Retour d’expérience: Les différentes implémentations de l'Agilité réalisées par un Scrum Trainer et un Product Owner
Discussion entre un Product Owner et un Scrum Trainer se questionnant sur les différentes implémentations de l’Agilité réalisées au cours de leur carrières dans plusieurs organisations ou entreprises.
Cette présentation est la suite logique de notre présentation de 2014 ; 2 ans plus tard, faisons le point et abordons maintenant la discussion avec le point de vue d’un Product Owner.
IT has embraced agility ... what about the rest of the business?Jesus Mendez
schedule 8 months agoSold Out!
3.5 years ago Seedbox Technologies decided to embrace agile methodologies as its way to develop web based products, get them out faster, survive and thrive competition.
It's all started in a traditional fashion: external consultants were hired to teach employees the agile mindset and how to use agile methodologies like Scrum and Kanban when developing web based products. Project Managers got trained and became Product Owners, experienced Scrum Masters were hired to get development teams to their highest level of performance as fast as they could, developers got trained and developed experience around their team development processes, engineering managers supported agility across the company, and stakeholders directly involved in product development got invited to collaborate with software development teams through agile processes, once they got fully implemented.
That's right, Engineering got agile quite right but by doing so:
- What happen with the rest of the organization?
- What about peoples mindset?
- Is them vs Us or vice versa?
- Are they able to collaborate, inspect and adapt like the engineering teams and people related to agile projects do?
- How do we get everyone in the organization to communicate when we don't share the same vocabulary?
- How do we fill the gap and avoid old management treats get in the way of the companies transition to something bigger than just the teams?
- Shall we wait until they realize that we all need to change or shall we help them get there?
- How do we use are know-how to turn this mess into a big opportunity for the organization to grow?
- Do we need help?
Well, if this experience report gets accepted, I will share what I've learned about:
- The challenges & flaws that we faced when transitioning from team based agility to organizational agility
- Some of my reflections as an inside observer
- How to use the lessons learned as a wake up call
- What can be done to help the organization to thrive
Let's walk together through a nurturing experience report that might ignite your sens and get you inspired to give the extra mille!
A Federal Government Shared Service Success Story: Buyandsell.gc.caKen McMillan, PMP, CISSP, ITIL, MIPIS, PCIP
schedule 7 months agoSold Out!
Phoenix, the federal government’s pay modernization initiative, aptly illustrates the federal government’s challenges with successfully deploying shared services. Phoenix, Shared Travel Services, and the Government of Canada Marketplace demonstrate that traditional waterfall project management coupled with an excessive emphasis on specifications can exacerbate risk and produce less-than-ideal results.
On schedule and on budget, Buyandsell.gc.ca began hosting the Government Electronic Tendering Services on June 1 2013. The shared services offered on Buyandsell.gc.ca help more than 80,000 private sector suppliers and buyers representing more than 90 federal departments and agencies to focus on doing business, instead of figuring out how to do business. Buyandsell.gc.ca hosts more than 1 million page views per month.
Buyandsell.gc.ca constitutes a series of successful transformation projects. These projects are a possible template for transforming government services to citizens. However, in the Buyandsell.gc.ca case, leading stakeholders never considered transformation their goal and at no time was their work managed as a transformation project.
Buyandsell.gc.ca is the result of an iterative process of discovery. The team asked open questions and was open to all possible answers. They eschewed traditional requirements definition and delivered incremental improvements guided by a strategic intent: to improve the user experience of tender management. By allowing tender creators and consumers to validate the improvements via real systems, and by accepting a long-term process of continued short-term iteration, a transformed system was made operational. That system is built upon loosely coupled foundation (platform) components that can be added to in order to deliver additional services without impacting Buyandsell.gc.ca itself.
While this approach remains unfamiliar to many in the federal government, it is based upon Agile methodologies widely used in the private sector. These techniques present a lower risk than the waterfall project management approach (the National Project Management System) traditionally use for federal government projects.
This presentation summarizes key Lessons Learned in the conception, design, implementation, and delivery of Buyandsell.gc.ca. It references best Agile practices in relation to its achievements.
Embracing Vulnerability - Exploring WellbeingMarie-Christine Legault
schedule 6 months agoSold Out!
My experience report is based on many years of collaborating with PEOPLE....and learning how to really collaborate better.
Being authentic is a place I dial into when I am true to myself. It's about the choice to show up and be real. This allows vulnerability to be present and it's a choice we can make every day.
I call it being honest - with ourselves and with others.
This experience report will step beyond traditional Agile Values ... and share what I discovered with clients, global organizations and the United Nations - the presentation/experience report has (ups and downs) -
Let's explore useful learnings about agile and human techniques to help participants gain insight and develop important skills with the people and the teams you encounter - let's explore wellbeing!
I was at Agile2016 in Atlanta to present this year an experience report about Agile Marketing - the most important outcome from this conference for me - was the number of people who wanted to talk to me after my presentation about:
Vulnerability, happiness, trusting ourselves, wellbeing, speed to market and how to talk to clients, clients -clients!!
This talk is centered around client servicing, client solution making, relationship development stages and collaborative drivers.
Marie-Christine’s personal hands on client experience and project management will provide participants a unique outlook on process, and discover how to bridge the gap between PEOLE (client, executives, stakeholders, teams) and the business. It’s a fundamental shift in mindset. Instead of focusing on what you can sell or deliver, the focus is shifted to what are the needs while leveraging rapid iterations for maximum output and trust.
Few of us consciously choose vulnerability.
Why? The stakes are too high.
The uncertainty advantageDoc Norton
schedule 5 months agoSold Out!
Uncertainty. Try as we might, we struggle to live with it. When it comes to making decisions, it is logical that we'd rather make the right decision than defer because we are uncertain and we'd rather defer due to uncertainty than make the wrong decision. But in practice; no so. We so loathe uncertainty, we'd actually rather make a decision, any decision, even the wrong decision, than live too long uncertainty. I mean, the sooner we finish the plan, the sooner we can start ... right? Understanding complexity, optionality, and the power of uncertainty gives you and your organization a tremendous advantage.