講演概要: デンマークには「アジリティ」という、訓練された犬によって行われるスポーツがある。その訓練と血統に関する研究論文には、アジャイルソフトウェア開発と似通った点がいくつかある。「日々行われる優れた実践行動(プラクティス)は、トレーナーによって行われているというよりも、チームとして行われている」。現在のアジャイル普及への道は、アジャイルの理念(イデオロギー)を習得したことを認定することに重きが置かれていたり、いくつかの理念をより上位の理念の傘の下にまとめただけで、緊急に軌道修正が必要だ。本講演では、(トヨタの)カイゼンに根ざしたアプローチで、スクラムや一般的なプロセス改善について考えていく。そして、アジャイルの認定において事実や知識をベースとした計測方法から、よりアジャイルな認定方法に移行するとはどういうことかを説明する。そして最後に、ゲームを使った内観的かつ実験的な取り組みについて紹介する。そして、認定やテスト重視のアジャイルに対する事実と知識をベースにした学習方法から、ゲームをベースとした内観的かつ試行的な取り組みへの移行についても紹介する。
"Agility" in Danish is a performance sport done by trained dogs. While training and pedigree papers have certainly found a place in agile's software namesake, good agile practice should be more in the hands of the Team than the Trainer. The current agile journey that focuses on certification around some ideology, or on aligning several ideologies under an uber-ideological umbrella, urgently needs a mid-course correction. This keynote renews the vision of a Kaizen-based approach to Scrum in particular and process improvement in general, and a shift in focus from what is a facts-and-knowledge-based approach to agile based on certification and scored surveys to an introspective and experiential approach based on games.
Scrum and Patterns share a heritage that goes back centuries. The common foundations of the two — local adaptation, incremental growth, focus on "value," and the central human element — make patterns a particularly viable vehicle for rolling out Scrum. These notes give a short definitive summary of patterns (by example) and pattern languages. Next, they introduce basic Scrum patterns that the Scrum PLoP® effort has gathered over the past five years. After that we look at the "Scrum secrets" — Scrum fundamentals that most practitioners either aren't aware of or which usually go unheeded. Patterns help tease out the tradeoffs ("forces") for these forms in a way that makes them memorable. Last, we give a glimpse of how to use these patterns as a powerful way to evolve your own Scrum implementation to excellence.
Balancing the tension between Lean and AgileJames Coplien
Many people equate Lean and agile or claim that one is a subset of the other. In fact, they have almost opposite emphases: thinking versus doing; teams versus individuals; planning versus reacting; and many more. This talk will help you clarify the distinction in a way that will help you focus soberly on how to improve your environment, team, product and process, by going beyond the buzzwords to the fundamental building blocks.
Scrum Patterns: The New Defacto Scrum StandardJames Coplien
This is the talk I gave at the Japanese Scrum Gathering on 28 February 2015. I'm uploading it at the request of Osamu Tomita who thought that others would like to see it. Sorry it's only a PDF — Slideshare is still living in the Microsoft dark ages, and can't handle even the PowerPoint export that I generated.
Presentation I gave to the Chicago ACM about Lean Software Development. Full audio can be found here:
https://soundcloud.com/griffinc/intro-to-lean-software
Razorfish Scrum for Teams and Organizations Software Architect Conference 2013Razorfish
Razorfish Scrum for Teams and Organizations Software Architect Conference 2013. If you’ve ever worked on a software project, this question should sound familiar. You’ve spent time rewriting schedules, cutting features and explaining The Mythical; Man-Month, the widely cited 1975 software bible. Its central principle is the slightly counterintuitive idea that adding manpower to a software project slows delivery. This may make you wonder what will speed up projects. Consider examining your tools and processes to see if there’s a faster way of getting things done. In this talk I will propose a cross-disciplinary process of applying scrum on your projects.
Scrum and Patterns share a heritage that goes back centuries. The common foundations of the two — local adaptation, incremental growth, focus on "value," and the central human element — make patterns a particularly viable vehicle for rolling out Scrum. These notes give a short definitive summary of patterns (by example) and pattern languages. Next, they introduce basic Scrum patterns that the Scrum PLoP® effort has gathered over the past five years. After that we look at the "Scrum secrets" — Scrum fundamentals that most practitioners either aren't aware of or which usually go unheeded. Patterns help tease out the tradeoffs ("forces") for these forms in a way that makes them memorable. Last, we give a glimpse of how to use these patterns as a powerful way to evolve your own Scrum implementation to excellence.
