The document discusses how perceptions of a Scrum Master's role can vary widely between different groups. It summarizes surveys that found 40% of organizations don't understand Scrum and 60% of teams don't have dedicated Scrum Masters. It emphasizes the importance for Scrum Masters to understand how others perceive their role in order to effectively facilitate Agile transformations.
Teaching pointy haired bosses to be agile enablersRyan Ripley
Are managers hindering your Agile transition? Does it seem like things would be better if the managers all left?
Most managers are intelligent people who have built their careers and fed their families with their current knowledge and experience. During an agile transformation, we need them on-board. Managers know their present situation better than anyone else. They also have inside knowledge about the corporate systems and culture that agile coaches need in order to be successful.
But in some cases the manager does not understand agile. In extreme cases, they can become an impediment to an agile transformation moving forward. How can you get these managers back on your side, supporting the agile transformation?
Agile coaches should start with working to understand what the world looks like through the eyes of these managers. To facilitate this understanding, I discuss re-purposing the concept of product user personas to create manager personas that explore the issues, reservations, hold-ups and concerns that are keeping the manager from supporting an agile transformation.
With this new understanding, agile coaches can develop ways to demonstrate to managers why the agile approach is better, where management fit in the larger picture, and how management also benefits from the changes in the way the team delivers value back to the organization. These insights show managers where they can improve agile projects, how they can add value in a newly transformed organization, and how agile coaches can guide management without alienating them during an agile transformation.
Help the Scrum Master IS the ImpedimentRyan Ripley
The change in mindset necessary to become a servant leader is incredibly hard for a scrum master who comes from command and control background. As a newly minted Professional Scrum Master (PSM I), I returned to my team excited and ready to get underway with a scrum adoption. Unfortunately, I had not fully grasped the concept of servant leadership. Instead of being a change agent, I was an impediment.
My own cautionary tale is unfortunately a common one. Well meaning people with 2 day certifications can do a lot of damage to a new scrum team. Attendees will learn about the difficulties of becoming a scrum master, how scrum team members need to embrace the scrum values to promote healthy team practices, and that even certified scrum masters can lose their way.
Three steps to transform from a waterfall to an Agile orgElad Sofer
A long long time ago, in a galaxy far far away... before the LeSS framework existed as a clearly defined framework, a few chosen Agile coaches were trying to restore agility to the galaxy by introducing the organization to the concepts that were later named as the LeSS framework.
This is a story about one Agile coach trying to help a product group in a security company to improve their business success by optimizing the whole rather than parts, by eliminating silos and getting rid of the fore waterfall forces of the dark side
What does a Scrum Master do all day if a Daily Scrum is only 15 minutes? This talk - “A Day in the Life of a Scrum Master” - will explore the role beyond simple facilitation of the Sprint Ceremonies. Attendees learn four different areas of focus for a balanced approach to the role.
Teaching pointy haired bosses to be agile enablersRyan Ripley
Are managers hindering your Agile transition? Does it seem like things would be better if the managers all left?
Most managers are intelligent people who have built their careers and fed their families with their current knowledge and experience. During an agile transformation, we need them on-board. Managers know their present situation better than anyone else. They also have inside knowledge about the corporate systems and culture that agile coaches need in order to be successful.
But in some cases the manager does not understand agile. In extreme cases, they can become an impediment to an agile transformation moving forward. How can you get these managers back on your side, supporting the agile transformation?
Agile coaches should start with working to understand what the world looks like through the eyes of these managers. To facilitate this understanding, I discuss re-purposing the concept of product user personas to create manager personas that explore the issues, reservations, hold-ups and concerns that are keeping the manager from supporting an agile transformation.
With this new understanding, agile coaches can develop ways to demonstrate to managers why the agile approach is better, where management fit in the larger picture, and how management also benefits from the changes in the way the team delivers value back to the organization. These insights show managers where they can improve agile projects, how they can add value in a newly transformed organization, and how agile coaches can guide management without alienating them during an agile transformation.
Help the Scrum Master IS the ImpedimentRyan Ripley
The change in mindset necessary to become a servant leader is incredibly hard for a scrum master who comes from command and control background. As a newly minted Professional Scrum Master (PSM I), I returned to my team excited and ready to get underway with a scrum adoption. Unfortunately, I had not fully grasped the concept of servant leadership. Instead of being a change agent, I was an impediment.
My own cautionary tale is unfortunately a common one. Well meaning people with 2 day certifications can do a lot of damage to a new scrum team. Attendees will learn about the difficulties of becoming a scrum master, how scrum team members need to embrace the scrum values to promote healthy team practices, and that even certified scrum masters can lose their way.
Three steps to transform from a waterfall to an Agile orgElad Sofer
A long long time ago, in a galaxy far far away... before the LeSS framework existed as a clearly defined framework, a few chosen Agile coaches were trying to restore agility to the galaxy by introducing the organization to the concepts that were later named as the LeSS framework.
This is a story about one Agile coach trying to help a product group in a security company to improve their business success by optimizing the whole rather than parts, by eliminating silos and getting rid of the fore waterfall forces of the dark side
What does a Scrum Master do all day if a Daily Scrum is only 15 minutes? This talk - “A Day in the Life of a Scrum Master” - will explore the role beyond simple facilitation of the Sprint Ceremonies. Attendees learn four different areas of focus for a balanced approach to the role.
What are the characteristics of a good Scrum Team? Are you willing to be a Product Owner or Scrum Master? Are you wondering about the maturity of your development team? This presentation will give you insights about how the evolution of the development team, scrum master, and the product owner.
Confessions of a scrum mom Scrum Australia 2016Mia Horrigan
How to evolve from the Scrum Mom who runs around trying to fix everything to a Scrum Master Sensei that guides the team towards self organisation
In this session Mia draws upon her experiences running a Release train of 85 team members and how at an enterprise level, the Scrum Mom pattern isn't scalable.
Mia will explain that whilst the team may be successful in the short term due to the heroic efforts of the Scrum Mom and a few good individuals, this pattern will not allow facilitation of program level processes and execution and will ultimately prevent the team from becoming a self organised, empowered team.
Mia will present a Scrum Master Maturity model and elaborate on how to apply the model based on the Scrum Master's level of maturity as well as the capability and maturity of the team and the organisation.
