+
+47
+00:02:10,000 --> 00:02:16,400
+system more effectively right so caman
+
+48
+00:02:14,040 --> 00:02:20,879
+uh a cban strategy can be
+
+49
+00:02:16,400 --> 00:02:23,519
+applied to any system doesn't matter
+
+50
+00:02:20,879 --> 00:02:28,319
+what the system is if the stuff going
+
+51
+00:02:23,519 --> 00:02:30,800
+through a system uh whether that is um a
+
+52
+00:02:28,319 --> 00:02:34,720
+checkout at supermarket right that's a
+
+53
+00:02:30,800 --> 00:02:37,800
+system with stuff flowing through it or
+
+54
+00:02:34,720 --> 00:02:41,159
+um your engineering team and you've got
+
+55
+00:02:37,800 --> 00:02:44,159
+work flowing through it or your creative
+
+56
+00:02:41,159 --> 00:02:48,840
+team and you've got work flowing through
+
+57
+00:02:44,159 --> 00:02:51,640
+it it doesn't matter what your system is
+
+58
+00:02:48,840 --> 00:02:53,840
+cban brings that caman strategy that you
+
+59
+00:02:51,640 --> 00:02:55,599
+apply brings a little bit of rigor to
+
+60
+00:02:53,840 --> 00:02:58,680
+that system and some metrics that allow
+
+61
+00:02:55,599 --> 00:03:01,280
+you to monitor that system uh so for
+
+62
+00:02:58,680 --> 00:03:04,319
+example one one of one of the key things
+
+63
+00:03:01,280 --> 00:03:07,200
+that happens at the beginning of any
+
+64
+00:03:04,319 --> 00:03:09,640
+cand discussion is that you you you
+
+65
+00:03:07,200 --> 00:03:13,200
+create what cbang calls a definition of
+
+66
+00:03:09,640 --> 00:03:16,440
+workflow right all that means is you
+
+67
+00:03:13,200 --> 00:03:18,840
+write down how you work that's it that's
+
+68
+00:03:16,440 --> 00:03:21,000
+all the definition of workflow is you
+
+69
+00:03:18,840 --> 00:03:23,200
+you you've got your way of working for a
+
+70
+00:03:21,000 --> 00:03:25,760
+particular thing that you do it could be
+
+71
+00:03:23,200 --> 00:03:28,319
+a team with work going through it it
+
+72
+00:03:25,760 --> 00:03:31,239
+could be a a a machine that processes
+
+73
+00:03:28,319 --> 00:03:33,840
+something it could be
+
+74
+00:03:31,239 --> 00:03:36,680
+a check out a supermarket right and you
+
+75
+00:03:33,840 --> 00:03:39,200
+write down the way everything works in
+
+76
+00:03:36,680 --> 00:03:42,400
+that system cuz what what a lot of
+
+77
+00:03:39,200 --> 00:03:45,439
+people even just the act of doing that
+
+78
+00:03:42,400 --> 00:03:46,640
+can create optimizations in the system
+
+79
+00:03:45,439 --> 00:03:49,680
+um
+
+80
+00:03:46,640 --> 00:03:52,360
+because if you've got five people
+
+81
+00:03:49,680 --> 00:03:54,920
+working in a system and you've never
+
+82
+00:03:52,360 --> 00:03:58,319
+written down how that system
+
+83
+00:03:54,920 --> 00:04:00,799
+works what do you think the chances are
+
+84
+00:03:58,319 --> 00:04:04,079
+that everybody working in that system
+
+85
+00:04:00,799 --> 00:04:06,760
+uses the same terminology makes the same
+
+86
+00:04:04,079 --> 00:04:10,040
+same or similar decisions applies the
+
+87
+00:04:06,760 --> 00:04:11,560
+same rules to playing the game H yeah
+
+88
+00:04:10,040 --> 00:04:13,120
+that's a great example actually I like
+
+89
+00:04:11,560 --> 00:04:16,759
+that one as well so if you if you went
+
+90
+00:04:13,120 --> 00:04:18,560
+out and and and bought Monopoly I'm not
+
+91
+00:04:16,759 --> 00:04:20,639
+suggesting it by the way there are way
+
+92
+00:04:18,560 --> 00:04:22,320
+better games than that but if you did
+
+93
+00:04:20,639 --> 00:04:23,680
+buy because it's the most common thing
+
+94
+00:04:22,320 --> 00:04:25,919
+right you can find it in every Super
+
+95
+00:04:23,680 --> 00:04:27,919
+Market if you went out and bought
+
+96
+00:04:25,919 --> 00:04:31,240
+Monopoly and you
+
+97
+00:04:27,919 --> 00:04:33,919
+immediately tore up the rule
+
+98
+00:04:31,240 --> 00:04:36,080
+book and you just guessed how to play
+
+99
+00:04:33,919 --> 00:04:38,400
+the game and you had four people playing
+
+100
+00:04:36,080 --> 00:04:40,840
+the game and everybody just guessed
+
+101
+00:04:38,400 --> 00:04:42,840
+based based and Monopoly is a good one
+
+102
+00:04:40,840 --> 00:04:45,520
+because everybody knows how Monopoly
+
+103
+00:04:42,840 --> 00:04:47,479
+kind of works right everybody knows how
+
+104
+00:04:45,520 --> 00:04:49,520
+monoply kind of
+
+105
+00:04:47,479 --> 00:04:51,479
+works would would everybody be playing
+
+106
+00:04:49,520 --> 00:04:53,120
+the same game would everybody be playing
+
+107
+00:04:51,479 --> 00:04:55,000
+by the same rules would everybody have
+
+108
+00:04:53,120 --> 00:04:56,840
+the same understanding of the mechanisms
+
+109
+00:04:55,000 --> 00:04:58,479
+of the game and how it's How how it
+
+110
+00:04:56,840 --> 00:04:59,840
+actually works no they wouldn't right
+
+111
+00:04:58,479 --> 00:05:01,880
+they would they would each come up with
+
+112
+00:04:59,840 --> 00:05:03,560
+their own way of doing it and if you've
+
+113
+00:05:01,880 --> 00:05:06,400
+ever been at one of those family dues
+
+114
+00:05:03,560 --> 00:05:10,160
+where you've got Monopoly out you argue
+
+115
+00:05:06,400 --> 00:05:13,000
+over how the rules work you argue as a
+
+116
+00:05:10,160 --> 00:05:16,680
+group as a family about how you should
+
+117
+00:05:13,000 --> 00:05:21,080
+play the game because you're not you've
+
+118
+00:05:16,680 --> 00:05:23,560
+not agreed as a group how to play it
+
+119
+00:05:21,080 --> 00:05:26,919
+right that's that's what the rule book
+
+120
+00:05:23,560 --> 00:05:30,199
+that comes with a game is it's here's
+
+121
+00:05:26,919 --> 00:05:32,680
+the way you play the game so what what's
+
+122
+00:05:30,199 --> 00:05:34,560
+where's the rule book for your team for
+
+123
+00:05:32,680 --> 00:05:37,240
+the way your team Works where's the rule
+
+124
+00:05:34,560 --> 00:05:40,680
+book when a new team member comes in do
+
+125
+00:05:37,240 --> 00:05:42,560
+they also just make up how they work and
+
+126
+00:05:40,680 --> 00:05:44,520
+then you tell them when they're doing it
+
+127
+00:05:42,560 --> 00:05:47,400
+wrong and hopefully they end up figuring
+
+128
+00:05:44,520 --> 00:05:50,800
+out how to do it right doesn't make any
+
+129
+00:05:47,400 --> 00:05:53,360
+sense you write it down so what that
+
+130
+00:05:50,800 --> 00:05:55,840
+typically what that typically looks like
+
+131
+00:05:53,360 --> 00:05:57,319
+we we've all see what what what a lot of
+
+132
+00:05:55,840 --> 00:06:01,160
+people do is they draw a board on the
+
+133
+00:05:57,319 --> 00:06:05,400
+wall right or or in jir or in Azure
+
+134
+00:06:01,160 --> 00:06:06,720
+devops and it has a bunch of columns and
+
+135
+00:06:05,400 --> 00:06:10,800
+they call that
+
+136
+00:06:06,720 --> 00:06:13,319
+cat that's not a cand strategy that's
+
+137
+00:06:10,800 --> 00:06:15,120
+just a board right anybody can have a
+
+138
+00:06:13,319 --> 00:06:19,440
+board and have work flow through the
+
+139
+00:06:15,120 --> 00:06:21,960
+board part of the campan is deciding
+
+140
+00:06:19,440 --> 00:06:23,440
+agreeing what that work what that what
+
+141
+00:06:21,960 --> 00:06:26,800
+that workflow
+
+142
+00:06:23,440 --> 00:06:31,000
+is right and once you've agreed what
+
+143
+00:06:26,800 --> 00:06:34,680
+that workflow is you can and then um
+
+144
+00:06:31,000 --> 00:06:36,280
+apply some metrics and monitor what's
+
+145
+00:06:34,680 --> 00:06:38,160
+going on in that
+
+146
+00:06:36,280 --> 00:06:39,800
+workflow right and once you're
+
+147
+00:06:38,160 --> 00:06:42,160
+monitoring what's going on in that
+
+148
+00:06:39,800 --> 00:06:46,160
+workflow right just looking at the data
+
+149
+00:06:42,160 --> 00:06:49,400
+is not enough empiricism remember right
+
+150
+00:06:46,160 --> 00:06:51,360
+you have to actively manage the work
+
+151
+00:06:49,400 --> 00:06:54,520
+that's going through the system so you
+
+152
+00:06:51,360 --> 00:06:57,479
+actively make choices about what is
+
+153
+00:06:54,520 --> 00:07:00,680
+happening within the system in order to
+
+154
+00:06:57,479 --> 00:07:02,120
+to to to optimize the outcome
+
+155
+00:07:00,680 --> 00:07:05,000
+and then you're going to look at the
+
+156
+00:07:02,120 --> 00:07:06,840
+data to improve the system right so you
+
+157
+00:07:05,000 --> 00:07:09,039
+look at the data and then you actively
+
+158
+00:07:06,840 --> 00:07:10,960
+make changes to the workflow so you've
+
+159
+00:07:09,039 --> 00:07:13,160
+written down how you think you work
+
+160
+00:07:10,960 --> 00:07:14,560
+right now right that's where you start
+
+161
+00:07:13,160 --> 00:07:16,960
+that's why they there's an expression
+
+162
+00:07:14,560 --> 00:07:19,599
+they use in camman which is start start
+
+163
+00:07:16,960 --> 00:07:21,520
+from where you are right that's that's
+
+164
+00:07:19,599 --> 00:07:23,360
+the expression so where you are is what
+
+165
+00:07:21,520 --> 00:07:24,520
+you do right now so write down what you
+
+166
+00:07:23,360 --> 00:07:27,160
+do right
+
+167
+00:07:24,520 --> 00:07:29,720
+now that's your current definition of
+
+168
+00:07:27,160 --> 00:07:32,879
+workflow you build the board you
+
+169
+00:07:29,720 --> 00:07:35,800
+visualize your work in process your work
+
+170
+00:07:32,879 --> 00:07:38,599
+that's going on and then you start using
+
+171
+00:07:35,800 --> 00:07:40,879
+it and you're like oh crap we didn't
+
+172
+00:07:38,599 --> 00:07:42,919
+think about this oh oh oh oh that
+
+173
+00:07:40,879 --> 00:07:44,960
+doesn't quite work like that so you
+
+174
+00:07:42,919 --> 00:07:47,120
+start making changes so that it more
+
+175
+00:07:44,960 --> 00:07:49,039
+accurately reflects your definition of
+
+176
+00:07:47,120 --> 00:07:51,039
+workflow and then because you're
+
+177
+00:07:49,039 --> 00:07:54,360
+visualizing your work you start noticing
+
+178
+00:07:51,039 --> 00:07:57,680
+things humans are really good at visual
+
+179
+00:07:54,360 --> 00:07:59,400
+uh uh um seeing when things aren't quite
+
+180
+00:07:57,680 --> 00:08:01,199
+right or the way you think they should
+
+181
+00:07:59,400 --> 00:08:02,800
+be and then you can go look at the data
+
+182
+00:08:01,199 --> 00:08:04,039
+and go no no no no we should actually
+
+183
+00:08:02,800 --> 00:08:05,759
+change this we shouldn't have two
+
+184
+00:08:04,039 --> 00:08:07,080
+columns we should have one or we
+
+185
+00:08:05,759 --> 00:08:09,240
+shouldn't have one column we should have
+
+186
+00:08:07,080 --> 00:08:10,919
+two and then you make those decisions
+
+187
+00:08:09,240 --> 00:08:12,840
+you're changing your workflow you're
+
+188
+00:08:10,919 --> 00:08:15,800
+actively managing your work and you're
+
+189
+00:08:12,840 --> 00:08:19,599
+changing your workflow and that's what
+
+190
+00:08:15,800 --> 00:08:23,599
+creates the the the the the the the this
+
+191
+00:08:19,599 --> 00:08:27,560
+it's not really a cycle like a Sprint is
+
+192
+00:08:23,599 --> 00:08:30,000
+but it's a continuous Improvement Loop
+
+193
+00:08:27,560 --> 00:08:31,800
+right of optimizing your process making
+
+194
+00:08:30,000 --> 00:08:33,919
+a little change did we make it better
+
+195
+00:08:31,800 --> 00:08:35,719
+yes a awesome let's let's see what's
+
+196
+00:08:33,919 --> 00:08:37,880
+going okay we use it for a while okay
+
+197
+00:08:35,719 --> 00:08:39,680
+but this is still broken this doesn't
+
+198
+00:08:37,880 --> 00:08:41,760
+work right okay well let's fix it let's
+
+199
+00:08:39,680 --> 00:08:43,240
+try something different okay now does
+
+200
+00:08:41,760 --> 00:08:47,200
+that work right yeah yeah yeah that
+
+201
+00:08:43,240 --> 00:08:48,959
+works great right so this this this
+
+202
+00:08:47,200 --> 00:08:50,760
+application of It's actually an
+
+203
+00:08:48,959 --> 00:08:53,720
+application of Little's law you can go
+
+204
+00:08:50,760 --> 00:08:59,279
+look that up later but this application
+
+205
+00:08:53,720 --> 00:09:01,720
+of uh um a cand strategy to any system
+
+206
+00:08:59,279 --> 00:09:03,640
+will help improve it if your current
+
+207
+00:09:01,720 --> 00:09:05,800
+system of work is failing you then you
+
+208
+00:09:03,640 --> 00:09:08,800
+would benefit from creating and applying
+
+209
+00:09:05,800 --> 00:09:11,000
+a cranb strategy don't wait the sooner
+
+210
+00:09:08,800 --> 00:09:14,000
+you start the sooner you'll improve get
+
+211
+00:09:11,000 --> 00:09:14,000
+in touch below
+
+
diff --git a/site/content/resources/videos/youtube/LMmKDlcIvWs/index.captions.en.md b/site/content/resources/videos/youtube/LMmKDlcIvWs/index.captions.en.md
new file mode 100644
index 000000000..b6b284654
--- /dev/null
+++ b/site/content/resources/videos/youtube/LMmKDlcIvWs/index.captions.en.md
@@ -0,0 +1,27 @@
+What is Caman? There are lots of different definitions of Caman, and there are lots of misunderstandings about what Cban is. At its core, Caman is a strategy, not an actual system of delivering stuff. That's one of the common misunderstandings of Cban: that it's a system of delivering stuff. It's not; it's a strategy to help you understand your existing system of delivering stuff and help you optimise that system of delivering stuff.
+
+Quite often, I'll sometimes describe it as a meta process. It's a process that lets you monitor a process, which just messes with people's heads. But effectively, Caman brings some rigor, some metrics, and some analysis of those metrics to allow you or your team or your organisation to look at any system and what's happening in that system and adapt it in a good way. You can see when we make a change to the system, how does that affect the data? How does that affect the flow of work through that system? If you've made a positive impact, you keep doing that thing, and if you've made a negative impact, you stop doing that thing. Go back to the old way.
+
+You could also say that Caman is a work-limited pool system, but that's a little bit... nobody understands that terminology. The easiest way to describe it is it's a way of looking at your existing system and helping you, as an individual, ask more interesting questions about how that system goes together in order to have a more optimal system to have work flow through your system more effectively.
+
+A Cban strategy can be applied to any system; it doesn't matter what the system is. If the stuff going through a system, whether that is a checkout at a supermarket—that's a system with stuff flowing through it—or your engineering team and you've got work flowing through it, or your creative team and you've got work flowing through it, it doesn't matter what your system is. Cban brings that Caman strategy that you apply, bringing a little bit of rigor to that system and some metrics that allow you to monitor that system.
+
+For example, one of the key things that happens at the beginning of any CAND discussion is that you create what Cbang calls a definition of workflow. All that means is you write down how you work. That's it; that's all the definition of workflow is. You've got your way of working for a particular thing that you do. It could be a team with work going through it, it could be a machine that processes something, or it could be a checkout at a supermarket. You write down the way everything works in that system because what a lot of people... even just the act of doing that can create optimisations in the system.
+
+If you've got five people working in a system and you've never written down how that system works, what do you think the chances are that everybody working in that system uses the same terminology, makes the same or similar decisions, applies the same rules to playing the game? Yeah, that's a great example, actually. I like that one as well. So if you went out and bought Monopoly—I'm not suggesting it, by the way; there are way better games than that—but if you did buy it because it's the most common thing, right? You can find it in every supermarket. If you went out and bought Monopoly and you immediately tore up the rule book and you just guessed how to play the game, and you had four people playing the game and everybody just guessed... Monopoly is a good one because everybody knows how Monopoly kind of works, right? 
+
+Would everybody be playing the same game? Would everybody be playing by the same rules? Would everybody have the same understanding of the mechanisms of the game and how it actually works? No, they wouldn't, right? They would each come up with their own way of doing it. If you've ever been at one of those family dues where you've got Monopoly out, you argue over how the rules work. You argue as a group, as a family, about how you should play the game because you've not agreed as a group how to play it. That's what the rule book that comes with a game is: here's the way you play the game.
+
+So where's the rule book for your team, for the way your team works? Where's the rule book? When a new team member comes in, do they also just make up how they work, and then you tell them when they're doing it wrong, and hopefully, they end up figuring out how to do it right? It doesn't make any sense. You write it down.
+
+What that typically looks like... we've all seen what a lot of people do: they draw a board on the wall or in JIRA or in Azure DevOps, and it has a bunch of columns, and they call that CAND. That's not a CAND strategy; that's just a board. Anybody can have a board and have work flow through the board. Part of the CAND is deciding and agreeing what that workflow is. Once you've agreed what that workflow is, you can then apply some metrics and monitor what's going on in that workflow.
+
+Once you're monitoring what's going on in that workflow, just looking at the data is not enough. Remember, you have to actively manage the work that's going through the system. You actively make choices about what is happening within the system in order to optimise the outcome. Then you're going to look at the data to improve the system. You look at the data, and then you actively make changes to the workflow. 
+
+So you've written down how you think you work right now. That's where you start. There's an expression they use in Caman: start from where you are. That's the expression. So where you are is what you do right now. Write down what you do right now; that's your current definition of workflow. You build the board, you visualise your work in process, your work that's going on, and then you start using it. You're like, "Oh crap, we didn't think about this. Oh, that doesn't quite work like that." So you start making changes so that it more accurately reflects your definition of workflow.
+
+Because you're visualising your work, you start noticing things. Humans are really good at visual seeing when things aren't quite right or the way you think they should be. Then you can go look at the data and say, "No, no, no, we should actually change this. We shouldn't have two columns; we should have one," or "We shouldn't have one column; we should have two." Then you make those decisions. You're changing your workflow, you're actively managing your work, and you're changing your workflow. 
+
+That's what creates this continuous improvement loop of optimising your process. Making a little change: did we make it better? Yes? Awesome! Let's see what's going on. Okay, we use it for a while. But this is still broken; this doesn't work right. Okay, well, let's fix it. Let's try something different. Okay, now does that work? Yeah, yeah, yeah, that works great.
+
+This application of... it's actually an application of Little's Law; you can go look that up later. This application of a CAND strategy to any system will help improve it. If your current system of work is failing you, then you would benefit from creating and applying a CAND strategy. Don't wait; the sooner you start, the sooner you'll improve. Get in touch below.
\ No newline at end of file
diff --git a/site/content/resources/videos/youtube/MDpthtdJgNk/data.captions.en.srt b/site/content/resources/videos/youtube/MDpthtdJgNk/data.captions.en.srt
new file mode 100644
index 000000000..c0bca306b
--- /dev/null
+++ b/site/content/resources/videos/youtube/MDpthtdJgNk/data.captions.en.srt
@@ -0,0 +1,857 @@
+1
+00:00:00,320 --> 00:00:06,160
+I think caman is becoming popular in the
+
+2
+00:00:02,960 --> 00:00:10,920
+creative Industries because there's very
+
+3
+00:00:06,160 --> 00:00:13,679
+little other help out there for for the
+
+4
+00:00:10,920 --> 00:00:16,119
+the creative type work where you're
+
+5
+00:00:13,679 --> 00:00:19,920
+you're for example building computer
+
+6
+00:00:16,119 --> 00:00:22,080
+games or you're building um uh uh uh
+
+7
+00:00:19,920 --> 00:00:24,279
+marketing content or you're building
+
+8
+00:00:22,080 --> 00:00:26,240
+videos whatever it is that you're
+
+9
+00:00:24,279 --> 00:00:30,640
+building that's not really software
+
+10
+00:00:26,240 --> 00:00:33,760
+engineering cuz everybody thinks of grum
+
+11
+00:00:30,640 --> 00:00:37,040
+as a software engineering
+
+12
+00:00:33,760 --> 00:00:39,000
+process and find it a little bit weird
+
+13
+00:00:37,040 --> 00:00:40,360
+trying to apply it within their context
+
+14
+00:00:39,000 --> 00:00:41,559
+right they actually they're actually
+
+15
+00:00:40,360 --> 00:00:43,800
+running into the same thing that
+
+16
+00:00:41,559 --> 00:00:47,079
+everybody runs into that doesn't that
+
+17
+00:00:43,800 --> 00:00:51,520
+would things don't work that way here so
+
+18
+00:00:47,079 --> 00:00:54,199
+caman is a much better uh starting point
+
+19
+00:00:51,520 --> 00:00:55,960
+um for getting into to making changes to
+
+20
+00:00:54,199 --> 00:00:58,120
+the way the way that you work and trying
+
+21
+00:00:55,960 --> 00:01:01,039
+to optimize your your
+
+22
+00:00:58,120 --> 00:01:04,239
+processes um so
+
+23
+00:01:01,039 --> 00:01:07,400
+so coming up with that definition of
+
+24
+00:01:04,239 --> 00:01:10,520
+workflow for your existing process is
+
+25
+00:01:07,400 --> 00:01:12,640
+usually much easier than trying to apply
+
+26
+00:01:10,520 --> 00:01:14,880
+something like scrum so for lots of
+
+27
+00:01:12,640 --> 00:01:17,880
+organizations they don't want that big
+
+28
+00:01:14,880 --> 00:01:21,040
+bang change right when you uh when you
+
+29
+00:01:17,880 --> 00:01:23,079
+apply something like scrum you're you're
+
+30
+00:01:21,040 --> 00:01:25,479
+you're making a leap from the way you
+
+31
+00:01:23,079 --> 00:01:27,040
+currently work and changing it to
+
+32
+00:01:25,479 --> 00:01:28,520
+something else and this is going to be
+
+33
+00:01:27,040 --> 00:01:30,360
+your starting point so that would be you
+
+34
+00:01:28,520 --> 00:01:32,040
+start at scrum and then you're going to
+
+35
+00:01:30,360 --> 00:01:33,840
+move forward from there and optimize
+
+36
+00:01:32,040 --> 00:01:35,479
+you're still going to use cban campan
+
+37
+00:01:33,840 --> 00:01:38,119
+strategy and you're going to optimize
+
+38
+00:01:35,479 --> 00:01:40,560
+from there but if your way of working
+
+39
+00:01:38,119 --> 00:01:43,119
+right now is kind of working and you
+
+40
+00:01:40,560 --> 00:01:45,560
+don't want to disrupt that too much or
+
+41
+00:01:43,119 --> 00:01:47,240
+you don't feel you don't know the if
+
+42
+00:01:45,560 --> 00:01:49,880
+you're going to get value from that
+
+43
+00:01:47,240 --> 00:01:52,159
+scrum thing then start from where you
+
+44
+00:01:49,880 --> 00:01:56,079
+are right that's that's the beauty of a
+
+45
+00:01:52,159 --> 00:01:57,880
+caman strategy is it doesn't care what
+
+46
+00:01:56,079 --> 00:02:00,360
+the it doesn't care the way your system
+
+47
+00:01:57,880 --> 00:02:02,280
+currently works you mod model your
+
+48
+00:02:00,360 --> 00:02:06,159
+existing system that's where you start
+
+49
+00:02:02,280 --> 00:02:09,080
+from so um you you you can take any
+
+50
+00:02:06,159 --> 00:02:10,959
+industry any system creative or
+
+51
+00:02:09,080 --> 00:02:13,760
+otherwise and you can just model your
+
+52
+00:02:10,959 --> 00:02:18,319
+existing system a a huge difficulty
+
+53
+00:02:13,760 --> 00:02:20,400
+though um I've worked in quite a few
+
+54
+00:02:18,319 --> 00:02:23,040
+creative uh I've worked in the creative
+
+55
+00:02:20,400 --> 00:02:25,760
+industry right uh when I when I first
+
+56
+00:02:23,040 --> 00:02:27,480
+started as a software engineer uh after
+
+57
+00:02:25,760 --> 00:02:30,480
+I graduated back in
+
+58
+00:02:27,480 --> 00:02:32,319
+2000 my first jobs were
+
+59
+00:02:30,480 --> 00:02:34,879
+um New Media
+
+60
+00:02:32,319 --> 00:02:37,440
+agencies um You probably wouldn't call
+
+61
+00:02:34,879 --> 00:02:39,840
+them that anymore but New Media agencies
+
+62
+00:02:37,440 --> 00:02:42,800
+I worked with a groups of designers
+
+63
+00:02:39,840 --> 00:02:45,519
+building flash applications uh flash
+
+64
+00:02:42,800 --> 00:02:49,840
+websites if anybody remembers flash if
+
+65
+00:02:45,519 --> 00:02:51,920
+not don't even look at it it's mental um
+
+66
+00:02:49,840 --> 00:02:54,239
+and th those those kind of thing working
+
+67
+00:02:51,920 --> 00:02:57,000
+with with the creative industry and it's
+
+68
+00:02:54,239 --> 00:03:01,720
+it's it is a very difficult space
+
+69
+00:02:57,000 --> 00:03:05,040
+because of the way art works right it's
+
+70
+00:03:01,720 --> 00:03:07,519
+very difficult to be iterative and
+
+71
+00:03:05,040 --> 00:03:11,000
+incremental right away in that in that
+
+72
+00:03:07,519 --> 00:03:14,760
+space because the way we traditionally
+
+73
+00:03:11,000 --> 00:03:17,920
+work with art is it's your personal
+
+74
+00:03:14,760 --> 00:03:19,920
+thing and your personal thing is going
+
+75
+00:03:17,920 --> 00:03:22,799
+to a certain point till you're
+
+76
+00:03:19,920 --> 00:03:25,120
+personally happy with it and then you're
+
+77
+00:03:22,799 --> 00:03:27,640
+you're you're providing it to other
+
+78
+00:03:25,120 --> 00:03:30,239
+other people to to to give you feedback
+
+79
+00:03:27,640 --> 00:03:32,760
+and and that kind of thing
+
+80
+00:03:30,239 --> 00:03:36,720
+so there's there's a much more personal
+
+81
+00:03:32,760 --> 00:03:38,080
+nature to that than there is in um in in
+
+82
+00:03:36,720 --> 00:03:39,560
+maybe other Industries like software
+
+83
+00:03:38,080 --> 00:03:41,200
+engineering right where where there's
+
+84
+00:03:39,560 --> 00:03:42,480
+less a little bit less personal it can
+
+85
+00:03:41,200 --> 00:03:45,000
+still be personal but a little bit less
+
+86
+00:03:42,480 --> 00:03:48,080
+personal so that that's why creative
+
+87
+00:03:45,000 --> 00:03:51,239
+Industries and creative folks um
+
+88
+00:03:48,080 --> 00:03:53,760
+struggle with uh something like scrum
+
+89
+00:03:51,239 --> 00:03:55,519
+because it it it talks about team it
+
+90
+00:03:53,760 --> 00:03:58,079
+doesn't talk about individual and
+
+91
+00:03:55,519 --> 00:03:59,920
+creativity is about the individual so
+
+92
+00:03:58,079 --> 00:04:02,239
+finding the balance in that and it's is
+
+93
+00:03:59,920 --> 00:04:04,159
+very standoffish so cand strategy but
+
+94
+00:04:02,239 --> 00:04:06,519
+the hardest part of a cand strategy at
+
+95
+00:04:04,159 --> 00:04:08,159
+least at the beginning is writing down
+
+96
+00:04:06,519 --> 00:04:11,159
+writing down your your your your
+
+97
+00:04:08,159 --> 00:04:13,239
+workflow right documenting your your
+
+98
+00:04:11,159 --> 00:04:15,799
+definition of workflow how are you going
+
+99
+00:04:13,239 --> 00:04:19,359
+to get five creative people in a room
+
+100
+00:04:15,799 --> 00:04:21,440
+and agree what your existing workflow is
+
+101
+00:04:19,359 --> 00:04:24,880
+um so that's going to be your first
+
+102
+00:04:21,440 --> 00:04:27,440
+struggle but caman is popular in
+
+103
+00:04:24,880 --> 00:04:31,000
+Creative Industries because it seems
+
+104
+00:04:27,440 --> 00:04:33,120
+like actually
+
+105
+00:04:31,000 --> 00:04:35,880
+I'm I'm actually going to recant some of
+
+106
+00:04:33,120 --> 00:04:39,360
+that a little bit I think that caman is
+
+107
+00:04:35,880 --> 00:04:42,639
+popular in a lot of places where people
+
+108
+00:04:39,360 --> 00:04:44,840
+don't want to change and they see scrum
+
+109
+00:04:42,639 --> 00:04:46,759
+has a bunch of rules and caman doesn't
+
+110
+00:04:44,840 --> 00:04:49,120
+have a bunch of rules and they feel like
+
+111
+00:04:46,759 --> 00:04:53,360
+they can just put a board on the
+
+112
+00:04:49,120 --> 00:04:58,160
+wall call it caman and they're
+
+113
+00:04:53,360 --> 00:05:01,360
+done that's not caman having a board on
+
+114
+00:04:58,160 --> 00:05:05,520
+the wall and moving cards across it is
+
+115
+00:05:01,360 --> 00:05:08,199
+one very small part of camand maybe an
+
+116
+00:05:05,520 --> 00:05:11,080
+important part that visualization part
+
+117
+00:05:08,199 --> 00:05:15,160
+but have you taken the time to actually
+
+118
+00:05:11,080 --> 00:05:17,560
+Define your workflow to agree as a group
+
+119
+00:05:15,160 --> 00:05:21,000
+all the people working together that
+
+120
+00:05:17,560 --> 00:05:23,840
+this is how we are all going to act how
+
+121
+00:05:21,000 --> 00:05:26,759
+we're all going to make decisions in the
+
+122
+00:05:23,840 --> 00:05:29,960
+same way I I I doubt that happens in in
+
+123
+00:05:26,759 --> 00:05:33,840
+in most organizations have you agreed
+
+124
+00:05:29,960 --> 00:05:36,759
+what the working process limits are how
+
+125
+00:05:33,840 --> 00:05:38,360
+much work is going to sit in each column
+
+126
+00:05:36,759 --> 00:05:42,240
+if you don't have whip limits you ain't
+
+127
+00:05:38,360 --> 00:05:44,479
+got cban at all right so so sitting down
+
+128
+00:05:42,240 --> 00:05:47,919
+and agreeing that these this is this is
+
+129
+00:05:44,479 --> 00:05:50,199
+really hard stuff it's hard for a group
+
+130
+00:05:47,919 --> 00:05:52,600
+of people to get together and make these
+
+131
+00:05:50,199 --> 00:05:56,720
+decisions and come up with these
+
+132
+00:05:52,600 --> 00:05:59,759
+rationals it's just it's just hard I I I
+
+133
+00:05:56,720 --> 00:06:02,960
+do workshops with with with groups of
+
+134
+00:05:59,759 --> 00:06:06,000
+people talking about this stuff and you
+
+135
+00:06:02,960 --> 00:06:09,960
+can you can do a 4-Hour workshop with a
+
+136
+00:06:06,000 --> 00:06:13,280
+group of five or six people and not get
+
+137
+00:06:09,960 --> 00:06:15,199
+anywhere near a definition of workf
+
+138
+00:06:13,280 --> 00:06:17,199
+nowhere near and this is this is people
+
+139
+00:06:15,199 --> 00:06:20,280
+who largely agree on what it is they're
+
+140
+00:06:17,199 --> 00:06:22,120
+doing because the devil's in the details
+
+141
+00:06:20,280 --> 00:06:24,039
+right when you're when you're when
+
+142
+00:06:22,120 --> 00:06:26,599
+you've got you've got a bunch of work in
+
+143
+00:06:24,039 --> 00:06:28,400
+a pile and you need to start a new piece
+
+144
+00:06:26,599 --> 00:06:30,800
+of work how do you choose that piece of
+
+145
+00:06:28,400 --> 00:06:32,319
+work
+
+146
+00:06:30,800 --> 00:06:37,080
+how do you choose
+
+147
+00:06:32,319 --> 00:06:39,479
+it right we have to agree as a group how
+
+148
+00:06:37,080 --> 00:06:42,800
+we're going to choose it because this is
+
+149
+00:06:39,479 --> 00:06:45,800
+our system that we're all working
+
+150
+00:06:42,800 --> 00:06:49,160
+within so how who who's who's way of
+
+151
+00:06:45,800 --> 00:06:51,280
+choosing it do we pick right out of the
+
+152
+00:06:49,160 --> 00:06:53,680
+five different opinions on how they
+
+153
+00:06:51,280 --> 00:06:55,520
+select work well I like this type of
+
+154
+00:06:53,680 --> 00:06:58,400
+work so I'm going to take that no that's
+
+155
+00:06:55,520 --> 00:07:00,599
+not good enough that's not how you
+
+156
+00:06:58,400 --> 00:07:02,879
+optimize a system right that's not how
+
+157
+00:07:00,599 --> 00:07:05,520
+you optimize the flow of work through a
+
+158
+00:07:02,879 --> 00:07:07,479
+system what is the most valuable piece
+
+159
+00:07:05,520 --> 00:07:09,400
+of work to take next now that's an
+
+160
+00:07:07,479 --> 00:07:12,080
+interesting conversation and how do you
+
+161
+00:07:09,400 --> 00:07:13,759
+define value and does it matter whether
+
+162
+00:07:12,080 --> 00:07:17,240
+you as an individual are comfortable
+
+163
+00:07:13,759 --> 00:07:19,680
+with that piece of work or not right
+
+164
+00:07:17,240 --> 00:07:22,199
+that there's probably some yes some no
+
+165
+00:07:19,680 --> 00:07:23,680
+right within the bounds of that so so
+
+166
+00:07:22,199 --> 00:07:27,240
+making these agreements and writing them
+
+167
+00:07:23,680 --> 00:07:28,879
+down is very hard and although caman has
+
+168
+00:07:27,240 --> 00:07:31,479
+become popular particularly in the
+
+169
+00:07:28,879 --> 00:07:35,759
+creative industry I definitely feel
+
+170
+00:07:31,479 --> 00:07:38,240
+there's a lot of Can't Ban right that
+
+171
+00:07:35,759 --> 00:07:41,199
+they really don't want to do anything or
+
+172
+00:07:38,240 --> 00:07:43,400
+change anything or have anything imposed
+
+173
+00:07:41,199 --> 00:07:45,639
+upon them and their way of
+
+174
+00:07:43,400 --> 00:07:48,960
+working I know a lot of creatives
+
+175
+00:07:45,639 --> 00:07:51,159
+creatives are very much very much H my
+
+176
+00:07:48,960 --> 00:07:54,120
+way of working is the best for me that's
+
+177
+00:07:51,159 --> 00:07:56,560
+how my muse right um and that's
+
+178
+00:07:54,120 --> 00:07:59,319
+absolutely reasonable but we're all
+
+179
+00:07:56,560 --> 00:08:02,120
+working together within a business
+
+180
+00:07:59,319 --> 00:08:08,319
+driving a particular outcome and that
+
+181
+00:08:02,120 --> 00:08:11,199
+business needs to optimize the work in
+
+182
+00:08:08,319 --> 00:08:13,360
+order to maximize the return on
+
+183
+00:08:11,199 --> 00:08:17,479
+investment right so how much effort we
+
+184
+00:08:13,360 --> 00:08:20,400
+spend versus how much money we get and
+
+185
+00:08:17,479 --> 00:08:24,759
+yeah we we we need some level of
+
+186
+00:08:20,400 --> 00:08:26,960
+standardization and a core critical part
+
+187
+00:08:24,759 --> 00:08:29,319
+of caman is is defining that
+
+188
+00:08:26,960 --> 00:08:30,599
+standardization have personal caman if
+
+189
+00:08:29,319 --> 00:08:33,880
+you don't want to work together as a
+
+190
+00:08:30,599 --> 00:08:36,000
+team each individual has their own cbat
+
+191
+00:08:33,880 --> 00:08:37,440
+problem solved right everybody just
+
+192
+00:08:36,000 --> 00:08:39,320
+decides their own way of working their
+
+193
+00:08:37,440 --> 00:08:42,120
+own workflow as long as they Define it
+
+194
+00:08:39,320 --> 00:08:44,080
+they write it down they have the the the
+
+195
+00:08:42,120 --> 00:08:47,160
+visualization limit their work in
+
+196
+00:08:44,080 --> 00:08:49,880
+process personal caman there's a book on
+
+197
+00:08:47,160 --> 00:08:53,240
+called personal caman on personal caman
+
+198
+00:08:49,880 --> 00:08:57,079
+and I highly recommend that as well
+
+199
+00:08:53,240 --> 00:08:59,720
+so I know cam man's getting popular uh
+
+200
+00:08:57,079 --> 00:09:03,680
+but please do look
+
+201
+00:08:59,720 --> 00:09:07,200
+at the cang guides right take a look at
+
+202
+00:09:03,680 --> 00:09:10,600
+the cang guides look at what is actually
+
+203
+00:09:07,200 --> 00:09:13,240
+involved in creating a c a caman or
+
+204
+00:09:10,600 --> 00:09:16,399
+using a cand strategy against your work
+
+205
+00:09:13,240 --> 00:09:20,279
+and usually there's there's there's more
+
+206
+00:09:16,399 --> 00:09:23,440
+rigor more effort more ambiguity and
+
+207
+00:09:20,279 --> 00:09:26,120
+more difficulty than something like
+
+208
+00:09:23,440 --> 00:09:29,200
+scrum if your current system of work is
+
+209
+00:09:26,120 --> 00:09:31,839
+failing you then you would benefit from
+
+210
+00:09:29,200 --> 00:09:33,920
+creating and applying a cand strategy
+
+211
+00:09:31,839 --> 00:09:36,600
+our professional camand trainers and
+
+212
+00:09:33,920 --> 00:09:38,480
+Consultants are ready to help don't wait
+
+213
+00:09:36,600 --> 00:09:42,839
+the sooner you get started the sooner
+
+214
+00:09:38,480 --> 00:09:42,839
+you will improve get in touch below
+
+
diff --git a/site/content/resources/videos/youtube/MDpthtdJgNk/index.captions.en.md b/site/content/resources/videos/youtube/MDpthtdJgNk/index.captions.en.md
new file mode 100644
index 000000000..715a6f495
--- /dev/null
+++ b/site/content/resources/videos/youtube/MDpthtdJgNk/index.captions.en.md
@@ -0,0 +1,15 @@
+I think Caman is becoming popular in the creative industries because there's very little other help out there for the creative type work where you're, for example, building computer games or you're building marketing content or you're building videos. Whatever it is that you're building, that's not really software engineering, because everybody thinks of Scrum as a software engineering process and find it a little bit weird trying to apply it within their context. Right? They actually, they're actually running into the same thing that everybody runs into, that doesn't, that would, things don't work that way here. So Caman is a much better starting point for getting into making changes to the way that you work and trying to optimise your processes.
+
+So coming up with that definition of workflow for your existing process is usually much easier than trying to apply something like Scrum. So for lots of organisations, they don't want that big bang change. Right? When you apply something like Scrum, you're making a leap from the way you currently work and changing it to something else, and this is going to be your starting point. So that would be you start at Scrum and then you're going to move forward from there and optimise. You're still going to use Cban Caman strategy and you're going to optimise from there. But if your way of working right now is kind of working and you don't want to disrupt that too much or you don't feel you don't know if you're going to get value from that Scrum thing, then start from where you are. Right? That's the beauty of a Caman strategy is it doesn't care what the, it doesn't care the way your system currently works. You model your existing system, that's where you start from.
+
+So you can take any industry, any system, creative or otherwise, and you can just model your existing system. A huge difficulty though, I've worked in quite a few creative, I've worked in the creative industry. Right? When I first started as a software engineer after I graduated back in 2000, my first jobs were New Media agencies. You probably wouldn't call them that anymore, but New Media agencies. I worked with groups of designers building Flash applications, Flash websites, if anybody remembers Flash. If not, don't even look at it, it's mental. And those kind of things, working with the creative industry, it's a very difficult space because of the way art works. Right? It's very difficult to be iterative and incremental right away in that space because the way we traditionally work with art is it's your personal thing, and your personal thing is going to a certain point till you're personally happy with it, and then you're providing it to other people to give you feedback and that kind of thing.
+
+So there's a much more personal nature to that than there is in maybe other industries like software engineering, right? Where there's less, a little bit less personal. It can still be personal, but a little bit less personal. So that's why creative industries and creative folks struggle with something like Scrum, because it talks about team, it doesn't talk about individual, and creativity is about the individual. So finding the balance in that is very standoffish. So Caman strategy, but the hardest part of a Caman strategy, at least at the beginning, is writing down your workflow. Right? Documenting your definition of workflow. How are you going to get five creative people in a room and agree what your existing workflow is? So that's going to be your first struggle. But Caman is popular in creative industries because it seems like actually, I'm actually going to recant some of that a little bit. I think that Caman is popular in a lot of places where people don't want to change, and they see Scrum has a bunch of rules, and Caman doesn't have a bunch of rules, and they feel like they can just put a board on the wall, call it Caman, and they're done.
+
+That's not Caman. Having a board on the wall and moving cards across it is one very small part of Caman, maybe an important part, that visualisation part. But have you taken the time to actually define your workflow? To agree as a group, all the people working together, that this is how we are all going to act, how we're all going to make decisions in the same way? I doubt that happens in most organisations. Have you agreed what the working process limits are? How much work is going to sit in each column? If you don't have WIP limits, you ain't got Cban at all. Right? So sitting down and agreeing that this is really hard stuff. It's hard for a group of people to get together and make these decisions and come up with these rationales. It's just hard. I do workshops with groups of people talking about this stuff, and you can do a four-hour workshop with a group of five or six people and not get anywhere near a definition of workflow. Nowhere near. And this is people who largely agree on what it is they're doing, because the devil's in the details. Right? When you've got a bunch of work in a pile and you need to start a new piece of work, how do you choose that piece of work?
+
+How do you choose it? Right? We have to agree as a group how we're going to choose it, because this is our system that we're all working within. So how, whose way of choosing it do we pick? Right? Out of the five different opinions on how they select work. Well, I like this type of work, so I'm going to take that. No, that's not good enough. That's not how you optimise a system. Right? That's not how you optimise the flow of work through a system. What is the most valuable piece of work to take next? Now that's an interesting conversation. And how do you define value? And does it matter whether you as an individual are comfortable with that piece of work or not? Right? There's probably some yes, some no, right? Within the bounds of that. So making these agreements and writing them down is very hard. And although Caman has become popular, particularly in the creative industry, I definitely feel there's a lot of "Can't Ban," right? That they really don't want to do anything or change anything or have anything imposed upon them and their way of working.
+
+I know a lot of creatives, creatives are very much, very much, "My way of working is the best for me. That's how my muse." Right? And that's absolutely reasonable. But we're all working together within a business driving a particular outcome, and that business needs to optimise the work in order to maximise the return on investment. Right? So how much effort we spend versus how much money we get. And yeah, we need some level of standardisation, and a core critical part of Caman is defining that standardisation. Have personal Caman. If you don't want to work together as a team, each individual has their own Cban. Problem solved. Right? Everybody just decides their own way of working, their own workflow, as long as they define it, they write it down, they have the visualisation, limit their work in process. Personal Caman. There's a book on personal Caman, and I highly recommend that as well.
+
+So I know Caman's getting popular, but please do look at the Cang guides. Right? Take a look at the Cang guides, look at what is actually involved in creating a Caman or using a Caman strategy against your work. And usually, there's more rigor, more effort, more ambiguity, and more difficulty than something like Scrum. If your current system of work is failing you, then you would benefit from creating and applying a Caman strategy. Our professional Caman trainers and consultants are ready to help. Don't wait. The sooner you get started, the sooner you will improve. Get in touch below.
\ No newline at end of file
diff --git a/site/content/resources/videos/youtube/NeGch-lQkPA/data.captions.en.srt b/site/content/resources/videos/youtube/NeGch-lQkPA/data.captions.en.srt
new file mode 100644
index 000000000..2494d79cb
--- /dev/null
+++ b/site/content/resources/videos/youtube/NeGch-lQkPA/data.captions.en.srt
@@ -0,0 +1,189 @@
+1
+00:00:00,280 --> 00:00:07,680
+so the applying flow metrics uh for
+
+2
+00:00:03,600 --> 00:00:12,200
+scrum course is an amazing class about
+
+3
+00:00:07,680 --> 00:00:13,599
+campan from the proam band.org about how
+
+4
+00:00:12,200 --> 00:00:17,160
+you would
+
+5
+00:00:13,599 --> 00:00:20,119
+Leverage The metrics and capabilities
+
+6
+00:00:17,160 --> 00:00:22,519
+that cban a cban strategy brings within
+
+7
+00:00:20,119 --> 00:00:24,400
+the context of a scrum team uh we're
+
+8
+00:00:22,519 --> 00:00:27,720
+going to be talking about how to how to
+
+9
+00:00:24,400 --> 00:00:30,359
+leverage the different uh data aspects
+
+10
+00:00:27,720 --> 00:00:32,960
+in in Sprint planning in Daily scrum
+
+11
+00:00:30,359 --> 00:00:35,480
+especially the other events
+
+12
+00:00:32,960 --> 00:00:38,840
+retrospective um what tools you can use
+
+13
+00:00:35,480 --> 00:00:40,760
+around product backlog refinement uh to
+
+14
+00:00:38,840 --> 00:00:43,600
+help you increase flow how you track
+
+15
+00:00:40,760 --> 00:00:46,920
+progress towards critical dates uh and
+
+16
+00:00:43,600 --> 00:00:49,840
+deliverables and to identify
+
+17
+00:00:46,920 --> 00:00:51,160
+opportunities for the team to ask more
+
+18
+00:00:49,840 --> 00:00:54,800
+interesting
+
+19
+00:00:51,160 --> 00:00:56,800
+questions and that's the purpose of the
+
+20
+00:00:54,800 --> 00:00:59,680
+applying flow metrics with scrum course
+
+21
+00:00:56,800 --> 00:01:03,199
+um it exists mainly because there are
+
+22
+00:00:59,680 --> 00:01:04,519
+lot lots of people who are doing scrum
+
+23
+00:01:03,199 --> 00:01:08,920
+in their organizations and they're
+
+24
+00:01:04,519 --> 00:01:10,799
+really struggling to uh deliver value at
+
+25
+00:01:08,920 --> 00:01:13,439
+the end of each Sprint to focus on that
+
+26
+00:01:10,799 --> 00:01:16,119
+value delivery and a camand strategy
+
+27
+00:01:13,439 --> 00:01:17,640
+enables you to focus on and increase the
+
+28
+00:01:16,119 --> 00:01:20,200
+flow of value delivery through your
+
+29
+00:01:17,640 --> 00:01:22,479
+system um so it really really really
+
+30
+00:01:20,200 --> 00:01:24,479
+benefits scrum teams I I I would
+
+31
+00:01:22,479 --> 00:01:25,240
+wouldn't want to be doing scrum without
+
+32
+00:01:24,479 --> 00:01:30,320
+this
+
+33
+00:01:25,240 --> 00:01:34,240
+capability um and it it it really helps
+
+34
+00:01:30,320 --> 00:01:37,200
+teams deliver on that value right and it
+
+35
+00:01:34,240 --> 00:01:40,040
+and it's really core focus on delivering
+
+36
+00:01:37,200 --> 00:01:42,600
+value not tasks but actual value to the
+
+37
+00:01:40,040 --> 00:01:45,719
+customers um so you should be able to
+
+38
+00:01:42,600 --> 00:01:47,640
+increase uh your your ability to deliver
+
+39
+00:01:45,719 --> 00:01:50,399
+make your stakeholders happier and your
+
+40
+00:01:47,640 --> 00:01:51,840
+business happier using these techniques
+
+41
+00:01:50,399 --> 00:01:54,079
+if you want to have a discussion about
+
+42
+00:01:51,840 --> 00:01:56,840
+your unique needs or situation then
+
+43
+00:01:54,079 --> 00:01:59,880
+please book a call or visit us at naked
+
+44
+00:01:56,840 --> 00:02:01,640
+agility tocom uh we also have our
+
+45
+00:01:59,880 --> 00:02:03,280
+imersive and traditional public classes
+
+46
+00:02:01,640 --> 00:02:06,240
+on our website and we'd love to hear
+
+47
+00:02:03,280 --> 00:02:06,240
+from you
+
+
diff --git a/site/content/resources/videos/youtube/NeGch-lQkPA/index.captions.en.md b/site/content/resources/videos/youtube/NeGch-lQkPA/index.captions.en.md
new file mode 100644
index 000000000..571c3f4ed
--- /dev/null
+++ b/site/content/resources/videos/youtube/NeGch-lQkPA/index.captions.en.md
@@ -0,0 +1,7 @@
+So the applying flow metrics for Scrum course is an amazing class about Kanban from the proamband.org about how you would leverage the metrics and capabilities that a Kanban strategy brings within the context of a Scrum team. We're going to be talking about how to leverage the different data aspects in Sprint planning, in Daily Scrum, especially the other events, retrospective, what tools you can use around product backlog refinement to help you increase flow, how you track progress towards critical dates and deliverables, and to identify opportunities for the team to ask more interesting questions. 
+
+And that's the purpose of the applying flow metrics with Scrum course. It exists mainly because there are lots of people who are doing Scrum in their organisations and they're really struggling to deliver value at the end of each Sprint, to focus on that value delivery. A Kanban strategy enables you to focus on and increase the flow of value delivery through your system. 
+
+So it really, really, really benefits Scrum teams. I wouldn't want to be doing Scrum without this capability. It really helps teams deliver on that value, right? And it's really core focus on delivering value, not tasks, but actual value to the customers. 
+
+So you should be able to increase your ability to deliver, make your stakeholders happier, and your business happier using these techniques. If you want to have a discussion about your unique needs or situation, then please book a call or visit us at nakedagility.com. We also have our immersive and traditional public classes on our website, and we'd love to hear from you.
\ No newline at end of file
diff --git a/site/content/resources/videos/youtube/OlzXHZihQzI/data.captions.en.srt b/site/content/resources/videos/youtube/OlzXHZihQzI/data.captions.en.srt
new file mode 100644
index 000000000..060c4a9f8
--- /dev/null
+++ b/site/content/resources/videos/youtube/OlzXHZihQzI/data.captions.en.srt
@@ -0,0 +1,77 @@
+1
+00:00:00,120 --> 00:00:04,640
+one of the great things about immersive
+
+2
+00:00:01,880 --> 00:00:08,080
+learning is that we
+
+3
+00:00:04,640 --> 00:00:11,120
+specifically give students the ability
+
+4
+00:00:08,080 --> 00:00:13,639
+to adapt their mental models it's not
+
+5
+00:00:11,120 --> 00:00:15,360
+something we force upon them or we can
+
+6
+00:00:13,639 --> 00:00:17,560
+actually you know you can lead a horse
+
+7
+00:00:15,360 --> 00:00:19,000
+to order but you can't make it drink
+
+8
+00:00:17,560 --> 00:00:22,680
+right you have to want to change your
+
+9
+00:00:19,000 --> 00:00:24,320
+mental models but the new format because
+
+10
+00:00:22,680 --> 00:00:27,679
+they're doing things in their
+
+11
+00:00:24,320 --> 00:00:29,240
+organization they're seeing how it works
+
+12
+00:00:27,679 --> 00:00:30,519
+they're seeing the benefits and the
+
+13
+00:00:29,240 --> 00:00:33,480
+negatives
+
+14
+00:00:30,519 --> 00:00:35,719
+they're hopefully able to change their
+
+15
+00:00:33,480 --> 00:00:39,120
+whole mental model so that they make
+
+16
+00:00:35,719 --> 00:00:41,640
+different choices in the future and
+
+17
+00:00:39,120 --> 00:00:43,640
+they're able to assimilate these core
+
+18
+00:00:41,640 --> 00:00:46,120
+agile practices into the way they do
+
+19
+00:00:43,640 --> 00:00:46,120
+things
+
+
diff --git a/site/content/resources/videos/youtube/OlzXHZihQzI/index.captions.en.md b/site/content/resources/videos/youtube/OlzXHZihQzI/index.captions.en.md
new file mode 100644
index 000000000..062ef146a
--- /dev/null
+++ b/site/content/resources/videos/youtube/OlzXHZihQzI/index.captions.en.md
@@ -0,0 +1 @@
+One of the great things about immersive learning is that we specifically give students the ability to adapt their mental models. It's not something we force upon them, or we can actually, you know, you can lead a horse to water, but you can't make it drink, right? You have to want to change your mental models. But the new format, because they're doing things in their organisation, they're seeing how it works, they're seeing the benefits and the negatives. They're hopefully able to change their whole mental model so that they make different choices in the future, and they're able to assimilate these core agile practices into the way they do things.
\ No newline at end of file
diff --git a/site/content/resources/videos/youtube/OyeZgnqESKE/data.captions.en.srt b/site/content/resources/videos/youtube/OyeZgnqESKE/data.captions.en.srt
new file mode 100644
index 000000000..451064343
--- /dev/null
+++ b/site/content/resources/videos/youtube/OyeZgnqESKE/data.captions.en.srt
@@ -0,0 +1,49 @@
+1
+00:00:00,120 --> 00:00:03,840
+another reason I love the immersive
+
+2
+00:00:01,800 --> 00:00:07,000
+learning experience for students is
+
+3
+00:00:03,840 --> 00:00:12,080
+because it maintains a a a level of
+
+4
+00:00:07,000 --> 00:00:15,040
+excitement of newness there's um new
+
+5
+00:00:12,080 --> 00:00:18,600
+things to be discovered each session and
+
+6
+00:00:15,040 --> 00:00:21,080
+I find that because people are able to
+
+7
+00:00:18,600 --> 00:00:24,279
+try things in their organization they
+
+8
+00:00:21,080 --> 00:00:29,039
+feel excited to come every week it's not
+
+9
+00:00:24,279 --> 00:00:32,480
+a trial it's a um it's a discovery of
+
+10
+00:00:29,039 --> 00:00:35,239
+new topics new things and because they
+
+11
+00:00:32,480 --> 00:00:39,840
+get time to assimilate it keep coming
+
+12
+00:00:35,239 --> 00:00:39,840
+back around continuous learning
+
+
diff --git a/site/content/resources/videos/youtube/OyeZgnqESKE/index.captions.en.md b/site/content/resources/videos/youtube/OyeZgnqESKE/index.captions.en.md
new file mode 100644
index 000000000..3bc51ed06
--- /dev/null
+++ b/site/content/resources/videos/youtube/OyeZgnqESKE/index.captions.en.md
@@ -0,0 +1 @@
+Another reason I love the immersive learning experience for students is because it maintains a level of excitement of newness. There are new things to be discovered each session, and I find that because people are able to try things in their organisation, they feel excited to come every week. It's not a trial; it's a discovery of new topics, new things. And because they get time to assimilate it, they keep coming back around for continuous learning.
\ No newline at end of file
diff --git a/site/content/resources/videos/youtube/RiWIHIE1JIw/data.captions.en.srt b/site/content/resources/videos/youtube/RiWIHIE1JIw/data.captions.en.srt
new file mode 100644
index 000000000..e6c9cbbfe
--- /dev/null
+++ b/site/content/resources/videos/youtube/RiWIHIE1JIw/data.captions.en.srt
@@ -0,0 +1,1977 @@
+1
+00:00:02,000 --> 00:00:09,240
+scrum is like communism it doesn't
+
+2
+00:00:05,799 --> 00:00:12,200
+work this is a phrase I hear often from
+
+3
+00:00:09,240 --> 00:00:14,440
+folks who have been unable to adapt
+
+4
+00:00:12,200 --> 00:00:17,000
+their systems of work to incorporate the
+
+5
+00:00:14,440 --> 00:00:19,720
+core philosophies theories and practices
+
+6
+00:00:17,000 --> 00:00:22,560
+of scrum they sit and look at the
+
+7
+00:00:19,720 --> 00:00:24,720
+signals coming from scrum that things
+
+8
+00:00:22,560 --> 00:00:28,800
+are broken and don't work like they're
+
+9
+00:00:24,720 --> 00:00:33,759
+supposed to work and do nothing but say
+
+10
+00:00:28,800 --> 00:00:33,759
+scrum is like communism it doesn't
+
+11
+00:00:34,650 --> 00:00:40,920
+[Music]
+
+12
+00:00:37,640 --> 00:00:43,520
+work hi I'm Martin Henwood owner and
+
+13
+00:00:40,920 --> 00:00:45,239
+principal consultant at naked agility
+
+14
+00:00:43,520 --> 00:00:47,640
+I'm a professional scrum trainer with
+
+15
+00:00:45,239 --> 00:00:50,160
+scrum.org a professional caman trainer
+
+16
+00:00:47,640 --> 00:00:55,199
+with Pro caman and I've been a Microsoft
+
+17
+00:00:50,160 --> 00:00:55,199
+MVP in GitHub and as your devops for 15
+
+18
+00:00:58,920 --> 00:01:03,239
+years
+
+19
+00:01:00,640 --> 00:01:06,439
+in this video we'll explore five myths
+
+20
+00:01:03,239 --> 00:01:09,400
+from scrum that inhibit its adoption
+
+21
+00:01:06,439 --> 00:01:12,280
+from language definition inflation to
+
+22
+00:01:09,400 --> 00:01:16,000
+cognitive bias here are the top five
+
+23
+00:01:12,280 --> 00:01:18,479
+myths that result in the idea that scrum
+
+24
+00:01:16,000 --> 00:01:18,479
+is like
+
+25
+00:01:19,640 --> 00:01:27,240
+communism there's a myth in scrum that
+
+26
+00:01:23,479 --> 00:01:29,920
+you spend more time talking than doing I
+
+27
+00:01:27,240 --> 00:01:32,119
+see this quite a lot people talking you
+
+28
+00:01:29,920 --> 00:01:34,159
+usually people are using old school
+
+29
+00:01:32,119 --> 00:01:36,200
+terminology when you hear them talking
+
+30
+00:01:34,159 --> 00:01:39,119
+about that you hear them talking about
+
+31
+00:01:36,200 --> 00:01:42,280
+ceremonies right rather than events and
+
+32
+00:01:39,119 --> 00:01:46,079
+one of the main reasons why scrum
+
+33
+00:01:42,280 --> 00:01:49,280
+doesn't call the the activities the
+
+34
+00:01:46,079 --> 00:01:51,960
+events ceremonies is because it's
+
+35
+00:01:49,280 --> 00:01:54,159
+ceremonies we get together and nothing
+
+36
+00:01:51,960 --> 00:01:57,520
+happens it's a ceremony it's something
+
+37
+00:01:54,159 --> 00:02:00,399
+we do that's perhaps the same every time
+
+38
+00:01:57,520 --> 00:02:02,320
+and there's no actual outcome to a
+
+39
+00:02:00,399 --> 00:02:05,240
+ceremony apart from maybe people have
+
+40
+00:02:02,320 --> 00:02:09,599
+some jollies and they feel good right um
+
+41
+00:02:05,240 --> 00:02:12,760
+the reason scrum calls them events and
+
+42
+00:02:09,599 --> 00:02:15,680
+also not meetings the reason they're
+
+43
+00:02:12,760 --> 00:02:16,840
+called events is something's supposed to
+
+44
+00:02:15,680 --> 00:02:20,040
+happen
+
+45
+00:02:16,840 --> 00:02:23,200
+there every single one of the scrum
+
+46
+00:02:20,040 --> 00:02:26,640
+events serves
+
+47
+00:02:23,200 --> 00:02:29,640
+empiricism that's their purpose right
+
+48
+00:02:26,640 --> 00:02:31,239
+you're going to inspect something and
+
+49
+00:02:29,640 --> 00:02:34,040
+that adapt
+
+50
+00:02:31,239 --> 00:02:36,599
+something if you're not
+
+51
+00:02:34,040 --> 00:02:38,560
+adapting there's no point in being there
+
+52
+00:02:36,599 --> 00:02:41,680
+there's no point in having it there's no
+
+53
+00:02:38,560 --> 00:02:46,120
+point in doing it their purpose is to
+
+54
+00:02:41,680 --> 00:02:48,560
+adapt so for example at your Sprint
+
+55
+00:02:46,120 --> 00:02:50,879
+planning you're inspecting your product
+
+56
+00:02:48,560 --> 00:02:54,040
+backlog and your product goal and you're
+
+57
+00:02:50,879 --> 00:02:57,120
+adapting your Sprint backlog and your
+
+58
+00:02:54,040 --> 00:02:58,840
+Sprint goal you that emerges through
+
+59
+00:02:57,120 --> 00:03:00,400
+that con perhaps through that
+
+60
+00:02:58,840 --> 00:03:03,319
+conversation
+
+61
+00:03:00,400 --> 00:03:06,720
+right but at the end of your Sprint
+
+62
+00:03:03,319 --> 00:03:10,319
+planning you should have a Sprint
+
+63
+00:03:06,720 --> 00:03:14,200
+goal you should have selected backlog
+
+64
+00:03:10,319 --> 00:03:17,200
+items what do the developers think best
+
+65
+00:03:14,200 --> 00:03:19,319
+serves working towards the product goal
+
+66
+00:03:17,200 --> 00:03:23,239
+and you should have some kind of a
+
+67
+00:03:19,319 --> 00:03:25,040
+starter plan to complete them if those
+
+68
+00:03:23,239 --> 00:03:26,560
+three things don't exist at the end of
+
+69
+00:03:25,040 --> 00:03:30,200
+Sprint planning there was no point in
+
+70
+00:03:26,560 --> 00:03:31,920
+having it that's what it's there for so
+
+71
+00:03:30,200 --> 00:03:33,400
+that we understand what it is we're
+
+72
+00:03:31,920 --> 00:03:35,360
+going to take into the next Sprint so
+
+73
+00:03:33,400 --> 00:03:37,560
+that we can communicate that perhaps
+
+74
+00:03:35,360 --> 00:03:38,799
+with other people what's our goal for
+
+75
+00:03:37,560 --> 00:03:40,720
+this Sprint what are we trying to
+
+76
+00:03:38,799 --> 00:03:42,200
+achieve how do you get the stakeholders
+
+77
+00:03:40,720 --> 00:03:44,599
+to actually turn up for the Sprint
+
+78
+00:03:42,200 --> 00:03:46,400
+review well you have to give them
+
+79
+00:03:44,599 --> 00:03:48,439
+something that they're interested in
+
+80
+00:03:46,400 --> 00:03:51,560
+coming in providing feedback on that's
+
+81
+00:03:48,439 --> 00:03:55,079
+your Sprint goal right and that's just
+
+82
+00:03:51,560 --> 00:03:59,200
+one of the events in scrum every sing
+
+83
+00:03:55,079 --> 00:04:01,360
+your daily scrum it's only 15 minutes
+
+84
+00:03:59,200 --> 00:04:06,720
+how does that add up to a boatload of
+
+85
+00:04:01,360 --> 00:04:10,159
+meetings at most 15 minutes per day
+
+86
+00:04:06,720 --> 00:04:13,319
+where the team gets together and plans
+
+87
+00:04:10,159 --> 00:04:16,400
+the next 24 hours that's its purpose
+
+88
+00:04:13,319 --> 00:04:17,400
+you're inspecting your existing Sprint
+
+89
+00:04:16,400 --> 00:04:19,759
+back
+
+90
+00:04:17,400 --> 00:04:21,280
+clog and you're adapting that Sprint
+
+91
+00:04:19,759 --> 00:04:23,919
+back clog based on what you learned in
+
+92
+00:04:21,280 --> 00:04:25,680
+the last 24 hours you might have learn
+
+93
+00:04:23,919 --> 00:04:28,040
+some stuff from actually working on the
+
+94
+00:04:25,680 --> 00:04:31,360
+product what can and cannot be done you
+
+95
+00:04:28,040 --> 00:04:33,880
+might have uh a gained more information
+
+96
+00:04:31,360 --> 00:04:35,759
+and insight from other stakeholders and
+
+97
+00:04:33,880 --> 00:04:37,320
+collaborating with the business and
+
+98
+00:04:35,759 --> 00:04:39,000
+doing analysis on what it is you're
+
+99
+00:04:37,320 --> 00:04:40,639
+going to work on that means that
+
+100
+00:04:39,000 --> 00:04:42,960
+something that you've got in the Sprint
+
+101
+00:04:40,639 --> 00:04:44,720
+needs to be taken out because it's no
+
+102
+00:04:42,960 --> 00:04:46,560
+longer viable or something else needs to
+
+103
+00:04:44,720 --> 00:04:48,160
+be brought in because it becomes part of
+
+104
+00:04:46,560 --> 00:04:49,520
+that that story of what it is you're
+
+105
+00:04:48,160 --> 00:04:52,840
+trying to achieve that
+
+106
+00:04:49,520 --> 00:04:56,080
+Sprint that's your daily
+
+107
+00:04:52,840 --> 00:04:58,639
+scrum right it's not an elaborate status
+
+108
+00:04:56,080 --> 00:05:01,240
+event it's not a time that you're
+
+109
+00:04:58,639 --> 00:05:04,160
+wasting it's where you're maintaining
+
+110
+00:05:01,240 --> 00:05:07,560
+the transparency that is required to be
+
+111
+00:05:04,160 --> 00:05:11,240
+able to inspect and adapt you're serving
+
+112
+00:05:07,560 --> 00:05:14,039
+empiricism and all of the scrum events
+
+113
+00:05:11,240 --> 00:05:14,039
+serve
+
+114
+00:05:14,320 --> 00:05:24,560
+empiricism one of the common uh myths in
+
+115
+00:05:19,400 --> 00:05:27,199
+scrum um is kind of a a a proxy myth
+
+116
+00:05:24,560 --> 00:05:29,319
+this proxy myth is you know why do we
+
+117
+00:05:27,199 --> 00:05:30,960
+spend so much time working on story
+
+118
+00:05:29,319 --> 00:05:33,080
+points
+
+119
+00:05:30,960 --> 00:05:34,560
+um when story points measure complexity
+
+120
+00:05:33,080 --> 00:05:36,479
+and not time and then we have to figure
+
+121
+00:05:34,560 --> 00:05:40,400
+out how many story points fit in a
+
+122
+00:05:36,479 --> 00:05:43,000
+Sprint right and I I 100% agree with
+
+123
+00:05:40,400 --> 00:05:45,880
+that that part is not a myth the bit
+
+124
+00:05:43,000 --> 00:05:48,479
+that's a myth is that story points are
+
+125
+00:05:45,880 --> 00:05:52,520
+even a scrum thing in the first place
+
+126
+00:05:48,479 --> 00:05:56,479
+they're not story points has nothing to
+
+127
+00:05:52,520 --> 00:05:59,720
+do with scrum it never has apart from as
+
+128
+00:05:56,479 --> 00:06:02,800
+a practice potentially complimentary PR
+
+129
+00:05:59,720 --> 00:06:04,120
+practice that teams choose to take on in
+
+130
+00:06:02,800 --> 00:06:06,960
+order to get to an
+
+131
+00:06:04,120 --> 00:06:09,400
+outcome when you find complimentary
+
+132
+00:06:06,960 --> 00:06:12,759
+practices are not adding value you
+
+133
+00:06:09,400 --> 00:06:15,599
+should be stopping doing them not
+
+134
+00:06:12,759 --> 00:06:18,479
+continuing with them so if you're in
+
+135
+00:06:15,599 --> 00:06:21,880
+that position where you find that story
+
+136
+00:06:18,479 --> 00:06:24,319
+points are not adding value great stop
+
+137
+00:06:21,880 --> 00:06:27,520
+doing them and choose something else
+
+138
+00:06:24,319 --> 00:06:30,680
+choose a different way the guy that
+
+139
+00:06:27,520 --> 00:06:33,319
+invented story points or that is
+
+140
+00:06:30,680 --> 00:06:37,639
+generally accredited with inventing
+
+141
+00:06:33,319 --> 00:06:40,199
+story points has a public apology online
+
+142
+00:06:37,639 --> 00:06:43,240
+for creating them in the first place
+
+143
+00:06:40,199 --> 00:06:46,759
+because of how they are tend to be used
+
+144
+00:06:43,240 --> 00:06:49,800
+within organizations as a pseudo proxy
+
+145
+00:06:46,759 --> 00:06:52,400
+for time to beat developers around the
+
+146
+00:06:49,800 --> 00:06:55,720
+head with right they were originally
+
+147
+00:06:52,400 --> 00:06:58,520
+invented as a reasonable way for
+
+148
+00:06:55,720 --> 00:07:00,240
+developers to sit and have a
+
+149
+00:06:58,520 --> 00:07:03,720
+conversation
+
+150
+00:07:00,240 --> 00:07:07,800
+and find out figure out what they don't
+
+151
+00:07:03,720 --> 00:07:10,240
+know that's the purpose in story points
+
+152
+00:07:07,800 --> 00:07:11,879
+we can all get together we maybe use
+
+153
+00:07:10,240 --> 00:07:14,919
+another complimentary practice called
+
+154
+00:07:11,879 --> 00:07:17,680
+planning poker and all that really is is
+
+155
+00:07:14,919 --> 00:07:19,800
+we we keep our cards to ourselves right
+
+156
+00:07:17,680 --> 00:07:22,879
+we we're not going to tell each other
+
+157
+00:07:19,800 --> 00:07:25,560
+what story point we're going to pick how
+
+158
+00:07:22,879 --> 00:07:28,160
+complex t-shirt sizes right whatever you
+
+159
+00:07:25,560 --> 00:07:30,039
+pick how complex this thing is and
+
+160
+00:07:28,160 --> 00:07:33,960
+you've got one developer that that says
+
+161
+00:07:30,039 --> 00:07:36,479
+this is a small or a one right you've
+
+162
+00:07:33,960 --> 00:07:39,000
+got four developers that say that this
+
+163
+00:07:36,479 --> 00:07:41,120
+is a five or a medium and then you've
+
+164
+00:07:39,000 --> 00:07:45,919
+got one developer that says this is an
+
+165
+00:07:41,120 --> 00:07:50,800
+extra large or a 21 right and the idea
+
+166
+00:07:45,919 --> 00:07:53,080
+is what do they know that we don't or
+
+167
+00:07:50,800 --> 00:07:55,720
+what do we know that they
+
+168
+00:07:53,080 --> 00:07:58,919
+don't that's the
+
+169
+00:07:55,720 --> 00:08:00,280
+purpose of story points and complexity
+
+170
+00:07:58,919 --> 00:08:05,159
+conversation
+
+171
+00:08:00,280 --> 00:08:08,400
+it should be used almost solely during
+
+172
+00:08:05,159 --> 00:08:11,800
+refinement in order to enable teams to
+
+173
+00:08:08,400 --> 00:08:14,319
+rightsize their backlog items and decide
+
+174
+00:08:11,800 --> 00:08:15,720
+do they fit in a Sprint do we understand
+
+175
+00:08:14,319 --> 00:08:19,240
+them or do we
+
+176
+00:08:15,720 --> 00:08:20,479
+not after that delete the numbers
+
+177
+00:08:19,240 --> 00:08:23,560
+they're
+
+178
+00:08:20,479 --> 00:08:26,240
+useless don't use them anymore that's
+
+179
+00:08:23,560 --> 00:08:28,440
+their purpose for that one context don't
+
+180
+00:08:26,240 --> 00:08:30,639
+bring them into the wider
+
+181
+00:08:28,440 --> 00:08:34,039
+context
+
+182
+00:08:30,639 --> 00:08:35,760
+one of the common uh myths in scrum is
+
+183
+00:08:34,039 --> 00:08:37,800
+that is really a a forum for
+
+184
+00:08:35,760 --> 00:08:40,279
+micromanagement and the the there's a
+
+185
+00:08:37,800 --> 00:08:43,159
+there's a core test for this in your
+
+186
+00:08:40,279 --> 00:08:46,839
+team it is it is a myth right but it's a
+
+187
+00:08:43,159 --> 00:08:50,440
+reality for many teams so is it a myth
+
+188
+00:08:46,839 --> 00:08:52,720
+or is it not a myth that is a matter of
+
+189
+00:08:50,440 --> 00:08:55,600
+perspective however I would point out
+
+190
+00:08:52,720 --> 00:08:58,519
+that it's not scrum so it's a myth in
+
+191
+00:08:55,600 --> 00:09:00,240
+the context of scrum but it's not a myth
+
+192
+00:08:58,519 --> 00:09:02,800
+in the context of how lots of
+
+193
+00:09:00,240 --> 00:09:05,279
+organizations and teams approach scrum
+
+194
+00:09:02,800 --> 00:09:08,040
+because most organizations approach
+
+195
+00:09:05,279 --> 00:09:12,600
+something like scrum from their
+
+196
+00:09:08,040 --> 00:09:16,760
+traditional topdown steering based
+
+197
+00:09:12,600 --> 00:09:18,200
+perspective and they want to tell teams
+
+198
+00:09:16,760 --> 00:09:21,000
+what they're going to deliver in a
+
+199
+00:09:18,200 --> 00:09:24,120
+Sprint so you walk into Sprint
+
+200
+00:09:21,000 --> 00:09:28,360
+planning and the product owner or the
+
+201
+00:09:24,120 --> 00:09:32,560
+tech lead or the project manager
+
+202
+00:09:28,360 --> 00:09:34,959
+or whoever the scrum Master the worst
+
+203
+00:09:32,560 --> 00:09:36,600
+one but the scrum Master says here's a
+
+204
+00:09:34,959 --> 00:09:38,720
+list of things we need you as a team to
+
+205
+00:09:36,600 --> 00:09:42,959
+do this
+
+206
+00:09:38,720 --> 00:09:45,480
+Sprint as soon as that happens not
+
+207
+00:09:42,959 --> 00:09:48,320
+scrum we've gone out of the bounds of
+
+208
+00:09:45,480 --> 00:09:51,519
+the scrum guide who decides what we work
+
+209
+00:09:48,320 --> 00:09:54,760
+on this Sprint the developers who
+
+210
+00:09:51,519 --> 00:09:58,440
+decides how we work on it the
+
+211
+00:09:54,760 --> 00:10:01,200
+developers okay it's not anybody else
+
+212
+00:09:58,440 --> 00:10:03,440
+because the de developers that's this
+
+213
+00:10:01,200 --> 00:10:05,760
+this core reason why they dislike that
+
+214
+00:10:03,440 --> 00:10:07,560
+approach it's the developers that
+
+215
+00:10:05,760 --> 00:10:09,320
+understand the nuance and intricacies of
+
+216
+00:10:07,560 --> 00:10:12,560
+the technical challenges of actually
+
+217
+00:10:09,320 --> 00:10:16,040
+delivering on the work inside of the
+
+218
+00:10:12,560 --> 00:10:18,959
+Sprint nobody else can understand that
+
+219
+00:10:16,040 --> 00:10:22,360
+Nuance because they're living it right
+
+220
+00:10:18,959 --> 00:10:24,920
+they've got skills that I don't have as
+
+221
+00:10:22,360 --> 00:10:26,720
+a manager or as a product owner they've
+
+222
+00:10:24,920 --> 00:10:28,360
+got understanding of the product and the
+
+223
+00:10:26,720 --> 00:10:30,240
+technologies that we're using to deliver
+
+224
+00:10:28,360 --> 00:10:33,120
+that product the tools and techniques
+
+225
+00:10:30,240 --> 00:10:36,480
+that we're using they best place to make
+
+226
+00:10:33,120 --> 00:10:40,200
+that decision now can the product owner
+
+227
+00:10:36,480 --> 00:10:42,959
+say oh my goodness me we're in a
+
+228
+00:10:40,200 --> 00:10:45,360
+difficult place because we're not
+
+229
+00:10:42,959 --> 00:10:47,880
+working through the work that we need to
+
+230
+00:10:45,360 --> 00:10:49,040
+deliver as fast as we would like yeah
+
+231
+00:10:47,880 --> 00:10:50,519
+absolutely they can have that
+
+232
+00:10:49,040 --> 00:10:52,040
+conversation and they can have a
+
+233
+00:10:50,519 --> 00:10:55,079
+conversation with the developers about
+
+234
+00:10:52,040 --> 00:10:58,760
+how the developers might choose to cut
+
+235
+00:10:55,079 --> 00:11:02,680
+Corners into in order to accelerate work
+
+236
+00:10:58,760 --> 00:11:06,760
+but it must be done with their Ascent if
+
+237
+00:11:02,680 --> 00:11:09,600
+the developers say no then we can't work
+
+238
+00:11:06,760 --> 00:11:12,920
+any faster cuz we might be taking on too
+
+239
+00:11:09,600 --> 00:11:15,120
+much technical debt and most businesses
+
+240
+00:11:12,920 --> 00:11:17,760
+and for all businesses all technical
+
+241
+00:11:15,120 --> 00:11:20,120
+debt is a risk to the business and most
+
+242
+00:11:17,760 --> 00:11:22,760
+businesses don't understand the context
+
+243
+00:11:20,120 --> 00:11:24,800
+of technical debt enough to make an
+
+244
+00:11:22,760 --> 00:11:28,040
+informed decision on whether they should
+
+245
+00:11:24,800 --> 00:11:31,519
+acrew it and how they should pay it back
+
+246
+00:11:28,040 --> 00:11:33,600
+that's why we have have hired these
+
+247
+00:11:31,519 --> 00:11:36,480
+technical experts in order to deliver
+
+248
+00:11:33,600 --> 00:11:39,120
+our product and we should trust their
+
+249
+00:11:36,480 --> 00:11:42,639
+understanding and view of the product in
+
+250
+00:11:39,120 --> 00:11:46,440
+order to do that so I would say that it
+
+251
+00:11:42,639 --> 00:11:49,560
+is a myth that anybody should be telling
+
+252
+00:11:46,440 --> 00:11:52,639
+the developers what to work on and when
+
+253
+00:11:49,560 --> 00:11:55,519
+to work on it but I do understand that
+
+254
+00:11:52,639 --> 00:11:59,240
+lots of organizations don't understand
+
+255
+00:11:55,519 --> 00:12:03,160
+how to let go of that control and her
+
+256
+00:11:59,240 --> 00:12:06,800
+are not yet ready for
+
+257
+00:12:03,160 --> 00:12:11,120
+agile one of the common myths in scrum
+
+258
+00:12:06,800 --> 00:12:12,600
+is that since we're doing agile we don't
+
+259
+00:12:11,120 --> 00:12:18,320
+need no
+
+260
+00:12:12,600 --> 00:12:21,760
+planning um and that is just utter
+
+261
+00:12:18,320 --> 00:12:24,839
+garbage scrum for example is all about
+
+262
+00:12:21,760 --> 00:12:27,880
+planning we have Sprint planning we have
+
+263
+00:12:24,839 --> 00:12:30,560
+refinement which is a type of planning
+
+264
+00:12:27,880 --> 00:12:33,040
+we have uh daily scrum which is about
+
+265
+00:12:30,560 --> 00:12:35,079
+planning the next 24 hours we have a
+
+266
+00:12:33,040 --> 00:12:36,800
+review where we review what happened
+
+267
+00:12:35,079 --> 00:12:39,079
+based on the plan and adapt the plan
+
+268
+00:12:36,800 --> 00:12:41,399
+going forward into the future it's it's
+
+269
+00:12:39,079 --> 00:12:45,440
+all about planning it's all about
+
+270
+00:12:41,399 --> 00:12:46,680
+getting things right it's not about
+
+271
+00:12:45,440 --> 00:12:50,040
+planning
+
+272
+00:12:46,680 --> 00:12:55,160
+upfront it's not about
+
+273
+00:12:50,040 --> 00:12:58,240
+spending too much time upfront planning
+
+274
+00:12:55,160 --> 00:13:00,320
+okay but there's a phrase which is often
+
+275
+00:12:58,240 --> 00:13:03,240
+misinterpreted
+
+276
+00:13:00,320 --> 00:13:06,440
+which is we should do just enough
+
+277
+00:13:03,240 --> 00:13:09,040
+planning we should do just enough right
+
+278
+00:13:06,440 --> 00:13:10,720
+if we do twoo much planning and we plan
+
+279
+00:13:09,040 --> 00:13:12,880
+a bunch of stuff that we end up not
+
+280
+00:13:10,720 --> 00:13:16,120
+doing because it gets taken out of the
+
+281
+00:13:12,880 --> 00:13:18,160
+out of the backlog then that was waste
+
+282
+00:13:16,120 --> 00:13:20,160
+maybe that was okay waste maybe we
+
+283
+00:13:18,160 --> 00:13:22,399
+needed to do that planning in order to
+
+284
+00:13:20,160 --> 00:13:24,880
+find out other stuff and have that thing
+
+285
+00:13:22,399 --> 00:13:26,839
+removed or maybe that was a little bit
+
+286
+00:13:24,880 --> 00:13:28,959
+too much was is there a way that we
+
+287
+00:13:26,839 --> 00:13:31,199
+could have learned the same thing that
+
+288
+00:13:28,959 --> 00:13:33,639
+we we learned doing that planning doing
+
+289
+00:13:31,199 --> 00:13:35,279
+something a little bit
+
+290
+00:13:33,639 --> 00:13:40,199
+less
+
+291
+00:13:35,279 --> 00:13:42,320
+and the converse of that is if you are
+
+292
+00:13:40,199 --> 00:13:44,360
+building I'm trying to think what you
+
+293
+00:13:42,320 --> 00:13:47,160
+could be building that needs lots of
+
+294
+00:13:44,360 --> 00:13:51,000
+let's say you're working on
+
+295
+00:13:47,160 --> 00:13:53,680
+Windows and you're one of 2 and a half
+
+296
+00:13:51,000 --> 00:13:57,399
+thousand software Engineers how many
+
+297
+00:13:53,680 --> 00:13:59,240
+teams is that metric assloads of teams
+
+298
+00:13:57,399 --> 00:14:02,959
+right if you you're that many teams
+
+299
+00:13:59,240 --> 00:14:05,800
+working on one product then you're going
+
+300
+00:14:02,959 --> 00:14:08,000
+to need to plan right you're going to
+
+301
+00:14:05,800 --> 00:14:09,959
+need to understand what's happening
+
+302
+00:14:08,000 --> 00:14:14,120
+going out into the future you're going
+
+303
+00:14:09,959 --> 00:14:17,680
+to need to coordinate across hundreds of
+
+304
+00:14:14,120 --> 00:14:19,680
+teams on Direction and strategy I mean
+
+305
+00:14:17,680 --> 00:14:22,519
+most of that in scrum is done through
+
+306
+00:14:19,680 --> 00:14:24,160
+communication right Vision product goal
+
+307
+00:14:22,519 --> 00:14:26,320
+Sprint goal right you've got that
+
+308
+00:14:24,160 --> 00:14:30,040
+communication chain how do we all get
+
+309
+00:14:26,320 --> 00:14:32,639
+behind the same thing but
+
+310
+00:14:30,040 --> 00:14:34,800
+we're trying to
+
+311
+00:14:32,639 --> 00:14:38,959
+have as
+
+312
+00:14:34,800 --> 00:14:40,079
+light a plan up front as possible within
+
+313
+00:14:38,959 --> 00:14:45,199
+our
+
+314
+00:14:40,079 --> 00:14:49,360
+context so even even if I was working on
+
+315
+00:14:45,199 --> 00:14:52,240
+the Windows team I would probably have a
+
+316
+00:14:49,360 --> 00:14:56,360
+a road map I'm probably going to have a
+
+317
+00:14:52,240 --> 00:14:58,000
+road map for my current 6 months if
+
+318
+00:14:56,360 --> 00:14:59,600
+you're not familiar with how how
+
+319
+00:14:58,000 --> 00:15:01,959
+Microsoft product teams
+
+320
+00:14:59,600 --> 00:15:04,720
+have they've created their own scaling
+
+321
+00:15:01,959 --> 00:15:07,560
+framework around what they need in their
+
+322
+00:15:04,720 --> 00:15:10,279
+business um it's often called the
+
+323
+00:15:07,560 --> 00:15:12,120
+season-based model CU they do they they
+
+324
+00:15:10,279 --> 00:15:14,079
+talk about the spring update and the
+
+325
+00:15:12,120 --> 00:15:16,040
+fall update for their really big
+
+326
+00:15:14,079 --> 00:15:18,000
+products uh many of their products do
+
+327
+00:15:16,040 --> 00:15:20,519
+continuous delivery but they're talking
+
+328
+00:15:18,000 --> 00:15:21,759
+about long-term view of what it is
+
+329
+00:15:20,519 --> 00:15:23,880
+they're trying to achieve and that's
+
+330
+00:15:21,759 --> 00:15:25,839
+that's about 6 months and they look
+
+331
+00:15:23,880 --> 00:15:29,319
+three seasons ahead so they're looking
+
+332
+00:15:25,839 --> 00:15:31,480
+18 months out they have an 18mon plan
+
+333
+00:15:29,319 --> 00:15:33,759
+and I'm using air quotes because it's
+
+334
+00:15:31,480 --> 00:15:38,399
+probably pretty vague right if you're
+
+335
+00:15:33,759 --> 00:15:43,639
+looking at that third season out things
+
+336
+00:15:38,399 --> 00:15:47,360
+are really big right you might have um
+
+337
+00:15:43,639 --> 00:15:49,759
+uh themes rather than individual things
+
+338
+00:15:47,360 --> 00:15:52,639
+you're going to deliver you might be
+
+339
+00:15:49,759 --> 00:15:54,360
+looking at what are the investment
+
+340
+00:15:52,639 --> 00:15:57,360
+opportunities what's happening in the
+
+341
+00:15:54,360 --> 00:15:59,759
+market where do we need to to get ahead
+
+342
+00:15:57,360 --> 00:16:03,040
+of the of the competition going over the
+
+343
+00:15:59,759 --> 00:16:06,680
+next 18 months and that generates these
+
+344
+00:16:03,040 --> 00:16:10,079
+big themes buckets of work that many
+
+345
+00:16:06,680 --> 00:16:13,040
+hundreds of teams might work in um to to
+
+346
+00:16:10,079 --> 00:16:16,440
+actually you know make progress towards
+
+347
+00:16:13,040 --> 00:16:18,839
+those big themes but you're looking that
+
+348
+00:16:16,440 --> 00:16:22,360
+far out you're planning that far out you
+
+349
+00:16:18,839 --> 00:16:24,680
+know um probably what your goal your
+
+350
+00:16:22,360 --> 00:16:26,199
+product goal if if they call I don't
+
+351
+00:16:24,680 --> 00:16:29,120
+think they call it that but whatever
+
+352
+00:16:26,199 --> 00:16:31,959
+their their theme for uh their their
+
+353
+00:16:29,120 --> 00:16:33,040
+primary theme for us each of the seasons
+
+354
+00:16:31,959 --> 00:16:35,959
+they probably know what they're going to
+
+355
+00:16:33,040 --> 00:16:38,240
+be 18 months out for the season that
+
+356
+00:16:35,959 --> 00:16:41,319
+we're in you know we're probably got
+
+357
+00:16:38,240 --> 00:16:44,160
+backlog items and actual things we're
+
+358
+00:16:41,319 --> 00:16:47,639
+going to tactically deliver for the next
+
+359
+00:16:44,160 --> 00:16:52,560
+three four maybe five Sprints
+
+360
+00:16:47,639 --> 00:16:55,160
+maybe and then in the next bucket we
+
+361
+00:16:52,560 --> 00:16:57,480
+maybe have you know here's some Sprint
+
+362
+00:16:55,160 --> 00:16:59,959
+goals we might tackle here's some
+
+363
+00:16:57,480 --> 00:17:03,240
+product goals we might look at
+
+364
+00:16:59,959 --> 00:17:04,760
+um in that next seasonal bucket and then
+
+365
+00:17:03,240 --> 00:17:06,919
+the season after
+
+366
+00:17:04,760 --> 00:17:09,720
+that we we don't have any of those
+
+367
+00:17:06,919 --> 00:17:11,880
+detail just what's the big theme and you
+
+368
+00:17:09,720 --> 00:17:15,160
+can you can see how they did that they
+
+369
+00:17:11,880 --> 00:17:17,919
+did a uh one recently uh I'm saying
+
+370
+00:17:15,160 --> 00:17:19,959
+recently in The Last 5 Years right uh
+
+371
+00:17:17,919 --> 00:17:21,480
+recently that was called the creators
+
+372
+00:17:19,959 --> 00:17:24,000
+update so when they when they were
+
+373
+00:17:21,480 --> 00:17:25,439
+talking to us the general public about
+
+374
+00:17:24,000 --> 00:17:27,799
+the products they talked about the
+
+375
+00:17:25,439 --> 00:17:30,360
+creators update we're going to invest in
+
+376
+00:17:27,799 --> 00:17:32,320
+opportunities to make our systems and
+
+377
+00:17:30,360 --> 00:17:35,720
+products and services better for
+
+378
+00:17:32,320 --> 00:17:37,559
+creators that was an organization wide
+
+379
+00:17:35,720 --> 00:17:40,039
+uh theme that can es spawn out of the
+
+380
+00:17:37,559 --> 00:17:42,720
+windows team but think of all the things
+
+381
+00:17:40,039 --> 00:17:46,440
+that impacts not only does that impact
+
+382
+00:17:42,720 --> 00:17:48,799
+on Windows the operating system right
+
+383
+00:17:46,440 --> 00:17:50,880
+but what about offices impact most
+
+384
+00:17:48,799 --> 00:17:55,280
+people interact with the operating
+
+385
+00:17:50,880 --> 00:17:55,280
+system through off office so if you're
+
+386
+00:17:56,520 --> 00:18:04,120
+to hey fever if you're talking about um
+
+387
+00:18:00,840 --> 00:18:06,440
+pen support right you've got the the the
+
+388
+00:18:04,120 --> 00:18:08,280
+actual pen touching the screen on the
+
+389
+00:18:06,440 --> 00:18:11,240
+surface and the number of levels of
+
+390
+00:18:08,280 --> 00:18:13,200
+capability that it has in that world
+
+391
+00:18:11,240 --> 00:18:15,039
+you've got so that's that's hardware
+
+392
+00:18:13,200 --> 00:18:16,480
+that's the surface hardware and perhaps
+
+393
+00:18:15,039 --> 00:18:19,000
+third party vendor Hardware
+
+394
+00:18:16,480 --> 00:18:20,960
+collaborating with then you've got the
+
+395
+00:18:19,000 --> 00:18:23,120
+application that you're actually is
+
+396
+00:18:20,960 --> 00:18:25,320
+interpreting those signals so that could
+
+397
+00:18:23,120 --> 00:18:27,679
+be Microsoft's applications it could be
+
+398
+00:18:25,320 --> 00:18:29,360
+office it could be third party software
+
+399
+00:18:27,679 --> 00:18:30,960
+and then you've got the underlying
+
+400
+00:18:29,360 --> 00:18:33,720
+operating system which is providing
+
+401
+00:18:30,960 --> 00:18:36,960
+support for the I think it used to be
+
+402
+00:18:33,720 --> 00:18:40,400
+256 uh levels of pressure and now it's
+
+403
+00:18:36,960 --> 00:18:42,440
+uh 1024 at least uh uh levels of
+
+404
+00:18:40,400 --> 00:18:45,000
+pressure that you can put on the pen in
+
+405
+00:18:42,440 --> 00:18:48,200
+order to to to get that you know I'm
+
+406
+00:18:45,000 --> 00:18:52,559
+drawing on the page type of type of feel
+
+407
+00:18:48,200 --> 00:18:55,080
+and that requires collaboration looking
+
+408
+00:18:52,559 --> 00:18:57,679
+forward into the future what do we need
+
+409
+00:18:55,080 --> 00:19:00,000
+what are we trying to achieve all of
+
+410
+00:18:57,679 --> 00:19:04,000
+those strategic Things Are happening we
+
+411
+00:19:00,000 --> 00:19:08,159
+just probably don't store them in a Gant
+
+412
+00:19:04,000 --> 00:19:10,320
+chart one of the myths in uh scrum is
+
+413
+00:19:08,159 --> 00:19:13,039
+that we have have no
+
+414
+00:19:10,320 --> 00:19:15,520
+governance um this kind of leads on to
+
+415
+00:19:13,039 --> 00:19:18,520
+the bigger myth that just because it's
+
+416
+00:19:15,520 --> 00:19:21,520
+not in the scrum guide um doesn't mean
+
+417
+00:19:18,520 --> 00:19:24,120
+you're not supposed to do it um scrum
+
+418
+00:19:21,520 --> 00:19:27,039
+does absolutely have have governments it
+
+419
+00:19:24,120 --> 00:19:30,159
+has small amounts of governance baked in
+
+420
+00:19:27,039 --> 00:19:32,280
+right but in general you need governance
+
+421
+00:19:30,159 --> 00:19:34,280
+to build your product so it's kind of
+
+422
+00:19:32,280 --> 00:19:36,320
+correct to say scrum doesn't have a lot
+
+423
+00:19:34,280 --> 00:19:38,480
+of governance right there's a very small
+
+424
+00:19:36,320 --> 00:19:40,400
+amount of governance built in but if you
+
+425
+00:19:38,480 --> 00:19:43,880
+want to be successful at Building
+
+426
+00:19:40,400 --> 00:19:46,440
+Products if you're for example Building
+
+427
+00:19:43,880 --> 00:19:48,200
+Products within the healthcare space
+
+428
+00:19:46,440 --> 00:19:51,200
+then you're you're going to have to
+
+429
+00:19:48,200 --> 00:19:53,520
+worry about your ability to support
+
+430
+00:19:51,200 --> 00:19:55,880
+Hippa to support the Regulatory
+
+431
+00:19:53,520 --> 00:19:58,720
+Compliance that comes from the outside
+
+432
+00:19:55,880 --> 00:20:00,320
+though that's governance imposed on your
+
+433
+00:19:58,720 --> 00:20:02,919
+organization from the outside that you
+
+434
+00:20:00,320 --> 00:20:05,960
+have no control of um you're going to
+
+435
+00:20:02,919 --> 00:20:08,840
+have um things that your organization
+
+436
+00:20:05,960 --> 00:20:11,799
+does internally perhaps uh your
+
+437
+00:20:08,840 --> 00:20:17,080
+organization has usability guidelines
+
+438
+00:20:11,799 --> 00:20:19,000
+perhaps they have um uh uh uh like ux
+
+439
+00:20:17,080 --> 00:20:22,080
+guidelines for here's how our all our
+
+440
+00:20:19,000 --> 00:20:24,640
+products ux is going to function so that
+
+441
+00:20:22,080 --> 00:20:27,360
+anybody interacting with our software
+
+442
+00:20:24,640 --> 00:20:30,200
+already knows how it's going to work
+
+443
+00:20:27,360 --> 00:20:33,120
+because it follows the same rules um
+
+444
+00:20:30,200 --> 00:20:35,480
+then that's internal governance that has
+
+445
+00:20:33,120 --> 00:20:39,760
+been applied to your product you maybe
+
+446
+00:20:35,480 --> 00:20:41,640
+have a a business um rules that are
+
+447
+00:20:39,760 --> 00:20:43,720
+another form of governance you might
+
+448
+00:20:41,640 --> 00:20:45,840
+have particular ways in which you
+
+449
+00:20:43,720 --> 00:20:48,280
+interact with the market as a business
+
+450
+00:20:45,840 --> 00:20:50,159
+that's your unique uh one of your unique
+
+451
+00:20:48,280 --> 00:20:52,200
+selling points your unique engagement
+
+452
+00:20:50,159 --> 00:20:54,200
+points with the market and they have
+
+453
+00:20:52,200 --> 00:20:57,159
+those those ways of working have to be
+
+454
+00:20:54,200 --> 00:21:00,600
+implemented in your systems in that way
+
+455
+00:20:57,159 --> 00:21:00,600
+that's internal governance
+
+456
+00:21:01,080 --> 00:21:08,600
+just
+
+457
+00:21:02,159 --> 00:21:10,520
+because scrum talks about um minimizing
+
+458
+00:21:08,600 --> 00:21:12,880
+that governance doesn't mean it's not
+
+459
+00:21:10,520 --> 00:21:15,080
+there right you just you have just
+
+460
+00:21:12,880 --> 00:21:19,279
+enough governance to support the
+
+461
+00:21:15,080 --> 00:21:21,559
+business need um it's when you have way
+
+462
+00:21:19,279 --> 00:21:24,200
+too much governance that you start
+
+463
+00:21:21,559 --> 00:21:27,039
+running into a problem that's why in
+
+464
+00:21:24,200 --> 00:21:30,880
+very large organizations for example
+
+465
+00:21:27,039 --> 00:21:33,880
+Banks right they really struggle to move
+
+466
+00:21:30,880 --> 00:21:36,960
+towards uh scrum and agile practices
+
+467
+00:21:33,880 --> 00:21:39,360
+because they're encumbered by the
+
+468
+00:21:36,960 --> 00:21:42,720
+baggage that they can't put down uh
+
+469
+00:21:39,360 --> 00:21:45,400
+Royal Bank of Scotland in the UK was the
+
+470
+00:21:42,720 --> 00:21:48,120
+I think it was the first bank in the
+
+471
+00:21:45,400 --> 00:21:50,320
+world it's currently the fifth biggest
+
+472
+00:21:48,120 --> 00:21:52,880
+bank in the world um and they've been
+
+473
+00:21:50,320 --> 00:21:56,760
+going for over 200 years can you
+
+474
+00:21:52,880 --> 00:22:00,279
+imagine the the the the procedural and
+
+475
+00:21:56,760 --> 00:22:02,919
+compliance baggage that organization has
+
+476
+00:22:00,279 --> 00:22:04,880
+many of it around for no other reason
+
+477
+00:22:02,919 --> 00:22:07,520
+than nobody's Revisited it in a long
+
+478
+00:22:04,880 --> 00:22:09,400
+time nobody's challenged it in a really
+
+479
+00:22:07,520 --> 00:22:10,840
+long time how many policies and
+
+480
+00:22:09,400 --> 00:22:13,120
+procedures do you have in your
+
+481
+00:22:10,840 --> 00:22:15,240
+organization that nobody knows where
+
+482
+00:22:13,120 --> 00:22:18,760
+they came from or what they're for or
+
+483
+00:22:15,240 --> 00:22:20,720
+who owns that policy or procedure or why
+
+484
+00:22:18,760 --> 00:22:23,400
+right it's just the way we do things
+
+485
+00:22:20,720 --> 00:22:25,039
+here those are the things that we want
+
+486
+00:22:23,400 --> 00:22:28,640
+to challenge we want to challenge
+
+487
+00:22:25,039 --> 00:22:31,520
+anything that gets in the way of inh
+
+488
+00:22:28,640 --> 00:22:34,000
+inhibiting our ability to deliver value
+
+489
+00:22:31,520 --> 00:22:36,640
+those are the things we want to prevent
+
+490
+00:22:34,000 --> 00:22:39,200
+those are the uh policies practices and
+
+491
+00:22:36,640 --> 00:22:43,159
+procedures the governance that we want
+
+492
+00:22:39,200 --> 00:22:43,159
+to reduce to the absolute
+
+493
+00:22:43,590 --> 00:22:50,720
+[Music]
+
+494
+00:22:51,000 --> 00:22:54,000
+m
+
+
diff --git a/site/content/resources/videos/youtube/RiWIHIE1JIw/index.captions.en.md b/site/content/resources/videos/youtube/RiWIHIE1JIw/index.captions.en.md
new file mode 100644
index 000000000..c6db87d6b
--- /dev/null
+++ b/site/content/resources/videos/youtube/RiWIHIE1JIw/index.captions.en.md
@@ -0,0 +1,49 @@
+Scrum is like communism; it doesn't work. This is a phrase I hear often from folks who have been unable to adapt their systems of work to incorporate the core philosophies, theories, and practices of Scrum. They sit and look at the signals coming from Scrum that things are broken and don't work like they're supposed to work and do nothing but say Scrum is like communism; it doesn't work.