Balancing the tension between Lean and AgileJames Coplien
Many people equate Lean and agile or claim that one is a subset of the other. In fact, they have almost opposite emphases: thinking versus doing; teams versus individuals; planning versus reacting; and many more. This talk will help you clarify the distinction in a way that will help you focus soberly on how to improve your environment, team, product and process, by going beyond the buzzwords to the fundamental building blocks.
Scrum Patterns: The New Defacto Scrum StandardJames Coplien
This is the talk I gave at the Japanese Scrum Gathering on 28 February 2015. I'm uploading it at the request of Osamu Tomita who thought that others would like to see it. Sorry it's only a PDF — Slideshare is still living in the Microsoft dark ages, and can't handle even the PowerPoint export that I generated.
Presentation I gave to the Chicago ACM about Lean Software Development. Full audio can be found here:
https://soundcloud.com/griffinc/intro-to-lean-software
Razorfish Scrum for Teams and Organizations Software Architect Conference 2013Razorfish
Razorfish Scrum for Teams and Organizations Software Architect Conference 2013. If you’ve ever worked on a software project, this question should sound familiar. You’ve spent time rewriting schedules, cutting features and explaining The Mythical; Man-Month, the widely cited 1975 software bible. Its central principle is the slightly counterintuitive idea that adding manpower to a software project slows delivery. This may make you wonder what will speed up projects. Consider examining your tools and processes to see if there’s a faster way of getting things done. In this talk I will propose a cross-disciplinary process of applying scrum on your projects.
Organizational Design for Effective Software DevelopmentDev9Com
A Presentation by Faith Cooley on Organizational Design for Effective Software development. Check out this deck to see some of the leading changes we've seen in companies that need to get their software to market faster and more efficiently. Org Design and Agile/Continuous Delivery work hand in hand to tune your process effectively.
Scrum Master & Agile Project Manager: A Tale of Two RolesTommy Norman
Many people equate the role of Scrum Master to that of a traditional Project Manager, but there are both subtle and significant differences between them. So what is the difference and why do we care?
This presentation will explore the differences between these two roles and the underlying implications to your company’s Agile adoption. We will discuss the concept of little “a” agile (mostly iterative development and some Agile-like mechanics) versus big “A” Agile (more of a true shift in culture and focus on teams/value) and when we would choose one or the other.
So if you are confused about what a Scrum Master does, what the heck an Agile PM is, or are sick and tired of your team telling you that you’re not adopting Agile correctly, this presentation is or you!
An overview of the Agile Manifesto and the principles and practices that define Agile software development. A comparison of Agile Development methodologies and an organisational culture that supports them
Overview of agile values
This presentation shows some core concepts that make agile software development different.
This will help your team familiar with agile concepts and start boosting your team performance.
Learn more about the most popular Agile framework - Scrum. This training should be paired with the pre-training learning materials in Trello. Learn more about the Scrum artifacts (product backlog, sprint backlog, etc.), Scrum roles (Scrum Master, Product Owner, and the team), and the Sprint.
The first part of this presentation is a situational assessment of typical challenges in IT project delivery using the SCRAP (Situation, Complication, Resolution, Action, Proof) model. This is essentially a business case for Agile. So if you are looking for ways to get buy-in for Agile, this is the place to be.
The second part of this presentation shows you what Agile is from 50,000 ft. From this high up, we'll be covering the essential elements from a business and management perspective. We'll cover what Agile is, what it does, how it works and what it achieves.
If you are interested in learning or communicating the value of Agile, then this is the presentation for you!
Please email me if you would like a download.
One of the challenges of agile development is coming to grips with the role of leaders and managers of self-organizing teams. Many would-be ScrumMasters and agile coaches go to the extreme of refusing to exert any influence on their teams at all. Others retain too much of their prior command-and-control management styles and fail to unleash the creativity and productivity of a self-organizing team.
