Designing agile feedbacks for agile learning - an experience report

location_city Bengaluru schedule Feb 28th 01:30 PM - Jan 1st 12:00 AM place Esquire

Feedback is perhaps the most important aspect of the overall agile lifecycle. If the feedback is too wide and shallow, it won't give enough actionable feedback. If it is too narrow and deep, it might fail to register feedback outside its focus area. So, how does one go about designing feedbacks that enable agile learning. We call them agile feedbacks.

In this brief session, we will share an experience from designing agile feedbacks for agile trainings and workshops. The objective was to get most critical feedback in shortest amount of time to enable quick action planning. We created feedback that took a maximum of 5 minutes and enabled the most important learning in both, focussed as well as open-ended manner that allowed us to focus on the most critical items. We employed elements of Design Thinking and Rapid Iterative Testing and Evaluation (RITE) to improve the process and quality of feedback themselves. We will also be touching up these concepts and how effective they were.

 
 

Outline/Structure of the Experience Report

1. What is agile feedback - 5min

2. How did we design agile feedbacks - 15 min

3. What did we learn - 5 min

Learning Outcome

1. Importance of agile feedback

2. Applying Design Thinking and RITE to design Agile Feedback

Target Audience

Trainers, Coaches

schedule Submitted 6 years ago

Public Feedback


    • Liked Tathagat Varma
      keyboard_arrow_down

      Tathagat Varma - Agile, Management 3.0, Holacracy...what next?

      Tathagat Varma
      Tathagat Varma
      Country Manager
      NerdWallet
      schedule 6 years ago
      Sold Out!
      45 Mins
      Talk
      Advanced

      Pesentation deck is now available at http://www.slideshare.net/Managewell/what-next-31791295

      Modern management methods are still based on the then seminal work by Henri Fayol some 200 years back, followed by Frederick Taylor's work some 100 years back! Sadly, those models were predominantly based on industrial work, and don't really work that well in knowledge industry and today's sociological dynamics at workplace. Classical Agile methods codify several people practices that allow for a self-organizing team to evolve, but doesn't offer a lot of guidance on how to develop and groom leadership for agile organizations beyond a software team. Management 3.0 takes this issue further and develops it into a separate discipline altogether. On similar lines, Holacracy seeks to create social technology for purposeful organizations, though not specially targeting software organizations. So, the issue of leadership still continues to be unresolved and rather left to pave its way on its own. Unfortunately, when we want to achieve true end-to-end agility, it is not enough for software teams to be charging at top speeds but leadership not evenly matched to support them well in their endeavors. We clearly have a problem at hand...

      In this talk, we will study how the role of leadership has evolved and what does it look like for agile organizations at present. Many agile methods take an extreme view that limit leadership to team-level collective ownership of leadership. However, that might not be enough because of various reasons. In any non-trivial organization, whether a software organizations or any modern business employing software for business advantage, the reality is that organization units beyond a plain-vanilla software teams do exist. So, how does one go about grooming their top talent for playing an effective part in this process?

      Finally, we will also try to take a shot at some of evolving paradigms. For example, all these management thoughts are still based on the kind of outdated premise that an organization is based on 'boundaries' of operations. However, already we see that model being broken down, and the future teams look more like boundaryless entities bound with nothing but a unifying purpose that brings a bunch of volunteers together for a period of time. If our success increasing depends on such teams being able to effectively self-manage themselves, what role does leadership have to play in it, and are we getting ready for it? 

    • Naresh Jain
      Naresh Jain
      Founder
      Xnsio
      schedule 6 years ago
      Sold Out!
      45 Mins
      Demonstration
      Intermediate

      "Release Early, Release Often" is a proven mantra and many companies have taken this one step further by releasing products to real users with every commit a.k.a Continuous Deployment (CD).

      Over the years, I've built many web/infrastructure products, where we've effectively practiced CD. However at Edventure Labs, when we started building iPad games, we realized there was no easy was to practice CD, esp. given the fact that Apple review takes a few days.

      Our main question was: As mobile app developers, how should we architect/design our apps for CD?

      We were a young startup, learning new behavior about our users (kids aged 5-8) everyday. We could not afford any delay in releasing latest, greatest features to our users. To solve this problem, I believe we've built an innovative solution to enable any mobile app developer to achieve CD.

      If you are building real products, which have platform/3rd-party dependencies and you want to practice CD, this session is for you.