+
+Hi, I'm Martin Henwood, owner and principal consultant at Naked Agility. I'm a professional Scrum trainer with Scrum.org, a professional Kanban trainer with Pro Kanban, and I've been a Microsoft MVP in GitHub and Azure DevOps for 15 years.
+
+In this video, we'll explore five myths from Scrum that inhibit its adoption. From language definition inflation to cognitive bias, here are the top five myths that result in the idea that Scrum is like communism.
+
+There's a myth in Scrum that you spend more time talking than doing. I see this quite a lot; people talking. Usually, people are using old school terminology. When you hear them talking about that, you hear them talking about ceremonies rather than events. One of the main reasons why Scrum doesn't call the activities the events ceremonies is because it's ceremonies. We get together and nothing happens; it's a ceremony. It's something we do that's perhaps the same every time, and there's no actual outcome to a ceremony apart from maybe people have some jollies and they feel good.
+
+The reason Scrum calls them events and also not meetings is something's supposed to happen there. Every single one of the Scrum events serves empiricism; that's their purpose. You're going to inspect something and adapt something. If you're not adapting, there's no point in being there; there's no point in having it; there's no point in doing it. Their purpose is to adapt.
+
+For example, at your Sprint planning, you're inspecting your product backlog and your product goal, and you're adapting your Sprint backlog and your Sprint goal. That emerges through that conversation. But at the end of your Sprint planning, you should have a Sprint goal; you should have selected backlog items. What do the developers think best serves working towards the product goal? You should have some kind of a starter plan to complete them. If those three things don't exist at the end of Sprint planning, there was no point in having it. That's what it's there for, so that we understand what it is we're going to take into the next Sprint, so that we can communicate that perhaps with other people.
+
+What's our goal for this Sprint? What are we trying to achieve? How do you get the stakeholders to actually turn up for the Sprint review? Well, you have to give them something that they're interested in coming in providing feedback on; that's your Sprint goal. And that's just one of the events in Scrum. Every single daily Scrum is only 15 minutes. How does that add up to a boatload of meetings? At most, 15 minutes per day where the team gets together and plans the next 24 hours; that's its purpose. You're inspecting your existing Sprint backlog and you're adapting that Sprint backlog based on what you learned in the last 24 hours.
+
+You might have learned some stuff from actually working on the product, what can and cannot be done. You might have gained more information and insight from other stakeholders and collaborating with the business and doing analysis on what it is you're going to work on. That means that something you've got in the Sprint needs to be taken out because it's no longer viable, or something else needs to be brought in because it becomes part of that story of what it is you're trying to achieve that Sprint. That's your daily Scrum; it's not an elaborate status event. It's not a time that you're wasting; it's where you're maintaining the transparency that is required to be able to inspect and adapt. You're serving empiricism, and all of the Scrum events serve empiricism.
+
+One of the common myths in Scrum is kind of a proxy myth. This proxy myth is, you know, why do we spend so much time working on story points? When story points measure complexity and not time, and then we have to figure out how many story points fit in a Sprint. I 100% agree with that; that part is not a myth. The bit that's a myth is that story points are even a Scrum thing in the first place. They're not. Story points have nothing to do with Scrum; it never has, apart from as a practice, potentially a complimentary practice that teams choose to take on in order to get to an outcome.
+
+When you find complimentary practices are not adding value, you should be stopping doing them, not continuing with them. So if you're in that position where you find that story points are not adding value, great, stop doing them and choose something else. The guy that invented story points, or that is generally accredited with inventing story points, has a public apology online for creating them in the first place because of how they tend to be used within organizations as a pseudo proxy for time to beat developers around the head with. They were originally invented as a reasonable way for developers to sit and have a conversation and figure out what they don't know. That's the purpose of story points.
+
+We can all get together; we maybe use another complimentary practice called planning poker. All that really is, is we keep our cards to ourselves. We're not going to tell each other what story point we're going to pick, how complex, t-shirt sizes, right? Whatever you pick, how complex this thing is. You've got one developer that says this is a small or a one; you've got four developers that say that this is a five or a medium, and then you've got one developer that says this is an extra large or a 21. The idea is, what do they know that we don't, or what do we know that they don't? That's the purpose of story points and complexity conversation.
+
+It should be used almost solely during refinement in order to enable teams to right-size their backlog items and decide, do they fit in a Sprint? Do we understand them, or do we not? After that, delete the numbers; they're useless. Don't use them anymore; that's their purpose for that one context. Don't bring them into the wider context.
+
+One of the common myths in Scrum is that it is really a forum for micromanagement. There's a core test for this in your team. It is a myth, right? But it's a reality for many teams. So is it a myth or is it not a myth? That is a matter of perspective. However, I would point out that it's not Scrum, so it's a myth in the context of Scrum, but it's not a myth in the context of how lots of organizations and teams approach Scrum. Most organizations approach something like Scrum from their traditional top-down steering-based perspective, and they want to tell teams what they're going to deliver in a Sprint.
+
+So you walk into Sprint planning, and the product owner or the tech lead or the project manager, or whoever, the Scrum Master—the worst one—but the Scrum Master says, "Here's a list of things we need you as a team to do this Sprint." As soon as that happens, not Scrum. We've gone out of the bounds of the Scrum guide. Who decides what we work on this Sprint? The developers. Who decides how we work on it? The developers. It's not anybody else because the developers—that's the core reason why they dislike that approach. It's the developers that understand the nuance and intricacies of the technical challenges of actually delivering on the work inside of the Sprint. Nobody else can understand that nuance because they're living it, right? They've got skills that I don't have as a manager or as a product owner. They've got an understanding of the product and the technologies that we're using to deliver that product, the tools and techniques that we're using. They're the best place to make that decision.
+
+Now, can the product owner say, "Oh my goodness me, we're in a difficult place because we're not working through the work that we need to deliver as fast as we would like?" Yeah, absolutely, they can have that conversation, and they can have a conversation with the developers about how the developers might choose to cut corners in order to accelerate work. But it must be done with their assent. If the developers say no, then we can't work any faster because we might be taking on too much technical debt. For most businesses, all technical debt is a risk to the business, and most businesses don't understand the context of technical debt enough to make an informed decision on whether they should accrue it and how they should pay it back. That's why we have hired these technical experts in order to deliver our product, and we should trust their understanding and view of the product in order to do that.
+
+So I would say that it is a myth that anybody should be telling the developers what to work on and when to work on it. But I do understand that lots of organizations don't understand how to let go of that control and are not yet ready for Agile.
+
+One of the common myths in Scrum is that since we're doing Agile, we don't need planning. That is just utter garbage. Scrum, for example, is all about planning. We have Sprint planning; we have refinement, which is a type of planning. We have daily Scrum, which is about planning the next 24 hours. We have a review where we review what happened based on the plan and adapt the plan going forward into the future. It's all about planning; it's all about getting things right. It's not about planning upfront; it's not about spending too much time upfront planning.
+
+But there's a phrase which is often misinterpreted, which is we should do just enough planning. We should do just enough, right? If we do too much planning and we plan a bunch of stuff that we end up not doing because it gets taken out of the backlog, then that was waste. Maybe that was okay waste; maybe we needed to do that planning in order to find out other stuff and have that thing removed. Or maybe that was a little bit too much. Is there a way that we could have learned the same thing that we learned doing that planning, doing something a little bit less?
+
+The converse of that is if you are building—I'm trying to think what you could be building that needs lots of—let's say you're working on Windows and you're one of two and a half thousand software engineers. How many teams is that? Metric assloads of teams, right? If you're that many teams working on one product, then you're going to need to plan, right? You're going to need to understand what's happening going out into the future. You're going to need to coordinate across hundreds of teams on direction and strategy. I mean, most of that in Scrum is done through communication, right? Vision, product goal, Sprint goal, right? You've got that communication chain. How do we all get behind the same thing?
+
+But we're trying to have as light a plan up front as possible within our context. So even if I was working on the Windows team, I would probably have a roadmap. I'm probably going to have a roadmap for my current six months. If you're not familiar with how Microsoft product teams have created their own scaling framework around what they need in their business, it's often called the season-based model. They talk about the spring update and the fall update for their really big products. Many of their products do continuous delivery, but they're talking about a long-term view of what it is they're trying to achieve, and that's about six months. They look three seasons ahead, so they're looking 18 months out. They have an 18-month plan, and I'm using air quotes because it's probably pretty vague, right? If you're looking at that third season out, things are really big, right? You might have themes rather than individual things you're going to deliver. You might be looking at what are the investment opportunities, what's happening in the market, where do we need to get ahead of the competition going over the next 18 months? That generates these big themes, buckets of work that many hundreds of teams might work in to actually make progress towards those big themes.
+
+But you're looking that far out; you're planning that far out. You probably know what your goal—your product goal—if they call it that. I don't think they call it that, but whatever their theme for each of the seasons is. They probably know what they're going to be 18 months out for the season that we're in. We're probably got backlog items and actual things we're going to tactically deliver for the next three, four, maybe five Sprints. Maybe, and then in the next bucket, we maybe have, you know, here's some Sprint goals we might tackle, here's some product goals we might look at in that next seasonal bucket. And then the season after that, we don't have any of those details, just what's the big theme.
+
+You can see how they did that. They did one recently—I'm saying recently in the last five years, right?—recently that was called the creators update. When they were talking to us, the general public about the products, they talked about the creators update. We're going to invest in opportunities to make our systems and products and services better for creators. That was an organization-wide theme that can spawn out of the Windows team. But think of all the things that impact. Not only does that impact on Windows, the operating system, right? But what about Office? It impacts most people who interact with the operating system through Office. So if you're talking about pen support, right, you've got the actual pen touching the screen on the surface and the number of levels of capability that it has in that world. You've got, so that's hardware; that's the surface hardware and perhaps third-party vendor hardware collaborating with. Then you've got the application that you're actually interpreting those signals, so that could be Microsoft's applications; it could be Office; it could be third-party software. And then you've got the underlying operating system, which is providing support for, I think it used to be 256 levels of pressure, and now it's 1024 at least levels of pressure that you can put on the pen in order to get that, you know, I'm drawing on the page type of feel. That requires collaboration, looking forward into the future. What do we need? What are we trying to achieve? All of those strategic things are happening; we just probably don't store them in a Gantt chart.
+
+One of the myths in Scrum is that we have no governance. This kind of leads on to the bigger myth that just because it's not in the Scrum guide doesn't mean you're not supposed to do it. Scrum does absolutely have governance; it has small amounts of governance baked in, right? But in general, you need governance to build your product. So it's kind of correct to say Scrum doesn't have a lot of governance, right? There's a very small amount of governance built in, but if you want to be successful at building products—if you're, for example, building products within the healthcare space—then you're going to have to worry about your ability to support HIPAA, to support the regulatory compliance that comes from the outside. That's governance imposed on your organization from the outside that you have no control of.
+
+You're going to have things that your organization does internally. Perhaps your organization has usability guidelines; perhaps they have UX guidelines for how all our products' UX is going to function so that anybody interacting with our software already knows how it's going to work because it follows the same rules. Then that's internal governance that has been applied to your product. You maybe have business rules; that's another form of governance. You might have particular ways in which you interact with the market as a business. That's one of your unique selling points, your unique engagement points with the market, and those ways of working have to be implemented in your systems in that way.
+
+Just because Scrum talks about minimising that governance doesn't mean it's not there, right? You just have just enough governance to support the business need. It's when you have way too much governance that you start running into a problem. That's why in very large organizations, for example, banks, they really struggle to move towards Scrum and Agile practices because they're encumbered by the baggage that they can't put down. Royal Bank of Scotland in the UK was, I think, the first bank in the world; it's currently the fifth biggest bank in the world, and they've been going for over 200 years. Can you imagine the procedural and compliance baggage that organization has? Many of it around for no other reason than nobody's revisited it in a long time; nobody's challenged it in a really long time. How many policies and procedures do you have in your organization that nobody knows where they came from or what they're for or who owns that policy or procedure or why, right? It's just the way we do things here. Those are the things that we want to challenge. We want to challenge anything that gets in the way of inhibiting our ability to deliver value. Those are the things we want to prevent; those are the policies, practices, and procedures, the governance that we want to reduce to the absolute minimum.
\ No newline at end of file
diff --git a/site/content/resources/videos/youtube/S4zWfPiLAmc/data.captions.en.srt b/site/content/resources/videos/youtube/S4zWfPiLAmc/data.captions.en.srt
new file mode 100644
index 000000000..26a154849
--- /dev/null
+++ b/site/content/resources/videos/youtube/S4zWfPiLAmc/data.captions.en.srt
@@ -0,0 +1,357 @@
+1
+00:00:00,080 --> 00:00:07,720
+one of the main ways to mess up the
+
+2
+00:00:05,759 --> 00:00:10,519
+implementation of your your cand
+
+3
+00:00:07,720 --> 00:00:13,240
+strategy and not get the value that
+
+4
+00:00:10,519 --> 00:00:15,759
+you're expecting IE we're doing better
+
+5
+00:00:13,240 --> 00:00:19,240
+than we were before is to is to not look
+
+6
+00:00:15,759 --> 00:00:21,880
+at the data right I I I see this in in
+
+7
+00:00:19,240 --> 00:00:23,640
+in team after team uh they say they're
+
+8
+00:00:21,880 --> 00:00:27,240
+doing
+
+9
+00:00:23,640 --> 00:00:28,080
+caman but all they have is a board with
+
+10
+00:00:27,240 --> 00:00:31,519
+some
+
+11
+00:00:28,080 --> 00:00:34,320
+columns they don't have any whip limit
+
+12
+00:00:31,519 --> 00:00:37,440
+um and that's it they just have a board
+
+13
+00:00:34,320 --> 00:00:40,719
+with some columns and they call it caman
+
+14
+00:00:37,440 --> 00:00:45,640
+I'm sorry to say but that is definitely
+
+15
+00:00:40,719 --> 00:00:47,680
+not enough to be uh Canan Canan strategy
+
+16
+00:00:45,640 --> 00:00:49,559
+right it's just not enough uh one of the
+
+17
+00:00:47,680 --> 00:00:51,800
+key things that they they miss out is is
+
+18
+00:00:49,559 --> 00:00:53,440
+not looking at the data or using vanity
+
+19
+00:00:51,800 --> 00:00:56,039
+metrics oh my goodness me the vanity
+
+20
+00:00:53,440 --> 00:00:59,760
+metrics coming up my ears uh uh story
+
+21
+00:00:56,039 --> 00:01:02,239
+points velocity uh burnd Downs W get rid
+
+22
+00:00:59,760 --> 00:01:04,720
+of all that crap it's terrible it's not
+
+23
+00:01:02,239 --> 00:01:06,119
+going to help you maximize the flow of
+
+24
+00:01:04,720 --> 00:01:10,439
+value for your customers it's not going
+
+25
+00:01:06,119 --> 00:01:13,439
+to help you um see what's going on
+
+26
+00:01:10,439 --> 00:01:15,320
+enough to be able to ask more
+
+27
+00:01:13,439 --> 00:01:18,080
+interesting questions that allow you to
+
+28
+00:01:15,320 --> 00:01:21,640
+change your process in order to optimize
+
+29
+00:01:18,080 --> 00:01:25,159
+it those metrics are not absolutely
+
+30
+00:01:21,640 --> 00:01:27,280
+absolutely not uh not good enough in
+
+31
+00:01:25,159 --> 00:01:30,400
+that story uh there are there are there
+
+32
+00:01:27,280 --> 00:01:32,880
+are four key metrics in cat
+
+33
+00:01:30,400 --> 00:01:36,040
+that you should be looking at um they're
+
+34
+00:01:32,880 --> 00:01:37,880
+all fairly straightforward easy to
+
+35
+00:01:36,040 --> 00:01:40,840
+collect most of us are using digital
+
+36
+00:01:37,880 --> 00:01:42,640
+tools today um so you you effectively
+
+37
+00:01:40,840 --> 00:01:44,719
+only need one piece of data well
+
+38
+00:01:42,640 --> 00:01:46,200
+technically two pieces of data for each
+
+39
+00:01:44,719 --> 00:01:48,920
+piece of work that flows through your
+
+40
+00:01:46,200 --> 00:01:51,079
+system um the date and time when it
+
+41
+00:01:48,920 --> 00:01:53,920
+started and the date and time when it
+
+42
+00:01:51,079 --> 00:01:56,119
+finished that's it those two pieces of
+
+43
+00:01:53,920 --> 00:01:58,840
+data if you're using jira if you're
+
+44
+00:01:56,119 --> 00:02:01,880
+using Azure devops if you're using
+
+45
+00:01:58,840 --> 00:02:04,640
+Trello all of that data is collected for
+
+46
+00:02:01,880 --> 00:02:07,759
+you it's in there and you just need to
+
+47
+00:02:04,640 --> 00:02:11,239
+render it in a way that makes sense
+
+48
+00:02:07,759 --> 00:02:13,280
+so if it's started but not finished it's
+
+49
+00:02:11,239 --> 00:02:17,040
+part of your working process right
+
+50
+00:02:13,280 --> 00:02:18,599
+that's your whip right if it's started
+
+51
+00:02:17,040 --> 00:02:20,319
+uh but not finished you can also see how
+
+52
+00:02:18,599 --> 00:02:23,480
+old it is how long's it been sitting
+
+53
+00:02:20,319 --> 00:02:25,560
+there that's work item age um if it's
+
+54
+00:02:23,480 --> 00:02:28,480
+finished if it's crossed that Finish
+
+55
+00:02:25,560 --> 00:02:31,000
+Line you know uh how many items you've
+
+56
+00:02:28,480 --> 00:02:33,360
+delivered per unit of time right so over
+
+57
+00:02:31,000 --> 00:02:35,480
+each 30-day period how many items do we
+
+58
+00:02:33,360 --> 00:02:37,800
+deliver there you go we've got that
+
+59
+00:02:35,480 --> 00:02:39,360
+number by by just by virtue of that end
+
+60
+00:02:37,800 --> 00:02:41,080
+date and if you have the start date and
+
+61
+00:02:39,360 --> 00:02:44,560
+the end date you also have the cycle
+
+62
+00:02:41,080 --> 00:02:46,440
+time right how long it actually took uh
+
+63
+00:02:44,560 --> 00:02:48,640
+to deliver each of those items and then
+
+64
+00:02:46,440 --> 00:02:51,360
+you can do a bunch of math which is
+
+65
+00:02:48,640 --> 00:02:53,560
+pretty standardized um you can go or
+
+66
+00:02:51,360 --> 00:02:56,000
+look at a bunch of pieces of information
+
+67
+00:02:53,560 --> 00:02:59,200
+in that but without that
+
+68
+00:02:56,000 --> 00:03:00,319
+data you can't see what's going on right
+
+69
+00:02:59,200 --> 00:03:02,760
+transparency
+
+70
+00:03:00,319 --> 00:03:04,599
+inspection and adaption where's the
+
+71
+00:03:02,760 --> 00:03:06,840
+transparency if you don't have the data
+
+72
+00:03:04,599 --> 00:03:09,239
+or you decide to look at vanity metrics
+
+73
+00:03:06,840 --> 00:03:12,120
+or metrics that don't actually provide
+
+74
+00:03:09,239 --> 00:03:14,799
+you with anything actionable that's the
+
+75
+00:03:12,120 --> 00:03:16,879
+key it is the data what are you doing
+
+76
+00:03:14,799 --> 00:03:18,879
+with the data you're looking at how you
+
+77
+00:03:16,879 --> 00:03:21,159
+changing the way you work based on the
+
+78
+00:03:18,879 --> 00:03:22,720
+outcome of that data if you're not
+
+79
+00:03:21,159 --> 00:03:24,040
+you're either not doing it or you're not
+
+80
+00:03:22,720 --> 00:03:26,080
+looking at the right data because the
+
+81
+00:03:24,040 --> 00:03:27,319
+data is not telling you something that
+
+82
+00:03:26,080 --> 00:03:31,239
+helps you
+
+83
+00:03:27,319 --> 00:03:34,319
+change stop looking at back data as part
+
+84
+00:03:31,239 --> 00:03:37,519
+of your cband strategy stop looking at
+
+85
+00:03:34,319 --> 00:03:39,239
+vanity metrics and improve your process
+
+86
+00:03:37,519 --> 00:03:41,680
+if you're struggling to implement a
+
+87
+00:03:39,239 --> 00:03:43,760
+cband strategy we can help or help you
+
+88
+00:03:41,680 --> 00:03:47,280
+find somebody who can click on the link
+
+89
+00:03:43,760 --> 00:03:47,280
+below and get in touch
+
+
diff --git a/site/content/resources/videos/youtube/S4zWfPiLAmc/index.captions.en.md b/site/content/resources/videos/youtube/S4zWfPiLAmc/index.captions.en.md
new file mode 100644
index 000000000..b5004570d
--- /dev/null
+++ b/site/content/resources/videos/youtube/S4zWfPiLAmc/index.captions.en.md
@@ -0,0 +1,11 @@
+One of the main ways to mess up the implementation of your cand strategy and not get the value that you're expecting, i.e. we're doing better than we were before, is to not look at the data. I see this in team after team. They say they're doing caman, but all they have is a board with some columns. They don't have any whip limit, and that's it. They just have a board with some columns and they call it caman. I'm sorry to say, but that is definitely not enough to be a Canan strategy. It's just not enough. 
+
+One of the key things that they miss out is not looking at the data or using vanity metrics. Oh my goodness me, the vanity metrics coming up my ears! Story points, velocity, burndowns—get rid of all that crap! It's terrible. It's not going to help you maximize the flow of value for your customers. It's not going to help you see what's going on enough to be able to ask more interesting questions that allow you to change your process in order to optimize it. Those metrics are absolutely not good enough. 
+
+In that story, there are four key metrics in cat that you should be looking at. They're all fairly straightforward, easy to collect. Most of us are using digital tools today, so you effectively only need one piece of data—well, technically two pieces of data—for each piece of work that flows through your system: the date and time when it started and the date and time when it finished. That's it! Those two pieces of data. If you're using Jira, if you're using Azure DevOps, if you're using Trello, all of that data is collected for you. It's in there, and you just need to render it in a way that makes sense. 
+
+So if it's started but not finished, it's part of your working process, right? That's your whip. If it's started but not finished, you can also see how old it is—how long it's been sitting there. That's work item age. If it's finished, if it's crossed that finish line, you know how many items you've delivered per unit of time. Right? So over each 30-day period, how many items do we deliver? There you go, we've got that number just by virtue of that end date. And if you have the start date and the end date, you also have the cycle time—how long it actually took to deliver each of those items. 
+
+Then you can do a bunch of math, which is pretty standardized. You can go or look at a bunch of pieces of information in that, but without that data, you can't see what's going on. Right? Transparency, inspection, and adaption—where's the transparency if you don't have the data or you decide to look at vanity metrics or metrics that don't actually provide you with anything actionable? That's the key. It is the data. What are you doing with the data you're looking at? How are you changing the way you work based on the outcome of that data? 
+
+If you're not, you're either not doing it or you're not looking at the right data because the data is not telling you something that helps you. Stop looking at back data as part of your cband strategy. Stop looking at vanity metrics and improve your process. If you're struggling to implement a cband strategy, we can help or help you find somebody who can. Click on the link below and get in touch.
\ No newline at end of file
diff --git a/site/content/resources/videos/youtube/SLZmpwEWxD4/data.captions.en.srt b/site/content/resources/videos/youtube/SLZmpwEWxD4/data.captions.en.srt
new file mode 100644
index 000000000..b9f88e86b
--- /dev/null
+++ b/site/content/resources/videos/youtube/SLZmpwEWxD4/data.captions.en.srt
@@ -0,0 +1,381 @@
+1
+00:00:00,120 --> 00:00:06,319
+a hugely important technique for any
+
+2
+00:00:03,480 --> 00:00:08,880
+implementation of a cand strategy is to
+
+3
+00:00:06,319 --> 00:00:10,599
+visualize your work right you need to be
+
+4
+00:00:08,880 --> 00:00:13,120
+able to see what's going on you need to
+
+5
+00:00:10,599 --> 00:00:15,719
+be able to visualize that I'm a big user
+
+6
+00:00:13,120 --> 00:00:20,160
+of aure devops I know jira has these
+
+7
+00:00:15,719 --> 00:00:23,160
+features as well um but being able to
+
+8
+00:00:20,160 --> 00:00:25,519
+visually see your cards moving across
+
+9
+00:00:23,160 --> 00:00:27,000
+the board the the units of value we
+
+10
+00:00:25,519 --> 00:00:28,720
+don't really care about tasks at this
+
+11
+00:00:27,000 --> 00:00:31,279
+point right but your smallest unit of
+
+12
+00:00:28,720 --> 00:00:34,440
+value to see see them flow across the
+
+13
+00:00:31,279 --> 00:00:36,399
+board see where things are so if
+
+14
+00:00:34,440 --> 00:00:37,960
+somebody asks you oh where's this what's
+
+15
+00:00:36,399 --> 00:00:43,320
+that what's going on with this is it's
+
+16
+00:00:37,960 --> 00:00:43,320
+very obvious where and what it is
+
+17
+00:00:44,039 --> 00:00:48,559
+um that
+
+18
+00:00:46,320 --> 00:00:51,079
+visualization while super important is
+
+19
+00:00:48,559 --> 00:00:54,760
+actually super difficult to create
+
+20
+00:00:51,079 --> 00:00:59,120
+because we generally make assumptions as
+
+21
+00:00:54,760 --> 00:01:00,719
+a team about what each other think the
+
+22
+00:00:59,120 --> 00:01:03,879
+system is
+
+23
+00:01:00,719 --> 00:01:07,119
+okay so I'll think the system works like
+
+24
+00:01:03,879 --> 00:01:09,920
+this and another team member will think
+
+25
+00:01:07,119 --> 00:01:12,080
+it works like that but we'll think we're
+
+26
+00:01:09,920 --> 00:01:14,240
+on the same page we'll think we
+
+27
+00:01:12,080 --> 00:01:16,119
+understand each other on how the system
+
+28
+00:01:14,240 --> 00:01:18,240
+works but because we've never sat down
+
+29
+00:01:16,119 --> 00:01:21,920
+and had that conversation about how this
+
+30
+00:01:18,240 --> 00:01:24,240
+system works then we don't uh think
+
+31
+00:01:21,920 --> 00:01:26,360
+think about I I have a I don't know if
+
+32
+00:01:24,240 --> 00:01:30,720
+you've noticed but I kind of like board
+
+33
+00:01:26,360 --> 00:01:34,040
+games um if you were to take any one of
+
+34
+00:01:30,720 --> 00:01:37,200
+these board games off my shelf and throw
+
+35
+00:01:34,040 --> 00:01:41,119
+away the rule book and get four people
+
+36
+00:01:37,200 --> 00:01:44,280
+together to um decide they're each going
+
+37
+00:01:41,119 --> 00:01:46,399
+to decide how they're going to use the
+
+38
+00:01:44,280 --> 00:01:49,159
+pieces and move them around in order to
+
+39
+00:01:46,399 --> 00:01:51,759
+get points and then you're going to work
+
+40
+00:01:49,159 --> 00:01:53,479
+together to solve the problem that is
+
+41
+00:01:51,759 --> 00:01:56,360
+the board game you pick a Cooperative
+
+42
+00:01:53,479 --> 00:02:01,360
+one but we don't agree what the rules
+
+43
+00:01:56,360 --> 00:02:03,799
+are then how could we possibly have a
+
+44
+00:02:01,360 --> 00:02:05,920
+successful game right we're not all
+
+45
+00:02:03,799 --> 00:02:08,800
+playing the same game because we all
+
+46
+00:02:05,920 --> 00:02:11,959
+have not agreed what the rules are
+
+47
+00:02:08,800 --> 00:02:15,120
+that's why games come with a rule book
+
+48
+00:02:11,959 --> 00:02:18,400
+the first part of implementing a cand
+
+49
+00:02:15,120 --> 00:02:22,879
+strategy is you need to write your rule
+
+50
+00:02:18,400 --> 00:02:24,760
+book what are the rules of your system
+
+51
+00:02:22,879 --> 00:02:27,840
+how are you going to decide how things
+
+52
+00:02:24,760 --> 00:02:30,400
+work so even one of the first decisions
+
+53
+00:02:27,840 --> 00:02:31,800
+is what are we going to visual ize on
+
+54
+00:02:30,400 --> 00:02:34,840
+this what we actually going to put on
+
+55
+00:02:31,800 --> 00:02:38,480
+the board is it only things on our
+
+56
+00:02:34,840 --> 00:02:40,000
+backlog or is it bugs as well what is it
+
+57
+00:02:38,480 --> 00:02:44,560
+that's going to go on there and how does
+
+58
+00:02:40,000 --> 00:02:46,159
+it move through this system so creating
+
+59
+00:02:44,560 --> 00:02:48,159
+uh uh that visualization is super
+
+60
+00:02:46,159 --> 00:02:51,440
+important so what what I recommend that
+
+61
+00:02:48,159 --> 00:02:53,959
+you do is uh do a do a workshop get
+
+62
+00:02:51,440 --> 00:02:56,519
+everybody together sit down and just
+
+63
+00:02:53,959 --> 00:03:00,040
+build a board whether you're building it
+
+64
+00:02:56,519 --> 00:03:05,640
+in aure devops or you're building it in
+
+65
+00:03:00,040 --> 00:03:08,200
+um jira or Trello or just pop open mural
+
+66
+00:03:05,640 --> 00:03:09,680
+or Myro and use a digital whiteboard
+
+67
+00:03:08,200 --> 00:03:13,680
+right totally free
+
+68
+00:03:09,680 --> 00:03:16,640
+form make the decisions write the notes
+
+69
+00:03:13,680 --> 00:03:19,519
+and document your system how does your
+
+70
+00:03:16,640 --> 00:03:22,440
+system work and agree as a team when you
+
+71
+00:03:19,519 --> 00:03:26,440
+find differences on how your system is
+
+72
+00:03:22,440 --> 00:03:31,680
+supposed to work then at the very
+
+73
+00:03:26,440 --> 00:03:33,840
+least even if we've still got a system
+
+74
+00:03:31,680 --> 00:03:35,519
+that might not be optimal right because
+
+75
+00:03:33,840 --> 00:03:38,400
+this is where we are right now this is
+
+76
+00:03:35,519 --> 00:03:41,159
+what we're doing right now we at the
+
+77
+00:03:38,400 --> 00:03:43,200
+very least have a system that we all
+
+78
+00:03:41,159 --> 00:03:46,000
+agree is the same
+
+79
+00:03:43,200 --> 00:03:48,480
+system right because if we want to play
+
+80
+00:03:46,000 --> 00:03:50,879
+together we want to play as a team and
+
+81
+00:03:48,480 --> 00:03:52,599
+we want to be successful together we
+
+82
+00:03:50,879 --> 00:03:54,640
+need to Define what those things are we
+
+83
+00:03:52,599 --> 00:03:57,760
+need to Define how the system works and
+
+84
+00:03:54,640 --> 00:04:00,200
+we all need to be playing in the same
+
+85
+00:03:57,760 --> 00:04:03,239
+system if you're struggling
+
+86
+00:04:00,200 --> 00:04:06,000
+uh to decide how your system works and
+
+87
+00:04:03,239 --> 00:04:08,879
+create a definition of workflow then we
+
+88
+00:04:06,000 --> 00:04:11,480
+can help you we provide worldclass
+
+89
+00:04:08,879 --> 00:04:14,040
+camand training from Pro caman as well
+
+90
+00:04:11,480 --> 00:04:17,199
+as Consulting and coaching for teams
+
+91
+00:04:14,040 --> 00:04:19,799
+trying to implement a cand strategy if
+
+92
+00:04:17,199 --> 00:04:22,040
+you're a scrum team then we always
+
+93
+00:04:19,799 --> 00:04:24,520
+recommend bringing in flow metrics as a
+
+94
+00:04:22,040 --> 00:04:28,479
+complimentary practice and have cbang
+
+95
+00:04:24,520 --> 00:04:28,479
+classes from scrum the door
+
+
diff --git a/site/content/resources/videos/youtube/SLZmpwEWxD4/index.captions.en.md b/site/content/resources/videos/youtube/SLZmpwEWxD4/index.captions.en.md
new file mode 100644
index 000000000..ffd7c7cbd
--- /dev/null
+++ b/site/content/resources/videos/youtube/SLZmpwEWxD4/index.captions.en.md
@@ -0,0 +1,11 @@
+A hugely important technique for any implementation of a Kanban strategy is to visualize your work. Right, you need to be able to see what's going on. You need to be able to visualize that. I'm a big user of Azure DevOps. I know Jira has these features as well. But being able to visually see your cards moving across the board, the units of value, we don't really care about tasks at this point, right? But your smallest unit of value, to see them flow across the board, see where things are. So if somebody asks you, "Oh, where's this? What's that? What's going on with this?" it's very obvious where and what it is.
+
+That visualization, while super important, is actually super difficult to create because we generally make assumptions as a team about what each other think the system is. Okay, so I'll think the system works like this, and another team member will think it works like that. But we'll think we're on the same page. We'll think we understand each other on how the system works. But because we've never sat down and had that conversation about how this system works, then we don't.
+
+I have a, I don't know if you've noticed, but I kind of like board games. If you were to take any one of these board games off my shelf and throw away the rule book and get four people together to decide they're each going to decide how they're going to use the pieces and move them around in order to get points, and then you're going to work together to solve the problem that is the board game. You pick a cooperative one, but if we don't agree what the rules are, then how could we possibly have a successful game, right? We're not all playing the same game because we all have not agreed what the rules are. That's why games come with a rule book.
+
+The first part of implementing a Kanban strategy is you need to write your rule book. What are the rules of your system? How are you going to decide how things work? So even one of the first decisions is what are we going to visualize on this? What are we actually going to put on the board? Is it only things on our backlog, or is it bugs as well? What is it that's going to go on there, and how does it move through this system? So creating that visualization is super important.
+
+So what I recommend that you do is do a workshop. Get everybody together, sit down, and just build a board. Whether you're building it in Azure DevOps or you're building it in Jira or Trello, or just pop open Mural or Miro and use a digital whiteboard, right? Totally freeform. Make the decisions, write the notes, and document your system. How does your system work? And agree as a team. When you find differences on how your system is supposed to work, then at the very least, even if we've still got a system that might not be optimal, right? Because this is where we are right now, this is what we're doing right now, we at the very least have a system that we all agree is the same system, right? Because if we want to play together, we want to play as a team, and we want to be successful together, we need to define what those things are. We need to define how the system works, and we all need to be playing in the same system.
+
+If you're struggling to decide how your system works and create a definition of workflow, then we can help you. We provide world-class Kanban training from Pro Kanban, as well as consulting and coaching for teams trying to implement a Kanban strategy. If you're a Scrum team, then we always recommend bringing in flow metrics as a complimentary practice and have Kanban classes from Scrum the Door.
\ No newline at end of file
diff --git a/site/content/resources/videos/youtube/VOUmfpB-d88/data.captions.en.srt b/site/content/resources/videos/youtube/VOUmfpB-d88/data.captions.en.srt
new file mode 100644
index 000000000..a7ea468af
--- /dev/null
+++ b/site/content/resources/videos/youtube/VOUmfpB-d88/data.captions.en.srt
@@ -0,0 +1,661 @@
+1
+00:00:00,040 --> 00:00:05,560
+so in addition to
+
+2
+00:00:01,639 --> 00:00:07,559
+our mentoring and Consulting programs we
+
+3
+00:00:05,560 --> 00:00:11,759
+also provide
+
+4
+00:00:07,559 --> 00:00:14,519
+training um the purpose of training is
+
+5
+00:00:11,759 --> 00:00:18,840
+to teach those
+
+6
+00:00:14,519 --> 00:00:22,119
+underlying um Theory and
+
+7
+00:00:18,840 --> 00:00:25,279
+principles with practices actionable
+
+8
+00:00:22,119 --> 00:00:30,279
+practices that people can use and that's
+
+9
+00:00:25,279 --> 00:00:33,160
+kind of why I do scrum.org based
+
+10
+00:00:30,279 --> 00:00:37,559
+training because
+
+11
+00:00:33,160 --> 00:00:41,600
+their philosophy around training is
+
+12
+00:00:37,559 --> 00:00:43,000
+about understanding the core Theory and
+
+13
+00:00:41,600 --> 00:00:45,039
+principles like here's the first
+
+14
+00:00:43,000 --> 00:00:47,760
+principles of what it is we're trying to
+
+15
+00:00:45,039 --> 00:00:50,800
+achieve um then building on top of that
+
+16
+00:00:47,760 --> 00:00:53,960
+here's the thing right so you're you're
+
+17
+00:00:50,800 --> 00:00:57,079
+you're learning the thing and then what
+
+18
+00:00:53,960 --> 00:00:59,280
+are the additional um processes and
+
+19
+00:00:57,079 --> 00:01:02,079
+practices complimentary processes and
+
+20
+00:00:59,280 --> 00:01:05,600
+practices that can use on top of that um
+
+21
+00:01:02,079 --> 00:01:08,439
+to do to do more to be to to to to get
+
+22
+00:01:05,600 --> 00:01:11,759
+the value out of it that people are
+
+23
+00:01:08,439 --> 00:01:14,240
+expecting to get and I one of the main
+
+24
+00:01:11,759 --> 00:01:17,000
+reasons I I I liked scrum.org was
+
+25
+00:01:14,240 --> 00:01:20,799
+because of that story because of the the
+
+26
+00:01:17,000 --> 00:01:23,960
+community of trainers the people that
+
+27
+00:01:20,799 --> 00:01:26,320
+that it gave me access to to discuss and
+
+28
+00:01:23,960 --> 00:01:28,119
+collaborate on how do we understand
+
+29
+00:01:26,320 --> 00:01:30,240
+these things how do we communicate these
+
+30
+00:01:28,119 --> 00:01:33,360
+things how do we enable them to to be as
+
+31
+00:01:30,240 --> 00:01:36,399
+effective as possible within uh uh
+
+32
+00:01:33,360 --> 00:01:39,479
+organizations um but the two-day
+
+33
+00:01:36,399 --> 00:01:43,520
+training format that was pre pandemic
+
+34
+00:01:39,479 --> 00:01:46,000
+was really good for the trainer right
+
+35
+00:01:43,520 --> 00:01:48,719
+because you fly in somewhere you do two
+
+36
+00:01:46,000 --> 00:01:52,719
+days training and then you fly out um
+
+37
+00:01:48,719 --> 00:01:54,920
+but not so good for the customer because
+
+38
+00:01:52,719 --> 00:01:58,039
+if you've got a bunch of people who are
+
+39
+00:01:54,920 --> 00:02:01,039
+struggling to deliver value right in
+
+40
+00:01:58,039 --> 00:02:03,920
+your organization and you spend two days
+
+41
+00:02:01,039 --> 00:02:06,640
+teaching them scrum where's the rest of
+
+42
+00:02:03,920 --> 00:02:09,959
+that story right if if if they're still
+
+43
+00:02:06,640 --> 00:02:12,879
+under pressure after that two-day class
+
+44
+00:02:09,959 --> 00:02:15,720
+then how how are they actually able to
+
+45
+00:02:12,879 --> 00:02:18,000
+do to do anything to action any of those
+
+46
+00:02:15,720 --> 00:02:19,920
+things and time goes by and then they've
+
+47
+00:02:18,000 --> 00:02:21,319
+forgotten most of what it is that
+
+48
+00:02:19,920 --> 00:02:24,239
+they've they've learned that's why I
+
+49
+00:02:21,319 --> 00:02:27,319
+think they say only 10% of of things you
+
+50
+00:02:24,239 --> 00:02:29,160
+learn in that format are actually stick
+
+51
+00:02:27,319 --> 00:02:31,640
+right so you put 20 people through the
+
+52
+00:02:29,160 --> 00:02:33,200
+class they all remember a different 10%
+
+53
+00:02:31,640 --> 00:02:35,000
+of the course cuz it's what matters to
+
+54
+00:02:33,200 --> 00:02:38,440
+them or impacts them they maybe
+
+55
+00:02:35,000 --> 00:02:40,760
+Implement 2% of that so you get a 2% net
+
+56
+00:02:38,440 --> 00:02:45,959
+gain um of Knowledge from that two-day
+
+57
+00:02:40,760 --> 00:02:49,280
+class but if we um change that format up
+
+58
+00:02:45,959 --> 00:02:51,959
+this is why we've moved um towards the
+
+59
+00:02:49,280 --> 00:02:55,280
+the the immersive learning format um and
+
+60
+00:02:51,959 --> 00:02:58,239
+incorporating it in a that story as well
+
+61
+00:02:55,280 --> 00:03:00,360
+into a bigger bigger Mentor program is
+
+62
+00:02:58,239 --> 00:03:05,080
+that um
+
+63
+00:03:00,360 --> 00:03:06,159
+even even if even if that 2% was all
+
+64
+00:03:05,080 --> 00:03:08,319
+that was
+
+65
+00:03:06,159 --> 00:03:11,840
+true you're then
+
+66
+00:03:08,319 --> 00:03:13,959
+2% compounded over multiple sessions
+
+67
+00:03:11,840 --> 00:03:18,400
+right so rather than having two full
+
+68
+00:03:13,959 --> 00:03:20,640
+days uh let's say we did eight half days
+
+69
+00:03:18,400 --> 00:03:23,400
+right so we've got eight half days over
+
+70
+00:03:20,640 --> 00:03:26,599
+a longer period of time and even if we
+
+71
+00:03:23,400 --> 00:03:29,360
+still got that 2% actionable change we
+
+72
+00:03:26,599 --> 00:03:31,920
+get 2% and then compound it with another
+
+73
+00:03:29,360 --> 00:03:33,959
+2% and then compound it with another 2%
+
+74
+00:03:31,920 --> 00:03:35,519
+because there's a gap in between and
+
+75
+00:03:33,959 --> 00:03:39,080
+there's an assignment for people to go
+
+76
+00:03:35,519 --> 00:03:41,080
+do inside the organization but I believe
+
+77
+00:03:39,080 --> 00:03:43,120
+that that format is a heck of a lot more
+
+78
+00:03:41,080 --> 00:03:45,040
+than remembering just a 10% because
+
+79
+00:03:43,120 --> 00:03:47,040
+we're only learning a couple of hours
+
+80
+00:03:45,040 --> 00:03:48,640
+worth of stuff we're not learning 16
+
+81
+00:03:47,040 --> 00:03:51,040
+hours worth of stuff and then you have
+
+82
+00:03:48,640 --> 00:03:55,519
+to try and remember a percentage of that
+
+83
+00:03:51,040 --> 00:03:58,640
+16 hours we're
+
+84
+00:03:55,519 --> 00:04:01,159
+remembering from that two hours worth of
+
+85
+00:03:58,640 --> 00:04:03,159
+stuff that we've we we've researched and
+
+86
+00:04:01,159 --> 00:04:05,760
+talked about and collaborated on to
+
+87
+00:04:03,159 --> 00:04:07,400
+understand that teaching part and then
+
+88
+00:04:05,760 --> 00:04:09,799
+they have to go and try and apply
+
+89
+00:04:07,400 --> 00:04:11,959
+something in that context within their
+
+90
+00:04:09,799 --> 00:04:13,439
+organization and yes everybody's going
+
+91
+00:04:11,959 --> 00:04:15,000
+to learn still going to learn something
+
+92
+00:04:13,439 --> 00:04:17,959
+different people are all going to retain
+
+93
+00:04:15,000 --> 00:04:20,639
+different things but even if it was
+
+94
+00:04:17,959 --> 00:04:23,280
+again just learning the 10% it's 10% of
+
+95
+00:04:20,639 --> 00:04:26,680
+two hours plus 10% of two hours plus 10%
+
+96
+00:04:23,280 --> 00:04:30,759
+of two hours so the end percentage for
+
+97
+00:04:26,680 --> 00:04:33,479
+the same learning content is is much
+
+98
+00:04:30,759 --> 00:04:37,000
+more powerful much more effective like s
+
+99
+00:04:33,479 --> 00:04:37,759
+orders of magnitude uh uh more effective
+
+100
+00:04:37,000 --> 00:04:39,960
+for
+
+101
+00:04:37,759 --> 00:04:42,039
+organizations and because they get the
+
+102
+00:04:39,960 --> 00:04:43,680
+assignment to go try and do things
+
+103
+00:04:42,039 --> 00:04:47,520
+within their
+
+104
+00:04:43,680 --> 00:04:50,560
+organization um during that time they've
+
+105
+00:04:47,520 --> 00:04:52,919
+also provided actionable value for the
+
+106
+00:04:50,560 --> 00:04:55,479
+organization so think of it like that
+
+107
+00:04:52,919 --> 00:04:57,919
+iterative process in scrum where we we
+
+108
+00:04:55,479 --> 00:05:00,800
+do a Sprint and then we deliver usable
+
+109
+00:04:57,919 --> 00:05:02,160
+working product we've got a a learning
+
+110
+00:05:00,800 --> 00:05:04,960
+exercise then at the end of that
+
+111
+00:05:02,160 --> 00:05:07,199
+learning exercise they go deliver usable
+
+112
+00:05:04,960 --> 00:05:09,120
+working product within the organization
+
+113
+00:05:07,199 --> 00:05:10,720
+they just need to figure out what is the
+
+114
+00:05:09,120 --> 00:05:12,560
+use you know we give them an assignment
+
+115
+00:05:10,720 --> 00:05:13,919
+but it's it can be quite vague right we
+
+116
+00:05:12,560 --> 00:05:16,440
+give them lots of different ways to
+
+117
+00:05:13,919 --> 00:05:17,479
+resolve that assignment um they pick
+
+118
+00:05:16,440 --> 00:05:20,120
+something they try it in the
+
+119
+00:05:17,479 --> 00:05:21,960
+organization they've made a change that
+
+120
+00:05:20,120 --> 00:05:24,080
+change either was successful or it
+
+121
+00:05:21,960 --> 00:05:26,400
+wasn't it was either able to be
+
+122
+00:05:24,080 --> 00:05:28,280
+implemented or it hit a roadblock and
+
+123
+00:05:26,400 --> 00:05:31,520
+then we come when we come back around
+
+124
+00:05:28,280 --> 00:05:35,400
+we're able to um
+
+125
+00:05:31,520 --> 00:05:38,319
+debrief that activity that they did so
+
+126
+00:05:35,400 --> 00:05:43,199
+they then get feedback and engagement
+
+127
+00:05:38,319 --> 00:05:44,560
+closing that feedback loop right on how
+
+128
+00:05:43,199 --> 00:05:45,680
+you know what did you manage to change
+
+129
+00:05:44,560 --> 00:05:47,400
+how effective was it in your
+
+130
+00:05:45,680 --> 00:05:48,880
+organization what roadblocks do you hit
+
+131
+00:05:47,400 --> 00:05:51,199
+how do you get past those roadblocks
+
+132
+00:05:48,880 --> 00:05:53,360
+what have other people tried and even
+
+133
+00:05:51,199 --> 00:05:54,840
+especially when you you put a big group
+
+134
+00:05:53,360 --> 00:05:57,720
+through that within your
+
+135
+00:05:54,840 --> 00:06:00,080
+organization you you even get
+
+136
+00:05:57,720 --> 00:06:03,319
+cross-pollination and cross learning
+
+137
+00:06:00,080 --> 00:06:06,160
+because one person or one group within
+
+138
+00:06:03,319 --> 00:06:08,039
+the bigger group says we weren't able to
+
+139
+00:06:06,160 --> 00:06:10,199
+do that because this doesn't work in our
+
+140
+00:06:08,039 --> 00:06:12,199
+organization and the other groups like
+
+141
+00:06:10,199 --> 00:06:13,880
+well actually we were a we were able to
+
+142
+00:06:12,199 --> 00:06:15,759
+speak to this person and this person and
+
+143
+00:06:13,880 --> 00:06:19,120
+get this to happen so we were able to do
+
+144
+00:06:15,759 --> 00:06:21,039
+this which got us halfway there and that
+
+145
+00:06:19,120 --> 00:06:23,319
+cross-pollination and learning is hugely
+
+146
+00:06:21,039 --> 00:06:25,120
+important to that to that story and and
+
+147
+00:06:23,319 --> 00:06:26,039
+it works great across organizations as
+
+148
+00:06:25,120 --> 00:06:28,400
+well when you have multiple
+
+149
+00:06:26,039 --> 00:06:31,240
+organizations participating so that
+
+150
+00:06:28,400 --> 00:06:32,800
+that's moving towards that immersive
+
+151
+00:06:31,240 --> 00:06:35,039
+format so we kind of started in the
+
+152
+00:06:32,800 --> 00:06:37,800
+two-day format we then moved into the
+
+153
+00:06:35,039 --> 00:06:41,280
+four half day format then into the 8we
+
+154
+00:06:37,800 --> 00:06:44,199
+immersive format and now moving into the
+
+155
+00:06:41,280 --> 00:06:48,240
+the the kind of more Mentor program uh
+
+156
+00:06:44,199 --> 00:06:51,520
+maybe over over well from from eight to
+
+157
+00:06:48,240 --> 00:06:53,160
+50 weeks right of of that program um
+
+158
+00:06:51,520 --> 00:06:55,400
+with sessions and workshops and
+
+159
+00:06:53,160 --> 00:06:57,840
+different things going on I think
+
+160
+00:06:55,400 --> 00:07:01,759
+um this is the game Cher for
+
+161
+00:06:57,840 --> 00:07:03,560
+organizations because we're not just
+
+162
+00:07:01,759 --> 00:07:06,759
+giving you the information we're
+
+163
+00:07:03,560 --> 00:07:08,680
+collaborating and working with you to
+
+164
+00:07:06,759 --> 00:07:11,280
+help you implement it over a longer
+
+165
+00:07:08,680 --> 00:07:11,280
+period of time
+
+
diff --git a/site/content/resources/videos/youtube/VOUmfpB-d88/index.captions.en.md b/site/content/resources/videos/youtube/VOUmfpB-d88/index.captions.en.md
new file mode 100644
index 000000000..be616cc04
--- /dev/null
+++ b/site/content/resources/videos/youtube/VOUmfpB-d88/index.captions.en.md
@@ -0,0 +1,15 @@
+So in addition to our mentoring and consulting programs, we also provide training. The purpose of training is to teach those underlying theory and principles with actionable practices that people can use. And that's kind of why I do scrum.org based training, because their philosophy around training is about understanding the core theory and principles. Like, here's the first principles of what it is we're trying to achieve. Then building on top of that, here's the thing, right? So you're learning the thing, and then what are the additional processes and practices, complimentary processes and practices that can be used on top of that to do more, to get the value out of it that people are expecting to get.
+
+And one of the main reasons I liked scrum.org was because of that story, because of the community of trainers, the people that it gave me access to, to discuss and collaborate on how do we understand these things, how do we communicate these things, how do we enable them to be as effective as possible within organisations. But the two-day training format that was pre-pandemic was really good for the trainer, right? Because you fly in somewhere, you do two days training, and then you fly out. But not so good for the customer, because if you've got a bunch of people who are struggling to deliver value in your organisation and you spend two days teaching them scrum, where's the rest of that story? If they're still under pressure after that two-day class, then how are they actually able to do anything, to action any of those things? 
+
+And time goes by, and then they've forgotten most of what it is that they've learned. That's why I think they say only 10% of things you learn in that format actually stick. Right? So you put 20 people through the class, they all remember a different 10% of the course because it's what matters to them or impacts them. They maybe implement 2% of that, so you get a 2% net gain of knowledge from that two-day class. But if we change that format up, this is why we've moved towards the immersive learning format and incorporating it into a bigger mentor program.
+
+Even if that 2% was all that was true, you're then getting 2% compounded over multiple sessions. Right? So rather than having two full days, let's say we did eight half days, right? So we've got eight half days over a longer period of time. And even if we still got that 2% actionable change, we get 2% and then compound it with another 2% and then compound it with another 2% because there's a gap in between and there's an assignment for people to go do inside the organisation. But I believe that that format is a heck of a lot more than remembering just a 10%, because we're only learning a couple of hours' worth of stuff. We're not learning 16 hours' worth of stuff and then you have to try and remember a percentage of that 16 hours. 
+
+We're remembering from that two hours' worth of stuff that we've researched and talked about and collaborated on to understand that teaching part. And then they have to go and try and apply something in that context within their organisation. And yes, everybody's going to learn, still going to learn something different. People are all going to retain different things. But even if it was again just learning the 10%, it's 10% of two hours plus 10% of two hours plus 10% of two hours. So the end percentage for the same learning content is much more powerful, much more effective, like orders of magnitude more effective for organisations. 
+
+Because they get the assignment to go try and do things within their organisation during that time, they've also provided actionable value for the organisation. So think of it like that iterative process in scrum where we do a sprint and then we deliver usable working product. We've got a learning exercise, then at the end of that learning exercise, they go deliver usable working product within the organisation. They just need to figure out what is the use. You know, we give them an assignment, but it can be quite vague, right? We give them lots of different ways to resolve that assignment. They pick something, they try it in the organisation, they've made a change. That change either was successful or it wasn't. It was either able to be implemented or it hit a roadblock. 
+
+And then when we come back around, we're able to debrief that activity that they did, so they then get feedback and engagement, closing that feedback loop. Right? On how, you know, what did you manage to change? How effective was it in your organisation? What roadblocks do you hit? How do you get past those roadblocks? What have other people tried? And even especially when you put a big group through that within your organisation, you even get cross-pollination and cross-learning because one person or one group within the bigger group says, "We weren't able to do that because this doesn't work in our organisation." And the other group is like, "Well, actually, we were able to speak to this person and this person and get this to happen, so we were able to do this, which got us halfway there." 
+
+And that cross-pollination and learning is hugely important to that story, and it works great across organisations as well when you have multiple organisations participating. So that's moving towards that immersive format. So we kind of started in the two-day format, we then moved into the four half-day format, then into the eight-week immersive format, and now moving into the kind of more mentor program, maybe over eight to 50 weeks of that program, with sessions and workshops and different things going on. I think this is the game changer for organisations because we're not just giving you the information, we're collaborating and working with you to help you implement it over a longer period of time.
\ No newline at end of file
diff --git a/site/content/resources/videos/youtube/Xa_e2EnLEV4/data.captions.en.srt b/site/content/resources/videos/youtube/Xa_e2EnLEV4/data.captions.en.srt
new file mode 100644
index 000000000..3009bda9f
--- /dev/null
+++ b/site/content/resources/videos/youtube/Xa_e2EnLEV4/data.captions.en.srt
@@ -0,0 +1,385 @@
+1
+00:00:00,120 --> 00:00:06,040
+one of the most common behaviors that
+
+2
+00:00:02,720 --> 00:00:09,240
+will greatly impact on your ability to
+
+3
+00:00:06,040 --> 00:00:12,080
+be successful um at any process but
+
+4
+00:00:09,240 --> 00:00:15,040
+specifically having a a cad strategy is
+
+5
+00:00:12,080 --> 00:00:21,119
+is sweeping your problems under the rug
+
+6
+00:00:15,040 --> 00:00:22,599
+um so that's a most teams will not
+
+7
+00:00:21,119 --> 00:00:26,679
+necessarily
+
+8
+00:00:22,599 --> 00:00:28,960
+nefariously but hide or ignore their
+
+9
+00:00:26,679 --> 00:00:32,160
+problems that's why when we we talk
+
+10
+00:00:28,960 --> 00:00:35,520
+about retrospectives we talk about uh H
+
+11
+00:00:32,160 --> 00:00:37,559
+um reflection we talk about kaizan as a
+
+12
+00:00:35,520 --> 00:00:39,960
+phrase are we hiding or ignoring
+
+13
+00:00:37,559 --> 00:00:42,879
+anything right that's something to to to
+
+14
+00:00:39,960 --> 00:00:46,440
+actively look at and it's
+
+15
+00:00:42,879 --> 00:00:51,120
+because we we as humans are really
+
+16
+00:00:46,440 --> 00:00:54,079
+really good at ignoring stuff that maybe
+
+17
+00:00:51,120 --> 00:00:56,359
+we feel like it's too much effort maybe
+
+18
+00:00:54,079 --> 00:01:02,399
+we feel like we can't do anything about
+
+19
+00:00:56,359 --> 00:01:05,840
+I I I remember um a Time uh living in a
+
+20
+00:01:02,399 --> 00:01:12,240
+flat with my brother in the West End of
+
+21
+00:01:05,840 --> 00:01:16,080
+Glasgow and um we never cleaned the
+
+22
+00:01:12,240 --> 00:01:18,600
+grill because nobody wanted to do it we
+
+23
+00:01:16,080 --> 00:01:22,079
+effectively swept that work under the
+
+24
+00:01:18,600 --> 00:01:24,720
+rug and went N I don't I don't really
+
+25
+00:01:22,079 --> 00:01:26,680
+know how to do that right I mean that's
+
+26
+00:01:24,720 --> 00:01:29,040
+that's I've got to got to go figure out
+
+27
+00:01:26,680 --> 00:01:31,479
+this was before YouTubes right I got to
+
+28
+00:01:29,040 --> 00:01:33,159
+go figure out how to clean this perhaps
+
+29
+00:01:31,479 --> 00:01:36,000
+I have to phone my mom and ask her right
+
+30
+00:01:33,159 --> 00:01:39,119
+how do I how do I do this um what's the
+
+31
+00:01:36,000 --> 00:01:43,159
+best way to approach it what level
+
+32
+00:01:39,119 --> 00:01:45,759
+of detail do I need in how to do that so
+
+33
+00:01:43,159 --> 00:01:48,840
+both of us ignored it completely and we
+
+34
+00:01:45,759 --> 00:01:52,079
+used it all the time so what do you
+
+35
+00:01:48,840 --> 00:01:54,640
+think happened
+
+36
+00:01:52,079 --> 00:01:57,920
+eventually what do you think happened
+
+37
+00:01:54,640 --> 00:02:00,560
+eventually yeah you're right it caught
+
+38
+00:01:57,920 --> 00:02:02,840
+fire it caught fire
+
+39
+00:02:00,560 --> 00:02:04,920
+and we had a fire in the kitchen we
+
+40
+00:02:02,840 --> 00:02:07,320
+didn't have a fire extinguisher cuz we
+
+41
+00:02:04,920 --> 00:02:10,160
+also swept that under the rug and didn't
+
+42
+00:02:07,320 --> 00:02:13,480
+do that and at one point my brother had
+
+43
+00:02:10,160 --> 00:02:16,040
+grabbed a pan full of water and was
+
+44
+00:02:13,480 --> 00:02:19,800
+about to throw it into the grill and
+
+45
+00:02:16,040 --> 00:02:23,280
+then he realized no like it's not a good
+
+46
+00:02:19,800 --> 00:02:25,160
+idea to throw water on a fat fire right
+
+47
+00:02:23,280 --> 00:02:28,280
+CU if you've ever seen those
+
+48
+00:02:25,160 --> 00:02:30,879
+those adverts on TV it just explodes you
+
+49
+00:02:28,280 --> 00:02:34,360
+don't want to throw water on a fat fire
+
+50
+00:02:30,879 --> 00:02:36,519
+uh so we stopped called the fire brigade
+
+51
+00:02:34,360 --> 00:02:40,879
+fire brigade arrived they came up with a
+
+52
+00:02:36,519 --> 00:02:43,720
+fire extinguisher and Went Done Right
+
+53
+00:02:40,879 --> 00:02:48,239
+but we needed to clean the
+
+54
+00:02:43,720 --> 00:02:50,640
+grill that was our trigger to go do that
+
+55
+00:02:48,239 --> 00:02:52,280
+and then to continue to do it regular I
+
+56
+00:02:50,640 --> 00:02:53,599
+actually don't remember we were we were
+
+57
+00:02:52,280 --> 00:02:55,159
+teenagers I don't remember if we
+
+58
+00:02:53,599 --> 00:02:58,239
+actually continue to do it regularly or
+
+59
+00:02:55,159 --> 00:02:59,959
+we just did it once and then maybe then
+
+60
+00:02:58,239 --> 00:03:02,319
+wherever that cooker ended up up
+
+61
+00:02:59,959 --> 00:03:06,840
+somebody else will need to do it but
+
+62
+00:03:02,319 --> 00:03:11,000
+you've got to do the things otherwise
+
+63
+00:03:06,840 --> 00:03:14,200
+this cruft builds up right and that
+
+64
+00:03:11,000 --> 00:03:16,680
+cruft could be dirt it could be fat it
+
+65
+00:03:14,200 --> 00:03:19,120
+could be clogging up the system it can
+
+66
+00:03:16,680 --> 00:03:20,760
+be just getting in the way making things
+
+67
+00:03:19,120 --> 00:03:23,959
+a little bit more difficult it could
+
+68
+00:03:20,760 --> 00:03:25,720
+take the guise of bureaucratic processes
+
+69
+00:03:23,959 --> 00:03:29,280
+in your organization it could take the
+
+70
+00:03:25,720 --> 00:03:31,360
+guise of technical debt in your product
+
+71
+00:03:29,280 --> 00:03:34,400
+it could just be purely architected
+
+72
+00:03:31,360 --> 00:03:38,920
+purly designed stuff that you've created
+
+73
+00:03:34,400 --> 00:03:40,920
+and nobody goes back uh uh to to to to
+
+74
+00:03:38,920 --> 00:03:43,280
+resolve those things just sweeping
+
+75
+00:03:40,920 --> 00:03:46,640
+problems under the rug and ignore them
+
+76
+00:03:43,280 --> 00:03:48,000
+for you know that in every cartoon they
+
+77
+00:03:46,640 --> 00:03:49,519
+have that moment where they're cleaning
+
+78
+00:03:48,000 --> 00:03:51,000
+up a kid's room and they just open the
+
+79
+00:03:49,519 --> 00:03:52,879
+cupboard shove everything in and then
+
+80
+00:03:51,000 --> 00:03:54,360
+close the cupboard really quickly and
+
+81
+00:03:52,879 --> 00:03:56,239
+then at some point the cupboard door
+
+82
+00:03:54,360 --> 00:03:59,239
+pops open and all the stuff falls out
+
+83
+00:03:56,239 --> 00:04:03,560
+again that's what we're trying to avoid
+
+84
+00:03:59,239 --> 00:04:05,439
+that's why why we need discipline to not
+
+85
+00:04:03,560 --> 00:04:08,760
+sweep things under the rug to do
+
+86
+00:04:05,439 --> 00:04:10,959
+something about it we need courage when
+
+87
+00:04:08,760 --> 00:04:14,560
+things might be a little bit more
+
+88
+00:04:10,959 --> 00:04:17,680
+difficult to deal with a cban strategy
+
+89
+00:04:14,560 --> 00:04:20,160
+is not going to be effective if you or
+
+90
+00:04:17,680 --> 00:04:23,800
+your team sweep things into the under
+
+91
+00:04:20,160 --> 00:04:28,479
+the rug have the discipline and courage
+
+92
+00:04:23,800 --> 00:04:30,360
+to implement a caman strategy fully if
+
+93
+00:04:28,479 --> 00:04:32,880
+you're struggling to implement a cand
+
+94
+00:04:30,360 --> 00:04:35,160
+strategy we can help or help you find
+
+95
+00:04:32,880 --> 00:04:38,160
+somebody who can click on the link below
+
+96
+00:04:35,160 --> 00:04:38,160
+to get in touch
+
+
diff --git a/site/content/resources/videos/youtube/Xa_e2EnLEV4/index.captions.en.md b/site/content/resources/videos/youtube/Xa_e2EnLEV4/index.captions.en.md
new file mode 100644
index 000000000..3c1b40b3b
--- /dev/null
+++ b/site/content/resources/videos/youtube/Xa_e2EnLEV4/index.captions.en.md
@@ -0,0 +1,13 @@
+One of the most common behaviours that will greatly impact on your ability to be successful, um, at any process, but specifically having a CAD strategy, is sweeping your problems under the rug. Um, so that's a most teams will not necessarily nefariously but hide or ignore their problems. That's why when we talk about retrospectives, we talk about, uh, H, um, reflection, we talk about Kaizen as a phrase, are we hiding or ignoring anything, right? That's something to actively look at. And it's because we, we as humans are really, really good at ignoring stuff that maybe we feel like it's too much effort. Maybe we feel like we can't do anything about it.
+
+I remember, um, a time, uh, living in a flat with my brother in the West End of Glasgow, and, um, we never cleaned the grill because nobody wanted to do it. We effectively swept that work under the rug and went, "I don't, I don't really know how to do that," right? I mean, that's, I've got to go figure out. This was before YouTube, right? I got to go figure out how to clean this. Perhaps I have to phone my mum and ask her, right? How do I, how do I do this? Um, what's the best way to approach it? What level of detail do I need in how to do that? So both of us ignored it completely, and we used it all the time. 
+
+So what do you think happened? Eventually, what do you think happened? Eventually, yeah, you're right, it caught fire. It caught fire, and we had a fire in the kitchen. We didn't have a fire extinguisher because we also swept that under the rug and didn't do that. At one point, my brother had grabbed a pan full of water and was about to throw it into the grill, and then he realised, "No, like, it's not a good idea to throw water on a fat fire," right? If you've ever seen those adverts on TV, it just explodes. You don't want to throw water on a fat fire. 
+
+Uh, so we stopped, called the fire brigade. The fire brigade arrived, they came up with a fire extinguisher and went, "Done," right? But we needed to clean the grill. That was our trigger to go do that and then to continue to do it regularly. I actually don't remember. We were teenagers. I don't remember if we actually continued to do it regularly or we just did it once and then maybe then wherever that cooker ended up, somebody else will need to do it. But you've got to do the things, otherwise this cruft builds up, right? 
+
+And that cruft could be dirt, it could be fat, it could be clogging up the system. It can be just getting in the way, making things a little bit more difficult. It could take the guise of bureaucratic processes in your organisation. It could take the guise of technical debt in your product. It could just be purely architected, purely designed stuff that you've created, and nobody goes back, uh, to resolve those things. Just sweeping problems under the rug and ignoring them. 
+
+You know that in every cartoon, they have that moment where they're cleaning up a kid's room and they just open the cupboard, shove everything in, and then close the cupboard really quickly. And then at some point, the cupboard door pops open and all the stuff falls out again. That's what we're trying to avoid. That's why we need discipline to not sweep things under the rug, to do something about it. We need courage when things might be a little bit more difficult to deal with. 
+
+A CAD strategy is not going to be effective if you or your team sweep things under the rug. Have the discipline and courage to implement a CAD strategy fully. If you're struggling to implement a CAD strategy, we can help or help you find somebody who can. Click on the link below to get in touch.