Leading a self-organizing team can be a fine line. In this session you will learn the proper ways to influence the path taken by a team to solving the problems given to it. You will learn how to become comfortable in this role. You’ll understand why influencing a self-organizing team is neither sneaky nor inappropriate but is necessary.
Drawing on analogies from fields such as evolutionary biology and the study of complex adaptive systems, the instructor will describe three factors necessary for self-organization to occur and then provide seven tools for guiding the direction taken by the team as they self-organize.
Startup'tan E-ticaret Devi Olmak: SEO Altyapısını Oluştururken Google'ı Doğru...Uğur Eskici
Digitalzone'da yaptığım "Startup'tan E-ticaret Devi Olmak: SEO Altyapısını Oluştururken Google'ı Doğru Yorumlamak" başlıklı sunumumdur. Yüksek hacimli siteleri yönetirken ve SEO altyapısını oluştururken Google'ı doğru yorumlamanız kritik seviyede önemlidir ve stratejinizi yaratırken büyük önem taşır. Sunumum boyunca Google ve altyapısını anlatmaya, takibinde ise başarılı bir SEO çalışması yürütebilmeniz için bakmanız gereken ana başlıkları detayları ile anlatmaya çalıştım. İletişimde olalım: https://twitter.com/ugureskici ve https://www.ugureskici.com
Organizational Design for Effective Software DevelopmentDev9Com
A Presentation by Faith Cooley on Organizational Design for Effective Software development. Check out this deck to see some of the leading changes we've seen in companies that need to get their software to market faster and more efficiently. Org Design and Agile/Continuous Delivery work hand in hand to tune your process effectively.
Scrum Master & Agile Project Manager: A Tale of Two RolesTommy Norman
Many people equate the role of Scrum Master to that of a traditional Project Manager, but there are both subtle and significant differences between them. So what is the difference and why do we care?
This presentation will explore the differences between these two roles and the underlying implications to your company’s Agile adoption. We will discuss the concept of little “a” agile (mostly iterative development and some Agile-like mechanics) versus big “A” Agile (more of a true shift in culture and focus on teams/value) and when we would choose one or the other.
So if you are confused about what a Scrum Master does, what the heck an Agile PM is, or are sick and tired of your team telling you that you’re not adopting Agile correctly, this presentation is or you!
An overview of the Agile Manifesto and the principles and practices that define Agile software development. A comparison of Agile Development methodologies and an organisational culture that supports them
Overview of agile values
This presentation shows some core concepts that make agile software development different.
This will help your team familiar with agile concepts and start boosting your team performance.
Learn more about the most popular Agile framework - Scrum. This training should be paired with the pre-training learning materials in Trello. Learn more about the Scrum artifacts (product backlog, sprint backlog, etc.), Scrum roles (Scrum Master, Product Owner, and the team), and the Sprint.
The first part of this presentation is a situational assessment of typical challenges in IT project delivery using the SCRAP (Situation, Complication, Resolution, Action, Proof) model. This is essentially a business case for Agile. So if you are looking for ways to get buy-in for Agile, this is the place to be.
The second part of this presentation shows you what Agile is from 50,000 ft. From this high up, we'll be covering the essential elements from a business and management perspective. We'll cover what Agile is, what it does, how it works and what it achieves.
If you are interested in learning or communicating the value of Agile, then this is the presentation for you!
Please email me if you would like a download.
One of the challenges of agile development is coming to grips with the role of leaders and managers of self-organizing teams. Many would-be ScrumMasters and agile coaches go to the extreme of refusing to exert any influence on their teams at all. Others retain too much of their prior command-and-control management styles and fail to unleash the creativity and productivity of a self-organizing team.
Leading a self-organizing team can be a fine line. In this session you will learn the proper ways to influence the path taken by a team to solving the problems given to it. You will learn how to become comfortable in this role. You’ll understand why influencing a self-organizing team is neither sneaky nor inappropriate but is necessary.
Drawing on analogies from fields such as evolutionary biology and the study of complex adaptive systems, the instructor will describe three factors necessary for self-organization to occur and then provide seven tools for guiding the direction taken by the team as they self-organize.
