The value is in Being Agile, not Doing AgileJohn Hughes
schedule 2 years agoSold Out!
“Being agile” is a mindset change. You can’t “be agile” just by following agile processes. Agile practices have intended benefit which you likely will not achieve if you just “do agile.” Assessing the processes and practices to understand why they have been put in place, and what they are trying to achieve, will help you start to see how you can produce the intended value agile is meant to bring. When you and your team can see the intended value of the practices then you can perform better as a team, deliver more accurately and more frequently, and please your customer and users much more consistently.
We will explore agile practices such as the Scrum ceremonies, WIP limits, specific information radiators, etc. to assess what they are really trying to achieve. Agile processes derive in part from psychological attributes and needs. Humans execute agile delivery and to come together better as a team, keep our customers and upper management comfortably informed, produce what our customers and users really want, and consistently deliver high quality software, we need to fulfill our psychological needs and address our human factors. This session will help you to understand what the intended goals are in these practices, what mindset changes may be necessary, and how you can ensure that your team achieves the value. If your team is just “doing agile” then your project will likely wind up as another one that “was not well-suited for agile” in the eyes of your team, upper management or customer. If your team can ”be agile,” then upper management will celebrate your success and your customers will applaud the efficiency by which your happy team routinely delivers the precise features they are looking for.
Agile Retrospectives -- Loops of LearningEarl Everett
schedule 2 years agoSold Out!
Developing and delivering software and systems is hard. Individual technical skills are not enough; delivery is a team sport. A weak team’s results range from slipped deliverables and missed opportunities, to failed projects, products, and organizations, all of which result in unhappy team members, stakeholders, and customers. If Team problems are overlooked, success will overlook the Team.
Peter Senge, in his seminal book The Fifth Discipline, described the Learning Organization. The Agile community has demonstrated that high-performing Teams must first become skilled in learning as a team. Having learned how to learn rapidly (i.e. become a micro-learning organization), they can deliver working software and systems, and deliver successfully, on-time, and repeatedly.
Agility is a mindset – a mindset that learns rapidly through effective use of feedback loops. In this interactive discussion, we will explore single-, and double-feedback loops, and how to use these effectively in your Team retrospectives, to help your Team grow into a learning organization, paving the way to true adaptability and great results.
“It is not necessary to change. Survival is not mandatory.” -- W. Edwards Deming
“Some people change their ways when they see the light; others when they feel the heat.” -- Caroline Schoeder
If your Teams are tired of feeling heat, come explore mechanisms that can help you learn to learn and see the light.