\ No newline at end of file
diff --git a/site/content/resources/videos/youtube/ZBb8OZ0I6qA/data.captions.en.srt b/site/content/resources/videos/youtube/ZBb8OZ0I6qA/data.captions.en.srt
new file mode 100644
index 000000000..bbb7c5d8a
--- /dev/null
+++ b/site/content/resources/videos/youtube/ZBb8OZ0I6qA/data.captions.en.srt
@@ -0,0 +1,1753 @@
+1
+00:00:00,080 --> 00:00:04,640
+you can't order a
+
+2
+00:00:02,159 --> 00:00:06,799
+hierarchy in this video I'm going to
+
+3
+00:00:04,640 --> 00:00:09,480
+demonstrate why hierarchies in backlog
+
+4
+00:00:06,799 --> 00:00:11,519
+management inhibit the ability for us to
+
+5
+00:00:09,480 --> 00:00:14,120
+manage them effectively and how we can
+
+6
+00:00:11,519 --> 00:00:16,080
+think about backlock differently my name
+
+7
+00:00:14,120 --> 00:00:18,240
+is Martin hinwood I'm a professional
+
+8
+00:00:16,080 --> 00:00:20,119
+scrum trainer with scrum.org a
+
+9
+00:00:18,240 --> 00:00:23,000
+professional caman trainer with Pro
+
+10
+00:00:20,119 --> 00:00:26,320
+caman and I've been a Microsoft MVP in
+
+11
+00:00:23,000 --> 00:00:26,320
+devops for 15
+
+12
+00:00:27,000 --> 00:00:32,960
+years a backlog is just a list of things
+
+13
+00:00:30,599 --> 00:00:35,840
+you're going to do but backlogs have
+
+14
+00:00:32,960 --> 00:00:38,280
+some uh special characteristics one of
+
+15
+00:00:35,840 --> 00:00:41,399
+those main characteristics is that it's
+
+16
+00:00:38,280 --> 00:00:43,680
+ordered in some way uh you still need to
+
+17
+00:00:41,399 --> 00:00:45,640
+decide how it's ordered but your backlog
+
+18
+00:00:43,680 --> 00:00:48,399
+should have an order IE there's a
+
+19
+00:00:45,640 --> 00:00:51,360
+distinct first item second item third
+
+20
+00:00:48,399 --> 00:00:53,440
+item there are no items in your backlog
+
+21
+00:00:51,360 --> 00:00:56,760
+that have exactly the same level
+
+22
+00:00:53,440 --> 00:00:59,239
+therefore it is a flat list of what it
+
+23
+00:00:56,760 --> 00:01:03,160
+is we're going to do next or what the
+
+24
+00:00:59,239 --> 00:01:06,560
+most important thing is the order of the
+
+25
+00:01:03,160 --> 00:01:09,080
+backlog informs but does not control the
+
+26
+00:01:06,560 --> 00:01:10,600
+selection of the work uh that the team
+
+27
+00:01:09,080 --> 00:01:12,840
+is going to work on at any time there
+
+28
+00:01:10,600 --> 00:01:16,439
+may be other things that come into that
+
+29
+00:01:12,840 --> 00:01:18,799
+story at selection time not just what of
+
+30
+00:01:16,439 --> 00:01:20,680
+the most important things uh that are
+
+31
+00:01:18,799 --> 00:01:24,960
+there there might be other implications
+
+32
+00:01:20,680 --> 00:01:27,119
+in uh uh technology um state of the
+
+33
+00:01:24,960 --> 00:01:29,360
+product other things that are going on
+
+34
+00:01:27,119 --> 00:01:32,240
+that we need to consider as we move
+
+35
+00:01:29,360 --> 00:01:35,280
+through our product product so why is is
+
+36
+00:01:32,240 --> 00:01:38,920
+hierarchy a problem uh the most common
+
+37
+00:01:35,280 --> 00:01:41,040
+thing that you see in teams is uh if
+
+38
+00:01:38,920 --> 00:01:43,520
+depending on the product they're using
+
+39
+00:01:41,040 --> 00:01:46,640
+to manage their backlog uh they might
+
+40
+00:01:43,520 --> 00:01:49,920
+have epic breakdown into features break
+
+41
+00:01:46,640 --> 00:01:51,439
+down into into stories or backlog items
+
+42
+00:01:49,920 --> 00:01:55,960
+they might have features break down into
+
+43
+00:01:51,439 --> 00:01:59,079
+epics break down into um backlog items
+
+44
+00:01:55,960 --> 00:02:02,159
+you might have any any number of other
+
+45
+00:01:59,079 --> 00:02:04,680
+things going on you might have um I
+
+46
+00:02:02,159 --> 00:02:06,960
+don't know initiatives that break down
+
+47
+00:02:04,680 --> 00:02:09,280
+into something that break down into the
+
+48
+00:02:06,960 --> 00:02:13,560
+theme Here is that you've got things
+
+49
+00:02:09,280 --> 00:02:16,519
+that break down into other things I.E a
+
+50
+00:02:13,560 --> 00:02:20,640
+parent child relationship if you have a
+
+51
+00:02:16,519 --> 00:02:24,120
+parent child relationship in a a tool um
+
+52
+00:02:20,640 --> 00:02:28,519
+it's very difficult um to to manage it
+
+53
+00:02:24,120 --> 00:02:31,319
+in a way that allows us to use that
+
+54
+00:02:28,519 --> 00:02:33,959
+context with without that context
+
+55
+00:02:31,319 --> 00:02:36,360
+inhibiting our ability to do stuff in
+
+56
+00:02:33,959 --> 00:02:38,879
+the tool so I'm going to going to show
+
+57
+00:02:36,360 --> 00:02:42,080
+some examples and this is also not just
+
+58
+00:02:38,879 --> 00:02:44,840
+a tooling issue but a mindset issue as
+
+59
+00:02:42,080 --> 00:02:47,560
+well if you're thinking about your work
+
+60
+00:02:44,840 --> 00:02:50,519
+as a parent child relationship the
+
+61
+00:02:47,560 --> 00:02:52,360
+tendency the easy thing that happens is
+
+62
+00:02:50,519 --> 00:02:56,720
+that we end up with a work breakdown
+
+63
+00:02:52,360 --> 00:02:59,840
+structure um which is not effective uh
+
+64
+00:02:56,720 --> 00:03:01,280
+because ultimately it's not value for
+
+65
+00:02:59,840 --> 00:03:05,560
+focused and that's what we're trying to
+
+66
+00:03:01,280 --> 00:03:07,599
+achieve all of uh uh agile whether
+
+67
+00:03:05,560 --> 00:03:09,200
+you're using a specific agile framework
+
+68
+00:03:07,599 --> 00:03:11,799
+or you're trying to follow the agile
+
+69
+00:03:09,200 --> 00:03:13,879
+Manifesto or you're thinking about lean
+
+70
+00:03:11,799 --> 00:03:16,280
+and caman any of these things is
+
+71
+00:03:13,879 --> 00:03:18,560
+focusing on the flow of value through
+
+72
+00:03:16,280 --> 00:03:20,120
+your system so if you're focused on the
+
+73
+00:03:18,560 --> 00:03:22,599
+flow of value through the system you
+
+74
+00:03:20,120 --> 00:03:24,840
+need to be focused on the value if
+
+75
+00:03:22,599 --> 00:03:27,280
+you're focused on the work breakdown you
+
+76
+00:03:24,840 --> 00:03:29,400
+tend not to be focused on value you tend
+
+77
+00:03:27,280 --> 00:03:31,319
+to be focused on delivering more stuff
+
+78
+00:03:29,400 --> 00:03:35,640
+so that's that's the
+
+79
+00:03:31,319 --> 00:03:37,200
+tendency but what's the relationship uh
+
+80
+00:03:35,640 --> 00:03:39,959
+uh that makes it difficult in
+
+81
+00:03:37,200 --> 00:03:42,319
+hierarchies so I've created a demo here
+
+82
+00:03:39,959 --> 00:03:44,080
+to show what the problem is uh so in
+
+83
+00:03:42,319 --> 00:03:46,120
+this example I'm just going to use Azure
+
+84
+00:03:44,080 --> 00:03:48,840
+devops that's my tool of choice that's
+
+85
+00:03:46,120 --> 00:03:52,720
+my preference um but this could be any
+
+86
+00:03:48,840 --> 00:03:56,280
+tool including just a mural uh uh with
+
+87
+00:03:52,720 --> 00:03:58,239
+backlog items so here I've got three uh
+
+88
+00:03:56,280 --> 00:04:00,439
+features features One features two
+
+89
+00:03:58,239 --> 00:04:03,159
+features three and the ENT inent of this
+
+90
+00:04:00,439 --> 00:04:06,079
+tool is that features work um at a
+
+91
+00:04:03,159 --> 00:04:07,640
+different level from from backlog items
+
+92
+00:04:06,079 --> 00:04:11,400
+uh
+
+93
+00:04:07,640 --> 00:04:15,040
+and they inform but do not control the
+
+94
+00:04:11,400 --> 00:04:16,959
+next level down right but the reality is
+
+95
+00:04:15,040 --> 00:04:20,040
+that they do control the next level down
+
+96
+00:04:16,959 --> 00:04:22,000
+cuz most people use this kind of I've
+
+97
+00:04:20,040 --> 00:04:24,240
+got quite a lot of things in there use
+
+98
+00:04:22,000 --> 00:04:27,199
+this kind of view to kind of see what's
+
+99
+00:04:24,240 --> 00:04:29,720
+going on so you're you're you're looking
+
+100
+00:04:27,199 --> 00:04:32,360
+at features breaking down into back
+
+101
+00:04:29,720 --> 00:04:36,680
+backlog items here and perhaps those
+
+102
+00:04:32,360 --> 00:04:40,919
+backlog items uh break down into
+
+103
+00:04:36,680 --> 00:04:44,880
+tasks task one save that oh I need to
+
+104
+00:04:40,919 --> 00:04:48,000
+close it now I made two don't save that
+
+105
+00:04:44,880 --> 00:04:50,520
+one uh so now I've got this hierarchy
+
+106
+00:04:48,000 --> 00:04:52,320
+this work breakdown structure towards
+
+107
+00:04:50,520 --> 00:04:55,360
+this item and then the tendency is to
+
+108
+00:04:52,320 --> 00:04:57,720
+use this View and to put like little
+
+109
+00:04:55,360 --> 00:05:00,400
+progress bars and whatever you want on
+
+110
+00:04:57,720 --> 00:05:03,479
+this View and you end up with what looks
+
+111
+00:05:00,400 --> 00:05:06,240
+a little bit uh like a project status
+
+112
+00:05:03,479 --> 00:05:09,400
+report that's the tendency when you when
+
+113
+00:05:06,240 --> 00:05:11,120
+you use these types of views with huge
+
+114
+00:05:09,400 --> 00:05:14,759
+amounts of discipline on your team you
+
+115
+00:05:11,120 --> 00:05:17,320
+can certainly avoid this uh but I find
+
+116
+00:05:14,759 --> 00:05:19,800
+that that's not the case for for the
+
+117
+00:05:17,320 --> 00:05:22,240
+majority of encounters that I've had
+
+118
+00:05:19,800 --> 00:05:24,360
+with teams that are doing this the other
+
+119
+00:05:22,240 --> 00:05:27,919
+thing that makes it very difficult is
+
+120
+00:05:24,360 --> 00:05:30,240
+that if I want to um make one item more
+
+121
+00:05:27,919 --> 00:05:32,800
+important than another item
+
+122
+00:05:30,240 --> 00:05:35,479
+because I'm looking at this view I
+
+123
+00:05:32,800 --> 00:05:37,639
+actually tend to only make things
+
+124
+00:05:35,479 --> 00:05:39,240
+important or not important inside of the
+
+125
+00:05:37,639 --> 00:05:42,360
+scope of the feature because I can still
+
+126
+00:05:39,240 --> 00:05:44,919
+drag and drop inside of here and order
+
+127
+00:05:42,360 --> 00:05:47,039
+that hierarchy same as if you were using
+
+128
+00:05:44,919 --> 00:05:49,560
+just mural and stickies right it has to
+
+129
+00:05:47,039 --> 00:05:53,160
+be under that feature but if I want to
+
+130
+00:05:49,560 --> 00:05:55,759
+make this item more important uh uh less
+
+131
+00:05:53,160 --> 00:05:58,319
+important than this item here I want to
+
+132
+00:05:55,759 --> 00:06:01,000
+drag it below this item and suddenly if
+
+133
+00:05:58,319 --> 00:06:03,520
+I drop this I now changed the parent
+
+134
+00:06:01,000 --> 00:06:05,759
+child relationship from feature one to
+
+135
+00:06:03,520 --> 00:06:08,479
+feature 2 and this is a feature one
+
+136
+00:06:05,759 --> 00:06:11,240
+element not a feature 2 element and that
+
+137
+00:06:08,479 --> 00:06:14,720
+doesn't make any sense so I need to go
+
+138
+00:06:11,240 --> 00:06:17,120
+put that back so when we manage our work
+
+139
+00:06:14,720 --> 00:06:19,160
+and we're trying to actively manage
+
+140
+00:06:17,120 --> 00:06:21,880
+what's going on here it it tends to make
+
+141
+00:06:19,160 --> 00:06:25,840
+it a little bit more difficult
+
+142
+00:06:21,880 --> 00:06:28,520
+to visualize to engage with with the
+
+143
+00:06:25,840 --> 00:06:30,360
+work what we really want is we want to
+
+144
+00:06:28,520 --> 00:06:33,080
+turn we want people to turn off the
+
+145
+00:06:30,360 --> 00:06:35,560
+parents and manage the backlog as a
+
+146
+00:06:33,080 --> 00:06:37,840
+backlog not as a hierarchy so they're
+
+147
+00:06:35,560 --> 00:06:40,960
+dragging and dropping things within here
+
+148
+00:06:37,840 --> 00:06:44,000
+they're ordering this list um and
+
+149
+00:06:40,960 --> 00:06:47,759
+creating a view that makes sense just
+
+150
+00:06:44,000 --> 00:06:52,400
+for them so the main problems with a
+
+151
+00:06:47,759 --> 00:06:54,759
+backlog uh hierarchy are the what first
+
+152
+00:06:52,400 --> 00:06:57,440
+one is the tendency
+
+153
+00:06:54,759 --> 00:07:01,080
+towards ending up with a work breakdown
+
+154
+00:06:57,440 --> 00:07:04,039
+structure um the other tenden is to not
+
+155
+00:07:01,080 --> 00:07:06,240
+order your backlog because it changes
+
+156
+00:07:04,039 --> 00:07:08,240
+that parent child relationship and its
+
+157
+00:07:06,240 --> 00:07:10,919
+effort to switch between the different
+
+158
+00:07:08,240 --> 00:07:12,520
+different views it's even more so on on
+
+159
+00:07:10,919 --> 00:07:14,680
+stickies on a whiteboard right because
+
+160
+00:07:12,520 --> 00:07:16,440
+you you have that fixed view you can't
+
+161
+00:07:14,680 --> 00:07:20,319
+pivot that display that you like you can
+
+162
+00:07:16,440 --> 00:07:22,400
+in tools and the last uh element that is
+
+163
+00:07:20,319 --> 00:07:25,120
+difficult is parent child relationships
+
+164
+00:07:22,400 --> 00:07:27,720
+are one parent many children within the
+
+165
+00:07:25,120 --> 00:07:30,960
+context of almost all all tooling it's a
+
+166
+00:07:27,720 --> 00:07:33,240
+tree structure um and that inhibits our
+
+167
+00:07:30,960 --> 00:07:36,080
+ability to have an item that goes on our
+
+168
+00:07:33,240 --> 00:07:38,560
+backlog that has many parents a many to
+
+169
+00:07:36,080 --> 00:07:40,080
+many relationship right um I might have
+
+170
+00:07:38,560 --> 00:07:42,120
+a thing that I put in my backlog that
+
+171
+00:07:40,080 --> 00:07:43,680
+enables five different features and then
+
+172
+00:07:42,120 --> 00:07:45,479
+that becomes quite an important thing to
+
+173
+00:07:43,680 --> 00:07:47,360
+work on because it enables these five
+
+174
+00:07:45,479 --> 00:07:49,000
+different features or is the first
+
+175
+00:07:47,360 --> 00:07:51,720
+foundation for these five different
+
+176
+00:07:49,000 --> 00:07:54,000
+features and it's very difficult to
+
+177
+00:07:51,720 --> 00:07:56,800
+represent that when we have that
+
+178
+00:07:54,000 --> 00:07:59,960
+breakdown structure from epic to feature
+
+179
+00:07:56,800 --> 00:08:01,360
+or high level item to Next Level item
+
+180
+00:07:59,960 --> 00:08:04,240
+uh to backlog
+
+181
+00:08:01,360 --> 00:08:07,039
+item so how can we think differently so
+
+182
+00:08:04,240 --> 00:08:09,360
+that we don't have this problem um what
+
+183
+00:08:07,039 --> 00:08:11,440
+we want to be able to do when we're
+
+184
+00:08:09,360 --> 00:08:14,800
+thinking about our PCT backlog is we
+
+185
+00:08:11,440 --> 00:08:18,639
+want to think about it as a flat list it
+
+186
+00:08:14,800 --> 00:08:21,840
+always should be a flat list and each
+
+187
+00:08:18,639 --> 00:08:23,759
+item has additional context that
+
+188
+00:08:21,840 --> 00:08:26,199
+additional context should be able to be
+
+189
+00:08:23,759 --> 00:08:27,520
+visualized in various ways depending on
+
+190
+00:08:26,199 --> 00:08:30,440
+the tooling that you're that you're
+
+191
+00:08:27,520 --> 00:08:33,479
+using whether you're using a a Hub uh
+
+192
+00:08:30,440 --> 00:08:35,599
+gitlab Azure devops or jira the tooling
+
+193
+00:08:33,479 --> 00:08:38,519
+will allow you to create some of those
+
+194
+00:08:35,599 --> 00:08:40,839
+visualizations those pivots on the data
+
+195
+00:08:38,519 --> 00:08:42,800
+without actually having a hierarchy
+
+196
+00:08:40,839 --> 00:08:45,200
+parent child relationships that's the
+
+197
+00:08:42,800 --> 00:08:47,680
+primary way to do that so I'm going to
+
+198
+00:08:45,200 --> 00:08:49,200
+show you how to do this in Azure devops
+
+199
+00:08:47,680 --> 00:08:52,120
+I have an example set up here I'm just
+
+200
+00:08:49,200 --> 00:08:55,399
+going to use the same uh team and I have
+
+201
+00:08:52,120 --> 00:08:58,160
+a bunch of things in uh my back hook
+
+202
+00:08:55,399 --> 00:09:00,440
+here if you ignore that effort uh column
+
+203
+00:08:58,160 --> 00:09:02,120
+there I will we'll just remove it
+
+204
+00:09:00,440 --> 00:09:04,040
+because it's inconsequential for what
+
+205
+00:09:02,120 --> 00:09:06,800
+we're talking about
+
+206
+00:09:04,040 --> 00:09:09,200
+here so one of the things uh that we're
+
+207
+00:09:06,800 --> 00:09:12,079
+we're interested in in this uh list this
+
+208
+00:09:09,200 --> 00:09:14,720
+is going to be a flat list um that we're
+
+209
+00:09:12,079 --> 00:09:16,360
+going to order but there might be
+
+210
+00:09:14,720 --> 00:09:18,760
+additional things that we want to take
+
+211
+00:09:16,360 --> 00:09:21,839
+care of so if you remember um we had a
+
+212
+00:09:18,760 --> 00:09:25,800
+bunch of things that had uh features
+
+213
+00:09:21,839 --> 00:09:30,320
+assigned to them so what I can uh do is
+
+214
+00:09:25,800 --> 00:09:31,440
+I can turn on the parents again
+
+215
+00:09:30,320 --> 00:09:33,160
+and what I'm going to do is I'm going to
+
+216
+00:09:31,440 --> 00:09:35,800
+get rid of those those those parent
+
+217
+00:09:33,160 --> 00:09:39,800
+relationships and I'm just going to do
+
+218
+00:09:35,800 --> 00:09:42,560
+uh tag ad and I'm going to cheat and I'm
+
+219
+00:09:39,800 --> 00:09:46,160
+just going to call it feature
+
+220
+00:09:42,560 --> 00:09:47,320
+one use feature one and I'm going to
+
+221
+00:09:46,160 --> 00:09:50,000
+call this one feature two I'm going to
+
+222
+00:09:47,320 --> 00:09:50,000
+ignore feature
+
+223
+00:09:50,120 --> 00:09:54,839
+three tag
+
+224
+00:09:52,800 --> 00:09:57,920
+ad
+
+225
+00:09:54,839 --> 00:10:01,079
+now tags need to be a little bit more
+
+226
+00:09:57,920 --> 00:10:04,240
+deliberate you can control both the
+
+227
+00:10:01,079 --> 00:10:05,000
+ability for people to create tags uh
+
+228
+00:10:04,240 --> 00:10:07,160
+that's
+
+229
+00:10:05,000 --> 00:10:09,279
+pre-moderation or you can use a post
+
+230
+00:10:07,160 --> 00:10:11,600
+moderation technique there is a plugin
+
+231
+00:10:09,279 --> 00:10:15,120
+on the store you can see it's got
+
+232
+00:10:11,600 --> 00:10:18,760
+28,000 uh installs across TFS and asure
+
+233
+00:10:15,120 --> 00:10:22,399
+devops um this allows you to actively
+
+234
+00:10:18,760 --> 00:10:25,480
+post moderate those tags so activities
+
+235
+00:10:22,399 --> 00:10:27,920
+like merging tags filtering tags uh uh
+
+236
+00:10:25,480 --> 00:10:29,839
+managing things you can do to manage uh
+
+237
+00:10:27,920 --> 00:10:33,000
+manage those tasks this work po across
+
+238
+00:10:29,839 --> 00:10:35,800
+TFS and as your devops I'm sure there is
+
+239
+00:10:33,000 --> 00:10:38,279
+the same story in other platforms as
+
+240
+00:10:35,800 --> 00:10:40,560
+well whether you're using GitHub gitlab
+
+241
+00:10:38,279 --> 00:10:44,639
+or
+
+242
+00:10:40,560 --> 00:10:47,240
+jira so now I have a feature assigned to
+
+243
+00:10:44,639 --> 00:10:49,959
+each work item I can easily open a work
+
+244
+00:10:47,240 --> 00:10:53,000
+item I can see that it's to do with a
+
+245
+00:10:49,959 --> 00:10:57,160
+particular feature or capability um I
+
+246
+00:10:53,000 --> 00:11:00,800
+could even link to that uh capability as
+
+247
+00:10:57,160 --> 00:11:02,680
+a a link to a Wiki page so I could link
+
+248
+00:11:00,800 --> 00:11:04,519
+to an existing item here and just pick a
+
+249
+00:11:02,680 --> 00:11:06,880
+hyperlink and go to a Wiki page some
+
+250
+00:11:04,519 --> 00:11:08,800
+kind of documentation on what this is uh
+
+251
+00:11:06,880 --> 00:11:13,519
+but what I ultimately want to be doing
+
+252
+00:11:08,800 --> 00:11:16,320
+is managing this flat list of work items
+
+253
+00:11:13,519 --> 00:11:18,680
+so that I can say that any item is more
+
+254
+00:11:16,320 --> 00:11:21,800
+important than any other item whether
+
+255
+00:11:18,680 --> 00:11:24,000
+it's feature one feature two I can
+
+256
+00:11:21,800 --> 00:11:26,720
+intermingle all of those things between
+
+257
+00:11:24,000 --> 00:11:29,880
+feature one and feature two to best
+
+258
+00:11:26,720 --> 00:11:33,399
+represent the business order and
+
+259
+00:11:29,880 --> 00:11:37,839
+business priority of my product backlog
+
+260
+00:11:33,399 --> 00:11:39,880
+so this is not um implying that this is
+
+261
+00:11:37,839 --> 00:11:42,120
+the order that we're going to select
+
+262
+00:11:39,880 --> 00:11:44,399
+items in this doesn't mean that this the
+
+263
+00:11:42,120 --> 00:11:47,440
+team is going to say well we think we
+
+264
+00:11:44,399 --> 00:11:49,880
+can do five item in the next 14 days
+
+265
+00:11:47,440 --> 00:11:52,920
+these or 10 items these 10 items are
+
+266
+00:11:49,880 --> 00:11:55,200
+ready that that's that's not how that's
+
+267
+00:11:52,920 --> 00:11:59,440
+supposed to happen uh what a team would
+
+268
+00:11:55,200 --> 00:12:01,680
+do is on each Cadence where it's
+
+269
+00:11:59,440 --> 00:12:06,399
+marketing where it's either replenishing
+
+270
+00:12:01,680 --> 00:12:08,200
+the ready Q in kamban or they're uh
+
+271
+00:12:06,399 --> 00:12:10,720
+doing their Sprint planning they're
+
+272
+00:12:08,200 --> 00:12:14,320
+going to make a a a
+
+273
+00:12:10,720 --> 00:12:16,519
+decision on how much work are we going
+
+274
+00:12:14,320 --> 00:12:20,519
+to take in from the from the priority
+
+275
+00:12:16,519 --> 00:12:23,040
+list versus um how much other work do we
+
+276
+00:12:20,519 --> 00:12:26,199
+have perhaps there's some uh long
+
+277
+00:12:23,040 --> 00:12:28,120
+running engineering work that's going on
+
+278
+00:12:26,199 --> 00:12:30,040
+that has to happen behind the scenes
+
+279
+00:12:28,120 --> 00:12:32,399
+that the customer do doesn't really care
+
+280
+00:12:30,040 --> 00:12:34,240
+about in the short term but in the long
+
+281
+00:12:32,399 --> 00:12:36,600
+term it's going to provide them with a a
+
+282
+00:12:34,240 --> 00:12:38,160
+huge amount of value so those items are
+
+283
+00:12:36,600 --> 00:12:41,839
+going to be brought into the Sprint are
+
+284
+00:12:38,160 --> 00:12:45,399
+going to be prioritized um in that same
+
+285
+00:12:41,839 --> 00:12:46,839
+way as these other uh business items you
+
+286
+00:12:45,399 --> 00:12:49,040
+may even add them to your product
+
+287
+00:12:46,839 --> 00:12:51,519
+backlog I don't have any of them in here
+
+288
+00:12:49,040 --> 00:12:53,160
+although it it does seem like that cuz
+
+289
+00:12:51,519 --> 00:12:55,880
+there things like review application
+
+290
+00:12:53,160 --> 00:12:58,680
+architecture but that's for the um
+
+291
+00:12:55,880 --> 00:13:00,440
+product that is referencing um and then
+
+292
+00:12:58,680 --> 00:13:03,079
+when I'm looking at this list I might
+
+293
+00:13:00,440 --> 00:13:05,959
+want to filter and understand what's
+
+294
+00:13:03,079 --> 00:13:08,120
+going on with with certain items so what
+
+295
+00:13:05,959 --> 00:13:10,680
+I can do is I can hit this filter uh
+
+296
+00:13:08,120 --> 00:13:12,680
+button here uh and one way to filter
+
+297
+00:13:10,680 --> 00:13:16,160
+would be to use the tags that we created
+
+298
+00:13:12,680 --> 00:13:17,760
+so I can say uh here's uh feature one uh
+
+299
+00:13:16,160 --> 00:13:19,800
+here's all I didn't do the feature one
+
+300
+00:13:17,760 --> 00:13:22,880
+very well did I um here's all the
+
+301
+00:13:19,800 --> 00:13:25,800
+feature 2 items and feature one uh
+
+302
+00:13:22,880 --> 00:13:29,120
+here's just the feature 2 items I can
+
+303
+00:13:25,800 --> 00:13:31,880
+also look at for example all of the risk
+
+304
+00:13:29,120 --> 00:13:35,560
+RIS Guardian items so if I pick risk
+
+305
+00:13:31,880 --> 00:13:37,760
+Guardian which is one of the projects
+
+306
+00:13:35,560 --> 00:13:41,480
+that is represented in here so I'm using
+
+307
+00:13:37,760 --> 00:13:43,800
+tags to not only represent the the the
+
+308
+00:13:41,480 --> 00:13:46,040
+features that we might be working on and
+
+309
+00:13:43,800 --> 00:13:47,760
+delivering uh some of those features
+
+310
+00:13:46,040 --> 00:13:50,800
+might go
+
+311
+00:13:47,760 --> 00:13:53,680
+across um applications that we're
+
+312
+00:13:50,800 --> 00:13:55,560
+building um but we're also able to
+
+313
+00:13:53,680 --> 00:13:58,079
+filter this by the application that
+
+314
+00:13:55,560 --> 00:13:59,720
+we're building so I can very clearly see
+
+315
+00:13:58,079 --> 00:14:01,800
+that these are the items that are part
+
+316
+00:13:59,720 --> 00:14:04,079
+of feature 2 that are part of this
+
+317
+00:14:01,800 --> 00:14:06,639
+application um but these three items
+
+318
+00:14:04,079 --> 00:14:09,480
+down here are not part of feature 2 uh
+
+319
+00:14:06,639 --> 00:14:13,040
+for that for that application uh so I'm
+
+320
+00:14:09,480 --> 00:14:16,279
+able to very easily change my filter and
+
+321
+00:14:13,040 --> 00:14:19,440
+say risk guardian and feature 2 and I
+
+322
+00:14:16,279 --> 00:14:21,720
+can effectively Matrix and filter what
+
+323
+00:14:19,440 --> 00:14:25,360
+I'm looking at to see what I might want
+
+324
+00:14:21,720 --> 00:14:28,079
+to take on into the the next Sprint uh
+
+325
+00:14:25,360 --> 00:14:29,680
+so in Azure devops uh I might even do
+
+326
+00:14:28,079 --> 00:14:32,360
+some little bit of plan
+
+327
+00:14:29,680 --> 00:14:36,399
+and there's my future Sprints for this
+
+328
+00:14:32,360 --> 00:14:39,480
+team um and I'm just going to do some
+
+329
+00:14:36,399 --> 00:14:42,680
+arbitrary uh uh uh forward forward
+
+330
+00:14:39,480 --> 00:14:44,639
+forecasting I'm not using a tool here uh
+
+331
+00:14:42,680 --> 00:14:46,839
+uh to do probabilistic forecasting but
+
+332
+00:14:44,639 --> 00:14:49,399
+I'm just taking a guess which is very
+
+333
+00:14:46,839 --> 00:14:52,959
+much a bad way to do it uh but you can
+
+334
+00:14:49,399 --> 00:14:55,480
+see on this list the actual order of
+
+335
+00:14:52,959 --> 00:14:59,079
+these items on the backlog and I'm not
+
+336
+00:14:55,480 --> 00:15:02,000
+able to reorder those items because
+
+337
+00:14:59,079 --> 00:15:03,720
+because I don't have that full uh uh uh
+
+338
+00:15:02,000 --> 00:15:05,920
+list of items cuz we're filtering right
+
+339
+00:15:03,720 --> 00:15:08,399
+it disables that ability to order but I
+
+340
+00:15:05,920 --> 00:15:11,680
+can still go in here and move to a
+
+341
+00:15:08,399 --> 00:15:14,199
+certain position um within this uh list
+
+342
+00:15:11,680 --> 00:15:16,199
+so I can say move to it's 25 I want to
+
+343
+00:15:14,199 --> 00:15:19,279
+move it to about eight move to eight and
+
+344
+00:15:16,199 --> 00:15:20,639
+then we can go fine tune that later uh
+
+345
+00:15:19,279 --> 00:15:23,000
+but here you're seeing there's one item
+
+346
+00:15:20,639 --> 00:15:25,320
+that's really important um for risk
+
+347
+00:15:23,000 --> 00:15:26,560
+Guardian here uh at four and then these
+
+348
+00:15:25,320 --> 00:15:29,120
+things are a little bit further down the
+
+349
+00:15:26,560 --> 00:15:31,959
+chain but we're going to create a Sprint
+
+350
+00:15:29,120 --> 00:15:33,680
+plan around risk Guardian because it's
+
+351
+00:15:31,959 --> 00:15:36,560
+been deemed fairly important for the
+
+352
+00:15:33,680 --> 00:15:39,560
+business um and feature two is more
+
+353
+00:15:36,560 --> 00:15:42,079
+important uh than things that are not
+
+354
+00:15:39,560 --> 00:15:44,720
+featured to but risk Guardian also
+
+355
+00:15:42,079 --> 00:15:47,199
+important so I'm creating this filter uh
+
+356
+00:15:44,720 --> 00:15:49,920
+to see what it is we're going to take we
+
+357
+00:15:47,199 --> 00:15:51,839
+can take about 20 things into the Sprint
+
+358
+00:15:49,920 --> 00:15:56,240
+uh but we only really want to take maybe
+
+359
+00:15:51,839 --> 00:15:58,319
+five things um for our uh Sprint goal
+
+360
+00:15:56,240 --> 00:15:59,839
+which is going to be around feature two
+
+361
+00:15:58,319 --> 00:16:02,519
+and risk Ian we're going to create a
+
+362
+00:15:59,839 --> 00:16:04,839
+story around that so what I might do is
+
+363
+00:16:02,519 --> 00:16:07,120
+take a little look across these items
+
+364
+00:16:04,839 --> 00:16:08,160
+and say well this this item's great that
+
+365
+00:16:07,120 --> 00:16:10,279
+we're going to need to do that that's
+
+366
+00:16:08,160 --> 00:16:11,680
+going to come in and then we've got yeah
+
+367
+00:16:10,279 --> 00:16:13,920
+that's not as interesting that feature
+
+368
+00:16:11,680 --> 00:16:15,519
+one but it should really be part of this
+
+369
+00:16:13,920 --> 00:16:18,199
+even though feature 2 is currently more
+
+370
+00:16:15,519 --> 00:16:20,720
+important than feature one uh and this
+
+371
+00:16:18,199 --> 00:16:23,639
+one and this one so that's three need a
+
+372
+00:16:20,720 --> 00:16:25,000
+fourth one this one's not as useful yet
+
+373
+00:16:23,639 --> 00:16:26,800
+but this is much more useful so we're
+
+374
+00:16:25,000 --> 00:16:29,959
+going to take that one and now I can
+
+375
+00:16:26,800 --> 00:16:31,560
+drag these into the next Sprint there we
+
+376
+00:16:29,959 --> 00:16:34,319
+go they've all been assigned to that
+
+377
+00:16:31,560 --> 00:16:35,839
+Sprint you can see that in there um and
+
+378
+00:16:34,319 --> 00:16:37,440
+that's that's our plan we could have
+
+379
+00:16:35,839 --> 00:16:38,920
+done this in Sprint planning we could
+
+380
+00:16:37,440 --> 00:16:40,319
+have done this in refinement and then
+
+381
+00:16:38,920 --> 00:16:42,519
+we're going to review it in Sprint
+
+382
+00:16:40,319 --> 00:16:44,480
+planning like we're going to take about
+
+383
+00:16:42,519 --> 00:16:46,279
+20 things into this Sprint but here's
+
+384
+00:16:44,480 --> 00:16:48,120
+the five that we think are to do with
+
+385
+00:16:46,279 --> 00:16:50,360
+the next goal we might get more
+
+386
+00:16:48,120 --> 00:16:52,720
+information at the review but we can we
+
+387
+00:16:50,360 --> 00:16:55,639
+can we can adapt this this is not
+
+388
+00:16:52,720 --> 00:16:57,839
+setting Stone this is just a a best
+
+389
+00:16:55,639 --> 00:16:59,199
+guess at this moment in time what we
+
+390
+00:16:57,839 --> 00:17:01,839
+think would be a good idea here for
+
+391
+00:16:59,199 --> 00:17:03,319
+Sprint one as we get nearer to Sprint
+
+392
+00:17:01,839 --> 00:17:05,640
+one
+
+393
+00:17:03,319 --> 00:17:08,039
+starting so there I've been able to do
+
+394
+00:17:05,640 --> 00:17:12,520
+that with filtering so if I remove that
+
+395
+00:17:08,039 --> 00:17:15,559
+filter you'll see those Sprint one items
+
+396
+00:17:12,520 --> 00:17:18,000
+there are not next to each other in the
+
+397
+00:17:15,559 --> 00:17:20,919
+product backlog because we're using the
+
+398
+00:17:18,000 --> 00:17:23,480
+order of the product backlog to inform
+
+399
+00:17:20,919 --> 00:17:26,959
+but not control the contents of our
+
+400
+00:17:23,480 --> 00:17:29,080
+backlog with a focus on value and we
+
+401
+00:17:26,959 --> 00:17:33,200
+made the decision about what items we're
+
+402
+00:17:29,080 --> 00:17:37,200
+going to bring into the Sprint based on
+
+403
+00:17:33,200 --> 00:17:40,000
+multiple um vectors of information one
+
+404
+00:17:37,200 --> 00:17:42,039
+was the the the the projects right so
+
+405
+00:17:40,000 --> 00:17:45,640
+here I've got risk Guardian Insight
+
+406
+00:17:42,039 --> 00:17:47,840
+Ledger uh Unity Erp there are various
+
+407
+00:17:45,640 --> 00:17:51,120
+various maybe we're integrating into
+
+408
+00:17:47,840 --> 00:17:53,640
+other systems right um we've got various
+
+409
+00:17:51,120 --> 00:17:56,280
+projects that are going on that are
+
+410
+00:17:53,640 --> 00:17:58,320
+managed by other people we're delivering
+
+411
+00:17:56,280 --> 00:17:59,480
+um the value and we've got a bunch of
+
+412
+00:17:58,320 --> 00:18:02,000
+features
+
+413
+00:17:59,480 --> 00:18:04,799
+which are a different way of grouping
+
+414
+00:18:02,000 --> 00:18:06,600
+the contents not based on project um and
+
+415
+00:18:04,799 --> 00:18:08,880
+we actually have there's another Vector
+
+416
+00:18:06,600 --> 00:18:14,039
+in here that we didn't really talk about
+
+417
+00:18:08,880 --> 00:18:16,320
+um which is the stage of uh um each of
+
+418
+00:18:14,039 --> 00:18:18,799
+those uh pieces of work so what's what's
+
+419
+00:18:16,320 --> 00:18:20,880
+the main topic of those pieces of work
+
+420
+00:18:18,799 --> 00:18:24,200
+uh that is independent of feature and
+
+421
+00:18:20,880 --> 00:18:27,360
+independent of project uh going on
+
+422
+00:18:24,200 --> 00:18:29,559
+within the bounds of our product that
+
+423
+00:18:27,360 --> 00:18:32,520
+we're delivering here which looks like
+
+424
+00:18:29,559 --> 00:18:37,480
+an integration tool so hopefully this
+
+425
+00:18:32,520 --> 00:18:41,320
+was a useful view of um how we can move
+
+426
+00:18:37,480 --> 00:18:44,840
+away from a hierarchical work breakdown
+
+427
+00:18:41,320 --> 00:18:49,240
+structure towards something that is more
+
+428
+00:18:44,840 --> 00:18:51,559
+flexible that is more usable and more
+
+429
+00:18:49,240 --> 00:18:54,240
+effective if you are struggling to move
+
+430
+00:18:51,559 --> 00:18:56,480
+away from a Project based work breakdown
+
+431
+00:18:54,240 --> 00:18:59,080
+structure for visualizing your backlog
+
+432
+00:18:56,480 --> 00:19:01,280
+we can help you we have Consulting
+
+433
+00:18:59,080 --> 00:19:03,840
+coaching and Mentor programs that can
+
+434
+00:19:01,280 --> 00:19:06,320
+help Kickstart your company's ability to
+
+435
+00:19:03,840 --> 00:19:08,640
+manage your work actively and focus on
+
+436
+00:19:06,320 --> 00:19:11,120
+the value that your business needs get
+
+437
+00:19:08,640 --> 00:19:11,120
+in touch
+
+438
+00:19:13,960 --> 00:19:16,960
+below
+
+
diff --git a/site/content/resources/videos/youtube/ZBb8OZ0I6qA/index.captions.en.md b/site/content/resources/videos/youtube/ZBb8OZ0I6qA/index.captions.en.md
new file mode 100644
index 000000000..dfccb0aba
--- /dev/null
+++ b/site/content/resources/videos/youtube/ZBb8OZ0I6qA/index.captions.en.md
@@ -0,0 +1,25 @@
+You can't order a hierarchy. In this video, I'm going to demonstrate why hierarchies in backlog management inhibit the ability for us to manage them effectively and how we can think about backlog differently. My name is Martin Hinwood. I'm a professional Scrum trainer with Scrum.org, a professional Kanban trainer with Pro Kanban, and I've been a Microsoft MVP in DevOps for 15 years. A backlog is just a list of things you're going to do, but backlogs have some special characteristics. One of those main characteristics is that it's ordered in some way. You still need to decide how it's ordered, but your backlog should have an order, i.e., there's a distinct first item, second item, third item. There are no items in your backlog that have exactly the same level; therefore, it is a flat list of what it is we're going to do next or what the most important thing is. The order of the backlog informs but does not control the selection of the work that the team is going to work on at any time. There may be other things that come into that story at selection time, not just what of the most important things that are there. There might be other implications in technology, the state of the product, other things that are going on that we need to consider as we move through our product.
+
+So why is hierarchy a problem? The most common thing that you see in teams is, depending on the product they're using to manage their backlog, they might have epics break down into features, break down into stories or backlog items. They might have features break down into epics, break down into backlog items. You might have any number of other things going on. You might have initiatives that break down into something that break down into the theme. Here is that you've got things that break down into other things, i.e., a parent-child relationship. If you have a parent-child relationship in a tool, it's very difficult to manage it in a way that allows us to use that context without that context inhibiting our ability to do stuff in the tool. So I'm going to show some examples, and this is also not just a tooling issue but a mindset issue as well. If you're thinking about your work as a parent-child relationship, the tendency, the easy thing that happens is that we end up with a work breakdown structure, which is not effective because ultimately it's not value-focused, and that's what we're trying to achieve. All of agile, whether you're using a specific agile framework or you're trying to follow the agile manifesto or you're thinking about lean and Kanban, any of these things is focusing on the flow of value through your system. So if you're focused on the flow of value through the system, you need to be focused on the value. If you're focused on the work breakdown, you tend not to be focused on value; you tend to be focused on delivering more stuff.
+
+So that's the tendency. But what's the relationship that makes it difficult in hierarchies? So I've created a demo here to show what the problem is. In this example, I'm just going to use Azure DevOps; that's my tool of choice, that's my preference, but this could be any tool, including just a mural with backlog items. So here I've got three features: feature one, feature two, feature three, and the intent of this tool is that features work at a different level from backlog items, and they inform but do not control the next level down. But the reality is that they do control the next level down because most people use this kind of view to see what's going on. So you're looking at features breaking down into backlog items here, and perhaps those backlog items break down into tasks: task one, save that. Oh, I need to close it now. I made two, don't save that one. So now I've got this hierarchy, this work breakdown structure towards this item, and then the tendency is to use this view and to put little progress bars and whatever you want on this view, and you end up with what looks a little bit like a project status report. That's the tendency when you use these types of views. With huge amounts of discipline on your team, you can certainly avoid this, but I find that that's not the case for the majority of encounters that I've had with teams that are doing this.
+
+The other thing that makes it very difficult is that if I want to make one item more important than another item because I'm looking at this view, I actually tend to only make things important or not important inside of the scope of the feature because I can still drag and drop inside of here and order that hierarchy, same as if you were using just mural and stickies. It has to be under that feature. But if I want to make this item more important or less important than this item here, I want to drag it below this item, and suddenly if I drop this, I now changed the parent-child relationship from feature one to feature two, and this is a feature one element, not a feature two element, and that doesn't make any sense. So I need to go put that back. So when we manage our work and we're trying to actively manage what's going on here, it tends to make it a little bit more difficult to visualize, to engage with the work. What we really want is we want people to turn off the parents and manage the backlog as a backlog, not as a hierarchy. So they're dragging and dropping things within here, they're ordering this list, and creating a view that makes sense just for them.
+
+So the main problems with a backlog hierarchy are the first one is the tendency towards ending up with a work breakdown structure. The other tendency is to not order your backlog because it changes that parent-child relationship, and it's effort to switch between the different views. It's even more so on stickies on a whiteboard, right? Because you have that fixed view; you can't pivot that display that you like you can in tools. The last element that is difficult is parent-child relationships are one parent, many children within the context of almost all tooling. It's a tree structure, and that inhibits our ability to have an item that goes on our backlog that has many parents, a many-to-many relationship. I might have a thing that I put in my backlog that enables five different features, and then that becomes quite an important thing to work on because it enables these five different features or is the first foundation for these five different features, and it's very difficult to represent that when we have that breakdown structure from epic to feature or high-level item to next-level item to backlog item.
+
+So how can we think differently so that we don't have this problem? What we want to be able to do when we're thinking about our product backlog is we want to think about it as a flat list. It always should be a flat list, and each item has additional context. That additional context should be able to be visualised in various ways depending on the tooling that you're using, whether you're using a hub, GitLab, Azure DevOps, or Jira. The tooling will allow you to create some of those visualisations, those pivots on the data without actually having a hierarchy, parent-child relationships. That's the primary way to do that. So I'm going to show you how to do this in Azure DevOps. I have an example set up here. I'm just going to use the same team, and I have a bunch of things in my backlog here. If you ignore that effort column there, I will just remove it because it's inconsequential for what we're talking about here.
+
+So one of the things that we're interested in in this list is going to be a flat list that we're going to order, but there might be additional things that we want to take care of. So if you remember, we had a bunch of things that had features assigned to them. So what I can do is I can turn on the parents again, and what I'm going to do is I'm going to get rid of those parent relationships, and I'm just going to do a tag ad, and I'm going to cheat, and I'm just going to call it feature one, use feature one, and I'm going to call this one feature two. I'm going to ignore feature three, tag ad. Now tags need to be a little bit more deliberate. You can control both the ability for people to create tags; that's pre-moderation, or you can use a post-moderation technique. There is a plugin on the store; you can see it's got 28,000 installs across TFS and Azure DevOps. This allows you to actively post-moderate those tags, so activities like merging tags, filtering tags, managing things you can do to manage those tasks across TFS and Azure DevOps. I'm sure there is the same story in other platforms as well, whether you're using GitHub, GitLab, or Jira.
+
+So now I have a feature assigned to each work item. I can easily open a work item. I can see that it's to do with a particular feature or capability. I could even link to that capability as a link to a wiki page, so I could link to an existing item here and just pick a hyperlink and go to a wiki page, some kind of documentation on what this is. But what I ultimately want to be doing is managing this flat list of work items so that I can say that any item is more important than any other item, whether it's feature one or feature two. I can intermingle all of those things between feature one and feature two to best represent the business order and business priority of my product backlog. So this is not implying that this is the order that we're going to select items in. This doesn't mean that the team is going to say, "Well, we think we can do five items in the next 14 days." These or ten items, these ten items are ready. That's not how that's supposed to happen. What a team would do is on each cadence, whether it's marketing, whether it's either replenishing the ready queue in Kanban, or they're doing their sprint planning, they're going to make a decision on how much work are we going to take in from the priority list versus how much other work do we have. Perhaps there's some long-running engineering work that's going on that has to happen behind the scenes that the customer doesn't really care about in the short term, but in the long term, it's going to provide them with a huge amount of value. So those items are going to be brought into the sprint, are going to be prioritised in that same way as these other business items. You may even add them to your product backlog. I don't have any of them in here, although it does seem like that because there are things like reviewing application architecture, but that's for the product that is referencing.
+
+When I'm looking at this list, I might want to filter and understand what's going on with certain items. So what I can do is I can hit this filter button here, and one way to filter would be to use the tags that we created. So I can say, "Here's feature one," and here's all the feature two items. And feature one, here's just the feature two items. I can also look at, for example, all of the risk guardian items. So if I pick risk guardian, which is one of the projects that is represented in here, so I'm using tags to not only represent the features that we might be working on and delivering. Some of those features might go across applications that we're building, but we're also able to filter this by the application that we're building. So I can very clearly see that these are the items that are part of feature two that are part of this application, but these three items down here are not part of feature two for that application. So I'm able to very easily change my filter and say risk guardian and feature two, and I can effectively matrix and filter what I'm looking at to see what I might want to take on into the next sprint.
+
+In Azure DevOps, I might even do a little bit of planning, and there's my future sprints for this team. I'm just going to do some arbitrary forward forecasting. I'm not using a tool here to do probabilistic forecasting, but I'm just taking a guess, which is very much a bad way to do it. But you can see on this list the actual order of these items on the backlog, and I'm not able to reorder those items because I don't have that full list of items because we're filtering. It disables that ability to order, but I can still go in here and move to a certain position within this list. So I can say move to, it's 25. I want to move it to about eight, move to eight, and then we can go fine-tune that later. But here you're seeing there's one item that's really important for risk guardian here at four, and then these things are a little bit further down the chain. But we're going to create a sprint plan around risk guardian because it's been deemed fairly important for the business, and feature two is more important than things that are not feature two. But risk guardian is also important, so I'm creating this filter to see what it is we're going to take. We can take about 20 things into the sprint, but we only really want to take maybe five things for our sprint goal, which is going to be around feature two and risk guardian. We're going to create a story around that.
+
+So what I might do is take a little look across these items and say, "Well, this item's great; we're going to need to do that. That's going to come in." And then we've got, "Yeah, that's not as interesting, that feature one, but it should really be part of this," even though feature two is currently more important than feature one. And this one, and this one, so that's three. I need a fourth one. This one's not as useful yet, but this is much more useful, so we're going to take that one. And now I can drag these into the next sprint. There we go, they've all been assigned to that sprint. You can see that in there, and that's our plan. We could have done this in sprint planning; we could have done this in refinement, and then we're going to review it in sprint planning. Like we're going to take about 20 things into this sprint, but here's the five that we think are to do with the next goal. We might get more information at the review, but we can adapt this. This is not set in stone; this is just a best guess at this moment in time what we think would be a good idea here for sprint one as we get nearer to sprint one starting.
+
+So there I've been able to do that with filtering. So if I remove that filter, you'll see those sprint one items are not next to each other in the product backlog because we're using the order of the product backlog to inform but not control the contents of our backlog with a focus on value. And we made the decision about what items we're going to bring into the sprint based on multiple vectors of information. One was the projects, right? So here I've got risk guardian, insight ledger, unity ERP. There are various, maybe we're integrating into other systems, right? We've got various projects that are going on that are managed by other people. We're delivering the value, and we've got a bunch of features, which are a different way of grouping the contents, not based on project. We actually have, there's another vector in here that we didn't really talk about, which is the stage of each of those pieces of work. So what's the main topic of those pieces of work that is independent of feature and independent of project going on within the bounds of our product that we're delivering here, which looks like an integration tool.
+
+So hopefully, this was a useful view of how we can move away from a hierarchical work breakdown structure towards something that is more flexible, that is more usable, and more effective. If you are struggling to move away from a project-based work breakdown structure for visualising your backlog, we can help you. We have consulting, coaching, and mentor programmes that can help kickstart your company's ability to manage your work actively and focus on the value that your business needs. Get in touch below.
\ No newline at end of file
diff --git a/site/content/resources/videos/youtube/ZQu2uSt1xxk/data.captions.en.srt b/site/content/resources/videos/youtube/ZQu2uSt1xxk/data.captions.en.srt
new file mode 100644
index 000000000..4976097c3
--- /dev/null
+++ b/site/content/resources/videos/youtube/ZQu2uSt1xxk/data.captions.en.srt
@@ -0,0 +1,157 @@
+1
+00:00:00,040 --> 00:00:05,600
+the applying professional cang course
+
+2
+00:00:02,280 --> 00:00:09,320
+from Pro caman is really that
+
+3
+00:00:05,600 --> 00:00:12,480
+foundational class on understanding how
+
+4
+00:00:09,320 --> 00:00:14,679
+to apply a cand strategy to your
+
+5
+00:00:12,480 --> 00:00:17,000
+existing system it doesn't really matter
+
+6
+00:00:14,679 --> 00:00:19,279
+what your existing system is you could
+
+7
+00:00:17,000 --> 00:00:21,560
+be doing scrum you could be doing uh
+
+8
+00:00:19,279 --> 00:00:24,240
+waterfall you could be doing anything
+
+9
+00:00:21,560 --> 00:00:26,720
+whatever process you've got right now is
+
+10
+00:00:24,240 --> 00:00:30,720
+the process that you apply uh uh the
+
+11
+00:00:26,720 --> 00:00:33,879
+campan strategy to and this uh course's
+
+12
+00:00:30,720 --> 00:00:37,399
+purpose is to help you understand what
+
+13
+00:00:33,879 --> 00:00:39,960
+is needed in order to have a camand
+
+14
+00:00:37,399 --> 00:00:41,559
+strategy um and how what are some of the
+
+15
+00:00:39,960 --> 00:00:44,079
+starting points and tools and techniques
+
+16
+00:00:41,559 --> 00:00:46,239
+you can use to get started with a cand
+
+17
+00:00:44,079 --> 00:00:48,840
+strategy and what's the minimum you need
+
+18
+00:00:46,239 --> 00:00:50,840
+uh uh to be to be to be doing caman
+
+19
+00:00:48,840 --> 00:00:53,199
+right um so what are the minimum metrics
+
+20
+00:00:50,840 --> 00:00:54,879
+we need to be collecting visualizations
+
+21
+00:00:53,199 --> 00:00:59,600
+we have to have and decisions that we
+
+22
+00:00:54,879 --> 00:01:01,840
+have to make in order for our H uh that
+
+23
+00:00:59,600 --> 00:01:05,320
+that continuous Improvement to start
+
+24
+00:01:01,840 --> 00:01:07,920
+happening um and how do we start
+
+25
+00:01:05,320 --> 00:01:10,280
+interpreting the graphs start
+
+26
+00:01:07,920 --> 00:01:13,240
+understanding the data and analyzing it
+
+27
+00:01:10,280 --> 00:01:16,200
+in order to get better at whatever it is
+
+28
+00:01:13,240 --> 00:01:18,000
+that we're doing um so it really helps
+
+29
+00:01:16,200 --> 00:01:20,360
+improve the flow of value through the
+
+30
+00:01:18,000 --> 00:01:24,479
+system um it helps you get an idea of
+
+31
+00:01:20,360 --> 00:01:27,200
+what your current flow is um and that
+
+32
+00:01:24,479 --> 00:01:29,280
+helps you figure out how to ask more
+
+33
+00:01:27,200 --> 00:01:30,880
+interesting questions of your team if
+
+34
+00:01:29,280 --> 00:01:33,240
+you want to have a discussion about your
+
+35
+00:01:30,880 --> 00:01:36,880
+unique needs or situation then please
+
+36
+00:01:33,240 --> 00:01:39,280
+book a call or visit us at naked agility
+
+37
+00:01:36,880 --> 00:01:40,759
+docomo have our immersive and
+
+38
+00:01:39,280 --> 00:01:45,079
+traditional public classes on our
+
+39
+00:01:40,759 --> 00:01:45,079
+website and we'd love to hear from you
+
+
diff --git a/site/content/resources/videos/youtube/ZQu2uSt1xxk/index.captions.en.md b/site/content/resources/videos/youtube/ZQu2uSt1xxk/index.captions.en.md
new file mode 100644
index 000000000..1977ce9ba
--- /dev/null
+++ b/site/content/resources/videos/youtube/ZQu2uSt1xxk/index.captions.en.md
@@ -0,0 +1,9 @@
+The applying professional Cang course from Pro Caman is really that foundational class on understanding how to apply a cand strategy to your existing system. It doesn't really matter what your existing system is; you could be doing Scrum, you could be doing waterfall, you could be doing anything. Whatever process you've got right now is the process that you apply the Cang strategy to. 
+
+This course's purpose is to help you understand what is needed in order to have a Cang strategy and what are some of the starting points, tools, and techniques you can use to get started with a cand strategy. What's the minimum you need to be doing Cang right? 
+
+So, what are the minimum metrics we need to be collecting, visualisations we have to have, and decisions that we have to make in order for our continuous improvement to start happening? How do we start interpreting the graphs, start understanding the data, and analysing it in order to get better at whatever it is that we're doing? 
+
+It really helps improve the flow of value through the system. It helps you get an idea of what your current flow is, and that helps you figure out how to ask more interesting questions of your team. If you want to have a discussion about your unique needs or situation, then please book a call or visit us at Naked Agility. 
+
+We have our immersive and traditional public classes on our website, and we'd love to hear from you.
\ No newline at end of file
diff --git a/site/content/resources/videos/youtube/ZcMcVL7mNGU/data.captions.en.srt b/site/content/resources/videos/youtube/ZcMcVL7mNGU/data.captions.en.srt
new file mode 100644
index 000000000..5b74dd7da
--- /dev/null
+++ b/site/content/resources/videos/youtube/ZcMcVL7mNGU/data.captions.en.srt
@@ -0,0 +1,421 @@
+1
+00:00:00,040 --> 00:00:05,040
+the product management Mentor program
+
+2
+00:00:01,680 --> 00:00:06,480
+for software development is really a
+
+3
+00:00:05,040 --> 00:00:08,880
+program to
+
+4
+00:00:06,480 --> 00:00:12,000
+allow companies that are building
+
+5
+00:00:08,880 --> 00:00:16,000
+software products to build better
+
+6
+00:00:12,000 --> 00:00:18,480
+software products there's a huge gap in
+
+7
+00:00:16,000 --> 00:00:20,199
+the way organizations approach software
+
+8
+00:00:18,480 --> 00:00:22,279
+development and software engineering and
+
+9
+00:00:20,199 --> 00:00:25,480
+and and building those types of products
+
+10
+00:00:22,279 --> 00:00:28,679
+where when we start
+
+11
+00:00:25,480 --> 00:00:31,320
+transitioning they realize that the work
+
+12
+00:00:28,679 --> 00:00:33,680
+is so different and so complex and
+
+13
+00:00:31,320 --> 00:00:37,120
+different all the time that the kind of
+
+14
+00:00:33,680 --> 00:00:38,920
+more common ways of managing projects
+
+15
+00:00:37,120 --> 00:00:40,640
+like you might for building houses or
+
+16
+00:00:38,920 --> 00:00:43,039
+Building Bridges is just not going to
+
+17
+00:00:40,640 --> 00:00:46,440
+work um because everything's so much
+
+18
+00:00:43,039 --> 00:00:49,559
+more complex so they try and shift from
+
+19
+00:00:46,440 --> 00:00:53,440
+those old ways of working where you have
+
+20
+00:00:49,559 --> 00:00:56,120
+uh uh Gant charts and plans and
+
+21
+00:00:53,440 --> 00:00:57,320
+Milestones and deadlines and they try
+
+22
+00:00:56,120 --> 00:01:00,600
+and move
+
+23
+00:00:57,320 --> 00:01:02,359
+towards uh agile right what ever people
+
+24
+00:01:00,600 --> 00:01:04,400
+are calling it locally they move towards
+
+25
+00:01:02,359 --> 00:01:08,080
+that story
+
+26
+00:01:04,400 --> 00:01:10,880
+and they don't they take away those
+
+27
+00:01:08,080 --> 00:01:13,799
+milestones and Gant charts and
+
+28
+00:01:10,880 --> 00:01:15,640
+traditional project management tools
+
+29
+00:01:13,799 --> 00:01:18,360
+right that are supporting that story
+
+30
+00:01:15,640 --> 00:01:21,000
+they take those away and then they don't
+
+31
+00:01:18,360 --> 00:01:23,680
+replace it with anything and they wonder
+
+32
+00:01:21,000 --> 00:01:25,439
+why it doesn't work out right things
+
+33
+00:01:23,680 --> 00:01:26,840
+start to go wrong fairly quickly things
+
+34
+00:01:25,439 --> 00:01:29,240
+go off track we're not going in the
+
+35
+00:01:26,840 --> 00:01:32,399
+right direction and it's because they're
+
+36
+00:01:29,240 --> 00:01:34,680
+missing a piece of that puzzle and it's
+
+37
+00:01:32,399 --> 00:01:37,920
+a pretty big piece of that puzzle and
+
+38
+00:01:34,680 --> 00:01:41,759
+it's Vision value and validation that's
+
+39
+00:01:37,920 --> 00:01:44,399
+what's missing they they don't have what
+
+40
+00:01:41,759 --> 00:01:46,479
+um if you go look up him in the
+
+41
+00:01:44,399 --> 00:01:49,159
+dictionary it's a group of people
+
+42
+00:01:46,479 --> 00:01:50,920
+working together towards a common goal
+
+43
+00:01:49,159 --> 00:01:52,680
+so if you want people to work together
+
+44
+00:01:50,920 --> 00:01:55,439
+towards a common goal whether they're an
+
+45
+00:01:52,680 --> 00:01:59,320
+individual team or they're your whole
+
+46
+00:01:55,439 --> 00:02:01,200
+company you need to have that common
+
+47
+00:01:59,320 --> 00:02:03,640
+goal that they can all get behind and
+
+48
+00:02:01,200 --> 00:02:05,240
+they can all um follow that they all
+
+49
+00:02:03,640 --> 00:02:07,720
+understand that it's been communicated
+
+50
+00:02:05,240 --> 00:02:09,800
+effectively and what I see in a lot of
+
+51
+00:02:07,720 --> 00:02:13,120
+organizations is they'll maybe
+
+52
+00:02:09,800 --> 00:02:15,560
+communicate at once they'll maybe set
+
+53
+00:02:13,120 --> 00:02:17,239
+directives and they don't involve the
+
+54
+00:02:15,560 --> 00:02:18,840
+people that are part of the the story
+
+55
+00:02:17,239 --> 00:02:21,920
+the people that they want to follow that
+
+56
+00:02:18,840 --> 00:02:25,080
+goal and the reality is that people
+
+57
+00:02:21,920 --> 00:02:28,160
+don't follow your goals they follow
+
+58
+00:02:25,080 --> 00:02:29,959
+their goals so in order for you to
+
+59
+00:02:28,160 --> 00:02:31,800
+engage with all of the people in the
+
+60
+00:02:29,959 --> 00:02:33,560
+organization the people in the software
+
+61
+00:02:31,800 --> 00:02:36,599
+teams building the software the people
+
+62
+00:02:33,560 --> 00:02:37,920
+in the legal department in in in cyber
+
+63
+00:02:36,599 --> 00:02:40,680
+security and all of those different
+
+64
+00:02:37,920 --> 00:02:43,440
+parts and have us all working together
+
+65
+00:02:40,680 --> 00:02:45,879
+towards that common goal of building and
+
+66
+00:02:43,440 --> 00:02:48,159
+delivering this product to customers
+
+67
+00:02:45,879 --> 00:02:50,239
+that's going to maximize the value means
+
+68
+00:02:48,159 --> 00:02:53,239
+that we all have to be going in the same
+
+69
+00:02:50,239 --> 00:02:55,319
+direction we all have to understand the
+
+70
+00:02:53,239 --> 00:02:59,280
+same thing right what is it we're trying
+
+71
+00:02:55,319 --> 00:03:00,440
+to achieve and that is one of the main
+
+72
+00:02:59,280 --> 00:03:03,080
+focusing
+
+73
+00:03:00,440 --> 00:03:06,000
+of the product management Mentor program
+
+74
+00:03:03,080 --> 00:03:07,879
+we're talking about tools and techniques
+
+75
+00:03:06,000 --> 00:03:11,120
+we're talking about theories and
+
+76
+00:03:07,879 --> 00:03:12,640
+principles and practices that help us
+
+77
+00:03:11,120 --> 00:03:14,560
+understand why those things are needed
+
+78
+00:03:12,640 --> 00:03:17,239
+and how we get everybody moving in the
+
+79
+00:03:14,560 --> 00:03:21,200
+same direction how do we as product
+
+80
+00:03:17,239 --> 00:03:22,920
+managers enable not just to communicate
+
+81
+00:03:21,200 --> 00:03:24,760
+that Direction with the people within
+
+82
+00:03:22,920 --> 00:03:26,440
+our organization or outside of our
+
+83
+00:03:24,760 --> 00:03:28,000
+organization as well to involve those
+
+84
+00:03:26,440 --> 00:03:31,439
+stakeholders and those customers in the
+
+85
+00:03:28,000 --> 00:03:33,799
+story but also do we how do we measure
+
+86
+00:03:31,439 --> 00:03:35,480
+whether we've been successful right how
+
+87
+00:03:33,799 --> 00:03:37,920
+do we bringing in things like
+
+88
+00:03:35,480 --> 00:03:41,080
+evidence-based management right looking
+
+89
+00:03:37,920 --> 00:03:43,159
+at our or our whole product and are we
+
+90
+00:03:41,080 --> 00:03:45,120
+moving in the right direction are we
+
+91
+00:03:43,159 --> 00:03:46,519
+looking at the right numbers do we have
+
+92
+00:03:45,120 --> 00:03:48,599
+the right measures to be able to figure
+
+93
+00:03:46,519 --> 00:03:50,799
+out what're where we're going looking at
+
+94
+00:03:48,599 --> 00:03:53,680
+things like hypothesis driven
+
+95
+00:03:50,799 --> 00:03:56,040
+engineering practices right why are you
+
+96
+00:03:53,680 --> 00:03:57,879
+adding this feature what would you like
+
+97
+00:03:56,040 --> 00:04:00,040
+the world to look like after this
+
+98
+00:03:57,879 --> 00:04:02,360
+feature has been delivered what would
+
+99
+00:04:00,040 --> 00:04:04,920
+you expect the difference to be how are
+
+100
+00:04:02,360 --> 00:04:08,000
+we going to measure that building that
+
+101
+00:04:04,920 --> 00:04:11,079
+whole story Into the way we build
+
+102
+00:04:08,000 --> 00:04:13,120
+products so that we can maximize the
+
+103
+00:04:11,079 --> 00:04:14,720
+value that we deliver to the business
+
+104
+00:04:13,120 --> 00:04:17,159
+for the return for the money that
+
+105
+00:04:14,720 --> 00:04:17,159
+they've put in
+
+
diff --git a/site/content/resources/videos/youtube/ZcMcVL7mNGU/index.captions.en.md b/site/content/resources/videos/youtube/ZcMcVL7mNGU/index.captions.en.md
new file mode 100644
index 000000000..3969042e3
--- /dev/null
+++ b/site/content/resources/videos/youtube/ZcMcVL7mNGU/index.captions.en.md
@@ -0,0 +1,13 @@
+The product management mentor programme for software development is really a programme to allow companies that are building software products to build better software products. There's a huge gap in the way organisations approach software development and software engineering and building those types of products where when we start transitioning, they realise that the work is so different and so complex and different all the time that the kind of more common ways of managing projects like you might for building houses or building bridges is just not going to work. 
+
+Um, because everything's so much more complex. So they try and shift from those old ways of working where you have Gantt charts and plans and milestones and deadlines and they try and move towards agile, right? Whatever people are calling it locally, they move towards that story and they don't, they take away those milestones and Gantt charts and traditional project management tools, right, that are supporting that story. They take those away and then they don't replace it with anything and they wonder why it doesn't work out, right? Things start to go wrong fairly quickly. Things go off track. We're not going in the right direction and it's because they're missing a piece of that puzzle and it's a pretty big piece of that puzzle and it's vision, value, and validation. That's what's missing. 
+
+They don't have what, um, if you go look up in the dictionary, it's a group of people working together towards a common goal. So if you want people to work together towards a common goal, whether they're an individual team or they're your whole company, you need to have that common goal that they can all get behind and they can all follow, that they all understand, that it's been communicated effectively. 
+
+And what I see in a lot of organisations is they'll maybe communicate at once, they'll maybe set directives and they don't involve the people that are part of the story, the people that they want to follow that goal. And the reality is that people don't follow your goals, they follow their goals. So in order for you to engage with all of the people in the organisation, the people in the software teams building the software, the people in the legal department, in cyber security, and all of those different parts and have us all working together towards that common goal of building and delivering this product to customers that's going to maximise the value means that we all have to be going in the same direction. 
+
+We all have to understand the same thing, right? What is it we're trying to achieve? And that is one of the main focuses of the product management mentor programme. We're talking about tools and techniques, we're talking about theories and principles and practices that help us understand why those things are needed and how we get everybody moving in the same direction. How do we, as product managers, enable not just to communicate that direction with the people within our organisation or outside of our organisation as well to involve those stakeholders and those customers in the story? 
+
+But also do we, how do we measure whether we've been successful, right? How do we bring in things like evidence-based management, right? Looking at our whole product and are we moving in the right direction? Are we looking at the right numbers? Do we have the right measures to be able to figure out where we're going? Looking at things like hypothesis-driven engineering practices, right? Why are you adding this feature? What would you like the world to look like after this feature has been delivered? What would you expect the difference to be? How are we going to measure that? 
+
+Building that whole story into the way we build products so that we can maximise the value that we deliver to the business for the return for the money that they've put in.
\ No newline at end of file
diff --git a/site/content/resources/videos/youtube/ZisAuhrOhcY/data.captions.en.srt b/site/content/resources/videos/youtube/ZisAuhrOhcY/data.captions.en.srt
new file mode 100644
index 000000000..f3c346365
--- /dev/null
+++ b/site/content/resources/videos/youtube/ZisAuhrOhcY/data.captions.en.srt
@@ -0,0 +1,469 @@
+1
+00:00:00,080 --> 00:00:08,080
+I got introduced to cban uh by Daniel
+
+2
+00:00:04,080 --> 00:00:12,519
+Vante and Steve Porter uh when I did the
+
+3
+00:00:08,080 --> 00:00:16,320
+the the participated in the first uh
+
+4
+00:00:12,519 --> 00:00:18,359
+professional uh scrum with cban class uh
+
+5
+00:00:16,320 --> 00:00:21,359
+back in
+
+6
+00:00:18,359 --> 00:00:26,560
+2018 late 17 early
+
+7
+00:00:21,359 --> 00:00:30,880
+18 and I didn't fundamentally understand
+
+8
+00:00:26,560 --> 00:00:35,120
+at the time the value of of this
+
+9
+00:00:30,880 --> 00:00:37,719
+different way of thinking of this um
+
+10
+00:00:35,120 --> 00:00:41,120
+observational tool I think it's quite
+
+11
+00:00:37,719 --> 00:00:45,760
+important to understand that Canan is
+
+12
+00:00:41,120 --> 00:00:47,280
+not a system itself that's why uh uh Pro
+
+13
+00:00:45,760 --> 00:00:51,320
+Canan and the
+
+14
+00:00:47,280 --> 00:00:55,000
+cban guide talks about it as a strategy
+
+15
+00:00:51,320 --> 00:00:58,039
+it's a strategy for understanding your
+
+16
+00:00:55,000 --> 00:01:00,440
+existing system and then actively
+
+17
+00:00:58,039 --> 00:01:02,719
+managing the flow of work through that
+
+18
+00:01:00,440 --> 00:01:05,560
+existing system
+
+19
+00:01:02,719 --> 00:01:08,119
+and we talked about it in that context
+
+20
+00:01:05,560 --> 00:01:11,479
+within the context of a scrum team and
+
+21
+00:01:08,119 --> 00:01:13,880
+how we can manage actively manage the
+
+22
+00:01:11,479 --> 00:01:17,680
+flow of work within the system use the
+
+23
+00:01:13,880 --> 00:01:21,280
+cambam metric to augment our existing
+
+24
+00:01:17,680 --> 00:01:24,439
+perhaps awesome scrum process in order
+
+25
+00:01:21,280 --> 00:01:26,000
+to really understand the predictability
+
+26
+00:01:24,439 --> 00:01:28,479
+that we're getting and increase that
+
+27
+00:01:26,000 --> 00:01:30,640
+predictability for the business because
+
+28
+00:01:28,479 --> 00:01:33,840
+lot lots of teams do struggle
+
+29
+00:01:30,640 --> 00:01:35,960
+uh with their ability to to to deliver
+
+30
+00:01:33,840 --> 00:01:38,479
+they struggle with getting to the end of
+
+31
+00:01:35,960 --> 00:01:41,320
+the Sprint and having working product um
+
+32
+00:01:38,479 --> 00:01:43,560
+they struggle with um consistently
+
+33
+00:01:41,320 --> 00:01:46,479
+getting working product they struggle
+
+34
+00:01:43,560 --> 00:01:48,799
+with the con the quantity of working
+
+35
+00:01:46,479 --> 00:01:52,360
+product um and
+
+36
+00:01:48,799 --> 00:01:54,600
+that creates fear in the business
+
+37
+00:01:52,360 --> 00:01:58,159
+because the business are paying a lot of
+
+38
+00:01:54,600 --> 00:02:00,759
+money to get stuff and they feel like
+
+39
+00:01:58,159 --> 00:02:04,200
+they're getting that stuff in fits and
+
+40
+00:02:00,759 --> 00:02:06,600
+starts in an unpredictable way right
+
+41
+00:02:04,200 --> 00:02:08,679
+they feel like it's not what they asked
+
+42
+00:02:06,600 --> 00:02:09,959
+for it doesn't cost what they thought it
+
+43
+00:02:08,679 --> 00:02:12,560
+would and it's not delivered when they
+
+44
+00:02:09,959 --> 00:02:14,640
+thought it would and part of that is
+
+45
+00:02:12,560 --> 00:02:17,200
+because they they can't see what's going
+
+46
+00:02:14,640 --> 00:02:18,599
+on they can't we're we're not giving
+
+47
+00:02:17,200 --> 00:02:20,840
+we're not giving them any information
+
+48
+00:02:18,599 --> 00:02:23,280
+the standard scrum team is not giving
+
+49
+00:02:20,840 --> 00:02:24,920
+the business any information to reassure
+
+50
+00:02:23,280 --> 00:02:26,200
+them they're not doing transparency
+
+51
+00:02:24,920 --> 00:02:28,440
+right they're not increasing the
+
+52
+00:02:26,200 --> 00:02:31,319
+transparency to a level where the people
+
+53
+00:02:28,440 --> 00:02:33,160
+viewing who need to understand actually
+
+54
+00:02:31,319 --> 00:02:37,239
+understand what's going on and that
+
+55
+00:02:33,160 --> 00:02:40,200
+creates that fear that means that we
+
+56
+00:02:37,239 --> 00:02:42,800
+want to have more control right when we
+
+57
+00:02:40,200 --> 00:02:46,400
+fear something isn't working out when we
+
+58
+00:02:42,800 --> 00:02:49,480
+fear that um our money isn't being spent
+
+59
+00:02:46,400 --> 00:02:51,959
+well we want to take more control of
+
+60
+00:02:49,480 --> 00:02:54,680
+that thing and that's the knee-jerk
+
+61
+00:02:51,959 --> 00:02:56,840
+regression that we get from a lot of
+
+62
+00:02:54,680 --> 00:02:58,879
+teams in organizations when a lot of
+
+63
+00:02:56,840 --> 00:03:00,280
+teams move towards scrum because they
+
+64
+00:02:58,879 --> 00:03:03,840
+take away
+
+65
+00:03:00,280 --> 00:03:06,959
+uh uh some of the the the the tools for
+
+66
+00:03:03,840 --> 00:03:09,080
+measuring productivity from the teams
+
+67
+00:03:06,959 --> 00:03:10,680
+right um because in agile we don't
+
+68
+00:03:09,080 --> 00:03:12,080
+measure productivity they take that
+
+69
+00:03:10,680 --> 00:03:13,720
+stuff away but then they don't replace
+
+70
+00:03:12,080 --> 00:03:15,400
+it with anything and because they don't
+
+71
+00:03:13,720 --> 00:03:18,640
+replace it with anything transparency
+
+72
+00:03:15,400 --> 00:03:21,720
+drops fear increases and then we want to
+
+73
+00:03:18,640 --> 00:03:24,000
+go back to the old way so a caman
+
+74
+00:03:21,720 --> 00:03:28,200
+strategy and this is this is something
+
+75
+00:03:24,000 --> 00:03:30,799
+that I've learned really over the last
+
+76
+00:03:28,200 --> 00:03:34,439
+five years of work working with Daniel
+
+77
+00:03:30,799 --> 00:03:39,959
+Vante and the the campan guide and uh
+
+78
+00:03:34,439 --> 00:03:42,560
+Pro caman is that the only way to be
+
+79
+00:03:39,959 --> 00:03:44,400
+successful is to use a caman strategy
+
+80
+00:03:42,560 --> 00:03:46,959
+because we need to understand our
+
+81
+00:03:44,400 --> 00:03:49,000
+predictability we needs to understand
+
+82
+00:03:46,959 --> 00:03:51,040
+and actively manage the flow of work
+
+83
+00:03:49,000 --> 00:03:54,040
+through the system and we are not going
+
+84
+00:03:51,040 --> 00:03:59,200
+to be successful if we don't do that so
+
+85
+00:03:54,040 --> 00:04:00,319
+I I recommend a cand strategy for any
+
+86
+00:03:59,200 --> 00:04:04,599
+team
+
+87
+00:04:00,319 --> 00:04:06,840
+doing anything in any context that's
+
+88
+00:04:04,599 --> 00:04:09,120
+right any team doing anything in any
+
+89
+00:04:06,840 --> 00:04:11,720
+context if you're a marketing team
+
+90
+00:04:09,120 --> 00:04:15,200
+delivering marketing contents if you're
+
+91
+00:04:11,720 --> 00:04:17,000
+a um a software team delivering software
+
+92
+00:04:15,200 --> 00:04:19,000
+and you're using scrum you're a software
+
+93
+00:04:17,000 --> 00:04:20,799
+team using safe you're a software team
+
+94
+00:04:19,000 --> 00:04:23,960
+using something else that you made up
+
+95
+00:04:20,799 --> 00:04:26,960
+yourself or you're a management team
+
+96
+00:04:23,960 --> 00:04:28,840
+managing portfolio or I don't know I'm
+
+97
+00:04:26,960 --> 00:04:31,280
+trying to think of other things if you
+
+98
+00:04:28,840 --> 00:04:33,720
+work in a Factory and you're delivering
+
+99
+00:04:31,280 --> 00:04:37,639
+stuff you should be using a camand
+
+100
+00:04:33,720 --> 00:04:42,120
+strategy in all of those contexts that
+
+101
+00:04:37,639 --> 00:04:43,720
+is the metrics you need in order to then
+
+102
+00:04:42,120 --> 00:04:46,039
+be successful right because those
+
+103
+00:04:43,720 --> 00:04:48,120
+metrics create transparency transparency
+
+104
+00:04:46,039 --> 00:04:50,199
+allows you to make better decisions and
+
+105
+00:04:48,120 --> 00:04:51,600
+ask more interesting questions and those
+
+106
+00:04:50,199 --> 00:04:54,199
+interesting questions and better
+
+107
+00:04:51,600 --> 00:04:56,039
+decisions result in more effective flow
+
+108
+00:04:54,199 --> 00:04:59,680
+or stop doing the thing that you thought
+
+109
+00:04:56,039 --> 00:05:03,479
+of um and that's why caman is so
+
+110
+00:04:59,680 --> 00:05:06,720
+important to the strategy for every team
+
+111
+00:05:03,479 --> 00:05:08,199
+building anything in any company if you
+
+112
+00:05:06,720 --> 00:05:10,560
+want to have a discussion about your
+
+113
+00:05:08,199 --> 00:05:13,600
+unique needs or situation then please
+
+114
+00:05:10,560 --> 00:05:16,560
+book a call or visit us at naked agility
+
+115
+00:05:13,600 --> 00:05:18,039
+tocom uh we also have our immersive and
+
+116
+00:05:16,560 --> 00:05:22,360
+traditional public classes on our
+
+117
+00:05:18,039 --> 00:05:22,360
+website and we'd love to hear from you
+
+
diff --git a/site/content/resources/videos/youtube/ZisAuhrOhcY/index.captions.en.md b/site/content/resources/videos/youtube/ZisAuhrOhcY/index.captions.en.md
new file mode 100644
index 000000000..6fbcdd575
--- /dev/null
+++ b/site/content/resources/videos/youtube/ZisAuhrOhcY/index.captions.en.md
@@ -0,0 +1,11 @@
+I got introduced to Cban by Daniel Vante and Steve Porter when I did the participated in the first professional Scrum with Cban class back in 2018, late '17, early '18. I didn't fundamentally understand at the time the value of this different way of thinking, of this observational tool. I think it's quite important to understand that Cban is not a system itself. That's why Pro Cban and the Cban guide talks about it as a strategy. It's a strategy for understanding your existing system and then actively managing the flow of work through that existing system.
+
+We talked about it in that context, within the context of a Scrum team, and how we can actively manage the flow of work within the system, use the Cban metric to augment our existing, perhaps awesome, Scrum process in order to really understand the predictability that we're getting and increase that predictability for the business. Because lots of teams do struggle with their ability to deliver. They struggle with getting to the end of the Sprint and having working product. They struggle with consistently getting working product. They struggle with the quantity of working product, and that creates fear in the business because the business are paying a lot of money to get stuff, and they feel like they're getting that stuff in fits and starts in an unpredictable way. They feel like it's not what they asked for, it doesn't cost what they thought it would, and it's not delivered when they thought it would.
+
+Part of that is because they can't see what's going on. We're not giving them any information. The standard Scrum team is not giving the business any information to reassure them. They're not doing transparency right. They're not increasing the transparency to a level where the people viewing who need to understand actually understand what's going on, and that creates that fear. That means that we want to have more control. When we fear something isn't working out, when we fear that our money isn't being spent well, we want to take more control of that thing. That's the knee-jerk regression that we get from a lot of teams in organisations when a lot of teams move towards Scrum because they take away some of the tools for measuring productivity from the teams. 
+
+Because in Agile, we don't measure productivity, they take that stuff away, but then they don't replace it with anything. Because they don't replace it with anything, transparency drops, fear increases, and then we want to go back to the old way. So a Cban strategy, and this is something that I've learned really over the last five years of working with Daniel Vante and the Cban guide and Pro Cban, is that the only way to be successful is to use a Cban strategy. Because we need to understand our predictability, we need to understand and actively manage the flow of work through the system, and we are not going to be successful if we don't do that. 
+
+So I recommend a Cban strategy for any team doing anything in any context. That's right, any team doing anything in any context. If you're a marketing team delivering marketing content, if you're a software team delivering software and you're using Scrum, you're a software team using SAFe, you're a software team using something else that you made up yourself, or you're a management team managing a portfolio, or I don't know, I'm trying to think of other things. If you work in a factory and you're delivering stuff, you should be using a Cban strategy in all of those contexts. That is the metrics you need in order to then be successful. 
+
+Because those metrics create transparency. Transparency allows you to make better decisions and ask more interesting questions, and those interesting questions and better decisions result in more effective flow or stop doing the thing that you thought of. That's why Cban is so important to the strategy for every team building anything in any company. If you want to have a discussion about your unique needs or situation, then please book a call or visit us at Naked Agility. We also have our immersive and traditional public classes on our website, and we'd love to hear from you.
\ No newline at end of file
diff --git a/site/content/resources/videos/youtube/bXb00GxJiCY/data.captions.en.srt b/site/content/resources/videos/youtube/bXb00GxJiCY/data.captions.en.srt
new file mode 100644
index 000000000..0950dae7d
--- /dev/null
+++ b/site/content/resources/videos/youtube/bXb00GxJiCY/data.captions.en.srt
@@ -0,0 +1,61 @@
+1
+00:00:00,040 --> 00:00:04,920
+one of the great benefits of immersive
+
+2
+00:00:02,360 --> 00:00:08,719
+learning is that there's generally less
+
+3
+00:00:04,920 --> 00:00:11,080
+cognitive load there's less fatigue and
+
+4
+00:00:08,719 --> 00:00:13,960
+tiredness that video conferencing
+
+5
+00:00:11,080 --> 00:00:17,880
+fatigue that we get from having those uh
+
+6
+00:00:13,960 --> 00:00:21,600
+8 hour or multiple consecutive day 4our
+
+7
+00:00:17,880 --> 00:00:24,560
+sessions is just not there um people can
+
+8
+00:00:21,600 --> 00:00:27,599
+engage for a shorter period of time they
+
+9
+00:00:24,560 --> 00:00:30,480
+feel more connected to the topics more
+
+10
+00:00:27,599 --> 00:00:32,880
+connected to the content and
+
+11
+00:00:30,480 --> 00:00:35,160
+they just don't feel so tired so we get
+
+12
+00:00:32,880 --> 00:00:37,520
+higher levels of energy higher levels of
+
+13
+00:00:35,160 --> 00:00:38,640
+excitement more engagement from people
+
+14
+00:00:37,520 --> 00:00:42,879
+in the class and if there's more
+
+15
+00:00:38,640 --> 00:00:42,879
+engagement there's more learning
+
+
diff --git a/site/content/resources/videos/youtube/bXb00GxJiCY/index.captions.en.md b/site/content/resources/videos/youtube/bXb00GxJiCY/index.captions.en.md
new file mode 100644
index 000000000..ae94a8034
--- /dev/null
+++ b/site/content/resources/videos/youtube/bXb00GxJiCY/index.captions.en.md
@@ -0,0 +1 @@
+One of the great benefits of immersive learning is that there's generally less cognitive load. There's less fatigue and tiredness. That video conferencing fatigue that we get from having those 8-hour or multiple consecutive day four-hour sessions is just not there. People can engage for a shorter period of time; they feel more connected to the topics, more connected to the content, and they just don't feel so tired. So we get higher levels of energy, higher levels of excitement, and more engagement from people in the class. And if there's more engagement, there's more learning.
