The document discusses daily standup meetings, including their purpose of status updates, commitment to tasks, and identification of impediments according to the Scrum guide. It also examines how standups address the five dysfunctions of teams by promoting collaboration, commitment, transparency, accountability, and focus on results. The document provides tips to prevent "daily standup withdrawal" where meetings become boring and unproductive.
Overcoming real world challenges involves taming high risk "dragon" projects that can fail by focusing on quality, removing multiple priorities, gaining client buy-in of the Scrum process, and ensuring all parties are aligned on goals. The key aspects are quality being the top priority, focusing on one goal at a time rather than multiple, educating clients on Scrum to gain their support, and making sure everyone understands each other through face-to-face interactions. An email from a satisfied client thanks the teams for an exceptional sprint with 5 releases completed last month.
The document discusses how Scrum is more than just roles, artifacts, and ceremonies. It is primarily a culture and set of values that encourage collaboration, continuous improvement, and responsiveness to change. Effective Scrum implementation requires adopting values like simplicity, courage, feedback, and respect from eXtreme Programming in addition to the Scrum framework.
Help, the hippies have taken my team to play games... or let’s get real we ha...SUGSA
The document discusses the perspectives of different stakeholders involved in an agile software development project. It includes the views of a sponsor who was initially skeptical of agile but became a believer after seeing results. Developers are portrayed as enjoying aspects of agile like retrospectives and tools, but the business stakeholder expresses frustration with a perceived lack of urgency and focus on revenues. There is a need to better communicate how agile practices help deliver business value and manage risks.
Fixed price contracts are often used by customers to control costs and reduce risk, but they can lead to scope wars between the customer and supplier as each tries to maximize their own interests. While estimates are educated guesses, scrum helps manage a fixed price project by prioritizing and sizing the backlog, having frequent reviews to catch misunderstandings early, and managing expectations and delivery dates. On one project, using scrum allowed the team to deliver an initial release on time with reduced scope and a second release for the remaining work, satisfying the customer's needs within the fixed budget. Scrum can work for fixed price projects if expectations are managed openly and the process is not abandoned.
Sharna Sammy is a managing designer at Oxford University Press South Africa in Cape Town who discovered Scrum in February and adapted it for their design studio to help streamline their workload on a new school curriculum project. She won an innovation award for introducing Scrum and sought further advice from the Scrum community, including attending coaching circles. Her goals are to gain more knowledge and experience with Scrum and become a Certified ScrumMaster.
The Secret, Yet Obvious, Ingredient to Sustainable AgilityAhmed Sidky
This was a presentation I gave at Ciklum in Kiev, Ukraine and at ScrumTrek in Moscow, Russia. The presentation discuss the notion of Agile and agility and then talks about what people should do to have sustainable agile. They key to sustainable agile is education. By educated, and changing the mindset of everyone in the company, then you will have sustainable agility. However, if you just focus on strategy, structure, and processes, but don't change the mindset and culture and habits of people it will not be sustainable. The presentation introduces the learning roadmap developed by the International Consortium for Agile (ICAgile) as a path organizations should pursue to engage their people in a common educational journey about agile and agility not Scrum or any particular process.
The International Consortium for Agile (ICAgile) accredits training organizations, corporations, academic institutes and government entities, thereby providing their members with over 20 knowledge-based and competency-based certifications to pursue, based on the ICAgile Learning Roadmap created by experts from around the world.
ICAgile is the only certification and accreditation body to offer knowledge-based and competency-based certifications in every discipline needed to sustain agility in an organization. ICAgile has engaged over 40 International Agile gurus and experts to create the most comprehensive agile learning roadmap.
ICAgile's Learning Roadmap is intentionally designed to focus on the education of agile not on any particular flavor or methodology of agile to ensure that every organization, can utilize the educational roadmap as it matures and customizes it agile processes and practices. ICAgile’s Learning Roadmap includes over 20 different certifications covering the disciplines of Agile Executive Leadership, Agile Coaching and Facilitation, Agile Enterprise Coaching, Agile Project Management and Governance, Agile Value Management and Business Analysis, Agile Software Design and Programming, and Agile Testing.
Updated with latest version as presented at the Canberra Agile & Scrum meetup on July 20, 2017. Previously titled "Using Agile techniques to manage risk more effectively".
Given that the "Waterfall" process model has been dominant in the IT industry for many decades, how many IT and project management professionals are aware that it's inventor warned the world in 1970 that Waterfall is "risky and invites failure"?
From a risk management perspective, is waterfall ever an appropriate choice for complex IT initiatives given what we know now?
In this session we will outline how, as a risk management strategy, using the waterfall model for non-trivial systems development initiatives is systemically high risk as compared with the Iterative Incremental Development (IID) model that has been used in pockets of the IT industry since the late 1950's. Today, many organisations use the IID strategy under the umbrella term of 'Agile'. The majority of these employ Lean Product Development patterns that were first described in the Harvard Business Review in 1986 using a metaphor borrowed from the game of rugby i.e. 'Scrum'.
If you are not using a disciplined agile approach, are you facing more risk as you approach a high-stakes deadline than you need to?
The varied contexts that we work in come with varied types of risk. For a green fields date-driven release, the primary risk may be cost and schedule related. For teams designing a new product for an emerging market, the primary risks may be business risk. For teams doing innovative R&D, the primary risk may technical risk. For a young team in a new technical or business domain, the primary risk may be social risk. In this session, we will use real world examples of such varied challenges to illustrate how risk-tuned Agile helped us to manage risk effectively.
Whilst we will always have to deal with risk to create value, the good news is that there are now many powerful risk management techniques that can be overlaid on top of IID to tune your development process to the type of risk you face. The question is: which ones are most appropriate for the type of risk you are facing? In this workshop we outline a series of powerful risk management tools that tune an agile development process to effectively manage the type of risk that you face.
Overcoming real world challenges involves taming high risk "dragon" projects that can fail by focusing on quality, removing multiple priorities, gaining client buy-in of the Scrum process, and ensuring all parties are aligned on goals. The key aspects are quality being the top priority, focusing on one goal at a time rather than multiple, educating clients on Scrum to gain their support, and making sure everyone understands each other through face-to-face interactions. An email from a satisfied client thanks the teams for an exceptional sprint with 5 releases completed last month.
