Now That We're Agile, What's a Manager to Do?
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We teach managers to foster agility by encouraging their teams to self-organize, stop assigning work, and telling them how to do it. Since the Product Owner defines the what and the team defines the how, what’s left for managers to do? Managers need to become servant leaders. It’s a key success factor for agile transformations. However, most managers have no idea what servant leadership is or what these leaders do. David Grabel teaches the true meaning of servant leadership—transforming it from a buzzword to a guiding principle. Learn how, as a leader, you can accelerate your team’s agile journey. Working in groups, participants discuss the challenges faced by an agile manager. As part of your learning, create artwork using Legos, clay, and pictures to illustrate how a servant leader meets the challenges of today. David defines the new job description for today’s managers in tomorrow’s agile culture. Come and prepare to take your part in it.
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Agile pandemic.pptx
Agile is just a fad. Don't adopt agile because the world is. Adopt agile if it solves your problem. For which you need to know your real problems.
When you are new follow them as-is. But don't stay new too long.
Question everything. See beyond methodologies and manifestos. These are not perfect. There is scope of improvement in them too. Challenge them. Seek beyond and deeper.
Best of luck!
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Lean, Scrum and Agile Principles as used in Principles to Practices workshop by Rowan Bunning of Scrum WithStyle.
IBM Innovate2014 - Is Agile Compliance an Oxymoron?
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Learning Objectives
- How to use agile in a highly-regulated environment
- How to incorporate strict regulatory requirements within an agile development approach
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Have you ever thought why scrum works? That too from NeuroScience perspective?
We all acknowledge and understand that we have moved beyond and past machine age or service era and are living in what is called “Knowledge Era”. Focus of current times is shifting from behaviours to values. From people to brain. Yet, we know very little about people or brain or its working.
Through this talk, I will attempt to link hard neuroscience to scrum and its practices to see why it works or does not work. Also we would look at practices required beyond scrum to create an environment where scrum can flourish. Or even exists!
Ahmet Akdağ, ACM - Management in Agile | Agile Greece Summit 2015
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Executives role in agile
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We introduce useful and proven practices that increase the sticking power of new agile teams, allowing them to stay agile long into the future. To create sustainable change, agile teams have to overcome organizational gravity that pulls them back into the old, comfortable ways of working. New agile teams are especially at risk of falling back after the coaches leave or the agile transition is declared ‘over’. By helping the team set expectations early, the +15 practices provide support just when the team is most vulnerable, and increases the chance of creating lasting change.
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Successful Agile transformations are built on successful Agile teams; achieving sustainable success depends on helping those teams grow and evolve over time. But in order to be self-organized and self-directed, newly formed agile teams need an example to follow; they need to have a glimpse of where a team can get to after 3, 6 or 12 months of continual retrospection, learning and improvement. Unfortunately, in many cases, there are few examples of such success around them. In a large organization, the inertia of existing cultural norms is likely to weigh down on any visions of excellent execution, diluting the vision and ultimately limiting the success of the teams and the transition.
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1. Water-Scrum-Fall
2. The 'contract game' and its misalignment with "customer collaboration over contract negotiation"
3. Release rigidity - inability to adjust scope and/or release timing in order to maximise value for money
4. Limited visibility and transparency
5. Dependency hell
6. Skills bottlenecks
7. Lack of cross-team learning
8. Lack of design and architectural alignment whilst avoiding 'ivory tower' architecture
9. Inability to resolve organisational mis-alignment issues outside of delivery teams
Not all frameworks marketed as Agile are designed to address these problems.
In this session, we will introduce Large-Scaled Scrum (LeSS) as an organisational design framework and illustrate how it provides solutions to problems that commonly lead to friction, deliver challenges and difficulties realising the benefits of Agile within large programs and product development efforts.
We will outline each organisational dysfunction / scaling challenge, and connect these with the elements of LeSS that avoid the dysfunction or greatly LeSSen the problem
First presented on 7 May 2015 at
Project Management Institute (PMI) Sydney Chapter Meetup
http://www.meetup.com/PMISydneyMeetup/events/219823489/
Recommended
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When you are new follow them as-is. But don't stay new too long.
Question everything. See beyond methodologies and manifestos. These are not perfect. There is scope of improvement in them too. Challenge them. Seek beyond and deeper.
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Agile software development is a light framework that focusses more on early value delivery and incremental improvement than traditional tasks like detailed up-front planning, comprehensive specifications and technical documentation. But from the perspective of regulatory compliance, this planning and documentation serve a purpose. How can we reconcile agile approaches that value a working product over documentation with the need to meet regulatory requirements for, e.g. medical devices or telecommunications? I will discuss how to bring together the apparently conflicting needs of regulatory compliance and agile, and show by example how agile teams actually approach tough regulatory requirements in finance, healthcare and telecommunications.
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- How to incorporate strict regulatory requirements within an agile development approach
- The power of agile as a risk-limiting software development approach
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We all acknowledge and understand that we have moved beyond and past machine age or service era and are living in what is called “Knowledge Era”. Focus of current times is shifting from behaviours to values. From people to brain. Yet, we know very little about people or brain or its working.
