• Anton Zotin
    Anton Zotin
    schedule 2 years ago
    Sold Out!
    90 mins

    This workshop will help participants to understand how the Kanban method really works.

    We will learn how to use the Kanban method to visualize your current process ("start where you are"). Will figure out how to limit work in progress (WiP); define and make process policies explicit; measure and manage flow.

    Also we will figure out what does it mean to search for opportunities for continuous improvement. We will learn how to increase your team speed and at the same time decrease pressure at work.

    All of these we will touch through extremely hands-on step-by-step simulation using LEGO bricks.


  • Liked Ravi Kumar

    Attaining Agile Fluency: Coaching Techniques - Focus on Goals Over Process

    Ravi Kumar
    Ravi Kumar
    schedule 2 years ago
    Sold Out!
    60 mins
    Experience Report

    What is coaching?

    “It is helping to identify the skills and capabilities that are within the person, and enabling them to use them to the best of their ability” — wikipedia

    "Individuals and Interactions over Process and Tools"

    The above is first of the 4 values espoused in the manifesto but yet it is common to see many agile coaches engage with teams and organisations advocating more and more processes. This is a common sight with new teams and also with teams on the path of agile transition from few months to few years irrespective of the competency, skills and maturity of the teams. Agile Fluency model created by Diana Larse and James Shore highlights the focus on value over compliance and practices at any given level

    “ Team fluency depends on more than just the capability of the individuals on the team. It also depends on management structures, relationships, organizational culture, and more. Don’t make the mistake of blaming individuals for low team fluency, or assuming that one highly-skilled individual will guarantee high team fluency ”

    An agile coach responsible for building high performing teams will need right set of powerful tools and techniques to leverage while working with teams and also to set the right expectations to both management and teams. This talk will draw from experience using few such powerful tools mentioned below while coaching teams attain fluency.

    1. Deliberate Practice
    2. Driving Empowerment & Self Organisation: Working Agreements
    3. Scaling Agile Transformation: Creating a Learning Org 
    4. Driving Commitment: Key Measures Highlighting Self Organisation

    This is not a beginner level talk and assumes participants having experience in leading agile teams and transformation initiatives in your respective organisations.

  • Krishnan Nair
    Krishnan Nair
    KK Sure
    KK Sure
    schedule 2 years ago
    Sold Out!
    45 mins

    We've come far in our journey of Agile as a software development methodology. From stand-ups to showcases to sprint planning meetings to burn-ups (or downs), we've got it down pat when it comes to processes to follow to be considered Agile. However this heads-down, process defined agile, often hinders real agility required to meet business needs. Is doing a three hour sprint planning meeting every week the most important thing to do when you have to get a minimal-viable-product out in the market? How much of automated functional testing should you do when you know that your product's beta version is only going to validate assumptions of your business idea? Should you write tests at all? There is no formulaic answer.

    In this talk, KK and Krishnan will talk about their experience of how much Agile is too much Agile. We look at how to find the right balance between following agile practices and being responsive to your business. How much agile is too much and how less is too less?

    We will do this by looking at:

    • A couple of successful agile adoption stories
    • Look at why agile was successful in the contexts above
    • Discuss why this success will limit us if we are not careful
    • Talk about a start-up and how the things that led to success in the first 2 stories limited us in the start-up context
    • Look at approaches to understand what agile practices/processes to follow to be business agile
    • Close by summarizing the challenges facing agile (as we see it) and how success in process agility will limit us in business agility
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