This document discusses battling scrum fatigue in agile teams. It describes common symptoms of scrum fatigue including unproductive ceremonies, lack of clarity around tasks, not achieving goals, and siloed work. It then discusses various motivators that can help combat fatigue, such as mastery of skills, autonomy in work, meaningful purpose, and supportive relationships. The document advocates measuring team well-being, using surveys to understand happiness and feedback, and focusing scrum ceremonies on learning and improvement to help teams sustain motivation over time.
Agile and Beyond 2016 Rethinking Agile TransformationJason Little
Should you be Agile or can you just do Agile? Which Agile scaling framework should you pick? We tend to make things more complex than they need to be, but we can simplify things!
Many of us will chose to implement Agile, yet only a small minority of companies will realize its true benefits. We risk our reputations, our company resources, and sometimes even our careers to make the switch. Despite the risks involved, the potential rewards of; predictable release cycles, higher quality solutions, and re-energized teams are still worth it. In this executive briefing we will review case studies of Agile transformations and learn what can be done to ensure our success.
Agile and Beyond 2016 Rethinking Agile TransformationJason Little
Should you be Agile or can you just do Agile? Which Agile scaling framework should you pick? We tend to make things more complex than they need to be, but we can simplify things!
Many of us will chose to implement Agile, yet only a small minority of companies will realize its true benefits. We risk our reputations, our company resources, and sometimes even our careers to make the switch. Despite the risks involved, the potential rewards of; predictable release cycles, higher quality solutions, and re-energized teams are still worth it. In this executive briefing we will review case studies of Agile transformations and learn what can be done to ensure our success.
Connecting the Dots: Agile, DevOps, Lean IT - Mike Orzen - AgileNZ 2017AgileNZ Conference
"Essentially, all models are wrong, but some are useful”. This quote captures the fact that, in the complex world of IT, we need the best insights and methods Agile, DevOps and Lean IT offer to drive radical improvement.
About Mike Orzen:
Mike Orzen has been learning and applying lean and continuous improvement for over 25 years. Considered a pioneer in the field of Lean IT, Mike is co-author of Lean IT: Enabling and Sustaining Your Lean Enterprise which was awarded the Shingo Prize. Last year, he co-authored a second book The Lean IT Field Guide which provides a deployment framework to make Lean IT transformation a reality. An internationally recognised consultant, coach and keynote speaker, Mike is an advisor and instructor with the Lean IT Association, an assessor with The Shingo Institute for Operational Excellence and faculty member of the Lean Enterprise Institute. He also teaches at several universities. A lifelong learner of lean and IT, Mike coaches C-level leaders, managers and transformation coaches in several different industries. As President of Mike Orzen & Associates, he works with organisations to leverage lean thinking while emphasising respectfully engaging people, improving business process capability and leveraging technology to enable a culture of enterprise excellence.
Strength in Numbers: Improving from the Bottom-UpKaiNexus
A webinar by Mark Graban - July 27, 2017
Amongst other topics:
In this webinar, you'll learn:
Where your best ideas for improvement come from
Why bottom-up improvement is a critical component of an improvement culture
The ROI of engaging everyone in improvement
How to engage more staff in improvement
How to keep up with all of those new ideas
Toronto Agile - Organize People Around the WorkJason Little
Presented at Toronto Agile's March 2018 webinar. How to use network density to understand how people are organized, and the impact of substantial organizational change.
Case study on a transformation of a 100 person department.
What I did (that made the difference):
1. Uncover what’s really going on
2. Share observations in a loving and caring way
3. Help people choose their own reality and destiny
ACMP Canada - Transforming Traditional Approaches to ChangeJason Little
Much of what we know about change is based on models designed in a different era. Things are different today, and there are more modern approaches we can take for how we approach change.
Harness Tribal Knowledge With Confluence Questions - Kim WallAtlassian
Great products are only great if they get used. On the Atlassian growth team, we investigate what our users engage with as a focal point for improving their experience across the board. We'll show how to design successful experiments to help users get more out of their products, and share several major findings. From cross-sells to tweaking elements, this talk will teach you how to tell a compelling story to delight your customers.
Rethinking Agile Transformation - Agile Tour Montreal KeynoteJason Little
Our brains crave certainty, which is why many of our change models look great on paper. Unfortunately change doesn't happen that way. Fortunately we can do something about it by changing how we think about change.
Agile and Change Management - CMI Canada Webinar Feb 2018Jason Little
This webinar was shaped by attendee questions, and was run in a lean coffee type of way. The lesson? As change agents, 'the change' isn't about us, it's about the people who need to live with the consequences of the change so shape the change based on what they need.
Behind the scenes of retrospective workshop-goat16-november 21th-2016-hand-outJesus Mendez
Here is a special hand-out that I've made specially for you, with all the information that I've shared during the Workshop that I've delivered at #GOAT2016.
I wish you have fun and get inspired to do something super cool with it. If so, please don't forget to share it.
Cheers,
Jesus
7 Things Agile Executives Do Differently - Dipesh PalaDipesh Pala
With a special focus on Executive teams, Dipesh Pala will be drawing upon more than a decade of Agile transformation experiences across multiple organizations, and share real-life case studies and insights to illustrate the following key things that Agile Executives and Leaders need to do differently:
1. Stop Starting, Start Finishing
2. Slow Down to Go Faster
3. One Team, One Dream
4. Foster Fully Capable Teams
5. Fail Early & Fail Small
6. Deliver Business Value, not just Projects
7. Servant Leadership
If you are an Executive or a Leader of an Agile team, this session will provide clear implications for where to focus your efforts in order to unleash the full potential of Agile methods to gain a competitive edge. You will be inspired by knowing what serves to catalyze and nourish progress – and what does the opposite.