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We introduce two concepts, the +15 Team and the +15 Flightplan, that support teams not just at the beginning of a transformation, when management attention and resources are focused on the effort, but much later on as the teams begin unlocking some of the more challenging engineering practices, such as continuous integration or continual refactoring which take time and repeated practice to achieve. You will learn how to work with a new team to apply these concepts, and how the team can use these to guide growth over time.
Successful Agile transformations are built on successful Agile teams; achieving sustainable success depends on helping those teams grow and evolve over time. But in order to be self-organized and self-directed, newly formed agile teams need an example to follow; they need to have a glimpse of where a team can get to after 3, 6 or 12 months of continual retrospection, learning and improvement. Unfortunately, in many cases, there are few examples of such success around them. In a large organization, the inertia of existing cultural norms is likely to weigh down on any visions of excellent execution, diluting the vision and ultimately limiting the success of the teams and the transition.
The +15 Team is a simple exercise to focus the team on developing good agile behaviors that provide the roots from which a team can grow. The +15 Flightplan is a workshop or game that delivers a long-term plan for agile maturity created by the team that allows the team to soar over time. Participants will be introduced to this technique as a way to better guide the team’s development over time as well as learn how and when to respond. Spending just minutes at every retrospective using these artifacts can make the difference between a team returning to old habits and performance levels or striding forward to become self-directed, high-performing agile teams.
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Whilst becoming proficient at single-team Agile is not easy, scaling to many teams and possibly many sites adds many additional challenges.
Often these challenges include...
1. Water-Scrum-Fall
2. The 'contract game' and its misalignment with "customer collaboration over contract negotiation"
3. Release rigidity - inability to adjust scope and/or release timing in order to maximise value for money
4. Limited visibility and transparency
5. Dependency hell
6. Skills bottlenecks
7. Lack of cross-team learning
8. Lack of design and architectural alignment whilst avoiding 'ivory tower' architecture
9. Inability to resolve organisational mis-alignment issues outside of delivery teams
Not all frameworks marketed as Agile are designed to address these problems.
In this session, we will introduce Large-Scaled Scrum (LeSS) as an organisational design framework and illustrate how it provides solutions to problems that commonly lead to friction, deliver challenges and difficulties realising the benefits of Agile within large programs and product development efforts.
We will outline each organisational dysfunction / scaling challenge, and connect these with the elements of LeSS that avoid the dysfunction or greatly LeSSen the problem
First presented on 7 May 2015 at
Project Management Institute (PMI) Sydney Chapter Meetup
http://www.meetup.com/PMISydneyMeetup/events/219823489/
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What got you here as a leader is not going to get you to the next level. Faster rate of disruption and a new workforce dynamic are demanding leaders to work differently.
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• How a typical internal agile coach spends their time
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Leadership Agility - Agile Leadership Fest 2019
What got you here as a leader is not going to get you to the next level. Faster rate of disruption and a new workforce dynamic are demanding leaders to work differently.
In this presentatation at Agile Leadership Fest, David Hawks walked through key mindset shifts leaders need to make to thrive in this new world.
Agile practices from a standing start
We all know the engineering practices we should be using, and many teams I meet say that they have plans to start unit testing or test automation, ‘in the next 6 months’. But for a variety of reasons familiar to all of us, like time pressure and ever increasing demands from the customer, these worthy plans rarely come to pass. Using experiences from starting agile teams, I’ll throw out some proven strategies for getting a toe hold in adopting great agile practices, as well as looking at real examples from the audience and how we might accelerate the adoption of good practices.
Ahmed Sidky (Keynote)
The document discusses achieving sustainable agility at scale. It begins by introducing Ahmed Sidky and his experience in agile transformation. It then presents a hypothetical scenario of a CIO trying to quickly transform a large IT organization of 3,000 people to agile. However, the summary notes that the CIO's plan focuses more on process change than culture transformation and may not lead to sustainable organizational agility. The document goes on to discuss the differences between industrial and knowledge work mindsets and fixed versus agile mindsets. It emphasizes that agile is first a mindset described by values and principles before specific practices. Achieving organizational agility requires transforming the entire organizational culture and ecosystem, not just processes.
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Come hear the story of how a business unit at one of the world's largest networking companies transitioned to Scrum in eighteen months. The good-more than forty teams in one part of the company moved quickly and are going gangbusters. The bad-an adjacent part failed in its transition. The ugly-if you're in a large company with globally distributed teams, it's not hard to torpedo Scrum adoption. Steve Spearman and Heather Gray describe Scrum adoption challenges for a multi-million line, monolithic system developed across multiple locations worldwide. They share the techniques and tools that helped them implement Scrum in just two project cycles and the reasons part of the company failed to make the leap. Find out how they gained critical executive support, moved from component-based specialization to Scrum's generalizing specialists, found enough ScrumMasters, adjusted to twelve-hour time differences, and dealt with classical PMOs. Take away concrete approaches to improve your enterprise agile conversion-and an appreciation for problems you will surely face.
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Team Member to Mgr: “Now I’m in a self-organized team, what do you do exactly?” Mgr: “Um, good question. Come to the talk and find out.”
Learning Objectives:
* Be able to answer the question “What do you do as a manager of an Agile team?”
