Standup Poker: How We Hacked Our Daily Stand-Up & Our Teams Mindset !

One the most significant ceremony of any Agile Team is Daily Standup where the team members get together and plan for their day. But quite often the daily standup turns into a zombie status update meeting where team members come together to blurt out their updates and walk away to their desk without ever maximizing the benefit of that meet up.

In this session I will share a case study of how we created a simple experiment that turned into Standup Poker and revolutionized our Daily Standup. This technique helped us uncover true insights of teams progress and got the team talking about strategic planning and plan to remove any impediments as a "team" on daily basis to accomplish their sprint goal and commitments.

We learnt that when team members started using this technique, hidden impediments and dependencies started to emerge and team members organically started to re-plan and prioritize their work to accomplish the Sprint Goal. Product Owner also found great value in this technique as this helped them see the teams true progress and engage with the team to re-prioritize user stories and even take a story out of the sprint if required. Scrum Masters started to observe a trend in the confidence level over the span of the sprint and brought that information to Sprint Retrospective to discuss and brainstorm ways to improve and keep the confidence levels high throughout the sprint. The discussions and observations due to Standup poker resulted in teams committing better and more confidently during Sprint Planning and got into the rhythm of always accomplishing their sprint goal, but more importantly they started improving everyday and got into "continuous improvement" mode.

The content, exercise and message of this session highlight the agile principles of individuals and interactions over process and tools and fostering the mindset of continuous improvement.

In this session we will share examples, stories and experiences from trying the Standup Poker and how this simple technique converted a bunch of individuals into a TEAM !!!

 
5 favorite thumb_down thumb_up 4 comments visibility_off  Remove from Watchlist visibility  Add to Watchlist
 

Outline/structure of the Session

Introduction (2mins)

Sample Stand-Up with volunteers in Audience (10mins)

Inspiration behind the Experiment (3mins)

Standup POKER !!! (5 mins)

Audience try the Standup Poker Technique (15mins)  (Interactive)

Audience share their "Aha" Moments (5mins)

Look for Pattern (10Mins)

Questions & Answers (10mins)

Learning Outcome

Attendees will learn:

  1. Learn a new technique on how to make their standup more effective by making it a more strategic and planning meet-up rather than status update.
  2. Scrum Masters will learn how to make their teams more self-organize and take ownership and accountability of Sprint Goals & Commitments
  3. Scrum Masters will also learn to how to extract hidden impediments that could be holding their team back
  4. Team members will learn how to commit and plan as a "Team"
  5. Product Owners will learn how to engage and guide the team on daily basis to accomplish the sprint goal to deliver maximum value.

Target Audience

Team Members, Scrum Masters, Product Owners, Engineers, Executives, Leaders

schedule Submitted 11 months ago

Comments Subscribe to Comments

comment Comment on this Proposal
  • Melanie Paquette
    By Melanie Paquette  ~  11 months ago
    reply Reply

    This sounds like a really interesting technique Kalpesh -- I'd really like to talk to you about the details and how this helped your teams.

    • Kalpesh Shah
      By Kalpesh Shah  ~  11 months ago
      reply Reply

      Hi Melanie, 

      Absolutely, please do let me know how you would like to reach me to discuss the benefits (phone call or SKYPE session) 

      One of the biggest benefits I have seen that it has shifted the team mindset in Standup from giving "updates" to planning for the day and driving more collaboration. Second significant benefit i have seen is that team members have started correcting their mistakes or apply their learnings right away rather than waiting for retrospectives (Continuous improvement in middle of sprint, if it makes us better than correct ourselves in the middle of the sprint and reap the benefits) 

      This technique has also helped my team uncover certain habits and teams working patterns, this is when the Scrum Masters started recording the confidence level over the period of the sprint and also over multiple sprints which made a great discussion topic in retrospectives.

      On a side note, many organizations have adopted Standup Poker for doing their daily standups, one of the organizations, StateFarm (Major Insurance Company in USA), found it so valuable that their engineers decided to make a mobile app as part of their hackathon. 

      One of attendees from Global Scrum Gathering founds great value and presented this technique at Agile Nottingham (UK) meetup and it was very well received by the attendees of meetup. Many others attendees have reached out to me with benefits and have presented this at their organizations community of practice or user groups.

      Please let me know how you would like to connect with me and discuss further.

