This document discusses strategies for transitioning large enterprises to agile practices. It introduces the ADAPT framework which involves creating Awareness of issues, building Desire for change, developing Ability to work in agile ways, promoting early successes, and transferring agile practices throughout the organization. Key challenges in enterprise agile adoption are mixing agile with traditional processes, compliance issues, distributed teams, and individual resistance. The document advocates establishing an Enterprise Transition Community and Improvement Communities to guide the transition through iterative improvements.
Certified Scrum trainer and author Mike Cohn shows how to succeed with agile through the ADAPT process: Awareness, Desire, Ability, Promotion and Transfer.
Certified Scrum trainer and author Mike Cohn explores what comes after you’ve implemented agile development, and how to improve through the ADAPT process.
Certified Scrum trainer and author Mike Cohn shows how to succeed with agile through the ADAPT process: Awareness, Desire, Ability, Promotion and Transfer.
Certified Scrum trainer and author Mike Cohn explores what comes after you’ve implemented agile development, and how to improve through the ADAPT process.
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.
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.
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
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.
This presentation by certified Scrum trainer Mike Cohn addresses a common challenge in agile development: the new role of leaders and managers in self-organizing teams.
Lean software engineering emphasizes continuous delivery of high quality applications. Ken Pugh explains the principles and practices that form the basis of lean software development―concentrating on developing a continuous flow by eliminating delays and loopbacks; delivering quickly by developing in small batches; emphasizing high quality which decreases delays due to defect repair; making policies, process and progress transparent; optimizing the whole rather than individual steps; and becoming more efficient by decreasing waste. Ken describes lean’s emphasis on cycle time, rather than resource utilization, and demonstrates the value stream map which helps you visualize the development cycle flow to identify bottlenecks. He explores the differences between push and pull flow, describes how lean thinking shows up in agile processes including Scrum and Extreme Programming, and discusses how lean can be applied to the entire workflow—not just the development portion. Ken concludes with a discussion of how you can begin your lean transformation.
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.
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.
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
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.
This presentation by certified Scrum trainer Mike Cohn addresses a common challenge in agile development: the new role of leaders and managers in self-organizing teams.
Lean software engineering emphasizes continuous delivery of high quality applications. Ken Pugh explains the principles and practices that form the basis of lean software development―concentrating on developing a continuous flow by eliminating delays and loopbacks; delivering quickly by developing in small batches; emphasizing high quality which decreases delays due to defect repair; making policies, process and progress transparent; optimizing the whole rather than individual steps; and becoming more efficient by decreasing waste. Ken describes lean’s emphasis on cycle time, rather than resource utilization, and demonstrates the value stream map which helps you visualize the development cycle flow to identify bottlenecks. He explores the differences between push and pull flow, describes how lean thinking shows up in agile processes including Scrum and Extreme Programming, and discusses how lean can be applied to the entire workflow—not just the development portion. Ken concludes with a discussion of how you can begin your lean transformation.
This session will have something for everyone. For the person new to Agile Development, this will provide a basic knowledge to distinguish Agile development from traditional Waterfall development. For those that have some knowledge, this will provide some practical examples and stories about what is happening in the “real world”.
We are in tough financial times, and are being ask to do more than ever with less people. Faster, better, and cheaper is the new mantra for organizations. Companies that will survive and endure for the long haul are looking for different and better ways to deliver software and are discovering Agile development as a possible answer. How do you get started with Agile practices? What are some lessons learned that I can watch out for as we get started? What will Agile fix
and what will it expose? In this session, these questions and others will be answered.
We will also explore how Agile development came to be and provide a foundational knowledge of the common practices including the Scrum framework and Extreme Programming (XP).
How to Manage Organizational Change and Cultural Impact During a Cloud Transf...Amazon Web Services
Learning Objectives:
- Learn methodologies to prepare and mobilize resources for a cloud transformation
- Review change management frameworks to help gain buy-in for your cloud initiatives
- Discuss lessons learned by other enterprises during various stages of cloud adoption
Lately that the terms Agile and Lean have been thrown around casually with little disregard for what they truly mean and how they can be applied correctly. Join us in this session for a lively, interactive discussion about what it means to be lean and agile and how we can incorporate the
principles and practices from each of these industry movements to help us build world class software.
The first step in creating a useful plan is the ability to estimate reliably. In this session we will discuss how to do this. We will look at various approaches to estimating including unit-less points and ideal time. The class will present four specific techniques for deriving reliable estimates, including how to use the popular Planning Poker® technique and other techniques that dramatically improve a project's chances of on-time completion.
Velocity is perhaps the most useful metric available to agile teams. In this session we will look at advanced uses of velocity for planning under special but common circumstances. We will see how to forecast velocity in the complete absence of any historical data. We will look at how a new team can forecast velocity by looking at other teams. We will see how to predict the velocity of a team that will grow or shrink in size. Most importantly we will look at the use of confidence intervals to create plans we can be 90% confident in, even on fixed-price or fixed-date contracts.