* Understand the difference between line management, functional management and program management.
* Learn how to influence behavior through visible progress and expectations management rather than telling teams what to do.
* Discover why a focus on flow and value delivery is critical to Agile leadership.
* Bring Dilbert cartoons into your management style without everyone calling you “the pointy haired boss.”
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This document discusses successful Agile teams at scale. It begins by explaining why organizations want to adopt Agile practices like shorter time-to-market and improved quality. However, true Agile adoption requires changes to business, culture and ways of working. The document then discusses scaling Agile through frameworks like SAFe and DAD which provide structure for large, distributed teams. Supporting practices for Agile at scale include risk management, delivery assurance and governance. Finally, the document states that successful Agile teams at scale provide benefits like reduced time-to-value and improved business relationships, but require investments in people, processes and tools to support collaboration.
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For an organization to truly move to agility they must develop more than the traditional Scrum roles of ScrumMaster, Product Owner and Scrum team. They must create internal agile coaches. These agile advocates guide other ScrumMasters and Product Owners, assist teams with problems implementing Scrum and help the organization adopt the agile mindset.
How do you move from the ScrumMaster role to that of an agile coach? In this session, we’ll identify the characteristics of a good agile coach, how the role differs from the ScrumMaster and how to build an internal agile coaching organization. We’ll learn:
• Who makes a good agile coach
• How a typical internal agile coach spends their time
• How to assess problems in an unfamiliar team
• Metrics and tools to help the agile coach
• Getting teams started in Agile
• Continuing your own learning
This session is crucial for anyone who has a desire to help agile practices grow and thrive in the organization.
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Lean practices focus on continuously improving processes to achieve high quality standards through collaboration instead of competition. Managers must support teams and remove barriers between departments so that everyone can better serve customers. Many companies are adopting Agile and Lean methods like Scrum, Kanban, and ITIL to develop products through a Minimum Viable Product approach using the latest tools.
Introduction to Scrum@Scale
Scrum is a framework for agile software development, originally formed with principles for self-organizing teams. This document discusses patterns for scaling scrum to larger organizations. It describes team-level scrum processes and roles like product owners and scrum masters. It then covers components for scaling scrum, including continuous improvement, cross-team coordination, metrics and transparency. Executive-level roles like the executive action team and agile practice are presented for guiding transformations at scale.
Burning Agile
The document discusses the history and growth of Burning Man, starting with 35 attendees in 1986 and growing to over 56,000 in 2012. It then discusses various challenges with attempting to scale agile frameworks like Scrum and Kanban to large organizations, noting that complex systems cannot be predicted or controlled in the same way as ordered/certain domains. The presentation cautions against rigidly applying practices without understanding beliefs, actions, and culture, and argues that scaling frameworks provide an illusion of predictability that does not reflect reality in complex environments.
Will Agile kill Project Management
The document discusses whether agile will kill project management. It presents some key differences between traditional project management and agile approaches. While agile prioritizes adapting to change over stickling to a predefined plan, it does not eliminate project management but rather changes it. Agile still uses practices like planning at different levels from programs to sprints, but allows for more flexibility in scope to keep costs and time fixed. The document argues project managers still have an important role in agile, but with less command-and-control and more of a focus on leading and facilitating teams.
The Anatomy of an Agile Organization
Out of the success of some pilot (experiments) more and more organizations are stumbling on how to scale those experiments throughout the rest of the company. What most organizations end up doing is to reuse over and over again the same structures and the same rules they have been using for years, missing entirely the point about Agile. If you want to make it work for your organization, start from looking within a Team and understand what makes them Agile... look deeper into principles and values, not so much in practices, as those will emerge out of experience from your teams. Also understand the major difference between becoming agile and adopting agile. The latter encourage the wrong behaviour of looking on the market at existing models to adopt, and roll-out within your organization. Look at those model as a confirmation that is possible to solve your problems - as someone else apparently already did - and as inspiration. Also be vary of models which are not stemming out of experience, but of a lot of thinking, as that doesn't fit well to the Agile and Lean paradigm. Finally there are many factor you can evaluate in your journey toward becoming more Agile, there are level of complexity growing at an organizational level which you might not find in teams. Finally look at identifying metrics for tracking your progress in a way that reflects the outcome your organization is delivering and not the "work" is doing. In fact learning to work in an Agile way means learning to deliver more, by doing less. In the presentation I use the metaphor of an organization being a "car" rather than an organism, because of pure esthetic reasons, it would get rather bloody with an organic metaphor. I am aware like all models, has its weaknesses, and one of those is that it is mechanic, and predictable, unless it is a transforming car :-)
The Agile Enterprise: The Role of Leadership & Organization Health in Scaling...
The document discusses the concept of an "Agile Enterprise" and the role of leadership and organizational health in scaling agile practices. An Agile Enterprise is described as more than just implementing agile methods for software development - it is a nimble, responsive, innovative system that is agile-informed in its purpose, structure, processes and culture. This allows the enterprise to use business agility as a competitive advantage. The document emphasizes that effective leaders, teams and organizations create "Cycles of Value" by aligning, acting, and adjusting to continuously improve and innovate.
Stop scaling... Start growing an Agile Organization!
