FireDice Portfolio LabJason Tice
schedule 1 year agoSold Out!
If you have a portfolio, or you are on a team that is within a portfolio, chances are you either have agonizing and costly multi-day planning meetings to try to plan out work between teams to minimize dependencies and roadblocks, or you don’t do any planning and find yourself experiencing constant changes, challenges and impediments and may not have a good understanding of the near-term goal your team is working toward - sound familiar? If it does, join us to experience “FireDice Portfolio Lab” where multiple concurrent sessions of the “FireDice” game are used to simulate a software development portfolio - participants can experiment during the lab to determine planning activities are too much, which are too little, and hopefully find a combination of activities that are “just right”. “FireDice” is a team simulation that uses dice and cards to challenge teams to determine how to establish team-level WIP limits to promote the flow of work while also maximizing the value of work delivered. In our lab environment, independent teams will come together to form a portfolio, players can choose which planning activities, signaling systems, and feedback loops are necessary to promote the flow of work from the portfolio and maximize the value delivered at the portfolio level. “FireDice Portfolio Lab” allows participants to experiment with several different multi-team agile frameworks (Scaled Agile, Enterprise Service Planning, etc) to assess if the cadence, planning activities, and feedback loops prescribed within a framework are effective for their environment. Participants can also choose to create their own framework or cadence for portfolio planning and then assess its effectiveness. By participating in the lab, participants will learn the intricacies of effective portfolio level planning, and learn how to measure and assess if sufficient planning and feedback mechanisms are in place to promote flow and maximize the value delivered by all teams within the portfolio.
Get Your MEM On - Metaphorical Effectiveness ModelingJason Tice
schedule 1 year agoSold Out!
This workshop is intended to allow participants to experience simple practices that can improve the effectiveness of performance reviews and begin to better align traditional performance review discussions to be supportive of the agile values of learning and collaboration. Traditional manager to employee performance reviews challenge the adoption of agile as all too often they are based on managers providing one-way feedback to staff based on information of questionable accuracy; however, by simply changing the nature of how performance review discussions are facilitated between managers and their employees, focus can be directed to collaboration and learning. In this session, participants will pair up as managers and employees and go through a simulated performance review discussion. The performance review will be based on a traditional SWOT (Strengths - Weaknesses - Opportunities - Threats) self-assessment activity but rather than writing down notes and then discussing with their manager, participants will be asked to build models using pipe cleaners to support each component of the SWOT analysis. Once models have been built, participants will engage in a simulated performance review discussion where they will present & discuss their models with their manager - each pair will change roles to allow all participants to experience both the employee and the manager roles during the workshop. The intent of this exercise is to create a framework for performance review discussions that has greater focus on discovery and learning. All too often, performance reviews are facilitated using “context-rich” language which can lead to managers “telling” employees what to do without a full understanding of what the employee things. This modeling technique shifts focus away from “context-rich” language so managers and employees can have a more open and emergent discussion where better better feedback can be provided. Using the models to facilitate discussions, managers ask more open questions, such as: “can you tell me why you chose to use a red pipe cleaner for that?” and this leads to mutual discovery of improvement and learning opportunities. Lastly we will touch base on the science behind the recommendation to refer to “reviews” as “effectiveness” reviews vs. “performance” reviews. Join us to experience this technique in a safe setting, so you can decide how simple modeling techniques may enable you to better align “effectiveness review” activities in your organization to support agile values and principles.