Move eleven labe to only new posts (#255)

site/content/resources/blog/2020/2020-12-14-getting-started-definition-done-dod/index.md

@@ -2,29 +2,30 @@
 title: Getting started with a Definition of Done (DoD)
 description: Learn how to establish a robust Definition of Done (DoD) for your Scrum team to ensure quality and transparency in software delivery. Start improving today!
 date: 2020-12-14
+AudioNative: true
 creator: Martin Hinshelwood
 id: "38238"
 layout: blog
 resourceTypes: blog
 slug: getting-started-definition-done-dod
 aliases:
-- /blog/getting-started-definition-done-dod
-- /getting-started-definition-done-dod
-- /getting-started-with-a-definition-of-done-(dod)
-- /blog/getting-started-with-a-definition-of-done-(dod)
+  - /blog/getting-started-definition-done-dod
+  - /getting-started-definition-done-dod
+  - /getting-started-with-a-definition-of-done-(dod)
+  - /blog/getting-started-with-a-definition-of-done-(dod)
 tags:
-- agile
-- definition-of-done
-- engineering-excellence
-- homepage
-- scrum
-- scrumble
+  - agile
+  - definition-of-done
+  - engineering-excellence
+  - homepage
+  - scrum
+  - scrumble
 categories:
-- agility
-- devops
+  - agility
+  - devops
 preview: naked-Agility-Scrum-Framework-Definition-of-Done-2-1.jpg
-
 ---
+
 In my last post about [Professional software teams creating working software](https://nkdagility.com/blog/professional-scrum-teams-build-software-works/) [David Corbin](https://www.scrum.org/david-corbin) made a good point. How do you determining what "Free from fault or defect" means? Since that is different for each Product and may change over time you need to focus on Quality and reflecting that quality in a Definition of Done (DoD).
 
 [Updated to reflect the 2020 Scrum Guide!](https://nkdagility.com/blog/update-scrum-guide-25th-anniversary-scrum-framework/)

site/content/resources/blog/2020/2020-12-17-backlog-not-refined-wrong/index.md

@@ -2,27 +2,28 @@
 title: If your backlog is not refined then you are doing it wrong
 description: Ensure your Scrum team's success by refining your Product Backlog. Discover effective strategies to enhance clarity and quality in Sprint Planning.
 date: 2020-12-17
+AudioNative: true
 creator: Martin Hinshelwood
 id: "38243"
 layout: blog
 resourceTypes: blog
 slug: backlog-not-refined-wrong
 aliases:
-- /blog/backlog-not-refined-wrong
-- /backlog-not-refined-wrong
-- /if-your-backlog-is-not-refined-then-you-are-doing-it-wrong
-- /blog/if-your-backlog-is-not-refined-then-you-are-doing-it-wrong
+  - /blog/backlog-not-refined-wrong
+  - /backlog-not-refined-wrong
+  - /if-your-backlog-is-not-refined-then-you-are-doing-it-wrong
+  - /blog/if-your-backlog-is-not-refined-then-you-are-doing-it-wrong
 tags:
-- product-backlog
-- product-discovery
-- refinement
+  - product-backlog
+  - product-discovery
+  - refinement
 categories:
-- agility
-- discovery-ideation
-- people-and-process
+  - agility
+  - discovery-ideation
+  - people-and-process
 preview: naked-Agility-Scrum-Framework-Product-Backlog-2-1.jpg
-
 ---
+
 Most [Scrum Teams](/the-2020-scrum-guide/#scrum-team) that I encounter don’t do refinement of their [Product Backlog](/the-2020-scrum-guide/#product-backlog) and try to work on things that they don’t understand correctly. However, if you get to the Sprint Planning event and your backlog is not ready, then you are doing it wrong. If what you build is not of good quality then you should [read about Defenition of Done](/blog/getting-started-definition-done-dod/).
 
 [Updated to reflect the 2020 Scrum Guide!](https://nkdagility.com/the-2020-scrum-guide/)

site/content/resources/blog/2020/2020-12-21-product-goal-is-an-intermediate-strategic-goal/index.md