The document discusses how Scrum is more than just roles, artifacts, and ceremonies. It is primarily a culture and set of values that encourage collaboration, continuous improvement, and responsiveness to change. Effective Scrum implementation requires adopting values like simplicity, courage, feedback, and respect from eXtreme Programming in addition to the Scrum framework.
Help, the hippies have taken my team to play games... or let’s get real we ha...SUGSA
The document discusses the perspectives of different stakeholders involved in an agile software development project. It includes the views of a sponsor who was initially skeptical of agile but became a believer after seeing results. Developers are portrayed as enjoying aspects of agile like retrospectives and tools, but the business stakeholder expresses frustration with a perceived lack of urgency and focus on revenues. There is a need to better communicate how agile practices help deliver business value and manage risks.
Fixed price contracts are often used by customers to control costs and reduce risk, but they can lead to scope wars between the customer and supplier as each tries to maximize their own interests. While estimates are educated guesses, scrum helps manage a fixed price project by prioritizing and sizing the backlog, having frequent reviews to catch misunderstandings early, and managing expectations and delivery dates. On one project, using scrum allowed the team to deliver an initial release on time with reduced scope and a second release for the remaining work, satisfying the customer's needs within the fixed budget. Scrum can work for fixed price projects if expectations are managed openly and the process is not abandoned.
Sharna Sammy is a managing designer at Oxford University Press South Africa in Cape Town who discovered Scrum in February and adapted it for their design studio to help streamline their workload on a new school curriculum project. She won an innovation award for introducing Scrum and sought further advice from the Scrum community, including attending coaching circles. Her goals are to gain more knowledge and experience with Scrum and become a Certified ScrumMaster.
The Secret, Yet Obvious, Ingredient to Sustainable AgilityAhmed Sidky
This was a presentation I gave at Ciklum in Kiev, Ukraine and at ScrumTrek in Moscow, Russia. The presentation discuss the notion of Agile and agility and then talks about what people should do to have sustainable agile. They key to sustainable agile is education. By educated, and changing the mindset of everyone in the company, then you will have sustainable agility. However, if you just focus on strategy, structure, and processes, but don't change the mindset and culture and habits of people it will not be sustainable. The presentation introduces the learning roadmap developed by the International Consortium for Agile (ICAgile) as a path organizations should pursue to engage their people in a common educational journey about agile and agility not Scrum or any particular process.
The International Consortium for Agile (ICAgile) accredits training organizations, corporations, academic institutes and government entities, thereby providing their members with over 20 knowledge-based and competency-based certifications to pursue, based on the ICAgile Learning Roadmap created by experts from around the world.
ICAgile is the only certification and accreditation body to offer knowledge-based and competency-based certifications in every discipline needed to sustain agility in an organization. ICAgile has engaged over 40 International Agile gurus and experts to create the most comprehensive agile learning roadmap.
ICAgile's Learning Roadmap is intentionally designed to focus on the education of agile not on any particular flavor or methodology of agile to ensure that every organization, can utilize the educational roadmap as it matures and customizes it agile processes and practices. ICAgile’s Learning Roadmap includes over 20 different certifications covering the disciplines of Agile Executive Leadership, Agile Coaching and Facilitation, Agile Enterprise Coaching, Agile Project Management and Governance, Agile Value Management and Business Analysis, Agile Software Design and Programming, and Agile Testing.
Updated with latest version as presented at the Canberra Agile & Scrum meetup on July 20, 2017. Previously titled "Using Agile techniques to manage risk more effectively".
Given that the "Waterfall" process model has been dominant in the IT industry for many decades, how many IT and project management professionals are aware that it's inventor warned the world in 1970 that Waterfall is "risky and invites failure"?
From a risk management perspective, is waterfall ever an appropriate choice for complex IT initiatives given what we know now?
In this session we will outline how, as a risk management strategy, using the waterfall model for non-trivial systems development initiatives is systemically high risk as compared with the Iterative Incremental Development (IID) model that has been used in pockets of the IT industry since the late 1950's. Today, many organisations use the IID strategy under the umbrella term of 'Agile'. The majority of these employ Lean Product Development patterns that were first described in the Harvard Business Review in 1986 using a metaphor borrowed from the game of rugby i.e. 'Scrum'.
If you are not using a disciplined agile approach, are you facing more risk as you approach a high-stakes deadline than you need to?
The varied contexts that we work in come with varied types of risk. For a green fields date-driven release, the primary risk may be cost and schedule related. For teams designing a new product for an emerging market, the primary risks may be business risk. For teams doing innovative R&D, the primary risk may technical risk. For a young team in a new technical or business domain, the primary risk may be social risk. In this session, we will use real world examples of such varied challenges to illustrate how risk-tuned Agile helped us to manage risk effectively.
Whilst we will always have to deal with risk to create value, the good news is that there are now many powerful risk management techniques that can be overlaid on top of IID to tune your development process to the type of risk you face. The question is: which ones are most appropriate for the type of risk you are facing? In this workshop we outline a series of powerful risk management tools that tune an agile development process to effectively manage the type of risk that you face.
Sports Studies - Session 3 - Sport In Action - Teamwork - WK11mjb87
This document discusses teamwork and effective teams. It covers several models and theories including Tuckman's four stages of team development (forming, storming, norming, performing), McGregor's 11 characteristics of effective teams, Lencioni's five dysfunctions of ineffective teams, and de Bono's six thinking hats method for effective meetings and decision making. The document also discusses social loafing in teams and characteristics of successful and unsuccessful teams. Students are asked to reflect on teams they have been part of and to negotiate with other groups to schedule presentations for an upcoming event without competing for dates.
How I learnt to not tell clients the wrong thing...Walt Buchan
The document discusses challenges consultants may face when providing feedback to clients. It describes two stories where a consultant provided unpalatable feedback that became "taboo" in the organization. The consultant later realized they did not fully understand the context and political agendas involved. The document advocates using motivational interviewing techniques to have constructive conversations about change. It also stresses the importance of understanding organizational culture and what the client needs prior to providing recommendations.
