• Liked Vinod Kumaar R
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    Build it like sports teams

    Vinod Kumaar R
    Vinod Kumaar R
    schedule 2 years ago
    Sold Out!
    20 mins
    Talk
    Intermediate

    Is it easy to get a crash course in football by Pele or Maradona for a week and produce a world cup winning football team?

    Answer is NO. Then why do lots of people in the corporate world think of hiring scrum trainers & expert developers to train their team for a week and then expect their team to undergo a transformation at a magical scale?

    German football team made it a point to transform their team and it took them a lots of years before they were able to reach the pinnacle. A quick side by side comparison of what is causing agile transformation to fail.

    Vision

    Football: Someone was there owning this entire transformation, the German football association spent a lot of time identifying talent in their teens and groomed them.

    Office: In the corporate world switching jobs every few years have become common, but there is no passing on of the context, resulting in the new person taking charge, starting from all over again, as well as frustrating existing good performers who have to rebuild the perception.

    Infrastructure

    Football: Players expecting state of the art training facilities, fitness programs and new shoes are not a luxury, it is a necessity.

    Office: Computers have become so cheap compared to the salaries, yet the policy of providing the best tools and good work environment are archaic.

    Coach vs Management

    Football: Coaches are given their due powers to help the team achieve the goal. It is very easy for anyone to comment on how professionals should play their game, there would be no use adhering to the metrics if the team cannot win. Winning is the only measure for management.

    Office: Often coaches are seen as part of the management or management tries to heavily influence coaching which results in a team which will work either for metrics or to please higher ups without the actual result that it had aimed for.

    Training

    Football: Just the ability to kick the ball does not make a footballer. Training will be introduced to increase physical strength & stamina, better mental wellness, injury prevention, tactics and strategy.  A heavy investment is made in the training facilities.

    Office: In the software industry a generation is about 2-3 years. Computer science degrees are nowhere near what is state of the art in the industry. At many places the on boarding process is either very shallow or not up to date with the recent developments, leaving people to learn most of the things hard way. Given too many things to learn and the information overload, this results in inefficient learning and application of knowledge on the job. We need to prepare people to find answers that are not available on Google.

    Team composition

    Football: Rookies don’t learn by watching greats from the bench, instead they play along with the veterans. Every sports team makes sure to have the right composition with a mix of rookies, emerging players and veterans. That is how they sustain a winning team.

    Office: Architects and Leads often do not code or are not part of the team every day, this means that most of the time the team just looks up to for advice or waits for reviews. There should be a good mix of people at all experience level so that there are enough people to try new things, enough people who have mastered few things and enough people who challenge change.

    Above all – Persistence

  • Liked vinaya muralidharan
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    The Snowball Effect - From Team Kanban to Enterprise Kanban

    vinaya muralidharan
    vinaya muralidharan
    Sutap
    Sutap
    schedule 2 years ago
    Sold Out!
    20 mins
    Experience Report
    Intermediate

    About two years ago, we embarked on our journey towards Agility and Kanban was our vehicle.

    But Kanban had people worried.

    How can we not have detailed plans?! How can we limit WIP when we have so many things to work on?!

    We have due dates to meet! And so on.

    We would like to share one of the approaches that we adopted to help move the change along.

    In addition to focusing on the Kanban implementation at the project levels, we adopted another route – to work through the individuals and the teams – a grounds up approach. We encouraged people and teams to use Kanban boards to manage their daily tasks.

    You have difficulty in managing personal stuff? We’ll help you manage better!

    You have issues in managing team level priority? Look what we did within our team- we have a Team Kanban and we are now much better organized!

    One by one we saw people getting interested. The movement gathered steam - we worked directly with a handful of people and they in turn got their peers onboard. And we saw various flavors like Personal Kanban, Team Kanban cropping up all over the place – even in our Travel Office and Corporate Office. What this did was give people a safe, controlled environment to experiment and learn in.

    As they got used to the ideas of limiting WIP, pulling work, visualizing work and “stop starting, start finishing”, it gave them the confidence to work this way at the project level too. And it made our lives as change agents just a wee-bit easier!

    We welcome you to come hear our story about nurturing the change towards Agility by making it a grass roots movement.

    A brief introduction to Amdocs - Amdocs is a leading provider of Customer Experience systems and services in the telecommunications domain, typically doing large scale transformation projects.

  • Karthik Kamal Balasubramaniam
    Karthik Kamal Balasubramaniam
    schedule 2 years ago
    Sold Out!
    20 mins
    Experience Report
    Beginner

    Most Agile teams learn the ceremonies and other Agile jargons sooner than we could imagine.They add few meetings to their project execution and talk in a fancy language that would make us believe in Agile utopia. Everything seems fine and happy, until one day their happy bubble bursts and they realize that they are just 'doing' Agile and not 'being' Agile. One primary culprit here is that the teams often neglect their core technical practices and don't challenge their status quo. Which means they don't change anything about the way they design, code or test but just modify their management processes and await a miracle. There are three primary reason why we observe this Agile smell in most teams. It is believed that there are no immediate results in modifying these practices, its is hard to change the existing practice because of umpteen man-made reasons and finally no one knows where to begin their journey.

    Here in this talk I would like to address the third challenge and explain how a (non-technical) coach could pair with the team members on their day-to-day activities and help them initiate this journey. The focus of this presentation is on the do's and don'ts while pairing with the team members. It will also explain the benefits of this exercise.

  • Liked Diana Larsen
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    Coaching for "Best Fit" Agile: Applying the Agile Fluency(™) Model

    Diana Larsen
    Diana Larsen
    schedule 2 years ago
    Sold Out!
    480 mins
    Workshop
    Intermediate

    Agile has a problem. When we started out with Agile, people used it because it made their lives and products better. Now people complain that Agile is about meetings, top-down mandates, and wasting time. We can do better. It’s time for a change.

    In response, Diana Larsen and James Shore developed The Agile Fluency™ Model and Martin Fowler published it, “Your Path Through Agile Fluency” (http://agilefluency.com). The model describes how teams grow in their understanding of Agile over time. It's a descriptive model, because it reflects what happens in the real world, and in it's an aspirational model, because you can use it to understand how to invest in improving your teams.

    We've found the model very useful for helping teams, managers, and executives understand what they can get from Agile and what they need to invest in order to get those results. The model's emphasis on concrete outcomes means executives are open—even eager—to devote the effort needed. Leaders appreciate being able to see the tradeoffs and make a strategic decision, and teams thrive when given meaningful goals and the time and resources needed to achieve them.    

    In this workshop, led by Diana Larsen, together we’ll dig deeper into the model, including:

    -       Agile Fluency Model Overview

    -       Bringing Agile Fluency into your organization

    -       Examples of Agile Fluency in real-world teams

    -       Examples of organizational investments

    -       Supplemental materials for metrics and assessments

    -       Agile principles and practices in the model

    -       New directions and support for the Agile Fluency Model

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