@@ -2,27 +2,28 @@
 title: Product Goal is an Intermediate Strategic Goal
 description: Discover how to set effective product goals as intermediate strategic goals to enhance agility and drive successful outcomes in your organization.
 date: 2020-12-21
+AudioNative: true
 creator: Martin Hinshelwood
 id: "45309"
 layout: blog
 resourceTypes: blog
 slug: product-goal-is-an-intermediate-strategic-goal
 aliases:
-- /blog/product-goal-is-an-intermediate-strategic-goal
-- /product-goal-is-an-intermediate-strategic-goal
+  - /blog/product-goal-is-an-intermediate-strategic-goal
+  - /product-goal-is-an-intermediate-strategic-goal
 tags:
-- ebm
-- evidence-based-management
-- intermediate-goal
-- intermediate-strategic-goal
-- product-discovery
-- product-goal
+  - ebm
+  - evidence-based-management
+  - intermediate-goal
+  - intermediate-strategic-goal
+  - product-discovery
+  - product-goal
 categories:
-- discovery-ideation
-- measure-and-learn
+  - discovery-ideation
+  - measure-and-learn
 preview: naked-agility-hypothesis-driven-1-1.jpg
-
 ---
+
 The [Evidence-Based Management Guide](https://nkdagility.com/the-evidence-based-management-guide-measuring-value-to-enable-improvement-and-agility/) describes not only a [Strategic Goal](https://nkdagility.com/blog/product-goal-is-an-intermediate-strategic-goal/) but also an [Intermediate Strategic Goal](https://nkdagility.com/blog/product-goal-is-an-intermediate-strategic-goal/) that is needed to evaluate and adapt your progress towards your intended visions of your product.
 
 <figure>

site/content/resources/blog/2020/2020-12-28-there-is-no-place-like-production/index.md

@@ -2,23 +2,24 @@
 title: There is no place like production
 description: Discover why real user feedback in production is essential for delivering value. Learn to validate assumptions and enhance product success effectively.
 date: 2020-12-28
+AudioNative: true
 creator: Martin Hinshelwood
 id: "45324"
 layout: blog
 resourceTypes: blog
 slug: there-is-no-place-like-production
 aliases:
-- /blog/there-is-no-place-like-production
-- /there-is-no-place-like-production
+  - /blog/there-is-no-place-like-production
+  - /there-is-no-place-like-production
 tags:
-- hypothesis-driven-development
-- product-discovery
-- product-owner
+  - hypothesis-driven-development
+  - product-discovery
+  - product-owner
 categories:
-- discovery-ideation
+  - discovery-ideation
 preview: wizard-of-oz-ruby-slippers-2018-billboard-1548-2-2.jpg
-
 ---
+
 Value is such a subjective thing that we will often be wrong, and there is no way around that wrongness. In order to minimise the wrongness and maximise the amount of value that we deliver we need to have a clear understanding of what our users need, how they are using the product, and validate our new value as soon as we can. Without validation we only have assumptions and assumptions can be dangerous.
 
 As a start we can collect some qualitative data to validate some of our assumptions:

site/content/resources/blog/2020/2020-12-30-evidence-based-management-gathering-metrics/index.md

@@ -1,30 +1,31 @@
 ---
-title: 'Evidence-based Management: Gathering the metrics'
+title: "Evidence-based Management: Gathering the metrics"
 description: Discover how to effectively gather metrics for Evidence-based Management in software organizations to enhance value delivery and drive agile success.
 date: 2020-12-30
+AudioNative: true
 creator: Martin Hinshelwood
 id: "10528"
 layout: blog
 resourceTypes: blog
 slug: evidence-based-management-gathering-metrics
 aliases:
-- /blog/evidence-based-management-gathering-metrics
-- /evidence-based-management-gathering-metrics
-- /evidence-based-management--gathering-the-metrics
-- /blog/evidence-based-management--gathering-the-metrics
+  - /blog/evidence-based-management-gathering-metrics
+  - /evidence-based-management-gathering-metrics
+  - /evidence-based-management--gathering-the-metrics
+  - /blog/evidence-based-management--gathering-the-metrics
 tags:
-- ebmgt
-- evidence
-- evidence-based-management
-- featured
-- leadership-track
-- merics
+  - ebmgt
+  - evidence
+  - evidence-based-management
+  - featured
+  - leadership-track
+  - merics
 categories:
-- measure-and-learn
-- people-and-process
+  - measure-and-learn
+  - people-and-process
 preview: naked-agility-evidence-based-management-1-1.jpg
-
 ---
+
 Gathering the metrics for Evidence-based Management in software organisations can be a strenuous task and I have a number of customers that are fretting on what to collect and from where. Here I try to create an understanding of the 'what' that we need to collect.
 
 [Updated to reflect the 2020 Scrum Guide!](https://nkdagility.com/the-2020-scrum-guide/)

site/content/resources/blog/2021/2021-01-04-story-points-velocity-are-a-sign-of-an-unsuccessful-team/index.md