Startup'tan E-ticaret Devi Olmak: SEO Altyapısını Oluştururken Google'ı Doğru...Uğur Eskici
Digitalzone'da yaptığım "Startup'tan E-ticaret Devi Olmak: SEO Altyapısını Oluştururken Google'ı Doğru Yorumlamak" başlıklı sunumumdur. Yüksek hacimli siteleri yönetirken ve SEO altyapısını oluştururken Google'ı doğru yorumlamanız kritik seviyede önemlidir ve stratejinizi yaratırken büyük önem taşır. Sunumum boyunca Google ve altyapısını anlatmaya, takibinde ise başarılı bir SEO çalışması yürütebilmeniz için bakmanız gereken ana başlıkları detayları ile anlatmaya çalıştım. İletişimde olalım: https://twitter.com/ugureskici ve https://www.ugureskici.com
Rulesimple hangi alanlarda nasıl bir hizmet verir? Neden bu hizmetleri sunar? Hangi araçları kullanır? Sorularının cevaplarını bulabilmenizi sağlamak amacıyla hazırlanmıştır.
The main goal of this thesis is to study how different levels of knowledge stored in ontologies can be used to facilitate the creation of new coaching dialogue systems capable of domain reasoning. We take McGuinness' ontologies spectrum - and related work - to support the division of a cooking ontology into increasingly complex knowledge levels.The hypothesis being tested is whether ontologies can be used to enrich a coaching spoken dialogue system and be used in it in such way that the system can abstract the source of domain-specific knowledge - related to the tasks being coached - focusing only on the dialogue phenomena. The integration of ontological knowledge should be done with few architecture adaptions to the dialogue system so that when adding a new domain - a new class of tasks - minor changes in special modules are sufficient. Software engineering techniques for systems integration, like extension-based modularization and design patterns, are to be considered and extensively used to minimize the number of architecture adaptions.
Agenda:
After covering the basics about how to find and interact with UI elements, we will look into techniques of writing maintainable tests with selendroid.
In the end we will run our tests in parallel using the Selenium Grid.
The workshop repository can be found here:
https://github.com/DominikDary/selendroid-workshop
Important Skills Every Entrepreneur Should HaveInshan Meahjohn
Inshan Meahjohn was appointed as the Chairman of the Green Fund Advisory Committee. Entrepreneurship has traditionally been defined as the process of running a new business.
These are the slides from my well-received keynote at the Finnish Software Testing Board's FiSTB 2014 conference, held in Helsinki on 25 September 2014. This was a great event with many fantastic talks — see more at http://testingassembly.fistb.fi.
API Developer Experience: Why it Matters, and How Documenting Your API with S...SmartBear
Whether you’re new to Swagger, or have already been using the framework for API design, there’s a good chance you still have questions about how to improve your API documentation. Creating API documentation your consumers will love can take some work, but the investment will have a significant payoff in the form of a great developer experience, easier implementation, and improved adoption of your API.
This presentation covers good developer experience in detail, focusing on why and how to provide an optimal experience for developers using your API. We will also cover how Swagger has changed the API design and documentation landscape, and finally show some good practices for API documentation using Swagger in SwaggerHub’s integrated API development platform.
Things to expect in this webinar:
What is Developer Experience (DX)?
What does it mean for an API to have good DX?
API documentation in the context of good DX?
An introduction to the Swagger framework
Designing APIs from a usability perspective using Swagger and SwaggerHub
Nucleus - Creating a structured interview processJon Surman
You have set outreach templates and steps in place to source the best candidates. The onboarding process always follows a strict system to ensure new hires feel connected and confident as they settle into their roles
Building Leadership Development from Scratch - ASTD 2011Benjamin McCall
This presentation covers 3 main points:
1. What should you think about when creating or adjusting your leadership efforts.
2. The content you may want to include within a program, and
3. What metrics should you include,
Five tools for managing leadership talent: 1. Measure 2. Find 3. Engage 4. Develop and 5. Move. Practical tips from talent management at blue chip companies
Nowadays we talk about recognizing business analysis and requirements engineering as a profession. But the certifications for these professionals are still in its infancy. At the same time the certifications for project managers, test managers, or software developers for years are widely available and recognized. Both professionals as companies hiring them think that this professional recognition is important. Being certified is perceived by them as something “normal”. What are the options for a Business Analyst?