Presented during a webinar with Discuss Agile, August 9, 2018.
I’ve met many ScrumMasters. Some of them have been full time dedicated ScrumMasters, but far from all.
In this webinar we will discuss the benefits of having a full time and dedicated ScrumMaster, and the challenges getting there.
When you register, we encourage you to list your ideas of why it is good to have a full time dedicated scrum master and the challenges you have faced.
We will also reveal and discuss an often forgotten responsibility of a ScrumMaster. Which, if addressed, may help the development team and the rest of the organization dramatically.
Scrum Master Lessons from my 4 Year Old SonRyan Ripley
At a recent cookout, my 4 year old son, Dawson, ran for the back yard and easily joined a game of hide and seek. Watching this unfold, I realized that these kids are naturally agile. They got straight to playing (the value) and didn’t need a lot of ceremony to get there. They kids all did a quick hello, told Dawson what game they were playing, and invited him to join in (daily scrum). Then they played.
He and his friends self-organize, self-manage, and solve problems on the fly. They naturally exhibit the agile values and scrum practices that many adults struggle with daily.
For example, most parents have been bombarded with an unending stream of “Why’s?” from their child. Why does this work? Why did that happen? Why? Why? Why? While this line of questioning can be stressing, it is also invaluable to finding the root cause of an issue. Scrum teams use this approach – called The 5-Why’s – to get past technical issues and down to interpersonal issues that could be hindering the team.
This session is a fun discussion about the behaviors I’ve noticed in my son and how they translate to important lessons that all scrum master need to learn to better serve their teams.
Killing Agile Software Development : Presented by Rizky Syaiful oGuild .
Last month (June 2016), I helped a well-known higher education institute in Indonesia. I train the lecturers there, so that their students can practice agile software development.
[I show the audience some photos and videos as the proofs]
Can you imagine a condition when all our CS/IT students already get the real experiences of proper Scrum, Automated Testing, etc?
In that imaginary world, agile software development is already the norm! In the other side, there is no more room for Waterfall’s Big-Design-Up-Front style. Because we know that any software problem is inherently a design problem—or complex problem in Cynefin framework. You can’t solve that kind of problem by designing a big-fixed solution up in the front.
And if almost every software development is already agile—as it was visioned back then in 2001 manifesto, why would we still use ‘agile’ term?
We invent words to categorize things. Before ‘agile’ was proposed in the 2001 manifesto, they called it ‘lightweight’. Because it’s different with the previous heavy weight Waterfall.
Now, when I say the word ‘computer’, what would your brain emulate? A mainframe computer? Or a personal computer? Both of them are literally a computing machine. I put my money on personal computer. Because almost everyone see personal computer in daily basis. And they haven’t seen any mainframe computer once in their life.
Just as the dead of ‘personal’ term, in ‘personal computer’—I don’t count PC because that’s an abbreviation—‘agile’ in ‘agile software development’ will also be dead.
Not because it’s bad. On the contrary, that’s because agility the best option for software development.
In 2026 I, believe, we will call it simply as ‘software development’.
Please help the world to reach that kind of utopia, at least by telling your ex-lecturers, “you should teach agile software development properly”.
We should be so proud for standing here. Being a part of agile software development movement, of the 21st century.
Why?
Because a good movement always has a goal,
this agile software development movement also has a clear end.
No more managers! No more hierarchy! A truly self organizing, self-running team! These phrases strike fear into managers almost as much as: We are moving to agile. As successful companies like Zappos, GitHub, and Treehouse discard managers from their teams, other software managers are left wondering about their futures. The reality is that managers are even more relevant and necessary today—if they transform from command-and-control to a coaching-style role. Employees need to know they have an advocate—not just in the business but in their careers. Learn from Brian Sobus how to become that advocate as he draws on his experience leading agile and traditional software development teams. Peer over the abyss as Brian delves into the nuances that are required for this new manager role. Learn how we perceive managers, how that perception must change, and how managers can embrace this transformation. Discover why this needed leadership meshes well with and elevates self-directed teams.
Agile Resonance Coaching -Scrum Gathering 2013John Miller
Are you coaching Agile, or, are you doing something else? Take a long coaching stance in this approach that blends a true coaching approach with Agile values. Learn the benefits of how Agile Resonance Coaching can help you coach to help you coach to fulfill your client's Authentic Agility.
When scaling Agile at an enterprise level, coordination and alignment across multiple teams is challenging as whilst Agile teams are self-organising and empowered, someone needs to steer the train to keep it on the tracks to facilitate program level processes and execution, escalate impediment, manage risk, and drive program-level continuous improvement. In this presentation I share my experiences of being a Release Train Engineer on a transformational project across a large government enterprise and explore the challenges and lessons learnt. In particular, I will focus on the Scrum of Scrums and how the RTE is essentially the Master Scrum Master of the Release Train and how to ensure you have Scrum Masters working together towards achieving the goals for the Train's Product Increment.
Learn and be inspired by how Spotify does Agile at scale with squads, chapters, tribes, guilds and more as you want to scale your agile environment Understand the processes and decisions behind Spotify’s organizational design as well as the lessons learned and the changes made the last five years.
Scrummaster Needed Desperately at 2016 Scrum AustraliaBernd Schiffer
There is a lot of reluctance within organisations to place ScrumMasters, let alone to spend money to hire them. Surely this role can be done by one of the developers, right? After all, it’s only a minor role, isn’t it? Far from it! The ScrumMaster is a full-time role. Without it, who can take care of the agile process on behalf of a busy Scrum team?
One way to help teams and management understand the value of the ScrumMaster’s role is to show them the volume and importance of tasks a ScrumMaster can fulfil, and the consequences of what happens if nobody takes care of these tasks. This session not only presents the 42 tasks of a ScrumMaster’s role but will clearly show that every Scrum team needs a ScrumMaster.
There are as many types of agile coaches out there as there are flavors of ice cream. And, their levels of leadership maturity and skill can vary just as widely. It can leave one fretting, “What am I really getting when I bring in an agile coach? And, how do I ‘grow’ my own?” In fact, what are the “must have” skills of an agile coach and how can you tell if your coach has them?