Strategic advantage lies in being yourself and doing the right things the right way. Those who copy what their competitors are doing, place themselves behind the pack — a sure way of losing. This is why “scaling” agility is misleading at best, and disastrous at worst. When you take an existing model and fit your organization to that, you lose much of what makes you unique and different.
Companies small and large must instead learn to grow their own agility for their own advantage. This sounds simple — and it is, when you know what to look for.
In this keynote, Andrea Tomasini presents guidelines and heuristics for growing an agile organization. You will understand why the first step in any transition must be learning how to change. Small inexpensive experiments and empirical metrics will lead you towards your strategic goal, iteratively and incrementally.
The agile transition never ends — but you know it’s working when transitioning becomes a way of life. This not only lets you adapt to new market conditions: it also allows you to create change in the market, on your own terms.
The complexity of scaling agile in a large organization
Fundamental principles on “growing”
Concrete examples (Siemens, Ericsson…) from companies of all sizes (60-6000 employees)
The principles are simple, but they must apply to the organization, not the product or the system architecture.
The heartbeat of a growing organization.
Enterprise Agile Coaching - Professional Agile Coaching #3
“Agile coach” is a term that is thrown around pretty loosely these days. But what exactly is an agile coach? How do they differ from the more tactical roles, like ScrumMaster? And how do organizations find the agile coaches that are right for them?
In the final session of our “Professional Agile Coaching” series, we’ll examine how organizations can build an Enterprise Agile Coaching strategy. We’ll look at:
• When to use an external versus internal coach
• How to choose a coach with the abilities your team/organization needs
• The differences between team and enterprise agile coaching
• Creating a communication plan with your agile coach
• Developing an internal agile coaching organization
This session will help organizations make the best use of both internal and external coaches in order to ultimately build the deep internal skills and knowledge necessary for a successful agile transformation.
big bang delivery to continual value delivery
Recent years has seen an emerging new standard in software delivery, with Gartner claiming that over 80% of software development uses some form of agile methodology. Starting by understanding the mega-trends underlying this shift, from the commoditization of software changes, to the proliferation of development frameworks, to the increasing influence the customers of software have on the development lifecycle, we’ll consider the fundamental differences between a long big bang delivery lifecycle and a short incremental value delivery lifecycle, and its impact on information systems, security and controls.
Epic Budgeting - how agile teams meet deadines
The document discusses how agile teams can meet deadlines through epic budgeting. It describes calibrating estimates for epics based on historical team velocity data to set more accurate expectations. It also discusses adjusting scope if real data shows work exceeding deadlines, prioritizing work, and delivering in increments to track progress towards goals and highlight dependencies impacting schedules. Empirically recalibrating estimates and focusing on incremental delivery can help agile teams plan towards and meet deadlines in complex and uncertain environments.
Illuminating scrum by comparing LEsS with safe - Rowan Bunning
The document discusses scaling Scrum frameworks like SAFe and LeSS. It begins by noting the unrealized potential of Scrum when adopted shallowly only at the team level rather than considering its deeper implications. The speaker will discuss key differences between SAFe and LeSS, including their applicability, team structures, and approaches to coordination. The main point is that Scrum's potential is maximized by questioning why each element exists and ensuring the same purpose at larger scales, as LeSS does, rather than containing Scrum as a building block as in SAFe.
The Executives Guide
The document outlines an agenda for leading a large-scale agile transformation as an executive. It discusses understanding transformation, organizing transformation work, and planning/managing progress. It emphasizes the need to define structure, governance, and metrics to support agility at scale. The transformation should happen incrementally through "expeditions" and "basecamps" to establish agile practices, teams, and systems in an iterative way while removing impediments. A three step approach is recommended: 1) Build a leadership coalition, 2) Define an end-state vision, 3) Plan the transformation in increments.
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Agile at Scale with Scrum: The Good, the Bad, and the Ugly
Agile at Scale with Scrum: The Good, the Bad, and the Ugly
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The Agile Enterprise: The Role of Leadership & Organization Health in Scaling...
Stop scaling... Start growing an Agile Organization!
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Enterprise Agile Coaching - Professional Agile Coaching #3
Enterprise Agile Coaching - Professional Agile Coaching #3
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A Dozen Keys to Agile Testing Maturity
You’ve “gone agile” and have been relatively successful. So, how do you know how well your team is really doing? And how do you continuously improve your practices? When things get rocky, how do you handle the challenges without reverting to old habits? You realize that the path to high-performance agile testing isn’t easy or quick. It also helps to have a guide. So consider this workshop your guide to ongoing, improved, and sustained high-performance. Join Bob Galen and Mary Thorn as they share lessons from their most successful agile testing transitions. Explore actual team case studies for building team skills, embracing agile requirements, fostering customer interaction, building agile automation, driving business value, and testing at-scale—all building agile testing excellence. Examine the mistakes, adjustments, and the successes, and learn how to react to real-world contexts. Leave with a better view of your team’s strengths, weaknesses, and where you need to focus to improve.
How to Become a Scrum Master
Who are the certified scrum masters?
An expert recognized by the Scrum Alliance as a Scrum practitioner with the capacity to effectively lead project teams is referred to as a "Certified Scrum Master".