Many large IT projects continue to struggle with user adoption, leadership support, and overall stakeholder buy-in. Effective use of Agile best practices is a proven means of addressing these buy-in issues within the IT organization, but what about other departments? In this session, we will discuss how Agile principles can drive an enterprise-wide change management approach in order to better reinforce the transformations taking place in your organization. The goal? Maximize collaboration between IT and the business and break down silos through iterative, incremental progress.
Using Agile Principles to Deliver Real Business Value at ScaleEnterprise Knowledge
Delivering real business value from systems development efforts, even using agile approaches, turns out to be a formidable challenge especially in larger enterprises. Case studies of failed deliveries abound and too often reach general public notoriety. This talk shows organic paths to close gaps between business goals and actual systems development efforts by applying focused methods and processes already implicit in agile approaches. We will discuss use of scrums capable of sprint-speed definition of business objectives and value drivers and how to incorporate scrum and other agile techniques to the management of multiple team efforts in larger enterprises. Management tools and methods discussed include scrum team member selection for higher performance in targeted production. This presentation shows a simple and flexible approach to managing large enterprise systems development challenges successfully with key metrics and drivers defined via agile teams
This presentation goal is to demonstrate Agile Mindset & thinking. This presentation tries to explain how to be agile and behave like a agile. Team and Organizational mindset is also explained in this presentation.
Connecting the Dots: Agile, DevOps, Lean IT - Mike Orzen - AgileNZ 2017AgileNZ Conference
"Essentially, all models are wrong, but some are useful”. This quote captures the fact that, in the complex world of IT, we need the best insights and methods Agile, DevOps and Lean IT offer to drive radical improvement.
About Mike Orzen:
Mike Orzen has been learning and applying lean and continuous improvement for over 25 years. Considered a pioneer in the field of Lean IT, Mike is co-author of Lean IT: Enabling and Sustaining Your Lean Enterprise which was awarded the Shingo Prize. Last year, he co-authored a second book The Lean IT Field Guide which provides a deployment framework to make Lean IT transformation a reality. An internationally recognised consultant, coach and keynote speaker, Mike is an advisor and instructor with the Lean IT Association, an assessor with The Shingo Institute for Operational Excellence and faculty member of the Lean Enterprise Institute. He also teaches at several universities. A lifelong learner of lean and IT, Mike coaches C-level leaders, managers and transformation coaches in several different industries. As President of Mike Orzen & Associates, he works with organisations to leverage lean thinking while emphasising respectfully engaging people, improving business process capability and leveraging technology to enable a culture of enterprise excellence.
Strength in Numbers: Improving from the Bottom-UpKaiNexus
A webinar by Mark Graban - July 27, 2017
Amongst other topics:
In this webinar, you'll learn:
Where your best ideas for improvement come from
Why bottom-up improvement is a critical component of an improvement culture
The ROI of engaging everyone in improvement
How to engage more staff in improvement
How to keep up with all of those new ideas
Toronto Agile - Organize People Around the WorkJason Little
Presented at Toronto Agile's March 2018 webinar. How to use network density to understand how people are organized, and the impact of substantial organizational change.
Case study on a transformation of a 100 person department.
What I did (that made the difference):
1. Uncover what’s really going on
2. Share observations in a loving and caring way
3. Help people choose their own reality and destiny
ACMP Canada - Transforming Traditional Approaches to ChangeJason Little
Much of what we know about change is based on models designed in a different era. Things are different today, and there are more modern approaches we can take for how we approach change.
Harness Tribal Knowledge With Confluence Questions - Kim WallAtlassian
Great products are only great if they get used. On the Atlassian growth team, we investigate what our users engage with as a focal point for improving their experience across the board. We'll show how to design successful experiments to help users get more out of their products, and share several major findings. From cross-sells to tweaking elements, this talk will teach you how to tell a compelling story to delight your customers.
Rethinking Agile Transformation - Agile Tour Montreal KeynoteJason Little
Our brains crave certainty, which is why many of our change models look great on paper. Unfortunately change doesn't happen that way. Fortunately we can do something about it by changing how we think about change.
Agile and Change Management - CMI Canada Webinar Feb 2018Jason Little
This webinar was shaped by attendee questions, and was run in a lean coffee type of way. The lesson? As change agents, 'the change' isn't about us, it's about the people who need to live with the consequences of the change so shape the change based on what they need.
Behind the scenes of retrospective workshop-goat16-november 21th-2016-hand-outJesus Mendez
Here is a special hand-out that I've made specially for you, with all the information that I've shared during the Workshop that I've delivered at #GOAT2016.
I wish you have fun and get inspired to do something super cool with it. If so, please don't forget to share it.
Cheers,
Jesus
7 Things Agile Executives Do Differently - Dipesh PalaDipesh Pala
With a special focus on Executive teams, Dipesh Pala will be drawing upon more than a decade of Agile transformation experiences across multiple organizations, and share real-life case studies and insights to illustrate the following key things that Agile Executives and Leaders need to do differently:
1. Stop Starting, Start Finishing
2. Slow Down to Go Faster
3. One Team, One Dream
4. Foster Fully Capable Teams
5. Fail Early & Fail Small
6. Deliver Business Value, not just Projects
7. Servant Leadership
If you are an Executive or a Leader of an Agile team, this session will provide clear implications for where to focus your efforts in order to unleash the full potential of Agile methods to gain a competitive edge. You will be inspired by knowing what serves to catalyze and nourish progress – and what does the opposite.