Responsible Self-Management Business Governance For Profit & Career GrowthJon Jorgensen
This is a presentation I delivered to a client that wanted to grow without adding middle-management to its organizational structure. Participatory companies are growing in size, number, and influence in the free market economy.
The Effective Engineer by Edmond Lau has caught my eyes these past months. This is kind of #WhatIWishIKnew book. Knowing that Growth Mindset is one of Cermati Engineering principles, I decided to present the second chapter on the Cermati's biweekly techtalk
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Honest Reviews of Tim Han LMA Course Program.pptxtimhan337
Personal development courses are widely available today, with each one promising life-changing outcomes. Tim Han’s Life Mastery Achievers (LMA) Course has drawn a lot of interest. In addition to offering my frank assessment of Success Insider’s LMA Course, this piece examines the course’s effects via a variety of Tim Han LMA course reviews and Success Insider comments.
20. The Arguments For
Certification
It makes money for those certified and for
those certifying
Certification supports good practice
Certification drives improvement
21. The arguments against
Testing is a poor indicator of future
performance
Who certifies the certifiers?
Testing itself does not elicit Kaizen mind
Test failure should lead to trainer Kaizen — not
trainee Kaizen
22. G&C
Project Management Certification
Does not Predict Performance
“A number of surveys over the years, including
Attributes of a High Performance PM - 2007, by
the Corporate Executive Board:
http://www.executiveboard.com have found
very little correlation between project
management certification and project
management effectiveness, or the number of
years a person has been in project
management roles and project management
effectiveness.”
— Patrick Weaver, http://network.projectmanagers.net/
23. Even proper tests tell us little
about aptitude or skill
“Test scores and grades are not indices of merit in their own right;
they are thought to provide a shorthand indication of a student’s
competencies in the world outside testing... Recent research on
the nature of talent indicates, however, that ... is false ... for the
upper part of the range... More reliable answers ... by assessing
what the subject does in a sample of the treatment situation itself...
[The test] will tell you about the person’s response tendencies in
situations that resemble the test rather than in situations that
resemble the criterion.”
— Tests Tell Us Little About Talent, Michael A. Wallach, American
Scientist 64(1), January-February 1976
24. Do CSTs know Scrum?
1.A Sprint is a fixed amount of time set aside for a team to run tests and
fix any outstanding bugs right before the product ships.
2.A team works as many hours as necessary to finish a Sprint.
3.Project Managers are defined in Scrum
4.The Product Owner assigns tasks to the team during the Sprint
5.The purpose of the Daily Scrum is to report to the Product Owner
6.Product Owners pre-assign PBIs to team specialists
7.ScrumMasters blame individuals responsible for PBIs not “Done”
8.The Retrospective finds who is responsible for the Sprint’s failure
9.Product Owners can add items to the Sprint Backlog during a Sprint.
10.The ScrumMaster is manager of the Scrum Team
It is reasonable to believe that you can believe all of the
following and still become a certified ScrumMaster:
Presented for comparison only. Answers are from a
reasonable CSM exam facsimile. The current exam allows 10
incorrect answers out of 35 before disallowing certification
25. Bloom Cognitive Taxonomy
Knowledge
Remembering previous material
Comprehension
What does the material mean?
Application
Use material in new, concrete settings
Analysis
Understand organizational structure
Synthesis
Create a new whole from the parts
26. Bloom Cognitive Taxonomy
Knowledge
Remembering previous material
Comprehension
What does the material mean?
Application
Use material in new, concrete settings
Analysis
Understand organizational structure
Synthesis
Create a new whole from the parts
27. Bloom Affective Taxonomy
Receiving Phenomena
Willingness to Listen and Listening
Responding
Engagement and active involvement
Valuing
Feeling a sense of worth
Organization
Creating a value system
Internalizing
Values drive behavior
28. Training
Receiving Phenomena
Willingness to Listen and Listening
Responding
Engagement and active involvement
Valuing
Feeling a sense of worth
Organization
Creating a value system
Internalizing
Values drive behavior
Knowledge
Remembering previous material
Comprehension
What does the material mean?
Application
Use material in new, concrete settings
Analysis
Understand organizational structure
Synthesis
Create a new whole from the parts
29. G&C
Is Scrum agile?
