Agile Camp 2018 - Built for Failure
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The document discusses how to create an environment for innovation within teams. It states that in order to improve, teams must be able to change and have the space to innovate, which sometimes means trying things that appear ignorant or incompetent. This encourages experimentation by reducing the cost of failure. The document advocates building tools and processes that help teams get the right work done at the right time, prioritizing work, limiting interruptions, and providing direction with purpose.
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Managing Resistance: How the Kanban Method Supports Lasting Change
Managing Resistance: How the Kanban Method Supports Lasting Change
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Case Study of Agile and Scrum at the Speed of Light
The Design Fortress: Boosting Design Productivity and Creativity in an Agile ...
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MHA2018 - Amazon Echo & Google Home: Agile for Voice Products - Kari Ostevik
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The D Files: Debunking Myths About Distributed Teams
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Agile transformation is not an end in itself. The question of why and how we can often answer well for changes. The What for moves too much into the background. What do we actually do for a transformation and what do we have to pay attention to?
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Many companies want to derive the benefits of an agile approach to software product development but struggle to do so, not least due to legacy processes and infrastructure which seem "too hard" to change.
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This presentation will invite discussion on some key questions we asked ourselves at Locomote in how we should grow our engineering team, such that we do not create overhead that slows us down and kills our startup culture.
Establishing principles for how you want to grow makes decision-making about process, practices and team structures far more straightforward, and aligned with a shared vision of what awesome looks like in your context. Hopefully the audience will come away with some food for thought and concrete ideas to try in their own workplace.Agility Infusion 101: Agile & Beyond
Gaining agility is different than "doing agile", particularly at scale. This session will start with how agility makes a difference for the business and for the teams adopting it. We will look at the business structures that are needed for agility to thrive, how teams are organized and the new measures that will redefine success. With agility, one size does not fit all, but there are proven solutions, and this session will look at success stories as well as the dead-ends every organization wants to avoid.
The agile road.key
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Congratulations You Have Lots of Employee Ideas! Now What?
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CDC 3D Printing Energy Light
1) The product development team at Energylight uses 3D printing throughout its new product development process to quickly and cheaply create prototypes.
2) Early stage prototypes allow the team to validate product viability and iterate designs based on feedback before committing to tooling or manufacturing.
3) Successful examples include printing functional prototypes that enabled early sales and even printing replacement parts for products when tooling parts were delayed.
DevOps - Successful Patterns
Alex Vinyar is an enterprise architect with 18 years of automation experience who provides on-site consulting engagements to help companies assess their infrastructure and workflows, implement DevOps practices, and train teams. He has worked with many large companies to help them start their DevOps journeys. Some key lessons he has learned include getting executive sponsorship to provide resources and protection for changes, starting with a small initial project, controlling the impact of changes, appointing internal champions, using metrics to prove value, taking care of employees, understanding that culture change takes time, and regularly demoing successes and failures to build community.
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This document describes a Lego game exercise used to demonstrate the Cynefin framework. The exercise involves participants completing a series of Lego building challenges of increasing complexity that correspond to the different domains in the Cynefin framework - obvious, complicated, complex, and chaotic. For each challenge, participants are asked questions about their experience that help illustrate characteristics of the corresponding Cynefin domain. The goal is to show how problems can be classified based on their attributes and how different approaches are needed to manage different types of problems.
Agile Camp 2018 - Championship Mindset
Workplace distractions are common and can negatively impact productivity. Some common distractions include social media, emails, and unnecessary meetings. It is important to set boundaries, focus on one task at a time, and take occasional breaks to refocus and recharge in order to maximize productivity and minimize distractions.
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The document discusses cultural challenges that companies face when adopting agile practices. It cites a survey that found the top reasons for failed agile projects were lack of experience with agile methods, a company culture at odds with agile values, and lack of management support. It describes how company culture is shaped by values, habits, and generational factors of employees. Specifically, it notes that IT culture focuses on repeatable processes, unambiguous solutions, and certainty of results, which can clash with agile values like flexibility and collaboration. The document frames ten core agile principles as challenges to overcome cultural barriers, such as embracing transparency, minimum viable products, and servant leadership.
Agile Camp 2018 - Brain on stress
The document discusses the causes and effects of stress on the brain and body. It provides techniques for managing stress, including square breathing and progressive muscle relaxation exercises. It also suggests activities teams can do during short breaks to reduce tension, such as meditation walks, and lists resources for further information on stress and reading body language.
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The document summarizes highlights from a six-week course on personal Kanban. The course covered two chapters per session over six sessions. Participants actively practiced Kanban by visualizing their work and limiting work-in-progress using Kanban boards. An exercise was described where participants estimated properties of marbles in cups to learn about defining work in smaller chunks to improve flexibility and efficiency. Overall, the course helped participants focus on value, eliminate waste, and make better decisions using Kanban principles.
