Dave Sharrock
Founder & CEO
IncrementOne
location_on Canada
Member since 5 years
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Dave Sharrock
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agile coach, dad, internet veteran, husband, entrepreneur, occasional seismologist, newly minted Canadian
Agile coach/change consultant based in Vancouver Looking for companies with the courage to change, to realize benefits far ahead of the curve that surprise your competitors and make your customers love you, talk about you, buy your product/service, and tell the world about you.
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Handling complexity: what sports teams and universities teach us about complexity
60 Mins
Talk
Beginner
Volatility and uncertainty pervade our business landscapes, and everywhere we look business leaders reference this new complex world we live in. In short, complexity thinking is getting a lot of attention.
Exactly how we address complexity is less clear. The very definition is counterintuitive and hard to grasp. Pulling from contemporary examples, I will explain how complex problems challenge our understanding of the world around us. Using this as a starting point, we can explore what it means to live and work in a complex environment. Perhaps of more interest, we can explore how to stay afloat, and even make headway, when uncertainty and complexity surround us.
Drawing from some of the longest lived business entities (universities) and some of the shortest (successful sports teams) we will uncover what characteristics organizations that thrive in a fast-changing worlds share. And how your organization's recent focus on agile principles and practices may have saved the day.
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What can we learn about our Agile Transformations from Wardley Maps
60 Mins
Workshop
Intermediate
After over a decade of agile transformations, many organizations have several years experience of agile and are naturally looking for signs that the change is complete. Attention turns to the level of skill or maturity an organization needs in order to declare the transformation a success. As a result, models of agile maturity have emerged that promise to somehow measure how agile you are.
The good news is that agile, by definition, should be iteratively delivering value from the moment a transformation starts. Looking back, your ability to deliver has already changed immeasurably. You are already faster, more focussed, and delivering a product with higher quality. The bad news is that you have only just started your journey. Change itself has changed, as Gary Hamel said. What looks mature today will be table stakes tomorrow.
We will talk about what agile maturity looks like today, and where agile maturity will go in the future. We will learn how iterative value delivery is the price to pay to move along the experience curve. The more frequently you deliver value, the faster you move along the experience curve. By introducing a Wardley Maps in the context of business agility, you will be able to map out the path of your transformation, filling in any gaps that you may have, and beginning to understand what direction your transformation may take you in the future. Specifically, you can identify the drivers needed to reap the benefits along the way, rather than at some mythical end point. Business agility is not a destination but a continually evolving journey. Learn how to enjoy the journey rather than long for the destination.
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What drives successful agile adoption
60 Mins
Talk
Intermediate
In 2010 CIO magazine identified Agile as one of three key drivers every technology executive should pursue. Since then, Agile has moved from a fringe framework to the dominant way of delivering software. Technology projects the world over now use agile methodologies like Scrum as the primary approach to successful project delivery. Today, even complex domains, such as regulated industries like finance and healthcare, products combining hardware and software, and non-technical sectors, are turning to agile. What is driving agile adoption across so many different industry sectors? We will discuss the impact of exponential change on our working practices, and the creation of three drivers for agile adoption, from the ubiquity of knowledge to the commoditization of change, that make a shift to agile methods inevitable.Once we can see why agile methods are becoming the norm, we must consider the impact on the organization. When an organization turns to agile, what does that journey look like? The leadership and the delivery teams within organizations that have successfully developed an agile mindset work differently to the way we may be used to working. What does this look like? How can you, as a leader, recognize and enable good agile delivery? -
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What Darth Vader, Qui-Gon Jinn and Luke Skywalker can teach us about leadership
90 Mins
Workshop
Intermediate
The Star Wars universe provides many examples from which to learn about leadership. It's obvious that Darth Vader's leadership style lacks that special something, while Yoda’s leadership style captures something closer to what we might consider to be the quintessential agile leader.Yet perhaps Luke Skywalker's leadership style reflects our own struggles balancing different situations and expectations placed on us.Real leadership is more complicated than the black and white of Darth Vader or Yoda. It is a combination of how we behave and the organizational structure and culture within which we lead. At any one time, the our behaviour is one factor in many that contribute to the effectiveness of us as a leader. Leadership effectiveness depends on organizational structure, how leadership teams are formed, how information it's shared and what decisions need to be made. Culture plays a role, with different cultures responding to different leadership styles.During this workshop, we will use the Star Wars universe to introduce five leadership archetypes. Each archetype describes a specific behaviour, and is often associated with a unique leadership structure. Understanding these different archetypes gives us a language with which to evaluate and grow our leadership skills. It allows us to be contextually aware of our surroundings and to choose the leadership behaviours best suited to a given situation. -
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Zero Day Planning: light-weight long-range planning
40 Mins
Talk
Intermediate