       

      Thanks,
      Kalpesh

      • Melanie Paquette
        By Melanie Paquette  ~  11 months ago
        reply Reply

        Thanks for the detailed reply Kalpesh.  I have read through the technique described on standuppoker.com and I think this is a really great idea.  I'm going to find a team here who is willing to give it a try. I think it's an excellent technique to continuously bring the team back to focusing on the sprint goal.  I will be in touch with you to discuss this further -- my email is melanie@melaniepaquette.com.

        • Kalpesh Shah
          By Kalpesh Shah  ~  11 months ago
          reply Reply

          Hi Melanie,

          Great to hear that you want to try this technique. If you have any questions or need any clarification please feel free to reach out to me. 

          Also I would be very interested in knowing about your experience when you try this technique with your teams. 

          Thanks,
          Kalpesh


  • Liked Chris Murman
    keyboard_arrow_down

    Things Are Broken: A Case Study In Moving Tooooooooo Fast

    Chris Murman
    Chris Murman
    Change Agent
    ThoughtWorks
    schedule 10 months ago
    Sold Out!
    45 mins
    Case Study
    Intermediate

    “Move fast and break things.” — Mark Zuckerberg

    Mobile is no longer a hobby for companies. In that world, speed is the key. My company embraced the principle of “welcoming changing requirements, even late in development.” It’s allowed us to grow, and we have accomplished some amazing things.

    It’s also caused some challenges for teams. They felt the pain of this pace, and our clients were frustrated by delayed releases.

    This presentation describes a 3-month case study I ran to measure things like team communication, productivity, and quality while implementing Scrum for the first time. The results were convincing, and allowed us to learn what happens when you value speed more than anything else.

    I hope you’ll join me in seeing how we learned to work smarter instead of harder.

  • Liked Sue Johnston
    keyboard_arrow_down

    The Geek's Guide to People - Shifting from Output to Impact

    45 mins
    Workshop
    Beginner

    The stereotype of technical professionals as inarticulate, socially inept geniuses inventing problems to solve is unkind and inaccurate. Yet the Dilbert image persists. So do jokes like the one about the engineer sentenced to death on the guillotine, who watches the instrument of death malfunction, then tells the operators how to fix it.

    Why do people make fun of engineers and those with their mindset? Do people wired and trained to analyze and solve problems and focus on the mechanics of a situation frustrate those whose brains are wired differently? And how does the engineer’s way of dealing with individuals and interactions - that first value of the Agile Manifesto - sometimes get in the way of team collaboration and productivity?

    In this interactive session, we'll show a little empathy for engineers and other analytical folk whose neurological wiring makes them seem different from the rest of humanity. We'll also explore how those with the engineering mindset can develop their own empathy and consciously adopt behaviours that amplify their value to their teams and organizations, make them more effective leaders - and make their own lives easier by positioning themselves for understanding.

    Join Sue in a lively exploration of what can happen when engineers and technical professionals shift their mindset from solving problems to creating impact.
    You will leave this session with an appreciation of:

    • How to make your ideas meaningful to others by taking their perspective
    • How shifting your language from "What?" to "So What?" helps people connect the dots
    • Why giving up the need to be smart may be the smartest thing you ever do
    • Techniques you can use to take someone else's perspective.
  • Liked Maurizio Mancini
    keyboard_arrow_down

    How to Reboot your Agile Team: The Secret Sauce!

    45 mins
    Talk
    Intermediate

    Why do so many organizations struggle to put in place mature Agile teams that can apply proper Agile principles and deliver awesome products? Some people will say, “Agile is hard” as an excuse to not do Agile or to become frAgile. Well we think we have developed the “Secret Sauce” to rebooting any Agile team that just doesn’t seem to be maturing and we want to share it with you!

    If you are thinking of scaling Agile across a large organization, then this talk is a must to attend to help ensure your teams have the right foundation. Organizations wanting to scale Agile must have a solid foundation of mature Agile teams who embrace the Agile values and have the right Agile mindset.

    Over the years, as we have done Agile transformations in different organizations, we have seen common patterns that keep repeating. The most common pattern we found in our experience is that teams are frAgile. Too many either pretend to be Agile or don’t even know Agile is not a methodology, so organizations question the value of using Agile.  Very often the confusion and frustration that comes with thinking that a team is Agile when they are not Agile, brings people right back to their old habits of command and control. Creating successful mature Agile teams is not sorcery, you need to discover the secret sauce!

