Cards Against Agility Game
The Agile version of Cards Against Humanity. You may have seen versions of this on the internet, but rest assured this version has been enhanced to yield a minimum of 156% more awesomeness. Relatively fresh from its stellar debut at the 2017 Xero Unconference!
Outline/Structure of the Interactive
- Introduction to the game
- Playing of the game
- Debrief
Learning Outcome
- Learn a new game that can be used as an icebreaker, conversation starter, retros etc
- Depending on your experience, you may learn new concepts and/or see different perspectives of familiar ones, as people discuss their reasons for making certain card combinations
Target Audience
Anyone interested in agile games
schedule Submitted 5 years ago
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“Agile has become overly decorated. Let’s scrape away those decorations for a minute, and get back to the center of agile.”
— Dr. Alistair Cockburn, co-author of the Agile Manifesto.“When encouraging getting back to the center of agile, I found I kept emphasizing four things:
– Collaborate
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– ImproveThe nice thing about these four words is that they don’t need much explanation. They don’t need much teaching. With the exception of “Reflect”, which is done all too little in our times, the other three are known by most people. You know if you’re doing them or not.”
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Daamon Parker - The Heart of Agile: A new paradigm
45 Mins
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Agile has become overly decorated. Let’s scrape away those decorations for a minute, and get back to the center of agile.”
— Dr. Alistair Cockburn, co-author of the Agile Manifesto.“When encouraging getting back to the center of agile, I found I kept emphasizing four things:
– Collaborate
– Deliver
– Reflect
– ImproveThe nice thing about these four words is that they don’t need much explanation. They don’t need much teaching. With the exception of “Reflect”, which is done all too little in our times, the other three are known by most people. You know if you’re doing them or not.”
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Imagine you are a Mad Agile Scientist and have a diabolical experiment to conduct - what would happen if you exchanged the brains of a Product Owner and Scrum Master? Mwuhahahaha!!! How would the body of a Product Owner with the brain of a Scrum Master act? And vice versa?
Perhaps the Scrum Master would now treat the team like a backlog? This Scrum Master would be focused on value and maintaining a coaching backlog of team and person improvements. This Scrum Master is refining the team, crafting a group that delivers value.
And perhaps the Product Owner might treat the backlog like a team? Rather than backlog refining, they coach the backlog. They would be focused on nurturing, protecting, and empowering the backlog. The backlog might transform from an irritation into a labor of love.
Although this experiment sounds terrible, this change of perspective might be what you need to reanimate your dead team or backlog.
Join the fun and come learn what horrifying results await!
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Autonomous and empowered teams are a key building block of agile organisations but require a great deal of trust to work. Management and leadership must trust people and teams to do the right thing, and teams need to trust that management will support them when needed.
Transparency is a low-cost means of building trust. Transparency gained through the open sharing of information, particularly visual information, has played a large part in agile and lean thinking - from lean's visual controls, to XP's "big visible charts" and beyond.
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Every organisation has legacy systems, and people who know "where the bodies are buried" -- hidden aspects of dependency, communication, process flow and whatnot which every system relies on to function. These are the dirty secrets swept beneath the rug of "business as usual", and they represent risk and friction alike.
As Peter Drucker is famously quoted, "if you can't measure it, you can't manage it", and the first step towards measuring it is to be able to describe it. How can you do this with gigantic, complex, intertwined systems whose origins are buried in mystery and legend, whose very operation and continued existence is dependent, frequently, on specific people, high priests who may not want to share their arcane knowledge?
This session provides evidence-based techniques for uncovering this complexity, visualising it in a machine-friendly but fundamentally human-centric manner, and using the results to drive real organisational awareness that facilitates conversations and change.
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Jochy Reyes - IDEO Mashup method: Creative ideation process & the Medici Effect
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The Medici Effect was a coined term by Frans Johansson to describe innovation that happens when disciplines and ideas intersect. Take for example the idea of using something very technically challenging such as blockchain, and an internet favourite such as cats and you have the CryptoCats and the Crypto Kitties! Indeed the most interesting ideas are borne out of collaboration & diverse thinking.