Many large IT projects continue to struggle with user adoption, leadership support, and overall stakeholder buy-in. Effective use of Agile best practices is a proven means of addressing these buy-in issues within the IT organization, but what about other departments? In this session, we will discuss how Agile principles can drive an enterprise-wide change management approach in order to better reinforce the transformations taking place in your organization. The goal? Maximize collaboration between IT and the business and break down silos through iterative, incremental progress.
Using Agile Principles to Deliver Real Business Value at ScaleEnterprise Knowledge
Delivering real business value from systems development efforts, even using agile approaches, turns out to be a formidable challenge especially in larger enterprises. Case studies of failed deliveries abound and too often reach general public notoriety. This talk shows organic paths to close gaps between business goals and actual systems development efforts by applying focused methods and processes already implicit in agile approaches. We will discuss use of scrums capable of sprint-speed definition of business objectives and value drivers and how to incorporate scrum and other agile techniques to the management of multiple team efforts in larger enterprises. Management tools and methods discussed include scrum team member selection for higher performance in targeted production. This presentation shows a simple and flexible approach to managing large enterprise systems development challenges successfully with key metrics and drivers defined via agile teams
This presentation goal is to demonstrate Agile Mindset & thinking. This presentation tries to explain how to be agile and behave like a agile. Team and Organizational mindset is also explained in this presentation.
Explicación de las 7 competencias de Lyle Kirtman para el desarrollo de líderes educativos. Son competencias prácticas que ayudarán a un líder educativo a lograr resultados contra todo pronóstico.
Here's a presentation I did for SMEI (Sales & Marketing Executives International) in May 2014. To hear my voice over the slides, go to https://www.youtube.com/watch?v=ZnRvVBbQpk4&feature=youtu.be
If you have questions or want to discuss your leadership career, contact me via http://IdeaShape.com
For more on SMEI:
http://www.smei.org/events/event_details.asp?id=431732
HOW TO BUILD CAPACITY FOR IMPROVED EFFECTIVENESS by Chinonso OgboguChinonso Ogbogu
In this crash course, you will…
1. Learn how to review and profile your Personal Effectiveness and decide for yourself whether you are doing well or not.
2. Learn how to create and sustain the right psychological, emotional, and physical infrastructures that help to drive your personal effectiveness.
3. Learn the specific trade secrets of highly effective people. What they know and do differently that makes them more effective than a vast majority of others, and how can you model them?
4. Learn the various sub-skills that serve as strategic pillars to your improved personal effectiveness, and how to keep them strong and standing.
5. Learn how to avoid, control, or remove external distractions, drawbacks, clutters, or limiters in or around your space, and free yourself up to operate at your very best.
Big changes in organisations are always challenging, from the inception of the idea to the later adoption and support from all employees there is a long and bumpy road that can be managed and eased with a proper Change Implementation Plan.
Growing your business can be hard work. But, it becomes even harder when you continually focus on “areas for improvement”… There is an alternative; it is called a “Bright Spots Approach”.
In this presentation you will learn:
- Why you should focus more on bright spots
- How other companies are successfully using bright spots to grow faster
- Why bright spots focus will also help you fix the weak spots in your company
- How you can get started quickly
When faced with an opportunity to take on a stretch assignment, new role, or promotion, what’s your reaction? Be Leaderly surveyed more than 1,500 professionals to find out what it takes to say “yes” with confidence. In this webinar, learn what we discovered—and how you can prepare to step up to your next big career opportunity.
Guest speakers:
Shuchi Sharma, Global Vice President and Leader of Gender Intelligence at SAP and Robert F. Solomon Jr., Director of Culture and Engagement, Lowe’s Companies, Inc.
The Great eBook of Employee Questions Part 2: Return of the Question MasterShane Metcalf
The original Great eBook of Employee Questions was so popular that we created this outstanding sequel. In The Return of the Question Master, you’ll find over 60 new questions along with detailed information about why they are valuable and when they should be asked. Topics include: culture building, employee development, productivity, and collaboration.
The seed of question mastery is within us all, but it must be nurtured like any other skill. We hope that by asking these powerful questions you will receive insightful answers to help you and your team gain a better understanding of yourselves, your workplace culture, and the product or service you are bringing into the world.
Measuring Team Happiness – A Real-Life Journey of Fostering an Engaging Worki...Agile Montréal
There is no team more productive than a healthy, engaged team. Unfortunately, some organizations still use bottom line metrics to drive performance, which typically hurt more than they help. In this talk we’ll focus on an alternative approach to fostering a great working environment, looking at how we can leverage Spotify’s “Squad Health Check Model” and Patrick Hanlon’s “Primal Branding” to build strong foundations and feedback mechanisms that set the stage for high-performance Agile Teams.
Daniel Tardif
This is a book review of the book titled 'Smart things to know about change' done for the first semester of my MMS degree. Very proud of this one and how it came out :)
Lean Startup and Your Career: Using Lean Principles to Find and Get Your Drea...Mark Horoszowski
61% of employee are disengaged, and even in the for-impact sector, nearly half are looking to leave their job.
At the NetImpact conference, I presented on how to use Lean Startup Principles to Find and Get Your Dream Job.
Have you been achieving the desired results from your rounding initiative? Is rounding hardwired into your organization's culture?
Rounding extends beyond simply asking questions. Truly effective rounding begins with executive buy-in and creates a cultural shift. Join us for a 30-minute webinar (plus 15-minute Q&A) to learn how to implement rounding to get the most from the initiative.
In this webinar you will learn:
- Why it is critical to get executive buy-in and when this should happen.
- How to rewire your culture to ingrain rounding.
- How to sustain the change.
- And much more!