Zero Day Planning is a light-weight long-range planning approach for agile teams. Ideally we fund products not projects. We budget for the team, and keep a moving window on our product backlog, emerging and refining new requirements as we deliver our current features and learn from customer feedback and behaviours. But this isn’t always possible. Maybe we have not yet moved to funding products, have funding for a project and have to figure out when we will deliver which features. Or we are budgeting for a new product over the next fiscal year and have to estimate how many teams we need. How can we estimate long-range budget needs and delivery expectations?I will describe Zero Day Planning, an approach used many times to provide early estimates for long-range planning. The estimation process takes a matter of days and provides a baseline the team can immediately start using and validating. Using real-world examples you will learn how the approach builds on agile principles and replaces more traditional and heavier long-range estimation techniques.We’ll close with some cautionary tales of how things can unravel and why they might do so, just before we think of this as a silver bullet. -
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From Good to Great Product Ownership, or why experience is not enough
60 Mins
Workshop
Intermediate
Product Owners plant the seeds for excellent agile delivery teams. Great POs know how to plant the best seeds, seeds that the team can swarm around and deliver quickly, that provide rapid feedback and learning, and that morph towards excellent customer experiences. In some situations we need a good PO, in others we need a great PO. The trick is to know the difference. Join me on a journey of discovery working with contemporary examples to find out how to be a great PO or a good PO, and why you might, at different times, want to be both.We look at two key dimensions that determine whether you need good PO or a great PO, and how to tell the difference. First, what problem is the PO trying to solve? Are you rolling out changes to a mature product or battling to enter an emerging field? Are you scaling rapidly or slowly? Second, how is the PO making decisions about their backlog. Give a PO a project requirements document and a timeline, and what’s a PO to do? Even the best and most experienced POs will struggle to deliver an exciting customer experience that captures the heart of the customer.Through the workshop, you will learn a simple model for identifying great POs based not on PO experience, but on how the PO makes decisions about their backlog. The best POs know how to combine data and stakeholder input to best effect.Finally, we consider the product problems you are trying to solve, the pace of change, and how this effects the PO - good to great - you want for your product. -
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Don’t Panic: Stories of Cultural Change
Dave SharrockFounder & CEOIncrementOne
Melissa BoggsVP, Business AgilitySauce Labsschedule 4 years ago
60 Mins
Talk
Intermediate
Don't underestimate the power of your vision to change the world. Whether that world is your office, your community, an industry or a global movement, you need to have a core belief that what you contribute can fundamentally change the paradigm or way of thinking about problems.-- Leroy HoodYou can’t attend an agile conference these days without hearing about organizational culture. Cultural change is not optional for most organizations that want to become more agile. Agility requires a mindset that means many will have to change their traditions, habits, and behaviors.But culture is difficult to work with. It’s intimidating; We begin to panic, asking ourselves: “Why do I feel powerless to affect change in my organization? What does it say about me or my org? What does it say about the likelihood of me being able to make these positive shifts outside my team?” and ultimately we may talk ourselves out of any change at all.However, wecaninspire others to see the value in the change. Creating sustainable cultural change means creating a movement within your organization, and this is done one story, one experience at a time. Learn how to recognize your existing culture, identify the areas that require evolution, and create a movement that inspires change. -
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Epic Budgeting - or how agile teams meet deadlines
40 Mins
Talk
Intermediate
According to this year's State of Agile survey, the most common success measure for agile initiatives, at 53%, is on-time delivery. But if agile teams can choose how much work they take into a sprint, how can teams be sure of delivering pre-committed scope on time and on budget? There is more to agile delivery than product owners ordering a backlog of work for teams to work on.
Epic budgeting is one tool that allows the product owner to steer a product across the line, delivering the expected scope on time by managing scope creep or an unsustainable focus on the perfect over the pragmatic. During this session learn about how product owners and their teams work towards a fixed date or budget by applying double loop learning to epic sizing and breakdown. Expect some tales from real companies and a few light hearted moments. And I'm at least 53% certain we will finish on time!
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Avoiding the Dilbert Syndrome: What does the manager do now?
90 Mins
Workshop
Intermediate
We answer the question “What does the manager do?” We focus on enabling flow and value delivery, using visible progress to guide behaviour, holding teams accountable with iterative and incremental delivery and increasing throughput with catalytic leadership.
We focus on how traditional management responsibilities move from tactical to strategic.-
Line management - push responsibilities into the team, with managers keeping an eye on decisions and looking for outliers
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Functional management - facilitate functional leaderships through an advocacy role within communities of practice (instead of waiting and hoping good practices will emerge)
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Project management - the product owner/scrum master handles much of the overall problem solving/identification, responsibility for progress, and team management
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Catalytic Leadership - enable continual flow through the team for fastest possible delivery to the customer. Get things done without being the choke point
There are many dependencies across the organization to understand and smooth-out. Catalytic leadership guides your teams to high-performance through the right guidelines, constraints, and safe-to-learn environment.
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