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Trust, Conflict, Commitment, Accountability, Results; these are the hallmarks of effective teams, as described by Patrick Lencioni in his book "The Five Dysfunctions of a Team". This presentation contains an overview of each one, as well as my take on the tools and actions leaders can take to address each one.
This document provides an overview of a 2-day workshop on building a healthy and effective team. Day 1 focuses on evaluating the team, building trust through exercises, managing conflicts, and providing feedback. Day 2 focuses on achieving commitment, accepting responsibility, focusing on results, and concluding the workshop. The document also summarizes Patrick Lencioni's five dysfunctions of a team and provides tips for overcoming each dysfunction.
This document discusses team building and collaboration. It identifies the four stages of team development: forming, storming, norming, and performing. It also outlines a problem solving process for teams. An activity is described to have participants experience team building and problem solving through a hurricane disaster simulation. The goal is to understand how teams function and develop the skills for effective collaboration.
This document discusses team building and collaboration. It identifies the four stages of team development: forming, storming, norming, and performing. It also outlines a problem-solving process for teams and describes an activity where participants address a hurricane disaster as a team. The purpose is to help participants understand how teams function, develop effective team skills, and work through challenges together.
This document discusses team building and collaboration. It identifies the four stages of team development: forming, storming, norming, and performing. It also outlines a problem-solving process for teams and describes an activity where participants address a hurricane disaster as a team. The purpose is to help participants understand how teams function, develop effective team skills, and work through challenges together.
The slide is about leading in the Project Management topic. If you want to take a PMP test, then this would help a lot. In this slide there are ways discussed in which you can enhance your leading skills in an organization.
This document discusses team building and the stages of team development. It defines key terms like team, teamwork, and team building. The stages of team building are forming, storming, norming, performing, and adjourning. Effective teams have clear vision, shared commitment, clear roles, trust, and address challenges creatively. Ineffective teams lack clear mission and trust. Successful team building can coordinate efforts, leverage expertise, build motivation, and improve communication. Barriers to effective team communication include stress, different communication styles, lack of participation, and not listening.
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Effective Retrospectives are the key to high performing Agile teams - but what happens when this team is distributed across several time zones and physical locations? How does a ScrumMaster bring that high level of team engagement so critical to continuous improvement when the team is not physically co-located? At Sococo, our success as an Agile team lies in the self-examination practices we’ve established with the help of our Agile partners.
This presentation is part of the Virtual Life Webinar Series, focusing on building a community of distributed workers and addressing common topics we all face.
The panelists in this webinar are David Horowitz with Retrium and AgileBill Krebs. It was moderated by Mandy Ross, Director of Social and Content Marketing at Sococo.
Web development is hard, very hard – and it’s getting harder. But there is hope, a radically different approach called agile.
If you build websites for a living, you know the pressure. Drupal sites can be complex beasts with thousands of moving parts. Clients have high demands – changing demands. Budgets have never been tighter. If you are going to keep the sites you manage ahead of the competition, you have to innovate – continually. And everything has to be done at the breakneck speed of web time.
The results: the average software project is 45% over budget, delayed by 63% and missing 1/3 of the promised functionality. Failure has become the norm – but there is a better way.
Agile is a radically different processes for improving development efficiency, minimizing risk and enhancing innovation. In the ten short years since the Agile Manifesto was penned it has taken over traditional software and game development. The world’s web leaders such as Google, Amazon, Microsoft, Yahoo!, Twitter and Saleforce.com have embraced agile methodologies. Many top Drupal shops have also made the leap.
Come learn what all the buzz is about.
Agile is fantastic. Most of companies nowadays recognise that agile is not something that should to have, but is a thing that must to have. Many organisation tries to perform agile transformation. However, the question is what I should start from. In this presentation, I would like to share my own experience on what were first steps that I tried to do agile transformation at my team.
Maximising teamwork in delivering software products Ryan Dawson
Maximising teamwork has a big impact on effectiveness but it isn’t easy. It requires everyone to challenge themselves, come out of their silos, build trust and be disciplined about improvement. Some challenges are different for different roles. We’ll see routes to improvement for the team by looking at each role through the lens of its main biases and how to correct for them.
Develop a team mission statement along with teamwork project.docxsdfghj21
The document discusses challenges faced by virtual teams and provides recommendations for improving virtual team productivity. It recommends:
1) Choosing some team members who already know each other to speed up relationship building.
2) Ensuring the task is meaningful and challenging and developing a shared mission statement, goals, and deadlines.
3) Creating an online workspace for collaboration and encouraging frequent communication through agreed tools.
Develop a team mission statement along with teamwork project.docx4934bk
The document discusses challenges faced by virtual teams and provides recommendations for improving virtual team productivity. It recommends:
1) Choosing some team members who already know each other to speed up relationship building.
2) Ensuring the task is meaningful and assigning challenging, interesting tasks.
3) Developing a team mission statement, goals, deadlines and shared online workspace for collaboration.
4) Encouraging frequent communication and agreeing on communication tools.
The document provides information about Richard Cheng and his company NextUp Solutions which offers agile training and coaching. It discusses situational retrospectives and how Richard would facilitate a retrospective for a team that met their goals versus a team that did not complete any work last sprint. It also outlines various retrospective techniques like pluses/deltas, silent writing and dot voting. Finally, it shares tips on evaluating the effectiveness of retrospectives and resources for additional information.
The document provides motivational lessons for people seeking mentors ("mentees"). It discusses why getting a mentor can help with gaining knowledge and landing employment. It advises defining goals and qualifications for a mentor-mentee relationship. Potential mentors can be found locally, through broad searches tapping different skills, or formal programs. Engaging a mentor requires discussing terms, asking questions, providing feedback, and maintaining the relationship. The mentee should give back to the mentor and mentoring community.
This document provides information from a leadership training session. It begins with house rules for the training and lists the objectives as helping participants realize their role and importance, learn basic supervisory and leadership skills, and strengthen leadership. It then defines leadership and discusses different leadership styles like autocratic, democratic, and laissez-faire, listing their advantages and disadvantages. Examples of autocratic and democratic leaders are given. An activity on identifying and illustrating challenges is described. The document concludes by distinguishing leaders from managers and emphasizing ownership, finding purpose beyond earning, and continually improving challenges through stop, start, continue, change activities.
