What any leading software organization want ? Happy and Satisfied customers.

How to make them happy ? By rapidly delivering innovative products and services with quality which will make them feel good.

How to deliver great software ? By building teams of motivated people who discuss and share ideas with each other and have common purpose.

How to build super awesome team ? By helping them to identify common purpose, trust and collective ownership.

To build common purpose, trust and ownership within team, Join our session to know 7 techniques to build culture which inspires this.

In this session we will share ideas based on our experience in Product and Services organizations. Our session shares working techniques we tried in our day to day work with success.

This session will help audience beyond buzzwords to transform way teams rapidly deliver working software and delight customers by taking ownership. Session also shares practical tips and techniques for inspiring trust and ownership in any team.

Here is link for slides

https://www.slideshare.net/nilesh.naik/7-techniques-to-inspire-trust-and-ownership

In most of the places people despise Agile. People think it is some sort of management initiative where the only thing that happens is overloading people with work, changing directions at will and micromanaging. Most of the knowledge workers hate this process and close their eyes to what the philosophy really means. This problem aggravates when these are people in influential roles and decision makers. As Agile Practitioners we have to work out solutions to face this challenge by showing the benefits and advantages that this philosophy and framework bring to the organization.

This session explores how to talk about benefits of Agile without using the Agile vocabulary so that these detractors get converted to followers.

What & Why:

Core4 Team helps in having right governance for Agile teams. A concept of “Core 4” team is a way of improving predictability and managing dependencies and risks of critical programs. This typically evolves when the key stakeholders are working in tandem, building informal relations, trusting and backing each other. The reason of documenting this is to share how this model works so that teams/programs can evaluate if something like this can help their program become more predictable.

How:

Core4 embodies a team of a PO, an SM, a Dev Manager and an Architect. These 4 roles represent the different functions primarily involved in delivering a feature. If we have a group with representation from these functions that acts as a bridge between these functions – communications, decisions, risk mitigations can happen faster. There will be lesser conflicts and more empowered and engaged teams. The most important value that needs to be shared across the Core4 stakeholders is trust. Once trust is established this group can act as a dynamo to move the project ahead.