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Most organisations now understand why they need insights on customers’ needs and behaviours to drive customer-centred outcomes within agile teams. But many organisations struggle to convert insights from their quantitative and qualitative research into value that actually gets delivered to customers.
And whilst many organisations are employing researchers, and building agile teams, organisational behaviours—at a team level, and also at a leadership level—often get in the way of those teams converting insights into value, leaving teams feeling lost at sea.
But there are behaviours and principles that teams and leaders can put into practice to create an culture of effective experimentation based on insights. By being more human, we can enable our teams to deliver efficient value to customers, and even within the organisation itself.
Come on a swashbuckling journey with us, as we show you how to navigate the oft-treacherous waters of organisational culture, to help your teams reach the mystical location we call Value Atoll.
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David Williams - Scaling connection, trust and agility using Management 3.0 practice
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This interactive session will explore connections and how personal mapping can be scaled to kick-start a platform to build better communications, trust and psychological safety to underpin your agility journey.
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Liam Brobst - Improv games to prime divergent and convergent mindsets
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Design Council's 'Double Diamond' model requires teams to shift between divergent thinking and convergent thinking with regular cadence. But what does that actually feel like and how do we do it?
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Chris Chan - Overcoming Your Immunity To Change
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Katrina Kolt - 10 Agile culture hacks that won’t get you fired!
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Is your team or organisation in a funk? Seeking some fun ways to shake things up, or change behaviours?
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Justin Holland - From Apathy to Intent: A story of making meaningful change
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I've been on a journey, and I've come to know that apathy and ambivalence are an awful place to be.
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Suzanne Nottage - GO WITH THE FLOW: your Scrum teams are interrupted 2,000 times per sprint. Let's talk about flow
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Scrum is a great framework but there are many ways to do it poorly. The average IT worker is interrupted every 15 minutes, which equates to 2000+ interruptions for a Scrum team every sprint. Unthinkable on a production line, yet too often the norm in offices.
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My talks are always highly practical and I provide 3 takeaway actions for teams to improve their 'flow' and reduce interruptions.
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Alexandra Stokes - The Future of Work - HR disrupted
45 Mins
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It’s 2018 and Agile working has become the new Way of Working. Once considered the territory of the reckless and sloppy, now most of the free world is considering how they can implement these better ways of working into their teams and orgs.
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Our blogs garnered much interest and had companies like REA Group and MYOB reaching out to get involved in How Might We reinvent traditional HR approaches for a workplace of the Future. We even inspired the formation of a Meet-Up in the Netherlands!
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Gus Irisa - Say Less and Ask More Questions
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Daniel Ploeg - Scrum and Kanban - making the most of both with Scrumban
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This is essentially the same session that I did at the recent Scrum meetup. The presentation material is here:
https://www.slideshare.net/DanielPloeg/scrum-and-kanban-92219317
I will need to go through the material a little more rapidly for the timebox and perhaps restrict questions.
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Andrew Murphy - My job as a software engineer is not to write code
Andrew MurphyLead Trainer - Emotional Intelligence for the Technical MindPillar Leadersschedule 5 years ago
45 Mins
Talk
Beginner
Many software engineers are lead into the false assumption that we are hired to write code. This talk challenges that perception and discusses the real reason we are paid to turn up to work every day.
Coding is fun, but we are paid to solve problems.
I will try and convince you that you can add more value, and have more fun, by concentrating on the problem, not the code.
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Aurelien Beraud - Continuous improvement: beyond retros
45 Mins
Talk
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We seem to try to foster a mindset of continuously and relentlessly striving for improvement with mainly one practice: retrospectives have been our default and often only continuous improvement tool for years. I certainly used to think that retrospectives were the most important ceremony and as a coach I used to consider them as my main tool to drive improvement.
However, retrospectives are often disjointed from each other. The insights of one retrospective might be lost right after the end of it or until they are rediscovered in a future one. In addition, if we need to wait for the end of an iteration to look at improving, then can we really talk about continuous improvement?
In this talk, I want to look beyond retrospectives and explore which other tools (Toyota Kata, Improvement Boards, etc.) and other concepts we can inject and explore to foster a continuous improvement mindset. I will present my own journey by sharing experiments I conducted and am planning to carry out, what has worked for me but more importantly what hasn't and where I failed.