A Scrum Master is a servant leader who helps the team use the Scrum methodology; they are not a project manager or leader.
Cyberbahn Agile Transformation Deck
This deck described the key services areas CyberBahn provides for a successful Enterprise Agile Transformation.
Tk
This document provides an overview of a half-day tutorial on navigating an agile testing transition. It introduces the presenters, Bob Galen and Mary Thorn, and outlines the key topics that will be covered, including transforming testing teams, increasing automation, different roles for developers and testers in testing, planning and risk-based testing approaches, and continuous improvement. The presentation aims to dispel myths about agile testing and share realities experienced in the field. Interactive sessions are planned where attendees can discuss and design approaches for their organizations. The goal is to help teams successfully adopt agile testing methodologies and practices.
Seven Keys to Navigating Your Agile Testing Transition
So you’ve “gone agile” and have been relatively successful for a year or so. But how do you know how well you’re really doing? And how do you continuously improve your practices? When things get rocky, how do you handle the challenges without reverting to old habits? You realize that the path to high-performance agile testing isn’t easy or quick. It also helps to have a guide. So consider this workshop your guide to ongoing, improved, and sustained high-performance. Join Bob Galen and Mary Thorn as they share lessons from their most successful agile testing transitions. Explore actual team case studies for building team skills, embracing agile requirements, fostering customer interaction, building agile automation, driving business value, and testing at-scale—all building agile testing excellence. Examine the mistakes, adjustments, and the successes, and learn how to react to real-world contexts. Leave with a better view of your team’s strengths, weaknesses, and where you need to focus to improve.
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In the past two decades, Scrum has become the standard for agile development, with more than 90 percent of teams today using Scrum to deliver working software. But, as Scrum starts into its third decade, it’s not the fresh-faced process framework that came into the world in the summer of 1995. In an industry that survives on the bleeding edge of trends will there continue to be a role for Scrum, or will its events, artifacts and roles be consumed by other process frameworks? What really is the future of Scrum? Dave West reviews the past, present, and future of Scrum, using real data from more than 200K open assessments and 50K professional assessments to describe the challenges and future of Scrum. Actionable takeaways include adding the development infrastructure for continuous delivery, defining the systems engineering to manage the operational requirements from the project’s start, creating architectures to simplify the challenges of large-scale development, and providing tools to manage the development and programs.
Data Governance in an Agile SCRUM Lean MVP World
Most of us learned data modeling via a waterfall-driven methodology lens. Yet Agile and other modern development methods have for the most part assumed that data governance is an anti-pattern to just getting things (software) done. Well look at questions such as:
•Are Agile and Data Governance Enemies?
•How can we get stuff done AND get systems delivered?
•And what do we do about existing systems delivered without data governance attention?
We'll also look at how data modeling fits in the answers to these questions.
Agile Success with Scrum: It’s All about the People
This document summarizes an Agile conference session titled "Agile Success with Scrum: It’s All about the People" presented by Bob Hartman and Michael Vizdos. The session discussed why Scrum projects often fail according to surveys, with the top reason being issues related to people and culture. The presenters explored how teams often forget the human element of Agile frameworks. They also reviewed the Scrum values and emphasized the most important unspoken value is creating happiness among team members. Finally, the session proposed an approach for project success focusing on appreciating, protecting, and applauding team members to build respect, optimism, and pride.
Calm Specialist Dan Jackson Apr 11
Dan Jackson has expertise in five main areas: strategy consulting, business improvement, leadership, authoring, and education. He founded CALM Consulting and the Action Strategy Inventory method for strategic planning. As a former naval commander, he now advises boards and executives, leads business improvement projects, coaches clients, and teaches graduate students. He has authored a book on senior leadership and developed an executive coaching program.
Introduction to Agile and Scrum
[To download this complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations]
This introduction to Agile and Scrum is a presentation that provides a high-level overview of Agile and Scrum methodologies. The presentation is aimed at individuals who may have heard of Agile and Scrum but are not familiar with the concepts or principles.
The presentation begins with an introduction of the basic principles and values of Agile and Scrum, which includes an explanation of the Agile philosophy and principles, and an overview of the Scrum framework and its origins. It also discusses the benefits and drawbacks of Agile and Scrum and compares them to traditional project management methodologies.
The key roles and responsibilities within a Scrum team are discussed next, including the three key roles of Scrum Master, Product Owner, and Development Team. An explanation on how these roles interact with each other and the wider organization is provided.
The Scrum framework and its key components, including an overview of Sprints, Backlog, and Artifacts are also explained. The Scrum events, including Sprint Planning, Daily Scrum, Sprint Review, and Sprint Retrospective, are also covered.
Lastly, successful examples of how Agile and Scrum are used in various industries, such as software development, marketing, and education are presented. Discussions on how Agile and Scrum can be adapted to fit the needs of different projects and organizations are also provided.
By the end of the Agile and Scrum PPT presentation, attendees would have a solid foundation in Agile and Scrum methodologies, including a basic understanding of the principles and values, the Scrum framework and its key components, and the roles and responsibilities of the Scrum team. They would be equipped with the necessary knowledge to apply Agile and Scrum to their own work.