    In this talk, we will reveal our secrets on how to create a successful Agile-Scrum team in 5 sprints. Attendees will learn how we applied our secret sauce as we experimented with more than 30 teams and we refined the know-how. This recipe has proven to be successful in different organizations and teams delivering different types of products. Our Creative-Destruction approach goes through a human change process we labeled The Intervention Plan. The 5 steps are:

    • Step 1: Run in the rain
    • Step 2: Thunderstruck
    • Step 3: Cry over the M&M’s machine
    • Step 4: Open-up and look at the sun
    • Step 5: Removing the training wheels

    And by using these 5 steps, attendees will discover the 5th Agile value!

  • Liked Scott Ambler
    keyboard_arrow_down

    Beyond “Easy Agile”: How to Overcome the Challenges of Adopting Agile in Established Enterprises

    45 mins
    Talk
    Advanced

    Many agile methods and strategies are geared towards small teams working in reasonably straightforward situations. That’s great work if you can get it. Most organizations that are adopting agile today have been in operations for decades and sometimes centuries. They are typically dealing with significant investments in legacy systems and processes that won’t go away any time soon. They have an existing culture that is usually not-as-agile as it could be and an organization structure that puts up many roadblocks to collaboration. Their staff members are often overly specialized and many people do not have skills in agile software development techniques, and there are many thoughts as to what needs to be done to improve things, the adoption of agile being one of many. This is certainly not the startup company environment that we keep hearing about.

    In this presentation Scott Ambler reviews the challenges faced by established enterprises when transforming to agile and what enterprise agile means in practice. He then overviews the Disciplined Agile (DA) framework, a pragmatic and context-sensitive approach to enterprise agile, working through how it addresses the realities faced by modern organizations. Scott then works through advice for transforming your enterprise to become more agile, including the people-process-tools triad and the skills and experience required of enterprise agile team coaches and executive agile coaches. He ends with an overview of proven strategies for adopting agile in less-than-ideal environments

  • Liked Dave Rooney
    keyboard_arrow_down

    How Thin is Thin? A Practical User Story Workshop

    90 mins
    Workshop
    Beginner

    Most of us have heard the mantra, "Slice your User Stories as thin as possible!" In my travels as a coach since the early 2000's, however, I've rarely seen stories that truly are thin. What are these rare creatures? Why don't I see more of them? Having good User Stories is crucial to the success of teams using them as the means for determining what needs to be built to fulfill a customer's need. Having thinly sliced stories is even more important!

    This workshop provides a level set on what stories are and explores why slicing stories very thin is important, what benefits thin slicing provides, and how to do it. Through a combination of examples and practical application in the workshop, you'll leave with slicing techniques that you can apply at your next planning session.

  • Liked Jesus Mendez
    keyboard_arrow_down

    Behind the scenes of retrospectives

    90 mins
    Workshop
    Intermediate

    Ben Linders said: "if you want to solve the problems that you are having, and deliver more value to your customers, you have to change the way you do your work. That is why agile promotes the usage of retrospectives: To help teams to solve problems and improve themselves!" 

    In this workshop I will walk you through the reasons, concepts, phases, tips and tricks of agile retrospectives and everything that happen behind the scenes. We'll share the space and learn together how to make this event a great one in a practical, engaging, fun and interactive manner.

    Are you ready for the challenge?  

     

  • Liked Cherifa
    keyboard_arrow_down

    Agile Requirements@Scale: Achieving a balance between compliance /governance and agility

    Cherifa
    Cherifa
    Agile Delivery Coach
    Teksystems
    schedule 9 months ago
    Sold Out!
    45 mins
    Talk
    Intermediate

    You can earn CDUs...

    "We have reached an impasse because of our regulations and current governance and cannot accelerate our agile adoption” " Does this sound like a common issue? Government, large and product-centric enterprises in aerospace, and automotive, are striving for more agility in their solution delivery. However, those organizations are bound with heavy governance, are stuck on how to comply with their regulations and at the same time being agile. Compliance is generally perceived in the software community as a way to evaluate solution delivery process from a formal and document-based perspective and many argue that Compliance/Governance and AGILE are just not compatible. The motivation of this presentation is to dispel this myth.