\ No newline at end of file
diff --git a/site/content/resources/videos/youtube/gYM5X2MnVBY/data.captions.en.srt b/site/content/resources/videos/youtube/gYM5X2MnVBY/data.captions.en.srt
new file mode 100644
index 000000000..f08a9c8b1
--- /dev/null
+++ b/site/content/resources/videos/youtube/gYM5X2MnVBY/data.captions.en.srt
@@ -0,0 +1,3389 @@
+1
+00:00:01,599 --> 00:00:07,160
+agile is hard and it's designed for
+
+2
+00:00:04,080 --> 00:00:09,400
+complex environments so as you would
+
+3
+00:00:07,160 --> 00:00:11,320
+expect there are many behaviors that
+
+4
+00:00:09,400 --> 00:00:14,559
+I've found in organizations that are
+
+5
+00:00:11,320 --> 00:00:18,000
+suboptimal to say the least here are my
+
+6
+00:00:14,559 --> 00:00:18,000
+seven deadly sins of
+
+7
+00:00:21,680 --> 00:00:27,599
+agile hi I'm Martin hinwood owner and
+
+8
+00:00:25,359 --> 00:00:29,240
+principal consultant at naked agility
+
+9
+00:00:27,599 --> 00:00:31,840
+I'm a professional scrum trainer with
+
+10
+00:00:29,240 --> 00:00:34,079
+scrum.org a professional cand trainer
+
+11
+00:00:31,840 --> 00:00:39,120
+with Pro caman and I've been a Microsoft
+
+12
+00:00:34,079 --> 00:00:39,120
+MVP in GitHub and Azure devops for 15
+
+13
+00:00:44,239 --> 00:00:53,079
+years one of the seven deadly sins of
+
+14
+00:00:47,800 --> 00:00:57,320
+agile is lust is is loads of
+
+15
+00:00:53,079 --> 00:01:00,480
+organizations are um talking
+
+16
+00:00:57,320 --> 00:01:01,840
+about agile transformation
+
+17
+00:01:00,480 --> 00:01:04,040
+digital
+
+18
+00:01:01,840 --> 00:01:06,280
+transformation whatever
+
+19
+00:01:04,040 --> 00:01:08,720
+transformation they they want something
+
+20
+00:01:06,280 --> 00:01:11,799
+different because they've
+
+21
+00:01:08,720 --> 00:01:13,360
+realized that the markets have changed
+
+22
+00:01:11,799 --> 00:01:14,799
+right it's taken them a long time to
+
+23
+00:01:13,360 --> 00:01:18,080
+realize the markets have changed they
+
+24
+00:01:14,799 --> 00:01:20,320
+changed years ago right in fact 1930s
+
+25
+00:01:18,080 --> 00:01:23,680
+was when the market started to change
+
+26
+00:01:20,320 --> 00:01:25,600
+1970s they were totally changed and it's
+
+27
+00:01:23,680 --> 00:01:27,680
+taken until now for a lot of companies
+
+28
+00:01:25,600 --> 00:01:30,159
+to actually realize oh [ __ ] stuff's
+
+29
+00:01:27,680 --> 00:01:32,799
+changed what's going on right why why
+
+30
+00:01:30,159 --> 00:01:36,280
+isn't our old processes and systems uh
+
+31
+00:01:32,799 --> 00:01:38,840
+uh working so now they're looking around
+
+32
+00:01:36,280 --> 00:01:40,600
+for something new they've got that I was
+
+33
+00:01:38,840 --> 00:01:43,159
+going to say seveny year itch right but
+
+34
+00:01:40,600 --> 00:01:45,360
+it's the 70-year itch um and they're
+
+35
+00:01:43,159 --> 00:01:47,680
+looking around for new processes and
+
+36
+00:01:45,360 --> 00:01:50,439
+practices that they can use and they see
+
+37
+00:01:47,680 --> 00:01:52,640
+this agile thing doing really well and
+
+38
+00:01:50,439 --> 00:01:55,880
+they want it right they want they want
+
+39
+00:01:52,640 --> 00:01:57,799
+it desperately and they don't really
+
+40
+00:01:55,880 --> 00:02:01,640
+want to do the work for
+
+41
+00:01:57,799 --> 00:02:03,320
+it they just W to buy it I think there
+
+42
+00:02:01,640 --> 00:02:05,759
+must be a usism for that but I think
+
+43
+00:02:03,320 --> 00:02:08,200
+I'll stay away from it um they just want
+
+44
+00:02:05,759 --> 00:02:10,080
+to they just want to buy this thing they
+
+45
+00:02:08,200 --> 00:02:12,520
+don't want to actually spend the effort
+
+46
+00:02:10,080 --> 00:02:15,040
+and the time and the energy to figure
+
+47
+00:02:12,520 --> 00:02:17,200
+out what it means for them and their
+
+48
+00:02:15,040 --> 00:02:20,080
+business they just want somebody else to
+
+49
+00:02:17,200 --> 00:02:23,040
+come in and install it they just want to
+
+50
+00:02:20,080 --> 00:02:25,959
+pay somebody to come in and do it for
+
+51
+00:02:23,040 --> 00:02:27,720
+them right that's what they want to do
+
+52
+00:02:25,959 --> 00:02:30,239
+and that's why you see a lot of
+
+53
+00:02:27,720 --> 00:02:31,879
+organizations bringing in and you know
+
+54
+00:02:30,239 --> 00:02:34,560
+the big four Consulting companies you
+
+55
+00:02:31,879 --> 00:02:37,160
+see McKenzie and Accenture and Boston
+
+56
+00:02:34,560 --> 00:02:40,239
+Consulting Group coming in um giving
+
+57
+00:02:37,160 --> 00:02:43,640
+giving giving advice but the problem is
+
+58
+00:02:40,239 --> 00:02:46,360
+they're giving advice based on all of
+
+59
+00:02:43,640 --> 00:02:49,760
+these other big organizational
+
+60
+00:02:46,360 --> 00:02:52,959
+Transformations there is no precedent
+
+61
+00:02:49,760 --> 00:02:55,319
+within your organization for agile you
+
+62
+00:02:52,959 --> 00:02:58,120
+can't just look at what somebody else is
+
+63
+00:02:55,319 --> 00:03:00,920
+doing and lust after it and bring it
+
+64
+00:02:58,120 --> 00:03:05,440
+into your organization you need to build
+
+65
+00:03:00,920 --> 00:03:09,040
+your own unique way of doing things over
+
+66
+00:03:05,440 --> 00:03:13,200
+time and actually do the work to get
+
+67
+00:03:09,040 --> 00:03:16,959
+there and that's uh why you can't just
+
+68
+00:03:13,200 --> 00:03:20,360
+lust after this agile thing you need to
+
+69
+00:03:16,959 --> 00:03:20,360
+do the work to bring it into your
+
+70
+00:03:20,440 --> 00:03:26,959
+organization one of the seven uh deadly
+
+71
+00:03:23,560 --> 00:03:30,360
+sins of agile is gluttony and I see this
+
+72
+00:03:26,959 --> 00:03:34,360
+a lot um in teams where
+
+73
+00:03:30,360 --> 00:03:36,120
+their their their backlogs and their
+
+74
+00:03:34,360 --> 00:03:39,959
+products become
+
+75
+00:03:36,120 --> 00:03:43,159
+bloed um bloed and full of basically
+
+76
+00:03:39,959 --> 00:03:46,879
+just full of crap that needs to go right
+
+77
+00:03:43,159 --> 00:03:50,400
+so one one uh common um entry is is is
+
+78
+00:03:46,879 --> 00:03:53,360
+the product backlog if you if you go
+
+79
+00:03:50,400 --> 00:03:54,480
+into a a team you're working with a team
+
+80
+00:03:53,360 --> 00:03:56,959
+and you go to look at their product
+
+81
+00:03:54,480 --> 00:03:59,760
+backlog and there's let's say there's
+
+82
+00:03:56,959 --> 00:04:01,319
+six or seven people working on this team
+
+83
+00:03:59,760 --> 00:04:04,159
+and they have 5,000 things in their
+
+84
+00:04:01,319 --> 00:04:06,640
+product backlog they're doing it wrong
+
+85
+00:04:04,159 --> 00:04:09,000
+right there that's that's greedy they'
+
+86
+00:04:06,640 --> 00:04:11,200
+they've eaten all those backlog items
+
+87
+00:04:09,000 --> 00:04:13,079
+they're sitting in their belly and they
+
+88
+00:04:11,200 --> 00:04:15,360
+can't walk around they can't move
+
+89
+00:04:13,079 --> 00:04:16,840
+they're not going to be nimble right
+
+90
+00:04:15,360 --> 00:04:18,479
+they're not going to be agile because
+
+91
+00:04:16,840 --> 00:04:20,799
+it's it's almost impossible to
+
+92
+00:04:18,479 --> 00:04:23,240
+understand like what is our value what
+
+93
+00:04:20,799 --> 00:04:26,000
+value is in our product backlog diving
+
+94
+00:04:23,240 --> 00:04:28,240
+into that thing is just just not a good
+
+95
+00:04:26,000 --> 00:04:30,400
+idea right you you've get too much stuff
+
+96
+00:04:28,240 --> 00:04:32,600
+in your product backlog
+
+97
+00:04:30,400 --> 00:04:35,759
+another another way gluttony manifests
+
+98
+00:04:32,600 --> 00:04:39,080
+is during Sprint planning right shoving
+
+99
+00:04:35,759 --> 00:04:41,360
+more stuff into the Sprint backlog uh
+
+100
+00:04:39,080 --> 00:04:44,320
+than the team can possibly deliver in a
+
+101
+00:04:41,360 --> 00:04:49,000
+single Sprint and that continually
+
+102
+00:04:44,320 --> 00:04:51,919
+results in the team having to vomit uh
+
+103
+00:04:49,000 --> 00:04:53,800
+uh backlog items into the next Sprint
+
+104
+00:04:51,919 --> 00:04:56,720
+right if you think of it that way
+
+105
+00:04:53,800 --> 00:04:58,919
+perhaps teams will stop doing it um
+
+106
+00:04:56,720 --> 00:05:02,240
+taking on too much and then it spews
+
+107
+00:04:58,919 --> 00:05:04,240
+into the next Sprint and if it's if it's
+
+108
+00:05:02,240 --> 00:05:06,639
+one or two things that move into the
+
+109
+00:05:04,240 --> 00:05:09,600
+next Sprint and maybe not every Sprint
+
+110
+00:05:06,639 --> 00:05:12,000
+is probably okay right you're not going
+
+111
+00:05:09,600 --> 00:05:15,600
+to be successful in everything you do
+
+112
+00:05:12,000 --> 00:05:18,960
+but if you're constantly
+
+113
+00:05:15,600 --> 00:05:20,560
+got tons of things from a Sprint flowing
+
+114
+00:05:18,960 --> 00:05:23,080
+into the next Sprint flowing into the
+
+115
+00:05:20,560 --> 00:05:26,479
+next Sprint perhaps there's need to
+
+116
+00:05:23,080 --> 00:05:28,800
+consider um are we taking on too much
+
+117
+00:05:26,479 --> 00:05:30,880
+work um are we doing too much are we
+
+118
+00:05:28,800 --> 00:05:33,240
+taking on too much work work um so
+
+119
+00:05:30,880 --> 00:05:36,639
+that's that's the second second form of
+
+120
+00:05:33,240 --> 00:05:39,960
+of gney uh that I see in teams and the
+
+121
+00:05:36,639 --> 00:05:41,880
+third form is uh leaving stuff that
+
+122
+00:05:39,960 --> 00:05:45,039
+nobody uses in your
+
+123
+00:05:41,880 --> 00:05:46,960
+product right uh the Standish group uh
+
+124
+00:05:45,039 --> 00:05:49,520
+in Boston used to create the chaos
+
+125
+00:05:46,960 --> 00:05:52,680
+report every year and they analyzed
+
+126
+00:05:49,520 --> 00:05:57,319
+about 70,000 projects worldwide and they
+
+127
+00:05:52,680 --> 00:06:00,000
+found that only only 35% of the features
+
+128
+00:05:57,319 --> 00:06:03,240
+uh that we build are used by our
+
+129
+00:06:00,000 --> 00:06:09,039
+customers 65% I think the phrase was Ed
+
+130
+00:06:03,240 --> 00:06:11,919
+little if ever 65% use little if ever so
+
+131
+00:06:09,039 --> 00:06:13,680
+so hopefully we can stop building them
+
+132
+00:06:11,919 --> 00:06:15,039
+in the first place right that would be
+
+133
+00:06:13,680 --> 00:06:17,639
+great let's stop building them in the
+
+134
+00:06:15,039 --> 00:06:19,960
+first place but if we have built
+
+135
+00:06:17,639 --> 00:06:23,759
+them why are you keeping them in your
+
+136
+00:06:19,960 --> 00:06:26,680
+product why are you continuing to spend
+
+137
+00:06:23,759 --> 00:06:29,800
+maintenance hours support right how long
+
+138
+00:06:26,680 --> 00:06:32,919
+does your build take um how long your
+
+139
+00:06:29,800 --> 00:06:35,080
+build take if you remov 65% of the code
+
+140
+00:06:32,919 --> 00:06:36,840
+that's in your product right because
+
+141
+00:06:35,080 --> 00:06:38,599
+you've got rid of those features your
+
+142
+00:06:36,840 --> 00:06:40,440
+build would be faster your teams will be
+
+143
+00:06:38,599 --> 00:06:42,800
+able to work faster there's a less
+
+144
+00:06:40,440 --> 00:06:44,919
+complicated uh body of content you'll
+
+145
+00:06:42,800 --> 00:06:49,759
+just get better and faster at doing
+
+146
+00:06:44,919 --> 00:06:52,280
+doing doing things so the way to to to
+
+147
+00:06:49,759 --> 00:06:55,720
+ah man loads of teams just need a
+
+148
+00:06:52,280 --> 00:06:59,039
+gastric bypass for that right um how how
+
+149
+00:06:55,720 --> 00:07:03,000
+do you how do you restrict the the the
+
+150
+00:06:59,039 --> 00:07:04,759
+amount of um stuff that's in a in a
+
+151
+00:07:03,000 --> 00:07:06,720
+product that's really hard because it's
+
+152
+00:07:04,759 --> 00:07:10,879
+it's that's that's much harder than
+
+153
+00:07:06,720 --> 00:07:12,639
+backlog or Sprint backlog right um is to
+
+154
+00:07:10,879 --> 00:07:14,800
+figure out what percentage of the
+
+155
+00:07:12,639 --> 00:07:17,720
+features of your product are actually
+
+156
+00:07:14,800 --> 00:07:20,240
+used and the the worst is continuing to
+
+157
+00:07:17,720 --> 00:07:22,720
+invest in features that are of no use
+
+158
+00:07:20,240 --> 00:07:24,560
+right features that aren't used by your
+
+159
+00:07:22,720 --> 00:07:28,440
+customer cuz I guarantee you loads of
+
+160
+00:07:24,560 --> 00:07:31,120
+teams do that uh years years ago um I
+
+161
+00:07:28,440 --> 00:07:34,960
+worked with a a a a bank in
+
+162
+00:07:31,120 --> 00:07:38,919
+Boston and um they were absolutely
+
+163
+00:07:34,960 --> 00:07:42,039
+adamant that this 65% was crap and they
+
+164
+00:07:38,919 --> 00:07:44,720
+knew their customers way way better than
+
+165
+00:07:42,039 --> 00:07:47,360
+anybody else um and there's no way they
+
+166
+00:07:44,720 --> 00:07:49,720
+were they were wasting 65% it was a lot
+
+167
+00:07:47,360 --> 00:07:51,000
+less that's what they said so we we we
+
+168
+00:07:49,720 --> 00:07:53,720
+we said to them what's what's your
+
+169
+00:07:51,000 --> 00:07:56,120
+Flagship product that you build what's
+
+170
+00:07:53,720 --> 00:07:58,120
+the product that you think you know your
+
+171
+00:07:56,120 --> 00:07:59,720
+customers best and are building all the
+
+172
+00:07:58,120 --> 00:08:03,800
+awesome features like this one this
+
+173
+00:07:59,720 --> 00:08:07,639
+one's the best so we got in amongst the
+
+174
+00:08:03,800 --> 00:08:11,199
+code we added application insights app
+
+175
+00:08:07,639 --> 00:08:13,240
+insights is a an Azure uh uh feature
+
+176
+00:08:11,199 --> 00:08:15,479
+that can be plugged into any application
+
+177
+00:08:13,240 --> 00:08:16,879
+anywhere which basically collects data
+
+178
+00:08:15,479 --> 00:08:20,199
+so it supports all the programming
+
+179
+00:08:16,879 --> 00:08:22,560
+languages all the setups and you can out
+
+180
+00:08:20,199 --> 00:08:25,720
+of the box it does a bunch of stuff but
+
+181
+00:08:22,560 --> 00:08:27,479
+then if you add this is a feature right
+
+182
+00:08:25,720 --> 00:08:30,680
+and you can say if some how many times
+
+183
+00:08:27,479 --> 00:08:32,640
+do users click that button of our body
+
+184
+00:08:30,680 --> 00:08:34,680
+of users how many of them have clicked
+
+185
+00:08:32,640 --> 00:08:36,880
+that button you can get all of that data
+
+186
+00:08:34,680 --> 00:08:38,919
+and we analyzed their their their their
+
+187
+00:08:36,880 --> 00:08:41,479
+product uh end to end so we collected
+
+188
+00:08:38,919 --> 00:08:43,159
+data for 3 months um and then we went
+
+189
+00:08:41,479 --> 00:08:45,200
+back to them and said here's the 7 and a
+
+190
+00:08:43,159 --> 00:08:50,120
+half% of features that your customers
+
+191
+00:08:45,200 --> 00:08:52,880
+use all the rest was waste right um over
+
+192
+00:08:50,120 --> 00:08:55,040
+90% of the money they invested in their
+
+193
+00:08:52,880 --> 00:08:58,079
+product was waste and what was really
+
+194
+00:08:55,040 --> 00:08:59,959
+interesting was that more than 80% of
+
+195
+00:08:58,079 --> 00:09:03,279
+the items in their back clog at the
+
+196
+00:08:59,959 --> 00:09:05,000
+moment we're going towards additional
+
+197
+00:09:03,279 --> 00:09:06,760
+capabilities for features that weren't
+
+198
+00:09:05,000 --> 00:09:09,600
+used by their
+
+199
+00:09:06,760 --> 00:09:13,440
+customers right so
+
+200
+00:09:09,600 --> 00:09:16,279
+no don't don't don't eat the whole thing
+
+201
+00:09:13,440 --> 00:09:19,680
+right you've got to figure out how do I
+
+202
+00:09:16,279 --> 00:09:22,200
+pick and choose what I'm going to eat
+
+203
+00:09:19,680 --> 00:09:24,200
+don't eat the whole feature at once
+
+204
+00:09:22,200 --> 00:09:27,279
+right you don't know if you like haggus
+
+205
+00:09:24,200 --> 00:09:30,120
+yet so don't order a whole plate full um
+
+206
+00:09:27,279 --> 00:09:33,160
+get like a like a starter that's got a
+
+207
+00:09:30,120 --> 00:09:34,920
+little bit of haggus and try that first
+
+208
+00:09:33,160 --> 00:09:37,440
+and then obviously when you realize you
+
+209
+00:09:34,920 --> 00:09:39,920
+do like it um and your customers like it
+
+210
+00:09:37,440 --> 00:09:44,079
+then you can make more right but don't
+
+211
+00:09:39,920 --> 00:09:46,360
+don't over uh uh OV eat um on your
+
+212
+00:09:44,079 --> 00:09:48,920
+product backlog don't overeat in your
+
+213
+00:09:46,360 --> 00:09:51,839
+Sprint backlog and don't overeat in the
+
+214
+00:09:48,920 --> 00:09:54,360
+features in your
+
+215
+00:09:51,839 --> 00:09:58,800
+product so one of the civil and deadly
+
+216
+00:09:54,360 --> 00:10:02,800
+sins of agile is greed and this usually
+
+217
+00:09:58,800 --> 00:10:07,000
+manifest t s in um in
+
+218
+00:10:02,800 --> 00:10:08,600
+organizations by an overwhelming focus
+
+219
+00:10:07,000 --> 00:10:11,360
+on resource
+
+220
+00:10:08,600 --> 00:10:12,680
+utilization let's let's get rid of the
+
+221
+00:10:11,360 --> 00:10:14,440
+fact that we're calling everybody
+
+222
+00:10:12,680 --> 00:10:17,760
+resources as if they're cogs in a
+
+223
+00:10:14,440 --> 00:10:22,320
+machine rather than actual people right
+
+224
+00:10:17,760 --> 00:10:25,240
+but that focus on resource utilization
+
+225
+00:10:22,320 --> 00:10:26,560
+was a fantastic idea when we were
+
+226
+00:10:25,240 --> 00:10:31,240
+running
+
+227
+00:10:26,560 --> 00:10:34,240
+machines and machines could churn out
+
+228
+00:10:31,240 --> 00:10:37,399
+things on a regular Cadence and we were
+
+229
+00:10:34,240 --> 00:10:40,040
+able to the more your machine is running
+
+230
+00:10:37,399 --> 00:10:42,120
+the more value you're getting in return
+
+231
+00:10:40,040 --> 00:10:45,160
+for the the cost of the machine and the
+
+232
+00:10:42,120 --> 00:10:46,800
+cost to run it right um that's how you
+
+233
+00:10:45,160 --> 00:10:49,680
+would what where that re resource
+
+234
+00:10:46,800 --> 00:10:53,920
+utilization idea comes from but when you
+
+235
+00:10:49,680 --> 00:10:58,800
+start looking at people and how people
+
+236
+00:10:53,920 --> 00:11:02,399
+do work people need a a thinking time
+
+237
+00:10:58,800 --> 00:11:05,360
+people need uh um do things different
+
+238
+00:11:02,399 --> 00:11:07,399
+ways right if if we can automate stuff
+
+239
+00:11:05,360 --> 00:11:08,800
+that we do the same all the time but if
+
+240
+00:11:07,399 --> 00:11:10,760
+we're going to do something different
+
+241
+00:11:08,800 --> 00:11:12,720
+all the time which in my world
+
+242
+00:11:10,760 --> 00:11:15,440
+background as a software engineer
+
+243
+00:11:12,720 --> 00:11:17,360
+everything we coded was something new
+
+244
+00:11:15,440 --> 00:11:20,000
+otherwise we would have used an existing
+
+245
+00:11:17,360 --> 00:11:22,040
+framework right um so anytime you're
+
+246
+00:11:20,000 --> 00:11:23,560
+writing code you're doing something new
+
+247
+00:11:22,040 --> 00:11:25,800
+anytime you're building a product that
+
+248
+00:11:23,560 --> 00:11:28,440
+doesn't exist yet you're doing something
+
+249
+00:11:25,800 --> 00:11:30,120
+new that's never been done before right
+
+250
+00:11:28,440 --> 00:11:31,560
+so when you're doing those even if it's
+
+251
+00:11:30,120 --> 00:11:33,920
+been done before by somebody else it's
+
+252
+00:11:31,560 --> 00:11:38,800
+not been done before by you um and when
+
+253
+00:11:33,920 --> 00:11:42,360
+you're doing that uh you need to um give
+
+254
+00:11:38,800 --> 00:11:44,160
+people the space to be able to do things
+
+255
+00:11:42,360 --> 00:11:45,800
+well to be able to think about things to
+
+256
+00:11:44,160 --> 00:11:48,120
+be able to learn things to be able to
+
+257
+00:11:45,800 --> 00:11:51,600
+try things and that means that people
+
+258
+00:11:48,120 --> 00:11:54,079
+aren't always 100% focused on the work
+
+259
+00:11:51,600 --> 00:11:56,639
+that they're doing they they're they're
+
+260
+00:11:54,079 --> 00:12:00,440
+doing other things while thinking about
+
+261
+00:11:56,639 --> 00:12:03,800
+that work uh some examples Maybe um have
+
+262
+00:12:00,440 --> 00:12:04,959
+you ever uh been working on something
+
+263
+00:12:03,800 --> 00:12:07,560
+and got
+
+264
+00:12:04,959 --> 00:12:09,480
+stuck and the only way for you to get un
+
+265
+00:12:07,560 --> 00:12:13,440
+no matter how much time you spent on
+
+266
+00:12:09,480 --> 00:12:16,959
+this thing you were stuck right you're
+
+267
+00:12:13,440 --> 00:12:18,639
+100% utilized cuz you're working on this
+
+268
+00:12:16,959 --> 00:12:21,000
+thing
+
+269
+00:12:18,639 --> 00:12:23,760
+but you're not making any progress
+
+270
+00:12:21,000 --> 00:12:27,560
+you're not delivering any value but if
+
+271
+00:12:23,760 --> 00:12:29,560
+you just go uh go out for a walk right
+
+272
+00:12:27,560 --> 00:12:31,199
+or you sit with your wife and you
+
+273
+00:12:29,560 --> 00:12:32,959
+explain the problem to your I do this
+
+274
+00:12:31,199 --> 00:12:34,560
+all the time I explain some problem to
+
+275
+00:12:32,959 --> 00:12:35,959
+my wife and she doesn't necessarily
+
+276
+00:12:34,560 --> 00:12:37,880
+understand the problem that I've got
+
+277
+00:12:35,959 --> 00:12:40,000
+right I'm talking about code and
+
+278
+00:12:37,880 --> 00:12:41,760
+architectures and things and halfway
+
+279
+00:12:40,000 --> 00:12:44,320
+through explaining it I figured out what
+
+280
+00:12:41,760 --> 00:12:46,240
+my problem was right cuz I knew I just
+
+281
+00:12:44,320 --> 00:12:49,440
+didn't have a
+
+282
+00:12:46,240 --> 00:12:51,240
+moment to look to the side I don't know
+
+283
+00:12:49,440 --> 00:12:54,560
+if that makes sense like like an out of
+
+284
+00:12:51,240 --> 00:12:56,519
+body out of idea experience out body
+
+285
+00:12:54,560 --> 00:12:57,440
+experience and look at that thing from
+
+286
+00:12:56,519 --> 00:13:01,079
+the
+
+287
+00:12:57,440 --> 00:13:04,240
+outside um so that that resource
+
+288
+00:13:01,079 --> 00:13:07,360
+utilization is a fallacy uh when you're
+
+289
+00:13:04,240 --> 00:13:09,720
+talking about people um there's no such
+
+290
+00:13:07,360 --> 00:13:13,120
+thing as resource utilization you want
+
+291
+00:13:09,720 --> 00:13:16,480
+to be looking at flow efficiency and
+
+292
+00:13:13,120 --> 00:13:18,160
+value delivery how much value Are you
+
+293
+00:13:16,480 --> 00:13:20,160
+delivering to your customer and I
+
+294
+00:13:18,160 --> 00:13:21,680
+actually I don't care if my team members
+
+295
+00:13:20,160 --> 00:13:23,959
+are sitting around on their butts for
+
+296
+00:13:21,680 --> 00:13:26,600
+90% of the time as long as we're
+
+297
+00:13:23,959 --> 00:13:28,639
+delivering the value to the customer
+
+298
+00:13:26,600 --> 00:13:30,760
+right the value to the customer is the
+
+299
+00:13:28,639 --> 00:13:32,199
+important thing is the customer happy
+
+300
+00:13:30,760 --> 00:13:34,560
+are we getting an adequate return on
+
+301
+00:13:32,199 --> 00:13:37,600
+investment for our product those are the
+
+302
+00:13:34,560 --> 00:13:39,519
+ideas uh that make sense um I worked
+
+303
+00:13:37,600 --> 00:13:42,160
+with somebody years ago who ran a little
+
+304
+00:13:39,519 --> 00:13:45,000
+experiment with some teams um that he
+
+305
+00:13:42,160 --> 00:13:50,199
+worked with in a in a company in the US
+
+306
+00:13:45,000 --> 00:13:54,160
+and he uh decided to or got convinced
+
+307
+00:13:50,199 --> 00:13:57,199
+leadership that per Sprint he would
+
+308
+00:13:54,160 --> 00:14:01,040
+remove an
+
+309
+00:13:57,199 --> 00:14:03,639
+hour from each Sprint
+
+310
+00:14:01,040 --> 00:14:06,639
+so you can imagine you've got a 40 hour
+
+311
+00:14:03,639 --> 00:14:08,800
+week per week per Sprint you've got a 40
+
+312
+00:14:06,639 --> 00:14:12,360
+hour week the next Sprint he's going to
+
+313
+00:14:08,800 --> 00:14:14,519
+do a 39h hour week with the team and the
+
+314
+00:14:12,360 --> 00:14:17,160
+Sprint after that he's going to do a 38
+
+315
+00:14:14,519 --> 00:14:19,120
+hour week with the team and the Sprint
+
+316
+00:14:17,160 --> 00:14:21,839
+after that he going to do a 37-hour week
+
+317
+00:14:19,120 --> 00:14:26,199
+with the team and I've got a question
+
+318
+00:14:21,839 --> 00:14:28,040
+for you at what point do you believe
+
+319
+00:14:26,199 --> 00:14:30,759
+that value delivery
+
+320
+00:14:28,040 --> 00:14:33,240
+suffered if the focus is on value
+
+321
+00:14:30,759 --> 00:14:35,120
+delivery delivering features now that
+
+322
+00:14:33,240 --> 00:14:37,920
+doesn't mean that for the other two
+
+323
+00:14:35,120 --> 00:14:40,000
+hours people aren't the the the the
+
+324
+00:14:37,920 --> 00:14:42,800
+hours that you remove people aren't
+
+325
+00:14:40,000 --> 00:14:45,079
+actually working right if you think
+
+326
+00:14:42,800 --> 00:14:47,720
+about it scrum team somebody who's
+
+327
+00:14:45,079 --> 00:14:51,160
+focused on solving problems um works
+
+328
+00:14:47,720 --> 00:14:52,600
+100% of the time right when I'm when I'm
+
+329
+00:14:51,160 --> 00:14:54,959
+having a shower in the morning or when
+
+330
+00:14:52,600 --> 00:14:57,680
+I'm I actually do a lot of my best ideas
+
+331
+00:14:54,959 --> 00:14:59,959
+at the gym I go to the gym I'm working
+
+332
+00:14:57,680 --> 00:15:02,120
+out the gym and I go oh that's a great
+
+333
+00:14:59,959 --> 00:15:04,639
+idea and I go on my phone and I message
+
+334
+00:15:02,120 --> 00:15:08,000
+it to myself right and then the next
+
+335
+00:15:04,639 --> 00:15:09,839
+idea Pops in how to solve problems and
+
+336
+00:15:08,000 --> 00:15:13,079
+figure these out is not something that
+
+337
+00:15:09,839 --> 00:15:16,399
+you get from 100% utilization it's you
+
+338
+00:15:13,079 --> 00:15:19,720
+need thinking time uh so can you guess
+
+339
+00:15:16,399 --> 00:15:23,759
+where he got to he got to 16 hours per
+
+340
+00:15:19,720 --> 00:15:26,399
+week before um uh a value delivery
+
+341
+00:15:23,759 --> 00:15:28,440
+started to suffer because all the rest
+
+342
+00:15:26,399 --> 00:15:29,800
+of the time is thinking time that the
+
+343
+00:15:28,440 --> 00:15:33,240
+team needed
+
+344
+00:15:29,800 --> 00:15:36,720
+thinking in the noodling time um
+
+345
+00:15:33,240 --> 00:15:40,319
+so very much Stop Being
+
+346
+00:15:36,720 --> 00:15:44,240
+Greedy stop trying to get people to
+
+347
+00:15:40,319 --> 00:15:47,759
+maximize their utilization and instead
+
+348
+00:15:44,240 --> 00:15:50,870
+focus on maximizing the flow of value
+
+349
+00:15:47,759 --> 00:15:53,240
+delivery to your
+
+350
+00:15:50,870 --> 00:15:57,040
+[Applause]
+
+351
+00:15:53,240 --> 00:15:59,720
+customers one of the seven deadly sins
+
+352
+00:15:57,040 --> 00:16:02,079
+of agile it's sloth
+
+353
+00:15:59,720 --> 00:16:05,279
+and this manifests in a number of number
+
+354
+00:16:02,079 --> 00:16:07,319
+of different ways with with teams with
+
+355
+00:16:05,279 --> 00:16:11,759
+organizations uh with leadership all
+
+356
+00:16:07,319 --> 00:16:15,920
+over the place um one of the most common
+
+357
+00:16:11,759 --> 00:16:18,480
+um elements is just not bothering our
+
+358
+00:16:15,920 --> 00:16:21,319
+bothering our ARS actually doing the
+
+359
+00:16:18,480 --> 00:16:23,360
+things um that that that we say we're
+
+360
+00:16:21,319 --> 00:16:25,639
+going to do right we say we're doing
+
+361
+00:16:23,360 --> 00:16:27,519
+agile but we don't deliver working
+
+362
+00:16:25,639 --> 00:16:31,720
+product at the end of the Sprint we say
+
+363
+00:16:27,519 --> 00:16:33,839
+we're doing agile um but we have long
+
+364
+00:16:31,720 --> 00:16:36,279
+convoluted deployment processes which
+
+365
+00:16:33,839 --> 00:16:40,079
+are not in control of the developers we
+
+366
+00:16:36,279 --> 00:16:42,440
+say we're doing agile um but we don't
+
+367
+00:16:40,079 --> 00:16:45,480
+have an ordered backlog right all of
+
+368
+00:16:42,440 --> 00:16:49,160
+these things
+
+369
+00:16:45,480 --> 00:16:51,600
+are places where we say we're doing
+
+370
+00:16:49,160 --> 00:16:53,600
+something but really we're just kind of
+
+371
+00:16:51,600 --> 00:16:56,360
+lazy and line through our teeth in order
+
+372
+00:16:53,600 --> 00:16:58,440
+to not have to do the work perhaps it's
+
+373
+00:16:56,360 --> 00:17:00,720
+because somebody in leadership in the
+
+374
+00:16:58,440 --> 00:17:03,279
+organization ation has decided that thou
+
+375
+00:17:00,720 --> 00:17:05,720
+shalt do Agile and your product is not
+
+376
+00:17:03,279 --> 00:17:07,039
+particularly suited to that model
+
+377
+00:17:05,720 --> 00:17:08,640
+because it was built in a in a
+
+378
+00:17:07,039 --> 00:17:11,000
+traditional maybe it's got Mainframe and
+
+379
+00:17:08,640 --> 00:17:13,199
+all kinds of crazy stuff in there maybe
+
+380
+00:17:11,000 --> 00:17:16,079
+there are other reasons why it's not
+
+381
+00:17:13,199 --> 00:17:18,280
+viable within the the the confines the
+
+382
+00:17:16,079 --> 00:17:20,880
+structure of of of your organization the
+
+383
+00:17:18,280 --> 00:17:24,880
+system that you're in um but I would
+
+384
+00:17:20,880 --> 00:17:25,679
+much rather teams and people were honest
+
+385
+00:17:24,880 --> 00:17:27,839
+and
+
+386
+00:17:25,679 --> 00:17:29,400
+transparent with their companies and
+
+387
+00:17:27,839 --> 00:17:32,000
+their organizations
+
+388
+00:17:29,400 --> 00:17:35,520
+about what they they can and cannot do
+
+389
+00:17:32,000 --> 00:17:38,240
+what isn't is not agile um I really like
+
+390
+00:17:35,520 --> 00:17:43,720
+there's a great article
+
+391
+00:17:38,240 --> 00:17:46,640
+um called uh detecting agile BS uh from
+
+392
+00:17:43,720 --> 00:17:51,320
+the US Department of the pents and if
+
+393
+00:17:46,640 --> 00:17:55,360
+you search for it you will find
+
+394
+00:17:51,320 --> 00:17:57,840
+uh a great little workflow on it it's my
+
+395
+00:17:55,360 --> 00:18:00,720
+one of my favorite uh uh things that I
+
+396
+00:17:57,840 --> 00:18:04,480
+use in organiz organizations so here are
+
+397
+00:18:00,720 --> 00:18:08,600
+uh six sloths uh things that
+
+398
+00:18:04,480 --> 00:18:10,600
+organizations kind of say they do um or
+
+399
+00:18:08,600 --> 00:18:12,480
+pretend that they're agile but they
+
+400
+00:18:10,600 --> 00:18:15,200
+don't actually do these things uh and
+
+401
+00:18:12,480 --> 00:18:17,919
+this I think these are great uh so first
+
+402
+00:18:15,200 --> 00:18:22,240
+one is our teams delivering working
+
+403
+00:18:17,919 --> 00:18:24,720
+software to real users every iteration
+
+404
+00:18:22,240 --> 00:18:27,039
+including the first and Gathering
+
+405
+00:18:24,720 --> 00:18:29,520
+feedback that's like that's like the
+
+406
+00:18:27,039 --> 00:18:32,080
+first thing that's almost agile in a
+
+407
+00:18:29,520 --> 00:18:33,360
+nutshell are we coming up with ideas
+
+408
+00:18:32,080 --> 00:18:35,480
+getting those ideas in front of
+
+409
+00:18:33,360 --> 00:18:39,480
+customers and getting that feedback if
+
+410
+00:18:35,480 --> 00:18:41,320
+you're not doing that sloth right you're
+
+411
+00:18:39,480 --> 00:18:43,600
+you're you're you're not able to get
+
+412
+00:18:41,320 --> 00:18:45,200
+things done uh the second one and
+
+413
+00:18:43,600 --> 00:18:48,200
+because this is Department of Defense
+
+414
+00:18:45,200 --> 00:18:50,360
+right uh is there a product Charter
+
+415
+00:18:48,200 --> 00:18:53,360
+laying down the mission strategic goals
+
+416
+00:18:50,360 --> 00:18:56,080
+and do all members of the team
+
+417
+00:18:53,360 --> 00:18:59,080
+understand how they contribute right
+
+418
+00:18:56,080 --> 00:19:02,039
+that's absolutely key if how can we
+
+419
+00:18:59,080 --> 00:19:04,760
+expect people within the context of our
+
+420
+00:19:02,039 --> 00:19:08,200
+of our product of our teams of our
+
+421
+00:19:04,760 --> 00:19:12,520
+organization to make good decisions
+
+422
+00:19:08,200 --> 00:19:15,039
+about what it is uh that they need to do
+
+423
+00:19:12,520 --> 00:19:16,679
+if they they they they don't have all
+
+424
+00:19:15,039 --> 00:19:19,400
+the information they need right we're
+
+425
+00:19:16,679 --> 00:19:22,880
+we're hiring smart clever people and
+
+426
+00:19:19,400 --> 00:19:25,240
+then we're not empowering
+
+427
+00:19:22,880 --> 00:19:27,159
+them to do the things that they need to
+
+428
+00:19:25,240 --> 00:19:29,400
+do right we're not we're just not
+
+429
+00:19:27,159 --> 00:19:31,039
+empowering them um and that that's
+
+430
+00:19:29,400 --> 00:19:32,400
+that's part of we need to communicate
+
+431
+00:19:31,039 --> 00:19:34,520
+with them and if you don't communicate
+
+432
+00:19:32,400 --> 00:19:36,360
+with them sloth if you don't actually do
+
+433
+00:19:34,520 --> 00:19:41,080
+those things you're you're you're being
+
+434
+00:19:36,360 --> 00:19:43,679
+lazy right just do it uh third one is
+
+435
+00:19:41,080 --> 00:19:47,280
+feedback uh from users turned into
+
+436
+00:19:43,679 --> 00:19:49,440
+concrete work items um on Sprint
+
+437
+00:19:47,280 --> 00:19:52,080
+timeline shorter than one month right so
+
+438
+00:19:49,440 --> 00:19:55,600
+are you getting uh things in front of
+
+439
+00:19:52,080 --> 00:19:57,039
+your customers at least once per month
+
+440
+00:19:55,600 --> 00:19:59,440
+um and
+
+441
+00:19:57,039 --> 00:20:01,919
+those that that that shouldn't be that
+
+442
+00:19:59,440 --> 00:20:04,720
+hard right it shouldn't be that hard to
+
+443
+00:20:01,919 --> 00:20:07,159
+engage uh with your with your with your
+
+444
+00:20:04,720 --> 00:20:09,520
+customers get parts of your product in
+
+445
+00:20:07,159 --> 00:20:12,200
+front of your customers and then get
+
+446
+00:20:09,520 --> 00:20:14,159
+them to tell you what they think of it
+
+447
+00:20:12,200 --> 00:20:16,520
+right Gathering feedback from from from
+
+448
+00:20:14,159 --> 00:20:18,720
+those users that shouldn't be that hard
+
+449
+00:20:16,520 --> 00:20:21,200
+and if you're not doing it sloth cuz
+
+450
+00:20:18,720 --> 00:20:24,000
+it's not that hard you're just being
+
+451
+00:20:21,200 --> 00:20:27,200
+lazy uh one I I already mentioned a
+
+452
+00:20:24,000 --> 00:20:30,360
+little bit uh is the full ecosystem of
+
+453
+00:20:27,200 --> 00:20:32,480
+your project agile IE agile programming
+
+454
+00:20:30,360 --> 00:20:35,280
+teams followed by linear bureaucratic
+
+455
+00:20:32,480 --> 00:20:37,400
+deployments is a failure right why do
+
+456
+00:20:35,280 --> 00:20:39,720
+you have linear bureaucratic deployments
+
+457
+00:20:37,400 --> 00:20:41,440
+after your adual team have done the work
+
+458
+00:20:39,720 --> 00:20:43,799
+yeah we might be able to make working
+
+459
+00:20:41,440 --> 00:20:46,200
+product in two weeks but how long does
+
+460
+00:20:43,799 --> 00:20:48,640
+it take before that increment that two
+
+461
+00:20:46,200 --> 00:20:51,799
+weeks worth of work actually gets in
+
+462
+00:20:48,640 --> 00:20:54,400
+front of real users so that you can
+
+463
+00:20:51,799 --> 00:20:55,320
+close those feedback loops break down
+
+464
+00:20:54,400 --> 00:20:57,360
+those
+
+465
+00:20:55,320 --> 00:20:58,919
+assumptions validate what it is that
+
+466
+00:20:57,360 --> 00:21:01,360
+you're creating that it is actually
+
+467
+00:20:58,919 --> 00:21:04,520
+value um and if that's too
+
+468
+00:21:01,360 --> 00:21:07,960
+long that's it's not agile if you look
+
+469
+00:21:04,520 --> 00:21:11,880
+at the agile Manifesto you you it
+
+470
+00:21:07,960 --> 00:21:14,320
+says ideally a shorter time frame but
+
+471
+00:21:11,880 --> 00:21:17,279
+only a few months uh between having an
+
+472
+00:21:14,320 --> 00:21:21,240
+idea and getting it into into production
+
+473
+00:21:17,279 --> 00:21:23,360
+um that should be uh the case and then
+
+474
+00:21:21,240 --> 00:21:25,440
+the the the fifth one our teams
+
+475
+00:21:23,360 --> 00:21:27,760
+empowered to change their requirements
+
+476
+00:21:25,440 --> 00:21:31,159
+based on feedback the the people doing
+
+477
+00:21:27,760 --> 00:21:33,640
+the work should be able to change and
+
+478
+00:21:31,159 --> 00:21:35,440
+adapt the requirements that they're
+
+479
+00:21:33,640 --> 00:21:37,279
+creating in the system the things that
+
+480
+00:21:35,440 --> 00:21:38,640
+they're building we want to build more
+
+481
+00:21:37,279 --> 00:21:40,400
+of the right things and less of the
+
+482
+00:21:38,640 --> 00:21:42,799
+wrong things we want to maximize the
+
+483
+00:21:40,400 --> 00:21:45,320
+amount of work not done all of those
+
+484
+00:21:42,799 --> 00:21:48,559
+things require the people doing the work
+
+485
+00:21:45,320 --> 00:21:50,720
+to be able to delete add or change
+
+486
+00:21:48,559 --> 00:21:52,360
+things from the backlog as needed based
+
+487
+00:21:50,720 --> 00:21:53,919
+on those interactions that we've already
+
+488
+00:21:52,360 --> 00:21:57,120
+talked about with the customer and if
+
+489
+00:21:53,919 --> 00:21:59,240
+you're not doing that sloth right why
+
+490
+00:21:57,120 --> 00:22:01,720
+are you not doing that why is somebody
+
+491
+00:21:59,240 --> 00:22:03,960
+not addressing the problems of why you
+
+492
+00:22:01,720 --> 00:22:05,799
+can't do that if your organization is
+
+493
+00:22:03,960 --> 00:22:08,120
+saying we want to do Agile year and we
+
+494
+00:22:05,799 --> 00:22:09,559
+want to get all the benefits oh but you
+
+495
+00:22:08,120 --> 00:22:11,279
+you can't change your requirements you
+
+496
+00:22:09,559 --> 00:22:14,440
+have to do everything that here's the
+
+497
+00:22:11,279 --> 00:22:18,360
+300 things we need you to do that's
+
+498
+00:22:14,440 --> 00:22:20,120
+fundamentally not agile welcome changing
+
+499
+00:22:18,360 --> 00:22:22,440
+requirements even late in development
+
+500
+00:22:20,120 --> 00:22:24,799
+these are just fundamental uh uh
+
+501
+00:22:22,440 --> 00:22:27,320
+principles of agility and then the last
+
+502
+00:22:24,799 --> 00:22:29,240
+one on the Department of Defense you
+
+503
+00:22:27,320 --> 00:22:31,400
+know not well known for being an agile
+
+504
+00:22:29,240 --> 00:22:33,840
+organization but um the last one on
+
+505
+00:22:31,400 --> 00:22:37,000
+their list is are teams empowered to
+
+506
+00:22:33,840 --> 00:22:39,279
+change their process based on what they
+
+507
+00:22:37,000 --> 00:22:41,440
+learn so not only changing the work that
+
+508
+00:22:39,279 --> 00:22:43,600
+they're doing but changing the way that
+
+509
+00:22:41,440 --> 00:22:46,679
+they're doing the work and why aren't
+
+510
+00:22:43,600 --> 00:22:48,919
+your teams empowered to do that well
+
+511
+00:22:46,679 --> 00:22:51,279
+because people more senior can't be
+
+512
+00:22:48,919 --> 00:22:54,200
+bothered with that they just want to buy
+
+513
+00:22:51,279 --> 00:22:55,919
+agile from some vendor install it and
+
+514
+00:22:54,200 --> 00:22:57,679
+then everybody just does it that way
+
+515
+00:22:55,919 --> 00:22:58,960
+that's that's not fundamentally how
+
+516
+00:22:57,679 --> 00:23:02,480
+agile works
+
+517
+00:22:58,960 --> 00:23:05,840
+agile is about the emergent practices
+
+518
+00:23:02,480 --> 00:23:08,480
+The Continuous change emergence and
+
+519
+00:23:05,840 --> 00:23:11,679
+adaption of our processes practices and
+
+520
+00:23:08,480 --> 00:23:14,840
+tools in order to be able to maximize
+
+521
+00:23:11,679 --> 00:23:17,279
+the value delivered to the customer the
+
+522
+00:23:14,840 --> 00:23:20,600
+stakeholder which maybe the business
+
+523
+00:23:17,279 --> 00:23:23,200
+themselves right and without those
+
+524
+00:23:20,600 --> 00:23:27,320
+abilities we can't do that I I I feel
+
+525
+00:23:23,200 --> 00:23:30,440
+like these six things absolutely impit
+
+526
+00:23:27,320 --> 00:23:30,440
+omey that's not a
+
+527
+00:23:32,200 --> 00:23:40,960
+word are sloth right if you're not able
+
+528
+00:23:36,840 --> 00:23:43,640
+to do all of these things you're not
+
+529
+00:23:40,960 --> 00:23:45,440
+really that interested in moving towards
+
+530
+00:23:43,640 --> 00:23:48,000
+agility you're really not that
+
+531
+00:23:45,440 --> 00:23:50,919
+interested in doing those things it's
+
+532
+00:23:48,000 --> 00:23:53,360
+it's lazy it's inept get off your ass
+
+533
+00:23:50,919 --> 00:23:53,360
+and fix
+
+534
+00:23:54,279 --> 00:24:02,559
+it one of the seven deadly sins of agile
+
+535
+00:23:59,000 --> 00:24:05,240
+is wrath wrath occurs in many different
+
+536
+00:24:02,559 --> 00:24:08,760
+forms uh in teams working in
+
+537
+00:24:05,240 --> 00:24:12,159
+organizations um most often it's the
+
+538
+00:24:08,760 --> 00:24:16,480
+inability for us to do things wrong it's
+
+539
+00:24:12,159 --> 00:24:18,640
+the inability for um an organization to
+
+540
+00:24:16,480 --> 00:24:21,600
+accept that we're not going to do things
+
+541
+00:24:18,640 --> 00:24:26,880
+right every time Um this can kind of
+
+542
+00:24:21,600 --> 00:24:29,360
+manifest in um a example from Recently
+
+543
+00:24:26,880 --> 00:24:32,320
+um we need to work with an organization
+
+544
+00:24:29,360 --> 00:24:35,200
+we need to create uh some some some
+
+545
+00:24:32,320 --> 00:24:37,039
+procedures and practices around um doing
+
+546
+00:24:35,200 --> 00:24:39,840
+a deployment need to create procedures
+
+547
+00:24:37,039 --> 00:24:43,440
+and practices um and the team that I've
+
+548
+00:24:39,840 --> 00:24:45,880
+been working with wants to create here's
+
+549
+00:24:43,440 --> 00:24:49,360
+here's what we think is going to work
+
+550
+00:24:45,880 --> 00:24:51,840
+let's try that and then as we figure out
+
+551
+00:24:49,360 --> 00:24:54,120
+more we can iterate on this policy and
+
+552
+00:24:51,840 --> 00:24:56,240
+procedure and get it to be what we need
+
+553
+00:24:54,120 --> 00:24:58,120
+it to be in order to be able to to be
+
+554
+00:24:56,240 --> 00:25:01,120
+successfully in production and then we
+
+555
+00:24:58,120 --> 00:25:02,760
+can reuse that as we go for for future
+
+556
+00:25:01,120 --> 00:25:05,799
+applications right future things that
+
+557
+00:25:02,760 --> 00:25:08,080
+we're doing uh but the the the other
+
+558
+00:25:05,799 --> 00:25:10,880
+side uh didn't want to do that they
+
+559
+00:25:08,080 --> 00:25:13,600
+wanted to uh you you create your final
+
+560
+00:25:10,880 --> 00:25:16,039
+draft we'll take that we'll run it
+
+561
+00:25:13,600 --> 00:25:18,240
+around the 100 people that need to go
+
+562
+00:25:16,039 --> 00:25:19,880
+see it and we'll create a spreadsheet
+
+563
+00:25:18,240 --> 00:25:21,360
+with all of the things wrong with it and
+
+564
+00:25:19,880 --> 00:25:24,120
+here's the things wrong with it that you
+
+565
+00:25:21,360 --> 00:25:29,240
+have to go fix before we can approve it
+
+566
+00:25:24,120 --> 00:25:32,919
+right that approval process is is Wrath
+
+567
+00:25:29,240 --> 00:25:36,279
+right it's you can't be wrong therefore
+
+568
+00:25:32,919 --> 00:25:38,360
+the end result needs approved before you
+
+569
+00:25:36,279 --> 00:25:41,000
+can do it because if it's approved it's
+
+570
+00:25:38,360 --> 00:25:42,799
+now no longer your accountability so
+
+571
+00:25:41,000 --> 00:25:45,600
+we're not going to blame you right so
+
+572
+00:25:42,799 --> 00:25:48,279
+it's a blame culture uh uh uh uh
+
+573
+00:25:45,600 --> 00:25:50,080
+technique it's going to run up the chain
+
+574
+00:25:48,279 --> 00:25:52,279
+get approved and then whoever's approved
+
+575
+00:25:50,080 --> 00:25:54,200
+it at the top it'll be beneath them to
+
+576
+00:25:52,279 --> 00:25:56,760
+solve the problem anyway so if something
+
+577
+00:25:54,200 --> 00:25:58,760
+goes wrong oh it's not the people down
+
+578
+00:25:56,760 --> 00:26:00,600
+here's fault because it was approved
+
+579
+00:25:58,760 --> 00:26:02,559
+go up who approved it oh the CEO
+
+580
+00:26:00,600 --> 00:26:04,640
+approved it well okay then well it was
+
+581
+00:26:02,559 --> 00:26:07,279
+wrong whatever right so there's no
+
+582
+00:26:04,640 --> 00:26:11,080
+there's no accountability it's a lack of
+
+583
+00:26:07,279 --> 00:26:13,080
+accountability results in Wrath uh uh
+
+584
+00:26:11,080 --> 00:26:15,399
+going on in in the
+
+585
+00:26:13,080 --> 00:26:17,279
+organization and I think this this
+
+586
+00:26:15,399 --> 00:26:18,520
+manifests in lots of different ways I
+
+587
+00:26:17,279 --> 00:26:20,720
+think that's the core thing but it
+
+588
+00:26:18,520 --> 00:26:23,240
+manifests in lots of different ways uh
+
+589
+00:26:20,720 --> 00:26:26,520
+one of them uh that I've seen happen
+
+590
+00:26:23,240 --> 00:26:29,200
+with a team uh was um I had it was
+
+591
+00:26:26,520 --> 00:26:31,320
+during a a Sprint review uh the team was
+
+592
+00:26:29,200 --> 00:26:32,960
+demonstrating their product and features
+
+593
+00:26:31,320 --> 00:26:35,520
+to the
+
+594
+00:26:32,960 --> 00:26:38,240
+stakeholders and um one of the
+
+595
+00:26:35,520 --> 00:26:42,240
+stakeholders asked the team why did you
+
+596
+00:26:38,240 --> 00:26:45,080
+build it that way right in a kind of it
+
+597
+00:26:42,240 --> 00:26:47,440
+was in a kind of accusatory tone like
+
+598
+00:26:45,080 --> 00:26:50,679
+why did you build it that way right like
+
+599
+00:26:47,440 --> 00:26:53,640
+kind of kind of like that and what I
+
+600
+00:26:50,679 --> 00:26:56,760
+would expect to happen would be that the
+
+601
+00:26:53,640 --> 00:26:59,200
+product owner would take accountability
+
+602
+00:26:56,760 --> 00:27:00,559
+for the value value delivered
+
+603
+00:26:59,200 --> 00:27:02,559
+accountability for the value delivered
+
+604
+00:27:00,559 --> 00:27:04,679
+in the team and they would get out in
+
+605
+00:27:02,559 --> 00:27:06,399
+front of that and say well these are the
+
+606
+00:27:04,679 --> 00:27:08,360
+decisions that we made we can always go
+
+607
+00:27:06,399 --> 00:27:10,120
+back and change them um blah blah blah
+
+608
+00:27:08,360 --> 00:27:14,000
+blah blah that's taking accountability
+
+609
+00:27:10,120 --> 00:27:16,000
+but no that's not what they did um wrath
+
+610
+00:27:14,000 --> 00:27:19,120
+they passed the buck and the product
+
+611
+00:27:16,000 --> 00:27:21,840
+owner turned to the team and said no why
+
+612
+00:27:19,120 --> 00:27:24,080
+did you build it that way right and
+
+613
+00:27:21,840 --> 00:27:26,720
+that's that's not taking accountability
+
+614
+00:27:24,080 --> 00:27:28,760
+and I think wrath is a is a big reason I
+
+615
+00:27:26,720 --> 00:27:31,399
+don't want it to be my fault it needs to
+
+616
+00:27:28,760 --> 00:27:33,200
+be somebody else's fault otherwise
+
+617
+00:27:31,399 --> 00:27:35,880
+something will land on me I'll get
+
+618
+00:27:33,200 --> 00:27:38,360
+covered in the poop uh uh from the from
+
+619
+00:27:35,880 --> 00:27:41,279
+the mistake that happens um and I think
+
+620
+00:27:38,360 --> 00:27:45,399
+that lack of mistakes is a huge huge
+
+621
+00:27:41,279 --> 00:27:48,480
+part of that story so don't let your
+
+622
+00:27:45,399 --> 00:27:51,399
+organizational culture of
+
+623
+00:27:48,480 --> 00:27:54,679
+Wrath create this environment where
+
+624
+00:27:51,399 --> 00:27:54,679
+nobody will take
+
+625
+00:27:55,080 --> 00:27:58,960
+accountability one of the seven deadly
+
+626
+00:27:57,799 --> 00:28:01,480
+sin
+
+627
+00:27:58,960 --> 00:28:05,399
+of agile is
+
+628
+00:28:01,480 --> 00:28:10,760
+envy and for me I think
+
+629
+00:28:05,399 --> 00:28:12,919
+Envy in agile looks like um just copying
+
+630
+00:28:10,760 --> 00:28:14,799
+other people's stuff right that's one of
+
+631
+00:28:12,919 --> 00:28:19,480
+the the the ways it
+
+632
+00:28:14,799 --> 00:28:22,159
+manifests that um we we we believe we
+
+633
+00:28:19,480 --> 00:28:24,640
+maybe believe that if somebody else is
+
+634
+00:28:22,159 --> 00:28:27,120
+getting success with something then of
+
+635
+00:28:24,640 --> 00:28:29,679
+course we will get success with
+
+636
+00:28:27,120 --> 00:28:33,279
+something and the difficulty is that
+
+637
+00:28:29,679 --> 00:28:35,039
+that's not necessarily true at all um
+
+638
+00:28:33,279 --> 00:28:37,000
+and it I'm going to rephrase that it
+
+639
+00:28:35,039 --> 00:28:39,519
+might be it might be it might be
+
+640
+00:28:37,000 --> 00:28:41,360
+possible on the small scale right so
+
+641
+00:28:39,519 --> 00:28:43,919
+you're you're you're working with a with
+
+642
+00:28:41,360 --> 00:28:45,480
+a team um one of your colleagues and
+
+643
+00:28:43,919 --> 00:28:48,960
+another scrum master or another product
+
+644
+00:28:45,480 --> 00:28:51,080
+owner is using a practice that they're
+
+645
+00:28:48,960 --> 00:28:53,039
+like oh this is great we do this and
+
+646
+00:28:51,080 --> 00:28:55,480
+this and we have this value stream and
+
+647
+00:28:53,039 --> 00:28:57,399
+we're able to to to get good good stuff
+
+648
+00:28:55,480 --> 00:28:58,600
+from that and you're like okay I'd like
+
+649
+00:28:57,399 --> 00:29:01,000
+to try that
+
+650
+00:28:58,600 --> 00:29:05,200
+right that's that's not really what I
+
+651
+00:29:01,000 --> 00:29:10,440
+consider Envy that's just trying
+
+652
+00:29:05,200 --> 00:29:12,799
+stuff Envy would be um looking at a
+
+653
+00:29:10,440 --> 00:29:15,559
+great example of Envy Spotify
+
+654
+00:29:12,799 --> 00:29:20,320
+model Spotify model is a fantastic
+
+655
+00:29:15,559 --> 00:29:23,000
+example of Envy there is no such thing
+
+656
+00:29:20,320 --> 00:29:26,720
+as the Spotify model there is no such
+
+657
+00:29:23,000 --> 00:29:29,760
+thing uh so there was a
+
+658
+00:29:26,720 --> 00:29:32,760
+presentation uh and paper uh that a
+
+659
+00:29:29,760 --> 00:29:37,080
+couple of folks that were were leaders
+
+660
+00:29:32,760 --> 00:29:38,600
+in at Spotify did at a conference uh so
+
+661
+00:29:37,080 --> 00:29:40,279
+I think they did a couple of conferences
+
+662
+00:29:38,600 --> 00:29:43,360
+talking
+
+663
+00:29:40,279 --> 00:29:46,919
+about what Spotify was
+
+664
+00:29:43,360 --> 00:29:48,960
+doing what their Journey was and where
+
+665
+00:29:46,919 --> 00:29:51,080
+they currently were on their
+
+666
+00:29:48,960 --> 00:29:53,240
+Journey right that was they're they're
+
+667
+00:29:51,080 --> 00:29:57,120
+they're telling an example of how they
+
+668
+00:29:53,240 --> 00:29:58,760
+did things and everybody went ooh the
+
+669
+00:29:57,120 --> 00:30:00,960
+Spotify model
+
+670
+00:29:58,760 --> 00:30:05,080
+let's let's do that and they absorb that
+
+671
+00:30:00,960 --> 00:30:07,120
+into their you know I I want this uh uh
+
+672
+00:30:05,080 --> 00:30:09,440
+um this capability and they go try and
+
+673
+00:30:07,120 --> 00:30:13,480
+bring it into the organization but what
+
+674
+00:30:09,440 --> 00:30:15,320
+folks don't realize is 6 weeks later
+
+675
+00:30:13,480 --> 00:30:18,120
+Spotify were doing it differently they
+
+676
+00:30:15,320 --> 00:30:21,799
+weren't doing what was defined in the
+
+677
+00:30:18,120 --> 00:30:26,080
+Spotify Model A year later they got rid
+
+678
+00:30:21,799 --> 00:30:29,039
+of the idea of of tribes and uh uh
+
+679
+00:30:26,080 --> 00:30:30,720
+guilds and whatever else they were doing
+
+680
+00:30:29,039 --> 00:30:32,840
+because it it didn't it didn't work for
+
+681
+00:30:30,720 --> 00:30:37,080
+them right they tried something and it
+
+682
+00:30:32,840 --> 00:30:39,039
+didn't work for them and that that Envy
+
+683
+00:30:37,080 --> 00:30:40,960
+of oh they're doing this awesome thing
+
+684
+00:30:39,039 --> 00:30:43,080
+so we need to be doing that awesome
+
+685
+00:30:40,960 --> 00:30:45,240
+thing I think it results in a lot of it
+
+686
+00:30:43,080 --> 00:30:48,519
+results in a lot of fomo if you've heard
+
+687
+00:30:45,240 --> 00:30:51,240
+that expression fear of missing out I
+
+688
+00:30:48,519 --> 00:30:53,600
+think that's kind of part of of Envy
+
+689
+00:30:51,240 --> 00:30:55,919
+other people are getting stuff and you
+
+690
+00:30:53,600 --> 00:30:59,240
+want the same
+
+691
+00:30:55,919 --> 00:31:02,639
+stuff and that's where where at many
+
+692
+00:30:59,240 --> 00:31:06,639
+levels organizations fail so they fail
+
+693
+00:31:02,639 --> 00:31:11,039
+at the the the the process level right
+
+694
+00:31:06,639 --> 00:31:13,720
+because you you look at um a a a Spotify
+
+695
+00:31:11,039 --> 00:31:17,320
+model or you look at safe or you look at
+
+696
+00:31:13,720 --> 00:31:20,039
+any of those big uh uh uh uh models and
+
+697
+00:31:17,320 --> 00:31:21,679
+say I I want that I want to install that
+
+698
+00:31:20,039 --> 00:31:23,159
+in my organization and then you pay lots
+
+699
+00:31:21,679 --> 00:31:24,639
+of money to get it installed and then
+
+700
+00:31:23,159 --> 00:31:27,159
+wonder why you know you're not getting
+
+701
+00:31:24,639 --> 00:31:29,720
+the benefit uh there's the the
+
+702
+00:31:27,159 --> 00:31:33,279
+application level um I talked about this
+
+703
+00:31:29,720 --> 00:31:37,000
+recently on a on a podcast um that the
+
+704
+00:31:33,279 --> 00:31:39,320
+installing an application that enshrines
+
+705
+00:31:37,000 --> 00:31:41,919
+somebody else's business processes into
+
+706
+00:31:39,320 --> 00:31:44,320
+your organization is not necessarily
+
+707
+00:31:41,919 --> 00:31:47,960
+going to be successful for you right so
+
+708
+00:31:44,320 --> 00:31:51,000
+the example I used before was um sap
+
+709
+00:31:47,960 --> 00:31:54,480
+right sap is a a massive application
+
+710
+00:31:51,000 --> 00:31:58,320
+tool very common in our industry but if
+
+711
+00:31:54,480 --> 00:32:00,279
+you if you adopt a sap tool right sap
+
+712
+00:31:58,320 --> 00:32:02,000
+comes with a bunch of different
+
+713
+00:32:00,279 --> 00:32:04,120
+capabilities so let's say it's let's say
+
+714
+00:32:02,000 --> 00:32:06,960
+it's invoice processing let's say it's
+
+715
+00:32:04,120 --> 00:32:09,080
+invoice processing right sap has a
+
+716
+00:32:06,960 --> 00:32:12,519
+workflow for invoice processing that
+
+717
+00:32:09,080 --> 00:32:15,960
+comes out of the box it has certain ways
+
+718
+00:32:12,519 --> 00:32:18,320
+that it does things and you're giving up
+
+719
+00:32:15,960 --> 00:32:21,120
+the way your organization does things in
+
+720
+00:32:18,320 --> 00:32:24,440
+order to adopt the way sap does things
+
+721
+00:32:21,120 --> 00:32:26,480
+does that kind of make sense that like
+
+722
+00:32:24,440 --> 00:32:28,919
+there are some things that you can adapt
+
+723
+00:32:26,480 --> 00:32:30,720
+in sap but only Within the bounds of
+
+724
+00:32:28,919 --> 00:32:33,480
+what the developers that created it
+
+725
+00:32:30,720 --> 00:32:34,519
+allow which means that when you see some
+
+726
+00:32:33,480 --> 00:32:38,960
+of your
+
+727
+00:32:34,519 --> 00:32:41,080
+competitors um perhaps installing sap
+
+728
+00:32:38,960 --> 00:32:45,039
+and building their whole procurement
+
+729
+00:32:41,080 --> 00:32:47,679
+processes in sap you think oh we need to
+
+730
+00:32:45,039 --> 00:32:50,519
+do that if they're doing that we need to
+
+731
+00:32:47,679 --> 00:32:52,399
+do that or if our competitors are adding
+
+732
+00:32:50,519 --> 00:32:54,639
+these features to our product we need to
+
+733
+00:32:52,399 --> 00:32:56,720
+add those features to our product and
+
+734
+00:32:54,639 --> 00:32:59,840
+that that's that's that's following
+
+735
+00:32:56,720 --> 00:33:03,080
+that's Envy right that's following not
+
+736
+00:32:59,840 --> 00:33:06,279
+building your own path uh Simon syc does
+
+737
+00:33:03,080 --> 00:33:10,240
+a great video uh that is on this topic
+
+738
+00:33:06,279 --> 00:33:13,120
+and he talks about the the the the why
+
+739
+00:33:10,240 --> 00:33:16,120
+you know start with why and he talks
+
+740
+00:33:13,120 --> 00:33:18,600
+about going to two uh conferences one's
+
+741
+00:33:16,120 --> 00:33:20,960
+a Microsoft conference under Balmer uh
+
+742
+00:33:18,600 --> 00:33:23,000
+and one's a Apple conference and at the
+
+743
+00:33:20,960 --> 00:33:24,919
+Microsoft conference everybody wanted to
+
+744
+00:33:23,000 --> 00:33:26,240
+know what their competitors were doing
+
+745
+00:33:24,919 --> 00:33:28,559
+what are their competitors doing what
+
+746
+00:33:26,240 --> 00:33:29,840
+are their competitors saying uh uh what
+
+747
+00:33:28,559 --> 00:33:32,000
+are they what are they launching what
+
+748
+00:33:29,840 --> 00:33:33,919
+features do they have at the Apple
+
+749
+00:33:32,000 --> 00:33:36,000
+conference they didn't give a crap about
+
+750
+00:33:33,919 --> 00:33:38,480
+what the competitors were doing they're
+
+751
+00:33:36,000 --> 00:33:41,200
+like this is the way we're going we're
+
+752
+00:33:38,480 --> 00:33:44,799
+doing this cuz it fits within our belief
+
+753
+00:33:41,200 --> 00:33:48,240
+model generos generosity Comfort
+
+754
+00:33:44,799 --> 00:33:50,000
+confidence contentedness friendliness
+
+755
+00:33:48,240 --> 00:33:53,480
+goodwi
+
+756
+00:33:50,000 --> 00:33:57,399
+kindness benevolence friendship those
+
+757
+00:33:53,480 --> 00:34:00,559
+are the the Opposites of of of envy and
+
+758
+00:33:57,399 --> 00:34:04,559
+I think think that that if you can put
+
+759
+00:34:00,559 --> 00:34:08,240
+aside what everybody else is doing and
+
+760
+00:34:04,559 --> 00:34:11,879
+focus on what do you need to do and what
+
+761
+00:34:08,240 --> 00:34:14,119
+do your customers need um you'll have a
+
+762
+00:34:11,879 --> 00:34:17,280
+lot better time both in the process
+
+763
+00:34:14,119 --> 00:34:21,119
+space in the in the tool space and in
+
+764
+00:34:17,280 --> 00:34:24,240
+your organizational structure
+
+765
+00:34:21,119 --> 00:34:26,280
+space one of the seven deadly sins of
+
+766
+00:34:24,240 --> 00:34:28,919
+agile is
+
+767
+00:34:26,280 --> 00:34:31,399
+pride now you do want to take pride in
+
+768
+00:34:28,919 --> 00:34:33,040
+your work we all want to do good things
+
+769
+00:34:31,399 --> 00:34:34,679
+we want to believe that the things that
+
+770
+00:34:33,040 --> 00:34:37,879
+we create are
+
+771
+00:34:34,679 --> 00:34:42,240
+valued but I think the pride that's the
+
+772
+00:34:37,879 --> 00:34:45,679
+sin part is blind Pride you're taking
+
+773
+00:34:42,240 --> 00:34:48,760
+pride in something without actually
+
+774
+00:34:45,679 --> 00:34:51,000
+measuring its outcome right we talk
+
+775
+00:34:48,760 --> 00:34:53,720
+about this all the time for for for
+
+776
+00:34:51,000 --> 00:34:56,560
+product owners don't just build stuff
+
+777
+00:34:53,720 --> 00:34:59,119
+willy-nilly you need to collect the data
+
+778
+00:34:56,560 --> 00:35:01,280
+the Telemetry the analysis you have to
+
+779
+00:34:59,119 --> 00:35:03,720
+do hypothesis you have to create the
+
+780
+00:35:01,280 --> 00:35:05,480
+hypothesis I think this thing if I build
+
+781
+00:35:03,720 --> 00:35:08,599
+it is going to add
+
+782
+00:35:05,480 --> 00:35:10,560
+value you create it and you don't just
+
+783
+00:35:08,599 --> 00:35:12,920
+assume that it's going to make the value
+
+784
+00:35:10,560 --> 00:35:16,440
+that you think it is that's Pride
+
+785
+00:35:12,920 --> 00:35:19,400
+talking you need to analyze the data and
+
+786
+00:35:16,440 --> 00:35:21,880
+figure out if that actually did provide
+
+787
+00:35:19,400 --> 00:35:25,480
+the value You're Expecting and you need
+
+788
+00:35:21,880 --> 00:35:27,400
+to stop investing in something that
+
+789
+00:35:25,480 --> 00:35:30,280
+isn't providing the return that you're
+
+790
+00:35:27,400 --> 00:35:35,680
+EXP expecting it to do another good
+
+791
+00:35:30,280 --> 00:35:39,240
+example of that uh is is uh Satia
+
+792
+00:35:35,680 --> 00:35:42,839
+writing down the cost of Windows phone
+
+793
+00:35:39,240 --> 00:35:45,400
+right writing off Nokia for for 8
+
+794
+00:35:42,839 --> 00:35:49,040
+billion sometimes you have to swallow
+
+795
+00:35:45,400 --> 00:35:51,000
+your pride and not sink more money into
+
+796
+00:35:49,040 --> 00:35:54,079
+something that's not going to provide a
+
+797
+00:35:51,000 --> 00:35:58,319
+return and you just have to stop um I
+
+798
+00:35:54,079 --> 00:36:01,599
+used to work at a at a bank um in the UK
+
+799
+00:35:58,319 --> 00:36:04,359
+in uh near Edinburgh and they created
+
+800
+00:36:01,599 --> 00:36:06,280
+they had this massive piece of software
+
+801
+00:36:04,359 --> 00:36:09,240
+that basically all it did was create
+
+802
+00:36:06,280 --> 00:36:11,920
+forms for customers to fill out but it
+
+803
+00:36:09,240 --> 00:36:15,240
+was the most
+
+804
+00:36:11,920 --> 00:36:17,280
+convoluted unusable
+
+805
+00:36:15,240 --> 00:36:19,319
+unwieldly um I don't know I I'm trying
+
+806
+00:36:17,280 --> 00:36:23,440
+to think of more words to describe this
+
+807
+00:36:19,319 --> 00:36:24,319
+Ridiculousness of this this software um
+
+808
+00:36:23,440 --> 00:36:27,040
+it
+
+809
+00:36:24,319 --> 00:36:28,359
+was didn't provide the features that
+
+810
+00:36:27,040 --> 00:36:32,200
+they actually
+
+811
+00:36:28,359 --> 00:36:36,119
+needed but they'd spent 2 million on
+
+812
+00:36:32,200 --> 00:36:39,440
+building it so they must use it we must
+
+813
+00:36:36,119 --> 00:36:41,680
+continue to use it that's that sunk cost
+
+814
+00:36:39,440 --> 00:36:44,160
+fallacy right which I think is very
+
+815
+00:36:41,680 --> 00:36:46,280
+closely related to Pride while we've
+
+816
+00:36:44,160 --> 00:36:49,119
+invested this much money it must be
+
+817
+00:36:46,280 --> 00:36:53,079
+awesome so we must use it um and those
+
+818
+00:36:49,119 --> 00:36:56,839
+are assumptions yeah I think pride pride
+
+819
+00:36:53,079 --> 00:36:58,079
+is how come we we assume stuff we assume
+
+820
+00:36:56,839 --> 00:36:59,560
+lots of things
+
+821
+00:36:58,079 --> 00:37:01,160
+the product owner assuming that the
+
+822
+00:36:59,560 --> 00:37:03,400
+features the ideas that they have are
+
+823
+00:37:01,160 --> 00:37:08,560
+good ones right the market doesn't
+
+824
+00:37:03,400 --> 00:37:11,520
+always agree um developers building
+
+825
+00:37:08,560 --> 00:37:14,520
+things in a
+
+826
+00:37:11,520 --> 00:37:17,520
+way that entertains
+
+827
+00:37:14,520 --> 00:37:20,720
+them rather than that actually focuses
+
+828
+00:37:17,520 --> 00:37:23,280
+on the value delivered to the business
+
+829
+00:37:20,720 --> 00:37:25,119
+um I've been guilty of that many times
+
+830
+00:37:23,280 --> 00:37:27,240
+of working on features because they were
+
+831
+00:37:25,119 --> 00:37:31,480
+fun not because they provided any value
+
+832
+00:37:27,240 --> 00:37:36,400
+to the the customer um done that a ton
+
+833
+00:37:31,480 --> 00:37:39,000
+um so you need to be really uh uh
+
+834
+00:37:36,400 --> 00:37:41,760
+careful that you don't become too
+
+835
+00:37:39,000 --> 00:37:43,720
+prideful make assumptions about the
+
+836
+00:37:41,760 --> 00:37:46,359
+products and capabilities that you're
+
+837
+00:37:43,720 --> 00:37:49,920
+building the code that you're writing
+
+838
+00:37:46,359 --> 00:37:53,400
+the the the the stories that you tell in
+
+839
+00:37:49,920 --> 00:37:56,319
+such a way that it clouds your view of
+
+840
+00:37:53,400 --> 00:37:59,240
+what's really going on right because
+
+841
+00:37:56,319 --> 00:38:02,599
+then all you're looking at is Vanity
+
+842
+00:37:59,240 --> 00:38:05,000
+metrics you're you're missing out on
+
+843
+00:38:02,599 --> 00:38:06,960
+what's really going on so don't be so
+
+844
+00:38:05,000 --> 00:38:09,400
+prideful that you miss out on what's
+
+845
+00:38:06,960 --> 00:38:09,400
+really going
+
+846
+00:38:12,300 --> 00:38:15,359
+[Music]
+
+847
+00:38:17,760 --> 00:38:20,760
+on
+
+
diff --git a/site/content/resources/videos/youtube/gYM5X2MnVBY/index.captions.en.md b/site/content/resources/videos/youtube/gYM5X2MnVBY/index.captions.en.md
new file mode 100644
index 000000000..7538ba5c5
--- /dev/null
+++ b/site/content/resources/videos/youtube/gYM5X2MnVBY/index.captions.en.md
@@ -0,0 +1,49 @@
+Agile is hard and it's designed for complex environments. So, as you would expect, there are many behaviours that I've found in organisations that are suboptimal to say the least. Here are my seven deadly sins of Agile.
+
+Hi, I'm Martin Hinwood, owner and principal consultant at Naked Agility. I'm a professional Scrum trainer with Scrum.org, a professional Kanban trainer with Pro Kanban, and I've been a Microsoft MVP in GitHub and Azure DevOps for 15 years.
+
+One of the seven deadly sins of Agile is lust. Loads of organisations are talking about Agile transformation, digital transformation, whatever transformation. They want something different because they've realised that the markets have changed. It's taken them a long time to realise the markets have changed. They changed years ago. In fact, the 1930s was when the market started to change. By the 1970s, they were totally changed, and it's taken until now for a lot of companies to actually realise, "Oh, stuff's changed. What's going on? Why isn't our old processes and systems working?" So now they're looking around for something new. They've got that, I was going to say, "70-year itch," but it's the 70-year itch, and they're looking around for new processes and practices that they can use. They see this Agile thing doing really well, and they want it. They want it desperately, and they don't really want to do the work for it. They just want to buy it. I think there must be a USism for that, but I think I'll stay away from it. They just want to buy this thing. They don't want to actually spend the effort and the time and the energy to figure out what it means for them and their business. They just want somebody else to come in and install it. They just want to pay somebody to come in and do it for them. That's what they want to do, and that's why you see a lot of organisations bringing in the big four consulting companies. You see McKinsey and Accenture and Boston Consulting Group coming in, giving advice. But the problem is they're giving advice based on all of these other big organisational transformations. There is no precedent within your organisation for Agile. You can't just look at what somebody else is doing and lust after it and bring it into your organisation. You need to build your own unique way of doing things over time and actually do the work to get there. And that's why you can't just lust after this Agile thing. You need to do the work to bring it into your organisation.
+
+One of the seven deadly sins of Agile is gluttony, and I see this a lot in teams where their backlogs and their products become bloated and full of basically just full of crap that needs to go. One common entry is the product backlog. If you go into a team, you're working with a team, and you go to look at their product backlog, and let's say there's six or seven people working on this team, and they have 5,000 things in their product backlog, they're doing it wrong. That's greedy. They've eaten all those backlog items. They're sitting in their belly, and they can't walk around. They can't move. They're not going to be nimble. They're not going to be Agile because it's almost impossible to understand what is our value, what value is in our product backlog. Diving into that thing is just not a good idea. You've got too much stuff in your product backlog.
+
+Another way gluttony manifests is during Sprint planning, shoving more stuff into the Sprint backlog than the team can possibly deliver in a single Sprint. That continually results in the team having to vomit backlog items into the next Sprint. If you think of it that way, perhaps teams will stop doing it, taking on too much, and then it spews into the next Sprint. If it's one or two things that move into the next Sprint, and maybe not every Sprint, it's probably okay. You're not going to be successful in everything you do. But if you're constantly got tons of things from a Sprint flowing into the next Sprint, flowing into the next Sprint, perhaps there's a need to consider, "Are we taking on too much work? Are we doing too much? Are we taking on too much work?" 
+
+That's the second form of gluttony that I see in teams. The third form is leaving stuff that nobody uses in your product. The Standish Group in Boston used to create the Chaos Report every year, and they analysed about 70,000 projects worldwide. They found that only 35% of the features that we build are used by our customers. 65%, I think the phrase was "little if ever." So hopefully we can stop building them in the first place. That would be great. Let's stop building them in the first place. But if we have built them, why are you keeping them in your product? Why are you continuing to spend maintenance hours on support? How long does your build take? How long does your build take if you remove 65% of the code that's in your product? Because you've got rid of those features, your build would be faster. Your teams will be able to work faster. There's a less complicated body of content. You'll just get better and faster at doing things. 
+
+So the way to... loads of teams just need a gastric bypass for that. How do you restrict the amount of stuff that's in a product? That's really hard because that's much harder than backlog or Sprint backlog. It's to figure out what percentage of the features of your product are actually used. The worst is continuing to invest in features that are of no use, features that aren't used by your customer. I guarantee you loads of teams do that. Years ago, I worked with a bank in Boston, and they were absolutely adamant that this 65% was crap, and they knew their customers way better than anybody else. There was no way they were wasting 65%. It was a lot less, that's what they said. So we said to them, "What's your flagship product that you build? What's the product that you think you know your customers best and are building all the awesome features?" They said, "This one, this one's the best." 
+
+So we got in amongst the code. We added Application Insights. Application Insights is an Azure feature that can be plugged into any application anywhere, which basically collects data. It supports all the programming languages, all the setups, and out of the box, it does a bunch of stuff. But then if you add this as a feature, you can say, "How many times do users click that button?" Out of our body of users, how many of them have clicked that button? You can get all of that data. We analysed their product end to end. We collected data for three months, and then we went back to them and said, "Here's the 7.5% of features that your customers use. All the rest was waste." Over 90% of the money they invested in their product was waste. What was really interesting was that more than 80% of the items in their backlog at the moment were going towards additional capabilities for features that weren't used by their customers. 
+
+So don't eat the whole thing. You've got to figure out how do I pick and choose what I'm going to eat? Don't eat the whole feature at once. You don't know if you like haggis yet, so don't order a whole plate full. Get a starter that's got a little bit of haggis and try that first. Then, obviously, when you realise you do like it and your customers like it, then you can make more. But don't overeat on your product backlog. Don't overeat in your Sprint backlog, and don't overeat in the features in your product.
+
+One of the seven deadly sins of Agile is greed. This usually manifests in organisations by an overwhelming focus on resource utilisation. Let's get rid of the fact that we're calling everybody resources as if they're cogs in a machine rather than actual people. That focus on resource utilisation was a fantastic idea when we were running machines, and machines could churn out things on a regular cadence. The more your machine is running, the more value you're getting in return for the cost of the machine and the cost to run it. That's where that resource utilisation idea comes from. But when you start looking at people and how people do work, people need thinking time. People need to do things different ways. If we can automate stuff that we do the same all the time, but if we're going to do something different all the time, which in my world, background as a software engineer, everything we coded was something new. Otherwise, we would have used an existing framework. 
+
+So anytime you're writing code, you're doing something new. Anytime you're building a product that doesn't exist yet, you're doing something new that's never been done before. When you're doing that, you need to give people the space to be able to do things well, to be able to think about things, to be able to learn things, to be able to try things. That means that people aren't always 100% focused on the work that they're doing. They're doing other things while thinking about that work. Some examples maybe: have you ever been working on something and got stuck? No matter how much time you spent on this thing, you were stuck. You're 100% utilised because you're working on this thing, but you're not making any progress. You're not delivering any value. But if you just go out for a walk or you sit with your wife and you explain the problem to your... I do this all the time. I explain some problem to my wife, and she doesn't necessarily understand the problem that I've got. I'm talking about code and architectures and things, and halfway through explaining it, I figured out what my problem was. 
+
+That resource utilisation is a fallacy when you're talking about people. There's no such thing as resource utilisation. You want to be looking at flow efficiency and value delivery. How much value are you delivering to your customer? I actually don't care if my team members are sitting around on their butts for 90% of the time as long as we're delivering the value to the customer. The value to the customer is the important thing. Is the customer happy? Are we getting an adequate return on investment for our product? Those are the ideas that make sense. 
+
+I worked with somebody years ago who ran a little experiment with some teams that he worked with in a company in the US. He decided to or got convinced leadership that per Sprint, he would remove an hour from each Sprint. You can imagine you've got a 40-hour week per week. The next Sprint, he's going to do a 39-hour week with the team. The Sprint after that, he's going to do a 38-hour week with the team. The Sprint after that, he's going to do a 37-hour week with the team. I've got a question for you: at what point do you believe that value delivery suffered if the focus is on value delivery, delivering features? 
+
+Now, that doesn't mean that for the other two hours people aren't... the hours that you remove, people aren't actually working. If you think about it, a Scrum team, somebody who's focused on solving problems works 100% of the time. When I'm having a shower in the morning or when I'm... I actually do a lot of my best ideas at the gym. I go to the gym, I'm working out at the gym, and I go, "Oh, that's a great idea," and I go on my phone and I message it to myself. The next idea pops in how to solve problems and figure these out is not something that you get from 100% utilisation. You need thinking time. 
+
+Can you guess where he got to? He got to 16 hours per week before value delivery started to suffer because all the rest of the time is thinking time that the team needed. Thinking and noodling time. 
+
+So very much stop being greedy. Stop trying to get people to maximise their utilisation and instead focus on maximising the flow of value delivery to your customers.
+
+One of the seven deadly sins of Agile is sloth. This manifests in a number of different ways with teams, with organisations, with leadership all over the place. One of the most common elements is just not bothering to actually do the things that we say we're going to do. We say we're doing Agile, but we don't deliver working product at the end of the Sprint. We say we're doing Agile, but we have long convoluted deployment processes which are not in control of the developers. We say we're doing Agile, but we don't have an ordered backlog. All of these things are places where we say we're doing something, but really we're just kind of lazy and lying through our teeth in order not to have to do the work. 
+
+Perhaps it's because somebody in leadership in the organisation has decided that thou shalt do Agile, and your product is not particularly suited to that model because it was built in a traditional... maybe it's got mainframe and all kinds of crazy stuff in there. Maybe there are other reasons why it's not viable within the confines, the structure of your organisation, the system that you're in. But I would much rather teams and people were honest and transparent with their companies and their organisations about what they can and cannot do, what is and is not Agile. 
+
+I really like there's a great article called "Detecting Agile BS" from the US Department of Defence. If you search for it, you will find a great little workflow on it. It's one of my favourite things that I use in organisations. 
+
+Here are six sloth things that organisations kind of say they do or pretend that they're Agile, but they don't actually do these things. I think these are great. 
+
+So first one is, are teams delivering working software to real users every iteration, including the first, and gathering feedback? That's like the first thing. That's almost Agile in a nutshell. Are we coming up with ideas, getting those ideas in front of customers, and getting that feedback? If you're not doing that, sloth. You're not able to get things done. 
+
+The second one, and because this is the Department of Defence, is there a product charter laying down the mission, strategic goals, and do all members of the team understand how they contribute? That's absolutely key. How can we expect people within the context of our product, of our teams, of our organisation to make good decisions about what it is that they need to do if they don't have all the information they need? We're hiring smart, clever people, and then we're not empowering them to do the things that they need to do. We're just not empowering them. That's part of we need to communicate with them. If you don't communicate with them, sloth. If you don't actually do those things, you're being lazy. Just do it. 
+
+The third one is feedback from users turned into concrete work items on Sprint timelines shorter than one month. Are you getting things in front of your customers at least once per month? That shouldn't be that hard. It shouldn't be that hard to engage with your customers, get parts of your product in front of your customers, and then get them to tell you what they think of it. Gathering feedback from those users shouldn't be that hard, and if you're not doing it, sloth, because it's not that hard, you're just being lazy. 
+
+One I already mentioned a little bit is the full ecosystem of your project. Agile, i.e. Agile programming teams followed by linear bureaucratic deployments is a failure. Why do you have linear bureaucratic deployments after your Agile team have done the work? We might be able to make working product in two weeks, but how long does it take before that increment, that two weeks' worth of work, actually gets in front of real users so that you can close those feedback loops, break down those assumptions, validate what it is that you're creating, that it is actually value? If that's too long, that's not Agile. If you look at the Agile Manifesto, it says ideally a shorter time frame, but only a few months between having an idea and getting it into production. 
+
+The fifth one: are teams empowered to change their requirements based on feedback? The people doing the work should be able to change and adapt the requirements that they're creating in the system, the things that they're building. We want to build more of the right
\ No newline at end of file
diff --git a/site/content/resources/videos/youtube/gjrvSJWE0Gk/data.captions.en.srt b/site/content/resources/videos/youtube/gjrvSJWE0Gk/data.captions.en.srt
new file mode 100644
index 000000000..31f91279a
--- /dev/null
+++ b/site/content/resources/videos/youtube/gjrvSJWE0Gk/data.captions.en.srt
@@ -0,0 +1,181 @@
+1
+00:00:00,160 --> 00:00:05,440
+so the applying metrics for
+
+2
+00:00:02,080 --> 00:00:09,200
+predictability course from Pro caman is
+
+3
+00:00:05,440 --> 00:00:14,759
+really focused on a deep dive into how
+
+4
+00:00:09,200 --> 00:00:17,480
+you can use the the the the metrics um
+
+5
+00:00:14,759 --> 00:00:19,359
+coming from your camand strategy to
+
+6
+00:00:17,480 --> 00:00:21,960
+really focus on improving the
+
+7
+00:00:19,359 --> 00:00:24,119
+predictability of of your teams right
+
+8
+00:00:21,960 --> 00:00:28,119
+the predictability of our ability to
+
+9
+00:00:24,119 --> 00:00:32,559
+deliver um so we need to understand uh
+
+10
+00:00:28,119 --> 00:00:34,120
+uh what the impact of the changes like
+
+11
+00:00:32,559 --> 00:00:36,680
+how we want to change the metrics in
+
+12
+00:00:34,120 --> 00:00:41,399
+order to improve predictability how do
+
+13
+00:00:36,680 --> 00:00:44,480
+we identify uh uh in the graphs what
+
+14
+00:00:41,399 --> 00:00:45,840
+things might be the issue like how um
+
+15
+00:00:44,480 --> 00:00:49,640
+how do
+
+16
+00:00:45,840 --> 00:00:52,719
+we uh uh interpret interpret the graphs
+
+17
+00:00:49,640 --> 00:00:55,600
+in order to maximize uh uh that that
+
+18
+00:00:52,719 --> 00:00:59,120
+changes to predictability um and how do
+
+19
+00:00:55,600 --> 00:01:00,960
+we make uh forecasts right make accurate
+
+20
+00:00:59,120 --> 00:01:03,000
+forecasts for for single items for
+
+21
+00:01:00,960 --> 00:01:05,600
+multiple items looking forward into the
+
+22
+00:01:03,000 --> 00:01:10,680
+future to understand what we're going to
+
+23
+00:01:05,600 --> 00:01:13,360
+do do next um and really lots of teams
+
+24
+00:01:10,680 --> 00:01:15,520
+struggle with the two questions when
+
+25
+00:01:13,360 --> 00:01:17,840
+will it be done and how much will I how
+
+26
+00:01:15,520 --> 00:01:19,560
+much work will I get um these are really
+
+27
+00:01:17,840 --> 00:01:23,840
+important questions that the business
+
+28
+00:01:19,560 --> 00:01:26,720
+has that most teams are unable to answer
+
+29
+00:01:23,840 --> 00:01:28,600
+and these metrics for predictability
+
+30
+00:01:26,720 --> 00:01:31,000
+really bring that answer to the to the
+
+31
+00:01:28,600 --> 00:01:32,880
+Forefront how do you in how do you what
+
+32
+00:01:31,000 --> 00:01:35,479
+data do you collect how do you interpret
+
+33
+00:01:32,880 --> 00:01:38,280
+the graphs how do you analyze that data
+
+34
+00:01:35,479 --> 00:01:40,920
+in order to make good choices around
+
+35
+00:01:38,280 --> 00:01:44,200
+increasing predictability um and how do
+
+36
+00:01:40,920 --> 00:01:46,119
+you improve the FL upflow of value into
+
+37
+00:01:44,200 --> 00:01:48,079
+production um how do you increase the
+
+38
+00:01:46,119 --> 00:01:49,680
+flow of value to the business which is
+
+39
+00:01:48,079 --> 00:01:51,320
+what we're all here for if you want to
+
+40
+00:01:49,680 --> 00:01:53,680
+have a discussion about your unique
+
+41
+00:01:51,320 --> 00:01:57,360
+needs or situation then please book a
+
+42
+00:01:53,680 --> 00:01:59,280
+call or visit us at naked agility tocom
+
+43
+00:01:57,360 --> 00:02:00,799
+uh we also have our immersive and
+
+44
+00:01:59,280 --> 00:02:05,119
+traditional public classes on our
+
+45
+00:02:00,799 --> 00:02:05,119
+website and we'd love to hear from you
+
+
diff --git a/site/content/resources/videos/youtube/gjrvSJWE0Gk/index.captions.en.md b/site/content/resources/videos/youtube/gjrvSJWE0Gk/index.captions.en.md
new file mode 100644
index 000000000..d1ffe629b
--- /dev/null
+++ b/site/content/resources/videos/youtube/gjrvSJWE0Gk/index.captions.en.md
@@ -0,0 +1,13 @@
+So the applying metrics for predictability course from Pro Caman is really focused on a deep dive into how you can use the metrics coming from your Caman strategy to really focus on improving the predictability of your teams. Right, the predictability of our ability to deliver. 
+
+So we need to understand what the impact of the changes is, like how we want to change the metrics in order to improve predictability. How do we identify in the graphs what things might be the issue? Like how do we interpret the graphs in order to maximise those changes to predictability? 
+
+And how do we make forecasts, right? Make accurate forecasts for single items, for multiple items, looking forward into the future to understand what we're going to do next. 
+
+And really, lots of teams struggle with the two questions: when will it be done and how much work will I get? These are really important questions that the business has that most teams are unable to answer. And these metrics for predictability really bring that answer to the forefront. 
+
+How do you, what data do you collect? How do you interpret the graphs? How do you analyse that data in order to make good choices around increasing predictability? And how do you improve the flow of value into production? 
+
+How do you increase the flow of value to the business, which is what we're all here for? If you want to have a discussion about your unique needs or situation, then please book a call or visit us at Naked Agility dot com. 
+
+We also have our immersive and traditional public classes on our website, and we'd love to hear from you.
\ No newline at end of file
diff --git a/site/content/resources/videos/youtube/h6yumCOP-aE/data.captions.en.srt b/site/content/resources/videos/youtube/h6yumCOP-aE/data.captions.en.srt
new file mode 100644
index 000000000..263196822
--- /dev/null
+++ b/site/content/resources/videos/youtube/h6yumCOP-aE/data.captions.en.srt
@@ -0,0 +1,437 @@
+1
+00:00:00,280 --> 00:00:07,359
+one of the main ways to wreck your
+
+2
+00:00:03,240 --> 00:00:10,400
+campign strategy is is not agreeing how
+
+3
+00:00:07,359 --> 00:00:13,480
+you're going to work as a team right
+
+4
+00:00:10,400 --> 00:00:15,600
+unless you've you've sat down with the
+
+5
+00:00:13,480 --> 00:00:19,680
+people you're going to work with and
+
+6
+00:00:15,600 --> 00:00:23,080
+decided on how are we going to approach
+
+7
+00:00:19,680 --> 00:00:27,080
+things we probably don't have agreement
+
+8
+00:00:23,080 --> 00:00:30,080
+right most people um unless you sit down
+
+9
+00:00:27,080 --> 00:00:31,920
+and agree are probably not on the same
+
+10
+00:00:30,080 --> 00:00:34,280
+page we don't have all of our nosies
+
+11
+00:00:31,920 --> 00:00:35,200
+pointed in the same direction right
+
+12
+00:00:34,280 --> 00:00:40,039
+we're
+
+13
+00:00:35,200 --> 00:00:42,360
+we I might pick things based on um their
+
+14
+00:00:40,039 --> 00:00:44,559
+Affinity to something I like you might
+
+15
+00:00:42,360 --> 00:00:47,440
+pick things based on their Affinity to
+
+16
+00:00:44,559 --> 00:00:50,640
+something you like and
+
+17
+00:00:47,440 --> 00:00:52,600
+suddenly we're what from the outside it
+
+18
+00:00:50,640 --> 00:00:56,879
+looks like we're randomly picking stuff
+
+19
+00:00:52,600 --> 00:00:56,879
+to work on right
+
+20
+00:00:57,320 --> 00:01:06,400
+um that that working agreement
+
+21
+00:01:01,239 --> 00:01:09,040
+is so often missing uh from
+
+22
+00:01:06,400 --> 00:01:11,960
+teams for some
+
+23
+00:01:09,040 --> 00:01:15,320
+reason lots of people think that you can
+
+24
+00:01:11,960 --> 00:01:18,320
+just throw 10 people together and
+
+25
+00:01:15,320 --> 00:01:21,759
+they'll magically figure out how to
+
+26
+00:01:18,320 --> 00:01:25,000
+navigate the complex nature of of
+
+27
+00:01:21,759 --> 00:01:26,799
+delivering high value complex products
+
+28
+00:01:25,000 --> 00:01:30,040
+and be able to just figure it
+
+29
+00:01:26,799 --> 00:01:32,520
+out and they also think that you can
+
+30
+00:01:30,040 --> 00:01:35,040
+just apply some
+
+31
+00:01:32,520 --> 00:01:37,960
+framework and if we all follow that
+
+32
+00:01:35,040 --> 00:01:41,079
+we'll also all be in in in agreement so
+
+33
+00:01:37,960 --> 00:01:43,560
+for example scrum right we have a a
+
+34
+00:01:41,079 --> 00:01:45,360
+caman strategy um we're going to do
+
+35
+00:01:43,560 --> 00:01:46,399
+we're going to do scrum as part of that
+
+36
+00:01:45,360 --> 00:01:47,799
+that's that's we're going to create a
+
+37
+00:01:46,399 --> 00:01:51,399
+bounded environment we're going to do
+
+38
+00:01:47,799 --> 00:01:52,880
+all those things and um scrum is going
+
+39
+00:01:51,399 --> 00:01:55,600
+to solve all of our problems that's our
+
+40
+00:01:52,880 --> 00:01:58,280
+working agreement no it's not it's not
+
+41
+00:01:55,600 --> 00:02:01,680
+your working agreement at all scrum is a
+
+42
+00:01:58,280 --> 00:02:04,039
+framework it's not not uh blowby blow
+
+43
+00:02:01,680 --> 00:02:05,479
+how to do stuff are you going to use
+
+44
+00:02:04,039 --> 00:02:07,079
+story points are you going to use
+
+45
+00:02:05,479 --> 00:02:08,759
+planning poker those are not part of
+
+46
+00:02:07,079 --> 00:02:11,360
+scrum they're optional things that you
+
+47
+00:02:08,759 --> 00:02:14,360
+might pick have you decided to do those
+
+48
+00:02:11,360 --> 00:02:17,200
+things if you're if you're not doing
+
+49
+00:02:14,360 --> 00:02:19,560
+scrum you might just have 10 people who
+
+50
+00:02:17,200 --> 00:02:22,599
+all want to work a slightly different
+
+51
+00:02:19,560 --> 00:02:25,440
+way working together towards some
+
+52
+00:02:22,599 --> 00:02:29,080
+outcome so I would say to you if I if I
+
+53
+00:02:25,440 --> 00:02:30,560
+took one of my lovely board games to my
+
+54
+00:02:29,080 --> 00:02:34,599
+board game group I'll will be there
+
+55
+00:02:30,560 --> 00:02:36,760
+tonight at playing if I took one and we
+
+56
+00:02:34,599 --> 00:02:37,879
+didn't we all we we got the pieces out I
+
+57
+00:02:36,760 --> 00:02:40,800
+don't know if you've seen these things
+
+58
+00:02:37,879 --> 00:02:43,360
+but they have like 300 pieces in the box
+
+59
+00:02:40,800 --> 00:02:44,080
+right um we got all the pieces out of
+
+60
+00:02:43,360 --> 00:02:49,239
+the
+
+61
+00:02:44,080 --> 00:02:50,840
+box uh I set it up the way I think it
+
+62
+00:02:49,239 --> 00:02:52,000
+looks like it should be set up so I'm
+
+63
+00:02:50,840 --> 00:02:54,120
+not going to look at the rules I'm just
+
+64
+00:02:52,000 --> 00:02:56,800
+going to make some stuff up and then
+
+65
+00:02:54,120 --> 00:03:01,280
+every member that's playing all all all
+
+66
+00:02:56,800 --> 00:03:02,720
+four of us uh make up our own rules for
+
+67
+00:03:01,280 --> 00:03:05,400
+how to play the game we don't read the
+
+68
+00:03:02,720 --> 00:03:10,879
+official rules we just do it our own
+
+69
+00:03:05,400 --> 00:03:16,200
+way are we working together are
+
+70
+00:03:10,879 --> 00:03:21,239
+we playing the same game right you can't
+
+71
+00:03:16,200 --> 00:03:24,640
+have a win you can't have success unless
+
+72
+00:03:21,239 --> 00:03:26,920
+you've agreed what the rules are for
+
+73
+00:03:24,640 --> 00:03:28,760
+Success right most of these games it's
+
+74
+00:03:26,920 --> 00:03:31,159
+the most points right but have you
+
+75
+00:03:28,760 --> 00:03:33,720
+agreed how you get points can I just
+
+76
+00:03:31,159 --> 00:03:36,439
+move a piece to here and say now I have
+
+77
+00:03:33,720 --> 00:03:40,280
+300 points
+
+78
+00:03:36,439 --> 00:03:44,640
+that's total disorder that's total
+
+79
+00:03:40,280 --> 00:03:48,840
+disarray and most teams that I see and
+
+80
+00:03:44,640 --> 00:03:51,959
+engage with operate in a state of total
+
+81
+00:03:48,840 --> 00:03:54,400
+disarray because they've not agreed what
+
+82
+00:03:51,959 --> 00:03:56,760
+their rules are they've not agreed what
+
+83
+00:03:54,400 --> 00:04:00,400
+game they're playing what success looks
+
+84
+00:03:56,760 --> 00:04:01,920
+like how they get H little successes
+
+85
+00:04:00,400 --> 00:04:04,120
+within the context of the bigger
+
+86
+00:04:01,920 --> 00:04:07,920
+successes that the organization's trying
+
+87
+00:04:04,120 --> 00:04:09,000
+to achieve so sit down with your team
+
+88
+00:04:07,920 --> 00:04:12,400
+and
+
+89
+00:04:09,000 --> 00:04:14,840
+agree The Way Forward don't tell you
+
+90
+00:04:12,400 --> 00:04:17,519
+need to agree because if you tell me how
+
+91
+00:04:14,840 --> 00:04:20,400
+to do the stuff that I do I'm going to
+
+92
+00:04:17,519 --> 00:04:22,680
+ignore you I need to be in agreement
+
+93
+00:04:20,400 --> 00:04:25,680
+with you you need to collaborate on
+
+94
+00:04:22,680 --> 00:04:28,199
+creating that definition of workflow we
+
+95
+00:04:25,680 --> 00:04:30,199
+need to collaborate on creating our
+
+96
+00:04:28,199 --> 00:04:33,000
+working agreement and it actually
+
+97
+00:04:30,199 --> 00:04:34,280
+doesn't matter whether you have a c I
+
+98
+00:04:33,000 --> 00:04:36,320
+don't care if you're doing if you're
+
+99
+00:04:34,280 --> 00:04:38,919
+doing caman if you're doing a caman
+
+100
+00:04:36,320 --> 00:04:40,600
+strategy caman method scrum doesn't
+
+101
+00:04:38,919 --> 00:04:42,560
+matter what it is if you've got a bunch
+
+102
+00:04:40,600 --> 00:04:45,160
+of people working together you need to
+
+103
+00:04:42,560 --> 00:04:48,840
+get together and agree how you're going
+
+104
+00:04:45,160 --> 00:04:50,600
+to work otherwise you have disarray
+
+105
+00:04:48,840 --> 00:04:53,600
+everybody's making it up as they go
+
+106
+00:04:50,600 --> 00:04:56,320
+along don't do that if you're struggling
+
+107
+00:04:53,600 --> 00:04:59,000
+to implement a cand strategy we can help
+
+108
+00:04:56,320 --> 00:05:03,080
+or find you someone who can click the
+
+109
+00:04:59,000 --> 00:05:03,080
+link below and get in touch today
+
+
diff --git a/site/content/resources/videos/youtube/h6yumCOP-aE/index.captions.en.md b/site/content/resources/videos/youtube/h6yumCOP-aE/index.captions.en.md
new file mode 100644
index 000000000..55edd330f
--- /dev/null
+++ b/site/content/resources/videos/youtube/h6yumCOP-aE/index.captions.en.md
@@ -0,0 +1,9 @@
+One of the main ways to wreck your campaign strategy is not agreeing how you're going to work as a team. Right? Unless you've sat down with the people you're going to work with and decided on how we are going to approach things, we probably don't have agreement. Right? Most people, unless you sit down and agree, are probably not on the same page. We don't have all of our noses pointed in the same direction. Right? I might pick things based on their affinity to something I like; you might pick things based on their affinity to something you like. And suddenly, from the outside, it looks like we're randomly picking stuff to work on. Right?
