AgileCamp SV 2013
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The document discusses how adopting an agile culture focused on joy, freedom, experimentation and teamwork can provide business value. It emphasizes the importance of writing story cards for clarity, conducting simple automated testing, and building a learning organization where the team is the ultimate competitive advantage. The CEO of Menlo Innovations argues this approach has helped them develop high-speed voice technology and overcome Brooks' Law by allowing knowledge to be questioned and teams to learn faster than competitors.
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Scrum Inc. is an agile leadership company led by Jeff Sutherland, co-creator of Scrum. They help companies implement Scrum and achieve its benefits through training, consulting, coaching and other services. Scrum Inc. runs using Scrum as its primary management framework. They capture best practices, conduct research, and publish materials to disseminate Scrum. Their goal is to help organizations achieve continuous improvement, innovation and delight customers through the use of agile frameworks like Scrum.Soni Meckam and Geeta Wilson Presentation
Soni Meckam and Geeta Wilson Presentation Hyperdrive Agile Leadership (powered by Bratton & Company)
The document summarizes Humana's FastStart Consumer Experience Lab and its implementation of agile and lean startup principles in a non-software environment. It describes how Humana identified the need for a more customer-centered approach and blended principles from agile, lean startup, design thinking, and lean six sigma. Key steps included casting an initial vision, recruiting and training staff, and gaining executive sponsorship through activities like an executive "boot camp" and board presentations. The approach involved shifting from traditional project management to a more collaborative agile/scrum model to accelerate idea testing and product development.Rich Mironov Keynote Presentation
This document discusses unpacking and understanding business value in agile development. It notes that while agile focuses on velocity, business value is about customer success and market outcomes. True business value comes from satisfying paying customers through early delivery of valuable software. Estimating business value is difficult and projects often deliver less value than estimated. To improve, teams should negotiate real tradeoffs, prioritize like items, use reality-based budgeting, and get closer to actual users and customers.
David Koontz Presentation
This document provides instructions for pair programming exercises using tangram puzzles. It outlines several exercises for pairs to collaborate on solving tangram puzzles with different constraints, such as not talking or taking turns placing individual pieces. The pairs are instructed to debrief after each puzzle to discuss lessons learned around communication, problem solving, and collaboration. The goal is to cultivate collaboration skills through tangram puzzles and programming exercises.
Cherie Silas Presentation
The document discusses the role of a Scrum Master as a coach for their team. A Scrum Master is responsible for ensuring the team understands and follows Scrum practices. As a coach, the Scrum Master helps build a high performing team by reinforcing self-organization, cross-functionality, accountability and a focus on delivering value. They use tools like a "High Performance Tree" to help teams evaluate their strengths. The Scrum Master also uses powerful questioning techniques to provoke team thinking and guide them to clarity and action for continuous improvement.
Dhaval Panchal Presentation
The document discusses the concept of swarming intelligence and how principles from swarm behavior in nature can be applied to human organizations and problem solving. Some key points:
- Swarm intelligence emerges from the collective behavior of social insects like ants and bees and is characterized by flexibility, robustness, and self-organization.
- Examples of swarming applications in human contexts include Open Space Technology, Wikipedia, and open source projects.
- Principles of swarming include personal autonomy, accountability, feedback, improvisation, and connecting responsiveness with vulnerability.
- Challenges to applying swarm concepts include traditional management styles that rely on hierarchy, control, and localized metrics rather than autonomy and self-organization.
William "RED" Davidson Presentation
The document provides an overview of release planning, including:
1. It outlines the basic components of a release plan - creating a backlog, sizing and ordering items, determining velocity range, and finalizing the plan.
2. It discusses different types of release planning approaches - fixed date with variable scope being most common.
3. It emphasizes the importance of continual delivery of value to customers through thin vertical slices and fast feedback.
Nirmaljeet Malhotra Presentation
This document discusses making organizations more agile through adopting an agile leadership mindset. It explores common perceptions that leaders, managers, and teams have that can obstruct agile adoption and recommends focusing on self-organization, trusting people to make decisions, using appropriate metrics, teaching agile principles, making failure safe, and adapting existing structures to be more agile.
Don McGreal Presentation
This document outlines an agenda for an Agile Games Workshop hosted by Quadrus Development Inc. and Don McGreal. The workshop includes activities like selecting a product category and business model canvas, creating a product box, collaborating to generate user stories and features through silent brainstorming, prioritizing the backlog through pairing activities, and sizing stories for development effort. The goal is to use games and activities to help participants learn about and apply agile concepts.
David Hawks Presentation
The document discusses overcoming six traps of agile development. It begins by discussing the trap of making decisions too early and locking them in. The document advocates deferring decisions to the last responsible moment to avoid this trap. It then discusses the trap of teams not having a shared understanding of their purpose. The document proposes shifting from a requirements delivery process to a requirements discovery process to address this trap. It provides an example of using user story mapping to help teams better understand customer needs.
Rich Mironov Presentation
This document discusses the differences between product managers and product owners in agile development. It notes that product managers have a broader scope and are responsible for the overall product strategy, roadmap, and market success, while product owners focus intensely on individual agile teams. The document outlines common failure modes when these roles are not properly defined or staffed. It provides examples of small and large organizational structures and emphasizes that product owner roles must be fully staffed and selected thoughtfully based on each team's focus area.
Kendall Appich Presentation
This document discusses design thinking and how it relates to agile methodology. It provides an overview of the five core components of design thinking: empathize, define, ideate, prototype, and test. These components involve understanding user needs through empathy, coming up with ideas to meet those needs, building prototypes, and getting feedback to iterate designs. The document notes design thinking and agile both emphasize iterative development, getting early user feedback through demos, and focusing on solving the right problems for customers. Examples of tools used in design thinking like prototyping and empathy interviews are also presented.