The technique of expressing requirements as user stories is one of the most broadly applicable techniques introduced by the agile processes. User stories are an effective approach on all time constrained projects and are a great way to begin introducing a bit of agility to your projects. In this session, we will look at how to identify and write good user stories. The class will describe the six attributes that good stories should exhibit and present thirteen guidelines for writing better stories. We will explore how user role modeling can help when gathering a project’s initial stories. Because requirements touch all job functions on a development project, this tutorial will be equally suited for analysts, customers, testers, programmers, managers, or anyone involved in a software development project. By the end of this tutorial, you will leave knowing the six attributes of a good story, learn a good format for writing most user stories, learn practical techniques for gathering user stories, know how much work to do up-front and how much to do just-in-time.
Scrum is one of the leading agile software development processes. Over 12,000 project managers have become certified to run Scrum projects . Since its origin on Japanese new product development projects in the 1980s, Scrum has become recognized as one of the best project management frameworks for handling rapidly changing or evolving projects. Especially useful on projects with lots of technology or requirements uncertainty, Scrum is a proven, scalable agile process for managing software projects.
Through lecture, discussion and exercises, this fast-paced tutorial covers the basics of what you need to know to get started with Scrum. You will learn about all key aspects of Scrum including product and sprint backlog, the sprint planning meeting, the sprint review, conducting a sprint retrospective, activities that occur during sprints, measuring and monitoring progress, and scaling Scrum to work with large and distributed teams. Also covered are the roles and responsibilities of the ScrumMaster, the product owner, and the Scrum team.
This session will be equally suited for managers, programmers, testers, product managers and anyone else interested in improving product delivery.
Velocity is perhaps the most useful metric available to agile teams. In this session we will look at advanced uses of velocity for planning under special but common circumstances. We will see how to forecast velocity in the complete absence of any historical data. We will look at how a new team can forecast velocity by looking at other teams. We will see how to predict the velocity of a team that will grow or shrink in size. Most importantly we will look at the use of confidence intervals to create plans we can be 90% confident in, even on fixed-price or fixed-date contracts.
The first step in creating a useful plan is the ability to estimate reliably. In this session we will discuss how to do this. We will look at various approaches to estimating including unit-less points and ideal time. The class will present four specific techniques for deriving reliable estimates, including how to use the popular Planning Poker® technique and other techniques that dramatically improve a project's chances of on-time completion.
Scrum is one of the leading agile software development processes. Over 12,000 project managers have become certified to run Scrum projects . Since its origin on Japanese new product development projects in the 1980s, Scrum has become recognized as one of the best project management frameworks for handling rapidly changing or evolving projects. Especially useful on projects with lots of technology or requirements uncertainty, Scrum is a proven, scalable agile process for managing software projects.
Through lecture, discussion and exercises, this fast-paced tutorial covers the basics of what you need to know to get started with Scrum. You will learn about all key aspects of Scrum including product and sprint backlog, the sprint planning meeting, the sprint review, conducting a sprint retrospective, activities that occur during sprints, measuring and monitoring progress, and scaling Scrum to work with large and distributed teams. Also covered are the roles and responsibilities of the ScrumMaster, the product owner, and the Scrum team.
This session will be equally suited for managers, programmers, testers, product managers and anyone else interested in improving product delivery.
Scaling Agile and Working with a Distributed TeamMike Cohn
The early agile literature was adamant about two things: stick with small teams and put everyone in one room. However, in the years since the Agile Manifesto, the increasing popularity of agile and the dramatic improvements it brings has pushed it onto larger and larger projects. Additionally, having an entire team--especially on a large project--in one room, or even one building is a luxury no longer enjoyed by many projects.
In this presentation, we will look at how agile can be scaled to work on any multi-team project. Even a project with two teams will benefit from learning how to proactively manage interteam dependencies, conduct iteration planning for multiple teams, cultivate communities of practice, and coordinating work. Because so many projects are spread across multiple sites we will also look at overcoming the unique challenges facing distributed teams. We will look at deciding how to distribute a team, how to create coherence among team members, the importance of getting together and when are the most important times to use the travel budget, changes to what the team documents, and how to handle meetings when spread across timezones. Whether your project is spread across two locations in the same city or spread around the globe, you will leave with practical advice to try tomorrow.
The technique of expressing requirements as user stories is one of the most broadly applicable techniques introduced by the agile processes. User stories are an effective approach on all time constrained projects and are a great way to begin introducing a bit of agility to your projects.
In this session, we will look at how to identify and write good user stories. The class will describe the six attributes that good stories should exhibit and present thirteen guidelines for writing better stories. We will explore how user role modeling can help when gathering a project’s initial stories.
