Agile Mindset Explained
So someone sold your company agile, eh? Did it come in the form of a prescribed methodology? Is it the same process just with new names? Did you complete a 2 day training and your title flipped to something like "master" or "ninja"? What's an individual contributor to do?
As Steve Denning explains, "The solution to reconciling disciplined execution and innovation lies in giving greater freedom to those people doing the work to exercise their talents and creativity, but doing so within short cycles so that those doing the work can themselves see whether they are making progress or not."
Follow Claire along the path to agile teammate to discover more about this fabled land of generalizing specialists. We'll range far and wide from "What's the point of points?" to "Can I ban kanban?" so that we can dig deeper into the meaning of practices. Along the way, we'll take in the vistas of visible signs of mindset change and environments that support us along the way.
Let's inspect our current mindset progress and look for opportunities to adapt.
Outline/Structure of the Talk
common goal: end-user/customer value
experiment & learn quickly
sustainable, quality of life, support, trust
everyone - individuals
collaborate & share the load
team member personas
co-location & team room
deliberate communication & information radiators
frequently - at least daily
when we have a need (variation)
focus: value delivery & goals
process & collaboration
transparency & openness
demonstrate observable outcomes
practices & interactions
reflection & adaptation & inspection
technical excellence & good design
- Cross-functional team membership
- Getting to why over how
- Supportive environments
- Common agile vocabulary
- The importance of mindset
Individual team members interested in understanding agile
Prerequisites for Attendees
Some agile vocabulary would be helpful, but the most essential thing is self-reflection
schedule Submitted 2 months ago
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JOELLEN CARTER - 4 things you're getting wrong about quality in agile (and how to get them right)JOELLEN CARTERDirector of Engineering, QAOlo
schedule 2 months agoSold Out!
Quality in agile - that's supposed to happen organically, right? We have processes and activities that are supposed to build quality in and involve the whole team in quality. We sprinkle in some agile magic and abracadabra! We have quality! Right? Wrong.
I'm here to state a potentially controversial opinion that building a quality product requires a dedicated focus on quality across your organization, especially as your organization grows and you try to scale your processes. In particular, if you're doing these things in the name of 'quality', you need to just stop. Maybe not stop doing those things, but stop thinking they completely address quality in your product. Instead, you might want to try building quality into your organization, not just your product.
I'll tell you the story of Olo as we doubled in size (from < 40 to about 80) and how we recognized the need for consistent messaging and processes around quality across our engineering department and how we revamped our focus on quality without resorting to waterfall.