The Agile Coach Competency Framework is one big clue to answering these questions. Over the past two years, this framework has guided the development of hundreds of agile coaches. Agile managers and champions also use it to obtain “truth in advertising” to hire the right coach at the right time.
We will explore this framework and provide lightening-talk-style case studies that showcase how it has been used in the real world. You’ll leave with ideas and actions to help you become a more savvy purveyor (and/or developer) of agile coaches.
Stated that Bank is an example of Control culture a Bank, Introducing Agile in a Bank is more working on existing culture than teaching practices.
In this talk I want to share my year experience on agile introduction in one of the most important Italian Bank.
I will cover the topic on how to be agile introducing agile, Scrum of scrum as the simple thing that could possible work, the compromises we accepted, the pitfall we faced; in essence how to instill an Agile Culture in a Control Culture environment.
How (can) Scrum and DevOps Walk Together to Build a High-Quality Product Deli...Scrum Day Bandung
Discussion in fishbowl format to find out how Scrum and DevOps should more power-full if we use it together and properly, then validating with data and convergence of CEO Scrum.org and CEO DevOps Institute.
Agile 2012 - An Agile Adoption and Transformation Survival GuideMichael Sahota
This survival guide (based on book) will provide you with essential mental models and a framework to navigate safely through the treacherous jungle of Agile adoption and transformation.
As much of the Agile adoption failure is a result of not understanding organizational culture, you will learn how to use the Schneider model to assess your organization.
It is the team who does all the work. Team is self-organising. Team decides and plans. So what is the role of scrum master? Is it a full time role? How is it different from a project manager? Can a project lead or manager be a scrum master? It is probably the least understood and the most abused role in scrum. Let's explore these points in details further on April 10, 3:00 PM.
3 Roles in Scrum
Role of scrum master
Challenges of a scrum master
Skills, Knowledge & mindset required
Full time or part time?
Future career path of scrum master
Benefits:
Uncover the true role of a scrum master which is that of a facilitator, protector, negotiator and a coach.
Understand the true meaning of coaching.
Learn how scrum master can coach the team.
Understand the skills, knowledge and mindset required as a scrum master.
Perform better as a scrum master by getting introduced to some magical techniques and fad words like gamestorming, innovation games and visual thinking to facilitate collaborative decision making.
Learn points which you can use to make people understand the vital role a scrum master plays.
Appreciate the difference between project manager and a scrum master.
Learn who can be a good scrum master.
Attend the webinar and separate yourself from the crazy herd of people blindly accepting or discarding the role of scrum master!!
What are the characteristics of a good Scrum Team? Are you willing to be a Product Owner or Scrum Master? Are you wondering about the maturity of your development team? This presentation will give you insights about how the evolution of the development team, scrum master, and the product owner.
Confessions of a scrum mom Scrum Australia 2016Mia Horrigan
How to evolve from the Scrum Mom who runs around trying to fix everything to a Scrum Master Sensei that guides the team towards self organisation
In this session Mia draws upon her experiences running a Release train of 85 team members and how at an enterprise level, the Scrum Mom pattern isn't scalable.
Mia will explain that whilst the team may be successful in the short term due to the heroic efforts of the Scrum Mom and a few good individuals, this pattern will not allow facilitation of program level processes and execution and will ultimately prevent the team from becoming a self organised, empowered team.
Mia will present a Scrum Master Maturity model and elaborate on how to apply the model based on the Scrum Master's level of maturity as well as the capability and maturity of the team and the organisation.
Presented during a webinar with Discuss Agile, August 9, 2018.
I’ve met many ScrumMasters. Some of them have been full time dedicated ScrumMasters, but far from all.
In this webinar we will discuss the benefits of having a full time and dedicated ScrumMaster, and the challenges getting there.
When you register, we encourage you to list your ideas of why it is good to have a full time dedicated scrum master and the challenges you have faced.
We will also reveal and discuss an often forgotten responsibility of a ScrumMaster. Which, if addressed, may help the development team and the rest of the organization dramatically.
Scrum Master Lessons from my 4 Year Old SonRyan Ripley
At a recent cookout, my 4 year old son, Dawson, ran for the back yard and easily joined a game of hide and seek. Watching this unfold, I realized that these kids are naturally agile. They got straight to playing (the value) and didn’t need a lot of ceremony to get there. They kids all did a quick hello, told Dawson what game they were playing, and invited him to join in (daily scrum). Then they played.
He and his friends self-organize, self-manage, and solve problems on the fly. They naturally exhibit the agile values and scrum practices that many adults struggle with daily.
For example, most parents have been bombarded with an unending stream of “Why’s?” from their child. Why does this work? Why did that happen? Why? Why? Why? While this line of questioning can be stressing, it is also invaluable to finding the root cause of an issue. Scrum teams use this approach – called The 5-Why’s – to get past technical issues and down to interpersonal issues that could be hindering the team.
This session is a fun discussion about the behaviors I’ve noticed in my son and how they translate to important lessons that all scrum master need to learn to better serve their teams.
Killing Agile Software Development : Presented by Rizky Syaiful oGuild .
Last month (June 2016), I helped a well-known higher education institute in Indonesia. I train the lecturers there, so that their students can practice agile software development.
[I show the audience some photos and videos as the proofs]
Can you imagine a condition when all our CS/IT students already get the real experiences of proper Scrum, Automated Testing, etc?
In that imaginary world, agile software development is already the norm! In the other side, there is no more room for Waterfall’s Big-Design-Up-Front style. Because we know that any software problem is inherently a design problem—or complex problem in Cynefin framework. You can’t solve that kind of problem by designing a big-fixed solution up in the front.
And if almost every software development is already agile—as it was visioned back then in 2001 manifesto, why would we still use ‘agile’ term?
We invent words to categorize things. Before ‘agile’ was proposed in the 2001 manifesto, they called it ‘lightweight’. Because it’s different with the previous heavy weight Waterfall.
Now, when I say the word ‘computer’, what would your brain emulate? A mainframe computer? Or a personal computer? Both of them are literally a computing machine. I put my money on personal computer. Because almost everyone see personal computer in daily basis. And they haven’t seen any mainframe computer once in their life.