Because requirements touch all job functions on a development project, this tutorial will be equally suited for analysts, customers, testers, programmers, managers, or anyone involved in a software development project. By the end of this tutorial, you will leave knowing the six attributes of a good story, learn a good format for writing most user stories, learn practical techniques for gathering user stories, know how much work to do up-front and how much to do just-in-time.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
1. Copyright 2009, Mountain Goat Software
ADAPTing to Enterprise Agile
Mike Cohn
Mountain Goat Software
2. Copyright 2009, Mountain Goat Software
Some challenges you’ll face
Mixing agile and traditional processes
Compliance issues
– CMMI, SOX, ISO9001
Large scale coordination and strategic
reuse within product lines
Distributed teams
Waterfallacies, agile phobias, and other
individual resistance
4. Copyright 2009, Mountain Goat Software
A Awareness that the current approach isn’t
working.
Desire to change.
Ability to work in an agile manner.
Promote early successes to build
momentum and get others to follow.
Transfer the impact of agile throughout
the organization so that it sticks.
D
A
P
T
5. Copyright 2009, Mountain Goat Software
Tools for building…
Communicate that there’s a problem
Use metrics
Provide exposure to new people and experiences
Focus attention on the most important reason or
two for adopting agile
Awareness
Communicate that there’s a better way
Create a sense of urgency
Build momentum
Get the team to take agile for a test drive
Align incentives (or, at least, remove disincentives)
Address any fears
Help people let go
Don’t discredit the past
Engage everyone in the transition
Desire
6. Copyright 2009, Mountain Goat Software
Provide coaching and training
Hold individuals accountable
Share information
Set reasonable targets
Just do it
Ability
Publicize success stories
Take an agile safari
Attract attention
Promotion
Transfer the effects of agile beyond the current
group
If you don’t transfer, organizational gravity will pull
you back to the status quo
Transfer
7. Copyright 2009, Mountain Goat Software
Why adopting agile is hard
It’s cannot be entirely bottom-up or top-
down
The changes are pervasive
Best practices are dangerous
The end state is unpredictable
Must be able to measure and demonstrate
the benefits of agile
8. Copyright 2009, Mountain Goat Software
Transitioning isn’t about closing gaps
There is no end state in agile
Your influence is non-deterministic
– You don’t know how the organization will respond
Successful adopting agile is about achieving a fit
with the environment not closing gaps
Current
State
Desired
State Gaps?
10. Copyright 2009, Mountain Goat Software
Enterprise Transition Community
Creates a culture in which passion and
desire to improve thrive
Does not direct the transition effort
– Provides energy, resources, support and
guidance
– Removes organizational impediments to
agility
Encourages Improvement Communities to
form
11. Copyright 2009, Mountain Goat Software
ETC members
Sponsor
– From highest level at which change is
supported
– Not a checkbook-only commitment
Others
– From any level but driven by desire to improve
Disbands when the “transition” part of
adopting agile is over
12. Copyright 2009, Mountain Goat Software
ETC responsibilities
Articulate the reasons for adopting agile
Stimulate conversation
Provide resources
Engage everyone
Set appropriate aspirations
Anticipate and address people issues and
other impediments
Encourage simultaneous focus on practices
and principles
13. Copyright 2009, Mountain Goat Software
An ETC’s improvement backlog
Item
Responsible
Note
Create an “Agile Office” where
teams can get help.
Jim (CTO) to talk this up at monthly
development meeting. Let’s see if
there’s any interest.
Establish an internal program for
developing ScrumMasters.
How do we identify good internal
candidates? How do we develop
them?
Collect and disseminate Scrum
success stories in our company.
SC Savannah has expressed interest in
this.
Resolve dispute with facilities
over rearranging second floor
cubicles.
JS Jim to talk to Ursula in facilities about
budget for this.
Get more teams to do
continuous integration.
AA Arie is going to summarize metrics
from T-Bone project and see how many
teams he can motivate.
14. Copyright 2009, Mountain Goat Software
Improvement communities (ICs)
Form around the passion of a small
number of people
– Expand from there
Do the real work of improving how the
organization implements agile
Focus on goals with practical relevance
Examples:
– ScrumMaster, Testing, Product Owner,
Continuous Integration
15. Copyright 2009, Mountain Goat Software
Working on an IC
An IC works with a project team
– Work is not done in an ivory tower
Most ICs work in 2–4-week iterations
Disband or refocus when goal has been
achieved
16. Copyright 2009, Mountain Goat Software
An IC Improvement Backlog
Figure out how to identify good
candidates to become ScrumMasters (in
addition to those who ask to participate in
this program).
Establish an internal mentoring program.
Develop some internal classroom
training. Which courses? Who can teach
them? Can we license courses?
Get budget for next year for external
coaching. How many days? At what
expected daily rate?
See what we can do with local user
groups to bring in speakers.
ETC Improvement Backlog
…
Establish an internal program
for developing ScrumMasters.
…
Not everything on
an IC’s
improvement
backlog needs to
tie back to the
ETC’s backlog
17. Copyright 2009, Mountain Goat Software
For more information
New book available on
9 November
About getting started
with agile/Scrum
– And then getting good
at it
Sample chapters at:
www.SucceedingWithAgile.com