Ten Tales of Positive Change
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Ten Tales of Positive Change

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These tales relate successful attempts at making improvements. They are described mostly in the order in which they occurred, from my time working in an Agile culture. The tales are about: Creating ...

These tales relate successful attempts at making improvements. They are described mostly in the order in which they occurred, from my time working in an Agile culture. The tales are about: Creating the Motivation to Pair Program, Staying Focused at Stand-up, Keeping Progress High and Questions Low, Reassigning Points to Validate Estimation, Admitting to the Real Date, Dealing With an Overwhelming Amount of Work, Gauging the Rate of Progress, Figuring Out How to Construct Teams, Finding Predictability in the Velocity, Allowing for Cross-Functional Teams

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Ten Tales of Positive Change Ten Tales of Positive Change Presentation Transcript

  • Ten Tales of Positive Change
  • Creating the Motivation to Pair Program the first tale
  • worked solo and practiced code review the situation View slide
  • TDD had little effect the problem View slide
  • bought a big monitor the action
  • to create a pair room the cause
  • became a team the effect
  • Staying Focused at Stand-up the second tale
  • stand-ups took too long the situation
  • extended stand-up discussions the problem
  • note who spoke about what the action
  • to show impediments the cause
  • worked together as an organization the effect
  • Keeping Progress High and Questions Low the third tale
  • established a cadence the situation
  • questioned Sprint progress the problem
  • spent time designing retrospectives the action
  • to work without distraction the cause
  • routine practice and continuous learning the effect
  • Reassigning Points to Validate Estimation the fourth tale
  • tended to the Product Backlog the situation
  • Product Owner questioned estimates the problem
  • Resized stories, refined some the action
  • reassigning points is useless the cause
  • had some tough discussions the effect
  • Admitting to the Real Date the fifth tale
  • trusted relationship the situation
  • miss the contracted date the problem
  • worked together the action
  • launch when predicted the cause
  • eventually acquired the effect
  • Dealing With an Overwhelming Amount of Work the sixth tale
  • ScrumMaster switched jobs the situation
  • no common thread the problem
  • see everybody’s tasks the action
  • to limit work-in-progress the cause
  • increased flow the effect
  • Gauging the Rate of Progress the seventh tale
  • coaching many different teams the situation
  • Product Backlogs were not being estimated the problem
  • played team estimation the action
  • to keep the Product Backlog sized the cause
  • backlog refinement the effect
  • Figuring Out How to Construct Teams the eighth tale
  • Scrum mandated the situation
  • created shared component teams the problem
  • to create feature area teams the action
  • to let the teams decide the cause
  • continuously working software the effect
  • Finding Predictability in the Velocity the ninth tale
  • defects on the Product Backlog were not being estimated the situation
  • couldn’t establish a consistent velocity the problem
  • relatively size defects the action
  • relatively size for cost the cause
  • decided how to invest the effect
  • Allowing for Cross-Functional Teams the tenth tale
  • prepping for release planning the situation
  • teams were not set up to deliver features the problem
  • put release planning on hold the action
  • to use the matrix the cause
  • increased productivity, quality and engagement the effect
  • What is in common?
  • started as an idea that led to a small change
  • What ideas do you have?