This is a short presentation I recently gave in Sydney, Australia. In this talk I discussed the 5 key elements behind changing the behaviour of our UX team at 3 Mobile.
This was a case study discussion, and hence there was far more discussion on the journey, than prescriptive recommendations you can take from these slides.
I have a larger presentation on Managing UX Teams which you can find under the "More by user" tab.
Enjoy.
Unlock the Future of Search with MongoDB Atlas_ Vector Search Unleashed.pdfMalak Abu Hammad
Discover how MongoDB Atlas and vector search technology can revolutionize your application's search capabilities. This comprehensive presentation covers:
* What is Vector Search?
* Importance and benefits of vector search
* Practical use cases across various industries
* Step-by-step implementation guide
* Live demos with code snippets
* Enhancing LLM capabilities with vector search
* Best practices and optimization strategies
Perfect for developers, AI enthusiasts, and tech leaders. Learn how to leverage MongoDB Atlas to deliver highly relevant, context-aware search results, transforming your data retrieval process. Stay ahead in tech innovation and maximize the potential of your applications.
#MongoDB #VectorSearch #AI #SemanticSearch #TechInnovation #DataScience #LLM #MachineLearning #SearchTechnology
Let's Integrate MuleSoft RPA, COMPOSER, APM with AWS IDP along with Slackshyamraj55
Discover the seamless integration of RPA (Robotic Process Automation), COMPOSER, and APM with AWS IDP enhanced with Slack notifications. Explore how these technologies converge to streamline workflows, optimize performance, and ensure secure access, all while leveraging the power of AWS IDP and real-time communication via Slack notifications.
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This document discusses teamwork and effective teams. It covers several models and theories including Tuckman's four stages of team development (forming, storming, norming, performing), McGregor's 11 characteristics of effective teams, Lencioni's five dysfunctions of ineffective teams, and de Bono's six thinking hats method for effective meetings and decision making. The document also discusses social loafing in teams and characteristics of successful and unsuccessful teams. Students are asked to reflect on teams they have been part of and to negotiate with other groups to schedule presentations for an upcoming event without competing for dates.
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The document discusses challenges consultants may face when providing feedback to clients. It describes two stories where a consultant provided unpalatable feedback that became "taboo" in the organization. The consultant later realized they did not fully understand the context and political agendas involved. The document advocates using motivational interviewing techniques to have constructive conversations about change. It also stresses the importance of understanding organizational culture and what the client needs prior to providing recommendations.
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Trust, Conflict, Commitment, Accountability, Results; these are the hallmarks of effective teams, as described by Patrick Lencioni in his book "The Five Dysfunctions of a Team". This presentation contains an overview of each one, as well as my take on the tools and actions leaders can take to address each one.
This document provides an overview of a 2-day workshop on building a healthy and effective team. Day 1 focuses on evaluating the team, building trust through exercises, managing conflicts, and providing feedback. Day 2 focuses on achieving commitment, accepting responsibility, focusing on results, and concluding the workshop. The document also summarizes Patrick Lencioni's five dysfunctions of a team and provides tips for overcoming each dysfunction.
This document discusses team building and collaboration. It identifies the four stages of team development: forming, storming, norming, and performing. It also outlines a problem solving process for teams. An activity is described to have participants experience team building and problem solving through a hurricane disaster simulation. The goal is to understand how teams function and develop the skills for effective collaboration.
This document discusses team building and collaboration. It identifies the four stages of team development: forming, storming, norming, and performing. It also outlines a problem-solving process for teams and describes an activity where participants address a hurricane disaster as a team. The purpose is to help participants understand how teams function, develop effective team skills, and work through challenges together.
This document discusses team building and collaboration. It identifies the four stages of team development: forming, storming, norming, and performing. It also outlines a problem-solving process for teams and describes an activity where participants address a hurricane disaster as a team. The purpose is to help participants understand how teams function, develop effective team skills, and work through challenges together.
The slide is about leading in the Project Management topic. If you want to take a PMP test, then this would help a lot. In this slide there are ways discussed in which you can enhance your leading skills in an organization.
This document discusses team building and the stages of team development. It defines key terms like team, teamwork, and team building. The stages of team building are forming, storming, norming, performing, and adjourning. Effective teams have clear vision, shared commitment, clear roles, trust, and address challenges creatively. Ineffective teams lack clear mission and trust. Successful team building can coordinate efforts, leverage expertise, build motivation, and improve communication. Barriers to effective team communication include stress, different communication styles, lack of participation, and not listening.
Optimizing Retrospectives on Distributed Agile TeamsSococo
Effective Retrospectives are the key to high performing Agile teams - but what happens when this team is distributed across several time zones and physical locations? How does a ScrumMaster bring that high level of team engagement so critical to continuous improvement when the team is not physically co-located? At Sococo, our success as an Agile team lies in the self-examination practices we’ve established with the help of our Agile partners.
This presentation is part of the Virtual Life Webinar Series, focusing on building a community of distributed workers and addressing common topics we all face.
The panelists in this webinar are David Horowitz with Retrium and AgileBill Krebs. It was moderated by Mandy Ross, Director of Social and Content Marketing at Sococo.
Web development is hard, very hard – and it’s getting harder. But there is hope, a radically different approach called agile.
If you build websites for a living, you know the pressure. Drupal sites can be complex beasts with thousands of moving parts. Clients have high demands – changing demands. Budgets have never been tighter. If you are going to keep the sites you manage ahead of the competition, you have to innovate – continually. And everything has to be done at the breakneck speed of web time.
The results: the average software project is 45% over budget, delayed by 63% and missing 1/3 of the promised functionality. Failure has become the norm – but there is a better way.
Agile is a radically different processes for improving development efficiency, minimizing risk and enhancing innovation. In the ten short years since the Agile Manifesto was penned it has taken over traditional software and game development. The world’s web leaders such as Google, Amazon, Microsoft, Yahoo!, Twitter and Saleforce.com have embraced agile methodologies. Many top Drupal shops have also made the leap.
Come learn what all the buzz is about.