@@ -2,26 +2,27 @@
 title: Story Points & Velocity are a sign of an unsuccessful team
 description: Discover why relying on Story Points and Velocity may hinder your Scrum team's success. Learn to embrace true agility and enhance your team's adaptability.
 date: 2021-01-04
+AudioNative: true
 creator: Martin Hinshelwood
 id: "44532"
 layout: blog
 resourceTypes: blog
 slug: story-points-velocity-are-a-sign-of-an-unsuccessful-team
 aliases:
-- /blog/story-points-velocity-are-a-sign-of-an-unsuccessful-team
-- /story-points-velocity-are-a-sign-of-an-unsuccessful-team
-- /story-points-&-velocity-are-a-sign-of-an-unsuccessful-team
-- /blog/story-points-&-velocity-are-a-sign-of-an-unsuccessful-team
+  - /blog/story-points-velocity-are-a-sign-of-an-unsuccessful-team
+  - /story-points-velocity-are-a-sign-of-an-unsuccessful-team
+  - /story-points-&-velocity-are-a-sign-of-an-unsuccessful-team
+  - /blog/story-points-&-velocity-are-a-sign-of-an-unsuccessful-team
 tags:
-- daily-scrum
-- featured
-- leadership-track
+  - daily-scrum
+  - featured
+  - leadership-track
 categories:
-- agility
-- measure-and-learn
+  - agility
+  - measure-and-learn
 preview: image-9-14-14.png
-
 ---
+
 Story Points and velocity have been used for many years in the Scrum community and have been engrained so much in the way that things are done that most folks believe that they are part of Scrum. The accepted wisdom is that Scrum Teams are supposed to use User Stories, Story Points, and Velocity to measure their work.
 
 **Accepted wisdom is wrong!**

site/content/resources/blog/2021/2021-01-11-sprint-goal-is-an-immediate-tactical-goal/index.md

@@ -2,25 +2,26 @@
 title: Sprint Goal is an Immediate Tactical Goal
 description: Discover how to define effective Sprint Goals as tactical steps towards your Product Goal, enhancing value delivery and user engagement in Agile projects.
 date: 2021-01-11
+AudioNative: true
 creator: Martin Hinshelwood
 id: "45310"
 layout: blog
 resourceTypes: blog
 slug: sprint-goal-is-an-immediate-tactical-goal
 aliases:
-- /blog/sprint-goal-is-an-immediate-tactical-goal
-- /sprint-goal-is-an-immediate-tactical-goal
+  - /blog/sprint-goal-is-an-immediate-tactical-goal
+  - /sprint-goal-is-an-immediate-tactical-goal
 tags:
-- intermediate-tactical-goal
-- leadership-track
-- product-owner
-- sprint-goal
+  - intermediate-tactical-goal
+  - leadership-track
+  - product-owner
+  - sprint-goal
 categories:
-- discovery-ideation
-- measure-and-learn
+  - discovery-ideation
+  - measure-and-learn
 preview: naked-agility-hypothesis-driven-2-2.jpg
-
 ---
+
 In the [The Evidence-Based Management Guide](https://nkdagility.com/the-evidence-based-management-guide-measuring-value-to-enable-improvement-and-agility/) we talk about the [Intermediate Strategic Goal](https://nkdagility.com/blog/product-goal-is-an-intermediate-strategic-goal/) and I likened that to the [Product Goal](https://nkdagility.com/the-2020-scrum-guide/#commitment-product-goal) in the [2020 Scrum Guide](https://nkdagility.com/the-2020-scrum-guide). If we also think of each Sprint as a tactical move towards fulfilling that [Product Goal](https://nkdagility.com/the-2020-scrum-guide/#commitment-product-goal) then the [Sprint Goal](https://nkdagility.com/the-2020-scrum-guide/#commitment-sprint-goal) becomes an Intermediate Tactical Goal that moves us towards our current Intermediate Strategic Goal.
 
 ## Sprint Goal is an Immediate Tactical Goal

site/content/resources/blog/2021/2021-01-18-what-is-taylorism-and-why-waterfall-is-just-the-tip-of-the-iceberg/index.md

@@ -2,26 +2,27 @@
 title: What is Taylorism, and why Waterfall is just the tip of the iceberg!
 description: Explore the roots of Taylorism and its impact on modern project management. Discover why traditional methods may hinder innovation and employee engagement.
 date: 2021-01-18
+AudioNative: true
 creator: Martin Hinshelwood
 id: "45392"
 layout: blog
 resourceTypes: blog
 slug: what-is-taylorism-and-why-waterfall-is-just-the-tip-of-the-iceberg
 aliases:
-- /blog/what-is-taylorism-and-why-waterfall-is-just-the-tip-of-the-iceberg
-- /what-is-taylorism-and-why-waterfall-is-just-the-tip-of-the-iceberg
-- /what-is-taylorism,-and-why-waterfall-is-just-the-tip-of-the-iceberg-
-- /blog/what-is-taylorism,-and-why-waterfall-is-just-the-tip-of-the-iceberg-
+  - /blog/what-is-taylorism-and-why-waterfall-is-just-the-tip-of-the-iceberg
+  - /what-is-taylorism-and-why-waterfall-is-just-the-tip-of-the-iceberg
+  - /what-is-taylorism,-and-why-waterfall-is-just-the-tip-of-the-iceberg-
+  - /blog/what-is-taylorism,-and-why-waterfall-is-just-the-tip-of-the-iceberg-
 tags:
-- featured
-- taylorism
-- traditional-project-management
-- waterfall
+  - featured
+  - taylorism
+  - traditional-project-management
+  - waterfall
 categories:
-- people-and-process
+  - people-and-process
 preview: naked-agility-with-martin-hinshelwood-iceberg-11-10.jpg
-
 ---
+
 For many people the traditional project management methodologies (see PMI / PRINCE2) are the root of the problems that birthed Waterfall. I assert that this is the tip of the iceberg. These methodologies are just a symptom of a greater problem that has its roots in the changes made during the industrial revolution. These changes, while they generated great amounts of wealth and many jobs around the world,  dehumanised work and destroyed the essence of value and discovery that brought humanity to where it is now. It created processes that turned people into little more than sophisticated robots and enshrined that thinking into the very core of how we do things.
 