    • Liked Sudipta Lahiri
      keyboard_arrow_down

      Sudipta Lahiri - Capacity Planning for Dynamic Teams

      20 Mins
      Experience Report
      Intermediate

      Fixed price (and fixed scope) projects dominate the offshore industry. These projects have offshore/onsite teams. They often have large team size (over 100s of people in one team).

      Agile thinking uses team velocity/ throughput and uses that to project an end date (Kanban system) or how much scope can be accomplished in a given time duration (number of sprints in SCRUM). They assume a stable team. However, this is not applicable for projects. They experience resource and productivity ramp-up issues. Often, resources keep changing as new projects come in. Projects do not have past velocity or throughput data. Extrapolating historical data from other similar projects, though possible, is inaccurate for multiple reasons.

      This talk is based on our experience of working with such project teams. They want to adopt agile methods. We show how they can adopt the Kanban Method and yet do: A) Initial Capacity Planning B) Assess the impact of scope creep to the project end date.

      The session assumes a basic understanding of the Kanban method.

    • Liked Ellen Grove
      keyboard_arrow_down

      Ellen Grove - Build Your Dreams: User Requirements Gathering with LEGO Serious Play

      90 Mins
      Workshop
      Beginner

      Let your hands be the search engine for your brain! LEGO® Serious Play® is a powerful thinking, communicating and problem solving technique that can help you and your team do serious work through structured play activities using a popular and playful 3D modeling toy. Through a facilitated process of building models that, storytelling and reflection, every person at the table is engaged and actively participating in the discussion, whether the topic is individual aspirations, team relationships, developing a new product or solving a wicked organizational problem. Everyone builds and everyone tells their story – all participants have equal opportunity to put their own points of view on the table, unlocking new perspectives and exposing the answers that are already in the room.  LEGO Serious Play has been used successfully for team-building and problem solving in a variety of organizations, from NASA to RBC to academic settings and public utilities.  

      This presentation provides a hands-on introduction to LEGO Serious Play, so that you can experience firsthand how using LEGO to do real work unleashes creativity and enables meaningful conversations in a very short time. We will explore how to use this playful technique to collaboratively elicit information about user requirements and strategic design issues using the open source User Requirements with Lego methodology developed by a team at the University of Lugano, Switzerland.  This approach is particularly suited to Agile teams that want to get team members and stakeholders sharing their different perspectives on common goals in an open and light-weight manner.

    • Liked Nitin Ramrakhyani
      keyboard_arrow_down

      Nitin Ramrakhyani - Lean Roots to Grow, Wings to fly!

      45 Mins
      Talk
      Beginner

      A lot has been said about Kanban and how these can be implemented in Software development, but the learning remains superficial till we go deep down to its roots to understand the core underlying practices and principles and why/how these practices evolved over a period of time. Infact the roots of most of the Agile methods can be traced back to Lean/Toyota Production Systems, a set of practices and techniques used by Toyota to build great set of cars with limited amount of resources. Even though building software is much different than building a car, there are many lessons and practices that can be learnt and applied nonetheless.

      In this interactive and visual talk, we'll take a virtual trip to Japan and learn some of the best practices/concepts that originated at Toyota for building "world-class" cars and see how each of these can be applied to software development. Learning about the roots of Lean should help the attendees in sowing the seeds of Lean improvement in their organizations and would help in building better software and improving the efficiency of the software delivery lifecycle.

    • Liked Colin O'Neill
      keyboard_arrow_down

      Colin O'Neill - Achieving Enterprise Agility with the Scaled Agile Framework...and Have Fun Doing It!

      90 Mins
      Tutorial
      Intermediate

      Scrum, XP, Kanban and related methods have been proven to provide step changes in productivity and quality for software teams. However, these methods do not have the native constructs necessary to scale to the enterprise. What the industry desperately needs is a solution that moves from a set of simplistic, disparate, development-centric methods, to a scalable, unified approach that addresses the complex constructs and additional stakeholders in the organization—and enables realization of enterprise-class product or service initiatives via aligned and cooperative solution development.