Agile is fantastic. Most of companies nowadays recognise that agile is not something that should to have, but is a thing that must to have. Many organisation tries to perform agile transformation. However, the question is what I should start from. In this presentation, I would like to share my own experience on what were first steps that I tried to do agile transformation at my team.
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Maximising teamwork has a big impact on effectiveness but it isn’t easy. It requires everyone to challenge themselves, come out of their silos, build trust and be disciplined about improvement. Some challenges are different for different roles. We’ll see routes to improvement for the team by looking at each role through the lens of its main biases and how to correct for them.
Develop a team mission statement along with teamwork project.docxsdfghj21
The document discusses challenges faced by virtual teams and provides recommendations for improving virtual team productivity. It recommends:
1) Choosing some team members who already know each other to speed up relationship building.
2) Ensuring the task is meaningful and challenging and developing a shared mission statement, goals, and deadlines.
3) Creating an online workspace for collaboration and encouraging frequent communication through agreed tools.
Develop a team mission statement along with teamwork project.docx4934bk
The document discusses challenges faced by virtual teams and provides recommendations for improving virtual team productivity. It recommends:
1) Choosing some team members who already know each other to speed up relationship building.
2) Ensuring the task is meaningful and assigning challenging, interesting tasks.
3) Developing a team mission statement, goals, deadlines and shared online workspace for collaboration.
4) Encouraging frequent communication and agreeing on communication tools.
The document provides information about Richard Cheng and his company NextUp Solutions which offers agile training and coaching. It discusses situational retrospectives and how Richard would facilitate a retrospective for a team that met their goals versus a team that did not complete any work last sprint. It also outlines various retrospective techniques like pluses/deltas, silent writing and dot voting. Finally, it shares tips on evaluating the effectiveness of retrospectives and resources for additional information.
The document provides motivational lessons for people seeking mentors ("mentees"). It discusses why getting a mentor can help with gaining knowledge and landing employment. It advises defining goals and qualifications for a mentor-mentee relationship. Potential mentors can be found locally, through broad searches tapping different skills, or formal programs. Engaging a mentor requires discussing terms, asking questions, providing feedback, and maintaining the relationship. The mentee should give back to the mentor and mentoring community.
This document provides information from a leadership training session. It begins with house rules for the training and lists the objectives as helping participants realize their role and importance, learn basic supervisory and leadership skills, and strengthen leadership. It then defines leadership and discusses different leadership styles like autocratic, democratic, and laissez-faire, listing their advantages and disadvantages. Examples of autocratic and democratic leaders are given. An activity on identifying and illustrating challenges is described. The document concludes by distinguishing leaders from managers and emphasizing ownership, finding purpose beyond earning, and continually improving challenges through stop, start, continue, change activities.
This is a short presentation I recently gave in Sydney, Australia. In this talk I discussed the 5 key elements behind changing the behaviour of our UX team at 3 Mobile.
This was a case study discussion, and hence there was far more discussion on the journey, than prescriptive recommendations you can take from these slides.
I have a larger presentation on Managing UX Teams which you can find under the "More by user" tab.
Enjoy.
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* Live demos with code snippets
* Enhancing LLM capabilities with vector search
* Best practices and optimization strategies
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BIO: Sostenitrice del software libero e dei formati standard e aperti. È stata un membro attivo dei progetti Fedora e openSUSE e ha co-fondato l'Associazione LibreItalia dove è stata coinvolta in diversi eventi, migrazioni e formazione relativi a LibreOffice. In precedenza ha lavorato a migrazioni e corsi di formazione su LibreOffice per diverse amministrazioni pubbliche e privati. Da gennaio 2020 lavora in SUSE come Software Release Engineer per Uyuni e SUSE Manager e quando non segue la sua passione per i computer e per Geeko coltiva la sua curiosità per l'astronomia (da cui deriva il suo nickname deneb_alpha).
Best 20 SEO Techniques To Improve Website Visibility In SERPPixlogix Infotech
Boost your website's visibility with proven SEO techniques! Our latest blog dives into essential strategies to enhance your online presence, increase traffic, and rank higher on search engines. From keyword optimization to quality content creation, learn how to make your site stand out in the crowded digital landscape. Discover actionable tips and expert insights to elevate your SEO game.
Digital Marketing Trends in 2024 | Guide for Staying AheadWask
https://www.wask.co/ebooks/digital-marketing-trends-in-2024
Feeling lost in the digital marketing whirlwind of 2024? Technology is changing, consumer habits are evolving, and staying ahead of the curve feels like a never-ending pursuit. This e-book is your compass. Dive into actionable insights to handle the complexities of modern marketing. From hyper-personalization to the power of user-generated content, learn how to build long-term relationships with your audience and unlock the secrets to success in the ever-shifting digital landscape.
Introduction of Cybersecurity with OSS at Code Europe 2024Hiroshi SHIBATA
I develop the Ruby programming language, RubyGems, and Bundler, which are package managers for Ruby. Today, I will introduce how to enhance the security of your application using open-source software (OSS) examples from Ruby and RubyGems.
The first topic is CVE (Common Vulnerabilities and Exposures). I have published CVEs many times. But what exactly is a CVE? I'll provide a basic understanding of CVEs and explain how to detect and handle vulnerabilities in OSS.
Next, let's discuss package managers. Package managers play a critical role in the OSS ecosystem. I'll explain how to manage library dependencies in your application.
I'll share insights into how the Ruby and RubyGems core team works to keep our ecosystem safe. By the end of this talk, you'll have a better understanding of how to safeguard your code.
HCL Notes and Domino License Cost Reduction in the World of DLAUpanagenda
Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-and-domino-license-cost-reduction-in-the-world-of-dlau/
The introduction of DLAU and the CCB & CCX licensing model caused quite a stir in the HCL community. As a Notes and Domino customer, you may have faced challenges with unexpected user counts and license costs. You probably have questions on how this new licensing approach works and how to benefit from it. Most importantly, you likely have budget constraints and want to save money where possible. Don’t worry, we can help with all of this!
We’ll show you how to fix common misconfigurations that cause higher-than-expected user counts, and how to identify accounts which you can deactivate to save money. There are also frequent patterns that can cause unnecessary cost, like using a person document instead of a mail-in for shared mailboxes. We’ll provide examples and solutions for those as well. And naturally we’ll explain the new licensing model.