 **These practices, which spread like cancer, have been seeded around the world by the Master of Business Administration (MBA). These practices have been calcified in the malignant bureaucracy that can be likened to an iceberg that may very well sink your company.**

site/content/resources/blog/2021/2021-01-19-professional-kanban-trainer-for-applying-professional-kanban/index.md

@@ -2,24 +2,25 @@
 title: Professional Kanban Trainer for Applying Professional Kanban
 description: Become a certified Professional Kanban Trainer with expert guidance from Martin Hinshelwood. Learn to optimize value flow and enhance your Scrum practices!
 date: 2021-01-19
+AudioNative: true
 creator: Martin Hinshelwood
 id: "45694"
 layout: blog
 resourceTypes: blog
 slug: professional-kanban-trainer-for-applying-professional-kanban
 aliases:
-- /blog/professional-kanban-trainer-for-applying-professional-kanban
-- /professional-kanban-trainer-for-applying-professional-kanban
+  - /blog/professional-kanban-trainer-for-applying-professional-kanban
+  - /professional-kanban-trainer-for-applying-professional-kanban
 tags:
-- kanban
-- kanban-theory
-- professional-kanban
-- professional-scrum-with-kanban
+  - kanban
+  - kanban-theory
+  - professional-kanban
+  - professional-scrum-with-kanban
 categories:
-- news-and-reviews
+  - news-and-reviews
 preview: applying-professional-kanban-background-logo-2-2.jpg
-
 ---
+
 The [Scrum Guide](https://nkdagility.com/the-2020-scrum-guide/) only contains the minimum necessary to create an e**mpirical process control system for managing risk**. The new [Kanban Guide](https://nkdagility.com/the-kanban-guide/) reflects the minimum that you need to do to create a **strategy for optimizing the flow of value through a visual, pull-based system**.
 
 ![](images/applying-professional-kanban-background-logo-1280x611-1-1.jpg)

site/content/resources/blog/2021/2021-01-25-all-technical-debt-is-a-risk-to-the-product-and-to-your-business/index.md

@@ -2,27 +2,28 @@
 title: All technical debt is a risk to the product and to your business.
 description: Discover how technical debt poses risks to your product and business. Learn strategies to manage it effectively and ensure quality delivery. Read more!
 date: 2021-01-25
+AudioNative: true
 creator: Martin Hinshelwood
 id: "45521"
 layout: blog
 resourceTypes: blog
 slug: all-technical-debt-is-a-risk-to-the-product-and-to-your-business
 aliases:
-- /blog/all-technical-debt-is-a-risk-to-the-product-and-to-your-business
-- /all-technical-debt-is-a-risk-to-the-product-and-to-your-business
-- /all-technical-debt-is-a-risk-to-the-product-and-to-your-business-
-- /blog/all-technical-debt-is-a-risk-to-the-product-and-to-your-business-
+  - /blog/all-technical-debt-is-a-risk-to-the-product-and-to-your-business
+  - /all-technical-debt-is-a-risk-to-the-product-and-to-your-business
+  - /all-technical-debt-is-a-risk-to-the-product-and-to-your-business-
+  - /blog/all-technical-debt-is-a-risk-to-the-product-and-to-your-business-
 tags:
-- continuous-quality
-- definition-of-done
-- featured
-- predictable-quality
+  - continuous-quality
+  - definition-of-done
+  - featured
+  - predictable-quality
 categories:
-- code-and-complexity
-- transparency-commitment
+  - code-and-complexity
+  - transparency-commitment
 preview: All-technical-debt-is-risk-to-the-product-and-to-your-business-2-2.jpg
-
 ---
+
 If you were buying a car, or a TV, you as the purchaser would do your best to understand the product that you are buying, the quality tradeoffs, and the capabilities.
 
 <figure>