Enjoy supporting teams, pushing past boundaries to fail fast, learn fast. Approach from a coaching stance, switching between the roles of a facilitator, mentor, teacher or therapist as needed.
Interject playful elements whenever possible, while being mindful of individual comfort level.
Are you struggling to implement change in your organization? Is your team resisting your influence? Does your team believe they are a high-performing, mature team, therefore do not need to change? Are you actively trying to bring about improvements without results?
If this is you, then you need to stop what you're doing. Yes, stop everything and do 'nothing'. This means stop pushing against the resistance, stop driving people onto the Agile bandwagon. Instead, influence your environment by telling stories, model the behaviours that you would like to see, and most importantly be real.
This talk illustrates a different approach to initiate change. Attendees will walk away with a list of pragmatic techniques to influence teams.
Have you ever been in a retrospective where everyone looks at each other and not saying anything meaningful? No one wants to be the first to point out the “elephant in the room”. By the end of the hour, real issues are not discussed. The team feels demotivated and they are dreading the next one.
A lot of people do not enjoy retrospectives, seeing them as a way to place blame. It does not need to be this way.
Retrospectives should be a place to have open conversations which promote constructive actions that help the team improve. One of the ways to start the discussion is by using LEGO® to share your perspectives.
In this session, I would like to share a retrospective technique using LEGO® bricks. Hope you bring your inner child.
As a Product Owner, I am sure this has happened to you. You worked with a team on an initiative and it resulted in something different than your vision. The customer was not happy, you were not happy and the team felt they had done everything that was asked.
How do we change this? How do we build a common understanding around the product vision?
User Story Mapping is one of the tools that can help bridge the gap from idea to fruition. Story Mapping can be applied to software development and real life situations. It requires only a few simple ingredients: user personas, customer journey and clear outcomes. This will provide a basis to discuss, prioritize and slice your backlog. Story Maps are a great way to guide a team to quickly creating a minimal viable product and validate the solution fit.
When I was a product owner, I have created story maps on initiative, portfolio, feature levels of my product. They have helped articulate my vision with the team, and the team refined the product vision.
In this session, we will create a Story Map, leverage tools and techniques like empathy map, Kano model and MoSCoW to slice backlogs and most importantly tell your story. This workshop will hopefully help Product Owners and teams to focus on the user's journey.
Are you struggling to implementing change at your organization? Is your team resisting your influence? Does your team believe they are high performance team, therefore do not need to change? Are you actively trying to improve the process without much results?
If this is you, then you need to stop what you're doing. Yes, stop everything and do 'nothing'. This means stop pushing against the resistance force, instead be the influence you would like to see. From change agent to stealth agent.
This talk consist of a series of stories that hopefully can illustrate a different approach of implementing change.
Have you ever been in a retrospective where everyone looks at each other and not saying anything meaningful? No one wants to be the first to point out the “elephant in the room”. By the end of the hour, real issues are not discussed. The team feels demotivated and they are dreading the next one.
A lot of people do not enjoy retrospectives, seeing them as a way to place blame. It does not need to be this way.
Retrospectives should be a place to have open conversations which promote constructive actions that help the team improve. One of the ways to start the discussion is by using LEGO® to share your perspectives.
In this session, I would like to share a retrospective technique using LEGO® bricks. Hope you bring your inner child.
As a Product Owner, I am sure this has happened to you. You worked with a team on an initiative and it resulted in something different than your vision. The customer was not happy, you were not happy and the team felt they had done everything that was asked.
How do we change this? How do we build a common understanding around the product vision?
User Story Mapping is one of the tools that can help bridge the gap from idea to fruition. Story Mapping can be applied to software development and real life situations. It requires only a few simple ingredients: user personas, customer journey and clear outcomes. This will provide a basis to discuss, prioritize and slice your backlog. Story Maps are a great way to guide a team to quickly creating a minimal viable product and validate the solution fit.
When I was a product owner, I have created story maps on initiative, portfolio, feature levels of my product. They have helped articulate my vision with the team, and the team refined the product vision.
In this session, we will create a Story Map, leverage tools and techniques like empathy map, Kano model and MoSCoW to slice backlogs and most importantly tell your story. This workshop will hopefully help Product Owners and teams to focus on the user's journey.
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 the success of the organization. But how do we do it?
From our experience coaching Product Owners and Product Managers over the years, 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 (the goals) for themselves and their teams are left in the dark. This challenge is amplified by lack of definition and communication of measures of success to validate that the product increment is indeed contributing to the 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 what should be stopped.
In this session, we will share what Impact Mapping is and how to create one. By the end of the session, you will pick up enough knowledge through the process of creating an impact map to try it at work.
This session is suitable for anyone that is interested in learning a technique to create connections between business goals and deliverables.
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 the success of the organization. But how do we do it?
From our experience coaching Product Owners and Product Managers over the years, 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 (the goals) for themselves and their teams are left in the dark. This challenge is amplified by lack of definition and communication of measures of success to validate that the product increment is indeed contributing to the 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 what should be stopped.
In this session, we will share what Impact Mapping is and how to create one. By the end of the session, you will pick up enough knowledge through the process of creating an impact map to try it at work.
This session is suitable for anyone that is interested in learning a technique to create connections between business goals and deliverables.