Just as the dead of ‘personal’ term, in ‘personal computer’—I don’t count PC because that’s an abbreviation—‘agile’ in ‘agile software development’ will also be dead.
Not because it’s bad. On the contrary, that’s because agility the best option for software development.
In 2026 I, believe, we will call it simply as ‘software development’.
Please help the world to reach that kind of utopia, at least by telling your ex-lecturers, “you should teach agile software development properly”.
We should be so proud for standing here. Being a part of agile software development movement, of the 21st century.
Why?
Because a good movement always has a goal,
this agile software development movement also has a clear end.
No more managers! No more hierarchy! A truly self organizing, self-running team! These phrases strike fear into managers almost as much as: We are moving to agile. As successful companies like Zappos, GitHub, and Treehouse discard managers from their teams, other software managers are left wondering about their futures. The reality is that managers are even more relevant and necessary today—if they transform from command-and-control to a coaching-style role. Employees need to know they have an advocate—not just in the business but in their careers. Learn from Brian Sobus how to become that advocate as he draws on his experience leading agile and traditional software development teams. Peer over the abyss as Brian delves into the nuances that are required for this new manager role. Learn how we perceive managers, how that perception must change, and how managers can embrace this transformation. Discover why this needed leadership meshes well with and elevates self-directed teams.
Agile Resonance Coaching -Scrum Gathering 2013John Miller
Are you coaching Agile, or, are you doing something else? Take a long coaching stance in this approach that blends a true coaching approach with Agile values. Learn the benefits of how Agile Resonance Coaching can help you coach to help you coach to fulfill your client's Authentic Agility.
When scaling Agile at an enterprise level, coordination and alignment across multiple teams is challenging as whilst Agile teams are self-organising and empowered, someone needs to steer the train to keep it on the tracks to facilitate program level processes and execution, escalate impediment, manage risk, and drive program-level continuous improvement. In this presentation I share my experiences of being a Release Train Engineer on a transformational project across a large government enterprise and explore the challenges and lessons learnt. In particular, I will focus on the Scrum of Scrums and how the RTE is essentially the Master Scrum Master of the Release Train and how to ensure you have Scrum Masters working together towards achieving the goals for the Train's Product Increment.
Learn and be inspired by how Spotify does Agile at scale with squads, chapters, tribes, guilds and more as you want to scale your agile environment Understand the processes and decisions behind Spotify’s organizational design as well as the lessons learned and the changes made the last five years.
Scrummaster Needed Desperately at 2016 Scrum AustraliaBernd Schiffer
There is a lot of reluctance within organisations to place ScrumMasters, let alone to spend money to hire them. Surely this role can be done by one of the developers, right? After all, it’s only a minor role, isn’t it? Far from it! The ScrumMaster is a full-time role. Without it, who can take care of the agile process on behalf of a busy Scrum team?
One way to help teams and management understand the value of the ScrumMaster’s role is to show them the volume and importance of tasks a ScrumMaster can fulfil, and the consequences of what happens if nobody takes care of these tasks. This session not only presents the 42 tasks of a ScrumMaster’s role but will clearly show that every Scrum team needs a ScrumMaster.
There are as many types of agile coaches out there as there are flavors of ice cream. And, their levels of leadership maturity and skill can vary just as widely. It can leave one fretting, “What am I really getting when I bring in an agile coach? And, how do I ‘grow’ my own?” In fact, what are the “must have” skills of an agile coach and how can you tell if your coach has them?
The Agile Coach Competency Framework is one big clue to answering these questions. Over the past two years, this framework has guided the development of hundreds of agile coaches. Agile managers and champions also use it to obtain “truth in advertising” to hire the right coach at the right time.
We will explore this framework and provide lightening-talk-style case studies that showcase how it has been used in the real world. You’ll leave with ideas and actions to help you become a more savvy purveyor (and/or developer) of agile coaches.
Stated that Bank is an example of Control culture a Bank, Introducing Agile in a Bank is more working on existing culture than teaching practices.
In this talk I want to share my year experience on agile introduction in one of the most important Italian Bank.
I will cover the topic on how to be agile introducing agile, Scrum of scrum as the simple thing that could possible work, the compromises we accepted, the pitfall we faced; in essence how to instill an Agile Culture in a Control Culture environment.
How (can) Scrum and DevOps Walk Together to Build a High-Quality Product Deli...Scrum Day Bandung
Discussion in fishbowl format to find out how Scrum and DevOps should more power-full if we use it together and properly, then validating with data and convergence of CEO Scrum.org and CEO DevOps Institute.
Agile 2012 - An Agile Adoption and Transformation Survival GuideMichael Sahota
This survival guide (based on book) will provide you with essential mental models and a framework to navigate safely through the treacherous jungle of Agile adoption and transformation.
As much of the Agile adoption failure is a result of not understanding organizational culture, you will learn how to use the Schneider model to assess your organization.
It is the team who does all the work. Team is self-organising. Team decides and plans. So what is the role of scrum master? Is it a full time role? How is it different from a project manager? Can a project lead or manager be a scrum master? It is probably the least understood and the most abused role in scrum. Let's explore these points in details further on April 10, 3:00 PM.
3 Roles in Scrum
Role of scrum master
Challenges of a scrum master
Skills, Knowledge & mindset required
Full time or part time?
Future career path of scrum master
Benefits:
Uncover the true role of a scrum master which is that of a facilitator, protector, negotiator and a coach.
Understand the true meaning of coaching.
Learn how scrum master can coach the team.
Understand the skills, knowledge and mindset required as a scrum master.
Perform better as a scrum master by getting introduced to some magical techniques and fad words like gamestorming, innovation games and visual thinking to facilitate collaborative decision making.
Learn points which you can use to make people understand the vital role a scrum master plays.
Appreciate the difference between project manager and a scrum master.
Learn who can be a good scrum master.
Attend the webinar and separate yourself from the crazy herd of people blindly accepting or discarding the role of scrum master!!
At the end of 2017 the Scrum Alliance announced the launch of the Advanced Certified ScrumMasterTM (A-CSMTM) program. Are you ready for “advanced” Scrum Mastery? Here’s a way to tell.
Does your organization see the Scrum Master as someone who:
- Takes minutes at all Scrum events?
- Updates burndown charts?
- Is time-sliced across multiple Development Teams?
