Participants learn the “Skills Matrix” technique for getting a new Agile team started and for getting established teams to leap to the next level of capability. This technique has been used for decades at Toyota to create a team development plan in a collaborative, visual way.

A rant, with evidence, on why electronic tools in general, and JIRA in particular, are anti-Agile. Participants will use the Agile Manifesto to evaluate the electronic tools they are currently familiar with. JIRA is used as a case study.

NOTE: Scrum asks us to have courage. The Agile Manifesto asks us to value individuals and interactions over processes and tools. I hope the organizing committee will consider this proposal despite the risk that it might offend some tool vendors. If we can't speak freely about our experiences with tools, we will fail as a community.

Leading is not leadership... and that's okay. "Leadership" is the big buzzword. But leadership thinking is permeated with bias and wishful thinking. Luck, love and truthfulness are all simple concepts but applying them to the problem of organizational change leads to some amazing insights and conclusions. Come learn the hard lessons of leading to real agility gained by Mishkin Berteig through over 15 years of coaching and consulting at an organizational level, in-depth research on organizations, and, just for good measure, a little common sense and logic thrown in.

A rant, with evidence, on why electronic tools in general, and JIRA in particular, are anti-Agile. Participants will use the Agile Manifesto to evaluate the electronic tools they are currently familiar with. JIRA is used as a case study.

NOTE: Scrum asks us to have courage. The Agile Manifesto asks us to value individuals and interactions over processes and tools. I hope the organizing committee will consider this proposal despite the risk that it might offend some tool vendors. If we can't speak freely about our experiences with tools, we will fail as a community.

Most adults have achieved a level of personal development that allows them to function effectively in their families, society and their jobs.  Leaders need to handle more complexity and need to advance to a higher level of personal development to become effective in advancing an Agile transformation.  "Reactive" adults are functional, but unable to manage the complexity of an Agile transformation.  "Creative" (and higher levels of development are needed.  This presentation examines a model of understanding leaders called the "Leadership Circle" and correlates key capabilities in the model to effectiveness in leading an Agile transformation.

Participants learn the “Skills Matrix” technique for getting a new Agile team started and for getting established teams to leap to the next level of capability. This technique has been used for decades at Toyota to create a team development plan in a collaborative, visual way.

A rant, with evidence, on why electronic tools in general, and JIRA in particular, are anti-Agile.  Participants will use the Agile Manifesto to evaluate the electronic tools they are currently familiar with.   JIRA is used as a case study.