• Liked Vijay Bandaru
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    Scrum Master Experience Report

    Vijay Bandaru
    Vijay Bandaru
    schedule 2 years ago
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    20 mins
    Experience Report
    Intermediate

    This presentation brings a different perspective for the Scrum Masters and helps them to become more powerful Scrum Masters through their enhanced soft skills. I am going to cover how the teams evaolve, how the change is resisted, how the teams behave, how Scrum Master can handle all these effective to make the teams deliver working software every sprint continuously.

    The information explained below is from my experience as Scrum Master and Coach. Below are the points that will be covered in the presentation:

    Primarily I am planning to cover the anti patterns that will push the teams back and where the Scrum Master can support the teams with his knowledge, experience and interpersonal skills. For example please find below some scenarios:

    1. In effective sprint planning: Team might miss some of the tasks while doing the sprint planning part 2 so they will anyway identify them during the development of the stories so these tasks take additional time which is not budgeted. So they will have to miss some stories which will impact the sprint goal. So I encourage the scrum masters to collect all such unidentified tasks on a separate colr sticky notes and during retrospective discuss with the team to see how much % of the capacity is gone for that tasks. At the same time are there any tasks in that list can be repeatable tasks (Eg: Code review) so this will help the team to come up with a tasks checklist which will help the teams to do effective sprint planning part 2 

    2. Partially ready stories pushed into the sprint: Sometimes product owners push the stories that are not fully ready and the team cannot say "No" in this case either the story gets changes during the sprint or it cannot be finished due to unknown factors. So Scrum Master to encourage the team to have a proper DOR (Definition of Ready) and get a working agreement between the PO and team so that they will work around it whilst they understand "Responding to change over following a plan"

    3. Cross functional behavior: Team generally does not want to become cross functional because they are fine with what they are. Scrum Master has to bring a change in their thought process and get them agreed to become cross functional. For this it takes time so SM has to also manage the management expectations with respect to set the expectation in the dip in productivity

    4. Pale retrospectives: This is another area where Scrum Master has to provide support to teams and get the liveliness and make the teams high performance teams

    5. Timeboxing: Most of the teams do not respect this important guideline. Again SM has to get the importance of this characterstic in to the teams and get them aligned towards this. So there are some examples which I can quote such as if different people arrive at different timings, how much time is wasted and how many times we need to recap on the points already discussed, how much gap created etc

    6. Stop starting and start finishing: This will cover to complete the stories/tasks that you are working before you pick up something. In general the teams pick up many items at a time and complete them close to 100% but not 100% so this will impact the sprint goal. In such case the SM has to provide inputs to the team to pick as few as possible but close them as soon as possible so this way the value delivery at the end of sprint is guaranteed

    7. Lack of importance for quality: In the hurry of completing the stories the team at times give less or no importance to the quality. So the probability of escaped defects or getting rejection for the stories is high. So the Scrum Master has to educate the teams to strictly define/refine/follow the Definition of Done for each story. I saw many teams having their DOD in the tools like VersionOne but not infront of their eyes. 

    8. I know when I see it: Information radiators. This will be the key for the teams to adjust their pace as per the principle #8. So creating big visible information radiators and updating the underlysing details frequently will bring attention in the team and they naturally tend to adjust their delivery mode as per the requirement 

     

  • Liked Sophie Freiermuth
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    Integrating UX into the Agile Development Cycle - A case study over 3 projects

    Sophie Freiermuth
    Sophie Freiermuth
    schedule 2 years ago
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    45 mins
    Case Study
    Beginner

    User Experience design is a product design discipline which sits throughout a product's lifecycle, from inception to development to maintenance and all the way to retirement. Waterfall enabled the discipline to have ample time and produce extensive design, in a "big design upfront" approach which rarely involved technical capabilities, and resulted in difficulties in build. The adoption of agile by product development team has offered UX a unique opportunity to work in a much more joined-up manner, and expend the design into the development, enabling the entire team to react to change.

    As a UX designer, I have over the last 7 years developped a solid appreciation of working embedded in an agile development team, and would like to share my experiences through 3 specific projects, sharing my learnings to help development team on-board the UX practitioner, their tools, practices and skills.

    This session will be a case study over 3 projects, highlighting the learnings and steps of the integration of UX into the development cycle. I'm taking Alistair Cockburn's sequence of SHU-HA-RI to detail the progress of my practice and will pay great attention to sharing sufficient context that my experiences and outcomes can be translated to your own projects and team setups.

  • Liked Niranjan N V
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    Mr.Agile Leader - “ Develop People or Solutions”

    Niranjan N V
    Niranjan N V
    schedule 2 years ago
    Sold Out!
    20 mins
    Experience Report
    Intermediate

    Based on my experience of coaching/ training agile teams for 5 years, one of the important reasons for agile teams are impacted, is the personal leadership style of Agile Leaders(Scrum Master, Senior Managers etc) . I have summarized following, factors or impediments for creating effective agile teams

    • The agile teams effectiveness depends on personal leadership style of agile leaders(Scrum Masters, Senior Management etc)
    • Often Agile leaders focus more on “delivering solutions” than “developing people”.
    • Agile leader need not specify work requirements, all that team needs is - empowerment, autonomy to work.
    • The agile team needs more support through mentoring, coaching from agile leaders to exhibit the culture “Being Agile” than “Doing Agile”.
    • Agile leaders need not be an Expert to coach agile teams.
    • Agile teams needs to be taught on Identifying Problem, Problem solving skills and corrective actions and demonstrate steady, small and continuous improvement.

     

    My inspiration to write here, is derived from the book “ Managing Excellence” by David Bradford and Allan Cohen, and reading blogs, articles along with my own experience.

     

    The entire presentation will be done in “Pecha Kucha Style” with less words and more background pictures, in each slide. The most of the message is conveyed through pictures. The presenter will talk maximum 30 secs on each slide. The slides keep changing automatically after 30 secs, so that presenter continues the discussion in the next slide automatically

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