This webinar is worth 1 PDU. The recorded webinar and presentation slides will be made available online after the session. Information will be provided on how to claim your PDU and access the materials. The webinar will cover several topics related to adopting agile practices, including the manager's role in scrum, working with offshore teams, scaling agile, and addressing cultural issues.
Join us for a highly interactive and customized Agile Webinar that will uncover the most prominent, common and troubling roadblocks experienced by organizations trying to adopt agile and will offer solutions to overcome these obstructions!
Teaching pointy haired bosses to be agile enablersRyan Ripley
Are managers hindering your Agile transition? Does it seem like things would be better if the managers all left?
Most managers are intelligent people who have built their careers and fed their families with their current knowledge and experience. During an agile transformation, we need them on-board. Managers know their present situation better than anyone else. They also have inside knowledge about the corporate systems and culture that agile coaches need in order to be successful.
But in some cases the manager does not understand agile. In extreme cases, they can become an impediment to an agile transformation moving forward. How can you get these managers back on your side, supporting the agile transformation?
Agile coaches should start with working to understand what the world looks like through the eyes of these managers. To facilitate this understanding, I discuss re-purposing the concept of product user personas to create manager personas that explore the issues, reservations, hold-ups and concerns that are keeping the manager from supporting an agile transformation.
With this new understanding, agile coaches can develop ways to demonstrate to managers why the agile approach is better, where management fit in the larger picture, and how management also benefits from the changes in the way the team delivers value back to the organization. These insights show managers where they can improve agile projects, how they can add value in a newly transformed organization, and how agile coaches can guide management without alienating them during an agile transformation.
Join us for a highly interactive and customized Agile Webinar that will uncover the most prominent, common and troubling roadblocks experienced by organizations trying to adopt agile and will offer solutions to overcome these obstructions!
Teaching pointy haired bosses to be agile enablersRyan Ripley
Are managers hindering your Agile transition? Does it seem like things would be better if the managers all left?
Most managers are intelligent people who have built their careers and fed their families with their current knowledge and experience. During an agile transformation, we need them on-board. Managers know their present situation better than anyone else. They also have inside knowledge about the corporate systems and culture that agile coaches need in order to be successful.
But in some cases the manager does not understand agile. In extreme cases, they can become an impediment to an agile transformation moving forward. How can you get these managers back on your side, supporting the agile transformation?
Agile coaches should start with working to understand what the world looks like through the eyes of these managers. To facilitate this understanding, I discuss re-purposing the concept of product user personas to create manager personas that explore the issues, reservations, hold-ups and concerns that are keeping the manager from supporting an agile transformation.
With this new understanding, agile coaches can develop ways to demonstrate to managers why the agile approach is better, where management fit in the larger picture, and how management also benefits from the changes in the way the team delivers value back to the organization. These insights show managers where they can improve agile projects, how they can add value in a newly transformed organization, and how agile coaches can guide management without alienating them during an agile transformation.
Great products require many people? Dispel the myth! Start small, and stay small! Self-organisation flourishes in great small teams of passionate, dedicated developers. This presentation is a follow up of our presentation on Self-Organisation. Here we would like to demonstrate, that creative self-organisation is easier to achieve in small teams. We also advocate that it is best to start with one team only, regardless of perceived size of the product.
Learn and be inspired by how Spotify does Agile at scale with squads, chapters, tribes, guilds and more as you want to scale your agile environment Understand the processes and decisions behind Spotify’s organizational design as well as the lessons learned and the changes made the last five years.
Would really like to hear your thoughts on the slides and how can the contents be improved.
Thanks!
Presentation contents:
Definition of Culture
Why Culture is Important
Definition of Agile
What does Self-Organization means in Agile context
Golden Circle of Simon Sinek
Comparison of Traditional Waterfall vs Agile approach
Key Benefits of Agile
Agile Methods and Practices
Scrum Principles and Values
Servant-Leadership
Real-world effects of Agile Transformation
Reasons for Adopting Agile
What's stopping Agile?
Cargo Cult
In this quality assurance training, you will learn Agile. Topics covered in this session are:
• Agile Approach
• What does the Agile Manifesto Mean?
• 12 Principles of Agile
• Central: Incremental and Iterative Development
• Agile Methods
• Scrum Lifecycle
• Agile Methods – Scrum
• Scrum Values
For more information, visit this link: https://www.mindsmapped.com/courses/quality-assurance/software-testing-training-beginners-and-intermediate-level/
Scrummaster Needed Desperately at 2016 Scrum AustraliaBernd Schiffer
There is a lot of reluctance within organisations to place ScrumMasters, let alone to spend money to hire them. Surely this role can be done by one of the developers, right? After all, it’s only a minor role, isn’t it? Far from it! The ScrumMaster is a full-time role. Without it, who can take care of the agile process on behalf of a busy Scrum team?