Join HCL Ambassador Marc Thomas in this webinar with a special guest appearance from Franz Walder. It will give you the tools and know-how to stay on top of what is going on with Domino licensing. You will be able lower your cost through an optimized configuration and keep it low going forward.
These topics will be covered
- Reducing license cost by finding and fixing misconfigurations and superfluous accounts
- How do CCB and CCX licenses really work?
- Understanding the DLAU tool and how to best utilize it
- Tips for common problem areas, like team mailboxes, functional/test users, etc
- Practical examples and best practices to implement right away
Have you ever been confused by the myriad of choices offered by AWS for hosting a website or an API?
Lambda, Elastic Beanstalk, Lightsail, Amplify, S3 (and more!) can each host websites + APIs. But which one should we choose?
Which one is cheapest? Which one is fastest? Which one will scale to meet our needs?
Join me in this session as we dive into each AWS hosting service to determine which one is best for your scenario and explain why!
OpenID AuthZEN Interop Read Out - AuthorizationDavid Brossard
During Identiverse 2024 and EIC 2024, members of the OpenID AuthZEN WG got together and demoed their authorization endpoints conforming to the AuthZEN API
Fueling AI with Great Data with Airbyte WebinarZilliz
This talk will focus on how to collect data from a variety of sources, leveraging this data for RAG and other GenAI use cases, and finally charting your course to productionalization.
Main news related to the CCS TSI 2023 (2023/1695)Jakub Marek
An English 🇬🇧 translation of a presentation to the speech I gave about the main changes brought by CCS TSI 2023 at the biggest Czech conference on Communications and signalling systems on Railways, which was held in Clarion Hotel Olomouc from 7th to 9th November 2023 (konferenceszt.cz). Attended by around 500 participants and 200 on-line followers.
The original Czech 🇨🇿 version of the presentation can be found here: https://www.slideshare.net/slideshow/hlavni-novinky-souvisejici-s-ccs-tsi-2023-2023-1695/269688092 .
The videorecording (in Czech) from the presentation is available here: https://youtu.be/WzjJWm4IyPk?si=SImb06tuXGb30BEH .
In the rapidly evolving landscape of technologies, XML continues to play a vital role in structuring, storing, and transporting data across diverse systems. The recent advancements in artificial intelligence (AI) present new methodologies for enhancing XML development workflows, introducing efficiency, automation, and intelligent capabilities. This presentation will outline the scope and perspective of utilizing AI in XML development. The potential benefits and the possible pitfalls will be highlighted, providing a balanced view of the subject.
We will explore the capabilities of AI in understanding XML markup languages and autonomously creating structured XML content. Additionally, we will examine the capacity of AI to enrich plain text with appropriate XML markup. Practical examples and methodological guidelines will be provided to elucidate how AI can be effectively prompted to interpret and generate accurate XML markup.
Further emphasis will be placed on the role of AI in developing XSLT, or schemas such as XSD and Schematron. We will address the techniques and strategies adopted to create prompts for generating code, explaining code, or refactoring the code, and the results achieved.
The discussion will extend to how AI can be used to transform XML content. In particular, the focus will be on the use of AI XPath extension functions in XSLT, Schematron, Schematron Quick Fixes, or for XML content refactoring.
The presentation aims to deliver a comprehensive overview of AI usage in XML development, providing attendees with the necessary knowledge to make informed decisions. Whether you’re at the early stages of adopting AI or considering integrating it in advanced XML development, this presentation will cover all levels of expertise.
By highlighting the potential advantages and challenges of integrating AI with XML development tools and languages, the presentation seeks to inspire thoughtful conversation around the future of XML development. We’ll not only delve into the technical aspects of AI-powered XML development but also discuss practical implications and possible future directions.
Generating privacy-protected synthetic data using Secludy and MilvusZilliz
During this demo, the founders of Secludy will demonstrate how their system utilizes Milvus to store and manipulate embeddings for generating privacy-protected synthetic data. Their approach not only maintains the confidentiality of the original data but also enhances the utility and scalability of LLMs under privacy constraints. Attendees, including machine learning engineers, data scientists, and data managers, will witness first-hand how Secludy's integration with Milvus empowers organizations to harness the power of LLMs securely and efficiently.
TrustArc Webinar - 2024 Global Privacy SurveyTrustArc
How does your privacy program stack up against your peers? What challenges are privacy teams tackling and prioritizing in 2024?
In the fifth annual Global Privacy Benchmarks Survey, we asked over 1,800 global privacy professionals and business executives to share their perspectives on the current state of privacy inside and outside of their organizations. This year’s report focused on emerging areas of importance for privacy and compliance professionals, including considerations and implications of Artificial Intelligence (AI) technologies, building brand trust, and different approaches for achieving higher privacy competence scores.
See how organizational priorities and strategic approaches to data security and privacy are evolving around the globe.
This webinar will review:
- The top 10 privacy insights from the fifth annual Global Privacy Benchmarks Survey
- The top challenges for privacy leaders, practitioners, and organizations in 2024
- Key themes to consider in developing and maintaining your privacy program
12. From the 4 values of the Agile Manifesto, the daily standup directly supports people
and interactions as well as responding to change.
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13. From the 12 principles behind the Agile manifesto, the daily scrum directly supports 5 principles:
1. Our highest priority is to satisfy the customer
through early and continuous delivery
of valuable software.
2*. Welcome changing requirements, even late in
development. Agile processes harness change for
the customer's competitive advantage.
3. Deliver working software frequently, from a
couple of weeks to a couple of months, with a
preference to the shorter timescale.
4*. Business people and developers must work
together daily throughout the project.
5*. Build projects around motivated individuals.
Give them the environment and support they need,
and trust them to get the job done.
6*. The most efficient and effective method of
conveying information to and within a development
team is face-to-face conversation.
7. Working software is the primary measure of progress.
8. Agile processes promote sustainable development.
The sponsors, developers, and users should be able
to maintain a constant pace indefinitely.
9. Continuous attention to technical excellence
and good design enhances agility.
10. Simplicity--the art of maximizing the amount
of work not done--is essential.
11*. The best architectures, requirements, and designs
emerge from self-organizing teams.