    Compliance is one of the scaling factor that makes agile practices more complex to adopt. However it is possible to find a balance. What is needed is a different approach, one that leverages agile and lean techniques to make Agile Requirements Definition and Management practices more scalable.

    • -Should you capture requirements up front or iteratively throughout the project?
    • Should you write detailed specifications as interpreted by some audit officers, light weight specifications, or something in between?
    • Should you take  a use-case driven approach, a user story driven approach, or something else? 

    Do agile requirements strategies really work? Do they scale?  Come listen /meet with the speaker who have a  long experiences around what really works in practice.

    In this presentation, we will discuss strategies for the balancing act between governance and agile.

  • Liked Sriram Natesan
    keyboard_arrow_down

    Adaptive Planning using Impact Mapping

    45 mins
    Talk
    Intermediate

    Have you ever felt you don't quite understand WHY you work on things that you do and HOW it actually supports your business' goals?

    Most (if not all) of us might agree that creating a shared understanding of the vision and goals is critical to success of the organization. But how do we do it?

    From my experience coaching numerous Product Owners and Product Managers over the years is that many of them struggle with creating or articulating the business goals and how each of their product increments support them. It turned out that some of them were just taking marching orders from the powers that be, they didn't know for themselves and their teams are in the dark as well. This challenge is amplified by lack of defining and communicating the measures of success needed to validate if the product increment is indeed contributing to your business objectives.

    These factors make it hard to answer questions like "should we start working on this?" or "should we continue working on that?".

    Fortunately, a technique like Impact Mapping helps overcome this challenge. Impact Mapping is a simple but powerful way of visualizing the mapping of the business goals or objectives down to the product increments that teams work on. It is a great tool that lends well to having meaningful dialogues between business, technology and other stakeholders, and most importantly useful for adaptive planning of what gets worked on or should be stopped.

    In this session, I will share what Impact Mapping is and how you can go about creating one. By the end of the session, you should have picked enough knowledge  so you can try creating at your work or if anything add it to your tool kit.

  • Liked Anthony P. Sheehan
    keyboard_arrow_down

    How Agile is leading the Digital Government Revolution

    45 mins
    Case Study
    Intermediate

    Governments have typically been slow in adopting Agile principles. In 2014, the launch of the healthcare.gov product was generally considered a failure. At the same time, the Organisation for Economic Co-operation and Development (OECD) published a report recommending governments to implement Digital Government Strategies to bring them closer to citizens and businesses. Since then, the flurry of activities around Digital Government has accelerated and led to some very interesting organizations and initiatives such as:

    Agile methodologies - combined with user-centred design principles - are often at the heart of these Digital Government initiatives.  The timing has never been better to help governments accelerate the implementation of Agile principles, user-centred design and outcomes management to deliver better value quicker to citizens.

    Through this session, attendees will:

    • Better understand governmental constraints and why governments have typically been slow adopters of Agile principles
    • Learn about recent worldwide Digital Government trends and initiatives
    • Review approaches as to how agile methodologies can be applied in the context of existing Government of Canada IT project management frameworks
    • Discuss examples of Government Agile projects and products that have delivered better value quicker to citizens
  • Liked Melanie Paquette
    keyboard_arrow_down

    Using team kickoffs as a tool to make Scrum more effective

    45 mins
    Tutorial
    Beginner

    Scrum is a team sport.  We ask people to work closely together in small teams to achieve a common goal.  A significant failing in many Scrum teams I've worked with has been the team's inability to function as team -- they tend to function as a collection of individuals, focused on their individual goals first, and the team's goals second.  

    We have a tendency to put people together in teams and expect them to figure out how to work together and become effective very quickly, but we don't give them the tools to get started as a team, and move towards working together as team.  In this session, we'll explore how to use a team kickoff to accelerate the process of team formation.

  • 90 mins
    Case Study
    Advanced

    Join a panel of experienced Agile Coaches for a discussion and Q&A of their experiences as coaches. Each of the panelists has a different background, and a unique journey into their role as an Agile Coach. Along the way, they've each built up a wide and diverse set of skills, from their careers, interactions, and experiences. 

    What have some successes been?
    How do we even define success for ourself, as an Agile Coach?
    More importantly (and hopefully more entertaining), will be some of the lessons learned... We'll explore what was tried, but had a surprising and unexpected outcome. 
    And, we'll discuss some of the ways experienced coaches continue to learn, share, grow, and develop everyday!