Agile Camp 2018 - Letting No Work For You
This document discusses the challenges of saying "yes" when we don't want to for fear of disappointing others. It notes that constantly agreeing can increase stress, anxiety, and physical health issues. Alternative responses are suggested such as acknowledging concerns but proposing a better option. Effective communication techniques are also outlined like using others' language, explaining terms, asking questions, restating to confirm understanding, and avoiding extreme questioning. Partners are asked to roleplay times when saying "no" could have improved a situation.
Agile Camp 2018 - Unplanned Work
The document discusses how interruptions can significantly reduce productivity. It notes that a single interruption of just 10 minutes can lead to over 30 minutes of lost time getting back to a complex task. It also shares that in the first 76 minutes of work, only 11 minutes were spent on the actual task due to interruptions. The document advocates limiting work in progress to reduce wait times, making all work visible even if it's ad hoc requests, and measuring and trending data to understand productivity impacts.
Agile camp 2018 - Team Metrics
This document discusses the importance of team metrics for identifying problems, making forecasts, and driving corrective behaviors. It emphasizes that both qualitative and quantitative data from sources like Jira and Excel can provide leading and lagging metrics to understand team performance. Examples are given around tracking items delivered and forecasting readiness. The goals are to help teams gain intuition on these concepts and find new ways to sell analytics using analogies.
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Agile Camp 2018 - Up Your Game
This document describes several icebreaker games that were played at an Agile camp. It provides instructions for games like #onetimeatAgileCamp where participants pass colored balls around in a circle while saying another participant's name. It also describes a game where participants come up with creative names and drawings for "team monsters" that represent problems, and brainstorm ways to defeat the monsters. Finally, it suggests an activity where participants collaborate to tell a story by each adding just one word at a time.
Agile camp2017 tadpole technique
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Agile camp2017 powerful questions
This document provides instructions for group activities at an AgileCamp in September 2017. Participants are split into pairs and asked to take turns telling stories and listening. They then brainstorm powerful questions on paper. Next, groups of three are formed with roles of problem holder, questioner, and observer. The problem holder shares an issue while the questioner asks prepared powerful questions and the observer watches the interaction.
Agile camp2017 high performing teams
The document discusses what makes teams high performing and provides an activity for individuals and groups. For the individual activity, participants use the High Performance Model to identify which behaviors their team has resolved and which are still unresolved. In the group activity, participants discuss as a table what is resolved and unresolved for their respective teams, and if any behaviors are unresolved, they gather ideas from others on how to fully resolve it. They also create a list of activities to take back to their own teams.
Agile camp2017 feedback
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The document discusses an AgileCamp that took place in September 2017. It mentions conducting a root cause analysis for recurring ticket issues and intends to fix the underlying issues to prevent future tickets. It also lists a book titled "Turn the Ship Around" by L. David Marquet, which is about turning followers into leaders.
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Agile Camp 2018 - Built for Failure
- 1. #onetime@AgileCamp Create an Environment for Innovation by Keil Wilson
- 6. #onetime@AgileCamp In order to improve, teams must change.
- 7. #onetime@AgileCamp Meetings, Projects, Maintenance and Documentation Do more with Less Company Growth = More Work
- 8. • Ideal projects are like new Lego sets • Typical projects are like an old box of Lego and an idea • On most project, it is impossible to anticipate changes
- 9. Industrial/Manufacturing Reduces rework Is hard to reconfigure Reduces cost of replication Industrial work is about making exactly the same thing over and over. Knowledge/Creative Rework is necessary Must be reconfigurable Reduces cost of improvement Knowledge work is about constantly improving upon the thing previously created.
- 10. #onetime@AgileCamp Teams cannot improve without the space to innovate.
- 12. #onetime@AgileCamp • Discretion is important here. • Break into small groups and discuss three questions. 1. How have you failed recently? (It doesn't have to be work related) 2. What did you learn from the failure? (A lesson can always be found) 3. How does this failure tie into one or more of the Agile Principals? 4. How did the lesson lead to a future success? - or - 5.How could you use the lesson in the future? • Thinking about the discussions, does anyone have an interesting topic they’d like to share with the entire group?
- 13. #onetime@AgileCamp To innovate, teams must push boundaries Sometimes they try things that appear ignorant or incompetent Reducing the “cost” of failure encourages experimentation
- 14. #onetime@AgileCamp Build the tools and processes that help the team get the right things done at the right time.
- 15. • Prioritize Work • Limit interruptions • Provide direction with purpose
- 16. #onetime@AgileCamp Pairing to learn from each other. Team approach/team responsibilities. Provide training to improve Train everyone Regular, face-to-face communication
- 17. #onetime@AgileCamp Defend Team Failures Is failure discussed in the Agile Principals? Encourage small experiments Keep them low cost Establish boundaries.
- 19. #onetime@AgileCamp Give your team the space and protection they need to get better at what they do.
Editor's Notes
- I’m assuming everyone here graduated from high school, so let’s start with an easy question: Show of hands, who can tell me what the Pythagorean theorem is? Who knows, but didn’t raise their hands?