If you answered “yes” to any of the above, then join us to learn what good Scrum Masters REALLY do, what skills they need to improve and what items in the organization they need to focus on to become GREAT Scrum Masters.
Scrum is a different way to do work. The Scrum Master is not a project manager - yet so many organizations try to force this square peg into a round hole. Check out this presentation to learn how Scrum Mastery is all about teaching, facilitating and guiding others and not about being their adult daycare provider.
This is my presentation at the Agile Scrum International Summit 2012 in Bengaluru, India. In this, I reflect on current role of line managers and traditional practice heads. I suggest how this role needs to transform to be relevant in an Agile setting. I have taken a stab at what I think the transformed role would look like. I also share my insights based on working with line managers who have started their Agile journey - how to make this transition.
How would we define Scrum? How could we convince people to do Scrum? I believe that agreements are more powerful than rules. I also believe that Scrum implements patterns that most of us have experienced in our own most successful projects. Let's test that belief and see how we can apply that to facilitating Scrum adoption. During this interactive workshop, we:
• Share and reflect on the experiences from our own best projects
• Look for patterns in those projects
• Compare Scrum with our own best experiences
• Explore an agreement-based adoption strategy
The workshop also includes some additional food for thought: What if we considered the Scrum Flow as a series of opportunities to ask ourselves powerful questions?
In this presentation, we explore the concept of “process authority” as it relates to Scrum Masters and consider the various directions it takes us. To do that, this discussion goes far beyond a typical “the role of a Scrum Master” presentation; It explores…
• What it should (and should not) mean when/if “process authority” is used to describe the Scrum Master role
• How the responsibility and expectations of a Scrum Master are different than that of team members
• How different leadership styles play into understanding the role of the Scrum Master
• The importance of trust in a Scrum Master/team relationship
A master who may not be skilled – a scrum master perspective Rajat Julka
Learn about various roles a Scrum master has to play and the skills required to be a successful scrum master
Takeaways:
1. Setup your scrum team for success by hiring an effective scrum master
2. Learn about foundational skills that will help you be a successful scrum master
This presentation goes into details about impediments, how to identify them, how to create a strategy for, escalate, and ultimately - if not removing them entirely - moving the needle to improve the situation. Apologies for the outdated styling - it's on my backlog to improve it!
In order to acquire authority rather than power, a person engages with people in a management or co-worker capacity using the master style and ideology known as scrum master. A decentralised organisational structure is present in the system. This type of master demands the employees who can easily interact with customers regarding business decisions. These employees are better able to make decisions on how to retain current customers and attract new ones since they are more engaged with the customer.
From Scrum Alliance
There has been an explosive change within the last two decades over how software is developed and deployed. Agile methods and Scrum have led this charge and continue to gain momentum.
A new report, The State of Scrum: Benchmarks & Guidelines, is now available. This report reveals who is practicing Scrum, why they are practicing Scrum and the outlook for Scrum.
Almost 500 professionals in over 70 countries were surveyed for the report. Participants represented multiple industries from IT to education, finance, government, healthcare, telecommunications and more. Learn how your Scrum practice compares!
The full report is found here: http://www.scrumalliance.org/why-scrum/state-of-scrum-report
Safe Scrum Master
A person who leads and coaches Agile teams and helps train teams on Scrum, Extreme Programming (XP), Kanban, and Safe to ensure adherence to agreed Agile processes after completion of Scrum Master certification. It also helps to remove roadblocks and create an environment for strong team dynamics, continuous flow, and constant improvement.
Similar to AT014 Bengaluru reshma-through other eyes (20)
The trend in software development has been changed a lot nowadays. People are expecting predictable features from some unpredictable data. We can now develop software products from raw data, refine raw data to produce business insights and analytic. We are using visualizations, statistics, and machine learning to develop and plan the needful. This is termed as Data Science. Data modelling is the first part of any software product development. So, “Waterfall” is the approach.
During this period, “Agile” approaches has been emerged. Software Development projects are now getting delivered on a stipulated period and budget. Data science is still trapped on waterfall method.
Problem area lies here. Galore of opportunities arrives at the juncture of these two trends of
development. Agile big data is a development methodology which can be utilized to address the same. Session will be focused to explore new approaches and team structures to follow this methodology.
Traditionally, businesses like banking and telecom focused high on standardization and national regulation. The development lead times were long. Consequently, the solution providers developed capabilities to influence standards, develop products and interact with the end-service providers. The changing business landscape challenges providers to keep pace. In the slow-moving market, providers honed the ability to run major multi—year projects. Solution Providers became predictable development machinery with extensive mechanisms to enable predictability and control at the expense of flexibility and customer closeness. This led to organizational setups focusing on the alignment with the project structures and deepening the competencies in narrow areas both in the product and in the functional dimensions. The result? Organizational silos with multiple related hand-over challenges.
My talk will cover solutions to these challenges when multiple teams come together to deliver a solution.
Session will have different aspects of the Agile Portfolio Management.
Session is for Lean Agile Leaders which will help them manage portfolio Agile way. Lean Agile principles when applied to portfolio management, will help you keep pace with fast changing business by giving you a disciplined approach to implementing you strategic vision as realistic work plan.
Keeping up with the new pace of change requires light weight processes and an adaptive mindset. It will cover the following main pillars of Agile Portfolio Management:
Work Management
Capacity Management
Financial Management
Value Management
Continuous planning
Continuous Visibility
APM session will help you look at the portfolio in different way; and help you outpace changing business.
Change is hard and it’s an art to conceptualize a change in any organization. This session about Evolutionary approach for change would guide audience to think about the pros and cons of evolutionary approach over other generic approach.
In my proposed model of Evolutionary Approach, Change starts from Sensing the situation at real time rather proposing a ‘boxed’ solution. Every enterprise is different and to an extent with-in enterprise each organization (or projects) is different. Thus requires deeper Analysis and identification of a fit-for-purpose solution ideas followed by Implementation of solution ideas followed by Measure of the results. Measuring result guides improvement to move in right direction in-place of being biased about the ideas and assuming they would always work. Measure adds value
to manage change effectively and delivers a happier, innovative and better enterprise.
Evolutionary Change Approach’s focus is to deliver measurable business gains by implementing improvements at enterprise.
