Downloaded 22 times
Uploaded byNamrata Datta
Introduction to Agile & Agile MindSet
The document provides an introduction to Agile methodologies, focusing on key concepts like the Agile Manifesto and Scrum processes, including roles, ceremonies, and artifacts. It emphasizes continuous improvement, customer collaboration, and maintaining a sustainable work pace while adapting to changes. Additionally, it touches upon cognitive biases such as planning fallacy and the impact of facial expressions on communication, suggesting that effective teamwork and open discussions can drive success.
Introduction to Agile & Agile MindSet
- 1. Art of Agile( Introduction) Basics Roles Various Methodologies
- 3. “ ” Course Objectives Learnthe essence of Agile Bust the myths around agility Learn about various Agile Methodologies Know What’s Different in Agile? Understand the end to end Scrum process Know you Role and Responsibilities Understand Scrum Process, Activities & Deliverables Forget your fear from a change Speak Agilish Learn to have fun at work
- 4. Individuals and Interactions Processes andToolsover Working software Comprehensive documentation Customer collaboration Contract negotiationover Responding to change Following a planover over “While there is value in the items on the right, we value the items on the left more” Agile Manifesto
- 5. Continuous attention to technical excellenceand good design The best architectures, requirements and designs emerge from self-organizing teams Simplicity--the art of maximizing the amount of work not done Satisfy the customer through early and continuous delivery of software Business people and developers work together daily throughout the project Working software as primary measure of progress Welcome changing requirements, even late in development Build projects around motivated individuals The sponsors, developers and users should be able to maintain a constant pace indefinitely Deliver working software frequently Face-to-Face conversation for conveying information At regular intervals, the team reflects on how to become more effective and adjusts its behavior Principles
- 6.
- 7.
- 9.
- 10. Roles Ceremonies Artifacts ProductOwner Sprint Planning Product Backlog Scrum Master Daily Standup Sprint Backlog Team Sprint Review Burn Down Chart Retrospective Scrum Components
- 11. As a user, Ican read the reviews of the books that I want to purchase As a shipping manager , I can list of pending orders As a user, I can restrict searches so that I only see photos of the goods for purchase As a user, I can return the goods purchased Example – Online Shopping Portal
- 12. 3 Rules 1 Tool SimpleMechanics Implement Kanban with existing system Agree to continually, incremental and evolutionary change to improve the system Make small changes rather then huge process changes Empower the workforce Hold frequent discussion and adopt changes Make policies explicit Measure your flow KANBAN
- 13. Agile Mind Setor Rational Thinking Limited capability of handling attention July 2016, Namrata Datta
- 14.
- 15. All thefacial expressions - the decoding happens by other person automatically . This is based on his or her perception. ( emotional link ) . We also start estimating the next course of action based on the facial expression . The intuitive side of the brain works In all mathematical calculations it is your cognitive brain Working memory VARIOUS FACIAL EXPRESSION
- 16. THE PROCESS OFPASSING ISSUES FROM L TO R SLOWS DOWN YOUR BRAIN
- 19. TWO SIDES OFBRAIN “LEFT ” & “RIGHT”
- 20. Now the“L “ side of the brain is intuitive ,quick , prompt and responds spontaneously . L side of the brain works on perceptions . “R” side requires extra energy and effort to get moulded in analytical approach . Body has a limited power and hence there is a limited power for brain to work , so Brain R doesn’t want to consume lot of energy . So it remains in an effortless state . Only Controls and manages your behavioural aspects like anger etc. THE SYSTEM “L “ & “R” OF THE BRAIN http://www.r it.edu/imagin e/brain.php
- 21. “L” SIDE OFTHE BRAIN - WHICH LINE IS BIGGER ??
- 23. “R”- SIDE OFTHE BRAIN Only comes into action where the nature of the problem is serious and requires attention. COUNT 1 – 9 ( it is effortless ) If I have to switch on to 1 A , 2 B , 3 C , 4 d , 5 E-----then efforts are required . At this stage “PART R “of your brain is working , your attentive system ceases down but those who can do it faster are suppose to be intelligent . BUT may not be rational . EXAMPLE : A bat and a ball cost 1.1 $ The bat costs 1 $ more than the ball How much does the ball costs ? “ WE ARE BLIND TOWARDS OUR IGNORANCE AND GOOD IN FINDING MISTAKES IN OTHERS “
- 24.
- 25. PLANNING FALLACY &OPTIMISTIC BIAS
- 26. PLANNING FALLACY Whileplanning we take our strong views and if you are a good leader you take views from your team as well. ( System A of your brain works , for success of your planning ) Question : WHAT WE ARE NOT TAKING INTO ACCOUNT WHILE PLANING ??? What we are missing : Plan for fallouts Not thinking on the reasons for the failure Go for base rate – for success and failure EXAMPLE : Legal cases ( hence you support the people who gives support to your views ) Similarly less assertive or low confident team is not liked by the board The damaged caused by the overconfident CEO gets further enhanced , if he is projected as a celebrity . WHAT IS MISSING ? Competition neglect : Zero sum game Working on WYSIATI We focus on our plan – where is the base rate effect Focus on our plan – where is the planning of others Illusion of control – we strongly believe on our skills , we believe that the situation is within my control