+
+That working agreement is so often missing from teams. For some reason, lots of people think that you can just throw ten people together and they'll magically figure out how to navigate the complex nature of delivering high-value complex products and be able to just figure it out. And they also think that you can just apply some framework, and if we all follow that, we'll also all be in agreement. So, for example, Scrum. Right? We have a campaign strategy. We're going to do Scrum as part of that. That's our working agreement. No, it's not. It's not your working agreement at all. Scrum is a framework; it's not a blow-by-blow how to do stuff. Are you going to use story points? Are you going to use planning poker? Those are not part of Scrum; they're optional things that you might pick. Have you decided to do those things? If you're not doing Scrum, you might just have ten people who all want to work a slightly different way, working together towards some outcome.
+
+So I would say to you, if I took one of my lovely board games to my board game group, I'll be there tonight playing. If I took one and we got the pieces out, I don't know if you've seen these things, but they have like 300 pieces in the box. Right? We got all the pieces out of the box. I set it up the way I think it looks like it should be set up, so I'm not going to look at the rules; I'm just going to make some stuff up. And then every member that's playing, all four of us, make up our own rules for how to play the game. We don't read the official rules; we just do it our own way. Are we working together? Are we playing the same game? Right? You can't have a win; you can't have success unless you've agreed what the rules are for success. Right? Most of these games, it's the most points. Right? But have you agreed how you get points? Can I just move a piece to here and say now I have 300 points?
+
+That's total disorder. That's total disarray. And most teams that I see and engage with operate in a state of total disarray because they've not agreed what their rules are. They've not agreed what game they're playing, what success looks like, how they get little successes within the context of the bigger successes that the organisation's trying to achieve. So sit down with your team and agree the way forward. Don't tell you need to agree, because if you tell me how to do the stuff that I do, I'm going to ignore you. I need to be in agreement with you. You need to collaborate on creating that definition of workflow. We need to collaborate on creating our working agreement. And it actually doesn't matter whether you have a CI. I don't care if you're doing a Kanban strategy, Kanban method, Scrum. It doesn't matter what it is. If you've got a bunch of people working together, you need to get together and agree how you're going to work. Otherwise, you have disarray. Everybody's making it up as they go along. Don't do that.
+
+If you're struggling to implement a Kanban strategy, we can help or find you someone who can. Click the link below and get in touch today.
\ No newline at end of file
diff --git a/site/content/resources/videos/youtube/hXieCawt-XE/data.captions.en.srt b/site/content/resources/videos/youtube/hXieCawt-XE/data.captions.en.srt
new file mode 100644
index 000000000..6cee970ff
--- /dev/null
+++ b/site/content/resources/videos/youtube/hXieCawt-XE/data.captions.en.srt
@@ -0,0 +1,893 @@
+1
+00:00:00,120 --> 00:00:06,359
+when you're implementing a caman
+
+2
+00:00:02,600 --> 00:00:08,360
+strategy we're effectively creating uh a
+
+3
+00:00:06,359 --> 00:00:10,840
+pool-based system of
+
+4
+00:00:08,360 --> 00:00:14,440
+work so
+
+5
+00:00:10,840 --> 00:00:17,840
+um cban kind of does this there there's
+
+6
+00:00:14,440 --> 00:00:20,960
+three core practices to caman defining
+
+7
+00:00:17,840 --> 00:00:23,359
+and visualizing your workflow actively
+
+8
+00:00:20,960 --> 00:00:28,640
+managing items in that workflow and then
+
+9
+00:00:23,359 --> 00:00:31,599
+improving that workflow and our
+
+10
+00:00:28,640 --> 00:00:35,000
+ability to Define and visualize that
+
+11
+00:00:31,599 --> 00:00:37,640
+workflow as part of creating that caman
+
+12
+00:00:35,000 --> 00:00:39,840
+system we need to decide what is the
+
+13
+00:00:37,640 --> 00:00:44,000
+system that we're going to use caman a
+
+14
+00:00:39,840 --> 00:00:46,320
+caman strategy to monitor right so we
+
+15
+00:00:44,000 --> 00:00:48,640
+Define generally and you'll see this a
+
+16
+00:00:46,320 --> 00:00:50,520
+lot with teams as they'll Define columns
+
+17
+00:00:48,640 --> 00:00:53,840
+if they just stop there it's probably
+
+18
+00:00:50,520 --> 00:00:55,600
+not a caman system yet right it's not a
+
+19
+00:00:53,840 --> 00:00:57,559
+cand strategy if they just Define The
+
+20
+00:00:55,600 --> 00:00:59,000
+Columns and then we're done there's a
+
+21
+00:00:57,559 --> 00:01:01,519
+little bit more to it than that and some
+
+22
+00:00:59,000 --> 00:01:04,199
+of the minimum things things uh uh that
+
+23
+00:01:01,519 --> 00:01:06,760
+you kind of need at a minimum you should
+
+24
+00:01:04,199 --> 00:01:07,759
+have whip limits right at Absolute
+
+25
+00:01:06,760 --> 00:01:08,960
+minimum you should have whip limits
+
+26
+00:01:07,759 --> 00:01:10,600
+those other things we should have but
+
+27
+00:01:08,960 --> 00:01:12,400
+definitely if you don't have whip limits
+
+28
+00:01:10,600 --> 00:01:13,840
+definitely not not don't have a cand
+
+29
+00:01:12,400 --> 00:01:17,240
+system yet
+
+30
+00:01:13,840 --> 00:01:19,720
+but what we're able to do is we're able
+
+31
+00:01:17,240 --> 00:01:22,479
+to decide what of the stages that our
+
+32
+00:01:19,720 --> 00:01:25,200
+work flows through but we also want to
+
+33
+00:01:22,479 --> 00:01:31,000
+think about what are our weight States
+
+34
+00:01:25,200 --> 00:01:34,159
+and weight states are places where work
+
+35
+00:01:31,000 --> 00:01:36,799
+stops because the next thing that needs
+
+36
+00:01:34,159 --> 00:01:42,040
+to happen the next activity the next
+
+37
+00:01:36,799 --> 00:01:45,719
+stage in the process is um is full right
+
+38
+00:01:42,040 --> 00:01:48,960
+there's no no capacity if you think
+
+39
+00:01:45,719 --> 00:01:51,840
+about um I'm trying to trying to think
+
+40
+00:01:48,960 --> 00:01:54,759
+of a of a good example good example is
+
+41
+00:01:51,840 --> 00:01:56,560
+uh if you go to the hospital and you go
+
+42
+00:01:54,759 --> 00:01:59,360
+to the waiting room and there are no
+
+43
+00:01:56,560 --> 00:02:00,759
+seats left quite often there'll be a
+
+44
+00:01:59,360 --> 00:02:03,640
+another
+
+45
+00:02:00,759 --> 00:02:06,280
+overflow waiting room uh where where
+
+46
+00:02:03,640 --> 00:02:09,239
+people can go and wait to get into that
+
+47
+00:02:06,280 --> 00:02:12,239
+that that situation and then the people
+
+48
+00:02:09,239 --> 00:02:14,400
+running that department in the hospital
+
+49
+00:02:12,239 --> 00:02:17,000
+are going to be looking at well how many
+
+50
+00:02:14,400 --> 00:02:19,120
+people end up in this overflow they're
+
+51
+00:02:17,000 --> 00:02:20,879
+they're all wait they're they're waiting
+
+52
+00:02:19,120 --> 00:02:22,280
+longer than we expect because
+
+53
+00:02:20,879 --> 00:02:24,680
+everybody's waiting longer than we
+
+54
+00:02:22,280 --> 00:02:27,160
+expect and we don't want too many things
+
+55
+00:02:24,680 --> 00:02:30,840
+in the system perhaps we need to reduce
+
+56
+00:02:27,160 --> 00:02:34,280
+the number of people that we uh Book on
+
+57
+00:02:30,840 --> 00:02:36,239
+a particular schedule right in order to
+
+58
+00:02:34,280 --> 00:02:38,000
+Maxim minimize the amount of time people
+
+59
+00:02:36,239 --> 00:02:40,360
+wait and maximize the amount of people
+
+60
+00:02:38,000 --> 00:02:42,080
+we get through the system um and they
+
+61
+00:02:40,360 --> 00:02:43,519
+well that's more difficult for hospitals
+
+62
+00:02:42,080 --> 00:02:45,000
+because they have to take into account
+
+63
+00:02:43,519 --> 00:02:48,040
+people that cancel people that don't
+
+64
+00:02:45,000 --> 00:02:51,640
+turn up all of those kind of things so
+
+65
+00:02:48,040 --> 00:02:54,800
+um yeah that's that's fun but this this
+
+66
+00:02:51,640 --> 00:02:58,680
+idea of um the weight state is really
+
+67
+00:02:54,800 --> 00:03:00,680
+important so quite often for a stage
+
+68
+00:02:58,680 --> 00:03:04,000
+let's let's use a really
+
+69
+00:03:00,680 --> 00:03:07,760
+simple visualization uh where you've got
+
+70
+00:03:04,000 --> 00:03:10,680
+some kind of analysis Discovery happens
+
+71
+00:03:07,760 --> 00:03:12,879
+then some sort of development or doing
+
+72
+00:03:10,680 --> 00:03:16,280
+happens and then some kind of validation
+
+73
+00:03:12,879 --> 00:03:20,319
+or testing happens and then things are
+
+74
+00:03:16,280 --> 00:03:23,360
+finished you want to be able to indicate
+
+75
+00:03:20,319 --> 00:03:26,480
+on your board in your visualization in
+
+76
+00:03:23,360 --> 00:03:29,720
+your system visualizing your system when
+
+77
+00:03:26,480 --> 00:03:34,560
+things are complete from the perspective
+
+78
+00:03:29,720 --> 00:03:35,760
+Ive of analysis right um but they've
+
+79
+00:03:34,560 --> 00:03:43,120
+we've not yet
+
+80
+00:03:35,760 --> 00:03:47,360
+started development doing work on it so
+
+81
+00:03:43,120 --> 00:03:50,599
+if the analysis team just put it into
+
+82
+00:03:47,360 --> 00:03:52,720
+the development teams and I'm using
+
+83
+00:03:50,599 --> 00:03:55,200
+teams badly here but the people doing
+
+84
+00:03:52,720 --> 00:03:57,439
+analysis put it into the backlog of the
+
+85
+00:03:55,200 --> 00:03:59,239
+people doing development they're
+
+86
+00:03:57,439 --> 00:04:00,920
+committing to that work on that other
+
+87
+00:03:59,239 --> 00:04:04,079
+group's BAS behalf right they're putting
+
+88
+00:04:00,920 --> 00:04:05,799
+it in their system inside of their view
+
+89
+00:04:04,079 --> 00:04:07,319
+um without permission they're just put
+
+90
+00:04:05,799 --> 00:04:08,599
+dropping it in there even if they ask
+
+91
+00:04:07,319 --> 00:04:11,159
+they're they're kind of pushing that
+
+92
+00:04:08,599 --> 00:04:14,200
+system that's a push system if we want
+
+93
+00:04:11,159 --> 00:04:16,280
+to create a pool system then the folks
+
+94
+00:04:14,200 --> 00:04:18,160
+in the stage before so in this case
+
+95
+00:04:16,280 --> 00:04:20,799
+analysis they want to kind of have an
+
+96
+00:04:18,160 --> 00:04:23,360
+analysis doing and an analysis done
+
+97
+00:04:20,799 --> 00:04:27,600
+indication and that analysis done is a
+
+98
+00:04:23,360 --> 00:04:30,880
+weight State for the the the the the
+
+99
+00:04:27,600 --> 00:04:32,560
+next stage to look at that list of
+
+100
+00:04:30,880 --> 00:04:34,759
+things that are done from the previous
+
+101
+00:04:32,560 --> 00:04:37,440
+stage and then pull them in but it still
+
+102
+00:04:34,759 --> 00:04:40,759
+counts as time in that previous stage
+
+103
+00:04:37,440 --> 00:04:43,720
+that way we can see when visually see
+
+104
+00:04:40,759 --> 00:04:45,360
+when work piles up and see when we need
+
+105
+00:04:43,720 --> 00:04:47,320
+to do something about it like the
+
+106
+00:04:45,360 --> 00:04:50,240
+Overflow in the waiting room at the
+
+107
+00:04:47,320 --> 00:04:52,680
+hospital we want to be able to take
+
+108
+00:04:50,240 --> 00:04:54,160
+action right we want to actively manage
+
+109
+00:04:52,680 --> 00:04:56,000
+the items in the workflow which means
+
+110
+00:04:54,160 --> 00:04:57,840
+we're going to be looking for those
+
+111
+00:04:56,000 --> 00:05:01,600
+weight States we're going to be looking
+
+112
+00:04:57,840 --> 00:05:03,479
+for work piling up and you might find if
+
+113
+00:05:01,600 --> 00:05:07,120
+we're limiting work in process which we
+
+114
+00:05:03,479 --> 00:05:09,600
+should be in a cband system then if the
+
+115
+00:05:07,120 --> 00:05:12,919
+the the
+
+116
+00:05:09,600 --> 00:05:16,160
+development activity has four things
+
+117
+00:05:12,919 --> 00:05:20,440
+that they can take and the analysis
+
+118
+00:05:16,160 --> 00:05:24,600
+activity has four things then perhaps
+
+119
+00:05:20,440 --> 00:05:28,240
+the analysis work stops because they
+
+120
+00:05:24,600 --> 00:05:30,720
+have four things in done and the
+
+121
+00:05:28,240 --> 00:05:34,440
+development activity has more things in
+
+122
+00:05:30,720 --> 00:05:36,880
+progress slash done and we can't take on
+
+123
+00:05:34,440 --> 00:05:39,880
+anymore and Analysis can't take anymore
+
+124
+00:05:36,880 --> 00:05:43,240
+cuz their whip is four and they then
+
+125
+00:05:39,880 --> 00:05:46,639
+stop working and they say
+
+126
+00:05:43,240 --> 00:05:50,600
+to the system we don't have anything
+
+127
+00:05:46,639 --> 00:05:53,759
+left to do we we can't start new work
+
+128
+00:05:50,600 --> 00:05:56,880
+because we don't have room in our
+
+129
+00:05:53,759 --> 00:05:58,880
+system right and you might think that
+
+130
+00:05:56,880 --> 00:06:00,520
+well surely they can just take on
+
+131
+00:05:58,880 --> 00:06:02,360
+something else
+
+132
+00:06:00,520 --> 00:06:05,960
+but what if they keep doing that and
+
+133
+00:06:02,360 --> 00:06:08,919
+don't stop and put up the flag and alert
+
+134
+00:06:05,960 --> 00:06:12,120
+that we've stopped work what if they
+
+135
+00:06:08,919 --> 00:06:14,680
+just keep going so they keep pulling
+
+136
+00:06:12,120 --> 00:06:16,360
+work and dropping it into their done
+
+137
+00:06:14,680 --> 00:06:19,360
+column and their done column just gets
+
+138
+00:06:16,360 --> 00:06:22,240
+bigger and bigger and bigger and bigger
+
+139
+00:06:19,360 --> 00:06:24,840
+and perhaps the next stage can't pull
+
+140
+00:06:22,240 --> 00:06:27,639
+from that list very quickly and it means
+
+141
+00:06:24,840 --> 00:06:29,080
+that the weight time the amount of total
+
+142
+00:06:27,639 --> 00:06:31,039
+time in the system for all of those
+
+143
+00:06:29,080 --> 00:06:32,599
+things that are in that weight state is
+
+144
+00:06:31,039 --> 00:06:36,160
+getting longer and longer and longer and
+
+145
+00:06:32,599 --> 00:06:38,440
+it's just waste wouldn't it be better if
+
+146
+00:06:36,160 --> 00:06:41,479
+though that group in analysis just put
+
+147
+00:06:38,440 --> 00:06:44,080
+up the red flag and said uh We've
+
+148
+00:06:41,479 --> 00:06:46,960
+stopped because we've got no more room
+
+149
+00:06:44,080 --> 00:06:49,919
+in our system the next stage has not
+
+150
+00:06:46,960 --> 00:06:51,919
+filtered more down what should we do
+
+151
+00:06:49,919 --> 00:06:53,520
+right now in reality if you're a
+
+152
+00:06:51,919 --> 00:06:55,879
+engineering team working together
+
+153
+00:06:53,520 --> 00:06:58,280
+perhaps they go help the next stage down
+
+154
+00:06:55,879 --> 00:07:00,720
+the r line right maybe they can help out
+
+155
+00:06:58,280 --> 00:07:04,440
+and help make that FAS faster or perhaps
+
+156
+00:07:00,720 --> 00:07:06,240
+we need to bring this up as a a bigger
+
+157
+00:07:04,440 --> 00:07:08,479
+thing for leadership and say we've got
+
+158
+00:07:06,240 --> 00:07:10,199
+some kind of problem in the system and
+
+159
+00:07:08,479 --> 00:07:11,759
+we need to change the system in order to
+
+160
+00:07:10,199 --> 00:07:13,720
+make it more effective so the things
+
+161
+00:07:11,759 --> 00:07:16,080
+that we bring into the system flow
+
+162
+00:07:13,720 --> 00:07:19,599
+through the system more quickly so by
+
+163
+00:07:16,080 --> 00:07:21,199
+creating a pool system um we actually
+
+164
+00:07:19,599 --> 00:07:24,840
+create a
+
+165
+00:07:21,199 --> 00:07:28,440
+system within which we can see we can
+
+166
+00:07:24,840 --> 00:07:30,280
+visually see when we're not when the
+
+167
+00:07:28,440 --> 00:07:32,400
+system's not flowing properly when the
+
+168
+00:07:30,280 --> 00:07:35,000
+engine's not working properly it will
+
+169
+00:07:32,400 --> 00:07:36,759
+back up and it will back up all the way
+
+170
+00:07:35,000 --> 00:07:39,639
+to a point where we're like okay
+
+171
+00:07:36,759 --> 00:07:43,039
+everybody in this line of all every
+
+172
+00:07:39,639 --> 00:07:45,000
+single activity is is effectively
+
+173
+00:07:43,039 --> 00:07:47,919
+blocked right it's not a blocked thing
+
+174
+00:07:45,000 --> 00:07:50,039
+but everything is constrained and then
+
+175
+00:07:47,919 --> 00:07:51,479
+oh this is where it's constrained
+
+176
+00:07:50,039 --> 00:07:53,800
+because they're still working and
+
+177
+00:07:51,479 --> 00:07:56,360
+everybody after them has stopped what's
+
+178
+00:07:53,800 --> 00:07:58,039
+the problem do we not have enough people
+
+179
+00:07:56,360 --> 00:08:01,400
+here to be able to process the amount of
+
+180
+00:07:58,039 --> 00:08:03,280
+work that's going on um are we taking on
+
+181
+00:08:01,400 --> 00:08:05,520
+too much work into the system so it's
+
+182
+00:08:03,280 --> 00:08:08,720
+flowing through too quickly for this
+
+183
+00:08:05,520 --> 00:08:12,000
+whatever the constraint is in this area
+
+184
+00:08:08,720 --> 00:08:16,159
+and we need to figure out what it is and
+
+185
+00:08:12,000 --> 00:08:16,159
+go fix it so
+
+186
+00:08:16,240 --> 00:08:24,639
+this Dynamic applies both for a caman
+
+187
+00:08:22,599 --> 00:08:26,639
+strategy right you want to be looking
+
+188
+00:08:24,639 --> 00:08:28,840
+for those stages and thinking about how
+
+189
+00:08:26,639 --> 00:08:30,879
+do we visualize them uh but it also
+
+190
+00:08:28,840 --> 00:08:34,760
+applies in the the scrum world as well
+
+191
+00:08:30,879 --> 00:08:37,039
+scrum has a weight State H built in um
+
+192
+00:08:34,760 --> 00:08:39,039
+because the developers select work
+
+193
+00:08:37,039 --> 00:08:41,640
+during Sprint planning right so that's
+
+194
+00:08:39,039 --> 00:08:43,680
+their moment for for pulling work into
+
+195
+00:08:41,640 --> 00:08:45,000
+the system and then the system runs and
+
+196
+00:08:43,680 --> 00:08:47,120
+we see what comes out the other end so
+
+197
+00:08:45,000 --> 00:08:50,640
+we can apply a cband strategy on top of
+
+198
+00:08:47,120 --> 00:08:52,320
+that as well in addition to uh the work
+
+199
+00:08:50,640 --> 00:08:54,880
+limited pool system that's implemented
+
+200
+00:08:52,320 --> 00:08:56,959
+by scrum and add additional work limited
+
+201
+00:08:54,880 --> 00:08:59,320
+pool systems so that inside of the
+
+202
+00:08:56,959 --> 00:09:02,519
+system that scrum creates we can break
+
+203
+00:08:59,320 --> 00:09:05,519
+it up into other activities that in
+
+204
+00:09:02,519 --> 00:09:09,000
+order allow us to see what's going on in
+
+205
+00:09:05,519 --> 00:09:11,839
+those activities and where within the
+
+206
+00:09:09,000 --> 00:09:14,160
+system that's implemented by scrum where
+
+207
+00:09:11,839 --> 00:09:16,519
+the actual activities are are are
+
+208
+00:09:14,160 --> 00:09:18,959
+blocked are stuck are constrained that
+
+209
+00:09:16,519 --> 00:09:22,720
+we need to take action and we need to
+
+210
+00:09:18,959 --> 00:09:25,200
+fulfill that final part of a cand
+
+211
+00:09:22,720 --> 00:09:27,360
+strategy uh which is improving the
+
+212
+00:09:25,200 --> 00:09:30,399
+workflow not just actively managing it
+
+213
+00:09:27,360 --> 00:09:34,120
+but improving it so we need to go uh
+
+214
+00:09:30,399 --> 00:09:36,839
+take action and make a change if you're
+
+215
+00:09:34,120 --> 00:09:40,360
+struggling to create a pool-based system
+
+216
+00:09:36,839 --> 00:09:43,560
+of work then we can help you we provide
+
+217
+00:09:40,360 --> 00:09:45,640
+worldcast cran training from Pro caman
+
+218
+00:09:43,560 --> 00:09:48,079
+as well as Consulting and coaching for
+
+219
+00:09:45,640 --> 00:09:51,200
+teams trying to implement a caman
+
+220
+00:09:48,079 --> 00:09:53,440
+strategy if you're a scrum team then we
+
+221
+00:09:51,200 --> 00:09:56,000
+always recommend bringing in flow
+
+222
+00:09:53,440 --> 00:10:00,839
+metrics as a complimentary practice and
+
+223
+00:09:56,000 --> 00:10:00,839
+have cang classes from scrum.org as well
+
+
diff --git a/site/content/resources/videos/youtube/hXieCawt-XE/index.captions.en.md b/site/content/resources/videos/youtube/hXieCawt-XE/index.captions.en.md
new file mode 100644
index 000000000..49749e3e7
--- /dev/null
+++ b/site/content/resources/videos/youtube/hXieCawt-XE/index.captions.en.md
@@ -0,0 +1,41 @@
+When you're implementing a Caman strategy, we're effectively creating a pool-based system of work. So, Caman kind of does this. There are three core practices to Caman: defining and visualizing your workflow, actively managing items in that workflow, and then improving that workflow. 
+
+Our ability to define and visualize that workflow as part of creating that Caman system means we need to decide what is the system that we're going to use Caman, a Caman strategy, to monitor. Right? So we define generally, and you'll see this a lot with teams, as they'll define columns. If they just stop there, it's probably not a Caman system yet. Right? It's not a Caman strategy if they just define the columns and then we're done. There's a little bit more to it than that. 
+
+Some of the minimum things that you kind of need at a minimum: you should have WIP limits. Right? At absolute minimum, you should have WIP limits. Those other things we should have, but definitely if you don't have WIP limits, definitely not a Caman system yet. 
+
+What we're able to do is decide what of the stages that our work flows through, but we also want to think about what are our wait states. Wait states are places where work stops because the next thing that needs to happen, the next activity, the next stage in the process is full. Right? There's no capacity. 
+
+If you think about, I'm trying to think of a good example. A good example is if you go to the hospital and you go to the waiting room and there are no seats left. Quite often, there'll be another overflow waiting room where people can go and wait to get into that situation. Then the people running that department in the hospital are going to be looking at how many people end up in this overflow. They're all waiting longer than we expect because everybody's waiting longer than we expect, and we don't want too many things in the system. Perhaps we need to reduce the number of people that we book on a particular schedule, right, in order to minimize the amount of time people wait and maximize the amount of people we get through the system. 
+
+That's more difficult for hospitals because they have to take into account people that cancel, people that don't turn up, all of those kinds of things. So, yeah, that's fun. But this idea of the wait state is really important. 
+
+So quite often for a stage, let's use a really simple visualization where you've got some kind of analysis, discovery happens, then some sort of development or doing happens, and then some kind of validation or testing happens, and then things are finished. You want to be able to indicate on your board, in your visualization, in your system, visualizing your system when things are complete from the perspective of analysis. Right? 
+
+But we've not yet started development, doing work on it. So if the analysis team just put it into the development team's backlog, and I'm using teams badly here, but the people doing analysis put it into the backlog of the people doing development, they're committing to that work on that other group's behalf. Right? They're putting it in their system inside of their view without permission. They're just dropping it in there. Even if they ask, they're kind of pushing that system. That's a push system. 
+
+If we want to create a pull system, then the folks in the stage before, so in this case analysis, they want to kind of have an analysis doing and an analysis done indication. That analysis done is a wait state for the next stage to look at that list of things that are done from the previous stage and then pull them in. But it still counts as time in that previous stage. 
+
+That way we can visually see when work piles up and see when we need to do something about it, like the overflow in the waiting room at the hospital. We want to be able to take action. Right? We want to actively manage the items in the workflow, which means we're going to be looking for those wait states. We're going to be looking for work piling up. 
+
+You might find if we're limiting work in process, which we should be in a Caman system, then if the development activity has four things that they can take and the analysis activity has four things, then perhaps the analysis work stops because they have four things in done, and the development activity has more things in progress/done, and we can't take on any more. 
+
+Analysis can't take any more because their WIP is four, and they then stop working. They say to the system, "We don't have anything left to do. We can't start new work because we don't have room in our system." Right? 
+
+You might think, "Well, surely they can just take on something else." But what if they keep doing that and don't stop and put up the flag and alert that we've stopped work? What if they just keep going? So they keep pulling work and dropping it into their done column, and their done column just gets bigger and bigger and bigger and bigger. 
+
+Perhaps the next stage can't pull from that list very quickly, and it means that the wait time, the amount of total time in the system for all of those things that are in that wait state is getting longer and longer and longer, and it's just waste. Wouldn't it be better if that group in analysis just put up the red flag and said, "We've stopped because we've got no more room in our system. The next stage has not filtered more down. What should we do?" 
+
+Right? In reality, if you're an engineering team working together, perhaps they go help the next stage down the line. Right? Maybe they can help out and help make that faster. Or perhaps we need to bring this up as a bigger thing for leadership and say, "We've got some kind of problem in the system, and we need to change the system in order to make it more effective so the things that we bring into the system flow through the system more quickly." 
+
+By creating a pull system, we actually create a system within which we can see, we can visually see when the system's not flowing properly, when the engine's not working properly. It will back up, and it will back up all the way to a point where we're like, "Okay, everybody in this line of all, every single activity is effectively blocked." Right? 
+
+It's not a blocked thing, but everything is constrained. And then, "Oh, this is where it's constrained because they're still working, and everybody after them has stopped." What's the problem? Do we not have enough people here to be able to process the amount of work that's going on? Are we taking on too much work into the system so it's flowing through too quickly for this? 
+
+Whatever the constraint is in this area, we need to figure out what it is and go fix it. 
+
+This dynamic applies both for a Caman strategy. Right? You want to be looking for those stages and thinking about how do we visualize them. But it also applies in the Scrum world as well. Scrum has a wait state built in because the developers select work during Sprint planning. Right? 
+
+So that's their moment for pulling work into the system, and then the system runs, and we see what comes out the other end. So we can apply a Caman strategy on top of that as well, in addition to the work-limited pool system that's implemented by Scrum, and add additional work-limited pool systems so that inside of the system that Scrum creates, we can break it up into other activities that allow us to see what's going on in those activities and where within the system that's implemented by Scrum where the actual activities are blocked, are stuck, are constrained, that we need to take action and we need to fulfil that final part of a Caman strategy, which is improving the workflow. 
+
+Not just actively managing it, but improving it. So we need to go take action and make a change. If you're struggling to create a pool-based system of work, then we can help you. We provide world-class Caman training from Pro Caman, as well as consulting and coaching for teams trying to implement a Caman strategy. If you're a Scrum team, then we always recommend bringing in flow metrics as a complementary practice and have Cang classes from Scrum.org as well.
\ No newline at end of file
diff --git a/site/content/resources/videos/youtube/icX4XpolVLE/data.captions.en.srt b/site/content/resources/videos/youtube/icX4XpolVLE/data.captions.en.srt
new file mode 100644
index 000000000..b990a4620
--- /dev/null
+++ b/site/content/resources/videos/youtube/icX4XpolVLE/data.captions.en.srt
@@ -0,0 +1,3021 @@
+1
+00:00:00,080 --> 00:00:08,360
+so I first encountered devops as a as a
+
+2
+00:00:04,880 --> 00:00:11,920
+developer at Marl Lynch but I experience
+
+3
+00:00:08,360 --> 00:00:12,799
+the frustration that created the need
+
+4
+00:00:11,920 --> 00:00:17,279
+for
+
+5
+00:00:12,799 --> 00:00:20,480
+devops um in many jobs beforehand um I
+
+6
+00:00:17,279 --> 00:00:24,400
+started my career uh back in the early
+
+7
+00:00:20,480 --> 00:00:27,199
+ughs 2001 um and I was working for what
+
+8
+00:00:24,400 --> 00:00:29,240
+was then called New Media agencies which
+
+9
+00:00:27,199 --> 00:00:30,920
+are just web development companies these
+
+10
+00:00:29,240 --> 00:00:34,239
+days building
+
+11
+00:00:30,920 --> 00:00:37,000
+websites and we did all the things you
+
+12
+00:00:34,239 --> 00:00:41,480
+shouldn't be doing we deployed from our
+
+13
+00:00:37,000 --> 00:00:44,640
+local machine we edited in production um
+
+14
+00:00:41,480 --> 00:00:47,600
+we did all of those crazy nasty things
+
+15
+00:00:44,640 --> 00:00:50,320
+because at the at the time continuous
+
+16
+00:00:47,600 --> 00:00:53,600
+integration wasn't really a thing oh it
+
+17
+00:00:50,320 --> 00:00:55,440
+was round right at that time in 2001 I
+
+18
+00:00:53,600 --> 00:01:00,199
+think continuous integration had been
+
+19
+00:00:55,440 --> 00:01:02,280
+around for about nine years but most
+
+20
+00:01:00,199 --> 00:01:04,159
+most people hadn't really heard of it
+
+21
+00:01:02,280 --> 00:01:06,680
+most people weren't really doing it
+
+22
+00:01:04,159 --> 00:01:08,360
+around then uh you'll your experience
+
+23
+00:01:06,680 --> 00:01:11,400
+will absolutely vary there'll be lots of
+
+24
+00:01:08,360 --> 00:01:14,240
+people that that that were doing it um
+
+25
+00:01:11,400 --> 00:01:18,200
+and I experienced the frustration of
+
+26
+00:01:14,240 --> 00:01:19,880
+mistakes of deployments that failed of
+
+27
+00:01:18,200 --> 00:01:22,640
+overwriting things you shouldn't be
+
+28
+00:01:19,880 --> 00:01:25,840
+overwriting all of those kind of things
+
+29
+00:01:22,640 --> 00:01:28,759
+and when we when I moved to Mar Lynch uh
+
+30
+00:01:25,840 --> 00:01:31,520
+which is a big uh Investment Banking
+
+31
+00:01:28,759 --> 00:01:34,119
+Company the r tools were different right
+
+32
+00:01:31,520 --> 00:01:36,759
+you you didn't have access to production
+
+33
+00:01:34,119 --> 00:01:39,399
+um once it's production you only had
+
+34
+00:01:36,759 --> 00:01:41,479
+access to spe specific environments you
+
+35
+00:01:39,399 --> 00:01:43,079
+had to have specific deployment packages
+
+36
+00:01:41,479 --> 00:01:45,119
+you couldn't make changes to certain
+
+37
+00:01:43,079 --> 00:01:48,960
+types of systems like SQL Server you had
+
+38
+00:01:45,119 --> 00:01:50,759
+to give them uh a patch to be able to
+
+39
+00:01:48,960 --> 00:01:54,040
+apply
+
+40
+00:01:50,759 --> 00:01:55,479
+and when you're in those restrictions
+
+41
+00:01:54,040 --> 00:01:57,640
+and you try and do the same thing that
+
+42
+00:01:55,479 --> 00:01:59,280
+you were doing before cuz when I arrived
+
+43
+00:01:57,640 --> 00:02:00,320
+at the part of Maryland that I was
+
+44
+00:01:59,280 --> 00:02:02,200
+working at they didn't have any
+
+45
+00:02:00,320 --> 00:02:04,680
+automation they didn't have any have any
+
+46
+00:02:02,200 --> 00:02:06,759
+of these things you experience even
+
+47
+00:02:04,680 --> 00:02:11,160
+worse frustration because you give
+
+48
+00:02:06,759 --> 00:02:15,319
+somebody um who has doesn't care one jot
+
+49
+00:02:11,160 --> 00:02:17,160
+about your product uh some DBA in I
+
+50
+00:02:15,319 --> 00:02:20,360
+don't know where they were I know that
+
+51
+00:02:17,160 --> 00:02:23,400
+Marl Lynch had five and a half thousand
+
+52
+00:02:20,360 --> 00:02:25,120
+dbas in the organization who you would
+
+53
+00:02:23,400 --> 00:02:26,879
+give scripts to and they would go run it
+
+54
+00:02:25,120 --> 00:02:29,680
+against the databases and nobody else
+
+55
+00:02:26,879 --> 00:02:32,440
+was allowed to to go near the databases
+
+56
+00:02:29,680 --> 00:02:34,800
+um but it meant that that you would give
+
+57
+00:02:32,440 --> 00:02:36,360
+them it it would take them a half day to
+
+58
+00:02:34,800 --> 00:02:38,519
+get to it and they would tell you that
+
+59
+00:02:36,360 --> 00:02:39,959
+the script didn't work and then you
+
+60
+00:02:38,519 --> 00:02:41,280
+would have to go tweak the script and
+
+61
+00:02:39,959 --> 00:02:42,959
+give it to them tweak the script and
+
+62
+00:02:41,280 --> 00:02:44,319
+give it to them and it would just be a
+
+63
+00:02:42,959 --> 00:02:47,159
+nightmare and it would take ages to get
+
+64
+00:02:44,319 --> 00:02:51,640
+anything deployed so what what what we
+
+65
+00:02:47,159 --> 00:02:56,640
+started doing was thinking about how we
+
+66
+00:02:51,640 --> 00:03:00,519
+could do automation how we could create
+
+67
+00:02:56,640 --> 00:03:02,319
+a more slick process where at the very
+
+68
+00:03:00,519 --> 00:03:04,599
+least we were able to get into
+
+69
+00:03:02,319 --> 00:03:07,040
+production with with less hiccups there
+
+70
+00:03:04,599 --> 00:03:10,760
+wasn't a lot of devops going on back
+
+71
+00:03:07,040 --> 00:03:13,200
+then um it was called application life
+
+72
+00:03:10,760 --> 00:03:15,280
+cycle management and application life
+
+73
+00:03:13,200 --> 00:03:16,840
+cycle management was both good ways of
+
+74
+00:03:15,280 --> 00:03:19,120
+doing things and bad ways of doing
+
+75
+00:03:16,840 --> 00:03:20,959
+things but just under that guise of
+
+76
+00:03:19,120 --> 00:03:21,959
+we're going to be actively managing
+
+77
+00:03:20,959 --> 00:03:24,239
+these
+
+78
+00:03:21,959 --> 00:03:26,599
+applications um it's the term that then
+
+79
+00:03:24,239 --> 00:03:30,120
+morphed into devops a little bit later
+
+80
+00:03:26,599 --> 00:03:33,120
+on once once devops was coined so what
+
+81
+00:03:30,120 --> 00:03:35,799
+what what we did was we introduced tools
+
+82
+00:03:33,120 --> 00:03:38,599
+we introduced ways of doing things we
+
+83
+00:03:35,799 --> 00:03:40,879
+introduced automation to our story and I
+
+84
+00:03:38,599 --> 00:03:43,799
+started using at the time team
+
+85
+00:03:40,879 --> 00:03:46,599
+Foundation server um as part of that
+
+86
+00:03:43,799 --> 00:03:50,560
+integration automation uh everything
+
+87
+00:03:46,599 --> 00:03:52,319
+linked together traceability story for
+
+88
+00:03:50,560 --> 00:03:54,920
+application life cycle management we
+
+89
+00:03:52,319 --> 00:03:57,640
+made it a little bit more
+
+90
+00:03:54,920 --> 00:04:00,879
+professional um but while that was my
+
+91
+00:03:57,640 --> 00:04:02,079
+kind of baptism into that very different
+
+92
+00:04:00,879 --> 00:04:04,159
+environment where there's a lot of
+
+93
+00:04:02,079 --> 00:04:08,360
+controls we still didn't didn't do it
+
+94
+00:04:04,159 --> 00:04:13,040
+very well and it really wasn't until I
+
+95
+00:04:08,360 --> 00:04:14,920
+started working more heavily in the team
+
+96
+00:04:13,040 --> 00:04:18,320
+Foundation server
+
+97
+00:04:14,920 --> 00:04:22,680
+community and I became a Microsoft
+
+98
+00:04:18,320 --> 00:04:25,160
+MVP that I started engaging with other
+
+99
+00:04:22,680 --> 00:04:27,639
+people who were in that category and
+
+100
+00:04:25,160 --> 00:04:29,520
+really working towards making things
+
+101
+00:04:27,639 --> 00:04:31,680
+more effective that we started talking
+
+102
+00:04:29,520 --> 00:04:34,919
+about about how we could do the
+
+103
+00:04:31,680 --> 00:04:36,840
+automation how we could enable getting
+
+104
+00:04:34,919 --> 00:04:39,280
+from code all the way to production
+
+105
+00:04:36,840 --> 00:04:41,520
+without having people in the way uh uh
+
+106
+00:04:39,280 --> 00:04:44,520
+messing things up or other stories in
+
+107
+00:04:41,520 --> 00:04:46,360
+the way um getting in you know other
+
+108
+00:04:44,520 --> 00:04:49,759
+bias in the way getting in in the way of
+
+109
+00:04:46,360 --> 00:04:53,520
+the the thing you're trying to deploy um
+
+110
+00:04:49,759 --> 00:04:56,639
+and that was really my my introduction
+
+111
+00:04:53,520 --> 00:05:00,400
+into into proper proper it's probably
+
+112
+00:04:56,639 --> 00:05:03,039
+not the right better devops was as a
+
+113
+00:05:00,400 --> 00:05:07,840
+Microsoft um application life cycle
+
+114
+00:05:03,039 --> 00:05:11,680
+management MVP uh working with
+
+115
+00:05:07,840 --> 00:05:16,080
+other Alm MVPs within that category to
+
+116
+00:05:11,680 --> 00:05:18,120
+really really focus on on that story and
+
+117
+00:05:16,080 --> 00:05:20,319
+I found that I was I seem to have an
+
+118
+00:05:18,120 --> 00:05:23,000
+affinity for that an affinity for
+
+119
+00:05:20,319 --> 00:05:25,800
+engaging with uh development teams and
+
+120
+00:05:23,000 --> 00:05:27,120
+helping them get better um at that
+
+121
+00:05:25,800 --> 00:05:30,600
+continuous delivery continuous
+
+122
+00:05:27,120 --> 00:05:35,360
+integration tools tools are not
+
+123
+00:05:30,600 --> 00:05:37,680
+all of devops tools support devops but
+
+124
+00:05:35,360 --> 00:05:41,240
+they're definitely a common route into
+
+125
+00:05:37,680 --> 00:05:45,720
+towards devops cuz most I I I really
+
+126
+00:05:41,240 --> 00:05:48,600
+think of um devops as the other side of
+
+127
+00:05:45,720 --> 00:05:53,000
+the agile coin um
+
+128
+00:05:48,600 --> 00:05:55,360
+I.E agile was something that was created
+
+129
+00:05:53,000 --> 00:05:57,319
+but some people who were definitely
+
+130
+00:05:55,360 --> 00:06:00,360
+Engineers you think of the signatur
+
+131
+00:05:57,319 --> 00:06:02,840
+theago manifesto but they were also
+
+132
+00:06:00,360 --> 00:06:05,800
+much higher level Engineers they were
+
+133
+00:06:02,840 --> 00:06:08,960
+they were managers and they were uh
+
+134
+00:06:05,800 --> 00:06:11,400
+working on big products and projects so
+
+135
+00:06:08,960 --> 00:06:13,039
+they weren't just a software engineer
+
+136
+00:06:11,400 --> 00:06:18,919
+building products it was a much bigger
+
+137
+00:06:13,039 --> 00:06:22,080
+thing and they really um thought of came
+
+138
+00:06:18,919 --> 00:06:22,960
+up with with this idea of agile from the
+
+139
+00:06:22,080 --> 00:06:27,759
+that
+
+140
+00:06:22,960 --> 00:06:29,680
+perspective and some things seem to be a
+
+141
+00:06:27,759 --> 00:06:32,280
+little bit missing that were only
+
+142
+00:06:29,680 --> 00:06:35,240
+implied in the agile Manifesto but
+
+143
+00:06:32,280 --> 00:06:37,800
+weren't actually explicitly this is this
+
+144
+00:06:35,240 --> 00:06:40,680
+is the thing you need to worry about and
+
+145
+00:06:37,800 --> 00:06:43,360
+that for me this is how I feel about it
+
+146
+00:06:40,680 --> 00:06:44,759
+I think that's why devops uh was born
+
+147
+00:06:43,360 --> 00:06:47,280
+that's why application life cycle
+
+148
+00:06:44,759 --> 00:06:50,919
+management became devops is because we
+
+149
+00:06:47,280 --> 00:06:53,160
+really wanted folks from the engineering
+
+150
+00:06:50,919 --> 00:06:55,479
+perspective were trying to get to the
+
+151
+00:06:53,160 --> 00:06:57,639
+same thing that the folks from the agile
+
+152
+00:06:55,479 --> 00:07:01,199
+Manifesto perspective were trying to get
+
+153
+00:06:57,639 --> 00:07:03,080
+to as well um and that engineering Focus
+
+154
+00:07:01,199 --> 00:07:05,639
+means that that there's a lot more
+
+155
+00:07:03,080 --> 00:07:10,199
+Reliance engagement and support on on
+
+156
+00:07:05,639 --> 00:07:13,800
+tools on processes on systems cuz that's
+
+157
+00:07:10,199 --> 00:07:17,160
+how um core engineering folks kind of
+
+158
+00:07:13,800 --> 00:07:21,759
+think um and that that story kind of
+
+159
+00:07:17,160 --> 00:07:25,039
+culminated in me uh um co- co-authoring
+
+160
+00:07:21,759 --> 00:07:27,319
+a book for rocks called one of the big
+
+161
+00:07:25,039 --> 00:07:29,240
+red books um engineering books called
+
+162
+00:07:27,319 --> 00:07:31,840
+professional application life cycle
+
+163
+00:07:29,240 --> 00:07:35,199
+manag management with visual studio
+
+164
+00:07:31,840 --> 00:07:38,319
+20133 and that kind of solidified my my
+
+165
+00:07:35,199 --> 00:07:40,919
+progress towards um supporting that that
+
+166
+00:07:38,319 --> 00:07:43,160
+that that story and kind of I don't
+
+167
+00:07:40,919 --> 00:07:44,479
+remember when it came about it might
+
+168
+00:07:43,160 --> 00:07:47,000
+have been around that time it might have
+
+169
+00:07:44,479 --> 00:07:50,440
+been a little bit later um but a great
+
+170
+00:07:47,000 --> 00:07:53,000
+uh devops person called Donovan Brown um
+
+171
+00:07:50,440 --> 00:07:55,319
+who did eventually work for Microsoft um
+
+172
+00:07:53,000 --> 00:07:58,800
+came up with a definition of devops that
+
+173
+00:07:55,319 --> 00:08:01,400
+I think um makes the most makes the most
+
+174
+00:07:58,800 --> 00:08:04,199
+sense it's a little bit tools focused
+
+175
+00:08:01,400 --> 00:08:07,479
+but not as well um and I I quite like it
+
+176
+00:08:04,199 --> 00:08:10,639
+it's devops is the union of people
+
+177
+00:08:07,479 --> 00:08:13,520
+processes and products to enable
+
+178
+00:08:10,639 --> 00:08:17,879
+continuous delivery of value to our end
+
+179
+00:08:13,520 --> 00:08:20,039
+users so when you think about where
+
+180
+00:08:17,879 --> 00:08:21,720
+devops came from application life cycle
+
+181
+00:08:20,039 --> 00:08:24,599
+management the engineering side of
+
+182
+00:08:21,720 --> 00:08:27,159
+delivering products and that move
+
+183
+00:08:24,599 --> 00:08:30,520
+towards realizing and this was a big
+
+184
+00:08:27,159 --> 00:08:35,000
+realization for me as well with is that
+
+185
+00:08:30,520 --> 00:08:39,200
+um people uh sorry let me rephrase that
+
+186
+00:08:35,000 --> 00:08:42,240
+tools don't solve problems people do
+
+187
+00:08:39,200 --> 00:08:44,240
+right and people with folks like myself
+
+188
+00:08:42,240 --> 00:08:46,800
+with an engineering Focus very much
+
+189
+00:08:44,240 --> 00:08:49,920
+focus on the tools and the code and the
+
+190
+00:08:46,800 --> 00:08:52,240
+engineering and we sometimes forget that
+
+191
+00:08:49,920 --> 00:08:54,040
+the people are in the way not in the way
+
+192
+00:08:52,240 --> 00:08:57,680
+the people are part of the story as well
+
+193
+00:08:54,040 --> 00:08:59,920
+right and um we need to bring the people
+
+194
+00:08:57,680 --> 00:09:03,399
+and the processes and the products
+
+195
+00:08:59,920 --> 00:09:06,160
+together to create our system that
+
+196
+00:09:03,399 --> 00:09:08,519
+allows us to to to build effectively
+
+197
+00:09:06,160 --> 00:09:13,560
+build uh uh products and continuously
+
+198
+00:09:08,519 --> 00:09:17,519
+deliver products to to our end users so
+
+199
+00:09:13,560 --> 00:09:20,760
+there are kind of three primary
+
+200
+00:09:17,519 --> 00:09:24,760
+challenges in that story of of of of
+
+201
+00:09:20,760 --> 00:09:27,200
+devops um which is what I experienced as
+
+202
+00:09:24,760 --> 00:09:29,160
+I moved through them myself and I think
+
+203
+00:09:27,200 --> 00:09:31,880
+the the best way to experience them is
+
+204
+00:09:29,160 --> 00:09:34,600
+to move through them yourself right um
+
+205
+00:09:31,880 --> 00:09:37,800
+we we learn by doing um and the first
+
+206
+00:09:34,600 --> 00:09:40,200
+one is that that um culture and
+
+207
+00:09:37,800 --> 00:09:42,279
+collaboration shift if you think of the
+
+208
+00:09:40,200 --> 00:09:44,079
+agile Manifesto people and interactions
+
+209
+00:09:42,279 --> 00:09:46,560
+are more valuable than processes and
+
+210
+00:09:44,079 --> 00:09:50,440
+tools and that's absolutely true even on
+
+211
+00:09:46,560 --> 00:09:54,680
+the on the devop side but devops to a
+
+212
+00:09:50,440 --> 00:09:58,480
+much greater degree acknowledges that um
+
+213
+00:09:54,680 --> 00:10:01,160
+processes and tools support the people
+
+214
+00:09:58,480 --> 00:10:03,839
+in doing the things that that that that
+
+215
+00:10:01,160 --> 00:10:07,880
+we need to do um I keep I keep thinking
+
+216
+00:10:03,839 --> 00:10:11,800
+of the the um the night night Capital
+
+217
+00:10:07,880 --> 00:10:14,320
+group right that story about the the the
+
+218
+00:10:11,800 --> 00:10:16,600
+in I think they were an investment firm
+
+219
+00:10:14,320 --> 00:10:20,880
+um listed on the New York Stock Exchange
+
+220
+00:10:16,600 --> 00:10:23,240
+$450 million cash in the bank uh to
+
+221
+00:10:20,880 --> 00:10:24,720
+support their business um and they had
+
+222
+00:10:23,240 --> 00:10:26,519
+they had have failed deployment because
+
+223
+00:10:24,720 --> 00:10:30,000
+they were manually deploying they had
+
+224
+00:10:26,519 --> 00:10:32,320
+poor quality code they had a a poor
+
+225
+00:10:30,000 --> 00:10:34,120
+quality deployment with just one person
+
+226
+00:10:32,320 --> 00:10:37,920
+and something went wrong that they
+
+227
+00:10:34,120 --> 00:10:40,079
+couldn't figure out um and they started
+
+228
+00:10:37,920 --> 00:10:42,240
+hemorrhaging money the moment they did
+
+229
+00:10:40,079 --> 00:10:43,959
+their deployment and ended up they
+
+230
+00:10:42,240 --> 00:10:45,519
+managed by the end of the day they
+
+231
+00:10:43,959 --> 00:10:47,399
+managed to figure out what the problem
+
+232
+00:10:45,519 --> 00:10:49,959
+was with their deployment and and fixed
+
+233
+00:10:47,399 --> 00:10:53,000
+production but by then it was too late
+
+234
+00:10:49,959 --> 00:10:54,880
+they' drained their Capital reserves
+
+235
+00:10:53,000 --> 00:10:57,880
+they didn't have any cash flow anymore
+
+236
+00:10:54,880 --> 00:11:00,720
+and they had to file for for bankruptcy
+
+237
+00:10:57,880 --> 00:11:03,399
+um and the reason we know so much about
+
+238
+00:11:00,720 --> 00:11:05,600
+why they failed is because the
+
+239
+00:11:03,399 --> 00:11:07,600
+bankruptcy filing has to list why
+
+240
+00:11:05,600 --> 00:11:09,560
+they're going into bankruptcy and it
+
+241
+00:11:07,600 --> 00:11:12,040
+detailed the problems that they' they'd
+
+242
+00:11:09,560 --> 00:11:13,680
+figured out they ran into right um
+
+243
+00:11:12,040 --> 00:11:15,880
+they'd been reusing code that they
+
+244
+00:11:13,680 --> 00:11:17,360
+thought wasn't used for anything they'd
+
+245
+00:11:15,880 --> 00:11:18,839
+uh not been focusing on their
+
+246
+00:11:17,360 --> 00:11:21,440
+architectures and and building up
+
+247
+00:11:18,839 --> 00:11:23,320
+software quality and they had one person
+
+248
+00:11:21,440 --> 00:11:24,959
+doing the deployment with no backup or
+
+249
+00:11:23,320 --> 00:11:26,800
+support to validate what it was that
+
+250
+00:11:24,959 --> 00:11:28,839
+they were doing and the person
+
+251
+00:11:26,800 --> 00:11:30,240
+accidentally deployed to seven out of
+
+252
+00:11:28,839 --> 00:11:33,880
+the eight servers that they were
+
+253
+00:11:30,240 --> 00:11:36,040
+deploying to that's roughly the story um
+
+254
+00:11:33,880 --> 00:11:39,519
+so that that cultural
+
+255
+00:11:36,040 --> 00:11:42,360
+shift on the people side of getting
+
+256
+00:11:39,519 --> 00:11:46,000
+people on board with this idea that
+
+257
+00:11:42,360 --> 00:11:49,680
+while tools and processes don't solve
+
+258
+00:11:46,000 --> 00:11:53,560
+your problems they're there to serve the
+
+259
+00:11:49,680 --> 00:11:56,240
+people's needs um and enable them to
+
+260
+00:11:53,560 --> 00:11:59,240
+to make things that are really
+
+261
+00:11:56,240 --> 00:12:01,279
+complicated and difficult like deploying
+
+262
+00:11:59,240 --> 00:12:03,279
+software can often be really complicated
+
+263
+00:12:01,279 --> 00:12:06,399
+and different I I build and maintain a
+
+264
+00:12:03,279 --> 00:12:10,120
+product still and I think there's 20
+
+265
+00:12:06,399 --> 00:12:12,040
+steps in building the product and maybe
+
+266
+00:12:10,120 --> 00:12:14,639
+five or six steps in deploying the
+
+267
+00:12:12,040 --> 00:12:17,399
+product and they all have to be done
+
+268
+00:12:14,639 --> 00:12:19,839
+correctly in order for the output to
+
+269
+00:12:17,399 --> 00:12:21,639
+work I I don't want to have to walk
+
+270
+00:12:19,839 --> 00:12:23,320
+through that list every time Not only
+
+271
+00:12:21,639 --> 00:12:25,360
+would it be time consuming but I'm
+
+272
+00:12:23,320 --> 00:12:27,600
+likely to miss stuff I'm likely to have
+
+273
+00:12:25,360 --> 00:12:30,279
+my eyes go from step two to step four
+
+274
+00:12:27,600 --> 00:12:32,800
+instead of 1 2 3 right that happens all
+
+275
+00:12:30,279 --> 00:12:35,959
+the time I did training years ago for
+
+276
+00:12:32,800 --> 00:12:38,839
+for a bunch of testers um and I had made
+
+277
+00:12:35,959 --> 00:12:41,560
+the assumption that if anybody in the
+
+278
+00:12:38,839 --> 00:12:43,920
+world was able to follow a set of steps
+
+279
+00:12:41,560 --> 00:12:46,079
+that they' created you know to to to
+
+280
+00:12:43,920 --> 00:12:48,079
+validate that uh thing happens the the
+
+281
+00:12:46,079 --> 00:12:50,279
+correct way it it would be people who
+
+282
+00:12:48,079 --> 00:12:53,160
+were trained as testers but as it
+
+283
+00:12:50,279 --> 00:12:54,480
+happens that was not true we had Labs
+
+284
+00:12:53,160 --> 00:12:57,079
+that they were doing in this training
+
+285
+00:12:54,480 --> 00:12:58,920
+against a devops um and they would
+
+286
+00:12:57,079 --> 00:13:02,000
+constantly go wow this isn't working I
+
+287
+00:12:58,920 --> 00:13:04,720
+can't this doesn't work this is broken
+
+288
+00:13:02,000 --> 00:13:08,199
+your lab's wrong when in fact they
+
+289
+00:13:04,720 --> 00:13:10,839
+missed a step right so it's it's even
+
+290
+00:13:08,199 --> 00:13:13,040
+professionals whose job it is to follow
+
+291
+00:13:10,839 --> 00:13:16,360
+those steps when you're running things
+
+292
+00:13:13,040 --> 00:13:18,000
+manually also miss those steps it's just
+
+293
+00:13:16,360 --> 00:13:19,680
+the way the human brain works it's the
+
+294
+00:13:18,000 --> 00:13:22,639
+way things happen we're not going to be
+
+295
+00:13:19,680 --> 00:13:24,839
+able to fix it by focusing on the people
+
+296
+00:13:22,639 --> 00:13:27,240
+but we can build automation to help
+
+297
+00:13:24,839 --> 00:13:29,240
+support that cultural shift but people
+
+298
+00:13:27,240 --> 00:13:31,040
+have to accept that the the the people
+
+299
+00:13:29,240 --> 00:13:33,880
+that are part of your organization have
+
+300
+00:13:31,040 --> 00:13:36,120
+to accept that that automation is the
+
+301
+00:13:33,880 --> 00:13:38,399
+key that Automation in defining those
+
+302
+00:13:36,120 --> 00:13:40,680
+processes is the key to supporting that
+
+303
+00:13:38,399 --> 00:13:44,720
+story lots of organizations still
+
+304
+00:13:40,680 --> 00:13:48,440
+prevent us from being able to deploy
+
+305
+00:13:44,720 --> 00:13:50,680
+directly to production using automation
+
+306
+00:13:48,440 --> 00:13:53,839
+right from what we ideally want to do is
+
+307
+00:13:50,680 --> 00:13:56,399
+go from developer checks a line of code
+
+308
+00:13:53,839 --> 00:13:58,639
+into Source control right it ends up in
+
+309
+00:13:56,399 --> 00:14:00,639
+in our Deployable Branch whatever that
+
+310
+00:13:58,639 --> 00:14:02,720
+is uh we wanted to go from there all the
+
+311
+00:14:00,639 --> 00:14:05,279
+way to production and rolled out to
+
+312
+00:14:02,720 --> 00:14:08,000
+everybody without any human intervention
+
+313
+00:14:05,279 --> 00:14:10,959
+because that's our production line right
+
+314
+00:14:08,000 --> 00:14:14,519
+the the the the the the key shift here
+
+315
+00:14:10,959 --> 00:14:16,279
+is from development to delivery right
+
+316
+00:14:14,519 --> 00:14:18,720
+that's been you think about the way the
+
+317
+00:14:16,279 --> 00:14:20,920
+way car companies build cars they've
+
+318
+00:14:18,720 --> 00:14:23,839
+they've and Toyota kind of pioneered
+
+319
+00:14:20,920 --> 00:14:26,759
+this Toyota pioneered the ability to
+
+320
+00:14:23,839 --> 00:14:28,680
+deliver cars they're taking something
+
+321
+00:14:26,759 --> 00:14:31,440
+that they've designed and created and
+
+322
+00:14:28,680 --> 00:14:33,600
+that they works and delivering lots of
+
+323
+00:14:31,440 --> 00:14:36,600
+it into production that's their
+
+324
+00:14:33,600 --> 00:14:38,399
+production line right and we can apply
+
+325
+00:14:36,600 --> 00:14:41,320
+those those ideas and and and
+
+326
+00:14:38,399 --> 00:14:44,040
+mentalities to our our devops production
+
+327
+00:14:41,320 --> 00:14:46,480
+line which is from we've created the
+
+328
+00:14:44,040 --> 00:14:47,800
+thing and we validated that it works all
+
+329
+00:14:46,480 --> 00:14:49,839
+the way through and we can actually do
+
+330
+00:14:47,800 --> 00:14:51,639
+the validation as part of that right but
+
+331
+00:14:49,839 --> 00:14:54,759
+all the way through to to to get again
+
+332
+00:14:51,639 --> 00:14:58,120
+in the hands of real users that's that
+
+333
+00:14:54,759 --> 00:14:59,720
+not only that culture shift but also the
+
+334
+00:14:58,120 --> 00:15:02,240
+the the tool chain integration and
+
+335
+00:14:59,720 --> 00:15:06,040
+automation that needs to happen in order
+
+336
+00:15:02,240 --> 00:15:09,480
+for for that to work um and once you've
+
+337
+00:15:06,040 --> 00:15:11,560
+got that tool chain and Automation in
+
+338
+00:15:09,480 --> 00:15:14,240
+place right where we're able to do this
+
+339
+00:15:11,560 --> 00:15:16,920
+thing we then need to figure out how to
+
+340
+00:15:14,240 --> 00:15:19,160
+do it better how do we optimize that
+
+341
+00:15:16,920 --> 00:15:22,079
+production line to make it more
+
+342
+00:15:19,160 --> 00:15:25,160
+effective the the the the story I always
+
+343
+00:15:22,079 --> 00:15:27,120
+think about is um the the Azure devops
+
+344
+00:15:25,160 --> 00:15:28,959
+team right when they were the TFS team
+
+345
+00:15:27,120 --> 00:15:31,319
+and they were moving towards uh
+
+346
+00:15:28,959 --> 00:15:34,959
+continuous delivery from their waterfall
+
+347
+00:15:31,319 --> 00:15:37,160
+uh mindset um the the the the head of
+
+348
+00:15:34,959 --> 00:15:40,399
+that group Brian Harry at the time
+
+349
+00:15:37,160 --> 00:15:42,880
+decided to run a little test right so
+
+350
+00:15:40,399 --> 00:15:46,680
+they' they'd uh they were creating a
+
+351
+00:15:42,880 --> 00:15:48,639
+version of their product and they had
+
+352
+00:15:46,680 --> 00:15:50,319
+shipped their product all the way to to
+
+353
+00:15:48,639 --> 00:15:55,920
+production so it had gone through the
+
+354
+00:15:50,319 --> 00:15:59,160
+gauntlet of lawyers and validation and
+
+355
+00:15:55,920 --> 00:16:01,040
+uh um um signing and all of the the the
+
+356
+00:15:59,160 --> 00:16:03,680
+the gobbin that has to happen in between
+
+357
+00:16:01,040 --> 00:16:06,040
+so that it took them like I don't know
+
+358
+00:16:03,680 --> 00:16:08,519
+10 weeks 20 weeks whatever it was to be
+
+359
+00:16:06,040 --> 00:16:11,160
+able to to to get their product to a
+
+360
+00:16:08,519 --> 00:16:12,720
+state where it would pass the entire
+
+361
+00:16:11,160 --> 00:16:14,600
+Gauntlet that it had to go through and
+
+362
+00:16:12,720 --> 00:16:17,199
+then they had a Deployable version so he
+
+363
+00:16:14,600 --> 00:16:19,120
+called it a null build there's no
+
+364
+00:16:17,199 --> 00:16:20,800
+changes to the code base we're just
+
+365
+00:16:19,120 --> 00:16:22,560
+doing the same thing again and how long
+
+366
+00:16:20,800 --> 00:16:25,600
+does it take to go through the process
+
+367
+00:16:22,560 --> 00:16:29,759
+so you know upfront every one of those
+
+368
+00:16:25,600 --> 00:16:33,639
+checks so they had a concerted effort to
+
+369
+00:16:29,759 --> 00:16:36,680
+look at their tool chain right to look
+
+370
+00:16:33,639 --> 00:16:39,560
+at how they did uh the build and process
+
+371
+00:16:36,680 --> 00:16:42,160
+and what of these checks could they
+
+372
+00:16:39,560 --> 00:16:44,560
+automate into the process so that they
+
+373
+00:16:42,160 --> 00:16:47,399
+can then just give the artifacts and
+
+374
+00:16:44,560 --> 00:16:50,000
+they sign them off or even if we have
+
+375
+00:16:47,399 --> 00:16:52,480
+those artifacts and we pass these checks
+
+376
+00:16:50,000 --> 00:16:54,279
+will you automate that sign off right
+
+377
+00:16:52,480 --> 00:16:57,279
+will you as the person who has to sign
+
+378
+00:16:54,279 --> 00:16:59,600
+off over here just say I'm happy if if
+
+379
+00:16:57,279 --> 00:17:01,360
+you followed this process I'm happy it
+
+380
+00:16:59,600 --> 00:17:02,920
+all worked all I was doing before was
+
+381
+00:17:01,360 --> 00:17:04,760
+checking that you'd followed the process
+
+382
+00:17:02,920 --> 00:17:07,520
+manually if you can automate that I'm
+
+383
+00:17:04,760 --> 00:17:10,120
+good to go and work through that story
+
+384
+00:17:07,520 --> 00:17:11,720
+inside of the organization of convincing
+
+385
+00:17:10,120 --> 00:17:15,160
+all of those different people and the
+
+386
+00:17:11,720 --> 00:17:17,720
+build started to chunk down to a much
+
+387
+00:17:15,160 --> 00:17:21,079
+smaller capability and I think they got
+
+388
+00:17:17,720 --> 00:17:24,039
+it down that way to 48 Hours was their
+
+389
+00:17:21,079 --> 00:17:25,919
+their their automated Pipeline and then
+
+390
+00:17:24,039 --> 00:17:28,600
+they started thinking about the advanced
+
+391
+00:17:25,919 --> 00:17:32,039
+stuff right if your biggest problem is
+
+392
+00:17:28,600 --> 00:17:33,559
+going from 8 weeks to 48 Hours focus on
+
+393
+00:17:32,039 --> 00:17:35,120
+that story right getting all the
+
+394
+00:17:33,559 --> 00:17:38,039
+approvals getting all the engage bring
+
+395
+00:17:35,120 --> 00:17:41,559
+it down right now you're at this 48
+
+396
+00:17:38,039 --> 00:17:44,039
+Hours what's the next biggest thing we
+
+397
+00:17:41,559 --> 00:17:46,320
+need to do deal with that's part of that
+
+398
+00:17:44,039 --> 00:17:48,120
+cultural shift right not only have we
+
+399
+00:17:46,320 --> 00:17:51,799
+got the tool chain involved but we've
+
+400
+00:17:48,120 --> 00:17:54,200
+got that cultural shift of what's the
+
+401
+00:17:51,799 --> 00:17:56,799
+biggest problem what's the most length
+
+402
+00:17:54,200 --> 00:17:59,120
+of time that our process is taking and
+
+403
+00:17:56,799 --> 00:18:04,240
+how can we how can we make it shorter
+
+404
+00:17:59,120 --> 00:18:06,840
+and engage in that story so um then you
+
+405
+00:18:04,240 --> 00:18:09,240
+start thinking about more advanced stuff
+
+406
+00:18:06,840 --> 00:18:11,760
+like our Advanced Automation and
+
+407
+00:18:09,240 --> 00:18:14,240
+orchestration right the next thing that
+
+408
+00:18:11,760 --> 00:18:17,240
+particular team focused on was why does
+
+409
+00:18:14,240 --> 00:18:19,480
+it take 48 hours to run our tests well
+
+410
+00:18:17,240 --> 00:18:21,760
+we need the whole system up we need to
+
+411
+00:18:19,480 --> 00:18:24,679
+feed it with test data and then we're
+
+412
+00:18:21,760 --> 00:18:26,200
+orchestrating across the entire system
+
+413
+00:18:24,679 --> 00:18:28,200
+uh to do those tests is there a
+
+414
+00:18:26,200 --> 00:18:30,640
+different way perhaps we can convert all
+
+415
+00:18:28,200 --> 00:18:32,880
+those long running tests that need data
+
+416
+00:18:30,640 --> 00:18:35,520
+loaded and all maybe we can convert as
+
+417
+00:18:32,880 --> 00:18:38,320
+many of them to unit tests as possible
+
+418
+00:18:35,520 --> 00:18:40,159
+so they worked for another four years
+
+419
+00:18:38,320 --> 00:18:42,400
+getting rid of flipping that pyramid
+
+420
+00:18:40,159 --> 00:18:44,280
+right from having most of their tests
+
+421
+00:18:42,400 --> 00:18:46,360
+being the long running Auto Automation
+
+422
+00:18:44,280 --> 00:18:49,080
+and a few unit tests flipping that
+
+423
+00:18:46,360 --> 00:18:51,440
+pyramid until in fact after four years
+
+424
+00:18:49,080 --> 00:18:53,960
+all of their tests were unit tests and
+
+425
+00:18:51,440 --> 00:18:56,360
+they got that 48 Hours down to three and
+
+426
+00:18:53,960 --> 00:18:57,960
+a half minutes right so that's three and
+
+427
+00:18:56,360 --> 00:19:00,559
+a half minutes for a developer to
+
+428
+00:18:57,960 --> 00:19:03,320
+validate um that the product that they
+
+429
+00:19:00,559 --> 00:19:05,600
+just made changes to still works the way
+
+430
+00:19:03,320 --> 00:19:08,559
+it's intended to work that's that's a
+
+431
+00:19:05,600 --> 00:19:11,080
+total GameChanger for organizations
+
+432
+00:19:08,559 --> 00:19:14,039
+think about if you make a change and you
+
+433
+00:19:11,080 --> 00:19:15,640
+don't know for 48 hours whether it was
+
+434
+00:19:14,039 --> 00:19:17,640
+the right change or not or it worked or
+
+435
+00:19:15,640 --> 00:19:20,240
+not do you work on other stuff and
+
+436
+00:19:17,640 --> 00:19:22,600
+perhaps introduce more breaking changes
+
+437
+00:19:20,240 --> 00:19:24,880
+or do you stop and wait for that result
+
+438
+00:19:22,600 --> 00:19:27,799
+and then continue on that delay is a
+
+439
+00:19:24,880 --> 00:19:30,520
+huge amount of waste in the system again
+
+440
+00:19:27,799 --> 00:19:33,039
+Le lean product delivery right you're
+
+441
+00:19:30,520 --> 00:19:34,760
+thinking about how you do that and then
+
+442
+00:19:33,039 --> 00:19:36,520
+once you do get there and you you're
+
+443
+00:19:34,760 --> 00:19:39,120
+you're confident you can get things into
+
+444
+00:19:36,520 --> 00:19:41,919
+production what about monitoring logging
+
+445
+00:19:39,120 --> 00:19:44,880
+and observability right are you able to
+
+446
+00:19:41,919 --> 00:19:47,679
+see what's going on in production are
+
+447
+00:19:44,880 --> 00:19:50,840
+you able to head off and find and Trace
+
+448
+00:19:47,679 --> 00:19:54,520
+issues before um they become customer
+
+449
+00:19:50,840 --> 00:19:56,600
+problems are you able to um go and find
+
+450
+00:19:54,520 --> 00:19:58,799
+out what happened when something goes
+
+451
+00:19:56,600 --> 00:20:01,200
+wrong do you have the transparency that
+
+452
+00:19:58,799 --> 00:20:03,520
+you need in your product that's a huge
+
+453
+00:20:01,200 --> 00:20:07,280
+part of that tool chain and automation
+
+454
+00:20:03,520 --> 00:20:09,440
+that it takes many many um months or
+
+455
+00:20:07,280 --> 00:20:11,559
+years of effort to get your product to a
+
+456
+00:20:09,440 --> 00:20:14,320
+state where you even have time to focus
+
+457
+00:20:11,559 --> 00:20:16,080
+on that stuff so monitoring and logging
+
+458
+00:20:14,320 --> 00:20:18,280
+is is is really important that's
+
+459
+00:20:16,080 --> 00:20:20,760
+Telemetry right how much Telemetry do
+
+460
+00:20:18,280 --> 00:20:23,640
+you get out of your system I I I I only
+
+461
+00:20:20,760 --> 00:20:25,720
+know the stats from about five years ago
+
+462
+00:20:23,640 --> 00:20:27,559
+but about five years ago Visual Studio
+
+463
+00:20:25,720 --> 00:20:30,480
+the big Visual Studio product visual
+
+464
+00:20:27,559 --> 00:20:32,240
+studio uh I guess it would be 2018
+
+465
+00:20:30,480 --> 00:20:35,480
+something like that 2017 whatever
+
+466
+00:20:32,240 --> 00:20:38,080
+version it was um was sending 7 and 12
+
+467
+00:20:35,480 --> 00:20:40,600
+terabytes of telemetry to Microsoft
+
+468
+00:20:38,080 --> 00:20:43,840
+every day right so that's Telemetry on
+
+469
+00:20:40,600 --> 00:20:46,000
+what features A's developers are using
+
+470
+00:20:43,840 --> 00:20:47,760
+how long the things that we're using
+
+471
+00:20:46,000 --> 00:20:49,720
+take how long it take to load what
+
+472
+00:20:47,760 --> 00:20:51,400
+buttons we click all of those things so
+
+473
+00:20:49,720 --> 00:20:53,919
+that they can build a better
+
+474
+00:20:51,400 --> 00:20:55,880
+product because then you start thinking
+
+475
+00:20:53,919 --> 00:20:57,880
+about well if we've got our Advanced
+
+476
+00:20:55,880 --> 00:21:00,720
+orchestration we've optimized our
+
+477
+00:20:57,880 --> 00:21:02,120
+pipeline we've also optimized we can see
+
+478
+00:21:00,720 --> 00:21:04,600
+what's going on because we've got
+
+479
+00:21:02,120 --> 00:21:06,919
+Telemetry and logging and we can
+
+480
+00:21:04,600 --> 00:21:08,679
+observe in almost real time what's
+
+481
+00:21:06,919 --> 00:21:11,360
+happening in the system then we can
+
+482
+00:21:08,679 --> 00:21:14,120
+start talking about optimizing um for
+
+483
+00:21:11,360 --> 00:21:17,000
+scalability and reliability right these
+
+484
+00:21:14,120 --> 00:21:19,720
+are all part of that devop story and
+
+485
+00:21:17,000 --> 00:21:22,440
+then there's the third thing so we had
+
+486
+00:21:19,720 --> 00:21:25,480
+cultural shift and collaboration um we
+
+487
+00:21:22,440 --> 00:21:27,520
+had toolchain integration and Automation
+
+488
+00:21:25,480 --> 00:21:30,159
+and the third thing is continuous
+
+489
+00:21:27,520 --> 00:21:32,400
+learning and skill Dev velopment none of
+
+490
+00:21:30,159 --> 00:21:35,720
+that stuff I just talked about comes
+
+491
+00:21:32,400 --> 00:21:37,799
+along overnight and none of that stuff
+
+492
+00:21:35,720 --> 00:21:39,600
+everybody already knows in your
+
+493
+00:21:37,799 --> 00:21:42,480
+organization and even if you start
+
+494
+00:21:39,600 --> 00:21:44,360
+hiring in people that have devop skills
+
+495
+00:21:42,480 --> 00:21:47,320
+eh what do they really know what do they
+
+496
+00:21:44,360 --> 00:21:50,760
+really understand we need to build these
+
+497
+00:21:47,320 --> 00:21:53,880
+skills inside of our organization don't
+
+498
+00:21:50,760 --> 00:21:56,799
+think you can buy devops and install it
+
+499
+00:21:53,880 --> 00:21:59,039
+right you can't just bring in a
+
+500
+00:21:56,799 --> 00:22:01,799
+Consulting organization tell them to
+
+501
+00:21:59,039 --> 00:22:04,640
+install devops in your organization and
+
+502
+00:22:01,799 --> 00:22:07,840
+expect that to be the outcome the people
+
+503
+00:22:04,640 --> 00:22:10,640
+in your organization have to have gone
+
+504
+00:22:07,840 --> 00:22:14,120
+through the Journey and had the Battle
+
+505
+00:22:10,640 --> 00:22:16,919
+Scars to understand why they do things
+
+506
+00:22:14,120 --> 00:22:18,480
+differently and they're then incumbent
+
+507
+00:22:16,919 --> 00:22:21,320
+in your organization in your
+
+508
+00:22:18,480 --> 00:22:23,880
+organization's culture and they're able
+
+509
+00:22:21,320 --> 00:22:27,279
+as new people come in
+
+510
+00:22:23,880 --> 00:22:29,159
+to reduce the number of scars that the
+
+511
+00:22:27,279 --> 00:22:31,600
+new people need inside of your
+
+512
+00:22:29,159 --> 00:22:33,919
+organization in order to get on the same
+
+513
+00:22:31,600 --> 00:22:38,679
+track does that make sense it's kind of
+
+514
+00:22:33,919 --> 00:22:40,279
+like um why why we train recruits right
+
+515
+00:22:38,679 --> 00:22:43,120
+going into going into military
+
+516
+00:22:40,279 --> 00:22:45,159
+organizations you train them so that
+
+517
+00:22:43,120 --> 00:22:47,559
+they don't make the mistakes that people
+
+518
+00:22:45,159 --> 00:22:51,000
+made in the past things that we already
+
+519
+00:22:47,559 --> 00:22:52,960
+understand aren't going to work out well
+
+520
+00:22:51,000 --> 00:22:54,440
+that's why we train them so that having
+
+521
+00:22:52,960 --> 00:22:56,520
+that incumbent knowledge in our
+
+522
+00:22:54,440 --> 00:22:58,960
+organization and then having people come
+
+523
+00:22:56,520 --> 00:23:01,400
+in and train and become part of that
+
+524
+00:22:58,960 --> 00:23:04,279
+organization and that culture in our
+
+525
+00:23:01,400 --> 00:23:07,320
+organization is really important to that
+
+526
+00:23:04,279 --> 00:23:09,840
+to that to that story so that that's
+
+527
+00:23:07,320 --> 00:23:14,520
+kind of where I where I I guess um
+
+528
+00:23:09,840 --> 00:23:18,240
+that's where I got got to over I guess
+
+529
+00:23:14,520 --> 00:23:20,480
+um six or seven years I guess maybe six
+
+530
+00:23:18,240 --> 00:23:22,360
+or seven years so from
+
+531
+00:23:20,480 --> 00:23:26,799
+2006 to
+
+532
+00:23:22,360 --> 00:23:29,000
+2013 um 2013's around when I did the the
+
+533
+00:23:26,799 --> 00:23:32,880
+application life cycle management
+
+534
+00:23:29,000 --> 00:23:36,919
+book um that that was that was my story
+
+535
+00:23:32,880 --> 00:23:40,520
+um to that to that point but
+
+536
+00:23:36,919 --> 00:23:44,159
+then when as you as you
+
+537
+00:23:40,520 --> 00:23:46,720
+learn as you learn new stuff sometimes
+
+538
+00:23:44,159 --> 00:23:48,640
+we do things because we're told to do
+
+539
+00:23:46,720 --> 00:23:52,120
+things and we don't know why we're doing
+
+540
+00:23:48,640 --> 00:23:54,840
+things and in order for True learning to
+
+541
+00:23:52,120 --> 00:23:57,000
+happen we have to understand the theory
+
+542
+00:23:54,840 --> 00:23:58,400
+that's actually why train training
+
+543
+00:23:57,000 --> 00:24:00,320
+Theory training is so important
+
+544
+00:23:58,400 --> 00:24:02,840
+animportant inside of organizations
+
+545
+00:24:00,320 --> 00:24:04,880
+right because in order for the people in
+
+546
+00:24:02,840 --> 00:24:06,919
+your organization to have the Knowledge
+
+547
+00:24:04,880 --> 00:24:09,640
+and Skills to be able to make the best
+
+548
+00:24:06,919 --> 00:24:11,159
+decision in circumstances they've never
+
+549
+00:24:09,640 --> 00:24:14,760
+encountered before because we're doing
+
+550
+00:24:11,159 --> 00:24:16,440
+complex cognitive work we need to
+
+551
+00:24:14,760 --> 00:24:20,000
+understand the theory of why those
+
+552
+00:24:16,440 --> 00:24:24,240
+things are true so things like Little's
+
+553
+00:24:20,000 --> 00:24:26,399
+law and the theory of constraints and um
+
+554
+00:24:24,240 --> 00:24:29,919
+those are things that are part of that
+
+555
+00:24:26,399 --> 00:24:33,720
+the lean story that if we understand
+
+556
+00:24:29,919 --> 00:24:37,240
+those underlying Theory and Concepts we
+
+557
+00:24:33,720 --> 00:24:39,200
+can start doing stuff and learning right
+
+558
+00:24:37,240 --> 00:24:41,320
+we we feed that learning Loop through
+
+559
+00:24:39,200 --> 00:24:43,480
+our Theory and it solidifies our
+
+560
+00:24:41,320 --> 00:24:46,960
+understanding because the theory is is
+
+561
+00:24:43,480 --> 00:24:50,640
+the thing that helps tailor our way
+
+562
+00:24:46,960 --> 00:24:54,279
+towards knowledge and understanding um
+
+563
+00:24:50,640 --> 00:24:56,039
+so the thing in devops if you've not
+
+564
+00:24:54,279 --> 00:25:00,200
+heard of it something called the three
+
+565
+00:24:56,039 --> 00:25:03,200
+ways of devops these are kind of the
+
+566
+00:25:00,200 --> 00:25:05,880
+core tenants I guess they're probably
+
+567
+00:25:03,200 --> 00:25:07,880
+not universally agreed but these are the
+
+568
+00:25:05,880 --> 00:25:11,520
+core tenants in in the way I think about
+
+569
+00:25:07,880 --> 00:25:15,240
+it or of um of devops this is that
+
+570
+00:25:11,520 --> 00:25:16,919
+perspective shift to what's the theory
+
+571
+00:25:15,240 --> 00:25:18,440
+that we generate the body of theory we
+
+572
+00:25:16,919 --> 00:25:20,600
+generate that we then build all this
+
+573
+00:25:18,440 --> 00:25:23,760
+other stuff on top of because we've seen
+
+574
+00:25:20,600 --> 00:25:25,799
+it working right in organizations so
+
+575
+00:25:23,760 --> 00:25:28,880
+then what are the commonalities what are
+
+576
+00:25:25,799 --> 00:25:30,600
+the theories that we can um
+
+577
+00:25:28,880 --> 00:25:32,799
+understand that will then work in
+
+578
+00:25:30,600 --> 00:25:34,480
+everywhere else as well because
+
+579
+00:25:32,799 --> 00:25:35,799
+everywhere else is different so the
+
+580
+00:25:34,480 --> 00:25:38,640
+theories are the bit that connects it
+
+581
+00:25:35,799 --> 00:25:41,320
+all together so the first the three ways
+
+582
+00:25:38,640 --> 00:25:44,399
+of devops are are systems thinking
+
+583
+00:25:41,320 --> 00:25:46,520
+amplifying feedback loops um and culture
+
+584
+00:25:44,399 --> 00:25:49,919
+of continual learning and
+
+585
+00:25:46,520 --> 00:25:53,320
+experimentation um so systems thinking
+
+586
+00:25:49,919 --> 00:25:55,760
+uh the first one is really really
+
+587
+00:25:53,320 --> 00:25:56,880
+important that we can't think about
+
+588
+00:25:55,760 --> 00:25:59,200
+systems in
+
+589
+00:25:56,880 --> 00:26:00,840
+isolation so if you think about your
+
+590
+00:25:59,200 --> 00:26:03,080
+software as the system and that's what
+
+591
+00:26:00,840 --> 00:26:05,159
+I'm working with what about the people
+
+592
+00:26:03,080 --> 00:26:06,760
+that are doing things around your system
+
+593
+00:26:05,159 --> 00:26:09,240
+what about the automations that are in
+
+594
+00:26:06,760 --> 00:26:11,880
+place that build and deploy your system
+
+595
+00:26:09,240 --> 00:26:14,640
+the system is your entire organization
+
+596
+00:26:11,880 --> 00:26:17,200
+and everything that impacts on your
+
+597
+00:26:14,640 --> 00:26:18,159
+system so we have to look at all of
+
+598
+00:26:17,200 --> 00:26:22,279
+those things we have to take the
+
+599
+00:26:18,159 --> 00:26:24,200
+blinkers off and raise that impact
+
+600
+00:26:22,279 --> 00:26:27,120
+because if we
+
+601
+00:26:24,200 --> 00:26:30,679
+don't look at systems thinking as a
+
+602
+00:26:27,120 --> 00:26:33,080
+wider View as part of of devops and
+
+603
+00:26:30,679 --> 00:26:35,559
+agile as well right and agile as well
+
+604
+00:26:33,080 --> 00:26:38,000
+but we're not thinking about systems and
+
+605
+00:26:35,559 --> 00:26:41,320
+we think about just one small part we
+
+606
+00:26:38,000 --> 00:26:43,679
+might make optimizations for the part
+
+607
+00:26:41,320 --> 00:26:46,480
+that don't in fact result in a better
+
+608
+00:26:43,679 --> 00:26:49,600
+outcome for the entire system so we end
+
+609
+00:26:46,480 --> 00:26:52,600
+up uh making incorrect choices that
+
+610
+00:26:49,600 --> 00:26:55,480
+maybe inhibit uh the rest of the
+
+611
+00:26:52,600 --> 00:26:57,240
+system I'm not sure that I'm not
+
+612
+00:26:55,480 --> 00:27:00,600
+explaining that well let me think about
+
+613
+00:26:57,240 --> 00:27:03,039
+how I can explain that better better um
+
+614
+00:27:00,600 --> 00:27:07,360
+there are definitely things that I've
+
+615
+00:27:03,039 --> 00:27:09,559
+done where I've made a change to the way
+
+616
+00:27:07,360 --> 00:27:11,559
+I do things on the small scale that
+
+617
+00:27:09,559 --> 00:27:15,240
+means that the bigger scale of things is
+
+618
+00:27:11,559 --> 00:27:18,679
+harder to do so an example of not
+
+619
+00:27:15,240 --> 00:27:22,440
+thinking of the big picture in the IT
+
+620
+00:27:18,679 --> 00:27:24,559
+world is where um
+
+621
+00:27:22,440 --> 00:27:27,360
+organizations have a centralized
+
+622
+00:27:24,559 --> 00:27:30,000
+security department and the security
+
+623
+00:27:27,360 --> 00:27:31,480
+department in order to optimize their
+
+624
+00:27:30,000 --> 00:27:35,679
+world of
+
+625
+00:27:31,480 --> 00:27:38,520
+security they decide that everybody has
+
+626
+00:27:35,679 --> 00:27:41,799
+to use for example a virtual a virtual
+
+627
+00:27:38,520 --> 00:27:43,480
+machine right so in order to maximize
+
+628
+00:27:41,799 --> 00:27:46,399
+our ability to be secure and this this
+
+629
+00:27:43,480 --> 00:27:49,320
+makes per this a perfectly logical uh
+
+630
+00:27:46,399 --> 00:27:52,399
+consequence we want to 100% secure all
+
+631
+00:27:49,320 --> 00:27:55,399
+of our stuff okay nobody's allowed to do
+
+632
+00:27:52,399 --> 00:27:58,720
+work remotely in order to interact with
+
+633
+00:27:55,399 --> 00:28:01,960
+any of our systems you have to be on our
+
+634
+00:27:58,720 --> 00:28:04,480
+Network on our Hardware therefore we're
+
+635
+00:28:01,960 --> 00:28:07,640
+going to prevent anybody from doing
+
+636
+00:28:04,480 --> 00:28:11,320
+anything else or you could do what
+
+637
+00:28:07,640 --> 00:28:14,679
+Microsoft does for example um when
+
+638
+00:28:11,320 --> 00:28:17,519
+you're working with Microsoft you can
+
+639
+00:28:14,679 --> 00:28:20,200
+buy your own physical Hardware join your
+
+640
+00:28:17,519 --> 00:28:22,720
+own physical Hardware to their domain
+
+641
+00:28:20,200 --> 00:28:24,480
+they then take control of that hardware
+
+642
+00:28:22,720 --> 00:28:26,159
+and validate that it has all of the
+
+643
+00:28:24,480 --> 00:28:28,720
+security requirements that they need
+
+644
+00:28:26,159 --> 00:28:31,919
+they can remote wipe it and suddenly
+
+645
+00:28:28,720 --> 00:28:35,360
+you're able to work with any local
+
+646
+00:28:31,919 --> 00:28:38,320
+machine on their systems and be able to
+
+647
+00:28:35,360 --> 00:28:41,880
+interact um with a local machine right
+
+648
+00:28:38,320 --> 00:28:43,960
+you've got full low latency uh uh access
+
+649
+00:28:41,880 --> 00:28:48,080
+to everything moving stuff around that
+
+650
+00:28:43,960 --> 00:28:50,600
+kind of thing that is more effective
+
+651
+00:28:48,080 --> 00:28:53,039
+that's a let's take security with a
+
+652
+00:28:50,600 --> 00:28:55,120
+wider picture of everybody needs to be
+
+653
+00:28:53,039 --> 00:28:57,559
+able to do the job that the business
+
+654
+00:28:55,120 --> 00:29:00,760
+requires rather than focusing on
+
+655
+00:28:57,559 --> 00:29:03,159
+security as a blinkered view of just
+
+656
+00:29:00,760 --> 00:29:05,279
+that thing that's an example of systems
+
+657
+00:29:03,159 --> 00:29:08,279
+thinking it's widening that view and
+
+658
+00:29:05,279 --> 00:29:11,799
+looking at the wider scope of things the
+
+659
+00:29:08,279 --> 00:29:14,559
+second one is amplifying feedback loops
+
+660
+00:29:11,799 --> 00:29:17,200
+we need to be able to not only have
+
+661
+00:29:14,559 --> 00:29:20,000
+feedback loops but how do we maximize
+
+662
+00:29:17,200 --> 00:29:22,679
+the value in those feedback loops how do
+
+663
+00:29:20,000 --> 00:29:25,440
+we increase our ability to do stuff with
+
+664
+00:29:22,679 --> 00:29:27,799
+those feedback loops um so a great
+
+665
+00:29:25,440 --> 00:29:30,480
+example is when you're using Telemetry
+
+666
+00:29:27,799 --> 00:29:32,559
+right do you have the right Telemetry
+
+667
+00:29:30,480 --> 00:29:34,600
+not just do we have Telemetry from our
+
+668
+00:29:32,559 --> 00:29:36,440
+product seeing how people are using it
+
+669
+00:29:34,600 --> 00:29:39,080
+but do we have the right Telemetry with
+
+670
+00:29:36,440 --> 00:29:41,120
+the right timings of the right things
+
+671
+00:29:39,080 --> 00:29:43,240
+and how do we enable ourselves to get
+
+672
+00:29:41,120 --> 00:29:46,880
+the right data to then make different
+
+673
+00:29:43,240 --> 00:29:48,880
+choices on the way we do uh build
+
+674
+00:29:46,880 --> 00:29:52,240
+deliver our applications to customers
+
+675
+00:29:48,880 --> 00:29:55,159
+and what what we actually focus on those
+
+676
+00:29:52,240 --> 00:29:58,159
+feedback loops are hugely important in
+
+677
+00:29:55,159 --> 00:30:00,080
+in scrum we have loads of feedback loops
+
+678
+00:29:58,159 --> 00:30:01,200
+implementing that empirical process
+
+679
+00:30:00,080 --> 00:30:05,399
+control
+
+680
+00:30:01,200 --> 00:30:09,000
+system and then the third thing is that
+
+681
+00:30:05,399 --> 00:30:11,440
+cultural that culture of continual
+
+682
+00:30:09,000 --> 00:30:15,240
+experimentation and
+
+683
+00:30:11,440 --> 00:30:19,440
+learning that that how do we
+
+684
+00:30:15,240 --> 00:30:21,440
+enable people to not get blamed for
+
+685
+00:30:19,440 --> 00:30:23,200
+mistakes right we want to take
+
+686
+00:30:21,440 --> 00:30:25,120
+accountability for our actions that
+
+687
+00:30:23,200 --> 00:30:28,640
+we're going to be doing as much of the
+
+688
+00:30:25,120 --> 00:30:32,960
+right thing as possible but in order
+
+689
+00:30:28,640 --> 00:30:35,399
+to push the boundaries in order to
+
+690
+00:30:32,960 --> 00:30:39,240
+experiment not all experiments are
+
+691
+00:30:35,399 --> 00:30:41,799
+successful and that's normal it's normal
+
+692
+00:30:39,240 --> 00:30:45,039
+that not everything goes well so how do
+
+693
+00:30:41,799 --> 00:30:47,760
+we create an environment within which
+
+694
+00:30:45,039 --> 00:30:51,000
+we're able to not just punish people for
+
+695
+00:30:47,760 --> 00:30:53,279
+things going wrong but explore what was
+
+696
+00:30:51,000 --> 00:30:55,399
+the root cause of things going wrong and
+
+697
+00:30:53,279 --> 00:30:59,000
+how do we change the way our system
+
+698
+00:30:55,399 --> 00:31:01,200
+works in or in order to to
+
+699
+00:30:59,000 --> 00:31:03,679
+enable less of those things that go
+
+700
+00:31:01,200 --> 00:31:06,600
+wrong to happen and how do we change the
+
+701
+00:31:03,679 --> 00:31:08,919
+way we do things in order to minimize
+
+702
+00:31:06,600 --> 00:31:11,559
+our recovery time and maximize our
+
+703
+00:31:08,919 --> 00:31:15,559
+learning from the from the outcomes
+
+704
+00:31:11,559 --> 00:31:17,880
+these are uh uh the most important
+
+705
+00:31:15,559 --> 00:31:21,480
+things in application life cycle
+
+706
+00:31:17,880 --> 00:31:26,399
+management which became devops and that
+
+707
+00:31:21,480 --> 00:31:29,679
+story of the other side of the coin from
+
+708
+00:31:26,399 --> 00:31:32,159
+agile agil coming from the business
+
+709
+00:31:29,679 --> 00:31:35,600
+perspective devops coming from the
+
+710
+00:31:32,159 --> 00:31:39,279
+engineering perspective both focused on
+
+711
+00:31:35,600 --> 00:31:43,519
+trying to solve that same
+
+712
+00:31:39,279 --> 00:31:48,399
+problem at naked agility we love devops
+
+713
+00:31:43,519 --> 00:31:50,360
+um devops is how we engage with our
+
+714
+00:31:48,399 --> 00:31:52,600
+customers it's how we enable them to be
+
+715
+00:31:50,360 --> 00:31:55,840
+more effective it's how we get people
+
+716
+00:31:52,600 --> 00:31:57,600
+working together combination of devops
+
+717
+00:31:55,840 --> 00:32:01,120
+and agile practices which quite often
+
+718
+00:31:57,600 --> 00:32:04,240
+are the same practices um and it enables
+
+719
+00:32:01,120 --> 00:32:09,120
+us to help teams because there are there
+
+720
+00:32:04,240 --> 00:32:11,200
+are well-known metrics that we can use
+
+721
+00:32:09,120 --> 00:32:13,279
+in the devop space if you look at the
+
+722
+00:32:11,200 --> 00:32:15,840
+Dora report you'll find a bunch of
+
+723
+00:32:13,279 --> 00:32:17,919
+metrics um that you can use to get an
+
+724
+00:32:15,840 --> 00:32:20,600
+understanding of where are we as an
+
+725
+00:32:17,919 --> 00:32:23,559
+organization are we focused on the right
+
+726
+00:32:20,600 --> 00:32:26,679
+things are we looking at holistic
+
+727
+00:32:23,559 --> 00:32:29,279
+systems or are we you know H looking at
+
+728
+00:32:26,679 --> 00:32:31,480
+isolated things are we amplifying the
+
+729
+00:32:29,279 --> 00:32:33,960
+feedback do we can can people even
+
+730
+00:32:31,480 --> 00:32:35,919
+amplify their feedback loops or is
+
+731
+00:32:33,960 --> 00:32:38,679
+everything restricted and locked down
+
+732
+00:32:35,919 --> 00:32:41,559
+enclosed and there's no experimentation
+
+733
+00:32:38,679 --> 00:32:44,080
+no learning no ability to change
+
+734
+00:32:41,559 --> 00:32:45,600
+anything no ability to to do anything
+
+735
+00:32:44,080 --> 00:32:49,480
+with those feedback loops which case
+
+736
+00:32:45,600 --> 00:32:53,399
+people will stop using them so those are
+
+737
+00:32:49,480 --> 00:32:56,080
+the things which enable organizations to
+
+738
+00:32:53,399 --> 00:32:58,039
+not only understand where they are right
+
+739
+00:32:56,080 --> 00:32:59,960
+now organizations and teams to
+
+740
+00:32:58,039 --> 00:33:03,399
+understand where they are right now but
+
+741
+00:32:59,960 --> 00:33:05,159
+what's the next most important thing
+
+742
+00:33:03,399 --> 00:33:07,519
+they could be working on or what's the
+
+743
+00:33:05,159 --> 00:33:10,519
+next thing on their backlog of
+
+744
+00:33:07,519 --> 00:33:13,120
+increasing their capability to
+
+745
+00:33:10,519 --> 00:33:15,320
+successfully and continuously deliver
+
+746
+00:33:13,120 --> 00:33:16,880
+products of the highest possible value
+
+747
+00:33:15,320 --> 00:33:20,120
+what's the next thing they should be
+
+748
+00:33:16,880 --> 00:33:23,519
+focused on to to to enable that to
+
+749
+00:33:20,120 --> 00:33:25,880
+happen much much quicker if you're
+
+750
+00:33:23,519 --> 00:33:28,840
+trying to integrate devops into your
+
+751
+00:33:25,880 --> 00:33:31,720
+team or organization then naked agility
+
+752
+00:33:28,840 --> 00:33:34,559
+can help you focus on the three ways and
+
+753
+00:33:31,720 --> 00:33:37,240
+enable you to get the value that you and
+
+754
+00:33:34,559 --> 00:33:39,720
+your customers deserve get in touch
+
+755
+00:33:37,240 --> 00:33:39,720
+below
+
+
diff --git a/site/content/resources/videos/youtube/icX4XpolVLE/index.captions.en.md b/site/content/resources/videos/youtube/icX4XpolVLE/index.captions.en.md
new file mode 100644
index 000000000..3c3d6bcd0
--- /dev/null
+++ b/site/content/resources/videos/youtube/icX4XpolVLE/index.captions.en.md
@@ -0,0 +1,67 @@
+So I first encountered DevOps as a developer at Marl Lynch, but I experienced the frustration that created the need for DevOps in many jobs beforehand. I started my career back in the early 2000s, 2001, and I was working for what was then called New Media agencies, which are just web development companies these days building websites. We did all the things you shouldn't be doing. We deployed from our local machine, we edited in production. We did all of those crazy, nasty things because at the time, continuous integration wasn't really a thing. Oh, it was around right at that time in 2001. I think continuous integration had been around for about nine years, but most people hadn't really heard of it. Most people weren't really doing it around then. Your experience will absolutely vary. There'll be lots of people that were doing it, and I experienced the frustration of mistakes, of deployments that failed, of overwriting things you shouldn't be overwriting, all of those kind of things.