Download our FREE Rounding Implementation kit: http://hubs.ly/H0898Mm0
Agile Influence: 8 Strategies to Empower You and Your Team - Joanna Plumpton,...Agile Montréal
Agile Influence: 8 Strategies to Empower You and Your Team
As part of an agile team, we are frequently in situations in which we hope to positively impact outcomes through our daily interactions. People skills are in demand but what are the tools? What can you do to influence and make your team great? Rather than logical argument, cognitive science shows the need to speak to subconscious motivators rather than our rational side. We present the strategies.
About Joanna Plumpton
I am on my continuous learning journey to develop as an Agile Coach. I have been involved professionally in application development for over 18 years, progressively fulfilling the roles of developer, team lead, development manager, business analyst, project & delivery manager, Agile Coach and Practice Manager in both Product Development and Consulting environments.
About Andy Nguyen
Andy is an agilist, coach, trainer, influencer and advocate, in constant struggle to challenge on the methodologies and the over-control of traditional management. Currently coaching new Scrum Masters and product owners and apply Agille methodologies across teams.
Automated Agility?! Let's Talk Truly Agile Testing - Adam Howard - AgileNZ 2017AgileNZ Conference
The move towards agility is an acceptance that we operate in an uncertain world. We can’t predict what will change in the future so we’ve evolved our practices toward flexibility, instead of attempting precognition. But have we evolved every practice?
About Adam Howard:
Adam Howard is the Test Practice Manager at Trade Me in Wellington, New Zealand. He is passionate about helping to evolve the way testing is perceived and performed. A regular speaker at Meetups and conferences in NZ and internationally, Adam also helps organise local WeTest Workshops and is chief design and layout editor for Testing Trapeze, a bi-monthly testing magazine. He also writes about testing on his blog and occasionally manages to be concise enough to tweet as @adammhoward.
The Foundations of Business Agility - Shane Hastie - AgileNZ 2017AgileNZ Conference
In the 21st century, organisations need to put the customer in the centre of our focus, shed outdated ways of thinking, embrace an Agile mindset, incorporate new ways of working and leverage the pace of change for competitive advantage.
About Shane Hastie:
Shane joined ICAgile in 2017 as the Director of Agile Learning Programs. He oversees the strategic direction and expansion of ICAgile’s learning programmes, including maintaining and extending ICAgile’s learning objectives, providing thought leadership and collaborating with industry experts, and supporting the larger ICAgile community which includes more than 90 member organisations and over 60,000 ICAgile certification holders.
Over the last 30+ years, Shane has been a practitioner and leader of developers, testers, trainers, project managers and business analysts, helping teams to deliver results that align with overall business objectives. Before joining ICAgile, he spent 15 years as a professional trainer, coach and consultant specialising in Agile practices, business analysis, project management, requirements, testing and methodologies for SoftEd in Australia, New Zealand and around the world.
He has worked with large and small organisations, from individual teams to large transformations all around the world. He draws on over 30 years of practical experience across all levels of Information Technology and software intensive product development.
Shane is a former director of the Agile Alliance and is the founding Chair of Agile Alliance New Zealand. He leads the Culture and Methods editorial team for InfoQ.com.
Breaking Through the Transformation Pain Barrier - Julie Lindenberg & David M...AgileNZ Conference
The mobile banking division of global fin-tech leader Fiserv has grown significantly to over 40 Agile delivery teams, 15 in NZ. However, waterfall approaches to planning, governance and release meant the teams were often starved of work, blocked from releasing and had no transparency to make this obvious. To improve flow and throughput, 18 months ago they kicked off an Agile transformation, led out of NZ.
About Julie Lindenberg & David Morris:
Julie is the Director for Business Analysis and User Experience at Fiserv. After earning her Bachelor of Planning, Julie worked in a variety of government roles, from customer-facing to IT. High points included leading high-profile projects, establishing frameworks of excellence and founding Business Analysis capability.
Three years ago, Julie joined global financial technology company Fiserv as a Business Analyst Manager. Over that time, she has embraced ‘being Agile’ and servant leadership. Last year, she was appointed as a Director leading teams across seven sites in four countries. Shortly after, Julie was appointed Chair of the Transformation Leadership Team, leading the enterprise Agile transformation, impacting hundreds of staff members. In September, Julie was appointed the Director of User Experience.
David is the Manager for Enterprise Agile Coaching at Fiserv and holds an MBA with the University of Auckland. He had 10 years’ experience in structured programming before discovering RAD and Scrum in the 1990’s. Over the last 20 years, he has worked as an Agile practitioner, Scrum Master and coach. As Principal Consultant at Assurity, David worked with prominent NZ companies on their Agile transformations.
Last year he joined Fiserv to lead their Enterprise Agile Coaching team where he guides the leadership in operating their enterprise Agile framework and delivering on their transformation goals. David co-founded the Agile Alliance of NZ. His publications include Agile Project Management, Scrum in easy steps and The Paradox of Agile Transformation.
Improv-e Your Innovation - Jakob Jurkiewicz - AgileNZ 2017AgileNZ Conference
Charles Darwin said: “In the long history of humankind (and animal kind, too) those who learned to collaborate and improvise most effectively have prevailed.” Collaboration and Improvisation seem to be crucial for people and organisations to survive. We need both skills in order to innovate, amaze our customers and grow.
About Jakub Jurkiewicz:
Currently Agile Consultant at Assurity and previously Agile Coach, Team Leader and Software Developer. Jakub worked in a startup where Agile and innovation were harnessed every day and in big corporation where people were afraid to mention their ideas. He learned that only through collaboration, openness and trust one can build a successful environment for change, grow and innovation.
When product ownership became the new roadmap for BNZ Digital, Penny and Chetan didn’t know where to start. How do you shift the mindset of your development team from delivering features to delivering customer value? How do you get the whole team involved when you’re so used to having a run-ahead team doing the discovery work for you?
About Penny Goodwin & Chetan Parbhu:
Penny Goodwin is a Business Analyst at BNZ Digital. At any one time, you can find her running a retro, working on stories or distracting the team with her out of tune singing. She is always willing to try anything out that will enable her team to deliver positive outcomes for customers. In her spare time, you will most likely find her at the library.
Chetan Parbhu is a Senior Test Analyst at BNZ Digital. He is passionate about teams being empowered to build the right thing for the customer. Despite youthful appearances, he is a husband and father of two. He enjoys spending his free time in the music room or pretending to be the guy from River Cottage.
The Art of Dual-track Delivery - Ant Boobier - AgileNZ 2017AgileNZ Conference
We all know the importance of product designers and developers working more closely together. One approach to achieving this is ‘dual-track delivery’. But we shouldn’t think of dual-track delivery as separate tracks, because they’re not.
About Ant Boobier:
Ant Boobier is Practices Lead at BNZ and has been doing Agile for more years than he cares to remember. RAD in the 90s, XP in the 2000s and a magic mix of Lean UX and Agile today. He is a people geek who loves a good experiment.
Becoming Agile: Agile Transitions in Practice - Rashina Hoda - AgileNZ 2017AgileNZ Conference
Agile adoption has been typically understood as a one-off organisational process involving a staged selection of Agile development practices. This does not account for the differences in the pace and effectiveness of individual teams transitioning to Agile development.
About Rashina Hoda:
Dr Rashina Hoda is an internationally renowned researcher and senior lecturer at the University of Auckland. She has 10+ years' experience studying Agile teams and is the author of 60+ publications on Agile self-organisation, project management, knowledge management, reflective practice, task allocation and more.
Rashina served as the Research Chair of the Agile India 2012 conference and recently received a Distinguished Paper Award at the flagship international conference on software engineering (ICSE2017) for her ‘grounded theory of becoming Agile’ that explains the multiple dimensions of Agile transitions in practice.
She created and teaches the Agile course at UoA in close collaboration with industry and loves to present the 'voice of Agile research' to industry and academia alike.
Scrumdiddlyumptious & the Killjoys - Mia Horrigan - AgileNZ 2017AgileNZ Conference
With the full title 'Scrumdiddlyumptious & the Killjoys: Why Leadership, Culture and Agile Mindset are Critical for High-performing Teams', Mia will discuss a tale of two new Agile teams within the same branch working on a large-scale transformation across the enterprise.
About Mia Horrigan:
Director of Program Delivery at Zen Ex Machina, Mia is a certified Professional Scrum Trainer (PST), experienced Agile Coach and Senior Program Manager with over 15 years' senior executive experience leading and implementing software solutions, including digital transformations. Mia has been working with Agile teams for over 10 years and is an experienced Product Manager and Scrum Master and has been successful in delivering business outcomes and value through successful implementation of Agile/Scrum at team and enterprise level.
In collaboration with Callaghan Innovation, Hypr have created the Build for Speed programme to help companies deliver value to customers faster.
About Gareth Evans:
Gareth has over 16 years experience in the IT industry, including more than a decade in London working in investment banking and media as a technologist, team leader and software coach. He holds an MSc in computer science and was one of the first people in the world to become a Scaled Agile Framework Program Consultant Trainer (SPCT).
Gareth is a speaker at NZ and international events including LSSC, Agile Australia and Agile New Zealand. Gareth co-founded Hypr to champion Agile architecture and lean software delivery for the benefit of the New Zealand software industry. He loves learning with others, music, travel and code!
Inclusive Collaboration – How Our Differences Can Make the Difference - Aaron...AgileNZ Conference
Personality quirks, character traits, mental diversity. Technology thrives on innovation and creativity, and therefore, our industry relies upon a wide variety of people who think, react, work, communicate, interact and socialise differently.
About Aaron Hodder:
Aaron Hodder hails from Wellington where he works for Assurity Consulting to develop and deliver new and innovative testing practices to better suit the demands of modern-day software development. Aaron is a passionate software tester with a particular enthusiasm for visual test modelling and structured exploratory testing techniques. He regularly blogs and tweets about testing and is a co-founder of Wellington Testing Workshops.
We naturally crave learning. It is an innate ability that has allowed us to survive, evolve and thrive. Moreover, science has shown us that our brain is quite flexible and can allow us to continue to learn at any point in our lives. It should then be logical to see most organisations using this to their competitive advantage.
About Aurelien Beraud:
After a career as a Software Developer in Norway, Aurelien swapped the fjords up north for the glittering city of Auckland down under to do what he knows best. He now spends his days as an Agile Coach, helping teams to push their own limits and deliver products that change the life of their users. When he's not at work, he can be found geeking out in front of a game or exploring the intricacies of cognitive science.
Making the Invisible Visible: Showing WIP & Flow at Portfolio Level in Waterf...AgileNZ Conference
Kanban's principles require us to limit WIP in order to increase flow. Yet, traditional reporting across a portfolio often takes a siloed approach, with individual projects providing individual updates against common metrics like time, cost and scope delivered. Portfolio and Program Managers, therefore, don't have a view of the WIP of the 'system' or its impact on flow.
About Suzanne Nottage:
Suzanne has worked with leaders and teams in Europe, Asia, the US and Australasia, particularly on leveraging Lean|Agile to improve delivery at portfolio level.
Her work has enabled teams to reduce WIP by 75% and failure demand by 40%, while increasing customer satisfaction (and team happiness).
Outside of work, Suzanne has also applied Agile in her triathlon training over the past eight years.
DevSec Delight with Compliance as Code - Matt Ray - AgileNZ 2017AgileNZ Conference
For too long, audits and security reviews have been seen as resistant to the frequent release of software. Auditors require access to static systems and environments, which would seem to make continuous delivery impossible. Too frequently audits are a fire drill sampling of the current state and temporary fixes are put in place to appease the compliance audit without being integrated into future releases.
About Matt Ray:
Matt Ray is the Manager and Solutions Architect for Asia Pacific and Japan for Chef. He has worked in large enterprise software companies and founded his own startups in a wide variety of industries including banking, retail and government.
He has been active in open source communities for over two decades and has spoken at, and helped organise, many conferences and Meetups. He currently resides in Sydney, Australia after relocating from Austin, Texas. He podcasts at SoftwareDefinedTalk.com, blogs at LeastResistance.net and is @mattray on Twitter, IRC, GitHub and too many Slacks.
Shaking Leads to a Shake Up - Russel Garlick - AgileNZ 2017AgileNZ Conference
The 2016 Kaikoura quake was a traumatic event. Coming so close after the quakes in Christchurch, there is an ever-increasing demand for information and data to help protect buildings and keep them safe.
About Russel Garlick:
Starting as a lowly content migrater back in 1999, Russel has a fairly unique work history in that he's only worked at open source software companies for the past 17 years.
Moving through different roles from web developer, UX designer, BA, then Project Manager, Scrum Master and now Agile Coach, he's always subscribed to the 'release early, release often' mantra.
As Catalyst IT's Agile Advocate, he helps teams either transition to Agile or improve their Agile craft. A large part of hiss role is teaching and training which he does at work as an ICAgile Accredited Trainer and outside work as both a MTB Skills Coach for WORD and Joyride and Chairperson of Trail Fund NZ.
Making Agile Leadership Work: A Journey From Coach to Manager - Martin Cronj...AgileNZ Conference
The relationship between a coach and manager is crucial to building effective teams. Managers often don’t have the slack or flexibility to help their teams reach high performance while coaches often lack context of the challenges that teams and leaders face on a day-to-day basis.
About Martin Cronjé:
Martin is a Software Development Manager at MYOB, New Zealand with more than 17 years’ experience in the IT industry. He's passionate about working with teams to create beautiful, well-crafted software.
He previously worked in South Africa as the co-founder of nReality Systems, a software engineering consultancy firm where they coached teams ranging from hi-tech startups to large-scale enterprise IT.
He has a long career as developer and lead on projects ranging from mobile, data analytics to high-volume, mission-critical systems in government and financial sectors. The most notable projects directly affected the South African economy and democracy.
Agile-ish – How to Build a Culture of Agility - Lynne Cazaly - AgileNZ 2017AgileNZ Conference
With the rise of Agile as a mindset (not a buzzword) and the success of methods like the Lean Startup, it’s time to bring these ways of working into teams and organisations the world over. Yes, it’s a cultural shift, yet it need not be tackled all at once... and you can iterate, improve on it.
About Lynne Cazaly:
Lynne Cazaly is the author of four books – Leader as Facilitator: How to inspire, engage and get work done, Making Sense: A Handbook for the Future of Work, Create Change: How to apply innovation in an era of uncertainty and Visual Mojo: How to capture thinking, convey information and collaborate using visuals. Lynne works with project teams, executives and senior leaders on major change and transformation projects. She helps people distil their thinking, apply ideas and innovation and boost the engagement and collaboration effectiveness of teams. She is also an experienced board director and chair and a partner with Thought Leaders and on faculty of Thought Leaders Business School.
Modern Agile – What's It Good For? - Jacob Creech - AgileNZ 2017AgileNZ Conference
The Agile Manifesto has been around since 2001 and, although the industry has rapidly developed, the principles still hold very true. However, there are lots of great new ideas that people have been experimenting with since the Manifesto was signed and, in this talk, attendees will hear about a few of these developments, focusing on the concept of Modern Agile.
About Jacob Creech:
Jacob started out in web development around 2000 and discovered that people constantly asked for things they didn't actually need, which led him on a journey of discovery that ended up in this thing called 'Agile'. He found himself in China helping develop virtual products for Second Life and then as the one and only non-Chinese person in a web development agency – good for language practice, not so much for delivering amazing work.
After some time back in New Zealand on a usability product among other things, he returned to China to co-found an Agile consulting company, worked with a variety of large, impressive-sounding international companies at a scale that would make most New Zealand cities look tiny, and managed to stumble into a range of interesting opportunities all around Asia that kept him busy for the next few years.
However, after some time, he got the itch to return to NZ and ended up at Assurity in late 2015 where he now heads up the Agile practice and works with government and non-government clients to deliver work in ever-improving ways. In his spare time, he (poorly) plays table tennis and enjoys naming babies after entrepreneurs.
Business Agility: Leadership, Teams & the Work - Jude Horrill - AgileNZ 2017AgileNZ Conference
This session covers the ‘why’ of the changing business landscape and how to make sense of it, the 'what' of the new leadership skills required and the 'how' of whole of business agility centred around fundamental shifts across three domains – Organisational Thinking, Design and Engagement.
About Jude Horrill:
Jude is a speaker, consultant, coach, translator and trainer on how we approach engagement in an era of disruption, complex social networks and increasingly uncertain and chaotic environments.
Passionate about better ways of working, she works with clients to adapt their approach to leadership, collaboration, change and communication so they can deliver change in a more responsive and collaborative way.