The answers to six of the questions have
changed since the sample exam (and there is
no recertification process)
The answers to three of the questions are
wrong in the first place
30. G&C
Does Certification drive
improvement? The Dunning-Kruger
Effect
Ignorance leads to
overconfidence, inability to
recognize skill, and inability to
assess one’s own level
Individuals may recognize and
acknowledge previous lack of
skill, if exposed to training
Certification doesn’t avoid
ScrumButt and may amplify it 0
25
50
75
100
125
Know Nothing Expert
Confidence
Experience
31. G&C
But there is a positive
outcome in Japan!
“Self-enhancing and self-improving motivations were investigated across
cultures. Replicating past research, North Americans who failed on a task
persisted less on a follow-up task than those who succeeded. In contrast,
Japanese who failed persisted more than those who succeeded. The
Japanese pattern is evidence for a self-improving orientation: Failures
highlight where corrective efforts are needed. Japanese who failed also
enhanced the importance and the diagnosticity of the task compared with
those who succeeded, whereas North Americans did the opposite.”
— Divergent consequences of success and failure in Japan and North
America: An investigation of self-improving motivations and malleable
selves. Journal of Personality and Social Psychology 81(4), Heine et al.,
October 2001.
33. Instruction, nature, or
nurture?
“In the nature vs. nurture debate, researchers have
declared nurture the winner. People who excel are the
ones who work the hardest; it takes ten+ years of
deliberate practice to become an expert. Deliberate
practice is not about putting in hours, it’s about working
to improve performance. It does not mean doing what
you are good at; it means challenging yourself under the
guidance of a teacher.” — Mary Poppendieck
Nature is not an impediment
34. G&C
Autonomy, Mastery, and
Purpose
Dan Pink, author of Drive: what motivates us?
Autonomy
Mastery
Purpose
Great motivation is intrinsic, not extrinsic, to
teams and individuals
35. Who certifies the
certifiers & trainers?
Certification tests a body of knowledge, but there is hardly an agile
body of knowledge
There is no process of recognizing the authority of the authors of
certification, and much evidence that this authority was weak
The current certification is largely from the “new crowd”
No ethics guards on conflict of interest
No evidence of strong background in curriculum development and
a lot of evidence against it
None of these criteria are backed with certifiable credentials!
36. G&C
Certifying Trainers
“My pursuit of the CST designation has simultaneously been one of the best experiences of
my professional live and also the most insulting, degrading ones.
“The co-training experiences have been wonderful, and the professional colleagues I have
developed will continue to enrich me, but the TAC experience is disgraceful.
“The issue is that the TAC sees as its mandate to make sure a candidate can handle a hostile
classroom. So they act like a bunch of hostile children trying to upset their teacher. My
reaction to this situation would be the same as Mike Cohn’s or Ken’s – remove those students
from the class! But that was not an option in the TAC exam process and the TAC would
not/did not consider the ample evidence in my portfolio that I have handled many very difficult
professional environments, so they failed me on the basis that I did not handle the artificially
TAC-simulated difficult classroom to their satisfaction.
“The applicant before me came out of the `simulated CSM course´ literally shaking so hard I
thought he might collapse.”
— A CST Applicant (who is currently working as one of the world’s best CSTs)
37. G&C
A deeper issue
Scrum Certification and, to some degree,
Scrum itself, are American-centric
The Scrum Alliance recognizes this to the
extent it is rooted in language
We have to get beyond “changing the America
of work”
There is no culturally insensitive core worth
certifying
38. G&C
The Central Thesis
Learning is a change in behavior — not just knowledge
Certification tests mainly knowledge and comprehension,
and not application, analysis, or synthesis
The core of Scrum is Kaizen mind
Therefore, we need ongoing, continuous, re-certification
It must be done at the team level
It must be done in the team context, with team autonomy,
for the team’s sense of purpose
39. What do these companies
have in common?
Toyota
3M
General Electric
Proctor & Gamble
40. It’s about Kaizen mind,
not certification
Kaizen at the group level
No Kaizen without hansei — in the sense of
Japanese focusing on improving failure
This is the heart of Scrum: People, and Kaizen
Worrisome trends in Japanese management
towards valuing certification
42. G&C
Part II: Scrum Knowsy®
A partnership between ScrumTide,
Ltd., and Innovation Games
One of the current top 2 initiatives of
Scrum Foundation
Available at:
http://playknowsy.com/a/scrumtide
See http://www.scrumknowsy.com
47. G&C
We didn’t
know we
agree
We know we
agree
This is a mess
We know we
disagree
High internal alignment
Low external
alignment
High external
alignment
Low internal alignment
49. G&C
Conclusion
Certification does not predict future performance, so is
not part of an empirical Scrum framework
Certification provides no evidence that what Scrum
trainers are training is Scrum, or even that it is good
Certification does not implement approaches that
incent learning, especially in North American culture
What one learns for certification is a small fraction of
what underlies a successful Scrum
50. G&C
Conclusion
Intentional practice, group introspection, hansei and Kaizen
are the Scrum way
Good agile belongs more in the hands of the team than of the
trainer
Learning from failure, rather than one-time testing, is the
Japanese way
We can certify Kata; Scrum is fundamentally about kata
yaburi. To certify it is to destroy it
Japanese managers who insist on Scrum certification betray
Japanese culture
53. G&C
Following slides are backup slides. They do
not need to be translated (but you can if you
think people would enjoy having the citations).
54. G&C
The American Occupational Therapy Association's certification
instruments, the Certification Examination for Occupational
Therapists Registered and the Field Work Performance Report,
were examined in terms of their ability to predict future job
performance and satisfaction of occupational therapists. A job
satisfaction questionnaire was administered to 208 occupational
therapists, and their supervisors rated them on a job
performance instrument. The resulting correlations between
these work adjustment variables and the previously administered
certification instruments failed to reveal any predictive ability.
Some plausible reasons for these negative results and possible
directions for further research into this professional screening
process were explored.
55. Does certification predict
performance?
“As has been demonstrated time and time again, there
is no evidence that teacher credentialing increases
student achievement. What the evidence suggests is
that teacher-certification requirements actually drive
potentially good teachers, especially individuals with
advanced subject-matter knowledge, out of the
teaching market.”
— Tim Keller, Institute for Justice, Tempe, AZ, The
Wall Street Journal, 13 December 2012, p A16
56. G&C
Other Nationalities
0 22.5 45 67.5 90 112.5
Yugoslavia
California
Australia
Estonia
Germany
Finland
Sweden
UK
Redmond
Cite at http://network.projectmanagers.net/profiles/blog/show?id=1606472%3ABlogPost%3A244660
What’s key? Relating with stakeholders
Question and answer contents released with permission of Jim Cundiff.
Also: The following characterizations of certification are take from public web site http://http://www.scribd.com/doc/54106617/Scrum-Questions, published by isakaja, accessed 28 December 2012, dated 28 April 2012. I was informed: “I have found a sample exam for CSM ... Seems like it is quite comprehensive and close to the actual exam provided by ScrumAlliance.” (http://programmers.stackexchange.com/questions/108509/certified-scrum-master-exam=
Knowledge: 22 questions
A three-year old could get these right
Comprehension 12 questions
A CSM need know only four of these to certify
Application — None!
A CSM is unarmed to use the material in new settings
Analysis — None!
A CSM cannot understand organizational structure
Synthesis — Nothing!