+
+When I moved to Marl Lynch, which is a big investment banking company, the tools were different. You didn't have access to production. Once it's production, you only had access to specific environments. You had to have specific deployment packages. You couldn't make changes to certain types of systems like SQL Server. You had to give them a patch to be able to apply. When you're in those restrictions and you try and do the same thing that you were doing before, because when I arrived at the part of Maryland that I was working at, they didn't have any automation. They didn't have any of these things. You experienced even worse frustration because you give somebody who doesn't care one jot about your product, some DBA in I don't know where they were. I know that Marl Lynch had five and a half thousand DBAs in the organization who you would give scripts to, and they would go run it against the databases, and nobody else was allowed to go near the databases. 
+
+But it meant that you would give them it. It would take them a half day to get to it, and they would tell you that the script didn't work, and then you would have to go tweak the script and give it to them, tweak the script and give it to them, and it would just be a nightmare. It would take ages to get anything deployed. So what we started doing was thinking about how we could do automation, how we could create a more slick process where at the very least we were able to get into production with less hiccups. There wasn't a lot of DevOps going on back then. It was called application life cycle management, and application life cycle management was both good ways of doing things and bad ways of doing things, but just under that guise of we're going to be actively managing these applications. 
+
+It's the term that then morphed into DevOps a little bit later on once DevOps was coined. So what we did was we introduced tools, we introduced ways of doing things, we introduced automation to our story, and I started using at the time Team Foundation Server as part of that integration automation. Everything linked together, traceability story for application life cycle management. We made it a little bit more professional. But while that was my kind of baptism into that very different environment where there were a lot of controls, we still didn't do it very well. It really wasn't until I started working more heavily in the Team Foundation Server community and I became a Microsoft MVP that I started engaging with other people who were in that category and really working towards making things more effective. 
+
+We started talking about how we could do the automation, how we could enable getting from code all the way to production without having people in the way, messing things up or other stories in the way, getting in, you know, other biases in the way, getting in the way of the thing you're trying to deploy. That was really my introduction into proper DevOps. It was as a Microsoft application life cycle management MVP, working with other ALM MVPs within that category to really focus on that story. I found that I seemed to have an affinity for that, an affinity for engaging with development teams and helping them get better at that continuous delivery, continuous integration tools. Tools are not all of DevOps. Tools support DevOps, but they're definitely a common route into towards DevOps because I really think of DevOps as the other side of the agile coin. 
+
+I.e., agile was something that was created by some people who were definitely engineers. You think of the signatories of the Agile Manifesto, but they were also much higher-level engineers. They were managers, and they were working on big products and projects, so they weren't just software engineers building products. It was a much bigger thing, and they really thought of, came up with this idea of agile from that perspective. Some things seemed to be a little bit missing that were only implied in the Agile Manifesto but weren't actually explicitly stated. This is the thing you need to worry about, and that for me, this is how I feel about it. I think that's why DevOps was born. That's why application life cycle management became DevOps, is because we really wanted folks from the engineering perspective who were trying to get to the same thing that the folks from the Agile Manifesto perspective were trying to get to as well. 
+
+That engineering focus means that there's a lot more reliance, engagement, and support on tools, on processes, on systems because that's how core engineering folks kind of think. That story kind of culminated in me co-authoring a book for Rocks called one of the big red books, engineering books called Professional Application Life Cycle Management with Visual Studio 2013. That kind of solidified my progress towards supporting that story. I don't remember when it came about. It might have been around that time. It might have been a little bit later. A great DevOps person called Donovan Brown, who did eventually work for Microsoft, came up with a definition of DevOps that I think makes the most sense. It's a little bit tools-focused, but not as well. I quite like it. 
+
+DevOps is the union of people, processes, and products to enable continuous delivery of value to our end users. So when you think about where DevOps came from, application life cycle management, the engineering side of delivering products, and that move towards realizing, and this was a big realization for me as well, is that tools—sorry, let me rephrase that—tools don't solve problems; people do. People, with folks like myself with an engineering focus, very much focus on the tools and the code and the engineering, and we sometimes forget that the people are part of the story as well. We need to bring the people and the processes and the products together to create our system that allows us to build effectively, build products, and continuously deliver products to our end users.
+
+There are kind of three primary challenges in that story of DevOps, which is what I experienced as I moved through them myself. I think the best way to experience them is to move through them yourself. We learn by doing. The first one is that culture and collaboration shift. If you think of the Agile Manifesto, people and interactions are more valuable than processes and tools, and that's absolutely true even on the DevOps side. But DevOps, to a much greater degree, acknowledges that processes and tools support the people in doing the things that we need to do. I keep thinking of the Night Capital Group, right? That story about the investment firm listed on the New York Stock Exchange, $450 million cash in the bank to support their business. 
+
+They had a failed deployment because they were manually deploying. They had poor quality code. They had a poor quality deployment with just one person, and something went wrong that they couldn't figure out. They started hemorrhaging money the moment they did their deployment and ended up, by the end of the day, they managed to figure out what the problem was with their deployment and fixed production, but by then it was too late. They drained their capital reserves. They didn't have any cash flow anymore, and they had to file for bankruptcy. The reason we know so much about why they failed is because the bankruptcy filing has to list why they're going into bankruptcy, and it detailed the problems that they'd figured out they ran into. They'd been reusing code that they thought wasn't used for anything. They had not been focusing on their architectures and building up software quality, and they had one person doing the deployment with no backup or support to validate what it was that they were doing. 
+
+The person accidentally deployed to seven out of the eight servers that they were deploying to. That's roughly the story. So that cultural shift on the people side of getting people on board with this idea that while tools and processes don't solve your problems, they're there to serve the people's needs and enable them to make things that are really complicated and difficult, like deploying software, can often be really complicated and different. I build and maintain a product still, and I think there's 20 steps in building the product and maybe five or six steps in deploying the product, and they all have to be done correctly in order for the output to work. I don't want to have to walk through that list every time. Not only would it be time-consuming, but I'm likely to miss stuff. I'm likely to have my eyes go from step two to step four instead of one, two, three. 
+
+That happens all the time. I did training years ago for a bunch of testers, and I had made the assumption that if anybody in the world was able to follow a set of steps that they created to validate that a thing happens the correct way, it would be people who were trained as testers. But as it happens, that was not true. We had labs that they were doing in this training against a DevOps, and they would constantly go, "Wow, this isn't working. I can't, this doesn't work. This is broken. Your lab's wrong," when in fact they missed a step. It's even professionals whose job it is to follow those steps when you're running things manually also miss those steps. It's just the way the human brain works. It's the way things happen. We're not going to be able to fix it by focusing on the people, but we can build automation to help support that cultural shift. 
+
+But people have to accept that the people that are part of your organization have to accept that automation is the key, that automation in defining those processes is the key to supporting that story. Lots of organizations still prevent us from being able to deploy directly to production using automation. What we ideally want to do is go from developer checks a line of code into source control. It ends up in our deployable branch, whatever that is. We want to go from there all the way to production and rolled out to everybody without any human intervention because that's our production line. The key shift here is from development to delivery. Think about the way car companies build cars. They've, and Toyota kind of pioneered this. 
+
+Toyota pioneered the ability to deliver cars. They're taking something that they've designed and created and that works and delivering lots of it into production. That's their production line. We can apply those ideas and mentalities to our DevOps production line, which is from we've created the thing and we validated that it works all the way through, and we can actually do the validation as part of that. But all the way through to getting it in the hands of real users. That's not only that culture shift but also the toolchain integration and automation that needs to happen in order for that to work. Once you've got that toolchain and automation in place, we're able to do this thing. We then need to figure out how to do it better. How do we optimize that production line to make it more effective? 
+
+The story I always think about is the Azure DevOps team, right? When they were the TFS team and they were moving towards continuous delivery from their waterfall mindset, the head of that group, Brian Harry at the time, decided to run a little test. They were creating a version of their product, and they had shipped their product all the way to production. It had gone through the gauntlet of lawyers and validation and signing and all of the gobbin that has to happen in between. It took them, I don't know, 10 weeks, 20 weeks, whatever it was, to get their product to a state where it would pass the entire gauntlet that it had to go through, and then they had a deployable version. 
+
+He called it a null build. There were no changes to the code base. We're just doing the same thing again. How long does it take to go through the process? You know upfront every one of those checks, so they had a concerted effort to look at their toolchain, to look at how they did the build and process, and what of these checks could they automate into the process so that they can then just give the artifacts and they sign them off? Or even if we have those artifacts and we pass these checks, will you automate that sign-off? Will you, as the person who has to sign off over here, just say, "I'm happy if you followed this process. I'm happy it all worked. All I was doing before was checking that you'd followed the process manually. If you can automate that, I'm good to go." 
+
+They worked through that story inside of the organization of convincing all of those different people, and the build started to chunk down to a much smaller capability. I think they got it down that way to 48 hours was their automated pipeline. Then they started thinking about the advanced stuff. If your biggest problem is going from eight weeks to 48 hours, focus on that story. Getting all the approvals, getting all the engagement, bring it down. Now you're at this 48 hours. What's the next biggest thing we need to deal with? That's part of that cultural shift. Not only have we got the toolchain involved, but we've got that cultural shift of what's the biggest problem? What's the most length of time that our process is taking, and how can we make it shorter and engage in that story? 
+
+Then you start thinking about more advanced stuff like our advanced automation and orchestration. The next thing that particular team focused on was why does it take 48 hours to run our tests? Well, we need the whole system up. We need to feed it with test data, and then we're orchestrating across the entire system to do those tests. Is there a different way? Perhaps we can convert all those long-running tests that need data loaded, and maybe we can convert as many of them to unit tests as possible. So they worked for another four years getting rid of flipping that pyramid, right? From having most of their tests being the long-running automation and a few unit tests, flipping that pyramid until, in fact, after four years, all of their tests were unit tests, and they got that 48 hours down to three and a half minutes. 
+
+That's three and a half minutes for a developer to validate that the product that they just made changes to still works the way it's intended to work. That's a total game-changer for organizations. Think about if you make a change and you don't know for 48 hours whether it was the right change or not, or it worked or not. Do you work on other stuff and perhaps introduce more breaking changes, or do you stop and wait for that result and then continue on? That delay is a huge amount of waste in the system. Again, lean product delivery, right? You're thinking about how you do that. Once you do get there and you're confident you can get things into production, what about monitoring, logging, and observability? 
+
+Are you able to see what's going on in production? Are you able to head off and find and trace issues before they become customer problems? Are you able to go and find out what happened when something goes wrong? Do you have the transparency that you need in your product? That's a huge part of that toolchain and automation that it takes many, many months or years of effort to get your product to a state where you even have time to focus on that stuff. So monitoring and logging is really important. That's telemetry, right? How much telemetry do you get out of your system? I only know the stats from about five years ago, but about five years ago, Visual Studio, the big Visual Studio product, was sending 7 and 12 terabytes of telemetry to Microsoft every day. 
+
+That's telemetry on what features developers are using, how long the things that we're using take, how long it takes to load, what buttons we click, all of those things so that they can build a better product. Because then you start thinking about, well, if we've got our advanced orchestration, we've optimized our pipeline, we've also optimized, we can see what's going on because we've got telemetry and logging, and we can observe in almost real-time what's happening in the system, then we can start talking about optimizing for scalability and reliability. These are all part of that DevOps story. 
+
+Then there's the third thing. So we had cultural shift and collaboration. We had toolchain integration and automation. The third thing is continuous learning and skill development. None of that stuff I just talked about comes along overnight, and none of that stuff everybody already knows in your organization. Even if you start hiring in people that have DevOps skills, what do they really know? What do they really understand? We need to build these skills inside of our organization. Don't think you can buy DevOps and install it, right? You can't just bring in a consulting organization, tell them to install DevOps in your organization, and expect that to be the outcome. 
+
+The people in your organization have to have gone through the journey and had the battle scars to understand why they do things differently. They're then incumbent in your organization, in your organization's culture, and they're able, as new people come in, to reduce the number of scars that the new people need inside of your organization in order to get on the same track. Does that make sense? It's kind of like why we train recruits going into military organizations. You train them so that they don't make the mistakes that people made in the past, things that we already understand aren't going to work out well. That's why we train them, so that having that incumbent knowledge in our organization and then having people come in and train and become part of that organization and that culture in our organization is really important to that story.
+
+That's kind of where I got to over, I guess, six or seven years. From 2006 to 2013, 2013 is around when I did the application life cycle management book. That was my story to that point. But then, as you learn new stuff, sometimes we do things because we're told to do things, and we don't know why we're doing things. In order for true learning to happen, we have to understand the theory. That's actually why training theory is so important inside of organizations, right? Because in order for the people in your organization to have the knowledge and skills to be able to make the best decision in circumstances they've never encountered before, because we're doing complex cognitive work, we need to understand the theory of why those things are true.
+
+Things like Little's Law and the theory of constraints are part of that lean story. If we understand those underlying theory and concepts, we can start doing stuff and learning. We feed that learning loop through our theory, and it solidifies our understanding because the theory is the thing that helps tailor our way towards knowledge and understanding. The thing in DevOps, if you've not heard of it, is something called the three ways of DevOps. These are kind of the core tenets, I guess. They're probably not universally agreed, but these are the core tenets in the way I think about DevOps. This is that perspective shift to what's the theory that we generate, the body of theory we generate that we then build all this other stuff on top of because we've seen it working in organizations.
+
+So then what are the commonalities? What are the theories that we can understand that will then work in everywhere else as well? Because everywhere else is different, so the theories are the bit that connects it all together. The first of the three ways of DevOps is systems thinking, amplifying feedback loops, and a culture of continual learning and experimentation. Systems thinking is really, really important. We can't think about systems in isolation. If you think about your software as the system, and that's what I'm working with, what about the people that are doing things around your system? What about the automations that are in place that build and deploy your system? The system is your entire organization and everything that impacts on your system. 
+
+So we have to look at all of those things. We have to take the blinkers off and raise that impact because if we don't look at systems thinking as a wider view as part of DevOps and Agile as well, right? If we're not thinking about systems and we think about just one small part, we might make optimizations for the part that don't, in fact, result in a better outcome for the entire system. We end up making incorrect choices that maybe inhibit the rest of the system. I'm not sure that I'm explaining that well. Let me think about how I can explain that better. There are definitely things that I've done where I've made a change to the way I do things on the small scale that means that the bigger scale of things is harder to do.
+
+An example of not thinking of the big picture in the IT world is where organizations have a centralized security department. The security department, in order to optimize their world of security, decides that everybody has to use, for example, a virtual machine. In order to maximize our ability to be secure, and this makes perfect logical sense, we want to 100% secure all of our stuff. Okay, nobody's allowed to do work remotely. In order to interact with any of our systems, you have to be on our network, on our hardware. Therefore, we're going to prevent anybody from doing anything else. Or you could do what Microsoft does, for example. When you're working with Microsoft, you can buy your own physical hardware, join your own physical hardware to their domain. They then take control of that hardware and validate that it has all of the security requirements that they need. 
+
+They can remote wipe it, and suddenly you're able to work with any local machine on their systems and be able to interact with a local machine. You've got full low latency access to everything, moving stuff around, that kind of thing. That is more effective. That's a let's take security with a wider picture of everybody needs to be able to do the job that the business requires rather than focusing on security as a blinkered view of just that thing. That's an example of systems thinking. It's widening that view and looking at the wider scope of things. The second one is amplifying feedback loops. We need to be able to not only have feedback loops but how do we maximize the value in those feedback loops? 
+
+How do we increase our ability to do stuff with those feedback loops? A great example is when you're using telemetry. Do you have the right telemetry? Not just do we have telemetry from our product seeing how people are using it, but do we have the right telemetry with the right timings of the right things? How do we enable ourselves to get the right data to then make different choices on the way we build and deliver our applications to customers? Those feedback loops are hugely important. In Scrum, we have loads of feedback loops implementing that empirical process control system. 
+
+The third thing is that culture of continual experimentation and learning. How do we enable people to not get blamed for mistakes? We want to take accountability for our actions that we're going to be doing as much of the right thing as possible, but in order to push the boundaries, in order to experiment, not all experiments are successful, and that's normal. It's normal that not everything goes well. So how do we create an environment within which we're able to not just punish people for things going wrong but explore what was the root cause of things going wrong? How do we change the way our system works in order to enable less of those things that go wrong to happen? 
+
+How do we change the way we do things in order to minimize our recovery time and maximize our learning from the outcomes? These are the most important things in application life cycle management, which became DevOps, and that story of the other side of the coin from Agile. Agile coming from the business perspective, DevOps coming from the engineering perspective, both focused on trying to solve that same problem. At Naked Agility, we love DevOps. DevOps is how we engage with our customers. It's how we enable them to be more effective. It's how we get people working together, a combination of DevOps and Agile practices, which quite often are the same practices. 
+
+It enables us to help teams because there are well-known metrics that we can use in the DevOps space. If you look at the DORA report, you'll find a bunch of metrics that you can use to get an understanding of where we are as an organization. Are we focused on the right things? Are we looking at holistic systems, or are we looking at isolated things? Are we amplifying the feedback? Can people even amplify their feedback loops, or is everything restricted and locked down, enclosed, and there's no experimentation, no learning, no ability to change anything? No ability to do anything with those feedback loops, in which case people will stop using them. 
+
+Those are the things which enable organizations to not only understand where they are right now, organizations and teams, to understand where they are right now, but what's the next most important thing they could be working on? Or what's the next thing on their backlog of increasing their capability to successfully and continuously deliver products of the highest possible value? What's the next thing they should be focused on to enable that to happen much, much quicker? If you're trying to integrate DevOps into your team or organization, then Naked Agility can help you focus on the three ways and enable you to get the value that you and your customers deserve. Get in touch below.
\ No newline at end of file
diff --git a/site/content/resources/videos/youtube/jCrXzgjxcEA/data.captions.en.srt b/site/content/resources/videos/youtube/jCrXzgjxcEA/data.captions.en.srt
new file mode 100644
index 000000000..00eb332b4
--- /dev/null
+++ b/site/content/resources/videos/youtube/jCrXzgjxcEA/data.captions.en.srt
@@ -0,0 +1,2229 @@
+1
+00:00:01,160 --> 00:00:06,960
+creating an effective caman strategy is
+
+2
+00:00:04,319 --> 00:00:09,599
+hard in this world of hybrid work we
+
+3
+00:00:06,960 --> 00:00:12,360
+need to share our visualizations using
+
+4
+00:00:09,599 --> 00:00:15,280
+digital tools one such tool is as your
+
+5
+00:00:12,360 --> 00:00:17,840
+devops here I'll discuss how you can use
+
+6
+00:00:15,280 --> 00:00:20,250
+as your devops to visualize your work as
+
+7
+00:00:17,840 --> 00:00:24,309
+part of a camand
+
+8
+00:00:20,250 --> 00:00:24,309
+[Music]
+
+9
+00:00:24,760 --> 00:00:30,160
+strategy hi I'm Martin hinwood owner and
+
+10
+00:00:27,960 --> 00:00:32,040
+principal consultant at naked agility
+
+11
+00:00:30,160 --> 00:00:34,840
+I'm a professional scrum trainer with
+
+12
+00:00:32,040 --> 00:00:37,040
+scrum.org a professional pamban trainer
+
+13
+00:00:34,840 --> 00:00:42,320
+with Pro caman and I've been a Microsoft
+
+14
+00:00:37,040 --> 00:00:42,320
+MVP in GitHub and aure devops for 15
+
+15
+00:00:43,660 --> 00:00:49,120
+[Music]
+
+16
+00:00:45,960 --> 00:00:51,120
+years before we start it's essential to
+
+17
+00:00:49,120 --> 00:00:54,000
+understand why we need to use something
+
+18
+00:00:51,120 --> 00:00:57,160
+like Azure boards in order to manage our
+
+19
+00:00:54,000 --> 00:00:59,640
+work since the pandemic many teams have
+
+20
+00:00:57,160 --> 00:01:01,920
+moved away from physical offices and
+
+21
+00:00:59,640 --> 00:01:04,799
+even when we're in a physical office
+
+22
+00:01:01,920 --> 00:01:07,479
+we're not all there at the same time
+
+23
+00:01:04,799 --> 00:01:10,920
+this means that there's no physical wall
+
+24
+00:01:07,479 --> 00:01:13,320
+or meeting room that teams can use that
+
+25
+00:01:10,920 --> 00:01:16,240
+they can present all of their work
+
+26
+00:01:13,320 --> 00:01:18,200
+visually um where they can all see it
+
+27
+00:01:16,240 --> 00:01:19,840
+digital tools for saving and presenting
+
+28
+00:01:18,200 --> 00:01:21,119
+that work have really become more
+
+29
+00:01:19,840 --> 00:01:24,240
+critical than
+
+30
+00:01:21,119 --> 00:01:27,560
+ever now there is way more to a cband
+
+31
+00:01:24,240 --> 00:01:29,439
+strategy than just a tool a cand
+
+32
+00:01:27,560 --> 00:01:31,640
+strategy works best when applied to a
+
+33
+00:01:29,439 --> 00:01:34,280
+stable system one where we're all
+
+34
+00:01:31,640 --> 00:01:36,920
+following the same rules however most of
+
+35
+00:01:34,280 --> 00:01:39,880
+us don't work in environments like that
+
+36
+00:01:36,920 --> 00:01:41,600
+each participant in the system typically
+
+37
+00:01:39,880 --> 00:01:44,000
+makes choices based on their own
+
+38
+00:01:41,600 --> 00:01:46,320
+internal system one that they don't
+
+39
+00:01:44,000 --> 00:01:49,280
+necessarily share with the rest of the
+
+40
+00:01:46,320 --> 00:01:51,399
+team well why don't we share it I think
+
+41
+00:01:49,280 --> 00:01:53,680
+it's a result of not realizing how
+
+42
+00:01:51,399 --> 00:01:55,960
+important it is that we do share it we
+
+43
+00:01:53,680 --> 00:01:59,439
+don't realize how much
+
+44
+00:01:55,960 --> 00:02:00,560
+impact those seemingly small choices
+
+45
+00:01:59,439 --> 00:02:04,039
+make
+
+46
+00:02:00,560 --> 00:02:06,759
+like which item to pull or not and why
+
+47
+00:02:04,039 --> 00:02:09,119
+have on the entire system we've created
+
+48
+00:02:06,759 --> 00:02:13,160
+a lot of local
+
+49
+00:02:09,119 --> 00:02:15,239
+optimizations for for our overall system
+
+50
+00:02:13,160 --> 00:02:16,239
+that may have a negative impact on that
+
+51
+00:02:15,239 --> 00:02:19,519
+larger
+
+52
+00:02:16,239 --> 00:02:21,560
+system so what do we do about it well I
+
+53
+00:02:19,519 --> 00:02:24,239
+I recommend that you sit down with all
+
+54
+00:02:21,560 --> 00:02:26,040
+of the participants that are going to be
+
+55
+00:02:24,239 --> 00:02:29,319
+working on the work that goes through
+
+56
+00:02:26,040 --> 00:02:32,160
+your system um and have them work out
+
+57
+00:02:29,319 --> 00:02:34,160
+what rules they want to use are come to
+
+58
+00:02:32,160 --> 00:02:36,360
+an agreement on the choices that they're
+
+59
+00:02:34,160 --> 00:02:38,920
+going to make it doesn't need to be
+
+60
+00:02:36,360 --> 00:02:41,120
+perfect you'll have ample opportunity to
+
+61
+00:02:38,920 --> 00:02:43,440
+change and adapt those rules as you
+
+62
+00:02:41,120 --> 00:02:46,680
+discover the impact that it has in the
+
+63
+00:02:43,440 --> 00:02:50,040
+work but we need a place to get
+
+64
+00:02:46,680 --> 00:02:53,400
+started and really you you don't have to
+
+65
+00:02:50,040 --> 00:02:55,800
+do all of that before you start with
+
+66
+00:02:53,400 --> 00:02:58,400
+caman you can get started and then work
+
+67
+00:02:55,800 --> 00:03:01,800
+through those those those problems with
+
+68
+00:02:58,400 --> 00:03:05,360
+a rougher workflow um like just guess
+
+69
+00:03:01,800 --> 00:03:09,040
+whatever it is you work on just now more
+
+70
+00:03:05,360 --> 00:03:12,400
+uh uh details you can add later to start
+
+71
+00:03:09,040 --> 00:03:14,480
+stabilizing that system and and make it
+
+72
+00:03:12,400 --> 00:03:16,200
+more effective but but let's leave that
+
+73
+00:03:14,480 --> 00:03:18,720
+for
+
+74
+00:03:16,200 --> 00:03:20,959
+now for now we're going to look at how
+
+75
+00:03:18,720 --> 00:03:22,959
+we can create a camand board for a
+
+76
+00:03:20,959 --> 00:03:25,360
+typical software team and then how we
+
+77
+00:03:22,959 --> 00:03:28,319
+can Implement that in asure
+
+78
+00:03:25,360 --> 00:03:31,640
+devops I'm going to show you how to
+
+79
+00:03:28,319 --> 00:03:33,480
+manage at the cards on the board how to
+
+80
+00:03:31,640 --> 00:03:36,080
+customize the cards so that you can see
+
+81
+00:03:33,480 --> 00:03:38,799
+what's going on and also how to
+
+82
+00:03:36,080 --> 00:03:41,519
+customize uh The Columns and perhaps
+
+83
+00:03:38,799 --> 00:03:45,120
+swim Lanes if you have the need for that
+
+84
+00:03:41,519 --> 00:03:47,439
+um and then be able to see and visualize
+
+85
+00:03:45,120 --> 00:03:49,640
+what's going on on your board and filter
+
+86
+00:03:47,439 --> 00:03:52,239
+that board for the things you might need
+
+87
+00:03:49,640 --> 00:03:54,159
+so let's take a look um at what's going
+
+88
+00:03:52,239 --> 00:03:56,760
+on in your devops so I have an
+
+89
+00:03:54,159 --> 00:03:59,840
+environment um here this is just my
+
+90
+00:03:56,760 --> 00:04:01,959
+environment I have a a lovely org over
+
+91
+00:03:59,840 --> 00:04:03,920
+here on the left that's my uh learning
+
+92
+00:04:01,959 --> 00:04:06,519
+environment and I have a few projects
+
+93
+00:04:03,920 --> 00:04:08,920
+that I've preset up uh with things that
+
+94
+00:04:06,519 --> 00:04:11,640
+we can look at so let's look at a
+
+95
+00:04:08,920 --> 00:04:14,400
+finished uh uh environment first or at
+
+96
+00:04:11,640 --> 00:04:15,920
+least the first stage like we've set up
+
+97
+00:04:14,400 --> 00:04:18,440
+um our boards to be able to see what's
+
+98
+00:04:15,920 --> 00:04:21,000
+going on I'm going to click on demo
+
+99
+00:04:18,440 --> 00:04:23,160
+environment so on the left hand side
+
+100
+00:04:21,000 --> 00:04:25,080
+you'll see boards and you'll see two
+
+101
+00:04:23,160 --> 00:04:27,639
+things that are important you'll see uh
+
+102
+00:04:25,080 --> 00:04:30,759
+under boards you'll have boards and
+
+103
+00:04:27,639 --> 00:04:33,160
+backlog um those are the two main things
+
+104
+00:04:30,759 --> 00:04:35,360
+that I would expect both cban and scrum
+
+105
+00:04:33,160 --> 00:04:37,000
+teams um to use when they're kind of
+
+106
+00:04:35,360 --> 00:04:38,520
+managing their work so I'm going to
+
+107
+00:04:37,000 --> 00:04:41,639
+click on boards
+
+108
+00:04:38,520 --> 00:04:46,199
+first and here you'll see I have a preet
+
+109
+00:04:41,639 --> 00:04:49,199
+up uh board for this team so in this
+
+110
+00:04:46,199 --> 00:04:51,080
+view uh you can see that I've got a
+
+111
+00:04:49,199 --> 00:04:53,120
+number of different columns going on
+
+112
+00:04:51,080 --> 00:04:56,160
+here uh but the important thing to
+
+113
+00:04:53,120 --> 00:04:59,400
+realize is that the states of the work
+
+114
+00:04:56,160 --> 00:05:01,440
+items the underlying work item States
+
+115
+00:04:59,400 --> 00:05:03,880
+have have not been changed here when
+
+116
+00:05:01,440 --> 00:05:07,360
+we've customized The Columns this means
+
+117
+00:05:03,880 --> 00:05:10,800
+that multiple teams working inside of
+
+118
+00:05:07,360 --> 00:05:12,360
+the same aure devops project can have a
+
+119
+00:05:10,800 --> 00:05:15,199
+different set of columns while
+
+120
+00:05:12,360 --> 00:05:17,400
+maintaining the same States let's take a
+
+121
+00:05:15,199 --> 00:05:19,440
+look at some of the work item States and
+
+122
+00:05:17,400 --> 00:05:20,919
+how it applies to cand depending on the
+
+123
+00:05:19,440 --> 00:05:25,440
+process that you've
+
+124
+00:05:20,919 --> 00:05:29,199
+selected uh so here you can um see an
+
+125
+00:05:25,440 --> 00:05:33,199
+overlay with two things going on so I'll
+
+126
+00:05:29,199 --> 00:05:34,880
+horiz onally uh you can see the states
+
+127
+00:05:33,199 --> 00:05:37,080
+for the particular process that you
+
+128
+00:05:34,880 --> 00:05:38,960
+might have selected so if your process
+
+129
+00:05:37,080 --> 00:05:41,759
+for your work is based on the agile
+
+130
+00:05:38,960 --> 00:05:44,759
+process on the scrum process or the cmmi
+
+131
+00:05:41,759 --> 00:05:47,600
+process it'll have these different um
+
+132
+00:05:44,759 --> 00:05:49,840
+States uh that you see here so I prefer
+
+133
+00:05:47,600 --> 00:05:52,360
+the scrum process uh cuz I believe it's
+
+134
+00:05:49,840 --> 00:05:54,479
+the most generic although I do make some
+
+135
+00:05:52,360 --> 00:05:57,039
+changes to it uh so here's the scrum
+
+136
+00:05:54,479 --> 00:05:59,440
+process here we go from new to approved
+
+137
+00:05:57,039 --> 00:06:00,759
+to committed to done in the adual
+
+138
+00:05:59,440 --> 00:06:03,600
+process process which is the other most
+
+139
+00:06:00,759 --> 00:06:06,000
+common one uh people go from new uh to
+
+140
+00:06:03,600 --> 00:06:09,199
+active active to resolved resolved to
+
+141
+00:06:06,000 --> 00:06:11,599
+closed uh but the vertical columns here
+
+142
+00:06:09,199 --> 00:06:14,120
+where you have proposed in progress and
+
+143
+00:06:11,599 --> 00:06:17,199
+resolved and completed give you an
+
+144
+00:06:14,120 --> 00:06:19,680
+indication of how those states are going
+
+145
+00:06:17,199 --> 00:06:22,280
+to be treated by Azure devops under the
+
+146
+00:06:19,680 --> 00:06:24,160
+covers Azure devops has a whole bunch of
+
+147
+00:06:22,280 --> 00:06:26,520
+agile planning tools that have been
+
+148
+00:06:24,160 --> 00:06:29,960
+applied to the to the system that been
+
+149
+00:06:26,520 --> 00:06:33,479
+created um and the fundamental BAS basis
+
+150
+00:06:29,960 --> 00:06:36,479
+upon which they work is that uh you have
+
+151
+00:06:33,479 --> 00:06:39,120
+a proposed state so that's things that
+
+152
+00:06:36,479 --> 00:06:41,280
+we're not working on yet um so when
+
+153
+00:06:39,120 --> 00:06:44,680
+things get added to the system you'll
+
+154
+00:06:41,280 --> 00:06:47,880
+see that the lead time timer starts um
+
+155
+00:06:44,680 --> 00:06:50,199
+but the cycle time timer doesn't so
+
+156
+00:06:47,880 --> 00:06:53,639
+inside of azure devops they specify
+
+157
+00:06:50,199 --> 00:06:56,280
+cycle time as from when the developers
+
+158
+00:06:53,639 --> 00:06:57,879
+start the work to when it's finished and
+
+159
+00:06:56,280 --> 00:07:00,000
+lead time to when it's added to the
+
+160
+00:06:57,879 --> 00:07:03,639
+system to when it's finished you can
+
+161
+00:07:00,000 --> 00:07:06,120
+absolutely argue the validity of that um
+
+162
+00:07:03,639 --> 00:07:08,160
+I would maybe prepare prefer a more
+
+163
+00:07:06,120 --> 00:07:10,599
+configurable option but this is how it's
+
+164
+00:07:08,160 --> 00:07:13,360
+configured currently inside of aure
+
+165
+00:07:10,599 --> 00:07:15,039
+devops so if Uh something's in the
+
+166
+00:07:13,360 --> 00:07:17,919
+proposed state the lead time timer
+
+167
+00:07:15,039 --> 00:07:20,400
+started with the cycle times timers not
+
+168
+00:07:17,919 --> 00:07:23,240
+so in the agile template you only have
+
+169
+00:07:20,400 --> 00:07:25,520
+one state which is new which is in
+
+170
+00:07:23,240 --> 00:07:27,560
+proposed um and then you have active and
+
+171
+00:07:25,520 --> 00:07:29,240
+resolved which are in progress States
+
+172
+00:07:27,560 --> 00:07:31,599
+and then you have one completed State
+
+173
+00:07:29,240 --> 00:07:34,360
+called closed um and that's where both
+
+174
+00:07:31,599 --> 00:07:38,800
+the timers stop okay so when it crosses
+
+175
+00:07:34,360 --> 00:07:39,560
+this line it gets marked as uh um active
+
+176
+00:07:38,800 --> 00:07:42,120
+or
+
+177
+00:07:39,560 --> 00:07:44,639
+resolved sorry when it crosses this line
+
+178
+00:07:42,120 --> 00:07:47,440
+the cycle time gets uh timer gets
+
+179
+00:07:44,639 --> 00:07:50,280
+started so in in this case one of the
+
+180
+00:07:47,440 --> 00:07:52,599
+reasons I prefer the scrum uh process
+
+181
+00:07:50,280 --> 00:07:54,800
+here is that by default although you can
+
+182
+00:07:52,599 --> 00:07:58,120
+absolutely add it to the adile agile
+
+183
+00:07:54,800 --> 00:08:01,240
+template um by default it has two states
+
+184
+00:07:58,120 --> 00:08:03,639
+in proposed we you got new it's been
+
+185
+00:08:01,240 --> 00:08:05,800
+added to the system it might have been
+
+186
+00:08:03,639 --> 00:08:07,879
+added by some random person in your
+
+187
+00:08:05,800 --> 00:08:10,319
+organization so you don't necessarily
+
+188
+00:08:07,879 --> 00:08:13,039
+want to have started the work and I
+
+189
+00:08:10,319 --> 00:08:17,879
+usually use approved or some kind of
+
+190
+00:08:13,039 --> 00:08:23,520
+second state to indicate that the person
+
+191
+00:08:17,879 --> 00:08:25,319
+who um manages that backlog who is or
+
+192
+00:08:23,520 --> 00:08:28,000
+this could be the team
+
+193
+00:08:25,319 --> 00:08:30,159
+themselves the the team has agreed that
+
+194
+00:08:28,000 --> 00:08:31,800
+they're probably going to do it
+
+195
+00:08:30,159 --> 00:08:33,440
+right so that's where it's approved
+
+196
+00:08:31,800 --> 00:08:34,839
+we're going to going to work on it
+
+197
+00:08:33,440 --> 00:08:37,279
+that's why I would kind of like lead
+
+198
+00:08:34,839 --> 00:08:38,159
+time to start there but that's you can't
+
+199
+00:08:37,279 --> 00:08:40,560
+have
+
+200
+00:08:38,159 --> 00:08:44,080
+everything uh and then in progress I
+
+201
+00:08:40,560 --> 00:08:45,800
+actually prefer just one state um I
+
+202
+00:08:44,080 --> 00:08:49,200
+usually change it from commited to
+
+203
+00:08:45,800 --> 00:08:51,920
+something else like forecasted or just
+
+204
+00:08:49,200 --> 00:08:54,560
+in progress right new approved in
+
+205
+00:08:51,920 --> 00:08:58,279
+progress done
+
+206
+00:08:54,560 --> 00:09:01,040
+um but I prefer one state so that the
+
+207
+00:08:58,279 --> 00:09:03,519
+developers get the choice to split into
+
+208
+00:09:01,040 --> 00:09:06,880
+however many columns that they want um
+
+209
+00:09:03,519 --> 00:09:10,680
+having an active and forced resolved
+
+210
+00:09:06,880 --> 00:09:12,560
+State um can limit the way you can
+
+211
+00:09:10,680 --> 00:09:14,880
+configure the board but also you can
+
+212
+00:09:12,560 --> 00:09:17,839
+work it into the way you do things for
+
+213
+00:09:14,880 --> 00:09:20,320
+sure and then everything has a has a
+
+214
+00:09:17,839 --> 00:09:23,519
+default closed state so that's the the
+
+215
+00:09:20,320 --> 00:09:25,800
+the kind of flow of work from Azure
+
+216
+00:09:23,519 --> 00:09:28,880
+devops internals
+
+217
+00:09:25,800 --> 00:09:31,959
+perspective uh but we can configure that
+
+218
+00:09:28,880 --> 00:09:35,360
+however we like on the board so you can
+
+219
+00:09:31,959 --> 00:09:38,240
+kind of see here I'm going to try and uh
+
+220
+00:09:35,360 --> 00:09:41,720
+show you what this it looks like so on
+
+221
+00:09:38,240 --> 00:09:45,000
+this board you'll notice that I have uh
+
+222
+00:09:41,720 --> 00:09:47,720
+inventory I have backlog and I have
+
+223
+00:09:45,000 --> 00:09:52,160
+Discovery and when you look at the work
+
+224
+00:09:47,720 --> 00:09:55,839
+items they are new in all of those
+
+225
+00:09:52,160 --> 00:09:57,519
+columns okay so that they've not yet
+
+226
+00:09:55,839 --> 00:09:59,560
+this is the scrum template not the scrum
+
+227
+00:09:57,519 --> 00:10:01,720
+templ the agile template so you'll
+
+228
+00:09:59,560 --> 00:10:03,720
+notice that the the the the items
+
+229
+00:10:01,720 --> 00:10:07,480
+haven't been moved to a different state
+
+230
+00:10:03,720 --> 00:10:09,920
+and then in development we have
+
+231
+00:10:07,480 --> 00:10:13,880
+active and then in validation we have
+
+232
+00:10:09,920 --> 00:10:17,880
+resolved and in done we have closed okay
+
+233
+00:10:13,880 --> 00:10:17,880
+so this means
+
+234
+00:10:18,440 --> 00:10:26,720
+that when work crosses this line
+
+235
+00:10:22,720 --> 00:10:30,040
+here that's when the timer starts uh on
+
+236
+00:10:26,720 --> 00:10:32,360
+the uh lead time but it has to to cross
+
+237
+00:10:30,040 --> 00:10:34,839
+this line here in this particular
+
+238
+00:10:32,360 --> 00:10:39,000
+process to start the timer for cycle
+
+239
+00:10:34,839 --> 00:10:41,839
+time and all the timers stop at uh this
+
+240
+00:10:39,000 --> 00:10:46,160
+line here okay
+
+241
+00:10:41,839 --> 00:10:48,600
+um so that allows us to do a b Implement
+
+242
+00:10:46,160 --> 00:10:50,079
+a bunch of controls that we can use to
+
+243
+00:10:48,600 --> 00:10:53,000
+kind of see what's going on and manage
+
+244
+00:10:50,079 --> 00:10:55,399
+our work so this particular team has set
+
+245
+00:10:53,000 --> 00:10:56,880
+up we've got our inventory this is stuff
+
+246
+00:10:55,399 --> 00:10:59,399
+that's been added to the backlog that we
+
+247
+00:10:56,880 --> 00:11:02,680
+may or may not do yet so that's like the
+
+248
+00:10:59,399 --> 00:11:04,560
+The Back warehouse in our shop um and
+
+249
+00:11:02,680 --> 00:11:06,120
+then we've got a backlog which is the
+
+250
+00:11:04,560 --> 00:11:08,440
+stuff that we're going to try and sell
+
+251
+00:11:06,120 --> 00:11:11,440
+we're going to do has been moved to the
+
+252
+00:11:08,440 --> 00:11:14,880
+front and it's moved into that column so
+
+253
+00:11:11,440 --> 00:11:16,839
+inventory is just a big list of stuff um
+
+254
+00:11:14,880 --> 00:11:19,160
+and then when we decide we're going to
+
+255
+00:11:16,839 --> 00:11:21,120
+going to do something we've agreed to do
+
+256
+00:11:19,160 --> 00:11:23,480
+it um whatever those reasons are it ends
+
+257
+00:11:21,120 --> 00:11:25,519
+up in the backlog um and things in the
+
+258
+00:11:23,480 --> 00:11:27,360
+backlog are then options to be pulled
+
+259
+00:11:25,519 --> 00:11:29,959
+into Discovery so you could call this
+
+260
+00:11:27,360 --> 00:11:32,079
+options right uh
+
+261
+00:11:29,959 --> 00:11:33,880
+um so I'm going to pull things the
+
+262
+00:11:32,079 --> 00:11:36,519
+team's going to pull things from here
+
+263
+00:11:33,880 --> 00:11:38,160
+into into Discovery so they can put it
+
+264
+00:11:36,519 --> 00:11:40,279
+anywhere they like in Discovery so let
+
+265
+00:11:38,160 --> 00:11:43,560
+me drag and drop that in there once it's
+
+266
+00:11:40,279 --> 00:11:45,279
+in Discovery that column will change to
+
+267
+00:11:43,560 --> 00:11:47,040
+Discovery but you'll note that the state
+
+268
+00:11:45,279 --> 00:11:50,079
+has not changed I'll show you how that
+
+269
+00:11:47,040 --> 00:11:52,560
+works in a moment so once that that is
+
+270
+00:11:50,079 --> 00:11:54,440
+in this doing column Discovery doing
+
+271
+00:11:52,560 --> 00:11:56,880
+that's when we're going the team's going
+
+272
+00:11:54,440 --> 00:11:58,600
+to do all of that Discovery or
+
+273
+00:11:56,880 --> 00:12:01,279
+refinement work that they need to do to
+
+274
+00:11:58,600 --> 00:12:03,959
+figure out what this thing is before
+
+275
+00:12:01,279 --> 00:12:06,800
+they actually start it right before they
+
+276
+00:12:03,959 --> 00:12:09,320
+actually start executing on creating
+
+277
+00:12:06,800 --> 00:12:11,360
+this and things may drop out of this
+
+278
+00:12:09,320 --> 00:12:13,519
+space right because we might do some
+
+279
+00:12:11,360 --> 00:12:15,199
+analysis on this and figure out that
+
+280
+00:12:13,519 --> 00:12:18,199
+it's not something we want to do it's
+
+281
+00:12:15,199 --> 00:12:20,920
+either too costly um or or whatever
+
+282
+00:12:18,199 --> 00:12:22,680
+reason um here we've got generating
+
+283
+00:12:20,920 --> 00:12:24,120
+invoice reports that has been blocked
+
+284
+00:12:22,680 --> 00:12:26,360
+perhaps it's been blocked because we're
+
+285
+00:12:24,120 --> 00:12:28,320
+waiting for new information we we've got
+
+286
+00:12:26,360 --> 00:12:30,120
+a request out to somebody else but it
+
+287
+00:12:28,320 --> 00:12:32,160
+currently is blocked
+
+288
+00:12:30,120 --> 00:12:34,680
+but we've split this column into doing
+
+289
+00:12:32,160 --> 00:12:37,000
+and done so the doing column and the
+
+290
+00:12:34,680 --> 00:12:39,199
+weight State column we've done the work
+
+291
+00:12:37,000 --> 00:12:42,240
+and it's waiting for the next column to
+
+292
+00:12:39,199 --> 00:12:45,360
+pull it in when it crosses this line
+
+293
+00:12:42,240 --> 00:12:47,240
+here from Discovery to development
+
+294
+00:12:45,360 --> 00:12:49,040
+that's when this item is going to change
+
+295
+00:12:47,240 --> 00:12:51,800
+state so if I bring this across you'll
+
+296
+00:12:49,040 --> 00:12:54,160
+notice it's h currently set to new and
+
+297
+00:12:51,800 --> 00:12:57,519
+now it's going to be marked as active
+
+298
+00:12:54,160 --> 00:13:00,399
+cuz we've crossed that line um for the
+
+299
+00:12:57,519 --> 00:13:02,399
+for the internals of of of azure devops
+
+300
+00:13:00,399 --> 00:13:04,120
+from one state to another state even
+
+301
+00:13:02,399 --> 00:13:05,800
+though we've get multiple columns I'll
+
+302
+00:13:04,120 --> 00:13:09,120
+show how that's configured
+
+303
+00:13:05,800 --> 00:13:11,880
+soon so we've got that that development
+
+304
+00:13:09,120 --> 00:13:13,760
+uh column now so this is the the team's
+
+305
+00:13:11,880 --> 00:13:16,160
+going to work on it uh we're going to
+
+306
+00:13:13,760 --> 00:13:18,519
+work on it and at some point we're going
+
+307
+00:13:16,160 --> 00:13:22,720
+to mark it as done so it's now moved to
+
+308
+00:13:18,519 --> 00:13:25,040
+the next column um so again we've not
+
+309
+00:13:22,720 --> 00:13:27,959
+changed the state it's still active so
+
+310
+00:13:25,040 --> 00:13:29,920
+if you're creating reports across
+
+311
+00:13:27,959 --> 00:13:32,160
+multiple teams inside of the same
+
+312
+00:13:29,920 --> 00:13:34,320
+project you can still report on those
+
+313
+00:13:32,160 --> 00:13:36,760
+States you don't need to worry about the
+
+314
+00:13:34,320 --> 00:13:38,639
+columns right there's ways you can do
+
+315
+00:13:36,760 --> 00:13:40,079
+that too but um you don't need to worry
+
+316
+00:13:38,639 --> 00:13:44,120
+about the
+
+317
+00:13:40,079 --> 00:13:46,880
+columns so now um it's development done
+
+318
+00:13:44,120 --> 00:13:50,639
+it's waiting for whoever does validation
+
+319
+00:13:46,880 --> 00:13:53,920
+to pick it up uh this could be um last
+
+320
+00:13:50,639 --> 00:13:57,279
+minute checks by the the the developers
+
+321
+00:13:53,920 --> 00:13:59,120
+who want to um check that everything is
+
+322
+00:13:57,279 --> 00:14:02,079
+all the all the eyes are dotted in the
+
+323
+00:13:59,120 --> 00:14:03,560
+teas are crossed before they say
+
+324
+00:14:02,079 --> 00:14:05,279
+officially say it's done they're going
+
+325
+00:14:03,560 --> 00:14:07,120
+to check the work against the definition
+
+326
+00:14:05,279 --> 00:14:09,360
+of done against anything else they
+
+327
+00:14:07,120 --> 00:14:11,759
+believe they need to do
+
+328
+00:14:09,360 --> 00:14:14,120
+um whatever it is they need to do in
+
+329
+00:14:11,759 --> 00:14:16,639
+that that particular stage and then that
+
+330
+00:14:14,120 --> 00:14:19,560
+item when it moves across this line here
+
+331
+00:14:16,639 --> 00:14:21,240
+is going to move from active to resolved
+
+332
+00:14:19,560 --> 00:14:23,480
+um and you'll notice I've hit the whip
+
+333
+00:14:21,240 --> 00:14:25,959
+limit gone beyond it but just for demo
+
+334
+00:14:23,480 --> 00:14:27,880
+purposes I'm okay with that um and then
+
+335
+00:14:25,959 --> 00:14:30,360
+they're going to validate that it's in
+
+336
+00:14:27,880 --> 00:14:32,639
+the resolve state We believe We as the
+
+337
+00:14:30,360 --> 00:14:34,320
+team believe the work has been done um
+
+338
+00:14:32,639 --> 00:14:36,320
+we're marking it as resolved we're going
+
+339
+00:14:34,320 --> 00:14:39,199
+to come back around do a sanity check on
+
+340
+00:14:36,320 --> 00:14:41,519
+that um and then move it into closed to
+
+341
+00:14:39,199 --> 00:14:43,800
+say it's been finished um and there you
+
+342
+00:14:41,519 --> 00:14:46,839
+go we had a piece of work flow from left
+
+343
+00:14:43,800 --> 00:14:48,480
+to right through our system um hopefully
+
+344
+00:14:46,839 --> 00:14:52,600
+as effective as
+
+345
+00:14:48,480 --> 00:14:56,440
+possible now this team um is generally
+
+346
+00:14:52,600 --> 00:14:58,240
+hopefully uh when they're working um on
+
+347
+00:14:56,440 --> 00:14:59,959
+their their checks when they're viewing
+
+348
+00:14:58,240 --> 00:15:02,800
+this board is going to walk the board
+
+349
+00:14:59,959 --> 00:15:04,399
+from right right to left uh ensuring
+
+350
+00:15:02,800 --> 00:15:06,600
+that they've populated the board that
+
+351
+00:15:04,399 --> 00:15:08,560
+they've got it all uh set up they can do
+
+352
+00:15:06,600 --> 00:15:11,680
+those things here um and you can see
+
+353
+00:15:08,560 --> 00:15:13,680
+I've got the blocked visualization there
+
+354
+00:15:11,680 --> 00:15:15,880
+uh uh highlighted to see see what's
+
+355
+00:15:13,680 --> 00:15:15,880
+going
+
+356
+00:15:16,920 --> 00:15:21,240
+on so how might you configure uh uh
+
+357
+00:15:20,000 --> 00:15:22,519
+configure this there's a number of
+
+358
+00:15:21,240 --> 00:15:24,440
+things that you're you're going to want
+
+359
+00:15:22,519 --> 00:15:27,800
+to configure uh to be able to set this
+
+360
+00:15:24,440 --> 00:15:30,360
+up uh so I'm going to show you how to
+
+361
+00:15:27,800 --> 00:15:33,120
+set up and manage The Columns and Lanes
+
+362
+00:15:30,360 --> 00:15:35,040
+if you do want Lanes um so if I click
+
+363
+00:15:33,120 --> 00:15:40,800
+configure board settings over here on
+
+364
+00:15:35,040 --> 00:15:44,959
+the top right um you'll see that uh in
+
+365
+00:15:40,800 --> 00:15:48,240
+here um I have a configuration for uh
+
+366
+00:15:44,959 --> 00:15:50,480
+Fields where I have bug and user story
+
+367
+00:15:48,240 --> 00:15:53,519
+so if I click on user story uh you'll
+
+368
+00:15:50,480 --> 00:15:55,240
+see that um it's showing What fields are
+
+369
+00:15:53,519 --> 00:15:58,160
+available for user story so I've added
+
+370
+00:15:55,240 --> 00:16:01,639
+iteration path I think I didn't un buug
+
+371
+00:15:58,160 --> 00:16:03,920
+so I can easily just add iteration path
+
+372
+00:16:01,639 --> 00:16:05,680
+on here and it will show up on the bug
+
+373
+00:16:03,920 --> 00:16:08,079
+items as well so if I save that you'll
+
+374
+00:16:05,680 --> 00:16:09,639
+see that bug item change to include the
+
+375
+00:16:08,079 --> 00:16:11,639
+iteration State as well there's
+
+376
+00:16:09,639 --> 00:16:14,839
+iteration path there coming
+
+377
+00:16:11,639 --> 00:16:16,440
+in um so I can add additional Fields if
+
+378
+00:16:14,839 --> 00:16:18,639
+I have custom fields or something I want
+
+379
+00:16:16,440 --> 00:16:20,319
+to show on there it's definitely worth
+
+380
+00:16:18,639 --> 00:16:21,920
+considering that the more Fields you add
+
+381
+00:16:20,319 --> 00:16:23,160
+the bigger the cards going to be the
+
+382
+00:16:21,920 --> 00:16:26,000
+less you're going to be able to show on
+
+383
+00:16:23,160 --> 00:16:27,959
+the screen so just consider that um and
+
+384
+00:16:26,000 --> 00:16:29,560
+have only the most important information
+
+385
+00:16:27,959 --> 00:16:33,240
+surfaced here
+
+386
+00:16:29,560 --> 00:16:36,160
+uh you can add style rules style rules
+
+387
+00:16:33,240 --> 00:16:40,279
+enable you to change the look and feel
+
+388
+00:16:36,160 --> 00:16:43,880
+of the work items so um you might add if
+
+389
+00:16:40,279 --> 00:16:45,720
+I do a a test rule whatever it's called
+
+390
+00:16:43,880 --> 00:16:48,240
+and then I can change either the color
+
+391
+00:16:45,720 --> 00:16:50,000
+of the card or the color of the title of
+
+392
+00:16:48,240 --> 00:16:52,120
+the card uh so if I change the
+
+393
+00:16:50,000 --> 00:16:53,720
+background color of the card let's say
+
+394
+00:16:52,120 --> 00:16:59,240
+I'm going to change it to a kind of
+
+395
+00:16:53,720 --> 00:17:03,240
+light blue um only if the changed date
+
+396
+00:16:59,240 --> 00:17:07,240
+let's do change date
+
+397
+00:17:03,240 --> 00:17:10,720
+is greater than let's say today minus
+
+398
+00:17:07,240 --> 00:17:13,880
+one okay so if I save that if I've got
+
+399
+00:17:10,720 --> 00:17:18,360
+my uh there we go so these items that
+
+400
+00:17:13,880 --> 00:17:21,360
+I've moved today um are going to show up
+
+401
+00:17:18,360 --> 00:17:23,039
+uh today or yesterday today minus one
+
+402
+00:17:21,360 --> 00:17:24,880
+are going to show up as these things
+
+403
+00:17:23,039 --> 00:17:27,400
+have moved everything else has been
+
+404
+00:17:24,880 --> 00:17:28,600
+static and hasn't moved so I can uh
+
+405
+00:17:27,400 --> 00:17:30,760
+prove that just by bringing this one
+
+406
+00:17:28,600 --> 00:17:32,400
+across Ross and you'll notice it changes
+
+407
+00:17:30,760 --> 00:17:35,039
+color immediately because it's been
+
+408
+00:17:32,400 --> 00:17:37,559
+changed recently so you can use that to
+
+409
+00:17:35,039 --> 00:17:39,480
+highlight things that have H moved
+
+410
+00:17:37,559 --> 00:17:43,240
+recently or
+
+411
+00:17:39,480 --> 00:17:45,200
+not um I can also not only can I do uh
+
+412
+00:17:43,240 --> 00:17:48,039
+um styles on the cards you can have
+
+413
+00:17:45,200 --> 00:17:51,160
+multiple Styles if you want um again a
+
+414
+00:17:48,039 --> 00:17:53,960
+kaleidoscope of color um removes the
+
+415
+00:17:51,160 --> 00:17:56,159
+importance of color right so uh try and
+
+416
+00:17:53,960 --> 00:17:59,679
+be careful with that um and here you can
+
+417
+00:17:56,159 --> 00:18:01,799
+see I've got a a tag uh blocked tag tag
+
+418
+00:17:59,679 --> 00:18:04,200
+um that highlights a particular color so
+
+419
+00:18:01,799 --> 00:18:06,960
+in this case block tag highlighting red
+
+420
+00:18:04,200 --> 00:18:08,679
+um you can add other tags as well
+
+421
+00:18:06,960 --> 00:18:10,200
+depending on what it is you want to want
+
+422
+00:18:08,679 --> 00:18:13,039
+to look at
+
+423
+00:18:10,200 --> 00:18:15,840
+too um on these cards you can have
+
+424
+00:18:13,039 --> 00:18:20,159
+annotations so if the sub item of this
+
+425
+00:18:15,840 --> 00:18:22,120
+is tasks uh or things uh linked to to to
+
+426
+00:18:20,159 --> 00:18:23,760
+GitHub or tests you can have them
+
+427
+00:18:22,120 --> 00:18:25,919
+actually show up on the cards and you
+
+428
+00:18:23,760 --> 00:18:27,440
+can click on it and it will drop down uh
+
+429
+00:18:25,919 --> 00:18:30,159
+I don't have any of those set up just
+
+430
+00:18:27,440 --> 00:18:32,360
+now just for that that VI uh but then we
+
+431
+00:18:30,159 --> 00:18:34,159
+get to customizing the The Columns
+
+432
+00:18:32,360 --> 00:18:37,440
+themselves on the board so if I click on
+
+433
+00:18:34,159 --> 00:18:41,159
+columns you'll see that I have a the the
+
+434
+00:18:37,440 --> 00:18:45,000
+same columns that I had um set up before
+
+435
+00:18:41,159 --> 00:18:48,559
+the first one inventory has to be in the
+
+436
+00:18:45,000 --> 00:18:51,240
+new and the last one done has to be in
+
+437
+00:18:48,559 --> 00:18:53,840
+that closed cuz those are the start and
+
+438
+00:18:51,240 --> 00:18:56,240
+end States for the work items right so
+
+439
+00:18:53,840 --> 00:18:58,840
+that you must have at least one uh start
+
+440
+00:18:56,240 --> 00:19:00,600
+State and at least one end state
+
+441
+00:18:58,840 --> 00:19:04,200
+everything else in the middle uh you can
+
+442
+00:19:00,600 --> 00:19:06,840
+configure so for example I added backlog
+
+443
+00:19:04,200 --> 00:19:09,320
+um but kept it in new and I set the whip
+
+444
+00:19:06,840 --> 00:19:11,840
+limit to 15 so you can see that's 11 out
+
+445
+00:19:09,320 --> 00:19:13,799
+of 15 is in the backlog at the moment
+
+446
+00:19:11,840 --> 00:19:17,840
+and I can also choose to split the
+
+447
+00:19:13,799 --> 00:19:20,320
+column between it doing and done um and
+
+448
+00:19:17,840 --> 00:19:22,679
+then there's a I I don't really like the
+
+449
+00:19:20,320 --> 00:19:27,120
+name of this this is the the definition
+
+450
+00:19:22,679 --> 00:19:29,600
+of workflow uh field so let's say in
+
+451
+00:19:27,120 --> 00:19:33,960
+order for things to move move from
+
+452
+00:19:29,600 --> 00:19:36,360
+backlog into Discovery um there might
+
+453
+00:19:33,960 --> 00:19:38,640
+there's some things that need to be true
+
+454
+00:19:36,360 --> 00:19:42,520
+so I could create some
+
+455
+00:19:38,640 --> 00:19:44,720
+markdown uh uh that says
+
+456
+00:19:42,520 --> 00:19:48,720
+um
+
+457
+00:19:44,720 --> 00:19:52,240
+uh inventory to
+
+458
+00:19:48,720 --> 00:19:59,840
+backlog I'm going to do that inventory
+
+459
+00:19:52,240 --> 00:20:01,760
+to backlog um rule one right rule two
+
+460
+00:19:59,840 --> 00:20:03,960
+and then on the next one I'm actually
+
+461
+00:20:01,760 --> 00:20:07,679
+just going to copy that so that I can be
+
+462
+00:20:03,960 --> 00:20:12,360
+quick and call that
+
+463
+00:20:07,679 --> 00:20:13,840
+uh backlog to Discovery and what are the
+
+464
+00:20:12,360 --> 00:20:17,559
+rules that are going to be applied and
+
+465
+00:20:13,840 --> 00:20:21,320
+if I save that now you'll see at the top
+
+466
+00:20:17,559 --> 00:20:24,880
+the backlog has a little uh
+
+467
+00:20:21,320 --> 00:20:27,799
+um IE if you hover over it it will show
+
+468
+00:20:24,880 --> 00:20:29,799
+you that markdown information there so
+
+469
+00:20:27,799 --> 00:20:31,960
+you can add some of your definition to
+
+470
+00:20:29,799 --> 00:20:33,799
+workflow you can add links in here as
+
+471
+00:20:31,960 --> 00:20:36,520
+well so I guess it might link out to
+
+472
+00:20:33,799 --> 00:20:38,799
+your wiki page um or wherever you've got
+
+473
+00:20:36,520 --> 00:20:40,080
+additional information for these uh uh
+
+474
+00:20:38,799 --> 00:20:41,280
+for these rules for your definition of
+
+475
+00:20:40,080 --> 00:20:42,880
+workflow you could even store the whole
+
+476
+00:20:41,280 --> 00:20:45,280
+thing out there and just and just link
+
+477
+00:20:42,880 --> 00:20:48,480
+it so you can go and click those
+
+478
+00:20:45,280 --> 00:20:51,240
+items so that's that's uh quite useful
+
+479
+00:20:48,480 --> 00:20:53,480
+in the columns um as you go through you
+
+480
+00:20:51,240 --> 00:20:55,159
+can see discovery which is a split
+
+481
+00:20:53,480 --> 00:20:57,000
+column here doing and done all I need
+
+482
+00:20:55,159 --> 00:20:58,760
+you to do is take the box again you've
+
+483
+00:20:57,000 --> 00:21:00,679
+got whip limit you've got what what
+
+484
+00:20:58,760 --> 00:21:03,240
+state it's in this one is new
+
+485
+00:21:00,679 --> 00:21:05,400
+development is where we switch to active
+
+486
+00:21:03,240 --> 00:21:08,080
+again it's split and validation is set
+
+487
+00:21:05,400 --> 00:21:10,120
+to resolved and done is set closed so
+
+488
+00:21:08,080 --> 00:21:14,600
+those are really those those column
+
+489
+00:21:10,120 --> 00:21:17,080
+configurations it's not as um there's
+
+490
+00:21:14,600 --> 00:21:20,240
+not as many configurations as I I I I
+
+491
+00:21:17,080 --> 00:21:22,559
+might like in the long run uh but it
+
+492
+00:21:20,240 --> 00:21:24,480
+does give me that ability to to have
+
+493
+00:21:22,559 --> 00:21:26,520
+those visual boards and have work flow
+
+494
+00:21:24,480 --> 00:21:29,400
+from left to right across those boards
+
+495
+00:21:26,520 --> 00:21:31,039
+in a way that allows me to create those
+
+496
+00:21:29,400 --> 00:21:35,039
+those those visualizations that I'm
+
+497
+00:21:31,039 --> 00:21:37,559
+looking for uh you can add swim Lanes so
+
+498
+00:21:35,039 --> 00:21:40,840
+if you had um
+
+499
+00:21:37,559 --> 00:21:43,159
+different classes of service uh for work
+
+500
+00:21:40,840 --> 00:21:45,400
+flowing across this board then you could
+
+501
+00:21:43,159 --> 00:21:48,080
+create uh different lanes for this it's
+
+502
+00:21:45,400 --> 00:21:51,799
+not something I normally would do uh but
+
+503
+00:21:48,080 --> 00:21:55,159
+let's call this uh
+
+504
+00:21:51,799 --> 00:21:57,200
+uh expedite and we're going to make it
+
+505
+00:21:55,159 --> 00:21:59,080
+neon red cuz expedite is really
+
+506
+00:21:57,200 --> 00:22:01,840
+important but the default
+
+507
+00:21:59,080 --> 00:22:03,960
+is not going to be expedite if I create
+
+508
+00:22:01,840 --> 00:22:06,679
+that H you'll see I'll have this
+
+509
+00:22:03,960 --> 00:22:08,919
+expedite Lane going across the top and I
+
+510
+00:22:06,679 --> 00:22:10,679
+could pull a piece of work in uh and
+
+511
+00:22:08,919 --> 00:22:13,480
+move it along and it just counts to the
+
+512
+00:22:10,679 --> 00:22:15,760
+usual uh uh whip that I don't think
+
+513
+00:22:13,480 --> 00:22:20,279
+there's a whip you can add for the
+
+514
+00:22:15,760 --> 00:22:23,039
+expedite Lane is there a where can
+
+515
+00:22:20,279 --> 00:22:25,679
+I maybe I can set some
+
+516
+00:22:23,039 --> 00:22:28,159
+rules
+
+517
+00:22:25,679 --> 00:22:31,039
+um for things that have to be in the
+
+518
+00:22:28,159 --> 00:22:33,080
+exped D Lane versus in the default Lane
+
+519
+00:22:31,039 --> 00:22:36,200
+which can't have
+
+520
+00:22:33,080 --> 00:22:38,279
+rules I don't know need to explore what
+
+521
+00:22:36,200 --> 00:22:41,120
+criteria does there um it's not
+
+522
+00:22:38,279 --> 00:22:43,360
+something that I've actually used so
+
+523
+00:22:41,120 --> 00:22:45,760
+there we go you can see I've been able
+
+524
+00:22:43,360 --> 00:22:47,679
+to configure the board I've been able to
+
+525
+00:22:45,760 --> 00:22:49,960
+uh set up an expedite Lane I've been
+
+526
+00:22:47,679 --> 00:22:54,360
+able to set up my columns um and I've
+
+527
+00:22:49,960 --> 00:22:55,919
+now got a configured uh um caman board
+
+528
+00:22:54,360 --> 00:22:58,240
+uh there are some additional things that
+
+529
+00:22:55,919 --> 00:22:59,799
+you might want to want to do for example
+
+530
+00:22:58,240 --> 00:23:03,360
+if I switched to
+
+531
+00:22:59,799 --> 00:23:05,679
+backlog um I've added um some additional
+
+532
+00:23:03,360 --> 00:23:08,760
+columns here to the backlog so as well
+
+533
+00:23:05,679 --> 00:23:12,480
+as having State I've also added board
+
+534
+00:23:08,760 --> 00:23:14,640
+column uh and board column done um so
+
+535
+00:23:12,480 --> 00:23:16,159
+you can see a little bit more about
+
+536
+00:23:14,640 --> 00:23:20,279
+what's going on on the other board so if
+
+537
+00:23:16,159 --> 00:23:23,400
+you're the product owner or you're the
+
+538
+00:23:20,279 --> 00:23:25,120
+team lead or whatever people the whole
+
+539
+00:23:23,400 --> 00:23:27,679
+team right looking at the order of the
+
+540
+00:23:25,120 --> 00:23:30,190
+backlog um you're able to manage it uh
+
+541
+00:23:27,679 --> 00:23:33,480
+from there pretty
+
+542
+00:23:30,190 --> 00:23:35,600
+[Music]
+
+543
+00:23:33,480 --> 00:23:37,279
+effectively if you're struggling to
+
+544
+00:23:35,600 --> 00:23:39,320
+understand your systems or how work
+
+545
+00:23:37,279 --> 00:23:42,039
+flows through these systems the naked
+
+546
+00:23:39,320 --> 00:23:44,640
+utility can help or help you find
+
+547
+00:23:42,039 --> 00:23:46,640
+somebody who can help you we specialize
+
+548
+00:23:44,640 --> 00:23:49,039
+in helping companies that build software
+
+549
+00:23:46,640 --> 00:23:51,559
+get better at building software and
+
+550
+00:23:49,039 --> 00:23:53,960
+being able to analyze the flow of work
+
+551
+00:23:51,559 --> 00:23:55,679
+through your existing system is critical
+
+552
+00:23:53,960 --> 00:23:58,640
+to figuring out what to
+
+553
+00:23:55,679 --> 00:24:00,760
+improve don't wait get help as as soon
+
+554
+00:23:58,640 --> 00:24:02,930
+as possible to minimize that waste get
+
+555
+00:24:00,760 --> 00:24:06,840
+in touch
+
+556
+00:24:02,930 --> 00:24:09,840
+[Music]
+
+557
+00:24:06,840 --> 00:24:09,840
+below
+
+
diff --git a/site/content/resources/videos/youtube/jCrXzgjxcEA/index.captions.en.md b/site/content/resources/videos/youtube/jCrXzgjxcEA/index.captions.en.md
new file mode 100644
index 000000000..3c57709dc
--- /dev/null
+++ b/site/content/resources/videos/youtube/jCrXzgjxcEA/index.captions.en.md
@@ -0,0 +1,107 @@
+Creating an effective Caman strategy is hard. In this world of hybrid work, we need to share our visualizations using digital tools. One such tool is Azure DevOps. Here, I'll discuss how you can use Azure DevOps to visualize your work as part of a Caman strategy.
+
+Hi, I'm Martin Hinwood, owner and principal consultant at Naked Agility. I'm a professional Scrum trainer with Scrum.org, a professional Kanban trainer with Pro Kanban, and I've been a Microsoft MVP in GitHub and Azure DevOps for years.
+
+Before we start, it's essential to understand why we need to use something like Azure Boards in order to manage our work. Since the pandemic, many teams have moved away from physical offices, and even when we're in a physical office, we're not all there at the same time. This means that there's no physical wall or meeting room that teams can use to present all of their work visually, where they can all see it. Digital tools for saving and presenting that work have really become more critical than ever.
+
+Now, there is way more to a Caman strategy than just a tool. A Caman strategy works best when applied to a stable system, one where we're all following the same rules. However, most of us don't work in environments like that. Each participant in the system typically makes choices based on their own internal system, one that they don't necessarily share with the rest of the team. 
+
+Well, why don't we share it? I think it's a result of not realizing how important it is that we do share it. We don't realise how much impact those seemingly small choices make, like which item to pull or not and why, on the entire system. We've created a lot of local optimizations for our overall system that may have a negative impact on that larger system.
+
+So, what do we do about it? Well, I recommend that you sit down with all of the participants that are going to be working on the work that goes through your system and have them work out what rules they want to use or come to an agreement on the choices that they're going to make. It doesn't need to be perfect; you'll have ample opportunity to change and adapt those rules as you discover the impact that it has on the work. But we need a place to get started, and really, you don't have to do all of that before you start with Caman. You can get started and then work through those problems with a rougher workflow, like just guessing whatever it is you work on just now. More details can be added later to start stabilising that system and make it more effective.
+
+But let's leave that for now. For now, we're going to look at how we can create a Caman board for a typical software team and then how we can implement that in Azure DevOps. I'm going to show you how to manage the cards on the board, how to customize the cards so that you can see what's going on, and also how to customize the columns and perhaps swim lanes if you have the need for that, and then be able to see and visualize what's going on on your board and filter that board for the things you might need.
+
+So, let's take a look at what's going on in Azure DevOps. I have an environment here; this is just my environment. I have a lovely org over here on the left; that's my learning environment, and I have a few projects that I've preset up with things that we can look at. So, let's look at a finished environment first, or at least the first stage, like we've set up our boards to be able to see what's going on. I'm going to click on the demo environment.
+
+So, on the left-hand side, you'll see boards, and you'll see two things that are important: you'll see under boards you'll have boards and backlog. Those are the two main things that I would expect both Caman and Scrum teams to use when they're managing their work. So, I'm going to click on boards first, and here you'll see I have a pre-set board for this team. 
+
+In this view, you can see that I've got a number of different columns going on here, but the important thing to realise is that the states of the work items, the underlying work item states, have not been changed here when we've customized the columns. This means that multiple teams working inside of the same Azure DevOps project can have a different set of columns while maintaining the same states.
+
+Let's take a look at some of the work item states and how it applies to Caman, depending on the process that you've selected. So, here you can see an overlay with two things going on. Horizontally, you can see the states for the particular process that you might have selected. So, if your process for your work is based on the Agile process, on the Scrum process, or the CMMI process, it'll have these different states that you see here. 
+
+I prefer the Scrum process because I believe it's the most generic, although I do make some changes to it. So, here's the Scrum process: we go from new to approved to committed to done. In the Agile process, which is the other most common one, people go from new to active, active to resolved, resolved to closed. But the vertical columns here, where you have proposed, in progress, resolved, and completed, give you an indication of how those states are going to be treated by Azure DevOps.
+
+Under the covers, Azure DevOps has a whole bunch of Agile planning tools that have been applied to the system that has been created, and the fundamental basis upon which they work is that you have a proposed state. So, that's things that we're not working on yet. When things get added to the system, you'll see that the lead time timer starts, but the cycle time timer doesn't. 
+
+Inside of Azure DevOps, they specify cycle time as from when the developers start the work to when it's finished, and lead time to when it's added to the system to when it's finished. You can absolutely argue the validity of that. I would maybe prefer a more configurable option, but this is how it's configured currently inside of Azure DevOps. 
+
+So, if something's in the proposed state, the lead time timer started, but the cycle time timer's not. In the Agile template, you only have one state, which is new, which is in proposed, and then you have active and resolved, which are in progress states, and then you have one completed state called closed. That's where both the timers stop.
+
+Okay, so when it crosses this line, it gets marked as active or resolved. Sorry, when it crosses this line, the cycle time timer gets started. So, in this case, one of the reasons I prefer the Scrum process here is that by default, although you can absolutely add it to the Agile template, by default it has two states in proposed. You've got new; it's been added to the system. It might have been added by some random person in your organisation, so you don't necessarily want to have started the work. 
+
+I usually use approved or some kind of second state to indicate that the person who manages that backlog, who is or this could be the team themselves, the team has agreed that they're probably going to do it. Right? So, that's where it's approved; we're going to work on it. That's why I would kind of like lead time to start there, but you can't have everything. 
+
+Then in progress, I actually prefer just one state. I usually change it from committed to something else, like forecasted or just in progress. Right? New, approved, in progress, done. But I prefer one state so that the developers get the choice to split into however many columns that they want. Having an active and forced resolved state can limit the way you can configure the board, but also you can work it into the way you do things for sure. 
+
+And then everything has a default closed state, so that's the kind of flow of work from Azure DevOps internals perspective. But we can configure that however we like on the board. So, you can kind of see here I'm going to try and show you what this looks like. 
+
+So, on this board, you'll notice that I have inventory, I have backlog, and I have discovery. When you look at the work items, they are new in all of those columns. Okay? So, they've not yet... This is the Scrum template, not the Scrum template, the Agile template. So, you'll notice that the items haven't been moved to a different state. 
+
+And then in development, we have active, and then in validation, we have resolved, and in done, we have closed. Okay? So, this means that when work crosses this line here, that's when the timer starts on the lead time, but it has to cross this line here in this particular process to start the timer for cycle time, and all the timers stop at this line here. 
+
+Okay? So, that allows us to implement a bunch of controls that we can use to kind of see what's going on and manage our work. So, this particular team has set up... We've got our inventory; this is stuff that's been added to the backlog that we may or may not do yet. So, that's like the back warehouse in our shop. 
+
+And then we've got a backlog, which is the stuff that we're going to try and sell. We're going to do... has been moved to the front, and it's moved into that column. So, inventory is just a big list of stuff, and then when we decide we're going to do something, we've agreed to do it, whatever those reasons are, it ends up in the backlog. 
+
+And things in the backlog are then options to be pulled into discovery. So, you could call this options. Right? So, I'm going to pull things... The team's going to pull things from here into discovery so they can put it anywhere they like in discovery. So, let me drag and drop that in there. Once it's in discovery, that column will change to discovery, but you'll note that the state has not changed. 
+
+I'll show you how that works in a moment. So, once that is in this doing column, discovery doing, that's when we're going... The team's going to do all of that discovery or refinement work that they need to do to figure out what this thing is before they actually start it. Right? Before they actually start executing on creating this, and things may drop out of this space, right? Because we might do some analysis on this and figure out that it's not something we want to do. 
+
+It's either too costly or whatever reason. Here, we've got generating invoice reports that has been blocked. Perhaps it's been blocked because we're waiting for new information. We've got a request out to somebody else, but it currently is blocked. 
+
+But we've split this column into doing and done, so the doing column and the wait state column. We've done the work, and it's waiting for the next column to pull it in. When it crosses this line here from discovery to development, that's when this item is going to change state. So, if I bring this across, you'll notice it's currently set to new, and now it's going to be marked as active because we've crossed that line for the internals of Azure DevOps from one state to another state, even though we've got multiple columns. 
+
+I'll show how that's configured soon. So, we've got that development column now. So, this is the team's going to work on it. We're going to work on it, and at some point, we're going to mark it as done, so it's now moved to the next column. 
+
+So, again, we've not changed the state; it's still active. So, if you're creating reports across multiple teams inside of the same project, you can still report on those states. You don't need to worry about the columns. Right? There's ways you can do that too, but you don't need to worry about the columns. 
+
+So now, it's development done. It's waiting for whoever does validation to pick it up. This could be last-minute checks by the developers who want to check that everything is... all the eyes are dotted and the tees are crossed before they say officially say it's done. They're going to check the work against the definition of done, against anything else they believe they need to do. 
+
+Whatever it is they need to do in that particular stage, and then that item, when it moves across this line here, is going to move from active to resolved. You'll notice I've hit the whip limit, gone beyond it, but just for demo purposes, I'm okay with that. And then they're going to validate that it's in the resolved state. We believe, we as the team, believe the work has been done. 
+
+We're marking it as resolved. We're going to come back around, do a sanity check on that, and then move it into closed to say it's been finished. And there you go; we had a piece of work flow from left to right through our system, hopefully as effective as possible. 
+
+Now, this team is generally, hopefully, when they're working on their checks, when they're viewing this board, is going to walk the board from right to left, ensuring that they've populated the board, that they've got it all set up. They can do those things here, and you can see I've got the blocked visualisation there highlighted to see what's going on.
+
+So, how might you configure this? There's a number of things that you're going to want to configure to be able to set this up. So, I'm going to show you how to set up and manage the columns and lanes if you do want lanes. So, if I click configure board settings over here on the top right, you'll see that in here, I have a configuration for fields where I have bug and user story. 
+
+So, if I click on user story, you'll see that it's showing what fields are available for user story. So, I've added iteration path. I think I didn't unbug, so I can easily just add iteration path on here, and it will show up on the bug items as well. So, if I save that, you'll see that bug item change to include the iteration state as well. 
+
+There's iteration path there coming in. So, I can add additional fields if I have custom fields or something I want to show on there. It's definitely worth considering that the more fields you add, the bigger the card's going to be, the less you're going to be able to show on the screen. So, just consider that and have only the most important information surfaced here.
+
+You can add style rules. Style rules enable you to change the look and feel of the work items. So, you might add... If I do a test rule, whatever it's called, and then I can change either the colour of the card or the colour of the title of the card. So, if I change the background colour of the card, let's say I'm going to change it to a kind of light blue, only if the changed date... Let's do change date is greater than, let's say today minus one. 
+
+Okay, so if I save that, if I've got my... There we go. So, these items that I've moved today are going to show up today or yesterday, today minus one, are going to show up as these things have moved. Everything else has been static and hasn't moved. So, I can prove that just by bringing this one across, and you'll notice it changes colour immediately because it's been changed recently. 
+
+So, you can use that to highlight things that have moved recently or not. I can also... Not only can I do styles on the cards, you can have multiple styles if you want. Again, a kaleidoscope of colour removes the importance of colour, right? So, try and be careful with that. 
+
+And here you can see I've got a tag, a blocked tag, that highlights a particular colour. So, in this case, a block tag highlighting red. You can add other tags as well, depending on what it is you want to look at too. On these cards, you can have annotations. So, if the sub-item of this is tasks or things linked to GitHub or tests, you can have them actually show up on the cards, and you can click on it, and it will drop down. 
+
+I don't have any of those set up just now, just for that view, but then we get to customizing the columns themselves on the board. So, if I click on columns, you'll see that I have the same columns that I had set up before. The first one, inventory, has to be in the new, and the last one, done, has to be in that closed because those are the start and end states for the work items. 
+
+Right? So, you must have at least one start state and at least one end state. Everything else in the middle you can configure. So, for example, I added backlog but kept it in new, and I set the whip limit to 15. So, you can see that's 11 out of 15 is in the backlog at the moment. 
+
+And I can also choose to split the column between doing and done. And then there's a... I don't really like the name of this; this is the definition of workflow field. So, let's say in order for things to move from backlog into discovery, there might be some things that need to be true. 
+
+So, I could create some markdown that says inventory to backlog, I'm going to do that inventory to backlog rule one, rule two. And then on the next one, I'm actually just going to copy that so that I can be quick and call that backlog to discovery. And what are the rules that are going to be applied? 
+
+And if I save that now, you'll see at the top the backlog has a little... If you hover over it, it will show you that markdown information there. So, you can add some of your definition to workflow. You can add links in here as well, so I guess it might link out to your wiki page or wherever you've got additional information for these rules for your definition of workflow. You could even store the whole thing out there and just link it so you can go and click those items. 
+
+So, that's quite useful in the columns. As you go through, you can see discovery, which is a split column here, doing and done. All I need you to do is take the box again. You've got whip limit; you've got what state it's in. This one is new. Development is where we switch to active again; it's split, and validation is set to resolved, and done is set to closed. 
+
+So, those are really those column configurations. It's not as... There's not as many configurations as I might like in the long run, but it does give me that ability to have those visual boards and have work flow from left to right across those boards in a way that allows me to create those visualisations that I'm looking for. 
+
+You can add swim lanes, so if you had different classes of service for work flowing across this board, then you could create different lanes for this. It's not something I normally would do, but let's call this expedite, and we're going to make it neon red because expedite is really important. 
+
+But the default is not going to be expedite. If I create that, you'll see I'll have this expedite lane going across the top, and I could pull a piece of work in and move it along, and it just counts to the usual whip. I don't think there's a whip you can add for the expedite lane. Is there? Where can I maybe set some rules for things that have to be in the expedite lane versus in the default lane, which can't have rules? 
+
+I don't know; I need to explore what criteria does there. It's not something that I've actually used. So, there we go. You can see I've been able to configure the board. I've been able to set up an expedite lane. I've been able to set up my columns, and I've now got a configured Caman board. 
+
+There are some additional things that you might want to do. For example, if I switched to backlog, I've added some additional columns here to the backlog. So, as well as having state, I've also added board column and board column done. So, you can see a little bit more about what's going on on the other board. 
+
+So, if you're the product owner or you're the team lead or whatever, people, the whole team, right, looking at the order of the backlog, you're able to manage it from there pretty effectively. 
+
+If you're struggling to understand your systems or how work flows through these systems, Naked Agility can help or help you find somebody who can help you. We specialise in helping companies that build software get better at building software, and being able to analyse the flow of work through your existing system is critical to figuring out what to improve. 
+
+Don't wait; get help as soon as possible to minimise that waste. Get in touch.
\ No newline at end of file
diff --git a/site/content/resources/videos/youtube/jcs-2G99Rrw/data.captions.en.srt b/site/content/resources/videos/youtube/jcs-2G99Rrw/data.captions.en.srt
new file mode 100644
index 000000000..3c96e064a
--- /dev/null
+++ b/site/content/resources/videos/youtube/jcs-2G99Rrw/data.captions.en.srt
@@ -0,0 +1,2825 @@
+1
+00:00:01,959 --> 00:00:07,319
+I work with many Enterprise
+
+2
+00:00:03,920 --> 00:00:10,120
+organizations that use Azure devops and
+
+3
+00:00:07,319 --> 00:00:12,840
+many of them do things that either
+
+4
+00:00:10,120 --> 00:00:16,520
+reduce the effectiveness of the features
+
+5
+00:00:12,840 --> 00:00:18,320
+or break them entirely I asked Dan Helm
+
+6
+00:00:16,520 --> 00:00:22,039
+the principal product manager for aure
+
+7
+00:00:18,320 --> 00:00:24,110
+devops what the top four issues were and
+
+8
+00:00:22,039 --> 00:00:27,520
+this is the
+
+9
+00:00:24,110 --> 00:00:27,520
+[Music]
+
+10
+00:00:28,080 --> 00:00:34,280
+result hi I'm Martin hinwood owner and
+
+11
+00:00:31,759 --> 00:00:35,760
+principal consultant naked agility I'm a
+
+12
+00:00:34,280 --> 00:00:38,280
+professional scrum trainer with
+
+13
+00:00:35,760 --> 00:00:40,760
+scrum.org a professional camand trainer
+
+14
+00:00:38,280 --> 00:00:46,280
+with Pro caman and I've been a Microsoft
+
+15
+00:00:40,760 --> 00:00:46,280
+MVP in GitHub and Azure devops for 15
+
+16
+00:00:46,890 --> 00:00:50,109
+[Music]
+
+17
+00:00:50,160 --> 00:00:56,640
+years as your devops in its current
+
+18
+00:00:53,440 --> 00:00:59,239
+Incarnation was built for agile teams by
+
+19
+00:00:56,640 --> 00:01:02,920
+agile teams the Azure devops product
+
+20
+00:00:59,239 --> 00:01:05,439
+team transition to Agile around 2013 and
+
+21
+00:01:02,920 --> 00:01:08,920
+they moved almost overnight from a
+
+22
+00:01:05,439 --> 00:01:11,280
+2-year delivery schedule to one of 3
+
+23
+00:01:08,920 --> 00:01:15,159
+weeks as of the time I recorded this
+
+24
+00:01:11,280 --> 00:01:19,240
+video they have completed 235 Sprints
+
+25
+00:01:15,159 --> 00:01:21,640
+and delivered 235 times to production in
+
+26
+00:01:19,240 --> 00:01:21,640
+this new
+
+27
+00:01:23,439 --> 00:01:28,240
+model this was not always the case and
+
+28
+00:01:26,560 --> 00:01:30,479
+many of the tools features and
+
+29
+00:01:28,240 --> 00:01:32,920
+capabilities which persist assist from
+
+30
+00:01:30,479 --> 00:01:35,320
+the visual studio team system days of
+
+31
+00:01:32,920 --> 00:01:37,320
+the product are much more relevant for
+
+32
+00:01:35,320 --> 00:01:40,680
+companies that are not using agile
+
+33
+00:01:37,320 --> 00:01:43,479
+practices when Microsoft created team
+
+34
+00:01:40,680 --> 00:01:45,960
+Foundation server back in 2006 the
+
+35
+00:01:43,479 --> 00:01:48,479
+intent was to create a connected
+
+36
+00:01:45,960 --> 00:01:50,159
+experience for all of the tools and
+
+37
+00:01:48,479 --> 00:01:52,960
+capabilities that an engineering team
+
+38
+00:01:50,159 --> 00:01:55,560
+would use the idea was to create a
+
+39
+00:01:52,960 --> 00:01:58,280
+holistic connected experience from
+
+40
+00:01:55,560 --> 00:02:01,600
+idation all the way through to delivery
+
+41
+00:01:58,280 --> 00:02:05,320
+with full traceability of how and why
+
+42
+00:02:01,600 --> 00:02:07,960
+things were added however back in 2006
+
+43
+00:02:05,320 --> 00:02:10,560
+Microsoft found this to be at odds with
+
+44
+00:02:07,960 --> 00:02:13,200
+the organization's General Outlook and
+
+45
+00:02:10,560 --> 00:02:15,879
+they ended up with a very Microsoft
+
+46
+00:02:13,200 --> 00:02:20,840
+Technology only focused
+
+47
+00:02:15,879 --> 00:02:23,120
+system fast forward to 2001 and the move
+
+48
+00:02:20,840 --> 00:02:25,360
+to the cloud and suddenly those
+
+49
+00:02:23,120 --> 00:02:28,560
+limitations were much more prominent and
+
+50
+00:02:25,360 --> 00:02:30,760
+needed to be fixed there's a fantastic
+
+51
+00:02:28,560 --> 00:02:32,840
+paper from buck hudies director of
+
+52
+00:02:30,760 --> 00:02:35,560
+engineering for aure devops on this and
+
+53
+00:02:32,840 --> 00:02:39,640
+I'll put a link in the comments
+
+54
+00:02:35,560 --> 00:02:42,360
+below as Microsoft transformed TFS to
+
+55
+00:02:39,640 --> 00:02:44,680
+become a cloud product it also addressed
+
+56
+00:02:42,360 --> 00:02:48,239
+many of the Microsoft Centric issues
+
+57
+00:02:44,680 --> 00:02:50,680
+that it held back its adoption the tool
+
+58
+00:02:48,239 --> 00:02:53,720
+started to reflect the original Dream
+
+59
+00:02:50,680 --> 00:02:54,959
+and the idea of 1es or one engineering
+
+60
+00:02:53,720 --> 00:02:58,400
+system was
+
+61
+00:02:54,959 --> 00:03:01,080
+born the intent of 1es as with the
+
+62
+00:02:58,400 --> 00:03:03,239
+original team system was to reduce the
+
+63
+00:03:01,080 --> 00:03:05,400
+complexity of product delivery by
+
+64
+00:03:03,239 --> 00:03:08,680
+ensuring that everybody working a
+
+65
+00:03:05,400 --> 00:03:10,840
+product knew where their stuff was work
+
+66
+00:03:08,680 --> 00:03:11,840
+items builds releas these environments
+
+67
+00:03:10,840 --> 00:03:16,000
+and
+
+68
+00:03:11,840 --> 00:03:18,519
+more today as your devop supports any
+
+69
+00:03:16,000 --> 00:03:22,159
+technology from any stack and has
+
+70
+00:03:18,519 --> 00:03:25,239
+enabled that one yes dream however as
+
+71
+00:03:22,159 --> 00:03:27,879
+with all products users use them in many
+
+72
+00:03:25,239 --> 00:03:29,959
+ways that were not envisaged by their
+
+73
+00:03:27,879 --> 00:03:32,640
+creators but with something as
+
+74
+00:03:29,959 --> 00:03:34,680
+complicated as a your devops there are a
+
+75
+00:03:32,640 --> 00:03:37,280
+number of things that users do that go
+
+76
+00:03:34,680 --> 00:03:38,319
+against the very intent and paradigms of
+
+77
+00:03:37,280 --> 00:03:41,840
+the tool
+
+78
+00:03:38,319 --> 00:03:45,920
+itself I'll show you the top four issues
+
+79
+00:03:41,840 --> 00:03:45,920
+that give the Azure devops team
+
+80
+00:03:47,519 --> 00:03:53,040
+palpitations so the first item that has
+
+81
+00:03:50,799 --> 00:03:57,120
+the assured devops product team pulling
+
+82
+00:03:53,040 --> 00:04:00,120
+their hair out is same level hierarchy
+
+83
+00:03:57,120 --> 00:04:03,120
+creating a hierarchy of work items that
+
+84
+00:04:00,120 --> 00:04:04,439
+happen to be exactly the same level so
+
+85
+00:04:03,120 --> 00:04:06,400
+let's take a look at what that looks
+
+86
+00:04:04,439 --> 00:04:08,159
+like I'm going to show a simple example
+
+87
+00:04:06,400 --> 00:04:10,920
+and then we'll go make a customization
+
+88
+00:04:08,159 --> 00:04:15,159
+and show show a more complicated example
+
+89
+00:04:10,920 --> 00:04:18,280
+so here I have uh my product uh backlog
+
+90
+00:04:15,159 --> 00:04:22,880
+um I've got my product backlog items uh
+
+91
+00:04:18,280 --> 00:04:25,720
+I have under here a a t a task which is
+
+92
+00:04:22,880 --> 00:04:29,520
+a sub item uh so I can quite easily go
+
+93
+00:04:25,720 --> 00:04:32,160
+in here and add a new item um I'm going
+
+94
+00:04:29,520 --> 00:04:37,000
+to call it a child and I'm going to add
+
+95
+00:04:32,160 --> 00:04:41,160
+a task uh task to uh click okay you can
+
+96
+00:04:37,000 --> 00:04:45,440
+see I uh suck at
+
+97
+00:04:41,160 --> 00:04:48,680
+that and now I have two uh uh tasks
+
+98
+00:04:45,440 --> 00:04:53,280
+underneath this item but what I've done
+
+99
+00:04:48,680 --> 00:04:55,840
+over here is I have added uh product
+
+100
+00:04:53,280 --> 00:04:59,400
+back plug items as children of product
+
+101
+00:04:55,840 --> 00:05:02,680
+backlog items so it is represented on
+
+102
+00:04:59,400 --> 00:05:05,720
+this board and I should be able to can I
+
+103
+00:05:02,680 --> 00:05:10,520
+still move this around oh I can still
+
+104
+00:05:05,720 --> 00:05:13,520
+move H this around here but when I go to
+
+105
+00:05:10,520 --> 00:05:18,440
+try and grab one of these items I can
+
+106
+00:05:13,520 --> 00:05:21,400
+order it inside of the context oh and
+
+107
+00:05:18,440 --> 00:05:25,039
+there I've managed to break it uh this
+
+108
+00:05:21,400 --> 00:05:30,600
+is this is why this is a problem uh so
+
+109
+00:05:25,039 --> 00:05:32,800
+work item uh 40 52 C be ordered because
+
+110
+00:05:30,600 --> 00:05:35,520
+it's appearent in the same
+
+111
+00:05:32,800 --> 00:05:36,960
+category so if I hit refresh it'll have
+
+112
+00:05:35,520 --> 00:05:40,319
+gone back to where it
+
+113
+00:05:36,960 --> 00:05:42,800
+was there we go um so I I was just
+
+114
+00:05:40,319 --> 00:05:44,680
+trying to order within this category and
+
+115
+00:05:42,800 --> 00:05:46,520
+it jumped out and that was the problem
+
+116
+00:05:44,680 --> 00:05:48,560
+if I go and try and order it over here I
+
+117
+00:05:46,520 --> 00:05:51,039
+will immediately get that error that's
+
+118
+00:05:48,560 --> 00:05:54,080
+the one I was going to show you um and
+
+119
+00:05:51,039 --> 00:05:57,440
+now I I can't do anything with that
+
+120
+00:05:54,080 --> 00:05:59,240
+until I uh refresh and it will go back
+
+121
+00:05:57,440 --> 00:06:02,720
+underneath because it has a parent child
+
+122
+00:05:59,240 --> 00:06:05,759
+relationship ship you can't order that
+
+123
+00:06:02,720 --> 00:06:07,759
+hierarchy I cannot reorder these backlog
+
+124
+00:06:05,759 --> 00:06:10,160
+items within the context of anything
+
+125
+00:06:07,759 --> 00:06:11,840
+other than this backlog item and in fact
+
+126
+00:06:10,160 --> 00:06:15,160
+when I move it to the bottom there it's
+
+127
+00:06:11,840 --> 00:06:17,560
+might pop out I might is it going to pop
+
+128
+00:06:15,160 --> 00:06:19,960
+out what if I put this one here see it's
+
+129
+00:06:17,560 --> 00:06:24,599
+not not doing oh there we go I managed
+
+130
+00:06:19,960 --> 00:06:26,599
+to uh pop it pop it out there um it's
+
+131
+00:06:24,599 --> 00:06:29,199
+very easy to do when you have this set
+
+132
+00:06:26,599 --> 00:06:33,199
+up this is not how aure devops is
+
+133
+00:06:29,199 --> 00:06:37,199
+designed to work at all um so this one's
+
+134
+00:06:33,199 --> 00:06:39,479
+a a fairly obvious example of of when
+
+135
+00:06:37,199 --> 00:06:42,199
+this is broken uh but let's go take a
+
+136
+00:06:39,479 --> 00:06:44,560
+look at what we can do uh to make it a a
+
+137
+00:06:42,199 --> 00:06:47,199
+little bit less obvious more complicated
+
+138
+00:06:44,560 --> 00:06:48,919
+solution what so what I'm going to do is
+
+139
+00:06:47,199 --> 00:06:52,800
+I'm going to go into the
+
+140
+00:06:48,919 --> 00:06:54,639
+process and I am going to um I've got
+
+141
+00:06:52,800 --> 00:06:57,800
+feature disabled let's see what am I
+
+142
+00:06:54,639 --> 00:07:03,280
+going to do uh let's let's create a new
+
+143
+00:06:57,800 --> 00:07:06,840
+backlog item um we're going to call it
+
+144
+00:07:03,280 --> 00:07:09,599
+uh okr we're going to call it okr just
+
+145
+00:07:06,840 --> 00:07:11,160
+for fun um and what I'm going to do I'm
+
+146
+00:07:09,599 --> 00:07:13,280
+going to make it another color so that
+
+147
+00:07:11,160 --> 00:07:16,680
+it doesn't look like it's on the same
+
+148
+00:07:13,280 --> 00:07:18,680
+level okay so I've added this new item I
+
+149
+00:07:16,680 --> 00:07:21,720
+just wanted the default one right so now
+
+150
+00:07:18,680 --> 00:07:24,599
+I have an okr here oh I don't like that
+
+151
+00:07:21,720 --> 00:07:26,319
+um oh well The Tick's fine okay so I'm
+
+152
+00:07:24,599 --> 00:07:28,560
+going to go over to backlog
+
+153
+00:07:26,319 --> 00:07:31,479
+levels and I'm going to edit this
+
+154
+00:07:28,560 --> 00:07:33,120
+backlog level and I'm going to add okrs
+
+155
+00:07:31,479 --> 00:07:35,319
+on the same back oh I could do it with
+
+156
+00:07:33,120 --> 00:07:38,319
+risk as well oo that would be lovely so
+
+157
+00:07:35,319 --> 00:07:41,240
+I'm going to add H this in here now I
+
+158
+00:07:38,319 --> 00:07:43,759
+have okrs and risk at the same level as
+
+159
+00:07:41,240 --> 00:07:47,720
+this backlog um if you're going to have
+
+160
+00:07:43,759 --> 00:07:50,599
+work items at the same level that's fine
+
+161
+00:07:47,720 --> 00:07:53,800
+but it should always be a flat list so
+
+162
+00:07:50,599 --> 00:07:56,000
+now that's all saved if I go back and
+
+163
+00:07:53,800 --> 00:07:59,560
+I'm going to refresh
+
+164
+00:07:56,000 --> 00:08:02,280
+this okay so now on this backlog I can
+
+165
+00:07:59,560 --> 00:08:05,879
+click new work item and I will have all
+
+166
+00:08:02,280 --> 00:08:07,800
+of those options I've got um okr risk
+
+167
+00:08:05,879 --> 00:08:10,440
+bug I have lots of different things so
+
+168
+00:08:07,800 --> 00:08:14,639
+let's uh ok
+
+169
+00:08:10,440 --> 00:08:17,319
+R1 add to top OK R2 that's just so that
+
+170
+00:08:14,639 --> 00:08:20,960
+we remember what we were creating um and
+
+171
+00:08:17,319 --> 00:08:23,479
+I'm going to do risk and this is risk
+
+172
+00:08:20,960 --> 00:08:27,240
+one and risk
+
+173
+00:08:23,479 --> 00:08:30,080
+two okay so this all works great and I
+
+174
+00:08:27,240 --> 00:08:33,159
+should be able to order these Within
+
+175
+00:08:30,080 --> 00:08:36,000
+uh my backlog because my backlog is an
+
+176
+00:08:33,159 --> 00:08:38,120
+ordered list of work all of the things
+
+177
+00:08:36,000 --> 00:08:39,959
+on my backlog should be Tim limited
+
+178
+00:08:38,120 --> 00:08:42,680
+things that are going to be
+
+179
+00:08:39,959 --> 00:08:45,040
+delivered but now I've got um some
+
+180
+00:08:42,680 --> 00:08:46,760
+different things on here now okrs I can
+
+181
+00:08:45,040 --> 00:08:48,720
+imagine being a Time limited thing that
+
+182
+00:08:46,760 --> 00:08:52,040
+we're going to deliver and then they'll
+
+183
+00:08:48,720 --> 00:08:53,920
+disappear risks we don't really deliver
+
+184
+00:08:52,040 --> 00:08:56,600
+risks so they should probably never be
+
+185
+00:08:53,920 --> 00:08:58,600
+on a backlog uh but loads of people will
+
+186
+00:08:56,600 --> 00:09:00,440
+what they will try and do is they'll go
+
+187
+00:08:58,600 --> 00:09:05,560
+oh I want this
+
+188
+00:09:00,440 --> 00:09:08,000
+risk to be a child of what did we do
+
+189
+00:09:05,560 --> 00:09:10,040
+here uh Let's do let's do this one again
+
+190
+00:09:08,000 --> 00:09:11,480
+just to make it even more dysfunctional
+
+191
+00:09:10,040 --> 00:09:14,079
+uh we're going to create a new item and
+
+192
+00:09:11,480 --> 00:09:16,720
+I create that as a a child I'm going to
+
+193
+00:09:14,079 --> 00:09:19,360
+add that risk in as your devops will let
+
+194
+00:09:16,720 --> 00:09:21,880
+you do it as your devops has a the
+
+195
+00:09:19,360 --> 00:09:23,760
+underlying work item tracking system
+
+196
+00:09:21,880 --> 00:09:26,120
+didn't used to have these Adu planning
+
+197
+00:09:23,760 --> 00:09:28,040
+tools on top and you could do whatever
+
+198
+00:09:26,120 --> 00:09:31,640
+you wanted with whatever work item type
+
+199
+00:09:28,040 --> 00:09:34,240
+under the covers however now I've got
+
+200
+00:09:31,640 --> 00:09:37,600
+risk as a child of the product backlog
+
+201
+00:09:34,240 --> 00:09:40,560
+item and I might even think oh can I
+
+202
+00:09:37,600 --> 00:09:42,760
+even order that oh no I managed to break
+
+203
+00:09:40,560 --> 00:09:45,640
+it already you can see as soon as you
+
+204
+00:09:42,760 --> 00:09:48,120
+start doing uh um some of these things
+
+205
+00:09:45,640 --> 00:09:51,680
+it's going to get even well it only goes
+
+206
+00:09:48,120 --> 00:09:55,079
+up or down I can do that oh it it starts
+
+207
+00:09:51,680 --> 00:09:56,880
+to work really weird there's loads of
+
+208
+00:09:55,079 --> 00:09:58,600
+considerations in here the product team
+
+209
+00:09:56,880 --> 00:10:00,839
+can't take care of everything and you
+
+210
+00:09:58,600 --> 00:10:04,399
+can even see that it's not doing an
+
+211
+00:10:00,839 --> 00:10:07,480
+ordered list um as part of this these
+
+212
+00:10:04,399 --> 00:10:09,519
+items should not oh and it's even doing
+
+213
+00:10:07,480 --> 00:10:11,480
+very starting to do very weird stuff now
+
+214
+00:10:09,519 --> 00:10:14,480
+let me refresh that
+
+215
+00:10:11,480 --> 00:10:17,360
+again you should not have items that are
+
+216
+00:10:14,480 --> 00:10:18,920
+at the same level in the backlog as a
+
+217
+00:10:17,360 --> 00:10:21,640
+parent child relationship with each
+
+218
+00:10:18,920 --> 00:10:24,519
+other it's perfectly okay uh to have
+
+219
+00:10:21,640 --> 00:10:27,600
+different items at the same level so I
+
+220
+00:10:24,519 --> 00:10:29,320
+might have a bunch of bugs on my boards
+
+221
+00:10:27,600 --> 00:10:31,000
+that are going to be managed in here
+
+222
+00:10:29,320 --> 00:10:33,079
+here along with everything else and I
+
+223
+00:10:31,000 --> 00:10:37,079
+can order them with the rest of my work
+
+224
+00:10:33,079 --> 00:10:39,839
+that makes perfect sense but please try
+
+225
+00:10:37,079 --> 00:10:43,279
+and avoid having parent child
+
+226
+00:10:39,839 --> 00:10:45,600
+relationships at the same backlog level
+
+227
+00:10:43,279 --> 00:10:48,399
+and you'll see at the backlog level here
+
+228
+00:10:45,600 --> 00:10:50,440
+I have three items at other backlog lels
+
+229
+00:10:48,399 --> 00:10:53,480
+you might only have one item the easy
+
+230
+00:10:50,440 --> 00:10:54,600
+way around this is to just have one item
+
+231
+00:10:53,480 --> 00:10:57,600
+uh but if you do have bugs on the
+
+232
+00:10:54,600 --> 00:11:01,240
+backlog you'll also have bugs please
+
+233
+00:10:57,600 --> 00:11:01,240
+don't do this
+
+234
+00:11:02,920 --> 00:11:07,360
+the second thing that has the Azure
+
+235
+00:11:04,959 --> 00:11:11,920
+devops team pulling their hair out is
+
+236
+00:11:07,360 --> 00:11:13,600
+blocked columns or really any temporary
+
+237
+00:11:11,920 --> 00:11:17,279
+State
+
+238
+00:11:13,600 --> 00:11:21,639
+column the expectation for the states on
+
+239
+00:11:17,279 --> 00:11:24,440
+a work item is that every work item will
+
+240
+00:11:21,639 --> 00:11:27,959
+move through all of those
+
+241
+00:11:24,440 --> 00:11:30,279
+States if you create a temporary State
+
+242
+00:11:27,959 --> 00:11:33,519
+there's a number of process things that
+
+243
+00:11:30,279 --> 00:11:36,000
+become a problem but in reporting you're
+
+244
+00:11:33,519 --> 00:11:39,440
+going to have columns on your board
+
+245
+00:11:36,000 --> 00:11:41,920
+which not all work should pass through
+
+246
+00:11:39,440 --> 00:11:45,519
+let me show you what I mean so let me
+
+247
+00:11:41,920 --> 00:11:47,920
+switch to my board here for my
+
+248
+00:11:45,519 --> 00:11:51,279
+backlog those of you that are cand
+
+249
+00:11:47,920 --> 00:11:53,920
+minded might have noticed that I forgot
+
+250
+00:11:51,279 --> 00:11:57,720
+to mention whip
+
+251
+00:11:53,920 --> 00:11:59,839
+limits if you have uh one of these
+
+252
+00:11:57,720 --> 00:12:03,639
+temporary State columns like a blocked
+
+253
+00:11:59,839 --> 00:12:05,920
+column you are effectively hiding whip
+
+254
+00:12:03,639 --> 00:12:07,880
+whip goes over to a different field alth
+
+255
+00:12:05,920 --> 00:12:10,079
+the way is a different colum although
+
+256
+00:12:07,880 --> 00:12:13,480
+it's actually in that other column that
+
+257
+00:12:10,079 --> 00:12:16,760
+it has to go back to and lots of teams
+
+258
+00:12:13,480 --> 00:12:18,839
+you not deliberately but they hide that
+
+259
+00:12:16,760 --> 00:12:20,639
+whip over there so they can have more
+
+260
+00:12:18,839 --> 00:12:23,560
+things in progress cuz this blocked
+
+261
+00:12:20,639 --> 00:12:26,160
+thing doesn't count that's not how it's
+
+262
+00:12:23,560 --> 00:12:28,160
+supposed to work the blocked things
+
+263
+00:12:26,160 --> 00:12:31,160
+still
+
+264
+00:12:28,160 --> 00:12:31,160
+count
+
+265
+00:12:32,519 --> 00:12:40,160
+and here I have a customized board so I
+
+266
+00:12:35,199 --> 00:12:45,079
+have new approved um options develop
+
+267
+00:12:40,160 --> 00:12:48,760
+validate and done every work item on my
+
+268
+00:12:45,079 --> 00:12:49,639
+board is expected to move through all of
+
+269
+00:12:48,760 --> 00:12:53,000
+these
+
+270
+00:12:49,639 --> 00:12:55,320
+states uh the the item in new will be
+
+271
+00:12:53,000 --> 00:12:56,800
+approved by the product owner the item
+
+272
+00:12:55,320 --> 00:13:00,199
+that's approved by the product owner
+
+273
+00:12:56,800 --> 00:13:02,480
+will become an option for the team um
+
+274
+00:13:00,199 --> 00:13:04,519
+the team will then start working uh
+
+275
+00:13:02,480 --> 00:13:07,800
+during their Sprint and then they'll
+
+276
+00:13:04,519 --> 00:13:09,920
+pull things in to develop it it will go
+
+277
+00:13:07,800 --> 00:13:12,120
+from develop to develop done because
+
+278
+00:13:09,920 --> 00:13:15,560
+they've completed the development work
+
+279
+00:13:12,120 --> 00:13:17,959
+and then it will wait wait in this done
+
+280
+00:13:15,560 --> 00:13:20,680
+uh develop dun column as a wait State
+
+281
+00:13:17,959 --> 00:13:23,199
+until whoever's doing the validation
+
+282
+00:13:20,680 --> 00:13:26,959
+perhaps the same people are able to pull
+
+283
+00:13:23,199 --> 00:13:28,399
+that uh uh item into validate um and
+
+284
+00:13:26,959 --> 00:13:31,920
+then once the validation has been
+
+285
+00:13:28,399 --> 00:13:35,920
+successful they're going to drop it into
+
+286
+00:13:31,920 --> 00:13:38,760
+done that would be the common flow for
+
+287
+00:13:35,920 --> 00:13:42,720
+all of the work flowing across this
+
+288
+00:13:38,760 --> 00:13:44,959
+board let me make a little customization
+
+289
+00:13:42,720 --> 00:13:47,959
+this is the most common one uh that
+
+290
+00:13:44,959 --> 00:13:50,440
+people add I'm going to
+
+291
+00:13:47,959 --> 00:13:56,519
+add a blocked
+
+292
+00:13:50,440 --> 00:14:01,040
+column um now my first problem is what
+
+293
+00:13:56,519 --> 00:14:01,040
+state is it blocked in
+
+294
+00:14:01,320 --> 00:14:05,959
+which of these states is it blocked in
+
+295
+00:14:03,000 --> 00:14:08,000
+it's either blocked in the approved
+
+296
+00:14:05,959 --> 00:14:10,639
+State the new state the approved State
+
+297
+00:14:08,000 --> 00:14:12,040
+or the impr progress State uh whichever
+
+298
+00:14:10,639 --> 00:14:15,279
+one I
+
+299
+00:14:12,040 --> 00:14:18,000
+pick that might be weird so let me show
+
+300
+00:14:15,279 --> 00:14:20,079
+you let's say um blocked stuff is kind
+
+301
+00:14:18,000 --> 00:14:21,920
+of outside it's not really in progress
+
+302
+00:14:20,079 --> 00:14:24,639
+cuz it's blocked but maybe it was in
+
+303
+00:14:21,920 --> 00:14:26,959
+progress when we blocked it maybe it was
+
+304
+00:14:24,639 --> 00:14:28,639
+approved from we blocked it how do we
+
+305
+00:14:26,959 --> 00:14:30,880
+know what state it's supposed to go back
+
+306
+00:14:28,639 --> 00:14:32,519
+to let me just stick it in the new state
+
+307
+00:14:30,880 --> 00:14:35,800
+I'm going to have blocked items on the
+
+308
+00:14:32,519 --> 00:14:39,000
+left hand side of the board there so now
+
+309
+00:14:35,800 --> 00:14:41,680
+I've got an item in develop here it
+
+310
+00:14:39,000 --> 00:14:44,320
+becomes blocked so I'm going to move it
+
+311
+00:14:41,680 --> 00:14:46,839
+into
+
+312
+00:14:44,320 --> 00:14:48,880
+blocked and now well actually I think I
+
+313
+00:14:46,839 --> 00:14:50,759
+messed that up it's still in approved
+
+314
+00:14:48,880 --> 00:14:54,759
+wow it's gone to approved what did I do
+
+315
+00:14:50,759 --> 00:14:57,199
+wrong uh columns blocked ah I only
+
+316
+00:14:54,759 --> 00:14:58,399
+changed bug so if I change that to new
+
+317
+00:14:57,199 --> 00:15:00,240
+it's actually not going to let is it
+
+318
+00:14:58,399 --> 00:15:03,079
+going to let me do that
+
+319
+00:15:00,240 --> 00:15:05,880
+but that item disappears lovely jubly
+
+320
+00:15:03,079 --> 00:15:08,480
+let's move another item in there you can
+
+321
+00:15:05,880 --> 00:15:11,360
+see I'm already starting to run into
+
+322
+00:15:08,480 --> 00:15:14,800
+weird issues now I've put this item in
+
+323
+00:15:11,360 --> 00:15:18,360
+the blocked column um it becomes
+
+324
+00:15:14,800 --> 00:15:21,800
+unblocked uh where do I put it which
+
+325
+00:15:18,360 --> 00:15:24,040
+column does it go to well I can't
+
+326
+00:15:21,800 --> 00:15:25,759
+remember so I'm going to open the item
+
+327
+00:15:24,040 --> 00:15:27,480
+I'm going to go to the history and I'm
+
+328
+00:15:25,759 --> 00:15:30,319
+going to see it was approved and then
+
+329
+00:15:27,480 --> 00:15:33,240
+push back to new so so now it it was in
+
+330
+00:15:30,319 --> 00:15:34,800
+approved um so then it becomes an option
+
+331
+00:15:33,240 --> 00:15:37,360
+uh the team starts working on it and it
+
+332
+00:15:34,800 --> 00:15:37,360
+gets blocked
+
+333
+00:15:37,399 --> 00:15:43,759
+again so then we go to unblock it and we
+
+334
+00:15:40,560 --> 00:15:47,920
+go in we look at the details and now
+
+335
+00:15:43,759 --> 00:15:51,000
+it's gone from uh new to approved to new
+
+336
+00:15:47,920 --> 00:15:52,839
+to approved to
+
+337
+00:15:51,000 --> 00:15:56,480
+new
+
+338
+00:15:52,839 --> 00:16:00,920
+okay but we had it in develop so we put
+
+339
+00:15:56,480 --> 00:16:00,920
+it back in develop open it up
+
+340
+00:16:03,319 --> 00:16:09,959
+well that's H Madness is it in it is it
+
+341
+00:16:06,800 --> 00:16:12,040
+actually in progress it is in progress
+
+342
+00:16:09,959 --> 00:16:14,199
+see I am running into lots of issues
+
+343
+00:16:12,040 --> 00:16:18,160
+already so I'm going
+
+344
+00:16:14,199 --> 00:16:21,199
+to uh I maybe need to refresh my
+
+345
+00:16:18,160 --> 00:16:23,480
+board there we go and then I'm going to
+
+346
+00:16:21,199 --> 00:16:26,399
+open up the work item I'm going to go
+
+347
+00:16:23,480 --> 00:16:27,839
+back to here and there we go now we can
+
+348
+00:16:26,399 --> 00:16:30,560
+see everything that's going on so it
+
+349
+00:16:27,839 --> 00:16:32,399
+went from it went to new then to approve
+
+350
+00:16:30,560 --> 00:16:35,519
+then to new then to approve then to in
+
+351
+00:16:32,399 --> 00:16:38,120
+progress then to new then into in
+
+352
+00:16:35,519 --> 00:16:41,079
+progress but in actual fact under the
+
+353
+00:16:38,120 --> 00:16:42,880
+covers uh you'll see the board column uh
+
+354
+00:16:41,079 --> 00:16:45,680
+was blocked not blocked blocked not
+
+355
+00:16:42,880 --> 00:16:46,759
+blocked right oh we could mitigate this
+
+356
+00:16:45,680 --> 00:16:50,040
+there are some of you out there
+
+357
+00:16:46,759 --> 00:16:52,959
+screaming well what I would do is I
+
+358
+00:16:50,040 --> 00:16:56,959
+would go into my
+
+359
+00:16:52,959 --> 00:17:01,160
+process and I would go into
+
+360
+00:16:56,959 --> 00:17:05,839
+my uh put a backlog item I'd go into
+
+361
+00:17:01,160 --> 00:17:06,679
+States and I'd add like a core state for
+
+362
+00:17:05,839 --> 00:17:10,039
+this
+
+363
+00:17:06,679 --> 00:17:14,199
+item but now we have exactly the same
+
+364
+00:17:10,039 --> 00:17:18,039
+problem where should this blocked column
+
+365
+00:17:14,199 --> 00:17:20,760
+go in the core states is it blocked in
+
+366
+00:17:18,039 --> 00:17:23,319
+progress or is it blocked
+
+367
+00:17:20,760 --> 00:17:25,880
+proposed if it's blocked proposed and it
+
+368
+00:17:23,319 --> 00:17:27,760
+was in progress we're taking it out of
+
+369
+00:17:25,880 --> 00:17:30,200
+in progress into proposed if it's
+
+370
+00:17:27,760 --> 00:17:32,240
+blocked proposed and we put the blocked
+
+371
+00:17:30,200 --> 00:17:33,960
+column in progress then we're moving it
+
+372
+00:17:32,240 --> 00:17:37,080
+from proposed to in
+
+373
+00:17:33,960 --> 00:17:39,320
+progress this is madness this is going
+
+374
+00:17:37,080 --> 00:17:42,520
+to cause loads of issues this is true
+
+375
+00:17:39,320 --> 00:17:45,720
+whether you've got a blocked column
+
+376
+00:17:42,520 --> 00:17:49,880
+uh I don't know what else might you have
+
+377
+00:17:45,720 --> 00:17:54,400
+um on hold um any sort of intermittent
+
+378
+00:17:49,880 --> 00:17:59,240
+state that could appear in any column of
+
+379
+00:17:54,400 --> 00:18:01,919
+your board what is a much more effective
+
+380
+00:17:59,240 --> 00:18:04,400
+idea I'm going to remove that nasty
+
+381
+00:18:01,919 --> 00:18:08,120
+nasty blocked column a much more
+
+382
+00:18:04,400 --> 00:18:12,320
+effective idea is we create a tag for
+
+383
+00:18:08,120 --> 00:18:15,320
+blocked if I add a new uh blocked tag
+
+384
+00:18:12,320 --> 00:18:19,039
+boom save
+
+385
+00:18:15,320 --> 00:18:21,919
+that and now I can very easily see that
+
+386
+00:18:19,039 --> 00:18:25,520
+this item was blocked and approved I can
+
+387
+00:18:21,919 --> 00:18:29,480
+see that this item was
+
+388
+00:18:25,520 --> 00:18:31,559
+blocked in develop and it is very clear
+
+389
+00:18:29,480 --> 00:18:33,080
+which column they were blocked in how
+
+390
+00:18:31,559 --> 00:18:35,039
+they were well maybe not how they were
+
+391
+00:18:33,080 --> 00:18:36,760
+blocked you need to ask some questions
+
+392
+00:18:35,039 --> 00:18:38,440
+but I know that was blocked in developed
+
+393
+00:18:36,760 --> 00:18:40,720
+so I might ask different questions from
+
+394
+00:18:38,440 --> 00:18:44,159
+it's blocked and approved and when I
+
+395
+00:18:40,720 --> 00:18:47,640
+want to remove blocked I can very easily
+
+396
+00:18:44,159 --> 00:18:50,200
+just go remove the tag hit save and now
+
+397
+00:18:47,640 --> 00:18:53,320
+that item is no longer marked as blocked
+
+398
+00:18:50,200 --> 00:18:57,720
+now I was able to achieve that uh with
+
+399
+00:18:53,320 --> 00:18:59,600
+an extra uh annotation here a tag color
+
+400
+00:18:57,720 --> 00:19:02,640
+blocked his bright red R so that it is
+
+401
+00:18:59,600 --> 00:19:06,000
+obvious on the board but tagging is a
+
+402
+00:19:02,640 --> 00:19:07,960
+great way to Mark blocked in addition
+
+403
+00:19:06,000 --> 00:19:10,320
+that will support other plugins
+
+404
+00:19:07,960 --> 00:19:14,039
+certainly plugins that I like to use I
+
+405
+00:19:10,320 --> 00:19:16,520
+have actionable agile uh metrics for uh
+
+406
+00:19:14,039 --> 00:19:19,600
+predictability around here so there's
+
+407
+00:19:16,520 --> 00:19:22,440
+the actionable agile um tool which gives
+
+408
+00:19:19,600 --> 00:19:24,679
+you much better graphs on what's going
+
+409
+00:19:22,440 --> 00:19:27,799
+on with your data it's just loaded the
+
+410
+00:19:24,679 --> 00:19:31,480
+sample data but if I load the Azure data
+
+411
+00:19:27,799 --> 00:19:34,600
+I can load the board history uh go grab
+
+412
+00:19:31,480 --> 00:19:37,000
+that scrum team I think we were on scrum
+
+413
+00:19:34,600 --> 00:19:38,640
+Team 2 um and I can
+
+414
+00:19:37,000 --> 00:19:42,120
+go
+
+415
+00:19:38,640 --> 00:19:44,240
+I've probably not chosen a board we're
+
+416
+00:19:42,120 --> 00:19:47,080
+going to load backlog items there we go
+
+417
+00:19:44,240 --> 00:19:51,679
+it's lit up it's going to go load that
+
+418
+00:19:47,080 --> 00:19:54,640
+data 34 work items um and I have some
+
+419
+00:19:51,679 --> 00:19:56,440
+stuff that's changed behind the scenes
+
+420
+00:19:54,640 --> 00:20:00,400
+uh so I'm going to go take that in
+
+421
+00:19:56,440 --> 00:20:02,520
+progress State and stick it on here
+
+422
+00:20:00,400 --> 00:20:06,360
+that's where I want those two items to
+
+423
+00:20:02,520 --> 00:20:09,200
+exist so now I can model uh this on the
+
+424
+00:20:06,360 --> 00:20:13,120
+board um it might not have anything
+
+425
+00:20:09,200 --> 00:20:16,280
+useful on the board because um this is
+
+426
+00:20:13,120 --> 00:20:18,360
+demo environment uh but if something is
+
+427
+00:20:16,280 --> 00:20:21,600
+blocked in here you will see the blocked
+
+428
+00:20:18,360 --> 00:20:25,200
+time in days popping up um and that will
+
+429
+00:20:21,600 --> 00:20:28,720
+use the blocked um tag and it will not
+
+430
+00:20:25,200 --> 00:20:31,400
+use a blocked column cand teams should
+
+431
+00:20:28,720 --> 00:20:34,559
+not ever have blocked columns um that
+
+432
+00:20:31,400 --> 00:20:38,280
+creates a lot of dysfunctional behaviors
+
+433
+00:20:34,559 --> 00:20:41,559
+so please try and avoid having a blocked
+
+434
+00:20:38,280 --> 00:20:44,080
+column and instead opt for a Blog tag
+
+435
+00:20:41,559 --> 00:20:47,400
+with a highlight don't use blocked
+
+436
+00:20:44,080 --> 00:20:50,200
+columns or any uh temporary State
+
+437
+00:20:47,400 --> 00:20:52,280
+columns on your board and certainly
+
+438
+00:20:50,200 --> 00:20:55,280
+don't add it to work items and force
+
+439
+00:20:52,280 --> 00:20:55,280
+everybody to have
+
+440
+00:20:57,600 --> 00:21:03,480
+them the third thing that makes the
+
+441
+00:21:00,799 --> 00:21:07,080
+Azure devops team's toes
+
+442
+00:21:03,480 --> 00:21:11,440
+curl is too many work item
+
+443
+00:21:07,080 --> 00:21:14,720
+States now work item States exist at a
+
+444
+00:21:11,440 --> 00:21:18,080
+much lower level in Azure devops than
+
+445
+00:21:14,720 --> 00:21:21,039
+team choice so when we were looking at
+
+446
+00:21:18,080 --> 00:21:23,880
+changing columns on a board adding more
+
+447
+00:21:21,039 --> 00:21:26,200
+columns removing columns that gives
+
+448
+00:21:23,880 --> 00:21:28,880
+individual teams within the context of a
+
+449
+00:21:26,200 --> 00:21:31,279
+project lots of flexibility and how they
+
+450
+00:21:28,880 --> 00:21:32,640
+want to work what they want to report on
+
+451
+00:21:31,279 --> 00:21:35,760
+what their workflow is and what they
+
+452
+00:21:32,640 --> 00:21:37,720
+want to see but lots of organizations
+
+453
+00:21:35,760 --> 00:21:39,799
+are
+
+454
+00:21:37,720 --> 00:21:42,840
+incredibly uh uh
+
+455
+00:21:39,799 --> 00:21:45,520
+authoritarian on the way that they do
+
+456
+00:21:42,840 --> 00:21:48,600
+this and they mandate a bunch of states
+
+457
+00:21:45,520 --> 00:21:51,760
+for everybody so here I've got an
+
+458
+00:21:48,600 --> 00:21:54,000
+example I've got a a project here um a
+
+459
+00:21:51,760 --> 00:21:56,480
+bunch of States has been added and I'm
+
+460
+00:21:54,000 --> 00:21:59,080
+going to go to my board and suddenly
+
+461
+00:21:56,480 --> 00:22:01,799
+you'll see this is this is going to be a
+
+462
+00:21:59,080 --> 00:22:03,360
+problem the column configurations are
+
+463
+00:22:01,799 --> 00:22:04,880
+not correct cuz those columns don't
+
+464
+00:22:03,360 --> 00:22:07,960
+exist somebody's messed with them and I
+
+465
+00:22:04,880 --> 00:22:09,559
+need to fix it uh so oh that's the howto
+
+466
+00:22:07,960 --> 00:22:11,799
+fix it I don't want that I just want to
+
+467
+00:22:09,559 --> 00:22:14,600
+fix it correct it now and it's going to
+
+468
+00:22:11,799 --> 00:22:17,840
+pop up that board and now I had my
+
+469
+00:22:14,600 --> 00:22:20,279
+original approved options develop
+
+470
+00:22:17,840 --> 00:22:22,120
+validate done and now I've got a bunch
+
+471
+00:22:20,279 --> 00:22:25,320
+of crazy things in the middle so let's
+
+472
+00:22:22,120 --> 00:22:25,320
+have a look at what we've
+
+473
+00:22:27,520 --> 00:22:32,159
+got
+
+474
+00:22:29,679 --> 00:22:34,320
+okay these are the columns the minimum
+
+475
+00:22:32,159 --> 00:22:39,520
+set of columns I'm now more or less
+
+476
+00:22:34,320 --> 00:22:45,720
+forced to use as a team so if I go into
+
+477
+00:22:39,520 --> 00:22:45,720
+my admin and I create a new team
+
+478
+00:22:46,039 --> 00:22:51,840
+teams new
+
+479
+00:22:48,120 --> 00:22:55,840
+team scrum team
+
+480
+00:22:51,840 --> 00:22:58,720
+three create that I probably need to set
+
+481
+00:22:55,840 --> 00:23:00,080
+some stuff up so I'll do it now let from
+
+482
+00:22:58,720 --> 00:23:03,400
+Team
+
+483
+00:23:00,080 --> 00:23:07,000
+three have I got my iteration yes I've
+
+484
+00:23:03,400 --> 00:23:08,760
+got a default iteration path let's who
+
+485
+00:23:07,000 --> 00:23:12,559
+where what Sprint are we on I can't
+
+486
+00:23:08,760 --> 00:23:14,799
+remember the dates but let's put
+
+487
+00:23:12,559 --> 00:23:18,679
+six let's do
+
+488
+00:23:14,799 --> 00:23:21,799
+that and we have area paths okay we're
+
+489
+00:23:18,679 --> 00:23:25,600
+all good so
+
+490
+00:23:21,799 --> 00:23:29,400
+now I click on boards and I go to my
+
+491
+00:23:25,600 --> 00:23:32,880
+scrum team 3 board this will be the
+
+492
+00:23:29,400 --> 00:23:37,760
+default board that every team that uses
+
+493
+00:23:32,880 --> 00:23:39,720
+this project will get it's massive it's
+
+494
+00:23:37,760 --> 00:23:41,200
+not only does it barely fit on the
+
+495
+00:23:39,720 --> 00:23:43,880
+screen in fact it doesn't fit on the
+
+496
+00:23:41,200 --> 00:23:45,760
+screen I've got to scroll to get let me
+
+497
+00:23:43,880 --> 00:23:48,520
+zoom out there we go now I've got
+
+498
+00:23:45,760 --> 00:23:52,279
+everything on the screen at 50% um not
+
+499
+00:23:48,520 --> 00:23:55,880
+only that uh but adding items to the to
+
+500
+00:23:52,279 --> 00:23:55,880
+the board
+
+501
+00:23:57,000 --> 00:24:03,200
+um moving them across you can see that
+
+502
+00:24:00,880 --> 00:24:06,440
+it's going to take H time to move them
+
+503
+00:24:03,200 --> 00:24:12,080
+across all of these states are on that
+
+504
+00:24:06,440 --> 00:24:17,039
+work item it's just an absolute mess now
+
+505
+00:24:12,080 --> 00:24:18,720
+I can as a team member go in and say uh
+
+506
+00:24:17,039 --> 00:24:21,520
+I don't want
+
+507
+00:24:18,720 --> 00:24:23,679
+feedback I don't want
+
+508
+00:24:21,520 --> 00:24:26,279
+review we're going to have we don't want
+
+509
+00:24:23,679 --> 00:24:29,799
+design and I don't want initiation we're
+
+510
+00:24:26,279 --> 00:24:32,720
+going to have new uh uh well is approval
+
+511
+00:24:29,799 --> 00:24:35,360
+and approved new
+
+512
+00:24:32,720 --> 00:24:38,000
+approved um and then we're going to have
+
+513
+00:24:35,360 --> 00:24:41,080
+only one state in so we're going to have
+
+514
+00:24:38,000 --> 00:24:44,039
+develop uh
+
+515
+00:24:41,080 --> 00:24:45,720
+um there's a lot of columns in here
+
+516
+00:24:44,039 --> 00:24:48,919
+let's get rid of that in
+
+517
+00:24:45,720 --> 00:24:50,200
+progress uh pre-production uat so we're
+
+518
+00:24:48,919 --> 00:24:52,000
+going to have
+
+519
+00:24:50,200 --> 00:24:55,320
+this
+
+520
+00:24:52,000 --> 00:24:57,919
+oh column has two items in it the design
+
+521
+00:24:55,320 --> 00:24:59,559
+column I can't get rid of oh joy so let
+
+522
+00:24:57,919 --> 00:25:04,279
+me put these
+
+523
+00:24:59,559 --> 00:25:07,320
+back go and uh I want to remove remove
+
+524
+00:25:04,279 --> 00:25:10,520
+design remove initiation remove remove
+
+525
+00:25:07,320 --> 00:25:13,440
+remove feedback remove approval I've got
+
+526
+00:25:10,520 --> 00:25:15,919
+approved develop validate remove in
+
+527
+00:25:13,440 --> 00:25:17,440
+progress pre there that's a little bit
+
+528
+00:25:15,919 --> 00:25:21,159
+more manageable a little bit more
+
+529
+00:25:17,440 --> 00:25:24,080
+manageable but now although I can move
+
+530
+00:25:21,159 --> 00:25:25,960
+work items through these states you can
+
+531
+00:25:24,080 --> 00:25:27,720
+see that it added the pre-production
+
+532
+00:25:25,960 --> 00:25:31,039
+state on there but here it's just
+
+533
+00:25:27,720 --> 00:25:34,240
+develop and validate but if I go into my
+
+534
+00:25:31,039 --> 00:25:36,799
+States and somebody moves a work item to
+
+535
+00:25:34,240 --> 00:25:40,520
+one of the states that doesn't exist on
+
+536
+00:25:36,799 --> 00:25:42,399
+my board my work item disappears you
+
+537
+00:25:40,520 --> 00:25:43,840
+need to have all of those States in
+
+538
+00:25:42,399 --> 00:25:46,720
+order to be able to see all the work
+
+539
+00:25:43,840 --> 00:25:50,399
+items you could do some mitigating
+
+540
+00:25:46,720 --> 00:25:53,159
+around making sure that you have queries
+
+541
+00:25:50,399 --> 00:25:55,279
+that show work items that are in states
+
+542
+00:25:53,159 --> 00:25:59,000
+that you're not using but it just
+
+543
+00:25:55,279 --> 00:26:00,440
+overloads the team it overloads um the
+
+544
+00:25:59,000 --> 00:26:02,440
+it doesn't overload the tool you can see
+
+545
+00:26:00,440 --> 00:26:04,039
+the tool renders it just fine but how do
+
+546
+00:26:02,440 --> 00:26:05,559
+you find the stuff you're looking for
+
+547
+00:26:04,039 --> 00:26:08,799
+how do you know what state it's supposed
+
+548
+00:26:05,559 --> 00:26:12,279
+to be in how do you uh move things
+
+549
+00:26:08,799 --> 00:26:16,799
+through that state and if I now add a
+
+550
+00:26:12,279 --> 00:26:16,799
+bug onto this board
+
+551
+00:26:17,120 --> 00:26:24,520
+um which the bug only has uh two states
+
+552
+00:26:21,919 --> 00:26:29,039
+you can see it's in approved it's now in
+
+553
+00:26:24,520 --> 00:26:31,760
+New it's now in New New uat
+
+554
+00:26:29,039 --> 00:26:34,000
+done oh that's that's the bug new and
+
+555
+00:26:31,760 --> 00:26:36,120
+done it makes it more difficult for
+
+556
+00:26:34,000 --> 00:26:38,600
+teams it makes it more difficult for
+
+557
+00:26:36,120 --> 00:26:39,720
+administrators it makes it more
+
+558
+00:26:38,600 --> 00:26:44,760
+difficult for
+
+559
+00:26:39,720 --> 00:26:44,760
+collaboration please don't use too many
+
+560
+00:26:48,240 --> 00:26:56,679
+states the fourth thing uh that gets in
+
+561
+00:26:52,360 --> 00:26:59,240
+the way of aure devops is too many work
+
+562
+00:26:56,679 --> 00:27:02,159
+item types like
+
+563
+00:26:59,240 --> 00:27:04,039
+why do we need more than a few work item
+
+564
+00:27:02,159 --> 00:27:06,960
+types it's really common I see this a
+
+565
+00:27:04,039 --> 00:27:09,000
+lot with customers um I know the Azure
+
+566
+00:27:06,960 --> 00:27:11,640
+devops team talk about this one a lot it
+
+567
+00:27:09,000 --> 00:27:13,559
+causes a lot of performance issues um
+
+568
+00:27:11,640 --> 00:27:15,320
+but too many work item types like what
+
+569
+00:27:13,559 --> 00:27:18,880
+do we need them for I've got I've got an
+
+570
+00:27:15,320 --> 00:27:22,279
+example here um of too many work I'm
+
+571
+00:27:18,880 --> 00:27:25,919
+work item types so here's uh my back
+
+572
+00:27:22,279 --> 00:27:28,640
+clog and this back clog has 1 two 3 four
+
+573
+00:27:25,919 --> 00:27:31,360
+five different work item types here here
+
+574
+00:27:28,640 --> 00:27:35,880
+technical debt Sprint goal okr user
+
+575
+00:27:31,360 --> 00:27:39,000
+story and hypothesis um I don't know why
+
+576
+00:27:35,880 --> 00:27:42,240
+you would want this many work item types
+
+577
+00:27:39,000 --> 00:27:45,039
+all it creates is additional choices
+
+578
+00:27:42,240 --> 00:27:48,159
+that are a little bit difficult to to
+
+579
+00:27:45,039 --> 00:27:50,159
+change you you can just change work item
+
+580
+00:27:48,159 --> 00:27:55,480
+type that is
+
+581
+00:27:50,159 --> 00:27:57,080
+possible um but why why have so many I I
+
+582
+00:27:55,480 --> 00:27:59,440
+don't understand it myself I'm going to
+
+583
+00:27:57,080 --> 00:28:02,039
+show you what I mean if I open up the
+
+584
+00:27:59,440 --> 00:28:07,240
+project here um and I have
+
+585
+00:28:02,039 --> 00:28:10,480
+seen I've made this one um but I have
+
+586
+00:28:07,240 --> 00:28:13,720
+seen uh projects that have this this
+
+587
+00:28:10,480 --> 00:28:15,880
+many uh work item types I've seen
+
+588
+00:28:13,720 --> 00:28:18,559
+application change requests compliance
+
+589
+00:28:15,880 --> 00:28:21,720
+task dependency all of these things I
+
+590
+00:28:18,559 --> 00:28:24,159
+have seen um perhaps not kitchen sink I
+
+591
+00:28:21,720 --> 00:28:26,360
+haven't seen kitchen sink um but that's
+
+592
+00:28:24,159 --> 00:28:28,399
+what it feels like something sometimes
+
+593
+00:28:26,360 --> 00:28:32,760
+we're going to put everything including
+
+594
+00:28:28,399 --> 00:28:34,600
+the kitchen sink in here and it serves
+
+595
+00:28:32,760 --> 00:28:37,200
+to
+
+596
+00:28:34,600 --> 00:28:38,720
+confuse um and confound people if you
+
+597
+00:28:37,200 --> 00:28:42,919
+remember some of the previous things we
+
+598
+00:28:38,720 --> 00:28:46,360
+talked about was um uh a hierarchy at
+
+599
+00:28:42,919 --> 00:28:49,679
+the same backlog level so now I've got
+
+600
+00:28:46,360 --> 00:28:52,080
+hypothesis okr Sprint gos technical debt
+
+601
+00:28:49,679 --> 00:28:54,799
+and user story at the same level so now
+
+602
+00:28:52,080 --> 00:29:00,880
+I can go in here and say well this is my
+
+603
+00:28:54,799 --> 00:29:04,760
+user story and uh let say my Sprint goal
+
+604
+00:29:00,880 --> 00:29:07,000
+I'm going to add that user story as a
+
+605
+00:29:04,760 --> 00:29:14,360
+child of that
+
+606
+00:29:07,000 --> 00:29:14,360
+item um and I'm going to add um
+
+607
+00:29:14,640 --> 00:29:22,279
+let's and I'm going to add
+
+608
+00:29:19,320 --> 00:29:25,399
+that as a
+
+609
+00:29:22,279 --> 00:29:25,399
+parent that
+
+610
+00:29:27,039 --> 00:29:31,399
+one
+
+611
+00:29:29,000 --> 00:29:34,120
+and this seems to make perfect logical
+
+612
+00:29:31,399 --> 00:29:35,840
+sense right I've got some okrs uh that
+
+613
+00:29:34,120 --> 00:29:37,480
+I'm trying to achieve I'm going to have
+
+614
+00:29:35,840 --> 00:29:38,960
+this is my goal this Sprint which is to
+
+615
+00:29:37,480 --> 00:29:41,919
+achieve that okr and then I have user
+
+616
+00:29:38,960 --> 00:29:44,640
+stories when you have multiple items at
+
+617
+00:29:41,919 --> 00:29:48,080
+the same level it's definitely much more
+
+618
+00:29:44,640 --> 00:29:51,760
+likely that this is going to occur uh uh
+
+619
+00:29:48,080 --> 00:29:53,720
+within a a project or product um and it
+
+620
+00:29:51,760 --> 00:29:55,559
+just gets confusing because now we can
+
+621
+00:29:53,720 --> 00:29:57,480
+no longer order those items like you saw
+
+622
+00:29:55,559 --> 00:30:00,840
+before um we can no longer do other
+
+623
+00:29:57,480 --> 00:30:03,320
+things with these items uh also you can
+
+624
+00:30:00,840 --> 00:30:05,799
+see here I've got items at different
+
+625
+00:30:03,320 --> 00:30:07,960
+levels so here I've got feature has
+
+626
+00:30:05,799 --> 00:30:10,880
+application feature product goal
+
+627
+00:30:07,960 --> 00:30:13,679
+research item and epic has epic which is
+
+628
+00:30:10,880 --> 00:30:17,399
+the default initiative and I added
+
+629
+00:30:13,679 --> 00:30:19,120
+Kitchen syn in there just for fun um and
+
+630
+00:30:17,399 --> 00:30:20,960
+then there's a whole bunch of here that
+
+631
+00:30:19,120 --> 00:30:24,320
+are not associated with any particular
+
+632
+00:30:20,960 --> 00:30:26,360
+backlog so it's okay to have a few extra
+
+633
+00:30:24,320 --> 00:30:32,320
+work item types you might add something
+
+634
+00:30:26,360 --> 00:30:34,399
+like um risk to to to to to your backlog
+
+635
+00:30:32,320 --> 00:30:37,720
+but if it's if we're talking about
+
+636
+00:30:34,399 --> 00:30:41,080
+pieces of work um especially things like
+
+637
+00:30:37,720 --> 00:30:45,159
+a hypothesis or an okr that might make
+
+638
+00:30:41,080 --> 00:30:49,159
+better sense as a field on your standard
+
+639
+00:30:45,159 --> 00:30:52,600
+work item right the I I could add a new
+
+640
+00:30:49,159 --> 00:30:55,639
+field in here for the type of user story
+
+641
+00:30:52,600 --> 00:31:00,360
+and have uh this is this is
+
+642
+00:30:55,639 --> 00:31:03,480
+a an epic this is a Fe this is a a a use
+
+643
+00:31:00,360 --> 00:31:07,639
+case this is a user story right um
+
+644
+00:31:03,480 --> 00:31:09,679
+rather than user story being the type I
+
+645
+00:31:07,639 --> 00:31:12,039
+prefer to have product backlog item and
+
+646
+00:31:09,679 --> 00:31:14,960
+then add those types to it right how am
+
+647
+00:31:12,039 --> 00:31:16,919
+I breaking down these different uh work
+
+648
+00:31:14,960 --> 00:31:19,919
+items because I want to do something
+
+649
+00:31:16,919 --> 00:31:23,000
+different with them much more effective
+
+650
+00:31:19,919 --> 00:31:25,399
+to use a field um and then you never
+
+651
+00:31:23,000 --> 00:31:28,039
+need to change type from one type to
+
+652
+00:31:25,399 --> 00:31:29,080
+another type so what I want you def
+
+653
+00:31:28,039 --> 00:31:30,440
+itely want you to do when you're
+
+654
+00:31:29,080 --> 00:31:33,960
+thinking about
+
+655
+00:31:30,440 --> 00:31:37,159
+whether you should add a new work item
+
+656
+00:31:33,960 --> 00:31:40,000
+type is is the reason that you need it
+
+657
+00:31:37,159 --> 00:31:43,440
+painful enough that you have to have it
+
+658
+00:31:40,000 --> 00:31:46,840
+um Can it just be a tag applied
+
+659
+00:31:43,440 --> 00:31:49,880
+to a work item that would be the most
+
+660
+00:31:46,840 --> 00:31:53,120
+optimal fastest quickest easiest
+
+661
+00:31:49,880 --> 00:31:56,039
+cheapest least invasive uh way to do
+
+662
+00:31:53,120 --> 00:31:57,960
+that next do we need to have a field on
+
+663
+00:31:56,039 --> 00:32:01,279
+the work item cuz maybe we want to
+
+664
+00:31:57,960 --> 00:32:03,240
+report on it um don't just put add
+
+665
+00:32:01,279 --> 00:32:05,880
+fields and report on it because somebody
+
+666
+00:32:03,240 --> 00:32:07,880
+says they want to report on it um I I
+
+667
+00:32:05,880 --> 00:32:10,799
+get this a lot awful lot in
+
+668
+00:32:07,880 --> 00:32:13,399
+organizations where they want to add
+
+669
+00:32:10,799 --> 00:32:16,600
+custom custom work item types add custom
+
+670
+00:32:13,399 --> 00:32:20,679
+Fields add custom States because they
+
+671
+00:32:16,600 --> 00:32:24,159
+want to report on it my first question
+
+672
+00:32:20,679 --> 00:32:26,679
+is always what different choices are you
+
+673
+00:32:24,159 --> 00:32:28,679
+going to make based on these reports
+
+674
+00:32:26,679 --> 00:32:30,159
+what reports are they going to appear in
+
+675
+00:32:28,679 --> 00:32:32,039
+and what different choices is the
+
+676
+00:32:30,159 --> 00:32:34,320
+business or the team going to make based
+
+677
+00:32:32,039 --> 00:32:36,480
+on that data if they can't answer that
+
+678
+00:32:34,320 --> 00:32:38,360
+question I I probably not going to
+
+679
+00:32:36,480 --> 00:32:40,279
+create that work item type I'm not going
+
+680
+00:32:38,360 --> 00:32:42,279
+to add that extra field there needs to
+
+681
+00:32:40,279 --> 00:32:45,480
+be a reason for it to be there because
+
+682
+00:32:42,279 --> 00:32:47,880
+it's more to manage it's more to support
+
+683
+00:32:45,480 --> 00:32:50,159
+it's more for people to do it leads to
+
+684
+00:32:47,880 --> 00:32:52,440
+more confusion which means you need more
+
+685
+00:32:50,159 --> 00:32:54,279
+training how do people know what all of
+
+686
+00:32:52,440 --> 00:32:56,559
+these work item types and extra fuels
+
+687
+00:32:54,279 --> 00:32:58,360
+and extra states are for what they're
+
+688
+00:32:56,559 --> 00:33:00,960
+supposed to be for are they using them
+
+689
+00:32:58,360 --> 00:33:02,880
+correctly who's checking that these
+
+690
+00:33:00,960 --> 00:33:05,880
+things are all being used correct this
+
+691
+00:33:02,880 --> 00:33:08,919
+is just a maintenance nightmare it just
+
+692
+00:33:05,880 --> 00:33:12,200
+doesn't make sense to use too many work
+
+693
+00:33:08,919 --> 00:33:14,720
+item states don't put the kitchen sink
+
+694
+00:33:12,200 --> 00:33:17,240
+in that
+
+695
+00:33:14,720 --> 00:33:19,480
+list that was the top four rookie
+
+696
+00:33:17,240 --> 00:33:22,679
+mistakes in Azure devops that make the
+
+697
+00:33:19,480 --> 00:33:24,919
+product team's toes curl if you are
+
+698
+00:33:22,679 --> 00:33:27,960
+finding that you have any of these types
+
+699
+00:33:24,919 --> 00:33:31,039
+of issues in your environment the
+
+700
+00:33:27,960 --> 00:33:35,000
+agility can help you or we can help you
+
+701
+00:33:31,039 --> 00:33:37,120
+find somebody who can don't wait the
+
+702
+00:33:35,000 --> 00:33:39,600
+longer you leave these types of issues
+
+703
+00:33:37,120 --> 00:33:42,900
+in place the more expensive it can be to
+
+704
+00:33:39,600 --> 00:33:50,959
+fix get in touch in the comments
+
+705
+00:33:42,900 --> 00:33:50,959
+[Music]
+
+706
+00:33:52,159 --> 00:33:55,159
+below
+
+
diff --git a/site/content/resources/videos/youtube/jcs-2G99Rrw/index.captions.en.md b/site/content/resources/videos/youtube/jcs-2G99Rrw/index.captions.en.md
new file mode 100644
index 000000000..6fac26d0b
--- /dev/null
+++ b/site/content/resources/videos/youtube/jcs-2G99Rrw/index.captions.en.md
@@ -0,0 +1,25 @@
+I work with many enterprise organisations that use Azure DevOps, and many of them do things that either reduce the effectiveness of the features or break them entirely. I asked Dan Helm, the principal product manager for Azure DevOps, what the top four issues were, and this is the result.
+
+Hi, I'm Martin Hinwood, owner and principal consultant at Naked Agility. I'm a professional Scrum trainer with Scrum.org, a professional Kanban trainer with Pro Kanban, and I've been a Microsoft MVP in GitHub and Azure DevOps for 15 years. 
+
+Azure DevOps, in its current incarnation, was built for agile teams by agile teams. The Azure DevOps product team transitioned to Agile around 2013, and they moved almost overnight from a two-year delivery schedule to one of three weeks. As of the time I recorded this video, they have completed 235 sprints and delivered 235 times to production in this new model. 
+
+This was not always the case, and many of the tools, features, and capabilities which persist from the Visual Studio Team System days of the product are much more relevant for companies that are not using agile practices. When Microsoft created Team Foundation Server back in 2006, the intent was to create a connected experience for all of the tools and capabilities that an engineering team would use. The idea was to create a holistic connected experience from ideation all the way through to delivery, with full traceability of how and why things were added. 
+
+However, back in 2006, Microsoft found this to be at odds with the organisation's general outlook, and they ended up with a very Microsoft technology-only focused system. Fast forward to 2011 and the move to the cloud, and suddenly those limitations were much more prominent and needed to be fixed. There's a fantastic paper from Buck Hodges, director of engineering for Azure DevOps, on this, and I'll put a link in the comments below. 
+
+As Microsoft transformed TFS to become a cloud product, it also addressed many of the Microsoft-centric issues that held back its adoption. The tool started to reflect the original dream, and the idea of 1ES, or one engineering system, was born. The intent of 1ES, as with the original team system, was to reduce the complexity of product delivery by ensuring that everybody working on a product knew where their stuff was: work items, builds, release environments, and more. 
+
+Today, Azure DevOps supports any technology from any stack and has enabled that 1ES dream. However, as with all products, users use them in many ways that were not envisaged by their creators. But with something as complicated as Azure DevOps, there are a number of things that users do that go against the very intent and paradigms of the tool itself. 
+
+I'll show you the top four issues that give the Azure DevOps team palpitations. 
+
+So the first item that has the Azure DevOps product team pulling their hair out is same-level hierarchy. Creating a hierarchy of work items that happen to be exactly the same level. So let's take a look at what that looks like. I'm going to show a simple example, and then we'll go make a customisation and show a more complicated example. 
+
+So here I have my product backlog. I've got my product backlog items. I have under here a task, which is a sub-item. So I can quite easily go in here and add a new item. I'm going to call it a child, and I'm going to add a task. Click okay. You can see I suck at that, and now I have two tasks underneath this item. But what I've done over here is I have added product backlog items as children of product backlog items. 
+
+So it is represented on this board, and I should be able to... can I still move this around? Oh, I can still move this around here. But when I go to try and grab one of these items, I can order it inside of the context. Oh, and there I've managed to break it. This is why this is a problem. 
+
+Work item 4052C can't be ordered because it's appearing in the same category. So if I hit refresh, it'll have gone back to where it was. There we go. So I was just trying to order within this category, and it jumped out, and that was the problem. If I go and try and order it over here, I will immediately get that error. That's the one I was going to show you. 
+
+And now I can't do anything with that until I refresh, and it will go back underneath because it has a parent-child relationship. You can't order that hierarchy.
\ No newline at end of file
diff --git a/site/content/resources/videos/youtube/kOj-O99mUZE/data.captions.en.srt b/site/content/resources/videos/youtube/kOj-O99mUZE/data.captions.en.srt
new file mode 100644
index 000000000..0f83656cc
--- /dev/null
+++ b/site/content/resources/videos/youtube/kOj-O99mUZE/data.captions.en.srt
@@ -0,0 +1,213 @@
+1
+00:00:00,160 --> 00:00:08,639
+the applying scaling portfolio cbank
+
+2
+00:00:03,960 --> 00:00:11,880
+class is really about how do we look at
+
+3
+00:00:08,639 --> 00:00:14,240
+our system no longer at the team level
+
+4
+00:00:11,880 --> 00:00:16,279
+and but how do we look at our system at
+
+5
+00:00:14,240 --> 00:00:21,400
+the at the organization level at the
+
+6
+00:00:16,279 --> 00:00:23,240
+program level um and what how how do we
+
+7
+00:00:21,400 --> 00:00:26,199
+then
+
+8
+00:00:23,240 --> 00:00:29,000
+understand analyze the work and create
+
+9
+00:00:26,199 --> 00:00:33,680
+create effective strategies for enabling
+
+10
+00:00:29,000 --> 00:00:35,960
+that flow of of uh uh uh portfolio items
+
+11
+00:00:33,680 --> 00:00:38,200
+through our system to increase the
+
+12
+00:00:35,960 --> 00:00:39,840
+amount of value that we deliver for our
+
+13
+00:00:38,200 --> 00:00:42,680
+products to to to increase
+
+14
+00:00:39,840 --> 00:00:44,719
+predictability so that we can um have a
+
+15
+00:00:42,680 --> 00:00:47,480
+better understanding of which things are
+
+16
+00:00:44,719 --> 00:00:50,719
+likely success to be successful which
+
+17
+00:00:47,480 --> 00:00:52,399
+things we need to cut our losses on um
+
+18
+00:00:50,719 --> 00:00:55,399
+which things need to be changed
+
+19
+00:00:52,399 --> 00:00:58,160
+drastically in order to to to result in
+
+20
+00:00:55,399 --> 00:01:01,480
+that value acrel and so it really
+
+21
+00:00:58,160 --> 00:01:04,559
+focuses at at at for heads of
+
+22
+00:01:01,480 --> 00:01:07,040
+departments so agile coaches uh project
+
+23
+00:01:04,559 --> 00:01:08,880
+managers development leads uh high level
+
+24
+00:01:07,040 --> 00:01:11,640
+product owners scrum Masters and product
+
+25
+00:01:08,880 --> 00:01:14,360
+managers that are trying to deliver lots
+
+26
+00:01:11,640 --> 00:01:17,360
+of things um that may be competing
+
+27
+00:01:14,360 --> 00:01:20,200
+things into production um and they need
+
+28
+00:01:17,360 --> 00:01:23,159
+to to increase the flow through the
+
+29
+00:01:20,200 --> 00:01:25,320
+system right we want to deliver um more
+
+30
+00:01:23,159 --> 00:01:28,400
+stuff more quickly we want to get faster
+
+31
+00:01:25,320 --> 00:01:30,200
+and more predictable um at delivery and
+
+32
+00:01:28,400 --> 00:01:33,560
+those are all things that we're going to
+
+33
+00:01:30,200 --> 00:01:37,399
+talk about in the applying scaled
+
+34
+00:01:33,560 --> 00:01:39,410
+portfolio cbang class so th this course
+
+35
+00:01:37,399 --> 00:01:40,640
+will help
+
+36
+00:01:39,410 --> 00:01:44,240
+[Music]
+
+37
+00:01:40,640 --> 00:01:46,799
+um leaders in
+
+38
+00:01:44,240 --> 00:01:49,079
+organizations understand the current
+
+39
+00:01:46,799 --> 00:01:52,439
+flow through their system and ask more
+
+40
+00:01:49,079 --> 00:01:55,680
+interesting questions about what they
+
+41
+00:01:52,439 --> 00:01:58,640
+can do differently to improve the flow
+
+42
+00:01:55,680 --> 00:02:01,280
+and predictability through the system um
+
+43
+00:01:58,640 --> 00:02:03,799
+so whatever your your your system is at
+
+44
+00:02:01,280 --> 00:02:07,560
+that level how do you understand what is
+
+45
+00:02:03,799 --> 00:02:10,000
+going on in portfolio and increase that
+
+46
+00:02:07,560 --> 00:02:12,120
+flow of delivery of work for the
+
+47
+00:02:10,000 --> 00:02:13,680
+business and increased predictability if
+
+48
+00:02:12,120 --> 00:02:16,080
+you want to have a discussion about your
+
+49
+00:02:13,680 --> 00:02:19,120
+unique needs or situation then please
+
+50
+00:02:16,080 --> 00:02:22,080
+book a call or visit us at naked agility
+
+51
+00:02:19,120 --> 00:02:23,519
+tocom uh we also have our immersive and
+
+52
+00:02:22,080 --> 00:02:27,879
+traditional public classes on our
+
+53
+00:02:23,519 --> 00:02:27,879
+website and would' love to hear from you
+
+
diff --git a/site/content/resources/videos/youtube/kOj-O99mUZE/index.captions.en.md b/site/content/resources/videos/youtube/kOj-O99mUZE/index.captions.en.md
new file mode 100644
index 000000000..64e20cb9e
--- /dev/null
+++ b/site/content/resources/videos/youtube/kOj-O99mUZE/index.captions.en.md
@@ -0,0 +1,7 @@
+The applying scaling portfolio cbank class is really about how do we look at our system no longer at the team level but how do we look at our system at the organisation level at the programme level. Um, and what how how do we then understand, analyse the work and create effective strategies for enabling that flow of portfolio items through our system to increase the amount of value that we deliver for our products to increase predictability so that we can have a better understanding of which things are likely to be successful, which things we need to cut our losses on, um, which things need to be changed drastically in order to result in that value creation.
+
+And so it really focuses at for heads of departments, so agile coaches, project managers, development leads, high-level product owners, scrum masters and product managers that are trying to deliver lots of things, um, that may be competing things into production. Um, and they need to increase the flow through the system. Right, we want to deliver um more stuff more quickly. We want to get faster and more predictable um at delivery and those are all things that we're going to talk about in the applying scaled portfolio cbank class.
+
+So this course will help um leaders in organisations understand the current flow through their system and ask more interesting questions about what they can do differently to improve the flow and predictability through the system. Um, so whatever your system is at that level, how do you understand what is going on in portfolio and increase that flow of delivery of work for the business and increased predictability?
+
+If you want to have a discussion about your unique needs or situation, then please book a call or visit us at Naked Agility. Um, we also have our immersive and traditional public classes on our website and would love to hear from you.
\ No newline at end of file
diff --git a/site/content/resources/videos/youtube/kTszGsXPLXY/data.captions.en.srt b/site/content/resources/videos/youtube/kTszGsXPLXY/data.captions.en.srt
new file mode 100644
index 000000000..4d90226a7
--- /dev/null
+++ b/site/content/resources/videos/youtube/kTszGsXPLXY/data.captions.en.srt
@@ -0,0 +1,509 @@
+1
+00:00:00,080 --> 00:00:06,080
+so how easy is it to get started with
+
+2
+00:00:03,000 --> 00:00:09,280
+caman to to have a pilot to to try
+
+3
+00:00:06,080 --> 00:00:12,799
+something it's it's it's super easy pick
+
+4
+00:00:09,280 --> 00:00:15,599
+a team apply a cman strategy it's really
+
+5
+00:00:12,799 --> 00:00:17,800
+that that easy um sometimes it's
+
+6
+00:00:15,599 --> 00:00:19,800
+difficult to convince people uh people
+
+7
+00:00:17,800 --> 00:00:22,279
+behave how they're measured so normally
+
+8
+00:00:19,800 --> 00:00:23,920
+it's the the the the traditional metrics
+
+9
+00:00:22,279 --> 00:00:25,519
+and measures within the organization
+
+10
+00:00:23,920 --> 00:00:28,080
+that prevent you from doing some of
+
+11
+00:00:25,519 --> 00:00:32,559
+these things but there are tools out
+
+12
+00:00:28,080 --> 00:00:35,440
+there that can help if most folks today
+
+13
+00:00:32,559 --> 00:00:38,920
+most are probably using either jir or a
+
+14
+00:00:35,440 --> 00:00:41,000
+your devops uh to to to manage their
+
+15
+00:00:38,920 --> 00:00:43,559
+work since most of us work from home
+
+16
+00:00:41,000 --> 00:00:44,840
+quite a lot of the time right uh so we
+
+17
+00:00:43,559 --> 00:00:46,120
+don't have the boards on the wall
+
+18
+00:00:44,840 --> 00:00:49,160
+anymore we don't have the opportunity
+
+19
+00:00:46,120 --> 00:00:52,359
+for that um so
+
+20
+00:00:49,160 --> 00:00:56,399
+using get get get access to some of the
+
+21
+00:00:52,359 --> 00:00:59,600
+data analytics uh in both jira and uh
+
+22
+00:00:56,399 --> 00:01:01,160
+aure devops and look at some of the data
+
+23
+00:00:59,600 --> 00:01:03,559
+look at the the camand data look at the
+
+24
+00:01:01,160 --> 00:01:05,479
+graphs um and see what's going on in
+
+25
+00:01:03,559 --> 00:01:08,080
+your current system right that's that's
+
+26
+00:01:05,479 --> 00:01:10,280
+see what's going on and then get
+
+27
+00:01:08,080 --> 00:01:12,080
+together and run a workshop run a
+
+28
+00:01:10,280 --> 00:01:13,920
+workshop on Define creating your
+
+29
+00:01:12,080 --> 00:01:16,439
+definition of workflow defining how the
+
+30
+00:01:13,920 --> 00:01:18,759
+way it is you work just now start to
+
+31
+00:01:16,439 --> 00:01:20,400
+have those conversations but don't think
+
+32
+00:01:18,759 --> 00:01:23,439
+absolutely do not think you can have a
+
+33
+00:01:20,400 --> 00:01:26,119
+two-hour workshop and then you're done
+
+34
+00:01:23,439 --> 00:01:28,479
+that two-hour Workshop is just a start
+
+35
+00:01:26,119 --> 00:01:31,360
+for for starting people thinking about
+
+36
+00:01:28,479 --> 00:01:34,479
+how they work because most most people
+
+37
+00:01:31,360 --> 00:01:36,000
+don't really understand how they work
+
+38
+00:01:34,479 --> 00:01:38,360
+they don't understand how they work cuz
+
+39
+00:01:36,000 --> 00:01:40,079
+they just do it they just do it the way
+
+40
+00:01:38,360 --> 00:01:41,840
+they do it they've never had to write it
+
+41
+00:01:40,079 --> 00:01:44,320
+down they've never had to discuss it
+
+42
+00:01:41,840 --> 00:01:46,119
+with each other and you start having
+
+43
+00:01:44,320 --> 00:01:49,159
+very interesting conversations with the
+
+44
+00:01:46,119 --> 00:01:52,320
+team that Arc of conversations kind of
+
+45
+00:01:49,159 --> 00:01:55,280
+needs to play out right in order to get
+
+46
+00:01:52,320 --> 00:01:58,479
+to consensus of this is the way we agree
+
+47
+00:01:55,280 --> 00:02:00,719
+how we work once you've got that
+
+48
+00:01:58,479 --> 00:02:05,520
+agreement you're you're you're you're
+
+49
+00:02:00,719 --> 00:02:06,200
+doing caman but you can just start with
+
+50
+00:02:05,520 --> 00:02:10,679
+the
+
+51
+00:02:06,200 --> 00:02:13,080
+metrics right Sometimes using metrics to
+
+52
+00:02:10,679 --> 00:02:15,959
+kind of Drive people's behaviors can be
+
+53
+00:02:13,080 --> 00:02:19,959
+super valuable so if you started
+
+54
+00:02:15,959 --> 00:02:23,160
+recording the cycle time from when work
+
+55
+00:02:19,959 --> 00:02:25,440
+starts to when it finishes in the system
+
+56
+00:02:23,160 --> 00:02:27,519
+and just start looking at that data how
+
+57
+00:02:25,440 --> 00:02:29,480
+long does work take on average to go
+
+58
+00:02:27,519 --> 00:02:31,640
+through the system how long does an
+
+59
+00:02:29,480 --> 00:02:33,720
+indiv idual item take to go through the
+
+60
+00:02:31,640 --> 00:02:36,160
+system and then you can look at
+
+61
+00:02:33,720 --> 00:02:38,680
+something like a cycle time scatter plot
+
+62
+00:02:36,160 --> 00:02:41,120
+and look for outliers right this is
+
+63
+00:02:38,680 --> 00:02:44,200
+something that you actually don't need
+
+64
+00:02:41,120 --> 00:02:46,920
+any Buy in from anybody in the team or
+
+65
+00:02:44,200 --> 00:02:49,280
+anybody in the organization to do load
+
+66
+00:02:46,920 --> 00:02:52,080
+the current data from Azure devops or
+
+67
+00:02:49,280 --> 00:02:55,200
+jira into a a tool that lets you
+
+68
+00:02:52,080 --> 00:02:56,200
+visualize the cand metrics and look at
+
+69
+00:02:55,200 --> 00:02:59,560
+what's going
+
+70
+00:02:56,200 --> 00:03:00,280
+on start asking more interesting
+
+71
+00:02:59,560 --> 00:03:03,200
+question
+
+72
+00:03:00,280 --> 00:03:05,200
+questions during uh uh your your
+
+73
+00:03:03,200 --> 00:03:05,879
+meetings and events that you have with
+
+74
+00:03:05,200 --> 00:03:09,640
+the
+
+75
+00:03:05,879 --> 00:03:11,959
+team right when you see those outliers
+
+76
+00:03:09,640 --> 00:03:13,680
+that that piece of work that took uh you
+
+77
+00:03:11,959 --> 00:03:16,440
+know we do we do two week Sprints and
+
+78
+00:03:13,680 --> 00:03:19,480
+there's a piece of work that took 430
+
+79
+00:03:16,440 --> 00:03:24,120
+days to complete right ask that question
+
+80
+00:03:19,480 --> 00:03:27,120
+at the retr why did this take 430 days
+
+81
+00:03:24,120 --> 00:03:28,920
+what what could we have done differently
+
+82
+00:03:27,120 --> 00:03:31,439
+right that's asking more and using the
+
+83
+00:03:28,920 --> 00:03:33,159
+data to ask more interesting questions
+
+84
+00:03:31,439 --> 00:03:35,720
+and as you start asking those more
+
+85
+00:03:33,159 --> 00:03:38,000
+interesting questions hopefully somebody
+
+86
+00:03:35,720 --> 00:03:40,920
+on your team or in your group or or a
+
+87
+00:03:38,000 --> 00:03:43,159
+leader will ask how do you know how did
+
+88
+00:03:40,920 --> 00:03:45,879
+you see this where how did you spot
+
+89
+00:03:43,159 --> 00:03:48,760
+these things and you can start
+
+90
+00:03:45,879 --> 00:03:51,319
+introducing little pieces of Camp say
+
+91
+00:03:48,760 --> 00:03:53,239
+I'm using this psycle time scatter plot
+
+92
+00:03:51,319 --> 00:03:55,280
+it's showing that all of these items are
+
+93
+00:03:53,239 --> 00:03:58,439
+above the 95th percentile these are the
+
+94
+00:03:55,280 --> 00:04:00,400
+outliers so I'm asking questions about
+
+95
+00:03:58,439 --> 00:04:02,519
+these and and why are they like that and
+
+96
+00:04:00,400 --> 00:04:04,200
+how how do they how do they go together
+
+97
+00:04:02,519 --> 00:04:06,680
+oh that's really cool is there any more
+
+98
+00:04:04,200 --> 00:04:08,159
+data like that well yes there is you can
+
+99
+00:04:06,680 --> 00:04:11,319
+start having those
+
+100
+00:04:08,159 --> 00:04:14,840
+conversations so it's I think it's very
+
+101
+00:04:11,319 --> 00:04:18,479
+easy to start using caman in the
+
+102
+00:04:14,840 --> 00:04:21,759
+organization all it takes is any
+
+103
+00:04:18,479 --> 00:04:25,080
+individual on the team to start
+
+104
+00:04:21,759 --> 00:04:27,720
+analyzing the data and looking and
+
+105
+00:04:25,080 --> 00:04:33,080
+suggesting optimizations for the
+
+106
+00:04:27,720 --> 00:04:35,199
+team trying bu build some credibility so
+
+107
+00:04:33,080 --> 00:04:37,400
+that you can start having discussions
+
+108
+00:04:35,199 --> 00:04:41,759
+about definition of workflow you can do
+
+109
+00:04:37,400 --> 00:04:44,400
+it Ninja right you can say well how do
+
+110
+00:04:41,759 --> 00:04:46,560
+we pick you know doing the retrospective
+
+111
+00:04:44,400 --> 00:04:49,280
+I I I'm interested in how we all pick
+
+112
+00:04:46,560 --> 00:04:51,160
+the next piece of work we're going to do
+
+113
+00:04:49,280 --> 00:04:53,759
+oh well I do this and I do that and I do
+
+114
+00:04:51,160 --> 00:04:56,240
+the other thing start pulling on those
+
+115
+00:04:53,759 --> 00:05:00,680
+threads just start pulling on the
+
+116
+00:04:56,240 --> 00:05:03,440
+threads so ultimately how easy is it to
+
+117
+00:05:00,680 --> 00:05:06,160
+create a cam pilot in your organization
+
+118
+00:05:03,440 --> 00:05:08,800
+super easy just do it it just needs one
+
+119
+00:05:06,160 --> 00:05:12,639
+person to start looking at the data one
+
+120
+00:05:08,800 --> 00:05:15,160
+person to start asking more interesting
+
+121
+00:05:12,639 --> 00:05:17,479
+questions if your current system of work
+
+122
+00:05:15,160 --> 00:05:19,840
+is failing you then you would benefit
+
+123
+00:05:17,479 --> 00:05:22,880
+from creating and applying a cand
+
+124
+00:05:19,840 --> 00:05:25,720
+strategy our professional cand trainers
+
+125
+00:05:22,880 --> 00:05:27,960
+and Consultants are ready to help don't
+
+126
+00:05:25,720 --> 00:05:32,400
+wait the sooner you start the sooner
+
+127
+00:05:27,960 --> 00:05:32,400
+you'll improve getting touch below
+
+
diff --git a/site/content/resources/videos/youtube/kTszGsXPLXY/index.captions.en.md b/site/content/resources/videos/youtube/kTszGsXPLXY/index.captions.en.md
new file mode 100644
index 000000000..50f9ae52c
--- /dev/null
+++ b/site/content/resources/videos/youtube/kTszGsXPLXY/index.captions.en.md
@@ -0,0 +1,13 @@
+So how easy is it to get started with Caman? To have a pilot, to try something, it's super easy. Pick a team, apply a Caman strategy. It's really that easy. Sometimes it's difficult to convince people. People behave how they're measured, so normally it's the traditional metrics and measures within the organisation that prevent you from doing some of these things. But there are tools out there that can help. Most folks today are probably using either JIRA or Azure DevOps to manage their work, since most of us work from home quite a lot of the time, right? So we don't have the boards on the wall anymore; we don't have the opportunity for that.