  • Liked Billie Schuttpelz
    keyboard_arrow_down

    Facilitation #FTW! A Surprising Tool in an Agile Transformation

    Billie Schuttpelz
    Billie Schuttpelz
    Agile Coach
    SolutionsIQ
    schedule 9 months ago
    Sold Out!
    60 mins
    Workshop
    Intermediate

    How is "facilitation" a surprising tool in an Agile transformation?  Good facilitation wins the hearts and minds of the people.  Without the people, you have no transformation.  If you want to create a "pull", rather than a "push", then grab onto facilitation as your entry point.  Vastly different groups of people within this Fortune 10 company, all had immediate boulders blocking their view to transformation.  I decided to be a people's coach, rolling up my sleeves, working right there beside them, moving those immediate boulders.  Once they could experience a different way of thinking through good facilitation, then they were more open to thinking differently about larger transformational topics.  Forget about processes and scrum practices if their heads are full of other more immediate pain points.  Help to push those boulders out of the way and you have cleared a path to transformation.  Give energy towards facilitating fast outcomes to current gaps, and you've built a bridge.  Facilitation was a quick win and quick wins make stronger bridges.

    In this workshop you will see a very brief summary of how facilitation for transformation was used in several key areas in this Fortune 10 automotive company, then we’ll move into live facilitation of my favorite exercises/techniques. This way you will experience the magic yourself and be able to go back to your company and facilitate the same exercises. You’ll also leave with my facilitation guides for reference and opportunities to talk to me more about how you could use facilitation as a transformation tool.  

  • Liked Rick Koeller
    keyboard_arrow_down

    Agile in a multi-faceted business environment

    45 mins
    Talk
    Beginner

    An overview of Agile across a multi-faceted organization

    The Canadian Internet Registration Authority is the not-for-profit organization that is responsible for the development and management of .CA for all Canadians. 

     

    CIRA is undergoing transformation in the face of market change and deregulation of the Internet’s Top Level Domains.  The organization is introducing new products and services using the Agile framework in the face of a changing market.  While Agile is highly flexible and suitable for product and service development it can both align and conflict with traditional corporate planning processes.  The presentation will discuss the points of alignment and friction between corporate structure, planning processes and iterative Agile planning.  We will examine how various teams have adopted Agile and will highlight the complexities of multi-team adoption of Agile.

     

  • Liked toddcharron
    keyboard_arrow_down

    Agile Isn’t Enough: Revolution over Transformation

    60 mins
    Talk
    Executive

    Your Agile Transformation is doomed.

    You might be working on all sorts of great things. You’ve got training, coaching, cross functional teams, continuous delivery, you’re scaling Agile, etc.

    You’re still doomed.

    Why?

     Because Agile is just one part of a much larger picture. A picture that requires people not only to change their processes and software, but how they see themselves and their place in your organization.

    This change requires more than transformational thinking. It requires revolutionary thinking.

     It can be done, but it won’t happen by accident.

    Come find out what you need to have a successful revolution.

     

  • Liked Kalpesh Shah
    keyboard_arrow_down

    Beyond User Stories : Take Your Team to Next Level of Awesome!!!

    Kalpesh Shah
    Kalpesh Shah
    Enterprise Agile Coach
    IntraEdge Inc.
    schedule 11 months ago
    Sold Out!
    60 mins
    Case Study
    Intermediate

    Great teams make great products, but what fuels this greatness? It's the common understanding and passion for the product but more importantly the singularity of purpose and the feedback loop and how the users are responding to the teams work. 

    The new world of product development is no longer about scope management and delivering the project on time and within budget but it's now more about hypothesis validation and learning from the users and their behaviors.

    The dynamics of product development is changing.  As more and more organizations are moving towards maturing their agile software development approach the traditional barriers of roles are being broken creating new opportunities and fostering a shift in the mindset. Instead of being tied down to scope management and delivering the project on time, Agile teams are focused and inspired by hypothesis validation and learning from the users and their behaviors.

    In this case study we will go over how a portfolio of 12 SCRUM Teams adopted a more outcome approach and how they shifted their mindset from project delivery in Agile way to adopting the Experiment-Measure-Learn-Repeat loop which plays a crucial role in teams overall motivation, performance and moved from being SCRUM Teams to "Product Teams".

