• Sriram Narayan
    Sriram Narayan
    schedule 2 years ago
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    45 mins
    Talk
    Advanced

    Good engineering practices and fail-fast, iterative, low-ceremony processes help achieve team level agility. They are necessary but not sufficient to scale agility across the IT organization. In this talk, I'll address what else is needed and why. In particular, I'll address:

    1. Why plan-driven IT projects are a bad idea why we need value-driven projects instead
    2. Why a matrix org is a bad idea for IT and why we need cross-functional teams instead
    3. Why IT budgeting needs to change from being project-based to being team-capacity based
  • 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.

  • Liked kavita kapoor
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    Hacking the Sales Process with Kanban/Agile

    kavita kapoor
    kavita kapoor
    schedule 2 years ago
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    45 mins
    Case Study
    Intermediate

    The sales process is hard. As a business owner, you spend your entire time doing it. Often wishing you were back, cutting code. If you are successful you might have a raft of sales people closing deals under their own process while your product people deliver under Agile. Your worlds are split and often, it breaks.

    Change that. Apply Agile and Kanban to supercharge your sales team. Get your developers and scrum master in on the action. Unify your company.

    Kavita has spent the last two years changing the global process of a leading Ad Agency while based in Delhi. Now at Fifty based in London and Barcelona she has created a unified Product and Sales team from scratch. Turning her work over the last 6 months into a case study, get a fresh of the presss step by step break down of hacking the sales process from both the CEO, developer and copy writer perspective. Kavita will be transparent about mistakes and the open about the recipe for success.

  • Liked Todd Little
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    Stand Back and Deliver - A Leader's Guide to Accelerating Agility

    Todd Little
    Todd Little
    schedule 2 years ago
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    45 mins
    Talk
    Intermediate

    Leadership is a dance of stepping up to provide guidance and then stepping back to let the team deliver.  This is easier said than done.  As one of the co-authors of the book “Stand Back and Deliver,” Todd will demonstrate some of the tools that he has used to help with this leadership dance.  These tools include:

    • Purpose Alignment Model
    • Context Leadership Model
    • Business Value Model
    • Trust Ownership Model
  • Liked Rathina
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    Edward De Bono's Creative Thinking meets with Agile

    Rathina
    Rathina
    schedule 2 years ago
    Sold Out!
    45 mins
    Workshop
    Advanced

    Slide Deck used in the conference:  http://www.slideshare.net/RathinaKumar2/edward-de-bono-agile

     

    Building 'happy' teams is one of the cherished goals for Agile Coaches and Scrum Masters. In my coaching experience, all the high-performance agile teams have joy and happiness as the core to their performance. 

    I have taken Edward De Bono as my support and his work on creative thinking as my guide for this purpose. Edward De Bono's crative thinking patterns include several aspects like curiosity, provocation, synergy, fun, hypotheis etc. Edward De Bono's work can be applied in every field where we look for creative outcomes. 

    These creative thinking patterns can be adopted by agile coaches/scrum masters to improve their effectiveness in building high-performance teams.  

    This session has exercises that are derived from Edward De Bono's work on creative thinking patterns. These exercises can be used by agile coaches/scrum masters with appropriate modifications in their real world contexts.

    Join me in building "happy" teams with the help of Edward De Bono.

  • 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
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    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

  • Liked Ahmed Sidky
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    Value Teams: The Next Evolution of Product Owners

    Ahmed Sidky
    Ahmed Sidky
    schedule 2 years ago
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    45 mins
    Workshop
    Intermediate

    When people learn about agile they usually learn about Scrum (since it is the most popular flavor of agile). While Scrum is beneficial, it does not have answers to all the challenges of software development. One of the common challenges teams face is that of having an effective Product Owner. From experience, it is not about who is fulfilling the role of the Product owner in your organization but about the definition of the role itself. We have played with many different variations of the PO role, till we ended up with the concept and structure of the Value Team. To keep it simple, the Value Team is responsible for making sure the product is (1) Feasible, (2) Valuable, (3) Useable.  After using Value Teams in many corporations (the session will have many real-life examples of this) they seems to be a practical solution to many problems about how agile can work in complex environments where there is no ONE product owner, but rather multiple organizations and people that have a say in what needs to get build and how. This session will present the idea of Value teams and answer questions on how to create them, how they operate, who is in charge, and why they are so critical to the success of the agile delivery team.

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