12. At regular intervals, the team reflects on how
to become more effective, then tunes and adjusts
its behavior accordingly.
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15. To understand level of dysfunction ask:
• Do team members openly and readily disclose their opinions?
• Are team meetings compelling and productive?
• Does the team come to decisions quickly and avoid getting bogged down by
consensus?
• Do team members confront one another about their shortcomings?
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17. Patrick Lencioni’s big 5 Dysfunction of a team
Dysfunction #1: Absence of Trust
This occurs when team members are reluctant to be vulnerable with one another and are unwilling to
admit their mistakes, weaknesses or needs for help. Without a certain comfort level among team
members, a foundation of trust is impossible.
Dysfunction #2: Fear of Conflict
Teams that are lacking on trust are incapable of engaging in unfiltered, passionate debate about key
issues, causing situations where team conflict can easily turn into veiled discussions and back
channel comments. In a work setting where team members do not openly air their opinions, inferior
decisions are the result.
Dysfunction #3: Lack of Commitment
Without conflict, it is difficult for team members to commit to decisions, creating an environment
where ambiguity prevails. Lack of direction and commitment can make employees, particularly star
employees, disgruntled
Dysfunction #4: Avoidance of Accountability
When teams don't commit to a clear plan of action, even the most focused and driven individuals
hesitate to call their peers on actions and behaviors that may seem counterproductive to the overall
good of the team.
Dysfunction #5: Inattention to Results
Team members naturally tend to put their own needs (ego, career development, recognition, etc.)
ahead of the collective goals of the team when individuals aren't held accountable. If a team has lost
sight of the need for achievement, the business ultimately suffers.
Source: http://tablegroup.com/books/dysfunctions/
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18. Patrick Lencioni’s big 5 Dysfunction of a team
Dysfunction #1: Absence of Trust
This occurs when team members are reluctant to be vulnerable with one another and are unwilling to
admit their mistakes, weaknesses or needs for help. Without a certain comfort level among team
members, a foundation of trust is impossible.
Dysfunction #2: Fear of Conflict
Teams that are lacking on trust are incapable of engaging in unfiltered, passionate debate about key
issues, causing situations where team conflict can easily turn into veiled discussions and back
channel comments. In a work setting where team members do not openly air their opinions, inferior
decisions are the result.
Dysfunction #3: Lack of Commitment
Without conflict, it is difficult for team members to commit to decisions, creating an environment
where ambiguity prevails. Lack of direction and commitment can make employees, particularly star
employees, disgruntled
Dysfunction #4: Avoidance of Accountability
When teams don't commit to a clear plan of action, even the most focused and driven individuals
hesitate to call their peers on actions and behaviors that may seem counterproductive to the overall
good of the team.
Dysfunction #5: Inattention to Results
Team members naturally tend to put their own needs (ego, career development, recognition, etc.)
ahead of the collective goals of the team when individuals aren't held accountable. If a team has lost
sight of the need for achievement, the business ultimately suffers.
Source: http://tablegroup.com/books/dysfunctions/
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19. Collaboration
The standup addresses the 5 dysfunctions via
1. Collaboration: The team is constantly collaborating and helping each other
2. Impediment identification and removal: Members are encouraged to identify
blockers, ask for help, and offer help whenever possible.
Members rely on each other and are open with each other. This establishes trust and
leads to passionate debate. The team is no longer afraid on conflict.
http://www.flickr.com/photos/46342687@N04/5703933802/
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21. Commitment
3. Commitment: The team’s commit every day to the stories they are going to
complete. Every member commits.
http://www.flickr.com/photos/58598613@N00/1747917718/
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22. Transparency
4. Transparency: Every day, members give updates. Their progress in open and
transparent.
http://www.flickr.com/photos/benseese/7436258/sizes/z/in/photostream/
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23. Accountability
5. Accountability: Because members commit and their progress is transparent, they
are accountable as individuals and as a team.
http://www.flickr.com/photos/scott_schmitz/527271467/in/photostream/
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24. Focus
6. Focus: Throughout, the team is focused on the stories, the sprint goal, and the
sprint backlog. This lead to results
http://www.flickr.com/photos/93896575@N00/698692268/
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25. Self organization
7. All of this is done via self-organization. Based on priority, the team is deciding what
to commit to. The team is holding itself accountable. The members are being
transparent with each other, asking for help and offering help.
Picture: http://www.flickr.com/photos/noii/2329679124/in/photostream/
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27. Daily Standup Withdrawal
• Coined by Stacia Viscardi
• Symptoms include glassy eyes, pale skin, robotic answers and narcoleptic episodes
during the standup
• Infection spreads and entire team becomes infected
• Standups become long droning boring meetings
Picture: http://www.flickr.com/photos/39585662@N00/5331407245/
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28. Ways to treat and prevent this syndrome
• 10 smells and anti-patterns
• Learn how to spot them
• Learn how to apply possible remedies
Picture: http://www.flickr.com/photos/98203235@N00/800636196/
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29. 1. Fashionably late – No shows or late arrivals
Find out why? Time not appropriate? No value in the standup? Commitment to the
team?
http://www.flickr.com/photos/89306448@N00/2247180420/
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30. Finding the right time can be tricky
• Most pick time when latest team member arrives
• If too variable pick time right before lunch (11:45) (make sure team not waiting for
standup to start work).
• Once team decides on a time, make sure time is reviewed regularly to make sure it
is still appropriate for everyone.
• If someone occasionally cannot make it, ensure they attend by proxy
• Always start on time. Do not wait. Standup is for entire team and not a particular
individual (SM, PO, or tech lead)
Picture: http://www.flickr.com/photos/71447477@N00/855940899/
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31. Fines or penalties for latecomers
• Works for some teams. Pay fine when member is late. Give to charity or happy
hour at end of month
• Key is that latecomers understand they disappointed the team. Should not get
warm feeling from giving to charity
• Study about fining parents for arriving late at day care center
• Opposite effect
• More parents come late because they see fine as charge for extra service
Picture: http://www.flickr.com/photos/9523052@N07/3135421163/
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32. Pushups for Latecomers!