One way to help teams and management understand the value of the ScrumMaster’s role is to show them the volume and importance of tasks a ScrumMaster can fulfil, and the consequences of what happens if nobody takes care of these tasks. This session not only presents the 42 tasks of a ScrumMaster’s role but will clearly show that every Scrum team needs a ScrumMaster.
What does a Scrum Master do all day if a Daily Scrum is only 15 minutes? This talk - “A Day in the Life of a Scrum Master” - will explore the role beyond simple facilitation of the Sprint Ceremonies. Attendees learn four different areas of focus for a balanced approach to the role.
Agile at Scale: Lessons From the Mongolian Horde and OthersAtlassian
As agile methodologies go mainstream, enterprises want to know how they can make agile work at scale. Unfortunately, becoming an agile organization is not as simple as following a canned methodology. Join Matthew Lawrence, Atlassian Group Product Manager for Agile at Scale Solutions, to learn how the concept of agile organizations goes back thousands of years, why agile is a cultural phenomenon and, how you can be as agile as a Mongolian horde to help drive cultural change.
Getting rid of agile in a few simple stepsHanno Jarvet
How to get rid of Agile, Lean, Kanban and Scrum. If you know how to get rid of Agile, you are better at protecting it. All change initiatives have to compete with the status quo. How to take a systems/hacker view of change initiatives to find weaknesses you can exploit.
How to get your agile development team to love you (product camp, 3.14)Ron Lichty
Product managers and product owners can engage and motivate their teams to delight customers - or they can distract and dishearten their teams. Ron Lichty has been a product manager and VP in among leading development organizations and teams. As a development leader, he regards product managers who "get it" as key partners in delivering great work. This Product Camp talk delivers 15 ways to engage and motivate teams - so you can, together, delight customers.
An introduction to the Spotify matrix model including recent updates we've made as we have continued to grow. I presented this talk at the Spark the Change Conference in London, UK on July 1, 2015.
Scrum and Kanban - Getting the Most from EachMichael Sahota
Scrum is the most popular Agile methodology with Kanban a growing second choice. Learn about the core parts of each one as well as how they differ so that you can find the best fit for your team or organizational context. For example, Scrum is great when you want to shake up the status quo and transform the way you work. Kanban is great when small changes are a better fit for the environment. Learn how they work and how you can use them in your environment.
Participants will be introduced to the principles of Lean and the application of Kanban to visualize their work, limit distraction and waste, and get stuff done.
I’ll cover the core concepts outlined in Jim Benson and Tonianne DeMaria Barry's book, Personal Kanban, to get you started.
This is my talk about agile governance from Tampere Goes Agile 2012. This is also my first public presentation on the topic and the slides will be improved in the future.
Governance issues happen in all but the most trivial agile transitions. For example, an organization that is starting to use Scrum introduces the Product Owner role and a twice-weekly sync meeting for all POs. The established Project Management Office however continues to run the monthly project pipeline meeting where projects are given permission to start or close down. So there are now two different groups that are formally responsible for making resource investment decisions. (This particular situation is reflected in the title of my talk.)
Agile governance is a broad topic. Mainly, it's a sensemaking method that brings out the actual governance structures in the organization, which may differ from the planned or desired governance structures. Through this we can study how governance is set up in agile organizations, and also what happens in organizations that are going through a transition. Eventually, we may arrive at some governance guidelines or perhaps even a ready-to-roll governance model for agile organizations.
The topic is important and we hope that it will eventually be addressed in all sensible agile transition methods and frameworks. :-)
Great products require many people? Dispel the myth! Start small, and stay small! Self-organisation flourishes in great small teams of passionate, dedicated developers. This presentation is a follow up of our presentation on Self-Organisation. Here we would like to demonstrate, that creative self-organisation is easier to achieve in small teams. We also advocate that it is best to start with one team only, regardless of perceived size of the product.
Learn and be inspired by how Spotify does Agile at scale with squads, chapters, tribes, guilds and more as you want to scale your agile environment Understand the processes and decisions behind Spotify’s organizational design as well as the lessons learned and the changes made the last five years.
Would really like to hear your thoughts on the slides and how can the contents be improved.
Thanks!
Presentation contents:
Definition of Culture
Why Culture is Important
Definition of Agile
What does Self-Organization means in Agile context
Golden Circle of Simon Sinek
Comparison of Traditional Waterfall vs Agile approach
Key Benefits of Agile
Agile Methods and Practices
Scrum Principles and Values
Servant-Leadership
Real-world effects of Agile Transformation
Reasons for Adopting Agile
What's stopping Agile?