As Founder and Director of The Change Agency, Jude is the Principle Engagement Design Consultant, Business Agility Coach and Lean Change Facilitator and partners with others to build and deliver thought-provoking events and learning programmes.
In July 2017, she co-founded The Agility Collective in Australia and New Zealand, a boutique agency helping organisations build adaptive business. Her career has included senior executive roles working across Australia/NZ/Asia and the Pacific in financial services, technology, education, consumer services, community services, environmental services, tourism and broadcast media.
Jude is also a Founder of the Change Disruptors & Business Agility Forums in Melbourne, Sydney and Wellington.
Being Agile vs Agile Doing - Luke Hohmann - AgileNZ 2017AgileNZ Conference
The Agile Community loves to talk about 'leadership' and how better 'leaders' can bring project success. And most of the popular Agile methods love to frame 'leadership' as the essential ingredient of success. Unfortunately, too many teams spend too much time discussing these topics without fully appreciating their deeper meanings.
About Luke Hohmann:
Luke Hohmann is the Founder and CEO of Conteneo, Inc. Known globally as The Prioritization Company, Conteneo's platforms help identify, shape and align on priorities and customers' priorities, increasing engagement and improving effectiveness. Luke is also co-founder of Every Voice Engaged Foundation, a 501(c)(3) non-profit that helps citizens and governments tackle technical and wicked social problems.
Territory Beyond Agile – Optimised Business Outcomes - Paul Eames - AgileNZ 2017AgileNZ Conference
Especially relevant if your Agile implementation seems to have plateaued. Like gym members, there comes a time when you hit a plateau and, no matter how much exercise or you do in your current regime, you can't seem to break through to the next level unless you change focus and try a different approach.
About Paul Eames:
Paul is currently a Senior Principal Transformation Consultant with CA, working with enterprises in adapting their scaled Agile approach to the necessary behavioural and thinking changes for delivering on optimised business outcomes.
He has 32+ years' experience in software/IT business with 16+ years with lean agility. He has extensive experience in applying thought leadership around adaptive learning, leadership and change in creating high-performance, outcomes-based cultures within various telecommunications, financial and service organisations in ANZ.
Paul has a real passion for innovation, continuous improvement and the behavioural/thinking paradigms for enterprise agility underpinned by Adaptive Lean Change, Adaptive Portfolio and Program Management and has collaborated with business executives to establish visions and roadmaps necessary for adaptive change initiatives and enterprise / business agility.
He is a certified SAFe Program Consultant (SPC4), certified SAFe Release Train Engineer (RTE4), Agile Certified Practitioner (ACP) and Project Management Professional (PMP), in addition to holding various other lean and Agile certifications.
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Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
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Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
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It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
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1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
12. THE
SYMPTOMSScrum
•Unproductive ceremonies
•Lack of clarity around Product Backlog items
•Regularly not achieving deliverable increments
•Team members working in silos
•Scrum deteriorating to the point of being a series of mini-waterfalls
•People start leaving
37. To what degree do you feel you …
1. are doing meaningful work that comes to fruition on our site/apps?
2. are allowed to do what's best for your work by focusing on one thing at a time?
3. have direct influence on how we work and solve problems?
4. work in a group/squad where people support and challenge each other?
5. have been able to learn new skills at work?
6. can be creative at work through success and failure?
7. Is there anything specific that has affected your scores?
Survey by David Mole at Trademe
HIP SURVEY
38. EVERY FORTNIGHT:
• On a scale of 1 to 10, how happy are you at work?
EVERY IN-BETWEEN WEEK:
• Do you feel comfortable providing upward feedback to your supervisor?
• If you were to give notice and leave our organisation, what would be the primary reason?
• What was the primary reason(s) that motivated you to join us?
• What three words would you use to describe our culture?
TINYPULSE
Gavin
Ex-frontend developer
Fell in to project management
8 years ago I started working with an Agile team
Love at first sight
Agile coach
A little bit about Boost and it’s Agile journey
“Battling Scrum Fatigue” is not a slight
Great for people starting their Agile journey
My favourite benefits (transparency/morale/working software/adapt to changing priorities)
Almost old fashioned to say I love Scrum as it is almost 20 years old
Used on large and small scale projects
Version One survey of almost 4,000 individuals
58% using pure Scrum
75% using either pure Scrum or some sort of hybrid
Groundhog day reference
No breaks in between Sprints
Can seem relentless
Ceremonies get stale, ennui sets in
What was once a fresh codebase is now a legacy system
Changing members can make it difficult for knowledge to stay within the team
The propose and vision around the project can get lost in the mix over time
With no end date, the motivation can be destroyed when looking at an eternal backlog
Because I have seen occur in many of these teams.
Agile isn’t a silver bullet for avoiding burnout or fatigue.
You can have the best Product Owner, and amazing product and a team that works well together but still the Scrum process can takes it’s toll after a while.
So without a lot of care a long running Scrum team can lose sight of their goals and tire of, if not resent, the Scrum ceremonies and artefacts.
And an unmotivated team is an unhappy team.
A 2009 study from the University of Warwick found that people are 12% more productive when they are happy, and I have seen studies claiming 31%
10% less productive when unhappy
A 2002 study found that a positive approach fosters an environment where highly collaborative teamwork can thrive.