Software-driven business models are shaping the business landscape in a big way. Unprecedented growth in technology has helped to create new generation ‘born-in-the-cloud’ business models. These business models have helped newly formed organizations to catch-up with, and often catapulted past, brick & mortar organizations in less than a decade.
‘Born-in-cloud’ business models are built on NextGen systems. NextGen systems are mass personalized, massively distributed, always on and self-adapting system of systems and have broken the boundary between physical and cyber world.
Software 4.0 is a framework for creating NextGen system. It enables mind-set change, develop people competencies, establishes right methodologies for innovation & speed.
Software 4.0 framework leverages nexus of following methodologies / initiatives –
Business Model Canvas for value promise
Design thinking
Hackathon
Modular Architecture
Agile-at-scale
CLM platform & Continuous Engineering
Machine Learning
Software 4.0 ensures NextGen systems are built in iterative, incremental, self-learning and cost-effective manner with superior quality.
The Digital Technology is making the enterprises to redefine their strategies and reinvent business models. The customer and market expectations are changing dynamically forcing the organizations to adopt “Agile” processes and systems to these changing business needs. “Developing Agile Digital Architecture’” is an important element for the organizations to succeed. The speaker will address the way the digital technologies are driving the businesses to change their services and operations, and how the organizations should develop the agile digital architectures. The session also covers building business, data, and application and technology architectures in an agile way and thereby meeting the changing business requirements and eventually delivering the business goals.
Agile transformation has to be accompanied by suitable governance mechanisms such that the metrics and measures conform to newer ways of working. In waterfall methodology it is straightforward – there is a project and a plan, the metrics verify compliance with the plan on triple constraints. Change was not something seen as desirable.
How does this change for agile teams? Do we still continue with “projects”? Do we track utilization or outcomes? Last
Overall this session will delve on the lightweight governance based on #no projects theme and outcome based metrics on business value, throughput, team engagement and system capability.
Mainframe often termed old world juggernaut of software industry, but still holds large trillions of data in Banking, Insurance, Travel, Hospitality industry, has an impeccable track record of robust processing and security. But often the fast changing Digital world and Mobile eco system, manifests a challenge to Mainframe systems, in terms seamless compatibility. So that organizations can leverage competitive edge to have mobile eco system as part of their IT solution to gain the dynamic edge yet leverage Mainframe as their system of records to leverage stability.
In this talk will share a generic case study of major bank how they leveraged in making their Mainframe eco system nimble and compatible with Mobile eco system using Agile, Devops and Micro services in tandem to leverage competitive advantage and cost savings.
With the increase in population that separates ‘work’ from ‘life’, as if work is absence of life, it becomes increasingly important to study about what happiness means to people at work, so that they can be made to feel alive in their offices too. This session is aimed at introducing two interesting research studies that aimed to do just that. Also, this session helps people understand if business agility keeps us happy in the true sense.
The two studies that this session will discuss about are as follows:
Richard M. Ryan et al’s Self Determination Theory – led to a book Drive by Dan Pink
Mihaly’s Measurement of Flow in Everyday’s life – led to book Flow by Mihaly himself
This session does not just explain these two research works but also will find the commonalities between these and will engage the audience with discussions using leading questions, thereby bringing out personal examples that they can relate to.
We introduce Wave 2 of Agile as a way to understand the high-performance results that come from Being Agile. We know many in our industry have fallen into the trap or “Doing Agile” – where people lose sight of the objectives and lasting results.
Wave 2 is about Living Agile. It is in how we show up. It is in how we work with people and organizations to shape the culture. It is living Mahatma Gandhi's truth:
“Be the change that you want to see in the world”.
When we focus on our own behaviour, we model Being Agile. This is the only way to invite the Agile Mindset. This is Wave 2 Agile. We stop creating conflict and resistance. We become the effective leaders and influencers of lasting change in our organizations.
“To be or not to be? That is the question.”
In October 2009, I presented a well-received session entitled An Agile Engineering Environment (in 59 Minutes or Less) at an Agile conference in Chengdu, China. From 2009 – 2015 the environment presented in that session remained fundamentally unchanged as our primary internal development environment. By 2015, however, we began seeing the emergence of new tools which build upon the basic premises of that environment, but enable an even more robust environment to be established even more quickly and independently than the 59-minute environment realized in the 2009 session.
In this session, we will briefly introduce the original configuration and see how modern tooling and techniques enable the improved environment to be established in a fraction of the time, enabling even greater agility in our engineering environment.
There’s a lot left unsaid about achieving and maintaining “enterprise” agility for large MNCs. For geo-distributed teams that are in the “Forming”, and even, “Norming” stages, there is perceived chaos while envisioning and building v1 products. Unlike teams that are already “norming” or “performing”, and have then adopted Agile, these “v1 teams” have a steeper trek to agility. Often, Agile process gives way to tactical execution. This session deals talks about dealing with this situation and maintaining business agility.
An Agile mindset believes that diverse teams with complementary skills are best equipped to thrive in today’s business environments.
Many organizations, working with Agile methodologies, talk about changing mindsets. I know from extensive experience that Agile principles and practices by themselves will not lead to this kind of transformation. A real Agile transformation is about not just doing Agile, but being Agile.
‘Follow Agile’ mindset will only help us get into the water but ‘Being Agile’ mindset will help us swim in the current. Most Agile implementations fail and their practitioners cannot tell why. Managers jump onto the Agile bandwagon, and quickly discover that the change runs much deeper and wider than they’d been told. Worse yet, people decide for or against Agile without understanding it properly. It does not have to be this way. This will be an interactive workshop leading toward the Agility.
In October 2009, I presented a well-received session entitled An Agile Engineering Environment (in 59 Minutes or Less) at an Agile conference in Chengdu, China. From 2009 – 2015 the environment presented in that session remained fundamentally unchanged as our primary internal development environment. By 2015, however, we began seeing the emergence of new tools which build upon the basic premises of that environment, but enable an even more robust environment to be established even more quickly and independently than the 59-minute environment realized in the 2009 session.
In this session, we will briefly introduce the original configuration and see how modern tooling and techniques enable the improved environment to be established in a fraction of the time, enabling even greater agility in our engineering environment.
