Agile Coach, CST
12 Principles Consulting
Member since 4 years
My profile is shared here http://www.linkedin.com/pub/naveen-nanjundappa/16/b0b/38
Member since 4 years
"Agile doesn't work for me, my team and my organization" have you heard or experienced this, if so this presentation gives you an insight about how leadership is responsible for driving the transformation. I shall focus on the leadership agility levels and organizational agility parameters, also I would discuss the aspects that connect the leadership style and culture. Over 90% of leaders operate at an heroic leadership level as experts and achievers, this traditional approach limits the organizational agility, innovation and productivity. Leadership agility requires a paradigm shift from a world of competition and duality to collaboration and unity. Organizational agility is a journey, learn how being a catalyst leader helps achieving organizational agility.
“Leadership bring culture to organization and culture builds leadership agility”
The Agile Community talks a lot about Estimation and need for it. A large majority have different opinions, but when it comes to teams and organizations that are transforming to Scrum, mostly suffer in group estimation and story point estimation technique.
Agile primarily focus on value based deliver and that doesn't need estimation.
This presentation enrich those audience who need estimations for their project/product development, with details that make estimates better. At the same time it doesn't advocate estimation as a must have for product development.
Following 4 aspects will be connected to story point estimation and help audience understand the story-point estimation.
1. Concept of Accuracy and Precession
2. Cone of Uncertainty
3. Story point Estimation scale
4. Group Estimation and Relative Estimation
Teams struggle in estimating the product backlog items. Composition of estimation: any estimate is a mix of "the known, unknown and complexity". The presentation shall also connect estimation thoughts to product backlog and the cone of uncertainty
The Regular and most popular retrospectives end with action items on the specific person in the team.
while the retrospective's primary goal is to enable the team to reflect onto themself and tune their behaviour for becoming more effective. In order to provide such a platform I practiced and coached 4 quadrant, focus area based retrospectives.
In which the team focus on the over all improvement and not just an action item. this is truely the team's behavioural change and their actions to become more effective.
Based on many successful coaching experience, i would like to present this activity based session.
The team identify the focus areas for improvements, then identifies the small delta improvement in that focus area that is measurable. then they decide on if they need external coaching or internally the team can achieve the goal.
Focus areas | Coaching/Training
Measurement | Self / team