A CSM cannot create a new whole from the parts
1. Define Sprint
2. Max time in Daily Scrum
3. What are the things on a Sprint Backlog called?
4. Which of the following is not a Scrum artefact?
5. Which of the following is not a Scrum role?
6. Which one of the following is not tradtionally a Scrum activity?
7. Which of the following responsibilities does NOT fall to the ScrumMaster?
8. Which is NOT a responsibility of the PO?
9. What are the two primary artefacts of a Sprint Planning meeting?
10. Which of the following are Scrum roles?
11. Which of these are activities in the Scrum framework?
12. Which of the following are artefacts associated with Scrum?
13. Which of the following describes what “timeboxed” means?
14. Which of the following describes “Inspect and Adapt”?
15. How does a team know when a backlog item is done?
16. Why does Scrum make it difficult for POs to change priorities?
17. Which is a key reason to adopt agile processes like Scrum?
18. What is the primary purpose of the Daily Scrum?
19. In what order should the Product Backlog be kept?
20. T/F: Agile methodologies think documentation is a waste of time.
21. What does Scrum advise a team to do with PBIs it brings into a Sprint?
22. Who ultimately decides when the team has enough work for the Sprint?
23. Who can be invited to the Sprint review?
24. What happens when a PBI isn’t “Done” at the end of the Sprint?
25. Which of the following best describes PBIs that are low in priority?
26. Which of the following best describes what is happening in the Sprint based on the given burndown chart?
27. What is the primary purpose of the Sprint retrospective?
28. What is the primary purpose of the Sprint review?
29. What is the primary purpose of the Sprint burndown chart?
30. What are the three questions at the Daily Scrum?
31. T / F A PO can add a new item to the Sprint backlog in the middle of a Sprint.
32. PO can change Product Backlog at any time
33. All team members report to the ScrumMaster (T/F)
34. T/F The PO must be present at least during the first half of the meeting
Receiving Phenomena: Nothing!
Certification says nothing about a listening attitude
Responding — Maybe question 14
Certification says nothing about engagement
Valuing — Nothing!
Certification says nothing about value or worth
Organization — Nothing!
Certification does not articulate a value system
Internalizing — Nothing!
Certification does not lead to value-driven behavior
1. Define Sprint
2. Max time in Daily Scrum
3. What are the things on a Sprint Backlog called?
4. Which of the following is not a Scrum artefact?
5. Which of the following is not a Scrum role?
6. Which one of the following is not traditionally a Scrum activity?
7. Which of the following responsibilities does NOT fall to the ScrumMaster?
8. Which is NOT a responsibility of the PO?
9. What are the two primary artefacts of a Sprint Planning meeting?
10. Which of the following are Scrum roles?
11. Which of these are activities in the Scrum framework?
12. Which of the following are artefacts associated with Scrum?
13. Which of the following describes what “timeboxed” means?
14. Which of the following describes “Inspect and Adapt”?
15. How does a team know when a backlog item is done?
16. Why does Scrum make it difficult for POs to change priorities?
17. Which is a key reason to adopt agile processes like Scrum?
18. What is the primary purpose of the Daily Scrum?
19. In what order should the Product Backlog be kept?
20. T/F: Agile methodologies think documentation is a waste of time.
21. What does Scrum advise a team to do with PBIs it brings into a Sprint?
22. Who ultimately decides when the team has enough work for the Sprint?
23. Who can be invited to the Sprint review?
24. What happens when a PBI isn’t “Done” at the end of the Sprint?
25. Which of the following best describes PBIs that are low in priority?
26. Which of the following best describes what is happening in the Sprint based on the given burndown chart?
27. What is the primary purpose of the Sprint retrospective?
28. What is the primary purpose of the Sprint review?
29. What is the primary purpose of the Sprint burndown chart?
30. What are the three questions at the Daily Scrum?
31. T / F A PO can add a new item to the Sprint backlog in the middle of a Sprint.
32. PO can change Product Backlog at any time
33. All team members report to the ScrumMaster (T/F)
34. T/F The PO must be present at least during the first half of the meeting
Knowledge: 22 questions
A three-year old could get these right
Comprehension 12 questions
A CSM need know only four of these to certify
Application — None!
A CSM is unarmed to use the material in new settings
Analysis — None!
A CSM cannot understand organizational structure
Synthesis — Nothing!
A CSM cannot create a new whole from the parts
http://www.online-distance-learning-education.com/blooms-taxonomy.html
http://www.online-distance-learning-education.com/blooms-taxonomy.html
Receiving Phenomena: Nothing!
Certification says nothing about a listening attitude
Responding — Maybe question 14
Certification says nothing about engagement
Valuing — Nothing!
Certification says nothing about value or worth
Organization — Nothing!
Certification does not articulate a value system
Internalizing — Nothing!
Certification does not lead to value-driven behavior
Notice that certification doesn’t delineate any of these
Murhard et al, Field work experience ratings and certification examination scores as predictors of job performance and satisfaction in occupational therapy. http://www.ncbi.nlm.nih.gov/pubmed/1266938