We introduce Wave 2 of Agile as a way to understand the high-performance results that come from Being Agile. We know many in our industry have fallen into the trap or “Doing Agile” – where people lose sight of the objectives and lasting results.
Wave 2 is about Living Agile. It is in how we show up. It is in how we work with people and organizations to shape the culture. It is living Mahatma Gandhi's truth:
“Be the change that you want to see in the world”.
When we focus on our own behaviour, we model Being Agile. This is the only way to invite the Agile Mindset. This is Wave 2 Agile. We stop creating conflict and resistance. We become the effective leaders and influencers of lasting change in our organizations.
“To be or not to be? That is the question.”
The world of work is transforming at an unrelenting pace – product development is increasingly complex and uncertain, the speed of decisions and delivery are escalating at an exponential pace, customers are demanding more attention and responsiveness, and the workforce is entering with new expectations of engagement. Through all of this, 80% of managers continue to believe they are operating effectively with their employees, yet only 25% of employees agree. Something is wrong! Most leaders are unaware of how their own thoughts and actions are working against their leadership objectives. Ineffective leadership fuels the top impediments limiting organizational agility and growth – the fear of losing control, the resistance to change and contrasting values.
Pete illustrates how leadership agility improves self-awareness, amplifies decision-making, improves outcomes and grows organizational resilience and capacity in highly complex and fast-paced environments. Through the art of story telling from his two decades of personal experience, as well as the experiences of other senior leaders with whom he has coached, Pete spotlights six critical mistakes you may be unaware of in your own leadership practice, how they may be working against your intent, and how to reorient your focus to improve your leadership outcomes.
Projects are initiated to improve the Business process and optimize the utilization of the Organization resources. Project Managers or Scrum Masters or Product Owners have challenge in getting the right type of resources (man power, machines & material) who are key in making the Projects success. This session helps in understanding where is the real POWER, how to empower the POWER & get the needed resources.
Topics covered in the session are 1) Organization types (Projectized/Matrix/Functional) 2) Stake holder Analysis (Power/Interest) or (Power /Involvement matrix etc) 3) Project Manager/Product Owner/Scrum Master setting the expectations by drawing (RACI Matrix for getting POWER involvement) 4) Project Manager/Product Owner/Scrum Master Selling his Release Plan to POWER & get the Resources allocated 5) Project Manager/Product Owner/Scrum Master Selling empower the POWER and turn Forbidden POWER in various Scrum Ceremonies.
Education brings in awareness which is an important surge for any growing economy and for India to be as Developed Nation. The education system needs primary focus in Rural India. How do we empower rural schools with quality education? What forces can help bring the light in every home and touch every life? What should be the agility of the approach, architecture, design and developing strategies for Digital India?
Slack (or Teams) Automation for Bonterra Impact Management (fka Social Soluti...Jeffrey Haguewood
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on the notifications, alerts, and approval requests using Slack for Bonterra Impact Management. The solutions covered in this webinar can also be deployed for Microsoft Teams.
Interested in deploying notification automations for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
UiPath Test Automation using UiPath Test Suite series, part 4DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 4. In this session, we will cover Test Manager overview along with SAP heatmap.
The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies.
Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
What will you get from this session?
1. Insights into SAP testing best practices
2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
Topics covered:
Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Encryption in Microsoft 365 - ExpertsLive Netherlands 2024Albert Hoitingh
In this session I delve into the encryption technology used in Microsoft 365 and Microsoft Purview. Including the concepts of Customer Key and Double Key Encryption.
Dev Dives: Train smarter, not harder – active learning and UiPath LLMs for do...UiPathCommunity
💥 Speed, accuracy, and scaling – discover the superpowers of GenAI in action with UiPath Document Understanding and Communications Mining™:
See how to accelerate model training and optimize model performance with active learning
Learn about the latest enhancements to out-of-the-box document processing – with little to no training required
Get an exclusive demo of the new family of UiPath LLMs – GenAI models specialized for processing different types of documents and messages
This is a hands-on session specifically designed for automation developers and AI enthusiasts seeking to enhance their knowledge in leveraging the latest intelligent document processing capabilities offered by UiPath.
Speakers:
👨🏫 Andras Palfi, Senior Product Manager, UiPath
👩🏫 Lenka Dulovicova, Product Program Manager, UiPath
Essentials of Automations: Optimizing FME Workflows with ParametersSafe Software
Are you looking to streamline your workflows and boost your projects’ efficiency? Do you find yourself searching for ways to add flexibility and control over your FME workflows? If so, you’re in the right place.
Join us for an insightful dive into the world of FME parameters, a critical element in optimizing workflow efficiency. This webinar marks the beginning of our three-part “Essentials of Automation” series. This first webinar is designed to equip you with the knowledge and skills to utilize parameters effectively: enhancing the flexibility, maintainability, and user control of your FME projects.
Here’s what you’ll gain:
- Essentials of FME Parameters: Understand the pivotal role of parameters, including Reader/Writer, Transformer, User, and FME Flow categories. Discover how they are the key to unlocking automation and optimization within your workflows.
- Practical Applications in FME Form: Delve into key user parameter types including choice, connections, and file URLs. Allow users to control how a workflow runs, making your workflows more reusable. Learn to import values and deliver the best user experience for your workflows while enhancing accuracy.
- Optimization Strategies in FME Flow: Explore the creation and strategic deployment of parameters in FME Flow, including the use of deployment and geometry parameters, to maximize workflow efficiency.
- Pro Tips for Success: Gain insights on parameterizing connections and leveraging new features like Conditional Visibility for clarity and simplicity.
We’ll wrap up with a glimpse into future webinars, followed by a Q&A session to address your specific questions surrounding this topic.
Don’t miss this opportunity to elevate your FME expertise and drive your projects to new heights of efficiency.
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
Accelerate your Kubernetes clusters with Varnish CachingThijs Feryn
A presentation about the usage and availability of Varnish on Kubernetes. This talk explores the capabilities of Varnish caching and shows how to use the Varnish Helm chart to deploy it to Kubernetes.
This presentation was delivered at K8SUG Singapore. See https://feryn.eu/presentations/accelerate-your-kubernetes-clusters-with-varnish-caching-k8sug-singapore-28-2024 for more details.
