Scrum Values - The key ingredients for team harmony
A simple play by play guide through each scrum value to develop team harmony, strong communication skills, sharing techniques and accountability tools. This is where great high performing teams start.
Outline/structure of the Session
The elusive secret ingredients of high performing teams & leaders starts with a base in shared values.
This workshop is an interactive learning presentation that gives insights on why values are critical, what they are and how to practically apply each one within a team. For each value the group will do individual and shared activities to practice the techniques and walk away with a full too suite to take back and apply in their working environments. Great teams have flow, harmony and shared outcomes, and this is a part of their playbook.
1. Introduction: The shared scrum values pay-off
2. Creating Focus for efficiency
Introduction to importance of focus & what focus is not
Exercise: Guided workshop for individuals to develop a 'demand funnel', prioritised backlog, personal Kanban and practice techniques to take back to support their teams to gain better focus during their sprints so that higher value outcomes are achieved over reduced effort.
Materials: Pens, Stickies, A3 kanban canvas
3. Leveraging the team to build courage
Introduction to what is courage, example of how teams can support each other to be courages.
Exercise: Attendees group together to practice 'building' courage in a simple team building exercise.
Materials: Pens, Stickies, Shared Poster
4. Being open without pain
Introduction to the spectrum of openness teams experience
Exercise: Building an understanding and the leadership EQ to be open without pain by learning and practicing in groups the techniques of 'Impact feedback'
Materials: pens, stickies, shared poster
5. Commitment develops achievement
Overview of commitment, and a breakdown of the core components that make or break a good commitment
Exercise: Reflective & Conversational based exercise to help individuals become more aware of where or how goals aren't achieved, and practice being able to better articulate those goals.
6. Respect that builds the speed
Overview of whats behind respect and how it can be developed.
Exercise: Each team will build it's 'Brand' - A living breathing Logo & billboard that represents the values, boundaries and behaviours of the team. A unique social agreement exercise that builds team relationships and establishes expectations with partners.
Group retro & sharing on the takeaways and actions that attendees will leverage in their organisations.
- Ability to articulate what each of the scrum values are so that you can introduce & discuss them with your team
- A practical activity based on each value so that you can teach others
- Have fun, enjoy the cartoon style content, practice sharing with the person next to you
- Walk away with a sense of optimism, new abilities and exercises to share
Scrum Teams, Coaches, Agile leaders who want to build high performing team cultures
schedule Submitted 1 year ago
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Knowing challenges and taking them over is what we preach. In reality making it happen is a true success. Agility as a practice when implemented speaks about the thresholds, we debate and blame the stake holders of the process but in reality, we are failing to deliver the essence of agility to the bottom level. If it is just forcing on to the stake holder we call to practice, we can say we are an agile environment but is it how it is supposed to be?
When asked this question time and again, what we truly understand is we are not considering the integral value agile can offer when the bottom level leaders are the true agilist. Are we really not considering this to happen? How do we work to make this happen? Are frameworks built to fit or should we tailor them for the right fitment?
Making leaders believe that they are not shepherds but leaders of teams they work with, is essence of implementing agility all across the environment. Pragmatism is essential at every level of interaction when we decide to implement agility. If the Scrum Master is the one who has to do it, he should be giving more thought on how to make Agility a reality than keeping it to the documented success stories.