Jim Carlsen-Landy Presentation
This document summarizes a presentation on improving design communication in Agile teams. It discusses four strategies: 1) driving priority discussions around delivering value to customers, 2) speaking a shared language of Agile development, 3) showing design possibilities without debating principles, and 4) tailoring communication artifacts to meet each team's unique needs. The presentation argues that usability and design add value by increasing customer satisfaction, reducing costs, and decreasing risk.
Adam Auerbach Presentation
This document discusses how Capital One implemented continuous delivery across their large enterprise. They first adopted agile practices using the Scaled Agile Framework which improved quality, productivity, and time to market but work was still happening late in the process. Capital One then adopted DevOps practices by creating dedicated teams focused on automation, integration, testing, and removing constraints. This included establishing a continuous integration pipeline, adjusting their testing approach, and providing self-service tools. Continuous integration and continuous testing enabled continuous delivery across the large enterprise. Key lessons included creating accountability, communicating ROI, sharing best practices, providing training, and being prepared for changing roles and additional costs.
Michael Bonamassa Presentation
The document summarizes key concepts from a workshop on integrating product management and product ownership. It discusses:
1. The objectives of aligning and empowering product management by defining the product manager and product owner roles, identifying customers and products, and grooming backlogs through prioritization and socialization.
2. Skills and responsibilities for product managers and product owners, including balancing strategic and tactical work across human, business, and technical dimensions.
3. Elements of an effective backlog like functional intent captured in epics, temporal intent in roadmaps, architectural intent in epics/features, and evidence of completion in acceptance criteria.
4. Techniques for prioritizing backlogs, including relative
Barbara Kryvko Presentation
This document appears to be about coaching agile practices like Scrum and Kanban. It mentions topics like principles, impediments, product owners, management, specialties in organizational change and XP. It also lists various agile events, practices and topics like open space, lean coffee, tool time, book club, pairing, workshops, conferences, and training. The document emphasizes that the learning process is ongoing, as it asks if "we are there yet" and says this is just the beginning.
Pradeepa Narayanaswamy Presentation
The document outlines an agenda for a workshop on creative brainstorming led by Pradeepa Narayanaswamy. It discusses setting clear goals and allowing divergence before brainstorming. During the session, participants are encouraged to focus on quantity over quality of ideas, welcome far-fetched ideas, and build on each other's contributions. Icebreakers, word prompts, and improv exercises aim to prime creativity and get participants thinking outside the box. The document emphasizes following brainstorming principles, combining ideas, and weaving brainstorming into ongoing work for best results.
Ian Maple Presentation
1) The Agile Flight Crew model provides a team-based approach for consistent and high-quality delivery of stories by assigning roles like Pilot and crew members responsible for each story.
2) Key phases of the flight crew process include flight planning, pre-flight briefing to review stories, taking off stories by moving them to in-progress, daily stand-ups to track progress, and landing stories by obtaining sign-off and moving them to done.
3) Using flight crews aims to improve predictability, reduce defects, minimize handoffs, and foster collaboration through clear responsibilities and teamwork focused on delivering each story.
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AgileCamp SV 2013
- 1. Agile & The Business Value of Joy Richard B. Sheridan CEO, Co-founder, Chief Storyteller Menlo Innovations @menloprez
- 3. Joyful?
- 5. Destroy the team.Destroy the team.
- 6. Destroy the culture: Leadership Pyromania* *Brought to you by arsonists!
- 7. Welcome to Menlo • Introduction
- 8. Menlo Version 3 • Introduction
- 9. Menlo Version 3 • Introduction
- 10. The tools of our intentional culture.
- 11. Storycards • Write it down • Get away from management by suggestion • Writing a card does not “authorize” it. Clarity and Simplicity
- 12. Common sense • Anthropology • Study people • Observe them – In their native environment • Look for the invisible • Be the empath!
- 14. Conversation The way we engage stakeholders matters!
- 15. Freedom & Structure The joy of getting things done!
- 16. Permission The joy of learning. Teamwork and collaboration.
- 18. Space, Energy, Humility • High-speed Voice Technology™ • Energy, creativity, imagination, Wow! • Knock down towers of knowledge.
- 19. Rigor and discipline • Automated Unit Testing • Simple, powerful, ignored. • Living, breathing documentation.
- 20. Overcoming Brook’s Law You can’t do that! Yes we can!
- 21. Build a “Learning Organization” “In the long run, the only sustainable source of competitive advantage is your organization’s ability to learn faster than your competition.” - Peter Senge
- 22. The Team, the Team … “Not finance. Not strategy. Not technology. It is teamwork that remains the ultimate competitive advantage, both because it is so powerful and so rare.” - Patrick Lencioni
- 25. Questions? Richard B. Sheridan rsheridan@menloinnovations.com twitter @Menloprez 734-665-1847 Want to see more? Come visit! How We Built a Workplace People Love Joy, Inc. Richard Sheridan Co-founder and CEO, Menlo Innovations Available for pre-order
Editor's Notes
- The Menlo Institute and its affiliated Menlo Companies are named in honor of Thomas Edison and the work environment and productivity demonstrated at Menlo Park. It is ironic that the best example we could find of a productive work and team environment was one created over 120 years ago by a young up and coming Thomas Edison. The example he established of cooperative development, open and collaborative workspace and a spirit of innovation and invention is the example we follow today in the creation of Software Factories.