Cargo Cult
In this quality assurance training, you will learn Agile. Topics covered in this session are:
• Agile Approach
• What does the Agile Manifesto Mean?
• 12 Principles of Agile
• Central: Incremental and Iterative Development
• Agile Methods
• Scrum Lifecycle
• Agile Methods – Scrum
• Scrum Values
For more information, visit this link: https://www.mindsmapped.com/courses/quality-assurance/software-testing-training-beginners-and-intermediate-level/
Scrummaster Needed Desperately at 2016 Scrum AustraliaBernd Schiffer
There is a lot of reluctance within organisations to place ScrumMasters, let alone to spend money to hire them. Surely this role can be done by one of the developers, right? After all, it’s only a minor role, isn’t it? Far from it! The ScrumMaster is a full-time role. Without it, who can take care of the agile process on behalf of a busy Scrum team?
One way to help teams and management understand the value of the ScrumMaster’s role is to show them the volume and importance of tasks a ScrumMaster can fulfil, and the consequences of what happens if nobody takes care of these tasks. This session not only presents the 42 tasks of a ScrumMaster’s role but will clearly show that every Scrum team needs a ScrumMaster.
What does a Scrum Master do all day if a Daily Scrum is only 15 minutes? This talk - “A Day in the Life of a Scrum Master” - will explore the role beyond simple facilitation of the Sprint Ceremonies. Attendees learn four different areas of focus for a balanced approach to the role.
Agile at Scale: Lessons From the Mongolian Horde and OthersAtlassian
As agile methodologies go mainstream, enterprises want to know how they can make agile work at scale. Unfortunately, becoming an agile organization is not as simple as following a canned methodology. Join Matthew Lawrence, Atlassian Group Product Manager for Agile at Scale Solutions, to learn how the concept of agile organizations goes back thousands of years, why agile is a cultural phenomenon and, how you can be as agile as a Mongolian horde to help drive cultural change.
Getting rid of agile in a few simple stepsHanno Jarvet
How to get rid of Agile, Lean, Kanban and Scrum. If you know how to get rid of Agile, you are better at protecting it. All change initiatives have to compete with the status quo. How to take a systems/hacker view of change initiatives to find weaknesses you can exploit.
How to get your agile development team to love you (product camp, 3.14)Ron Lichty
Product managers and product owners can engage and motivate their teams to delight customers - or they can distract and dishearten their teams. Ron Lichty has been a product manager and VP in among leading development organizations and teams. As a development leader, he regards product managers who "get it" as key partners in delivering great work. This Product Camp talk delivers 15 ways to engage and motivate teams - so you can, together, delight customers.
An introduction to the Spotify matrix model including recent updates we've made as we have continued to grow. I presented this talk at the Spark the Change Conference in London, UK on July 1, 2015.
Scrum and Kanban - Getting the Most from EachMichael Sahota
Scrum is the most popular Agile methodology with Kanban a growing second choice. Learn about the core parts of each one as well as how they differ so that you can find the best fit for your team or organizational context. For example, Scrum is great when you want to shake up the status quo and transform the way you work. Kanban is great when small changes are a better fit for the environment. Learn how they work and how you can use them in your environment.
Participants will be introduced to the principles of Lean and the application of Kanban to visualize their work, limit distraction and waste, and get stuff done.
I’ll cover the core concepts outlined in Jim Benson and Tonianne DeMaria Barry's book, Personal Kanban, to get you started.
This is my talk about agile governance from Tampere Goes Agile 2012. This is also my first public presentation on the topic and the slides will be improved in the future.
Governance issues happen in all but the most trivial agile transitions. For example, an organization that is starting to use Scrum introduces the Product Owner role and a twice-weekly sync meeting for all POs. The established Project Management Office however continues to run the monthly project pipeline meeting where projects are given permission to start or close down. So there are now two different groups that are formally responsible for making resource investment decisions. (This particular situation is reflected in the title of my talk.)
Agile governance is a broad topic. Mainly, it's a sensemaking method that brings out the actual governance structures in the organization, which may differ from the planned or desired governance structures. Through this we can study how governance is set up in agile organizations, and also what happens in organizations that are going through a transition. Eventually, we may arrive at some governance guidelines or perhaps even a ready-to-roll governance model for agile organizations.
The topic is important and we hope that it will eventually be addressed in all sensible agile transition methods and frameworks. :-)
Agility as a movement started with software developers uncovering better ways of doing what they do. Today that movement is driving even business leaders to rethink how they lead their organizations. What does it mean to “be” agile? How can agility be applied to leading organizations? Where do successful agile leaders start? