Are we there yet? Are we there yet?
A large part of our professional lives revolves around the question "When will it be done?".
We are either asking it of our teams, or answering it for our stakeholders.
If we are defined by the questions we ask, what does that say about us?
If meeting deadlines is the most important thing in our work we are basically working in a Feature Factory.
Let's go back the absolute first principle of the Agile Manifesto:
"Our highest priority is to satisfy the customer through early and continuous delivery of valuable software."
What matters is not a deadline or a schedule, but a) what is valuable to our customers and b) how can we deliver that early.
Is the "When will we be done" question still relevant? I don't think so.
A few years ago Liberty Financial radically changed the way we were thinking about delivery. And we changed the questions we were asking at every level in the organisation. All the way up to the CEO. In this talk I will share some of the more important things we learned along the way so you can draw insight on how to get started changing the conversations in your own organisation.
Outline/Structure of the Talk
Our journey (30):
- Talking about how we used to working
- Changing the questions and the impact
- Our challenges ahead
Practical tips on how you can change the questions that are asked
team members, agile coaches, scrum masters, development managers
schedule Submitted 3 years ago
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We have been developing this ability over millions of years as we have learned and adapted as a species.
But, mother nature, the ultimate lean agile systems thinker, has built up some tech debt along the way.
In this session we will explore three of the cognitive biases that are likely to impact you in your working life and explore strategies to help you think more clearly