Humans of Agile and Scrum
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The success of a project depends on the humans in the team. The personal relationships are of utmost important. Social & emotional intelligence is key to understanding the dynamics in the team. Trust in team goes up as people feel seen, heard and appreciated. This presentation is an attempt to look at the human side of Agile & Scrum and understanding its importance.
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***
This slide was shared at Tech in Asia Product Development Conference 2017 (PDC'17) on 9-10 August 2017.
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Humans of Agile and Scrum
- 1. Humans of Scrum & Agile Saym Basheer Software Development Manager at Nielsen
- 2. Asif Masood Senior Manager True Value Company Chloe Prince Cloud Customer Engineer Google Mentors available during Q&A
- 3. Why Scrum ?
- 6. Scrum is an Agile framework Agile Manifesto: 4 core values ❏ Individuals and interactions over processes and tools ❏ Working software over comprehensive documentation ❏ Customer collaboration over contract negotiation ❏ Responding to change over following a plan https://agilemanifesto.org/
- 7. Scrum is an Agile framework Agile Manifesto: 12 principles
- 8. What is Scrum ?
- 9. Scrum Values ● Commitment ● Courage ● Focus ● Openness ● Respect Scrum Pillars ● Transparency ● Inspection ● Adaptation
- 11. 1. Product Owner 2. Development Team 3. Scrum Master Scrum Team
- 12. 1. The Sprint 2. Sprint Planning 3. Daily Scrum 4. Sprint Review 5. Sprint Retrospective Scrum Events
- 13. 1. Product Backlog 2. Sprint Backlog 3. Increment Scrum Artifacts
- 14. “Done” The purpose of each Sprint is to deliver Increments of potentially releasable functionality that adhere to the Scrum Team’s current definition of "Done".
- 15. “Story Points” A way to estimate relative amount of effort. Fibonacci Sequence: 1,2,3,5,8,13,21 ... Shirt size: S, M, L, XL
- 16. Human Side of Agile
- 17. Human vs Process Humans ● Emotional beings ● Full of desires ● Like to be respected, appreciated & valued ● Varying levels of skills ● Thrive on trust ● Makes mistakes Process ● Mechanistic ● Objective ● Provides structure ● Outcomes are measurable
- 19. 7 Rules of Engagement Accentuate the positive1 Minimize the negative2 No one gets more than 50% of the blame3 You each get 100% responsibility for your happiness and satisfaction4 Express and agree with Truth, always5 Fight for, not against6 Assume good will7
- 21. Job Search
- 22. Harvard Business Review You Don’t Need to Meet Every Qualification to Apply for a Job ● undeserving of the position — like a fraud in mortal fear of being discovered to be inadequate ● Self doubt Don’t Let Impostor Syndrome Derail Your Next Interview ● Comparing self to others ● Growth mindset - Carol Dweck
- 23. courses.wrightfoundation.org Free for limited time
- 24. Asif Masood Senior Manager True Value Company Chloe Prince Cloud Customer Engineer Google Molly Beran Director of Project Management Strata Decision Technology Jessica Kosturko Director Of Engineering The New York Times Mentors to connect on LinkedIn
- 28. ● Agile Manifesto ● Scrum guide ● Define what makes a “team” ● What Google Learned From Its Quest to Build the Perfect Team ● Heart of the Fight- Wright Foundation bibliography