    • Liked Tathagat Varma
      keyboard_arrow_down

      Tathagat Varma - Agility @ The Scale of Busine$$

      Tathagat Varma
      Tathagat Varma
      Country Manager
      NerdWallet
      schedule 6 years ago
      Sold Out!
      45 Mins
      Case Study
      Advanced

      [24]7 Customer, Inc started out in customer service space from Bangalore in 2000. Today, it is a sucessful mid-size company in voice-based customer support that also creates IP and products in big data and predictive analytics for some of the biggest names in business, and is a a high-growth company headquartered out of US. The growth in product R&D happened both organically as well as from acquisitions across multiple geos. While the initial / startup stage processes had been extremely successful in building the company's strong foundation, it was felt that the next stage of growth might not be a linear extrapolation of the past successes. Recognizing this futuristic need, it initially embraced agile software development methods in Q1 of 2013 to improve responsiveness, predictability and time to market in the product development organization. In Q2 of 2013, it embarked upon an ambitious company-wide program. The charter was to establish an end-to-end execution framework to make the entire operations efficient and effective - right from marketing and pre-sales to delivery, deployment, operations and ongoing optimization. 

      In this session,

      • We will analyze challanges involved in scaling-up agile adoption outside the software team across the entire organization.
      • Specifically, we will also discuss how we addressed some of those unique challanges that are associated with growth and scale, and
      • What does it take to achieve true end-to-end agility. 
    • Liked Naresh Jain
      keyboard_arrow_down

      Naresh Jain - SAMPLE PROPOSAL - Product Discovery Workshop

      Naresh Jain
      Naresh Jain
      Founder
      Xnsio
      schedule 6 years ago
      Sold Out!
      90 Mins
      Tutorial
      Beginner

      Many product companies struggle with a big challenge: how to identify a Minimal Viable Product that will let them quickly validate their product hypothesis?

      Teams that share the product vision and agree on priorities for features are able to move faster and more effectively.

      During this workshop, we’ll take a hypothetical product and coach you on how to effectively come up with an evolutionary roadmap for your product.

      This 90 mins workshop teaches you how to collaborate on the vision of the product and create a Product Backlog, a User Story map and a pragmatic Release Plan.

      This is a sample proposal to demonstrate how your proposal can look on this submission system.

    • Liked Neil Killick
      keyboard_arrow_down

      Neil Killick - The Guessing Game - Alternatives to Agile Estimation

      Neil Killick
      Neil Killick
      Lead Agile Coach
      MYOB
      schedule 6 years ago
      Sold Out!
      45 Mins
      Talk
      Intermediate

      Agile promotes empiricism and change, yet many practitioners continue to scope out and estimate delivery times and costs for software products and projects.

      Defenders of the art of estimation claim that we need to estimate software projects in order to answer common business and customer questions such as:

      • Should we go ahead with this project? (go/no-go)
      • How much will it cost? (bottom line)
      • When will it be done? (predictability)
      • Should we do project B instead of A? (prioritisation)

      This session challenges participants to flip these questions on their heads and seek alternatives to estimation rituals. It covers the many risks inherent with an estimation culture and demonstrates real, practical alternatives, both at the portfolio and the sprint level.

    • Liked Tarang Baxi
      keyboard_arrow_down

      Tarang Baxi - 1000 Words - Illustrating Project Challenges with Visuals

      Tarang Baxi
      Tarang Baxi
      Principal Consultant
      ThoughtWorks
      schedule 6 years ago
      Sold Out!
      90 Mins
      Workshop
      Beginner

      A project can face varied challenges through its life, foreseen and otherwise - runaway scope, high defect volumes, depressed velocity, and many more. Addressing many of these first requires recognition of the problem and then action from one or more sets of project stakeholders. Telling the story with simple visuals can be a very powerful way to articulate a challenge (the what), the potential root causes (the why) and the options available to fix it (the now-what). Teams typically already track a lot of data related to throughput, quality, scope and cost. Creative use of this data combined with simple, hand-crafted visuals can be much more effective than hundreds of bullet points. In this hands-on workshop, you get to exercise your visual thinking and visual communication skills. We introduce some simple visual thinking techniques like Look-See-Imagine-Show, and then let you apply them in a project simulation, so that you can practice hand-rolling simple visuals that speak volumes (no fancy tools needed!).

    • Liked Sudipta Lahiri
      keyboard_arrow_down

      Sudipta Lahiri - Forecasting with confidence

      45 Mins
      Demonstration
      Advanced

      Forecasting has always been a subject of interest to all project management teams. Team have used multiple methods (from detailed MS Project scheduling to Earned Value Management) to try and estimate when a project will finish. People spend a lot of effort to come with one precise hard date knowing fully well how their past predictions have failed, how their assumptions have been invalidated, etc.

      If one were to discuss further with a Project Manager, they will understand that there is a level of confidence that a Project Manager associates with this date.  Perhaps, he is very confident (90% - it is rarely 100%)! It could be even as low as 60-70% depending on the number of issues and risks in the project. In other words, an end date is always associated with a probability, which we in our management talk and presentations, ignore or fail to highlight. In reality, a Project Manager would like to say - I am 70% confident that can deliver this scope of work within the next 3 months but 90% confident that I can deliver this in the next 4 months.

      Kanban systems predict the future by extrapolating current throughput on the present backlog. Most Kanban tools use the CFD for the same. This gives you the gap between the rate at which you need to finish your work versus the rate at which you are finishing work at present. Like MS Project, it also gives one date when this backlog will finish, assuming current throughput.

      Fact is that future is not definitive! Project risks change, requirements change, team resources change... the list goes on! So, just like this inadequate for traditional tools, it is inadequate to limit ourselves to this analysis in the Kanban Method also.

      This session, using Kanban Tool, will demonstrate:

      1. The use of probabilistic theory to have a confidence % associated with a particular delivery date
      2. Once you know the gap between the current throughtput and the desired throughput, what resourcing changes can be done to bridge this gap. While it is understood that resourcing is not the only option to bridge the gap, it is perhaps the most commonly used method. 

      This approach has been vetted by David Anderson and has been presented in the LSSC 2013 conference by one of my colleagues.

    • Liked Anand Bagmar
      keyboard_arrow_down

      Anand Bagmar - Build the "right" regression suite using Behavior Driven Testing (BDT)

      90 Mins
      Workshop
      Intermediate

      BDT is a way to identify the correct scenarios to build a good and effective (manual & automation) regression suite that validates the Business Goals. We will learn about how this is different from BDD, and do some hands-on exercises in form of workshops to understand the concept better.

    • Liked Pradeepa Narayanaswamy
      keyboard_arrow_down

      Pradeepa Narayanaswamy - We're Moving to Agile: What Do I Do with My testers?

      45 Mins
      Talk
      Beginner

      As more and more organizations are transitioning to Agile, there still exist a lack of understanding on how testing fits in the Agile teams. Is it just about placing a tester in every team? How can we realign the team members including testers from being on silos to an effective cross-functional team? Pradeepa Narayanaswamy shares her insight on the key basics of Agile testing along with understanding the Agile testing mindset and testing goals. Pradeepa also shares her ideas on how to manage defects, what to measure as metrics and what to document. Learn what you need to know as a tester who are new to Agile. If you are an experienced Agile tester, review these important basics and realign the concepts that may have been overlooked or forgotten in your teams.

       

       

       

    • Liked Manik Choudhary
      keyboard_arrow_down

      Manik Choudhary - "Design Thinking" - Create Innovative Right Products

      Manik Choudhary
      Manik Choudhary
      Manik Choudhary
      SAP Labs
      schedule 6 years ago
      Sold Out!
      45 Mins
      Case Study
      Advanced

      Design Thinking is an approach to solving Design/Wicked problems by understanding users’ needs and developing insights to solve those needs. It helps to address the right questions and to create the “Right products”.

      Design Thinking is an iterative innovative approach. It is not meant as a replacement for the organization’s standard development approaches; rather Design Thinking works inside of agile projects, offering frameworks for collaboration and innovation.

      Design Thinking ultimately helps you to address the right question and to create the right solution for it. It Means creating innovative "Right Product" by combining diverse people, creative space and an iterative approach.

    • Liked Dinesh Sharma
      keyboard_arrow_down

      Dinesh Sharma - Thinking Environment - Do you have one?

      90 Mins
      Talk
      Advanced

      Everything we do depends for its quality on thinking we do first. Our thinking depends on the quality of our attention for each other.

      A Thinking environment is the set of ten conditions under which human being can 'think' for themselves - with rigour, imaginaton, courage and grace. A Thinking Environment is natural, but rare. It has been squeezed out of our lives and organisations by inferior ways of treating each other.

      Thinking environment is based on ten behaviours that generate the finest thinking, and have become known as The Ten Components of a Thinking Environment. These components are

      • Attention,
      • Equality,
      • Ease,
      • Appreciation,
      • Encouragement,
      • Feelings,
      • Information,
      • Diversity,
      • Incisive Questions and
      • Place.

      Each Component is powerful individually, but the presence of all ten working together gives this process its transformative impact.