LEARNING OBJECTIVES
1. Understand the basic principles, values, benefits and drawbacks of Agile and Scrum.
2. Understand the key roles of the Scrum team, and the Scrum framework and its key components.
3. Understand how Agile and Scrum can be applied to various industries and projects and adapted to fit different situations.
Guide To Becoming A Certified Scrum Master
What do you mean by Scrum?
Scrum is a process framework which is used to manage a project through implementation of Agile Methodology. Scrum is structured in such a manner that the teams can implement and experiment practices of other frameworks as well to get the best results. Scrum best suits for projects where a cross-functional team is working to simplify the complex process.
Agilar - When it comes to agility, let’s do it together
We offer a full portfolio of services in the field of agile and lean consulting. We train, we coach, and we embed ourselves as team members - we improve
Seven Keys to Navigating Your Agile Testing Transition
So you’ve “gone agile” and have been relatively successful for a year or so. But how do you know how well you’re really doing? And how do you continuously improve your practices? And when things get rocky, how do you handle the challenges without reverting to old habits? You realize that the path to high-performance agile testing isn’t easy or quick. It also helps to have a guide. So consider this workshop your guide to ongoing, improved, and sustained high-performance. Join seasoned agile testing coach Bob Galen as he share lessons from his most successful agile testing transitions. You’ll explore actual team case studies for building team skills, embracing agile requirements, fostering customer interaction, building agile automation, driving business value, and testing at-scale stories of agile testing excellence. You’ll examine the mistakes, adjustments, and the successes—so you’ll learn how to react to real-world contexts. Leave with a better view of your team’s strengths, weaknesses, and where you need to focus to improve.
Which Agile Scaling Framework Is Best?
Choice can be a wonderful thing—when you’re buying a car and research abounds to help you decide. But when selecting the best agile scaling framework for your organization, choice can be downright intimidating and costly. SAFe, Scrum of Scrums, DAD, LeSS, or SSwS? There is a lot at stake. With many scaling frameworks to choose from, you’re probably questioning what each brings to the table. How can we assess which will result in the best outcome? What selection criteria should we use? Join Tom Weinberger as he shares expert insights, comparing and contrasting the capabilities of the most popular scaling frameworks and their evolution. Tom discusses the benefits and challenges of adopting and transforming using a scaled framework. He examines the training and vendor support available from both process and tool vendors to assist in the transformation. Tom brings practical advice about “hybrid” frameworks, helping you assess their benefits when one specific model doesn’t fit all your needs. Armed with this knowledge, you as transformation leaders can reduce the stress and costs involved in choosing the best framework for your organization.
Agile leadership in the enterprise
While collaborative, open, innovative, and agile cultures are highly desired by CEOs and employees alike, they remain out of reach for most organizations. In fact, in the 2013 State of Agile survey conducted by VersionOne, 52% of responses indicated that the ability to change organizational cultures as the most significant barrier to further adoption of agility.
Agile transformation longform
1) The document provides an overview of CollabNet's agile transformation strategy and services. It discusses CollabNet's background and industry recognition. It also outlines common challenges faced by clients before adopting agile and typical results achieved after engaging CollabNet for agile transformations.
2) The document covers CollabNet's approach to agile adoption, which includes identifying pilot projects, establishing communities of practice, formalizing processes, and scaling agile enterprise-wide. It also discusses key phases in the pathway to becoming an agile enterprise.
3) Case studies are presented on agile transformations achieved with clients such as Deutsche Post, DHL, Amdocs, Nokia, and Intel that resulted in
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A hierarchy is an organizational network that has a top and a bottom, and where position is determined by rank, importance, and value. A holarchy is a network that has no top or bottom and where each person’s value derives from his ability, rather than position. As more companies seek the benefits of agile, leaders need to build and sustain delivery capability while scaling agile without introducing unnecessary process and overhead. The Agile Performance Holarchy (APH) is an empirical model for scaling and sustaining agility while continuing to deliver great products. Jeff Dalton designed the APH by drawing from lessons learned observing and assessing hundreds of agile companies and teams. The APH helps implement a holarchy—a system composed of interacting organizational units called holons—centered on a series of performance circles that embody the behaviors of high performing agile organizations. Jeff describes how APH provides guidelines in the areas of leadership, values, teaming, visioning, governing, building, supporting, and engaging within an all-agile organization. Join Jeff to see what the APH is all about and how you can use it in your team and organization.
A Business-First Approach to DevOps Implementation
DevOps is a cultural shift aimed at streamlining intergroup communication and improving operational efficiency for development and operations groups. Over time, inclusion of other IT groups under the DevOps umbrella has become the norm for many organizations. But even broadening the boundaries of DevOps, the conversation has been largely devoid of the business units’ place at the table. A common mistake organizations make while going through the DevOps transformation is drawing a line at the IT boundary. If that occurs, a larger, more inclusive silo within the organization is created, operating in an informational vacuum and causing operational inefficiency and goal misalignment. Sharing his experiences working on both sides of the fence, Leon Fayer describes the importance of including business units in order to align technology decisions with business goals. Leon discusses inclusion of business units in existing agile processes, benefits of cross-departmental monitoring, and a business-first approach to technology decisions.
