Sameh Zeid

Member for

13 years 8 months

Sameh Zeid currently implements agile and lean in IT and software development. He believes that projects can be more successful if they employ the ideas of agile, lean, and gamification. For more than twenty-five years, Sameh has participated in different roles in myriad projects for various industries around the world. He's learned that software practitioners are passionate to innovate, and it's up to management to not demotivate them. Sameh blogs at koo-doy.com.

Job Function

Consulting

Job Title

Agile coach

Interests

Agile

Architecture

DevOps

Lean

Releases

Testing

Country

United States

Sameh Zeid

All Articles by Sameh Zeid

All Stories by Sameh Zeid

	Why Agile Teams Should Avoid Setting Narrow Project GoalsAgile teams should change their mindsets and establish an area of focus instead of setting narrow project goals. This change can promote a team's self-direction, which generates the motivation to produce unforeseen outcomes and achieve business value.
	Using Product Economics for Feature PrioritizationWhen planning for feature prioritization, it’s crucial for you to take into account product economics. Sameh Zeid writes that product economics helps us to understand if it is financially viable to develop a product, even more so than relying on business value.
	Don't Let "Good" Ideas Go Bad!Organizations need new and innovative ideas to solve complex problems. However, sometimes "good" ideas can be the very reason behind problems. Systems thinking and following the Golden Circle can help.
	The Difference between Outcome and Output in Product DevelopmentTo be successful in product development, we must minimize the number of product features while also delivering what the customer will like. In other words, product development success is governed by our ability to maximize the “outcome” rather than “output” of product development.
	Why Experimentation Should Be Required for Initiating ProjectsSameh Zeid writes that experimentation should be required for initiating projects—no matter the organization’s size—for the simple reason that product features will more than likely be discovered incrementally and iteratively during the project's lifespan.
	Why Limiting Work-in-Process Is ImportantThere is a certain mindset that is hindering organizations from limiting their work-in-process (WIP) during product delivery. You might ask yourself why limiting WIP is important. Sameh Zeid writes that better software quality is attained when we limit the WIP.
	Why We Need a New Model for Project GovernanceWe all know that organizations establish a project management office (PMO) as their main model for project governance. However, this does not provide a competitive advantage that allows organizations to respond to ever-increasing customer needs.
	Gaining Business Value through Proactive Risk ManagementAn inadequate liftoff can put a shuttle on a trajectory that leads to an unknown destination. Likewise, we can condition our projects for producing business value by improving their “liftoff” through proactive risk management.
	Using the A3 Management Process for CollaborationSameh Zeid explores the A3 management process, which is used to implement lean thinking principles for problem solving and continuous improvement. The collaborative approach of the A3 process encourages teams to self-organize in order to determine what works.
	How to Use Gamification for an Agile TransformationIn a recent LinkedIn poll, the failure to change organizational culture was voted as the prime cause of preventing an agile transformation. One way to counter this problem is to use gamification, which leaders can use to encourage employees to make the transformation.