a combination of 3 games which demonstrate the importance and efficacy of a self organising small team.

The session also explains the "Law of Diminishing Marginal Productivity" along with other agile concepts.


Outline/Structure of the Workshop

The session will have 3 games spanning across 60 minutes, with de-briefing sessions in between to explain the importance of small self organizing teams.

The session will require atleast 15-20 participants to be effective and can have upto 60 participants (3 teams).

Learning Outcome

Importance of self organizing agile teams

Target Audience

Scrum Masters, Team members, Leaders, Product owners

schedule Submitted 6 years ago

  • Harpreet Singh

    Harpreet Singh - Agile Product Development : Entrepreneurial Way

    30 Mins

    Entrepreneurship in product development is all about raising agile concepts to entrepreneurial level in a way that would clinch success by innovation, autonomy, proactiveness, risk-taking and other characteristics associated with entrepreneurship. 

    The present paper describes briefly how to make a Agile product development approach as entrepreneurial. An entrepreneur has high level of personal ownership and this is due to the fact that an entrepreneur understands that failure is not an option, so this approach of personal ownership sets performance standard high. Similarly entrepreneurial project manager understand that if the project fails then the organization fails. This paper also talks about three main aspects of entrepreneurial project management which are entrepreneurial orientation, entrepreneurial management and entrepreneurship strategy.

  • AnkitTandon

    AnkitTandon - Vanilla Agile Risk Management- Flavored with some traditional practices

    Scrum Master
    schedule 6 years ago
    Sold Out!
    30 Mins

    In traditional risk management process, a complete list of potential risks with their priority and a plan to mitigate them is prepared upfront. A lot of time and effort is spent towards these hypothetical risks both in upfront planning and in ongoing monitoring and discussion.

    While in Agile, the process is rather emergent in nature. The realization of risk occurs quickly and abruptly. Team gets a sense of it at the earliest possible stage, delay time is less as the risk gets highlighted in the daily stand up, review, retrospectives or release/sprint planning meetings. It is more a real time thing in Agile. But are an application of these Agile practices enough to manage risks in an Agile bound project? Or with little adjustments can the traditional risk management be more powerful with Agile methods?

    The session will contain a comparative analysis of risk management in both the methodologies, some real life examples, case studies and how the traditional risk management process can be tailored fit for Agile. It will be a talk cum open discussion session.