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
Do you want to learn how to model and simulate an electrical network from scratch in under an hour?
Then welcome to this PowSyBl workshop, hosted by Rte, the French Transmission System Operator (TSO)!
During the webinar, you will discover the PowSyBl ecosystem as well as handle and study an electrical network through an interactive Python notebook.
PowSyBl is an open source project hosted by LF Energy, which offers a comprehensive set of features for electrical grid modelling and simulation. Among other advanced features, PowSyBl provides:
- A fully editable and extendable library for grid component modelling;
- Visualization tools to display your network;
- Grid simulation tools, such as power flows, security analyses (with or without remedial actions) and sensitivity analyses;
The framework is mostly written in Java, with a Python binding so that Python developers can access PowSyBl functionalities as well.
What you will learn during the webinar:
- For beginners: discover PowSyBl's functionalities through a quick general presentation and the notebook, without needing any expert coding skills;
- For advanced developers: master the skills to efficiently apply PowSyBl functionalities to your real-world scenarios.
Generating a custom Ruby SDK for your web service or Rails API using Smithyg2nightmarescribd
Have you ever wanted a Ruby client API to communicate with your web service? Smithy is a protocol-agnostic language for defining services and SDKs. Smithy Ruby is an implementation of Smithy that generates a Ruby SDK using a Smithy model. In this talk, we will explore Smithy and Smithy Ruby to learn how to generate custom feature-rich SDKs that can communicate with any web service, such as a Rails JSON API.
Software Delivery At the Speed of AI: Inflectra Invests In AI-Powered QualityInflectra
In this insightful webinar, Inflectra explores how artificial intelligence (AI) is transforming software development and testing. Discover how AI-powered tools are revolutionizing every stage of the software development lifecycle (SDLC), from design and prototyping to testing, deployment, and monitoring.
Learn about:
• The Future of Testing: How AI is shifting testing towards verification, analysis, and higher-level skills, while reducing repetitive tasks.
• Test Automation: How AI-powered test case generation, optimization, and self-healing tests are making testing more efficient and effective.
• Visual Testing: Explore the emerging capabilities of AI in visual testing and how it's set to revolutionize UI verification.
• Inflectra's AI Solutions: See demonstrations of Inflectra's cutting-edge AI tools like the ChatGPT plugin and Azure Open AI platform, designed to streamline your testing process.
Whether you're a developer, tester, or QA professional, this webinar will give you valuable insights into how AI is shaping the future of software delivery.
4. Why perception matters
• Our perception is the driving force behind our reaction to
things
• A positive perception makes a person receptive to learning
• A negative perception creates a hostile environment
5. Perception is key
• “Justice must not only be done, but must also be seen to be
done.”
• Famous English court case where due to a perceived conflict of
interest, the verdict was quashed.
• “To change ourselves effectively, we first have to change our
perceptions.”
• Stephen R. Covey, The 7 Habits of Highly Effective People: Powerful Lessons in
Personal Change
7. devSpeak
follow up the task which is
out of the radar
make sure all the
participants
should
attend the
meeting on time
and give proper
update
should educate … the
team to understand …
scrum. because most of
the time team doesn't
understand the essence of
scrum
maintaining the Artifacts
understands
the Product
Owner's
Vision
responsible for knowing the
workflow of all task of scrum
board and keep the tracker of
the progress.
8. qaSpeak
do a sprint planning for member progress
keep track of
everyday
progress of all
team members
take update of each
team for a week or
something like that
ensure that the team should perform at their highest level
own the
success of
the teams
process
works very closely with the
product owner
9. othersSpeak (tech writers, Product Owners, Management)
facilitates interactions
ensures
visibility of
artifacts and
that the
dashboard is
updated
Activities for Today and
Tomorrow are the main
focus
Make a list out of these meetings
effective
communication
… within their
own
…and….connected
teams
after the scrum, take decisions
or do escalations accordingly :)
10. Scrum Alliance speak
• The State of the Scrum 2013 report published by Scrum Alliance states
that, of the 500 people that took the survey:
• Only 4% said that Scrum is used across the organization
• 16% said that Scrum is used for all software development
• 2% said that Scrum is used in non-software projects
• 39% said that Scrum is one of the practices used
• 38% said that their organizations:
• Are not aware of what Scrum is, or
• Are aware but have not used it, or
• Have tried it, but have not decided whether to adopt it, or
• Are piloting it
• Source: Scrum Alliance 2013-State-of-Scrum-Report
11. It’s not a requirement!
• Does your organization require Scrum certification?
11% said YES
32% said Recommended
41% saidNO!
Source: Scrum Alliance 2013-State-of-Scrum-Report
12. Role of the Scrum Master
• 41%- Dedicated Scrum master
• 24% - Project Manager in addition to Scrum Master
• 35% - Project Manager plays the role of Scrum Master
Source: Scrum Alliance 2013-State-of-Scrum-Report
13. Analysis
• Perceptions are varied, people don’t know what the Scrum
Master is supposed to do
• 40% organizations don’t know what Scrum is
• 40% of those who know do not require any certifications
• 60% teams do not have dedicated Scrum Masters
14. What does that tell us?
• Thousands of working professionals have no idea of the role of
the various players in the Scrum team, including the Scrum
Master.
• Many companies do not require their employees to have any
Scrum certification.
Source: Scrum Alliance 2013-State-of-Scrum-Report
15. Agile transformation by
changing perceptions
• Unless we are able to mold the perceptions of the wider
community, Agile transformations, whether for teams,
departments, organizations, or industries will remain pipe
dreams.
• It is important then, for us to listen and get a good
understanding of how these people perceive our role.
• We can drive change only when we know what we need to
change.
16. Scrum Master’s role
• Servant leader
• Coach
• Facilitator
• Remover of impediments
• Custodian of the framework
17. expertSpeak
Six Attributes of the Good Scrum Master
• Responsible
• Humble
• Collaborative
• Committed
• Influential
• Knowledgeable
• A good listener
Source: Mike Cohn: http://www.mountaingoatsoftware.com/articles/leader-of-the-band
18. Let’s inspect and adapt
• How am I doing?
• Am I listening to my team?
• Do I know what my team really thinks?
• Am I missing something?