204 backlog refinements
204 sprint plannings and forecasts204 sprint backlogs and goals
204 2 week sprints (although we did experiment with 4 week sprints)
1,836 standups
204 product increments
204 reviews
204 retrospectives and sets of goals
Talk about why we still do Scrum after 8 years
Helping to make New Zealand digital content easy to find, share and use
30,000,000 records
Aerial photos, posters and memorabilia, newspaper clippings, artworks, and publications
230 content partners
Earliest paper in Papers Past is 1839
API enables developers to find and query data from across the New Zealand cultural, education, and government sectors and create new digital experiences
Lifelines table consumes our API
4 POs
Lack of engagement in the ceremonies
People just going through the motions
No solid results in meetings
No real ownership of backlog
Tortuous ceremonies - painful and with poor output
Product Backlog items never ready for development - and rolling over and not getting done as a result
Regularly not achieving deliverable increments
Team members working in silos
Scrum deteriorating to the point of being a series of mini-waterfalls
Start losing people
We ran moving motivators by Jurgen Appelo (Management 3.0)
Based on the ten intrinsic (not extrinsic) desires from the works of Daniel Pink (Drive: The Surprising Truth About What Motivates Us), Steven Reiss, and Edward Deci
Most motivating factors left to right
Which ones Boost were supporting up and down
We set up a moving motivators board (Seinfeld reference)
Number 1 motivator
Show and tells
Lunch and learns
Mentorship (andy gray and new recruiting drive based off WHO)
Training and conferences
Changed r&d day
Number 2 motivator
Developer retro (getting great results, my favourite meeting)
Company wide retros
Democratic workplace
Number 3 motivator
Escape mate
Asiana cooking
Werner Herzog movie (Lo and Behold, Reveries of the Connected World)
More celebrations!
Tracking motivators health over time
Order
We put just enough process in place to make people feel comfortable, but not so much as to impinge on our culture.
Status
No one seemed to care about there status, which is good as we don’t have job titles. Obvious mentors did rise to the surface though, and we ensured they had as much time as needed to upskill more junior developers.
Freedom
Ensured that people could work with whoever they wanted by getting laptops
Were losing sight of how they fit in to an amazing bigger picture and the audiences
We arranged a day out where we would get a tour of the library
Presentations around the future vision and the impacts the project had on its audiences
We went behind the scenes to see old manuscripts and intricate books being preserved,
Cool albums, Katherine Mansfield books covered in mud, bags of staples
The team returned with a new sense of purpose, an understanding of how their work fit in to a huge picture and the knowledge that their work had a very important impact on the culture and heritage of New Zealand
First and foremost on any Scrum team, you need the right people.
Not everyone is good at working with a team, and not everyone works well within the Scrum structure.
The values are now front and centre of the scrum guide
Focus on the values and principles
Don’t just blindly implement the framework
Focus - Because we focus on only a few things at a time, we work well together and produce excellent work. We deliver valuable items sooner.
Courage - Because we work as a team, we feel supported and have more resources at our disposal. This gives us the courage to undertake greater challenges.
Openness - As we work together, we express how we're doing, what's in our way, and our concerns so they can be addressed.
Commitment - Because we have great control over our own destiny, we are more committed to success.
Respect - As we work together, sharing successes and failures, we come to respect each other and to help each other become worthy of respect.
Knee jerk reactions to the hard stuff can be damaging, assess why they are hard
Scrum often highlights an organisations flaws, so people move away
Scrum is a light framework, but takes real work to make it effective
Sometimes they move to Kanban which seems like an easier road, when in fact it can be far tougher
A good question to ask yourself is “when was the last time we changed anything in our process?”
Here are a few examples of just some tweaks we have made along the way:
Noticed the team weren’t using the board except for stands
Asked them if they found it valuable
Changed to a Kanban board
Now the board is for them
Makes sense
Has improved their process
Definition of done for each column
WIP limits working well
Team taking accountability
Meteors
Relative sizing
Just split teams and backlog
Shorten Refining Sessions
Jirandicitis
Tasking and hours
Fist to five for Sprint Forecast
Disregarded the questions, add different questions (good news)
Pre-standup Standup
Product Owner led review
Get outsiders in the meeting
Usually the first meeting to suffer from fatigue
Different every time
Make actions SMART
Not too many actions
Make sure actions are visible
Make sure actions get completed
Almost every tool in Scrum is there to promote conversation, and you must do whatever you can to ensure that conversation happens and everyone gets to have input. Developers aren't always keen to talk, so you have to help those conversations to happen (Use headphones always on example).
I have used a few tools to help me monitor the team’s happiness, motivation and thirst for Agile, all of which have helped me to uncover some unspoken feelings people are having about Scrum.
A simple and fun way to measure happiness on a daily basis.
The team I worked with and incorporated the Niko Niko got really in to it and there smiley faces became works of art over time.
If a team are delivering, but are unhappy, that points to something that needs investigation.
Likewise if a team is really happy but not delivering anything. Have they stopped caring?
Use example of Meridian and what happened when I presented the findings of team happiness to them
Another tool I used was stolen from David Mole of Trademe.
They were sending out a regular survey called the HIP survey, measuring happiness, innovation and productivity.
This questionnaire gave me similar results to the niko niko calendar, but got less response from the team.
EVERY FORTNIGHT:
On a scale of 1 to 10, how happy are you at work?
EVERY IN-BETWEEN WEEK:
Do you feel comfortable providing upward feedback to your supervisor?
If you were to give notice and leave our organisation, what would be the primary reason?
What was the primary reason(s) that motivated you to join us?
What three words would you use to describe our culture?
Industry benchmark: 7.2
Overall benchmark: 7.6
Our average: 7.8
Challenge getting everyone to respond
There was no real replacement for just sitting down with someone regularly and talking to them about what is going on with them.
One on ones are essential, do not miss them!
If everybody turns out to be really happy all the time and Scrum is providing the basis for a collaborative and productive workplace, then congratulations! If you have uncovered areas to work on then congratulations! You can’t improve a situation without the necessary information.