SHE QC is an effective technique to structure your never-ending grooming meetings. The SHE QC style of grooming is an effective style for complex stories especially when we need different viewpoints to be considered. One can use the technique to structure their 3 Amigo discussion to elaborate and define scenarios. It is a highly structured & time-boxed grooming technique used by advanced engineering teams to learn, define what needs to develop and remove any second-degree ignorance - “I don’t know I don’t know something”. The technique enables teams to groom stories in a more continuous manner and ideal for teams operating in a hyper sprint mode.

Most of the time creating a roadmap is painful work for product owners. Our stakeholders want clarity on what features product will deliver and at what dates? There is less focus on what is customer need and what is a vision of the product?
This workshop will engage each participant and they will work together to understand how to focus on outcomes rather output in developing a product roadmap and how to set a clear direction.

Discover the keys to truly embrace Agile values and uncover the power of gaining clarity around what really matters. In this session, you’ll learn how to create more alignment in your organization and apply Personal Agility as a leadership framework to guide your teams toward reaching a state of higher performance.

Focusing on people over process through this simple framework will allow you to uncover better ways to identify obstacles, visualize what’s important, and focus on what really matters as individuals and as an organization.

Real life case study on analytics f story points and help identify the process inefficiencies to identify improvement areas.

1. Relationship of velocity and sprint
2. Relationship of story points with working days
3. Spotting anomalies in the above relationships to define corrective plan
4. Mapping the velocity trends against organisational SDLC process to identify potential bottlenecks.
5. Creating the corrective plan based on the insights gathers above.

Continuous learning and improvement is an integral part of agile journey for any team. Having retrospective sessions after every sprint or release is a very good way to focus team's attention on identifying

What went well?

What can be improved?

What did we learn?

What are the challenges?

Even though it's a very powerful way for a team to identify areas of improvement, it can quickly become a mundane and pointless exercise if it is not focused towards a goal.

End goal can be anything depending on current and future state of the team. But it is important to track that goal using appropriate metrics.

In this talk I am going to share my experience of working with an agile team that was struggling to maintain a sustainable pace.

Team used to do monthly retrospective meetings to identify bottlenecks and areas of improvement, but that used to quickly turn into a blame game.

How introducing a simple metric of tracking cycle time changed the game for this team and helped drive other improvements like building awareness of sustainable flow, reduce wait time in the flow and improve backlog grooming process.

I'll also demonstrate use of GROW coaching model for team retrospective and how it helped in identifying problems within the team.

In this session, I am going to describe some of the popular used scaling frameworks. Most of the teams start with Scrum as foundation and go up the scaling way.
One needs to assess lot many factors to effectively adopt agile scaling at larger level. Need to see the existing culture and values of the organization and then see which fits the best.
Start with minimum viable and see how it goes, don’t hurry into bombarding the teams and leadership with all the jargon of agile world.

The session will be about comparing different scaling frameworks in terms of
- Philosophy they are based on (foundation)
- How they structure all the team and the team size
- Roles description
- Events and Process they suggest scaling at enterprise level
- how do they align at various levels?
- How do they handle integration?
- Their USP – How are they different from each other
- Knowledge and certification path
- And last how do I decide which framework to use in my organization

At the end of my talk the conclusion might be one framework, or combination of many frameworks which suits the Organization in question.

Do Organisations Understand the outcome expected from the transformation

This workshop session will help Leaders and Facilitators to start with an outcome followed by a reason and obstacles to implement it and finally to prioritize the areas for transformation.

Scaling and transformation: Return on Experience

How to keep the dynamism of your business and respond quickly to changing business contexts? How to do a sustainable change? Agility at Zalando help us to keep scaling our product vision, our platform vision, the scope of our business, and the extent to which we deliver value, impact, and satisfaction to our customers. Let’s share our successful and unsuccessful practices.

Topics

Agile at scale, Agility at team and organization level (scaling and transformation)

Goal

A better understanding about what needs to happen so that your organisation never slow down innovation and good delivery.

Its 18+ years since the Agile Manifesto was written. Over a period of time many different flavors of Agile have come and become popular. However the manifesto never changed and it is at the core of all the different frameworks.

While all of us try and keep ourselves as close to the manifesto as possible in terms of the philosophy, the ground reality is different. The practical challenges faced by teams and organizations on a day-to-day basis, makes many teams customize their ways of working to suit the needs of their organizations and clients.

In my session, I plan to brings these challenges to the surface and how some parts of the manifesto needs to be re-worded as a consequence.

The idea behind the talk is to elicit the experiences of the audience and share my own experience

Synopsis

Topic: Measure what matters

Reference: Book by John Doerr (Board of director Google)

Part 1

Problem statement: “Teams today are feature factories with little regard for whether the feature actually solve business problems.” Marty Cagan (Silicon valley product group)

• Agile as delivery mechanism over delivering outcome
• Few areas driving agility over end to end agility
• Output over Outcome focused mindset

Part 2

Possible solution: OKR’s (Objective and key results)

Good idea with great execution is how we create magic.

Ideas are easy, execution is everything

• What are OKR’s
• Benefits of OKR’s
• How Google uses it
• Sample OKR’s

Part 3

Experiential learning: Engagement increases through these processes, learning accelerates and retention improves. Improved Attitudes toward Learning – The personal nature of experiential learning engages the students' emotions as well as enhancing their knowledge and skills.

• Write Objectives related to your personal life
• Write measurable key results
• Time box them and reflect back

Time needed: 60 to 90 minutes (Preferable 90 minutes, however could be done in 60 if time does not permit)

Logistics: Projector for content sharing

Expected outcomes:

• Better understanding of OKR’s
• How to continuously improve by measuring what matters
• Increasing focus on outcomes over just delivering features