+
+Using JIRA and Azure DevOps, get access to some of the data analytics, look at some of the data, look at the Caman data, look at the graphs, and see what's going on in your current system. That's see what's going on, and then get together and run a workshop. Run a workshop on defining your definition of workflow, defining how the way it is you work just now. Start to have those conversations, but don't think—absolutely do not think—you can have a two-hour workshop and then you're done. That two-hour workshop is just a start for starting people thinking about how they work because most people don't really understand how they work. They don't understand how they work because they just do it. They just do it the way they do it. They've never had to write it down; they've never had to discuss it with each other. 
+
+You start having very interesting conversations with the team. That arc of conversations kind of needs to play out, right, in order to get to consensus of this is the way we agree how we work. Once you've got that agreement, you're doing Caman. But you can just start with the metrics, right? Sometimes using metrics to kind of drive people's behaviours can be super valuable. So if you started recording the cycle time from when work starts to when it finishes in the system and just start looking at that data—how long does work take on average to go through the system? How long does an individual item take to go through the system? 
+
+Then you can look at something like a cycle time scatter plot and look for outliers. This is something that you actually don't need any buy-in from anybody in the team or anybody in the organisation to do. Load the current data from Azure DevOps or JIRA into a tool that lets you visualise the Caman metrics and look at what's going on. Start asking more interesting questions during your meetings and events that you have with the team. When you see those outliers, that piece of work that took, you know, we do two-week sprints, and there's a piece of work that took 430 days to complete, right? Ask that question at the retro: why did this take 430 days? What could we have done differently? 
+
+That's asking more and using the data to ask more interesting questions. As you start asking those more interesting questions, hopefully somebody on your team or in your group or a leader will ask, "How do you know? How did you see this? How did you spot these things?" You can start introducing little pieces of Caman, saying, "I'm using this cycle time scatter plot. It's showing that all of these items are above the 95th percentile; these are the outliers. So I'm asking questions about these and why are they like that, and how do they go together?" 
+
+Oh, that's really cool! Is there any more data like that? Well, yes, there is. You can start having those conversations. So I think it's very easy to start using Caman in the organisation. All it takes is any individual on the team to start analysing the data and looking and suggesting optimisations for the team, trying to build some credibility so that you can start having discussions about the definition of workflow. You can do it ninja, right? You can say, "Well, how do we pick?" You know, doing the retrospective, "I'm interested in how we all pick the next piece of work we're going to do." 
+
+Oh, well, I do this, and I do that, and I do the other thing. Start pulling on those threads. Just start pulling on the threads. So ultimately, how easy is it to create a Caman pilot in your organisation? Super easy. Just do it. It just needs one person to start looking at the data, one person to start asking more interesting questions. If your current system of work is failing you, then you would benefit from creating and applying a Caman strategy. Our professional Caman trainers and consultants are ready to help. Don't wait; the sooner you start, the sooner you'll improve. Get in touch below.
\ No newline at end of file
diff --git a/site/content/resources/videos/youtube/m2Z4UV4OQlI/data.captions.en.srt b/site/content/resources/videos/youtube/m2Z4UV4OQlI/data.captions.en.srt
new file mode 100644
index 000000000..a55a1b700
--- /dev/null
+++ b/site/content/resources/videos/youtube/m2Z4UV4OQlI/data.captions.en.srt
@@ -0,0 +1,561 @@
+1
+00:00:00,199 --> 00:00:08,559
+I would recommend the pal ebm class
+
+2
+00:00:05,000 --> 00:00:11,719
+really to anybody who works in a company
+
+3
+00:00:08,559 --> 00:00:15,080
+who wants to take it in a direction of
+
+4
+00:00:11,719 --> 00:00:16,920
+success so you could be a manager uh
+
+5
+00:00:15,080 --> 00:00:19,160
+managing a a team within your
+
+6
+00:00:16,920 --> 00:00:21,640
+organization you could be managing a
+
+7
+00:00:19,160 --> 00:00:24,359
+group of teams you could be managing a
+
+8
+00:00:21,640 --> 00:00:27,279
+whole product or you could
+
+9
+00:00:24,359 --> 00:00:31,039
+be CEO managing the whole
+
+10
+00:00:27,279 --> 00:00:33,840
+company um you could be a product owner
+
+11
+00:00:31,039 --> 00:00:36,360
+you could be um you could be a scrum
+
+12
+00:00:33,840 --> 00:00:39,879
+Master you could be a leader anywhere in
+
+13
+00:00:36,360 --> 00:00:45,039
+leadership in the organization the
+
+14
+00:00:39,879 --> 00:00:46,000
+the the P ebm class is designed to take
+
+15
+00:00:45,039 --> 00:00:49,320
+the
+
+16
+00:00:46,000 --> 00:00:53,039
+participants through a a a
+
+17
+00:00:49,320 --> 00:00:55,879
+story that enables understanding right
+
+18
+00:00:53,039 --> 00:00:58,280
+that's that's how how we as humans learn
+
+19
+00:00:55,879 --> 00:01:02,120
+best is to
+
+20
+00:00:58,280 --> 00:01:05,960
+experience and tell stories and engage
+
+21
+00:01:02,120 --> 00:01:08,560
+in some kind of activities um and the
+
+22
+00:01:05,960 --> 00:01:11,799
+PBM class is designed to take us through
+
+23
+00:01:08,560 --> 00:01:15,000
+those ideas about effectively why why
+
+24
+00:01:11,799 --> 00:01:18,759
+aren't our existing metrics uh that we
+
+25
+00:01:15,000 --> 00:01:20,280
+collect being successful right um what
+
+26
+00:01:18,759 --> 00:01:23,000
+is it about them that's being
+
+27
+00:01:20,280 --> 00:01:25,159
+unsuccessful so not just this one's bad
+
+28
+00:01:23,000 --> 00:01:28,360
+and this one's good right but what is
+
+29
+00:01:25,159 --> 00:01:30,360
+the underlying reason the people reason
+
+30
+00:01:28,360 --> 00:01:33,680
+why a lot of those metcs are
+
+31
+00:01:30,360 --> 00:01:36,479
+unsuccessful connecting those dots and
+
+32
+00:01:33,680 --> 00:01:40,000
+enabling the people in the group to
+
+33
+00:01:36,479 --> 00:01:42,360
+really understand the impact of having
+
+34
+00:01:40,000 --> 00:01:44,360
+good metrics almost almost every
+
+35
+00:01:42,360 --> 00:01:49,200
+participant I've had that goes through
+
+36
+00:01:44,360 --> 00:01:52,479
+the pal ebm has had Epiphany like
+
+37
+00:01:49,200 --> 00:01:54,920
+realizations about what they're not
+
+38
+00:01:52,479 --> 00:01:56,840
+doing in their organization that they
+
+39
+00:01:54,920 --> 00:01:58,000
+really should be doing right that they
+
+40
+00:01:56,840 --> 00:02:00,719
+really should be looking at these
+
+41
+00:01:58,000 --> 00:02:03,159
+metrics they really should be um um
+
+42
+00:02:00,719 --> 00:02:06,039
+iteratively looking at them over time
+
+43
+00:02:03,159 --> 00:02:08,479
+seeing the trend and Direction and using
+
+44
+00:02:06,039 --> 00:02:11,840
+metrics to shape the direction of the
+
+45
+00:02:08,479 --> 00:02:14,200
+organization while watching out for
+
+46
+00:02:11,840 --> 00:02:16,160
+negative behaviors caused in people by
+
+47
+00:02:14,200 --> 00:02:18,280
+monitoring those metrics right there's
+
+48
+00:02:16,160 --> 00:02:20,840
+lots of great examples out there of of
+
+49
+00:02:18,280 --> 00:02:23,959
+of of poor metrics we tell a lot of
+
+50
+00:02:20,840 --> 00:02:26,560
+those stories in the class right in the
+
+51
+00:02:23,959 --> 00:02:28,680
+PBM class the trainer tells a lot of the
+
+52
+00:02:26,560 --> 00:02:31,040
+the the stories of organizations out
+
+53
+00:02:28,680 --> 00:02:33,280
+there um a lot of that information is
+
+54
+00:02:31,040 --> 00:02:36,080
+publicly available as well that you can
+
+55
+00:02:33,280 --> 00:02:39,440
+find the the the those metrics that
+
+56
+00:02:36,080 --> 00:02:41,319
+we've always used right and the negative
+
+57
+00:02:39,440 --> 00:02:43,560
+impact that they've had on organizations
+
+58
+00:02:41,319 --> 00:02:46,319
+over the longer term that's not really
+
+59
+00:02:43,560 --> 00:02:48,400
+obvious in the short term but you do you
+
+60
+00:02:46,319 --> 00:02:51,920
+do something over five or 10 years in
+
+61
+00:02:48,400 --> 00:02:54,080
+your organization um and it it can be
+
+62
+00:02:51,920 --> 00:02:56,239
+absolutely detrimental to the way the
+
+63
+00:02:54,080 --> 00:02:58,800
+way that you do business uh one of the
+
+64
+00:02:56,239 --> 00:03:02,680
+stories that I always tell um for
+
+65
+00:02:58,800 --> 00:03:06,239
+leaders is is is is Microsoft Microsoft
+
+66
+00:03:02,680 --> 00:03:08,599
+used to have uh used to do stack ranking
+
+67
+00:03:06,239 --> 00:03:09,760
+if you Google stack ranking uh you'll
+
+68
+00:03:08,599 --> 00:03:12,400
+find a whole bunch of other
+
+69
+00:03:09,760 --> 00:03:14,560
+organizations that have also never been
+
+70
+00:03:12,400 --> 00:03:17,319
+successful using it in fact been wholly
+
+71
+00:03:14,560 --> 00:03:20,599
+unsuccessful using it uh but stack
+
+72
+00:03:17,319 --> 00:03:22,480
+ranking was this idea uh that you you as
+
+73
+00:03:20,599 --> 00:03:25,040
+a as a manager every manager in the
+
+74
+00:03:22,480 --> 00:03:27,840
+organization stack ranks every one of
+
+75
+00:03:25,040 --> 00:03:31,599
+their direct reports and the bottom 10%
+
+76
+00:03:27,840 --> 00:03:33,200
+is out of the out of the team right uh
+
+77
+00:03:31,599 --> 00:03:35,760
+and if you're in the bottom 10% three
+
+78
+00:03:33,200 --> 00:03:38,000
+times in a row you're out the company
+
+79
+00:03:35,760 --> 00:03:41,720
+and one of the things that we we engage
+
+80
+00:03:38,000 --> 00:03:43,080
+with is how would something like that we
+
+81
+00:03:41,720 --> 00:03:44,680
+have a lot of different scenarios but
+
+82
+00:03:43,080 --> 00:03:47,680
+how would something like that impact on
+
+83
+00:03:44,680 --> 00:03:50,640
+the behaviors of the people within the
+
+84
+00:03:47,680 --> 00:03:53,159
+organization right and and it's so
+
+85
+00:03:50,640 --> 00:03:56,040
+obvious in
+
+86
+00:03:53,159 --> 00:03:58,640
+hindsight the negative impact of those
+
+87
+00:03:56,040 --> 00:04:00,640
+types of metrics on behaviors of people
+
+88
+00:03:58,640 --> 00:04:03,120
+that you want to be be collaborating
+
+89
+00:04:00,640 --> 00:04:05,560
+together towards a common goal how would
+
+90
+00:04:03,120 --> 00:04:07,120
+this impact with them it's blatantly
+
+91
+00:04:05,560 --> 00:04:10,560
+obvious to
+
+92
+00:04:07,120 --> 00:04:13,519
+us the negative impact of that but then
+
+93
+00:04:10,560 --> 00:04:16,320
+why was it policy within Microsoft and
+
+94
+00:04:13,519 --> 00:04:18,639
+Engineering Organization for 10 years
+
+95
+00:04:16,320 --> 00:04:21,799
+right what why did they not change it
+
+96
+00:04:18,639 --> 00:04:24,160
+sooner and it took Satia coming along to
+
+97
+00:04:21,799 --> 00:04:26,759
+to to to to make that change and it's
+
+98
+00:04:24,160 --> 00:04:29,240
+cuz people cling onto their beliefs in
+
+99
+00:04:26,759 --> 00:04:31,759
+spite of the data the data is telling
+
+100
+00:04:29,240 --> 00:04:36,280
+them it's not going well and they cling
+
+101
+00:04:31,759 --> 00:04:37,880
+to it and part of uh uh pal ebm is
+
+102
+00:04:36,280 --> 00:04:40,560
+transparency right we're have an
+
+103
+00:04:37,880 --> 00:04:42,240
+empirical system for monitoring our data
+
+104
+00:04:40,560 --> 00:04:45,240
+so we want to be able to really see
+
+105
+00:04:42,240 --> 00:04:47,000
+what's going on see the real data and
+
+106
+00:04:45,240 --> 00:04:50,680
+then make decisions based on what's
+
+107
+00:04:47,000 --> 00:04:52,960
+really going on not the general fiction
+
+108
+00:04:50,680 --> 00:04:55,320
+that most business decisions are are are
+
+109
+00:04:52,960 --> 00:04:58,000
+are made on at the moment so that's why
+
+110
+00:04:55,320 --> 00:05:00,400
+I would recommend the pal ebm I would
+
+111
+00:04:58,000 --> 00:05:02,680
+heartily recommend it for individual ual
+
+112
+00:05:00,400 --> 00:05:06,520
+um but I would even more recommend it
+
+113
+00:05:02,680 --> 00:05:08,320
+for organization leadership teams to go
+
+114
+00:05:06,520 --> 00:05:11,759
+through together I've done that a number
+
+115
+00:05:08,320 --> 00:05:13,720
+of times with organizations and one of
+
+116
+00:05:11,759 --> 00:05:19,120
+the one of the comments that I got from
+
+117
+00:05:13,720 --> 00:05:20,960
+a from a um a CIO in in the P BM was
+
+118
+00:05:19,120 --> 00:05:24,080
+these are the conversations that we've
+
+119
+00:05:20,960 --> 00:05:26,319
+never had time to have right that that
+
+120
+00:05:24,080 --> 00:05:28,960
+we should have had before now that we've
+
+121
+00:05:26,319 --> 00:05:31,080
+all had that little little warning Bell
+
+122
+00:05:28,960 --> 00:05:33,400
+going off thinking we should have these
+
+123
+00:05:31,080 --> 00:05:35,680
+conversations and we've just not had
+
+124
+00:05:33,400 --> 00:05:38,199
+them
+
+125
+00:05:35,680 --> 00:05:40,160
+because we don't have time we don't have
+
+126
+00:05:38,199 --> 00:05:44,600
+the inclination we don't feel like we
+
+127
+00:05:40,160 --> 00:05:46,919
+can voice it and the class creates space
+
+128
+00:05:44,600 --> 00:05:49,240
+for leadership teams to really have
+
+129
+00:05:46,919 --> 00:05:51,440
+those deep conversations on how are they
+
+130
+00:05:49,240 --> 00:05:53,360
+going to measure success what does
+
+131
+00:05:51,440 --> 00:05:55,440
+success even
+
+132
+00:05:53,360 --> 00:05:57,720
+mean and how are they going to
+
+133
+00:05:55,440 --> 00:05:59,759
+iteratively strategize towards the
+
+134
+00:05:57,720 --> 00:06:01,680
+desired outcome if you want to a
+
+135
+00:05:59,759 --> 00:06:04,360
+discussion about your unique needs or
+
+136
+00:06:01,680 --> 00:06:07,360
+situation then please book a call or
+
+137
+00:06:04,360 --> 00:06:09,599
+visit us at naked agility tocom uh we
+
+138
+00:06:07,360 --> 00:06:11,360
+also have our immersive and traditional
+
+139
+00:06:09,599 --> 00:06:14,840
+public classes on our website and we'd
+
+140
+00:06:11,360 --> 00:06:14,840
+love to hear from you
+
+
diff --git a/site/content/resources/videos/youtube/m2Z4UV4OQlI/index.captions.en.md b/site/content/resources/videos/youtube/m2Z4UV4OQlI/index.captions.en.md
new file mode 100644
index 000000000..0246bf175
--- /dev/null
+++ b/site/content/resources/videos/youtube/m2Z4UV4OQlI/index.captions.en.md
@@ -0,0 +1 @@
+I would recommend the PAL EBM class really to anybody who works in a company who wants to take it in a direction of success. So you could be a manager managing a team within your organisation, you could be managing a group of teams, you could be managing a whole product, or you could be CEO managing the whole company. You could be a product owner, you could be a Scrum Master, you could be a leader anywhere in leadership in the organisation. The PEBM class is designed to take the participants through a story that enables understanding. Right, that's how we as humans learn best, is to experience and tell stories and engage in some kind of activities. The PBM class is designed to take us through those ideas about effectively why our existing metrics that we collect aren't being successful. Right, what is it about them that's being unsuccessful? So not just this one's bad and this one's good, but what is the underlying reason, the people reason, why a lot of those metrics are unsuccessful? Connecting those dots and enabling the people in the group to really understand the impact of having good metrics. Almost every participant I've had that goes through the PAL EBM has had epiphany-like realisations about what they're not doing in their organisation that they really should be doing. Right, that they really should be looking at these metrics, they really should be iteratively looking at them over time, seeing the trend and direction, and using metrics to shape the direction of the organisation while watching out for negative behaviours caused in people by monitoring those metrics. Right, there's lots of great examples out there of poor metrics. We tell a lot of those stories in the class. Right, in the PBM class, the trainer tells a lot of the stories of organisations out there. A lot of that information is publicly available as well, that you can find those metrics that we've always used and the negative impact that they've had on organisations over the longer term. That's not really obvious in the short term, but you do something over five or ten years in your organisation, and it can be absolutely detrimental to the way that you do business. One of the stories that I always tell for leaders is Microsoft. Microsoft used to do stack ranking. If you Google stack ranking, you'll find a whole bunch of other organisations that have also never been successful using it, in fact, been wholly unsuccessful using it. But stack ranking was this idea that you, as a manager, every manager in the organisation stack ranks every one of their direct reports, and the bottom 10% is out of the team. Right, and if you're in the bottom 10% three times in a row, you're out of the company. One of the things that we engage with is how would something like that impact on the behaviours of the people within the organisation? Right, and it's so obvious in hindsight the negative impact of those types of metrics on behaviours of people that you want to be collaborating together towards a common goal. How would this impact them? It's blatantly obvious to us the negative impact of that, but then why was it policy within Microsoft and the engineering organisation for ten years? Right, why did they not change it sooner? It took Satya coming along to make that change, and it's because people cling onto their beliefs in spite of the data. The data is telling them it's not going well, and they cling to it. Part of PAL EBM is transparency. Right, we have an empirical system for monitoring our data, so we want to be able to really see what's going on, see the real data, and then make decisions based on what's really going on, not the general fiction that most business decisions are made on at the moment. So that's why I would recommend the PAL EBM. I would heartily recommend it for individuals, but I would even more recommend it for organisation leadership teams to go through together. I've done that a number of times with organisations, and one of the comments that I got from a CIO in the PBM was, "These are the conversations that we've never had time to have," right, that we should have had before. Now that we've all had that little warning bell going off, thinking we should have these conversations, and we've just not had them because we don't have time, we don't have the inclination, we don't feel like we can voice it. The class creates space for leadership teams to really have those deep conversations on how are they going to measure success, what does success even mean, and how are they going to iteratively strategise towards the desired outcome? If you want to have a discussion about your unique needs or situation, then please book a call or visit us at Naked Agility. We also have our immersive and traditional public classes on our website, and we'd love to hear from you.
\ No newline at end of file
diff --git a/site/content/resources/videos/youtube/pw_8gbaWZC4/data.captions.en.srt b/site/content/resources/videos/youtube/pw_8gbaWZC4/data.captions.en.srt
new file mode 100644
index 000000000..9008476c5
--- /dev/null
+++ b/site/content/resources/videos/youtube/pw_8gbaWZC4/data.captions.en.srt
@@ -0,0 +1,413 @@
+1
+00:00:00,560 --> 00:00:07,120
+one of the key aspects of a caman
+
+2
+00:00:04,040 --> 00:00:09,519
+strategy is improving the system
+
+3
+00:00:07,120 --> 00:00:11,719
+improving your workflow so after you've
+
+4
+00:00:09,519 --> 00:00:15,200
+defined what your workflow is you've
+
+5
+00:00:11,719 --> 00:00:19,119
+written down how you're going to uh work
+
+6
+00:00:15,200 --> 00:00:22,400
+your system and you've started actively
+
+7
+00:00:19,119 --> 00:00:26,400
+monitoring uh the work that is underway
+
+8
+00:00:22,400 --> 00:00:30,359
+you'll hopefully start seeing
+
+9
+00:00:26,400 --> 00:00:34,280
+patterns if we're using the metrics from
+
+10
+00:00:30,359 --> 00:00:36,440
+the flow metrics from a cand strategy
+
+11
+00:00:34,280 --> 00:00:38,640
+then we should be able to see when
+
+12
+00:00:36,440 --> 00:00:40,920
+things are sitting around for too long
+
+13
+00:00:38,640 --> 00:00:43,440
+and they're too old we should be able to
+
+14
+00:00:40,920 --> 00:00:48,719
+see patterns of delivery we should be
+
+15
+00:00:43,440 --> 00:00:52,000
+able to see um groupings of things that
+
+16
+00:00:48,719 --> 00:00:54,239
+are perhaps not quite where we expect
+
+17
+00:00:52,000 --> 00:00:57,680
+them to be on the graphs that we might
+
+18
+00:00:54,239 --> 00:00:58,920
+use to visualize that data and that
+
+19
+00:00:57,680 --> 00:01:02,920
+allows
+
+20
+00:00:58,920 --> 00:01:05,400
+us to ask more interesting questions it
+
+21
+00:01:02,920 --> 00:01:08,920
+allows us
+
+22
+00:01:05,400 --> 00:01:12,840
+to lift the carpet and see in the dark
+
+23
+00:01:08,920 --> 00:01:15,320
+see in the dark that's a great a cban
+
+24
+00:01:12,840 --> 00:01:19,520
+strategy is like
+
+25
+00:01:15,320 --> 00:01:23,240
+a torch shining the light in the
+
+26
+00:01:19,520 --> 00:01:25,960
+darkness of your system to see where
+
+27
+00:01:23,240 --> 00:01:28,360
+things are broken where things aren't
+
+28
+00:01:25,960 --> 00:01:31,479
+working as optimally as they could be to
+
+29
+00:01:28,360 --> 00:01:35,000
+see what's going on on where it would be
+
+30
+00:01:31,479 --> 00:01:37,439
+opaque normally um this is especially
+
+31
+00:01:35,000 --> 00:01:40,360
+true for teams doing scrum scrum has no
+
+32
+00:01:37,439 --> 00:01:42,399
+metrics at all um and the metrics that I
+
+33
+00:01:40,360 --> 00:01:47,280
+would always recommend would be the
+
+34
+00:01:42,399 --> 00:01:50,960
+caman flow metrics right because cban is
+
+35
+00:01:47,280 --> 00:01:54,680
+designed as something that can be used
+
+36
+00:01:50,960 --> 00:01:58,039
+to monitor any system it's a monitoring
+
+37
+00:01:54,680 --> 00:02:01,159
+tool it's not the system itself it's the
+
+38
+00:01:58,039 --> 00:02:04,320
+tool you use to observe the system think
+
+39
+00:02:01,159 --> 00:02:06,799
+about if you were building software and
+
+40
+00:02:04,320 --> 00:02:08,560
+you wanted to understand which features
+
+41
+00:02:06,799 --> 00:02:10,640
+of your product your customers were
+
+42
+00:02:08,560 --> 00:02:12,599
+using so that you could choose which
+
+43
+00:02:10,640 --> 00:02:15,599
+parts of the product to continue to
+
+44
+00:02:12,599 --> 00:02:18,360
+invest in and which not how would you do
+
+45
+00:02:15,599 --> 00:02:20,840
+that well you'd need to put some hooks
+
+46
+00:02:18,360 --> 00:02:23,200
+into your application and collect a
+
+47
+00:02:20,840 --> 00:02:25,920
+bunch of telemetry and then analyze the
+
+48
+00:02:23,200 --> 00:02:28,519
+data right so you can see what's going
+
+49
+00:02:25,920 --> 00:02:32,160
+on you need to increase transparency and
+
+50
+00:02:28,519 --> 00:02:35,640
+a cand strategy is that tool for any
+
+51
+00:02:32,160 --> 00:02:37,360
+system so regardless of whether scrum is
+
+52
+00:02:35,640 --> 00:02:39,519
+your system that might be your starting
+
+53
+00:02:37,360 --> 00:02:40,720
+point or that might be where you jump to
+
+54
+00:02:39,519 --> 00:02:43,599
+right you might start from over here but
+
+55
+00:02:40,720 --> 00:02:45,840
+you jump to scrum or you've got a system
+
+56
+00:02:43,599 --> 00:02:47,720
+that you just made up right that's
+
+57
+00:02:45,840 --> 00:02:50,920
+totally cool that's what lots of people
+
+58
+00:02:47,720 --> 00:02:54,800
+do we have a system that we just made up
+
+59
+00:02:50,920 --> 00:02:59,319
+then we can use
+
+60
+00:02:54,800 --> 00:03:01,000
+caman to gain insights and understanding
+
+61
+00:02:59,319 --> 00:03:02,920
+on what what's going on in this system
+
+62
+00:03:01,000 --> 00:03:07,120
+by monitoring it by collecting some
+
+63
+00:03:02,920 --> 00:03:09,400
+Telemetry on how our work happens so
+
+64
+00:03:07,120 --> 00:03:11,879
+that we can see better what's going on
+
+65
+00:03:09,400 --> 00:03:14,239
+it's it's it's I don't understand why
+
+66
+00:03:11,879 --> 00:03:17,400
+teams try
+
+67
+00:03:14,239 --> 00:03:20,000
+and manage their system from a position
+
+68
+00:03:17,400 --> 00:03:21,959
+of opacity right they can't see what's
+
+69
+00:03:20,000 --> 00:03:25,480
+going on they're looking into the fog of
+
+70
+00:03:21,959 --> 00:03:28,400
+war and they can't see the problems
+
+71
+00:03:25,480 --> 00:03:30,959
+and a cbad strategy and particularly the
+
+72
+00:03:28,400 --> 00:03:33,720
+flow metrics part of a cand strategy and
+
+73
+00:03:30,959 --> 00:03:35,760
+the visualization of the work remove
+
+74
+00:03:33,720 --> 00:03:38,120
+that fog of War so you can see what's
+
+75
+00:03:35,760 --> 00:03:40,400
+going on you can actually see when
+
+76
+00:03:38,120 --> 00:03:42,799
+things aren't working properly and it's
+
+77
+00:03:40,400 --> 00:03:46,000
+obvious look here's a problem here I can
+
+78
+00:03:42,799 --> 00:03:50,519
+see it it's visually triggering my brain
+
+79
+00:03:46,000 --> 00:03:52,680
+and I can see it so hopefully being able
+
+80
+00:03:50,519 --> 00:03:55,120
+to see all these problems will encourage
+
+81
+00:03:52,680 --> 00:03:58,000
+you to actually do something actually
+
+82
+00:03:55,120 --> 00:03:59,799
+make a change and we're effectively not
+
+83
+00:03:58,000 --> 00:04:02,239
+implementing a cand strategy of we're
+
+84
+00:03:59,799 --> 00:04:04,079
+not improving the workflow right imp
+
+85
+00:04:02,239 --> 00:04:06,280
+improving and making changes to the
+
+86
+00:04:04,079 --> 00:04:07,879
+system in order to see the numbers
+
+87
+00:04:06,280 --> 00:04:12,799
+change in a more positive or more
+
+88
+00:04:07,879 --> 00:04:17,320
+likable manner right so caman supports
+
+89
+00:04:12,799 --> 00:04:19,320
+continuous Improvement by giving you the
+
+90
+00:04:17,320 --> 00:04:23,040
+the the the torch to shine on the
+
+91
+00:04:19,320 --> 00:04:25,280
+problem The View through it's your radar
+
+92
+00:04:23,040 --> 00:04:28,080
+that lets you see through the fog of war
+
+93
+00:04:25,280 --> 00:04:31,039
+and be able to make better decisions if
+
+94
+00:04:28,080 --> 00:04:33,320
+you're struggling to create create a
+
+95
+00:04:31,039 --> 00:04:36,520
+pool based system of work then we can
+
+96
+00:04:33,320 --> 00:04:38,600
+help you we provide worldclass cand
+
+97
+00:04:36,520 --> 00:04:40,800
+training from Pro caman as well as
+
+98
+00:04:38,600 --> 00:04:43,199
+Consulting and coaching for teams trying
+
+99
+00:04:40,800 --> 00:04:46,600
+to implement a campan strategy if you're
+
+100
+00:04:43,199 --> 00:04:48,600
+a scrum team then I we always recommend
+
+101
+00:04:46,600 --> 00:04:51,000
+bringing in flow metrics as a
+
+102
+00:04:48,600 --> 00:04:55,080
+complimentary practice and have cbang
+
+103
+00:04:51,000 --> 00:04:55,080
+classes from scrum.org as well
+
+
diff --git a/site/content/resources/videos/youtube/pw_8gbaWZC4/index.captions.en.md b/site/content/resources/videos/youtube/pw_8gbaWZC4/index.captions.en.md
new file mode 100644
index 000000000..9d50f67a5
--- /dev/null
+++ b/site/content/resources/videos/youtube/pw_8gbaWZC4/index.captions.en.md
@@ -0,0 +1,11 @@
+One of the key aspects of a Caman strategy is improving the system, improving your workflow. So after you've defined what your workflow is, you've written down how you're going to work your system, and you've started actively monitoring the work that is underway, you'll hopefully start seeing patterns. If we're using the metrics from the flow metrics from a Candan strategy, then we should be able to see when things are sitting around for too long and they're too old. We should be able to see patterns of delivery. We should be able to see groupings of things that are perhaps not quite where we expect them to be on the graphs that we might use to visualize that data. 
+
+And that allows us to ask more interesting questions. It allows us to lift the carpet and see in the dark. See in the dark, that's a great Cban strategy. It's like a torch shining the light in the darkness of your system to see where things are broken, where things aren't working as optimally as they could be, to see what's going on where it would be opaque normally. This is especially true for teams doing Scrum. Scrum has no metrics at all, and the metrics that I would always recommend would be the Caman flow metrics, right? Because Cban is designed as something that can be used to monitor any system. It's a monitoring tool; it's not the system itself. It's the tool you use to observe the system. 
+
+Think about if you were building software and you wanted to understand which features of your product your customers were using so that you could choose which parts of the product to continue to invest in and which not. How would you do that? Well, you'd need to put some hooks into your application and collect a bunch of telemetry and then analyze the data, right? So you can see what's going on. You need to increase transparency, and a Candan strategy is that tool for any system. So regardless of whether Scrum is your system, that might be your starting point, or that might be where you jump to, right? You might start from over here, but you jump to Scrum, or you've got a system that you just made up, right? That's totally cool. That's what lots of people do. 
+
+We have a system that we just made up, then we can use Caman to gain insights and understanding on what's going on in this system by monitoring it, by collecting some telemetry on how our work happens so that we can see better what's going on. I don't understand why teams try and manage their system from a position of opacity, right? They can't see what's going on; they're looking into the fog of war, and they can't see the problems. A Cban strategy, and particularly the flow metrics part of a Candan strategy and the visualization of the work, remove that fog of war so you can see what's going on. You can actually see when things aren't working properly, and it's obvious. 
+
+Look, here's a problem here; I can see it. It's visually triggering my brain, and I can see it. So hopefully, being able to see all these problems will encourage you to actually do something, actually make a change. And we're effectively not implementing a Candan strategy if we're not improving the workflow, right? Improving and making changes to the system in order to see the numbers change in a more positive or more likable manner, right? So Caman supports continuous improvement by giving you the torch to shine on the problem. The view through, it's your radar that lets you see through the fog of war and be able to make better decisions. 
+
+If you're struggling to create a pool-based system of work, then we can help you. We provide world-class Candan training from Pro Caman, as well as consulting and coaching for teams trying to implement a Candan strategy. If you're a Scrum team, then we always recommend bringing in flow metrics as a complimentary practice and have Cbang classes from Scrum.org as well.
\ No newline at end of file
diff --git a/site/content/resources/videos/youtube/qWHCBUwpOZk/data.captions.en.srt b/site/content/resources/videos/youtube/qWHCBUwpOZk/data.captions.en.srt
new file mode 100644
index 000000000..2a1cdf877
--- /dev/null
+++ b/site/content/resources/videos/youtube/qWHCBUwpOZk/data.captions.en.srt
@@ -0,0 +1,457 @@
+1
+00:00:00,120 --> 00:00:07,240
+the third most powerful practice in
+
+2
+00:00:03,320 --> 00:00:10,639
+caman is improving your
+
+3
+00:00:07,240 --> 00:00:12,840
+workflow it's all well and good to have
+
+4
+00:00:10,639 --> 00:00:15,040
+your visualization so you can see
+
+5
+00:00:12,840 --> 00:00:17,680
+everything that's going on it's all well
+
+6
+00:00:15,040 --> 00:00:19,080
+and good to actively manage The Works
+
+7
+00:00:17,680 --> 00:00:22,760
+through the
+
+8
+00:00:19,080 --> 00:00:24,359
+system but if your system's broken or
+
+9
+00:00:22,760 --> 00:00:28,119
+your system could be
+
+10
+00:00:24,359 --> 00:00:30,840
+improved and you don't do
+
+11
+00:00:28,119 --> 00:00:34,559
+anything that's not not going to Bod
+
+12
+00:00:30,840 --> 00:00:36,760
+well for the future right so improving
+
+13
+00:00:34,559 --> 00:00:39,879
+the workflow making changes to the
+
+14
+00:00:36,760 --> 00:00:42,840
+system in order to maximize the flow of
+
+15
+00:00:39,879 --> 00:00:48,120
+value through the system can help us
+
+16
+00:00:42,840 --> 00:00:51,680
+prevent things like blockages and uh uh
+
+17
+00:00:48,120 --> 00:00:54,000
+things backing up in the system things
+
+18
+00:00:51,680 --> 00:00:56,000
+getting old in the system once you've
+
+19
+00:00:54,000 --> 00:00:58,480
+identified why those things are
+
+20
+00:00:56,000 --> 00:01:01,079
+happening you need to actually do
+
+21
+00:00:58,480 --> 00:01:03,480
+something you need to actually change
+
+22
+00:01:01,079 --> 00:01:04,239
+the system in order to make those things
+
+23
+00:01:03,480 --> 00:01:07,280
+more
+
+24
+00:01:04,239 --> 00:01:10,799
+effective so many so many so many teams
+
+25
+00:01:07,280 --> 00:01:12,520
+will just sit there and they'll
+
+26
+00:01:10,799 --> 00:01:14,759
+understand that there's a problem with
+
+27
+00:01:12,520 --> 00:01:17,520
+the system and they'll just say well we
+
+28
+00:01:14,759 --> 00:01:21,720
+can't do anything about it that's that's
+
+29
+00:01:17,520 --> 00:01:23,640
+Bob Bob Bob is is is getting in the way
+
+30
+00:01:21,720 --> 00:01:26,200
+and Bob is not doing something he's
+
+31
+00:01:23,640 --> 00:01:30,119
+supposed to do in a regular Cadence um I
+
+32
+00:01:26,200 --> 00:01:32,720
+wor worked with a team uh in the US and
+
+33
+00:01:30,119 --> 00:01:37,280
+what we we had the caman board on the
+
+34
+00:01:32,720 --> 00:01:39,759
+wall right and we couldn't change this
+
+35
+00:01:37,280 --> 00:01:42,439
+part of the system okay because it was
+
+36
+00:01:39,759 --> 00:01:44,320
+it was our caman but we had a
+
+37
+00:01:42,439 --> 00:01:46,560
+dependency right that might be something
+
+38
+00:01:44,320 --> 00:01:49,000
+you actively manage away uh we had a
+
+39
+00:01:46,560 --> 00:01:52,680
+dependency on on somebody else and it
+
+40
+00:01:49,000 --> 00:01:54,399
+was basically an approval state right so
+
+41
+00:01:52,680 --> 00:01:56,520
+stuff would go through our system and
+
+42
+00:01:54,399 --> 00:01:58,240
+then at this point it had to be approved
+
+43
+00:01:56,520 --> 00:02:00,960
+and then it would continue through our
+
+44
+00:01:58,240 --> 00:02:02,799
+system and the person who did the
+
+45
+00:02:00,960 --> 00:02:04,799
+approvals didn't want to look at the
+
+46
+00:02:02,799 --> 00:02:07,200
+board every day didn't want to approve
+
+47
+00:02:04,799 --> 00:02:09,759
+stuff every day so he did weekly
+
+48
+00:02:07,200 --> 00:02:11,160
+approvals he would every I can't
+
+49
+00:02:09,759 --> 00:02:13,440
+remember what day it was let's say it's
+
+50
+00:02:11,160 --> 00:02:15,879
+Monday every Monday he opens up the
+
+51
+00:02:13,440 --> 00:02:19,040
+board uh Monday morning he opens up the
+
+52
+00:02:15,879 --> 00:02:22,040
+board and approves the things that need
+
+53
+00:02:19,040 --> 00:02:23,480
+approved but what if we finish something
+
+54
+00:02:22,040 --> 00:02:27,640
+Monday
+
+55
+00:02:23,480 --> 00:02:30,280
+afternoon that sits there for seven days
+
+56
+00:02:27,640 --> 00:02:32,440
+before it gets approved so what started
+
+57
+00:02:30,280 --> 00:02:33,879
+doing our our board was this we were
+
+58
+00:02:32,440 --> 00:02:38,400
+quite it was quite lucky our board was
+
+59
+00:02:33,879 --> 00:02:40,440
+on the wall in the main area of our our
+
+60
+00:02:38,400 --> 00:02:42,760
+our business right in the corridor where
+
+61
+00:02:40,440 --> 00:02:46,319
+everybody was going past like everybody
+
+62
+00:02:42,760 --> 00:02:50,000
+the CEO CFO everybody would go past this
+
+63
+00:02:46,319 --> 00:02:51,800
+board and what we did was in that column
+
+64
+00:02:50,000 --> 00:02:55,640
+just at the bottom of that column we
+
+65
+00:02:51,800 --> 00:02:59,319
+started adding Post-its in there that
+
+66
+00:02:55,640 --> 00:03:01,319
+listed Financial numbers we kind of came
+
+67
+00:02:59,319 --> 00:03:04,080
+up with a calculation this was part of
+
+68
+00:03:01,319 --> 00:03:07,200
+our actively managing how much does it
+
+69
+00:03:04,080 --> 00:03:09,480
+cost for things to be sitting waiting to
+
+70
+00:03:07,200 --> 00:03:11,840
+be approved and we started putting that
+
+71
+00:03:09,480 --> 00:03:15,239
+cost in there and those numbers would go
+
+72
+00:03:11,840 --> 00:03:17,560
+up uh towards the end of the the week
+
+73
+00:03:15,239 --> 00:03:18,760
+and then they would go to zero on Monday
+
+74
+00:03:17,560 --> 00:03:20,360
+and then they would start building up
+
+75
+00:03:18,760 --> 00:03:21,840
+again and go to zero and start building
+
+76
+00:03:20,360 --> 00:03:25,360
+up again and we had a little graph
+
+77
+00:03:21,840 --> 00:03:27,720
+showing showing that that flow of that
+
+78
+00:03:25,360 --> 00:03:30,000
+bad flow of work through the system and
+
+79
+00:03:27,720 --> 00:03:33,840
+at some point that person whose job it
+
+80
+00:03:30,000 --> 00:03:35,799
+was to approve walked past that board
+
+81
+00:03:33,840 --> 00:03:38,680
+and kind of had a double take and kind
+
+82
+00:03:35,799 --> 00:03:39,599
+of went what what are these what are
+
+83
+00:03:38,680 --> 00:03:42,400
+these
+
+84
+00:03:39,599 --> 00:03:45,519
+numbers and we just explained that's the
+
+85
+00:03:42,400 --> 00:03:48,280
+cost of these items sitting there and
+
+86
+00:03:45,519 --> 00:03:49,799
+waiting that's our weight time cost so
+
+87
+00:03:48,280 --> 00:03:51,400
+we thought we would put it on the board
+
+88
+00:03:49,799 --> 00:03:55,120
+because this is where one of our bigger
+
+89
+00:03:51,400 --> 00:03:57,920
+costs is and what happened that person
+
+90
+00:03:55,120 --> 00:04:00,480
+changed their behavior almost
+
+91
+00:03:57,920 --> 00:04:03,079
+immediately and started
+
+92
+00:04:00,480 --> 00:04:05,519
+checking every morning for anything that
+
+93
+00:04:03,079 --> 00:04:06,920
+was blocked or needed approved in fact I
+
+94
+00:04:05,519 --> 00:04:09,159
+think at one point they were checking
+
+95
+00:04:06,920 --> 00:04:11,720
+every morning and every end of day so
+
+96
+00:04:09,159 --> 00:04:14,599
+that everything was just blowing through
+
+97
+00:04:11,720 --> 00:04:18,000
+the system and that was the single
+
+98
+00:04:14,599 --> 00:04:21,000
+biggest uh cost benefit that that team
+
+99
+00:04:18,000 --> 00:04:24,960
+had in a six six Monon period was
+
+100
+00:04:21,000 --> 00:04:27,199
+reducing that cost of delay of things
+
+101
+00:04:24,960 --> 00:04:29,680
+sitting there and not being approved
+
+102
+00:04:27,199 --> 00:04:33,160
+when they were in fact valid they were
+
+103
+00:04:29,680 --> 00:04:37,360
+in fact approvable IE they would be
+
+104
+00:04:33,160 --> 00:04:40,960
+approved uh um and it just waiting so
+
+105
+00:04:37,360 --> 00:04:45,400
+changing your workflow or creating a
+
+106
+00:04:40,960 --> 00:04:49,639
+situation within which that workflow is
+
+107
+00:04:45,400 --> 00:04:52,960
+changed is one of the three most
+
+108
+00:04:49,639 --> 00:04:55,880
+important principles of a caman strategy
+
+109
+00:04:52,960 --> 00:04:58,320
+that the things you have to have in
+
+110
+00:04:55,880 --> 00:05:00,720
+caman if you're struggling to implement
+
+111
+00:04:58,320 --> 00:05:03,360
+a camman strategy
+
+112
+00:05:00,720 --> 00:05:05,639
+we can help or we can find somebody who
+
+113
+00:05:03,360 --> 00:05:08,240
+can click the link below and get in
+
+114
+00:05:05,639 --> 00:05:08,240
+touch
+
+
diff --git a/site/content/resources/videos/youtube/qWHCBUwpOZk/index.captions.en.md b/site/content/resources/videos/youtube/qWHCBUwpOZk/index.captions.en.md
new file mode 100644
index 000000000..b91dfb2df
--- /dev/null
+++ b/site/content/resources/videos/youtube/qWHCBUwpOZk/index.captions.en.md
@@ -0,0 +1,21 @@
+The third most powerful practice in Kaman is improving your workflow. It's all well and good to have your visualisation so you can see everything that's going on. It's all well and good to actively manage the works through the system, but if your system's broken or your system could be improved and you don't do anything, that's not going to bode well for the future, right? 
+
+So improving the workflow, making changes to the system in order to maximise the flow of value through the system can help us prevent things like blockages and things backing up in the system, things getting old in the system. Once you've identified why those things are happening, you need to actually do something. You need to actually change the system in order to make those things more effective. 
+
+So many, so many, so many teams will just sit there and they'll understand that there's a problem with the system and they'll just say, "Well, we can't do anything about it. That's Bob. Bob is getting in the way and Bob is not doing something he's supposed to do in a regular cadence." 
+
+I worked with a team in the US and we had the Kaman board on the wall, right? And we couldn't change this part of the system, okay? Because it was our Kaman, but we had a dependency, right? That might be something you actively manage away. We had a dependency on somebody else and it was basically an approval state, right? So stuff would go through our system and then at this point it had to be approved and then it would continue through our system. 
+
+The person who did the approvals didn't want to look at the board every day, didn't want to approve stuff every day, so he did weekly approvals. He would, every, I can't remember what day it was, let's say it's Monday, every Monday he opens up the board, Monday morning, he opens up the board and approves the things that need approved. But what if we finish something Monday afternoon that sits there for seven days before it gets approved? 
+
+So what we started doing with our board was this: we were quite lucky, our board was on the wall in the main area of our business, right? In the corridor where everybody was going past, like everybody, the CEO, CFO, everybody would go past this board. And what we did was in that column, just at the bottom of that column, we started adding Post-its in there that listed financial numbers. 
+
+We kind of came up with a calculation. This was part of our actively managing how much does it cost for things to be sitting waiting to be approved. And we started putting that cost in there and those numbers would go up towards the end of the week and then they would go to zero on Monday and then they would start building up again and go to zero and start building up again. 
+
+We had a little graph showing that flow of that bad flow of work through the system and at some point that person whose job it was to approve walked past that board and kind of had a double take and kind of went, "What are these numbers?" And we just explained, "That's the cost of these items sitting there and waiting. That's our wait time cost." 
+
+So we thought we would put it on the board because this is where one of our bigger costs is. And what happened? That person changed their behaviour almost immediately and started checking every morning for anything that was blocked or needed approved. In fact, I think at one point they were checking every morning and every end of day so that everything was just flowing through the system. 
+
+And that was the single biggest cost benefit that that team had in a six-month period was reducing that cost of delay of things sitting there and not being approved when they were in fact valid, they were in fact approvable, i.e., they would be approved and just waiting. 
+
+So changing your workflow or creating a situation within which that workflow is changed is one of the three most important principles of a Kaman strategy that the things you have to have in Kaman. If you're struggling to implement a Kaman strategy, we can help or we can find somebody who can. Click the link below and get in touch.
\ No newline at end of file
diff --git a/site/content/resources/videos/youtube/sbr8NkJSLPU/data.captions.en.srt b/site/content/resources/videos/youtube/sbr8NkJSLPU/data.captions.en.srt
new file mode 100644
index 000000000..f694da5b4
--- /dev/null
+++ b/site/content/resources/videos/youtube/sbr8NkJSLPU/data.captions.en.srt
@@ -0,0 +1,313 @@
+1
+00:00:00,040 --> 00:00:07,200
+one of the core practices of caman is to
+
+2
+00:00:03,839 --> 00:00:10,440
+Define and visualize your workflow this
+
+3
+00:00:07,200 --> 00:00:13,200
+is really important because it sets the
+
+4
+00:00:10,440 --> 00:00:15,320
+groundwork for us all all the people
+
+5
+00:00:13,200 --> 00:00:17,359
+that are participating in the work in
+
+6
+00:00:15,320 --> 00:00:20,840
+the system as all
+
+7
+00:00:17,359 --> 00:00:23,720
+agreeing what is it that we do and how
+
+8
+00:00:20,840 --> 00:00:25,519
+do we currently work so there are lots
+
+9
+00:00:23,720 --> 00:00:27,720
+of pieces of information that we need to
+
+10
+00:00:25,519 --> 00:00:31,039
+pull together uh to figure figure this
+
+11
+00:00:27,720 --> 00:00:33,160
+out so one might be like what goes on
+
+12
+00:00:31,039 --> 00:00:36,399
+our board that might be a great question
+
+13
+00:00:33,160 --> 00:00:39,360
+to ask what types of work goes on our
+
+14
+00:00:36,399 --> 00:00:40,680
+board um another question might be what
+
+15
+00:00:39,360 --> 00:00:43,280
+are what are the current what are the
+
+16
+00:00:40,680 --> 00:00:46,199
+stages that all of our work goes through
+
+17
+00:00:43,280 --> 00:00:47,680
+not a specific piece of work but all of
+
+18
+00:00:46,199 --> 00:00:51,640
+our work goes through that would
+
+19
+00:00:47,680 --> 00:00:54,920
+generate the columns within your your
+
+20
+00:00:51,640 --> 00:00:59,480
+cambam board but also asking additional
+
+21
+00:00:54,920 --> 00:01:02,399
+questions like why do we pick this item
+
+22
+00:00:59,480 --> 00:01:05,000
+how do we pick the item from this column
+
+23
+00:01:02,399 --> 00:01:08,479
+when we go to select things and what
+
+24
+00:01:05,000 --> 00:01:12,280
+you'll find is that for most teams most
+
+25
+00:01:08,479 --> 00:01:16,400
+groups of people they don't have any
+
+26
+00:01:12,280 --> 00:01:19,080
+level of agreement on what that is why
+
+27
+00:01:16,400 --> 00:01:20,600
+would you pick something lots of lots of
+
+28
+00:01:19,080 --> 00:01:22,400
+people will pick stuff because they
+
+29
+00:01:20,600 --> 00:01:24,799
+think it's cool because it fits they
+
+30
+00:01:22,400 --> 00:01:27,560
+think it fits their skill set but the
+
+31
+00:01:24,799 --> 00:01:30,000
+important questions to be asking are how
+
+32
+00:01:27,560 --> 00:01:33,240
+do we pick this so we maximize the value
+
+33
+00:01:30,000 --> 00:01:35,680
+value of what we're delivering is that
+
+34
+00:01:33,240 --> 00:01:38,600
+the right thing to select in order to do
+
+35
+00:01:35,680 --> 00:01:40,920
+that is that the right business decision
+
+36
+00:01:38,600 --> 00:01:44,079
+and answering those questions and coming
+
+37
+00:01:40,920 --> 00:01:46,799
+up with a set of rules for our team
+
+38
+00:01:44,079 --> 00:01:49,640
+right these are our decided rules on how
+
+39
+00:01:46,799 --> 00:01:52,759
+we're going to select things why things
+
+40
+00:01:49,640 --> 00:01:54,600
+move uh from one column to another what
+
+41
+00:01:52,759 --> 00:01:58,840
+are the defined States what are the
+
+42
+00:01:54,600 --> 00:02:02,439
+types of work um and how are we going
+
+43
+00:01:58,840 --> 00:02:06,439
+to control the amount of work that we
+
+44
+00:02:02,439 --> 00:02:08,039
+have in progress are all part of
+
+45
+00:02:06,439 --> 00:02:10,440
+defining our
+
+46
+00:02:08,039 --> 00:02:13,840
+workflow and
+
+47
+00:02:10,440 --> 00:02:16,760
+explicitly setting policies that's all
+
+48
+00:02:13,840 --> 00:02:18,800
+part of this defining and visualizing
+
+49
+00:02:16,760 --> 00:02:21,920
+your workflow
+
+50
+00:02:18,800 --> 00:02:24,959
+and bringing all of those things
+
+51
+00:02:21,920 --> 00:02:27,400
+together allow us to have a way of
+
+52
+00:02:24,959 --> 00:02:29,519
+working right it another way of saying
+
+53
+00:02:27,400 --> 00:02:31,680
+this another way of saying Define inv
+
+54
+00:02:29,519 --> 00:02:33,800
+vision ize your workflow is what is your
+
+55
+00:02:31,680 --> 00:02:35,840
+team's way of working and does everybody
+
+56
+00:02:33,800 --> 00:02:38,440
+on your team agree that that's the way
+
+57
+00:02:35,840 --> 00:02:43,280
+that they should be working
+
+58
+00:02:38,440 --> 00:02:47,959
+um this definition is absolutely
+
+59
+00:02:43,280 --> 00:02:50,239
+fundamental to figuring out um how work
+
+60
+00:02:47,959 --> 00:02:52,920
+flows through your system right you'll
+
+61
+00:02:50,239 --> 00:02:56,200
+probably have heard folks talk about
+
+62
+00:02:52,920 --> 00:02:58,239
+having a stable system right you need a
+
+63
+00:02:56,200 --> 00:03:00,360
+stable system well you can't have a
+
+64
+00:02:58,239 --> 00:03:04,239
+stable system if every member of the
+
+65
+00:03:00,360 --> 00:03:06,599
+team decides ad hoc how they're going to
+
+66
+00:03:04,239 --> 00:03:08,280
+do all of the things within the system
+
+67
+00:03:06,599 --> 00:03:11,000
+we don't have a system we've got to make
+
+68
+00:03:08,280 --> 00:03:13,760
+it up as you go along system and that's
+
+69
+00:03:11,000 --> 00:03:15,840
+never going to generate stability so
+
+70
+00:03:13,760 --> 00:03:18,040
+having a stable system means we've
+
+71
+00:03:15,840 --> 00:03:20,319
+decided what it is we've written down
+
+72
+00:03:18,040 --> 00:03:24,760
+how we're going to work we've debated as
+
+73
+00:03:20,319 --> 00:03:28,720
+a team and decided on certain things and
+
+74
+00:03:24,760 --> 00:03:31,000
+then we visualize that so we can all see
+
+75
+00:03:28,720 --> 00:03:33,959
+what's going on if you are struggling to
+
+76
+00:03:31,000 --> 00:03:36,239
+implement a cband strategy we can help
+
+77
+00:03:33,959 --> 00:03:39,519
+or we can help you find somebody who can
+
+78
+00:03:36,239 --> 00:03:39,519
+click on the link below
+
+
diff --git a/site/content/resources/videos/youtube/sbr8NkJSLPU/index.captions.en.md b/site/content/resources/videos/youtube/sbr8NkJSLPU/index.captions.en.md
new file mode 100644
index 000000000..668d7379b
--- /dev/null
+++ b/site/content/resources/videos/youtube/sbr8NkJSLPU/index.captions.en.md
@@ -0,0 +1,13 @@
+One of the core practices of Kanban is to define and visualize your workflow. This is really important because it sets the groundwork for us all, all the people that are participating in the work in the system, as all agreeing what is it that we do and how do we currently work. 
+
+So there are lots of pieces of information that we need to pull together to figure this out. One might be like, what goes on our board? That might be a great question to ask. What types of work go on our board? Another question might be, what are the current stages that all of our work goes through? Not a specific piece of work, but all of our work goes through that would generate the columns within your Kanban board. 
+
+But also asking additional questions like, why do we pick this item? How do we pick the item from this column when we go to select things? And what you'll find is that for most teams, most groups of people, they don't have any level of agreement on what that is. Why would you pick something? Lots of people will pick stuff because they think it's cool, because it fits, they think it fits their skill set. 
+
+But the important questions to be asking are, how do we pick this so we maximize the value of what we're delivering? Is that the right thing to select in order to do that? Is that the right business decision? Answering those questions and coming up with a set of rules for our team—right, these are our decided rules on how we're going to select things, why things move from one column to another, what are the defined states, what are the types of work, and how are we going to control the amount of work that we have in progress—are all part of defining our workflow and explicitly setting policies. 
+
+That's all part of this defining and visualizing your workflow. Bringing all of those things together allows us to have a way of working. Another way of saying this, another way of saying define and visualize your workflow, is what is your team's way of working? And does everybody on your team agree that that's the way that they should be working? 
+
+This definition is absolutely fundamental to figuring out how work flows through your system. Right, you'll probably have heard folks talk about having a stable system. Right, you need a stable system. Well, you can't have a stable system if every member of the team decides ad hoc how they're going to do all of the things within the system. We don't have a system; we've got to make it up as you go along system, and that's never going to generate stability. 
+
+So having a stable system means we've decided what it is, we've written down how we're going to work, we've debated as a team and decided on certain things, and then we visualize that so we can all see what's going on. If you are struggling to implement a Kanban strategy, we can help, or we can help you find somebody who can. Click on the link below.
\ No newline at end of file
diff --git a/site/content/resources/videos/youtube/u56sOCe6G0A/data.captions.en.srt b/site/content/resources/videos/youtube/u56sOCe6G0A/data.captions.en.srt
new file mode 100644
index 000000000..2a955f813
--- /dev/null
+++ b/site/content/resources/videos/youtube/u56sOCe6G0A/data.captions.en.srt
@@ -0,0 +1,345 @@
+1
+00:00:00,120 --> 00:00:05,680
+once you've defined and visualized your
+
+2
+00:00:02,360 --> 00:00:09,360
+workflow the next most important thing
+
+3
+00:00:05,680 --> 00:00:11,599
+you can do in a cand strategy is to
+
+4
+00:00:09,360 --> 00:00:16,000
+actively manage the work within your
+
+5
+00:00:11,599 --> 00:00:19,359
+workflow that means that you are not
+
+6
+00:00:16,000 --> 00:00:21,240
+just a bystander to the process right
+
+7
+00:00:19,359 --> 00:00:24,320
+the people that are participating in the
+
+8
+00:00:21,240 --> 00:00:26,519
+process are not just sitting there
+
+9
+00:00:24,320 --> 00:00:28,720
+looking at a piece of work going yeah
+
+10
+00:00:26,519 --> 00:00:33,280
+that's not working very well and not do
+
+11
+00:00:28,720 --> 00:00:36,640
+anything about it the the the the core
+
+12
+00:00:33,280 --> 00:00:39,360
+practice here is to actively manage that
+
+13
+00:00:36,640 --> 00:00:41,920
+means that if we're finding that we've
+
+14
+00:00:39,360 --> 00:00:45,000
+got too many things going on in a
+
+15
+00:00:41,920 --> 00:00:48,000
+particular area perhaps we should reduce
+
+16
+00:00:45,000 --> 00:00:51,079
+our work in process if we've got lots of
+
+17
+00:00:48,000 --> 00:00:52,680
+folks sitting about uh uh doing nothing
+
+18
+00:00:51,079 --> 00:00:54,440
+in a particular area because we don't
+
+19
+00:00:52,680 --> 00:00:57,160
+have enough work perhaps we should
+
+20
+00:00:54,440 --> 00:01:00,480
+increase the amount of work actively
+
+21
+00:00:57,160 --> 00:01:05,040
+manage your whip you want to
+
+22
+00:01:00,480 --> 00:01:07,360
+avoid uh uh work piling up anywhere in
+
+23
+00:01:05,040 --> 00:01:09,439
+your system so if you're if you're if
+
+24
+00:01:07,360 --> 00:01:12,320
+you're viewing if you've got your
+
+25
+00:01:09,439 --> 00:01:15,439
+visualization of your caman and you see
+
+26
+00:01:12,320 --> 00:01:19,439
+lots of things piling up before another
+
+27
+00:01:15,439 --> 00:01:21,960
+another group another team another H H
+
+28
+00:01:19,439 --> 00:01:24,280
+process right what are you going to do
+
+29
+00:01:21,960 --> 00:01:26,280
+about it you can't just sit there and
+
+30
+00:01:24,280 --> 00:01:29,159
+watch it pile up that's not going to
+
+31
+00:01:26,280 --> 00:01:31,200
+help us maximize the flow maximize the
+
+32
+00:01:29,159 --> 00:01:32,920
+the amount of value that we deliver we
+
+33
+00:01:31,200 --> 00:01:34,840
+need to do something about it we need to
+
+34
+00:01:32,920 --> 00:01:38,000
+go and figure out what the problem is we
+
+35
+00:01:34,840 --> 00:01:40,520
+need to change our system in order to
+
+36
+00:01:38,000 --> 00:01:43,079
+make it better um
+
+37
+00:01:40,520 --> 00:01:46,159
+so making sure we don't have stuff pile
+
+38
+00:01:43,079 --> 00:01:48,320
+up uh making sure something doesn't sit
+
+39
+00:01:46,159 --> 00:01:51,680
+there for ages that's part of actively
+
+40
+00:01:48,320 --> 00:01:55,360
+managing your work as so many teams that
+
+41
+00:01:51,680 --> 00:01:58,479
+I work with where we start looking at
+
+42
+00:01:55,360 --> 00:02:02,240
+this data and the first thing I'll say
+
+43
+00:01:58,479 --> 00:02:04,560
+is why is this thing been active for 250
+
+44
+00:02:02,240 --> 00:02:07,719
+days right and it's something that's
+
+45
+00:02:04,560 --> 00:02:10,720
+either fallen through the cracks or it's
+
+46
+00:02:07,719 --> 00:02:13,720
+some kind of bucket piece of work that
+
+47
+00:02:10,720 --> 00:02:15,239
+exists forever or it's just something
+
+48
+00:02:13,720 --> 00:02:17,319
+that's taken a really long time because
+
+49
+00:02:15,239 --> 00:02:19,440
+it's got blocked or we didn't understand
+
+50
+00:02:17,319 --> 00:02:22,760
+it or any of those
+
+51
+00:02:19,440 --> 00:02:26,080
+things why is it still sitting there how
+
+52
+00:02:22,760 --> 00:02:29,959
+can we make it go away how can we move
+
+53
+00:02:26,080 --> 00:02:33,200
+it towards completion I if we have a
+
+54
+00:02:29,959 --> 00:02:35,560
+history of things taking a long time
+
+55
+00:02:33,200 --> 00:02:38,280
+then we need to do something about that
+
+56
+00:02:35,560 --> 00:02:40,560
+if if items on your board are blocked
+
+57
+00:02:38,280 --> 00:02:42,080
+how are you visualizing and indicating
+
+58
+00:02:40,560 --> 00:02:44,959
+that they're blocked right that was the
+
+59
+00:02:42,080 --> 00:02:46,080
+first practice but what are you going to
+
+60
+00:02:44,959 --> 00:02:47,519
+do about it are you going to just going
+
+61
+00:02:46,080 --> 00:02:49,760
+to sit there and go yeah we've got all
+
+62
+00:02:47,519 --> 00:02:52,040
+this block stuff let's move on and work
+
+63
+00:02:49,760 --> 00:02:55,040
+on something else no no you need to
+
+64
+00:02:52,040 --> 00:02:57,519
+actively manage the blocked items how do
+
+65
+00:02:55,040 --> 00:02:59,360
+we unblock them how do we unstick them
+
+66
+00:02:57,519 --> 00:03:02,599
+how do we get them moving through the
+
+67
+00:02:59,360 --> 00:03:06,480
+system again it's it's kind of like
+
+68
+00:03:02,599 --> 00:03:08,879
+having having a pipe if the pipe gets
+
+69
+00:03:06,480 --> 00:03:11,200
+clogged right with whatever it is that's
+
+70
+00:03:08,879 --> 00:03:13,519
+clogging the pipe it's difficult for
+
+71
+00:03:11,200 --> 00:03:16,599
+other things to move around it because
+
+72
+00:03:13,519 --> 00:03:19,159
+our attention is is continuously pulled
+
+73
+00:03:16,599 --> 00:03:21,640
+in different directions so we want to
+
+74
+00:03:19,159 --> 00:03:24,319
+actively work to get rid of those
+
+75
+00:03:21,640 --> 00:03:27,159
+blockages right anything that's blocked
+
+76
+00:03:24,319 --> 00:03:31,040
+anything that's slow moving and getting
+
+77
+00:03:27,159 --> 00:03:33,799
+old sitting there and any thing uh that
+
+78
+00:03:31,040 --> 00:03:36,480
+is piling up right something that's
+
+79
+00:03:33,799 --> 00:03:39,680
+stuck and usually things pile up behind
+
+80
+00:03:36,480 --> 00:03:42,760
+blocked stuff right all of those things
+
+81
+00:03:39,680 --> 00:03:45,760
+are required for you to be actively
+
+82
+00:03:42,760 --> 00:03:47,879
+managing your work in a caman strategy
+
+83
+00:03:45,760 --> 00:03:50,200
+if you're struggling to implement a cban
+
+84
+00:03:47,879 --> 00:03:52,720
+strategy we can help or help you find
+
+85
+00:03:50,200 --> 00:03:55,720
+somebody who can click on the link below
+
+86
+00:03:52,720 --> 00:03:55,720
+and get in touch
+
+
diff --git a/site/content/resources/videos/youtube/u56sOCe6G0A/index.captions.en.md b/site/content/resources/videos/youtube/u56sOCe6G0A/index.captions.en.md
new file mode 100644
index 000000000..863501d8f
--- /dev/null
+++ b/site/content/resources/videos/youtube/u56sOCe6G0A/index.captions.en.md
@@ -0,0 +1,13 @@
+Once you've defined and visualised your workflow, the next most important thing you can do in a Kanban strategy is to actively manage the work within your workflow. That means that you are not just a bystander to the process. The people that are participating in the process are not just sitting there looking at a piece of work going, "Yeah, that's not working very well," and not doing anything about it. The core practice here is to actively manage that. 
+
+This means that if we're finding that we've got too many things going on in a particular area, perhaps we should reduce our work in process. If we've got lots of folks sitting about doing nothing in a particular area because we don't have enough work, perhaps we should increase the amount of work. Actively manage your WIP. You want to avoid work piling up anywhere in your system. 
+
+So if you're viewing your visualisation of your Kanban and you see lots of things piling up before another group, another team, another process, what are you going to do about it? You can't just sit there and watch it pile up. That's not going to help us maximise the flow and the amount of value that we deliver. We need to do something about it. We need to go and figure out what the problem is. We need to change our system in order to make it better. 
+
+Making sure we don't have stuff pile up and making sure something doesn't sit there for ages is part of actively managing your work. There are so many teams that I work with where we start looking at this data, and the first thing I'll say is, "Why has this thing been active for 250 days?" It's something that's either fallen through the cracks, or it's some kind of bucket piece of work that exists forever, or it's just something that's taken a really long time because it's got blocked, or we didn't understand it, or any of those things. 
+
+Why is it still sitting there? How can we make it go away? How can we move it towards completion? If we have a history of things taking a long time, then we need to do something about that. If items on your board are blocked, how are you visualising and indicating that they're blocked? That was the first practice, but what are you going to do about it? Are you just going to sit there and go, "Yeah, we've got all this blocked stuff, let's move on and work on something else?" No, you need to actively manage the blocked items. 
+
+How do we unblock them? How do we unstick them? How do we get them moving through the system again? It's kind of like having a pipe. If the pipe gets clogged with whatever it is that's clogging the pipe, it's difficult for other things to move around it because our attention is continuously pulled in different directions. So we want to actively work to get rid of those blockages. 
+
+Anything that's blocked, anything that's slow moving and getting old sitting there, and anything that is piling up—something that's stuck—usually things pile up behind blocked stuff. All of those things are required for you to be actively managing your work in a Kanban strategy. If you're struggling to implement a Kanban strategy, we can help or help you find somebody who can. Click on the link below and get in touch.
\ No newline at end of file
diff --git a/site/content/resources/videos/youtube/xaIDtZcoVXE/data.captions.en.srt b/site/content/resources/videos/youtube/xaIDtZcoVXE/data.captions.en.srt
new file mode 100644
index 000000000..319080cf9
--- /dev/null
+++ b/site/content/resources/videos/youtube/xaIDtZcoVXE/data.captions.en.srt
@@ -0,0 +1,45 @@
+1
+00:00:00,080 --> 00:00:06,680
+how do you know how long it takes you to
+
+2
+00:00:03,080 --> 00:00:09,840
+deliver value evidence-based management
+
+3
+00:00:06,680 --> 00:00:13,120
+has a key value area called time to
+
+4
+00:00:09,840 --> 00:00:15,080
+Market where you would choose metrics
+
+5
+00:00:13,120 --> 00:00:18,199
+that enable you to understand your
+
+6
+00:00:15,080 --> 00:00:20,640
+organizational capability in this space
+
+7
+00:00:18,199 --> 00:00:24,480
+you might look at things like lead time
+
+8
+00:00:20,640 --> 00:00:28,039
+cycle time time to Pivot time to learn
+
+9
+00:00:24,480 --> 00:00:30,679
+time to fix these are all things that
+
+10
+00:00:28,039 --> 00:00:34,800
+will help you understand how long it
+
+11
+00:00:30,679 --> 00:00:34,800
+takes you to deliver value
+
+
diff --git a/site/content/resources/videos/youtube/xaIDtZcoVXE/index.captions.en.md b/site/content/resources/videos/youtube/xaIDtZcoVXE/index.captions.en.md
new file mode 100644
index 000000000..7ca0a2419
--- /dev/null
+++ b/site/content/resources/videos/youtube/xaIDtZcoVXE/index.captions.en.md
@@ -0,0 +1 @@
+How do you know how long it takes you to deliver value? Evidence-based management has a key value area called time to market, where you would choose metrics that enable you to understand your organisational capability in this space. You might look at things like lead time, cycle time, time to pivot, time to learn, time to fix. These are all things that will help you understand how long it takes you to deliver value.
\ No newline at end of file
diff --git a/site/content/resources/videos/youtube/yQlrN2OviCU/data.captions.en.srt b/site/content/resources/videos/youtube/yQlrN2OviCU/data.captions.en.srt
new file mode 100644
index 000000000..bf36bde9c
--- /dev/null
+++ b/site/content/resources/videos/youtube/yQlrN2OviCU/data.captions.en.srt
@@ -0,0 +1,73 @@
+1
+00:00:00,120 --> 00:00:04,440
+one of the great parts of immersive
+
+2
+00:00:02,399 --> 00:00:06,600
+learning is getting feedback from your
+
+3
+00:00:04,440 --> 00:00:08,639
+peers and colleagues we give an
+
+4
+00:00:06,600 --> 00:00:11,160
+assignment at the end of every session
+
+5
+00:00:08,639 --> 00:00:13,320
+uh something to do in your organization
+
+6
+00:00:11,160 --> 00:00:15,559
+to actually practically Implement some
+
+7
+00:00:13,320 --> 00:00:19,240
+of the techniques and when we come back
+
+8
+00:00:15,559 --> 00:00:22,279
+we do a debrief but it's a a facilitated
+
+9
+00:00:19,240 --> 00:00:25,039
+debrief so it's not just myself or one
+
+10
+00:00:22,279 --> 00:00:28,359
+of the other trainers doing the debrief
+
+11
+00:00:25,039 --> 00:00:30,000
+it's your colleagues in the class the
+
+12
+00:00:28,359 --> 00:00:33,040
+other people that are participating
+
+13
+00:00:30,000 --> 00:00:36,320
+who've also tried the same thing they're
+
+14
+00:00:33,040 --> 00:00:38,559
+providing their input their review their
+
+15
+00:00:36,320 --> 00:00:41,120
+Reflections on what you've tried and you
+
+16
+00:00:38,559 --> 00:00:44,520
+can provide it on what they've tried and
+
+17
+00:00:41,120 --> 00:00:48,640
+hopefully we can build a much bigger
+
+18
+00:00:44,520 --> 00:00:48,640
+body of experiential knowledge
+
+
diff --git a/site/content/resources/videos/youtube/yQlrN2OviCU/index.captions.en.md b/site/content/resources/videos/youtube/yQlrN2OviCU/index.captions.en.md
new file mode 100644
index 000000000..afe5a4952
--- /dev/null
+++ b/site/content/resources/videos/youtube/yQlrN2OviCU/index.captions.en.md
@@ -0,0 +1 @@
+One of the great parts of immersive learning is getting feedback from your peers and colleagues. We give an assignment at the end of every session, something to do in your organisation to actually practically implement some of the techniques. And when we come back, we do a debrief, but it's a facilitated debrief. So it's not just myself or one of the other trainers doing the debrief; it's your colleagues in the class, the other people that are participating, who've also tried the same thing. They're providing their input, their review, their reflections on what you've tried, and you can provide it on what they've tried. And hopefully, we can build a much bigger body of experiential knowledge.
\ No newline at end of file
diff --git a/site/content/resources/videos/youtube/zltmMb2EbDE/data.captions.en.srt b/site/content/resources/videos/youtube/zltmMb2EbDE/data.captions.en.srt
new file mode 100644
index 000000000..732a17889
--- /dev/null
+++ b/site/content/resources/videos/youtube/zltmMb2EbDE/data.captions.en.srt
@@ -0,0 +1,481 @@
+1
+00:00:00,080 --> 00:00:06,919
+the question is does cban integrate with
+
+2
+00:00:02,879 --> 00:00:12,240
+a scrum environment and I I I want to be
+
+3
+00:00:06,919 --> 00:00:14,679
+super clear hban integrates with any
+
+4
+00:00:12,240 --> 00:00:17,039
+environment any way of working whether
+
+5
+00:00:14,679 --> 00:00:20,800
+you're doing scrum or you're doing
+
+6
+00:00:17,039 --> 00:00:24,680
+waterfall or you just made up a way of
+
+7
+00:00:20,800 --> 00:00:29,560
+working all of these things can benefit
+
+8
+00:00:24,680 --> 00:00:30,920
+from the application of a cand strategy
+
+9
+00:00:29,560 --> 00:00:35,840
+right
+
+10
+00:00:30,920 --> 00:00:39,440
+the the scrum in particular doesn't have
+
+11
+00:00:35,840 --> 00:00:42,800
+any metrics there are no no metrics in
+
+12
+00:00:39,440 --> 00:00:45,920
+scrum go read the cang guide there is no
+
+13
+00:00:42,800 --> 00:00:50,600
+mention of velocity no mention of story
+
+14
+00:00:45,920 --> 00:00:53,160
+points no mention of time no mention of
+
+15
+00:00:50,600 --> 00:00:55,399
+any of those things the only thing
+
+16
+00:00:53,160 --> 00:00:58,519
+that's about as close to a metric as the
+
+17
+00:00:55,399 --> 00:01:00,680
+scrum guide talks about is it it says
+
+18
+00:00:58,519 --> 00:01:03,879
+that um uh the team should have
+
+19
+00:01:00,680 --> 00:01:06,799
+discussions to understand the size of
+
+20
+00:01:03,879 --> 00:01:10,119
+things that are in their backlog that's
+
+21
+00:01:06,799 --> 00:01:12,360
+it right how you define that size all of
+
+22
+00:01:10,119 --> 00:01:16,799
+those things are are are are up to up to
+
+23
+00:01:12,360 --> 00:01:19,680
+the team teams generally pick things
+
+24
+00:01:16,799 --> 00:01:23,520
+like story points and velocity and
+
+25
+00:01:19,680 --> 00:01:26,400
+unfortunately those metrics have damaged
+
+26
+00:01:23,520 --> 00:01:28,720
+our ability as an industry building
+
+27
+00:01:26,400 --> 00:01:30,560
+software industry in particular damaged
+
+28
+00:01:28,720 --> 00:01:33,159
+our ability as an industry to have
+
+29
+00:01:30,560 --> 00:01:34,799
+conversations with customers have them
+
+30
+00:01:33,159 --> 00:01:36,159
+understand what we're saying and be able
+
+31
+00:01:34,799 --> 00:01:39,560
+to actually answer the customer
+
+32
+00:01:36,159 --> 00:01:42,040
+questions it is absolutely
+
+33
+00:01:39,560 --> 00:01:44,159
+unreasonable for a customer to come to
+
+34
+00:01:42,040 --> 00:01:46,920
+you has given you and your team a bunch
+
+35
+00:01:44,159 --> 00:01:49,320
+of money and says when will it be done
+
+36
+00:01:46,920 --> 00:01:51,040
+and you say we're doing scrum we don't
+
+37
+00:01:49,320 --> 00:01:53,280
+have an answer to that question that is
+
+38
+00:01:51,040 --> 00:01:55,240
+completely unreasonable and if I was
+
+39
+00:01:53,280 --> 00:01:57,280
+that person I would say fine I'm not
+
+40
+00:01:55,240 --> 00:01:58,680
+giving you any more money I'll go find
+
+41
+00:01:57,280 --> 00:02:00,479
+somebody else who can answer my
+
+42
+00:01:58,680 --> 00:02:01,719
+questions right
+
+43
+00:02:00,479 --> 00:02:05,600
+so
+
+44
+00:02:01,719 --> 00:02:07,520
+caman a caman strategy enables you to
+
+45
+00:02:05,600 --> 00:02:09,840
+actually answer those
+
+46
+00:02:07,520 --> 00:02:11,840
+questions right you're definitely not
+
+47
+00:02:09,840 --> 00:02:13,360
+answering it with absolutes right
+
+48
+00:02:11,840 --> 00:02:16,000
+because that's impossible we understand
+
+49
+00:02:13,360 --> 00:02:18,640
+the cone of uncertainty we understand uh
+
+50
+00:02:16,000 --> 00:02:22,040
+uh uh that those difficulties but we can
+
+51
+00:02:18,640 --> 00:02:25,000
+start to use probabilistic
+
+52
+00:02:22,040 --> 00:02:27,560
+forecasting fantastic tool probabilistic
+
+53
+00:02:25,000 --> 00:02:29,879
+forecasting to help us answer those
+
+54
+00:02:27,560 --> 00:02:32,640
+questions of when will it be done or
+
+55
+00:02:29,879 --> 00:02:35,440
+what will I get by this date right these
+
+56
+00:02:32,640 --> 00:02:38,560
+are these are such important questions
+
+57
+00:02:35,440 --> 00:02:42,480
+uh Daniel Vante who's one of the the the
+
+58
+00:02:38,560 --> 00:02:45,319
+creators of uh uh Pro caman uh the
+
+59
+00:02:42,480 --> 00:02:47,920
+creator of the caman strategy um who who
+
+60
+00:02:45,319 --> 00:02:52,319
+worked with scrum.org to create the cban
+
+61
+00:02:47,920 --> 00:02:54,280
+guide for scrum teams and uh H caman for
+
+62
+00:02:52,319 --> 00:02:57,120
+scrum teams
+
+63
+00:02:54,280 --> 00:02:58,840
+course he has a book called when will it
+
+64
+00:02:57,120 --> 00:03:00,920
+be done that's how important that
+
+65
+00:02:58,840 --> 00:03:03,239
+question is to your business business
+
+66
+00:03:00,920 --> 00:03:06,360
+you need to be able to to answer that
+
+67
+00:03:03,239 --> 00:03:10,319
+question when will it be done and the
+
+68
+00:03:06,360 --> 00:03:13,159
+tools that cban gives you the metrics
+
+69
+00:03:10,319 --> 00:03:14,720
+that you have to monitor enable you to
+
+70
+00:03:13,159 --> 00:03:19,159
+then get those answers to those
+
+71
+00:03:14,720 --> 00:03:21,560
+questions very specifically right um so
+
+72
+00:03:19,159 --> 00:03:24,480
+does cban integrate with a scrum
+
+73
+00:03:21,560 --> 00:03:26,560
+environment I think cban has to
+
+74
+00:03:24,480 --> 00:03:32,319
+integrate with a scrum environment in
+
+75
+00:03:26,560 --> 00:03:35,680
+fact scrum is not not as good without a
+
+76
+00:03:32,319 --> 00:03:39,920
+caman strategy i i i i for
+
+77
+00:03:35,680 --> 00:03:43,680
+me this is this is a pairing that that
+
+78
+00:03:39,920 --> 00:03:47,879
+that is just has to happen if you doing
+
+79
+00:03:43,680 --> 00:03:51,920
+scrum you should be using a caman
+
+80
+00:03:47,879 --> 00:03:55,120
+strategy um I don't really have any
+
+81
+00:03:51,920 --> 00:03:57,599
+um what would you call it like well
+
+82
+00:03:55,120 --> 00:04:00,879
+maybe you should use no you should be
+
+83
+00:03:57,599 --> 00:04:04,000
+using a cban strategy everybody should
+
+84
+00:04:00,879 --> 00:04:05,720
+for every system in every workplace
+
+85
+00:04:04,000 --> 00:04:09,480
+everywhere you should be using a cand
+
+86
+00:04:05,720 --> 00:04:12,159
+strategy that's how you understand the
+
+87
+00:04:09,480 --> 00:04:14,519
+flow of work through your system so that
+
+88
+00:04:12,159 --> 00:04:15,959
+you can make the optimizations right
+
+89
+00:04:14,519 --> 00:04:18,239
+that's where you get the continuous
+
+90
+00:04:15,959 --> 00:04:21,840
+improvement from when you're doing
+
+91
+00:04:18,239 --> 00:04:25,759
+scrum right you you you have a
+
+92
+00:04:21,840 --> 00:04:28,840
+retrospective how how do you how do you
+
+93
+00:04:25,759 --> 00:04:31,560
+know what optimizations you should make
+
+94
+00:04:28,840 --> 00:04:33,880
+how do you have convers ations about
+
+95
+00:04:31,560 --> 00:04:38,400
+what the problem is if you've got no
+
+96
+00:04:33,880 --> 00:04:40,800
+data how do you um um see whether the
+
+97
+00:04:38,400 --> 00:04:44,039
+things that you've decided to try
+
+98
+00:04:40,800 --> 00:04:46,840
+actually provide any benefit or not you
+
+99
+00:04:44,039 --> 00:04:51,080
+need metrics and you need data and story
+
+100
+00:04:46,840 --> 00:04:54,960
+points and velocity and burndown charts
+
+101
+00:04:51,080 --> 00:04:55,720
+are completely useless to answer any of
+
+102
+00:04:54,960 --> 00:04:58,600
+those
+
+103
+00:04:55,720 --> 00:05:01,600
+questions are we on track are we doing
+
+104
+00:04:58,600 --> 00:05:03,320
+well do we need to improve none of those
+
+105
+00:05:01,600 --> 00:05:05,600
+questions can be answered with burndown
+
+106
+00:05:03,320 --> 00:05:09,360
+charts and velocity don't even try
+
+107
+00:05:05,600 --> 00:05:10,400
+they're a waste of time what you need is
+
+108
+00:05:09,360 --> 00:05:13,960
+cycle
+
+109
+00:05:10,400 --> 00:05:16,560
+time you need lead time and you need
+
+110
+00:05:13,960 --> 00:05:19,039
+throughput you need work item aging and
+
+111
+00:05:16,560 --> 00:05:21,440
+you need work in process that's
+
+112
+00:05:19,039 --> 00:05:23,680
+it those are the metrics that you're
+
+113
+00:05:21,440 --> 00:05:26,319
+looking for those are the metrics that
+
+114
+00:05:23,680 --> 00:05:29,000
+you need if your current system of work
+
+115
+00:05:26,319 --> 00:05:31,520
+is failing you then you would benefit
+
+116
+00:05:29,000 --> 00:05:34,720
+from CRE creating and applying a caman
+
+117
+00:05:31,520 --> 00:05:37,240
+strategy our professional cand trainers
+
+118
+00:05:34,720 --> 00:05:39,759
+and Consultants are ready to help don't
+
+119
+00:05:37,240 --> 00:05:44,160
+wait the sooner you start the sooner you
+
+120
+00:05:39,759 --> 00:05:44,160
+will improve get in touch below
+
+
diff --git a/site/content/resources/videos/youtube/zltmMb2EbDE/index.captions.en.md b/site/content/resources/videos/youtube/zltmMb2EbDE/index.captions.en.md
new file mode 100644
index 000000000..5830ae641
--- /dev/null
+++ b/site/content/resources/videos/youtube/zltmMb2EbDE/index.captions.en.md
@@ -0,0 +1,15 @@
+The question is, does Cban integrate with a Scrum environment? And I want to be super clear: Cban integrates with any environment, any way of working, whether you're doing Scrum or you're doing Waterfall or you just made up a way of working. All of these things can benefit from the application of a Cban strategy.
+
+Right, the Scrum in particular doesn't have any metrics. There are no metrics in Scrum. Go read the Cang guide; there is no mention of velocity, no mention of story points, no mention of time, no mention of any of those things. The only thing that's about as close to a metric as the Scrum guide talks about is it says that the team should have discussions to understand the size of things that are in their backlog. That's it, right? How you define that size, all of those things are up to the team. Teams generally pick things like story points and velocity, and unfortunately, those metrics have damaged our ability as an industry—building software industry in particular—to have conversations with customers, have them understand what we're saying, and be able to actually answer the customer questions.
+
+It is absolutely unreasonable for a customer to come to you, has given you and your team a bunch of money, and says, "When will it be done?" and you say, "We're doing Scrum; we don't have an answer to that question." That is completely unreasonable, and if I was that person, I would say, "Fine, I'm not giving you any more money. I'll go find somebody else who can answer my questions," right?
+
+So, Cban—a Cban strategy—enables you to actually answer those questions, right? You're definitely not answering it with absolutes, right? Because that's impossible. We understand the cone of uncertainty; we understand that those difficulties. But we can start to use probabilistic forecasting—a fantastic tool, probabilistic forecasting—to help us answer those questions of "When will it be done?" or "What will I get by this date?" Right? These are such important questions.
+
+Daniel Vante, who's one of the creators of Pro Cban, the creator of the Cban strategy, who worked with Scrum.org to create the Cban guide for Scrum teams and H Cban for Scrum teams—of course, he has a book called "When Will It Be Done?" That's how important that question is to your business. You need to be able to answer that question: "When will it be done?" And the tools that Cban gives you, the metrics that you have to monitor, enable you to then get those answers to those questions very specifically, right?
+
+So, does Cban integrate with a Scrum environment? I think Cban has to integrate with a Scrum environment. In fact, Scrum is not as good without a Cban strategy. For me, this is a pairing that just has to happen. If you're doing Scrum, you should be using a Cban strategy. I don't really have any—what would you call it?—like, "Well, maybe you should use..." No, you should be using a Cban strategy. Everybody should—for every system, in every workplace, everywhere—you should be using a Cban strategy. That's how you understand the flow of work through your system so that you can make the optimisations, right? That's where you get the continuous improvement from when you're doing Scrum.
+
+Right? You have a retrospective. How do you know what optimisations you should make? How do you have conversations about what the problem is if you've got no data? How do you see whether the things that you've decided to try actually provide any benefit or not? You need metrics, and you need data. And story points and velocity and burndown charts are completely useless to answer any of those questions. Are we on track? Are we doing well? Do we need to improve? None of those questions can be answered with burndown charts and velocity. Don't even try; they're a waste of time.
+
+What you need is cycle time, you need lead time, and you need throughput. You need work item aging, and you need work in process. That's it. Those are the metrics that you're looking for. Those are the metrics that you need. If your current system of work is failing you, then you would benefit from creating and applying a Cban strategy. Our professional Cban trainers and consultants are ready to help. Don't wait; the sooner you start, the sooner you will improve. Get in touch below.
\ No newline at end of file