    We will also see how we experimented with different team formats and how exposing the team members to different events and user research changed the way they perceived the information of the problem they were solving via features and user stories.

  • Liked Jesus Mendez
    keyboard_arrow_down

    IT has embraced agility ... what about the rest of the business?

    60 mins
    Experience Report
    Intermediate

    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! 

     

  • Liked lawrence cooper
    keyboard_arrow_down

    Outcomes-Focused Agility - Story Mapping for achieving Strategic Intent

    90 mins
    Workshop
    Advanced

    Florence Nightingale is considered the founder of modern nursing.  Put in charge of nursing British and allied soldiers in Turkey during the Crimean War, Nightingale was the first person to define planned consequences from activity as the basis for action when she introduced evidence-based outcome indicators to nursing and healthcare.

    Nightingale’s approach was later applied to outcomes-based education and in programme management with the introduction of ‘logic models’. Fundamentally, it is a quality management approach focused on helping us get the desired results from our interventions and activities. Nightingale was arguably the first person who figured out that you need to start with framing the result you want to achieve (the why) to determine what you should do, how you should do it, when you should it, and where you should do it - all the while using an inspect and adapt mindset to interpret actual results against expected ones to determine the next course of action to be taken, including re-framing the expected results based on what we have learned so far.

    In this interactive session the two Larry's (Cooper and Sullivan) will be your guides as you learn how to identify the goals and objectives (the why) for a real world scenario, how to use a simple canvas and mapping technique to figure out what needs to be done and in what order, and how to adapt what gets done next based on what we have learned so far. The mapping technique is similar to story mapping except that it provides a deeper understanding of the true nature of most projects in enterprise settings - this technique helps us story-map our strategic intent.

    It helps us to more clearly identify and solve the minimum viable problem.

    For Product Owners it will help them gain better insights into how value gets defined at an enterprise level and provides a line of sight from strategic goals and objectives down to actual products too be built. For leaders it helps them understand that most projects are often really multiple ones that need to be sequenced and that it is the work that is often not identified and hence not done that sinks most large efforts.

    These techniques provide clarity and allow us to deal with uncertainty when dealing with complex problems and messes while maintaining agility throughout.

  • Liked Ardita Karaj
    keyboard_arrow_down

    Fixed deadline and 2 hour sprints

    45 mins
    Case Study
    Intermediate

    It is common to work on projects that have a hard deadline. These deadlines are not always fictional and time really matters. Frequently, there is a big discussion if Agile is the right approach for these cases. Can we deliver what is requested without a detailed planing, task breakdown, milestones on a Gantt chart?

    In this talk, I will bring examples from my experience volunteering at GiveCamp for several years. Over one weekend volunteers create digital solutions for non-for-profit organizations using 2 hour sprints, MVP deliverables, prioritization, collaboration and an environment in which you feel proud of what you do. If you think this can't happen in your organization, come to this session and challenge me!

  • Liked Melanie Paquette
    keyboard_arrow_down

    Adopting Scrum: Incremental or all-in?

    60 mins
    Panel
    Beginner

    When a team decides to adopt Scrum, is it best for them to go all-in, adopting all of the practices, to the best of their ability, at once?  Or is an incremental adoption, picking the practices that the team thinks will help them meet their, a better approach.

    During this moderated panel discussion, four panelists who have worked on a number of different agile teams in a variety of roles will answer questions about Scrum adoption, covering the relative merits of the all-in vs. incremental approach, when one approach might be preferred over the other.  The panelists will provide examples of both success and failures from their own teams.

    We will take questions (and answers) from the audience throughout the session.

  • Liked Joel Lord
    keyboard_arrow_down

    The NoEstimates movement

    Joel Lord
    Joel Lord
    Technical Director
    Spiria
    schedule 11 months ago
    Sold Out!
    45 mins
    Talk
    Beginner

    According to the Hofstadter's Law, [software development] always takes longer than you expect, even when you take into account Hofstadter's Law. We can all relate to this statement but we still continue giving estimates to our customers.  But is it realistic to start working on a software project without actually giving an estimate to our clients? In this talk, we will go through the fundamentals of the #NoEstimates movement and see how it's possible to manage our customer expectations without giving them an initial estimate.