Databases in a Continuous Integration/Delivery Process
The document summarizes a presentation about including databases in a continuous integration/delivery process. It discusses treating database code like application code by placing it under version control and integrating databases into the DevOps software development pipeline. This allows databases to be built, tested, and released like other software through continuous integration, delivery, and deployment.
Mobile Testing: What—and What Not—to Automate
Organizations are moving rapidly into mobile technology, which has significantly increased the demand for testing of mobile applications. David Dangs says testers naturally are turning to automation to help ease the workload, increase potential test coverage, and improve testing efficiency. But should you try to automate all things mobile? Unfortunately, the answer is not always clear. Mobile has its own set of complications, compounded by a wide variety of devices and OS platforms. Join David to learn what mobile testing activities are ripe for automation—and those items best left to manual efforts. He describes the various considerations for automating each type of mobile application: mobile web, native app, and hybrid applications. David also covers device-level testing, types of testing, available automation tools, and recommendations for automation effectiveness. Finally, based on his years of mobile testing experience, David provides some tips and tricks to approach mobile automation. Leave with a clear plan for automating your mobile applications.
Cultural Intelligence: A Key Skill for Success
Diversity is becoming the norm in everyday life. However, introducing global delivery models without a proper understanding of intercultural differences can lead to difficulty, frustration, and reduced productivity. Priyanka Sharma and Thena Barry say that in our diverse world, we need teams with people who can cross these boundaries, communicate effectively, and build the diverse networks necessary to avoid problems. We need to learn about cultural intelligence (CI) and cultural quotient (CQ). CI is the ability to relate and work effectively across cultures. CQ is the cognitive, motivational, and behavioral capacity to understand and respond to beliefs, values, attitudes, and behaviors of individuals and groups. Together, CI and CQ can help us build behavioral capacities that aid motivation, behavior, and productivity in teams as well as individuals. Priyanka and Thena show how to build a more culturally intelligent place with tools and techniques from Leading with Cultural Intelligence, as well as content from the Hofstede cultural model. In addition, they illustrate the model with real-life experiences and demonstrate how they adapted in similar circumstances.
Turn the Lights On: A Power Utility Company's Agile Transformation
Why would a century-old utility with no direct competitors take on the challenge of transforming its entire IT application organization to an agile methodology? In an increasingly interconnected world, the expectations of customers continue to evolve. From smart meters to smart phones, IoT is creating a crisis point for industries not accustomed to rapid change. Glen Morris explains that pizzas can be tracked by the minute and packages at every stop, and customers now expect this same customer service model should exist for all industries—including power. Glen examines how to create momentum and transform non-IT-focused industries to an agile model. If you are struggling with gaining traction in your pursuit of agile within your business, Glen gives you concrete, practical experiences to leverage in your pursuit. Finally, he communicates how to gain buy-in from business partners who have no idea or concern about agile or its methodologies. If your business partners look at you with amusement when you mention the need for a dedicated Product Owner, join Glen as he walks you through the approaches to overcoming agile skepticism.
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Now That We're Agile, What's a Manager to Do?
- 1. AT3 Concurrent Session 11/12/15 10:00am “Now That We're Agile, What's a Manager to Do?” Presented by: David Grabel, Grabel Consulting Services, LLC and Shyam Kumar, UST-Global Brought to you by: 340 Corporate Way, Suite 300, Orange Park, FL 32073 888-268-8770 · 904-278-0524 · info@techwell.com · www.techwell.com
- 2. David Grabel Grabel Consulting Services, LLC Currently bringing agile beyond engineering, David Grabel is a passionate enterprise agile coach. He has introduced Scrum, kanban, XP, and SAFe to organizations from single team startups to organizations with more than 500 teams. David helped develop a process to integrate lean UX design with Scrum delivery teams that was rolled out to fifteen lean UX teams supporting more than one-hundred delivery teams worldwide. A certified CSM, CSP, and SPC, he is studying at the Greenleaf Center for Servant Leadership. David is president of Agile New England. Shyam Kumar UST-Global Shyam Kumar currently serves as a Principal Agile Consultant at UST-Global. He has helped multiple teams and programs adopt and improve upon their agile practices, in Scrum, Kanban and SAFe, at both the team and program levels including co-located as well as distributed teams. He is a CSM, CSP0, SPC and an Innovation Games Certified Collaboration Architect. Shyam is also actively engaged with Agile New England, a non-profit agile user group, dedicated to accelerating the adoption of agile throughout the New England region.
- 3. Now$That$We're$Agile,$What's$a$ Manager$to$Do?! The!Path!to!Servant!Leadership!for!Functional!Managers! David!!Grabel! Shyam!!Kumar! On!the!index!cards!write!down!the!big!!challenge/s!that! functional!managers!face!(or!faced)!in!the!transitioning!to! Agile!in!your!organization.! Use!one!card!per!challenge! Share!it!with!others!at!your!table! Save!index!card/s!for!later!exercise.! Exercise! 5!Minutes!
- 4. What!were!some!of!the!challenges! that!you!came!up!with?! This!is!what!we!encountered!when!we!presented!this!session! at!other!forums:!!! ! Managers:! Assigning!tasks!to!team!members! Telling!developers!how!to!design!a!solution! Telling!testers!which!tests!to!write! Setting!deadlines!with!fixed!scope! Doing!once!a!year,!individual!performance!reviews! Not!acting!to!socializing!knowledge!&!skills!:!!Some!team! members!with!unique!knowledge!&!skills!–!still!continue!to!be!a! single!point!of!failure! Inadvertently!encouraging!“Heroic!Individual!Behaviors”!vs.! “Team!oriented!culture”!–!by!way!of!recognition!&!rewards!!! ! ! Challenges:!Examples!
- 6. The!best!manager!ever!! ! One!who!CHOOSES$to!serve!the!high!priority!needs!of! others!first.! ! Leadership!emerges!from!acting!on!this!choice! Who!is!a!Natural!Servant!Leader?!
- 7. I!am!a!“Recovering!command!&!controlaholic”!!!!!!(see!Lyssa! Adkin!Coaching!Agile!Teams).! ! I!do!my!best!to!listen!&!put!the!high!priority!needs!of!others! first.! ! I!do!my!best!to!lead!by!encouraging!others!to!do!their!best.! Acknowledge!and!celebrate!their!contributions!and! accomplishments.! I!am!NOT!Natural!Servant!Leaders! Robert!Greenleaf’s!Journey! Timothy!Leary!
- 15. Characteristics!of!Servant!Leaders! 1. Listening! 2. Empathy! 3. Healing! 4. Awareness! 5. Persuasion! 6. Conceptualization! 7. Foresight! 8. Stewardship! 9. Commitment!to!growth! of!people! 10. Building!Community! From!“The!Understanding!&!Practice!of!Servant!Leadership”!!by!!Larry!Spears!;!!He!is!a! Coiauthor!with!Robert!Greenleaf!,!!Author!and!President!of!Greenleaf!Center!of! Servant!Leadership!
- 16. 1. Person!of!Character! 2. Puts!People!First! 3. Skilled!Communicator! 4. Compassionate!Collaborator! 5. Foresight! 6. Systems!Thinker! 7. (Leads!by!power!of)!Moral!Authority! Seven!Pillars!of!Servant!Leadership! From!the!book!with!the!same!title!–!by!!James!Sipe!!&!!Don!Frick! At!your!table:! ! Pick!one!of!the!challenges!from!one!of!the!cards!that!you! created!at!the!beginning!of!this!session.! Briefly!discuss!the!details!&!dimensions!of!this!!problem/issue.! ! ! Exercise!!(5!minutes)!! !
- 17. ! Using!the!materials!available!to!you:!!! Depict!a!scene!in!the!future!where!either! a) your!functional!manager!has!transformed!into!a!servant!leader! ! ! ! !! ! ! ! !or! !! b) Or!how!your!servant!leadership!style!had!changed!&!transformed!the! challenge!you’ve!selected.! ! Exercise!(15!minutes)! ! ! Now!for!the!next!10!minutes!–!present!your!team’s!vision!to! other!groups!!i!World!Café!!/!!“Science!Fair”!Format.! !One!original!person!from!the!team!remains!at!the!table!and!serves!as!the! spokesperson!for!the!table,!!presents!its!artifacts!and!explains!its!findings.! ! Others!from!the!table!visit!other!tables!and!listens!to!what!others!have! learnt!from!their!experiences.!!! ! Exercise!(10!minutes)! !
- 18. For!5!minutes!–!retrace!the!steps!–!from!the!future!back!to!the! present!i!from!the!transformed!scene!to!the!present!!on! journey!from!“manager”!to!a!“Servant!Leaders”.! Write!down!as!many!steps!as!you!could!imagine!–!1!per!stickie! Share!all!your!steps!to!your!tablemates! ! Combine!them!in!“chronological!order”! Do!you!see!these!steps!as!a!plausible!path!to!Servant!Leadership!?! ! Exercise!(10!minutes)! Retracing!your!steps!to!Servant!Leadership! RTF!–!Innovation!Game! How!was!the!activity!!for!you?! ! Something!to!Think!about:!!In!the!process!of!working!! in!the!group,!(how)!did!you!experience!presence!or! absence!of!servant!leadership?! ! Report!Out!
- 19. Personal!Reflection!Time:!!Ask!and!answer!these!questions!for!your!self:! ! How!was!my!understanding!of!!Servant!Leadership!enhanced!or! extended!as!a!result!of!this!session?! Did!Servant!Leadership!provide!a!better!or!a!more!viable!way!to! address!the!challenge!that!you!worked!on!?! How!can!I!now!better!help!Functional!Managers!at!my!work!to! enhance!their!embodiment!of!!Servant!Leadership?!! ! How!might!you!add!/!change!this!session!–!so!that!it!would!have!been! more!useful!to!you?!!(Write!that!in!a!card!and!leave!that!card!for!us!at! your!table).! The!EndiGame!(5!minutes)! Thankiyou!!!!! For!your!time,!attention!&!the!privilege!!!! ! Shyam!Kumar!!shyamk77@yahoo.com!! !!!!!!!!!@shyamk77! ! David!Grabel!!dgrabel@vistaprint.com! !!!!!!!!!@dlgrabel! !!