• Mark Levinson describes case where team decided to do pushups when member is
late
• Peer Pressure – Entire team did push-ups
• Great as long as solution driven by the team and working for the team
Picture: http://www.flickr.com/photos/31919728@N03/3295856289/
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33. Team probably looks like this today!
Picture: http://www.flickr.com/photos/16395461@N00/3111994108/
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34. 2. Information overload
• Member goes on and on with his updates
• Feels like storytelling
• Lost in the details
• Significant details lost
• Leads to problem solving
Picture:
http://www.flickr.com/photos/kodomut/3616896096/sizes/z/in/photostream/
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35. Problem solving
• Standups are not for discussion
• Standups should encourage discussions but discussions should take place later,
after standup
• Standups should allow for clarifications but members should know there limits
Picture: http://www.flickr.com/photos/63016831@N07/5798497966/
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36. • Sticking to format of the 3 questions helps keep focus and rhythm
• Create parking lot for follow-up topics for discussions
• Writing update on 3X5 index card
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37. 3. Pardon the interruption
2 types: Internal and external
Picture: http://www.flickr.com/photos/8049886@N02/2271261319/
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38. Internal Interruptions
Interruption like information overload or socializing during standup. Leave those for
the watercooler.
Picture: http://www.flickr.com/photos/18224125@N00/2481496291/
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39. External Interruptions
• People interrupting that are not supposed to talk during standup
• Rules as to who is allowed and not allowed to attend or talk during standup
• Only rule that matters:
• If you have something to say that will impact the deliverable of a story for
this sprint then please speak up
• If not, do not interrupt
Picture: http://www.flickr.com/photos/36770908@N08/4385543669/
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40. • Be polite, be tactful and ask people not to interrupt
• Use parking lot to hold-off questions and interruption
• Put-up creative signs!
Picture: http://www.flickr.com/photos/86122102@N00/346948814/
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41. 4. Aches and pains
Meeting too long
• Signs include wobbly legs, leaning against furniture, stretching backs
• Rule of thumb: 10 minute standups. Average of 30s to 1 min per member
• Remember, reason for standing up is to keep meeting short
Picture:
http://www.flickr.com/photos/10603531@N08/1304208943/in/photostream/
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42. • Time box the standup to 10 minutes
• Cut meeting short even if not everybody gets a turn
• Follow 3 question format
• Team will quickly learn, establish rhythm and finish on time by being brief while
providing significant details
Picture: http://www.flickr.com/photos/24742305@N00/2331754875/
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43. 5. Mumble mumble
• Member mumbles update and skips over significant details
• Member low talker, provides significant details but no one can hear or understand
Picture: http://www.flickr.com/photos/23889540@N00/287759291/
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44. • Don’t let the update slide
• Make sure everyone hears and understands the update
• Encourage members to step-up, and speak-up clearly
• 30 seconds of fame to showcase value added to product and contributions to team
Picture: http://www.flickr.com/photos/53941041@N00/5540462170/
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45. Clueless
• “Hmmm, I can’t remember what I did yesterday. “
• Looking at board should jolt memory
• If not, team member not working on high priority story and not directly
contributing to sprint
Picture: http://www.flickr.com/photos/79613030@N00/2268845904/
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46. Update by proxy or check list
• Ask members to come prepared with answers to the 3 questions
• Try update by proxy
• Each member gives the update of the person to their left
• Members learn to be brief and give each other significant updates as well
as keeping the scrum board updated
• Addresses Information overload, mumbling and being clueless
Picture: http://www.flickr.com/photos/26849183@N00/304107607/
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47. • Disorganized team
• Multiple members speaking at same time
• Members looking for Scrum Master for go signal
http://www.flickr.com/photos/27126430@N02/2567800971/
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48. • Need to encourage self organization
• Setup simple rules
• Example: Round robin
• Members stand in a circle and give updates clockwise or counter-clockwise.
• Works, but with larger teams, members might get distracted until their turn
comes up
Picture: http://www.flickr.com/photos/karthikc/333796551/in/photostream/
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49. • Pass the token is when only the member holding the token can speak
• Token can be ball or stuffed animal
• After update, members throw token randomly to another member
• Helps keep team focused on who is giving update and keeps energy high. Fun!
Picture: http://www.flickr.com/photos/96745292@N00/2434218059/
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50. • Stories in order on Scrum board
• Start with 1st story and walk down the board
• Members might give updates multiple times
• Works well with large teams
Picture: http://www.flickr.com/photos/12507137@N00/5814650182/
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51. 8. Rinse and repeat
• Same status day after day
• Indicates no progress being made
• Impediments not removed
• Impediments not raised
Picture: http://www.flickr.com/photos/60238824@N07/5512167249/
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52. Blockers
• Highlight blockers
• Use color code on Scrum board
• Create list of blockers
• Report update on blockers removed/remaining
Picture: http://www.flickr.com/photos/7821771@N05/4679360979/
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53. • No blocker!
• Pay attention every time someone says no blocker
• Might be a sign of not raising impediment
• Monitor progress and inquire if really no blocker
• Some feel a challenge when facing a bug and want to solve it even if
spinning there wheels
• Others shy or embarrassed to ask for help
Picture: http://www.flickr.com/photos/51625243@N06/5241860326/
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54. 9. Taking charge
• Standup run by Scrum master
• Scrum master giving out assignments
• Team reporting status to Scrum master
• Back to command and control
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55. We want to encourage a culture of collaboration, impediment identification and
removal, commitment, transparency, accountability, focus, and self organization.
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56. To encourage such a culture
• Avoid having SM or team lead standing in the middle
• Avoid giving out assignments, but do have a prioritized backlog
• Break eye contact
• Look up at ceiling
• Look down at shoes
• Keep moving and stand at awkward angle that makes it difficult for speaker
to face you
• Encourage team to face each other
• Rotate the facilitator
• Each day have a different member be the standup champion and have
them facilitate the meeting
• Hide come standup time
• Ultimate test is when team still gets together even though SM or team lead
not available
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57. Silver Bullet
• Standups not the solution for all problems
• Not all meeting are standups
• Do not have all other meetings standing up
• Standups do not replace all other types of meetings
• Do not wait for standup to raise problems
• Communicate issues as soon as they come up
Picture: http://www.flickr.com/photos/16638697@N00/4160817135/
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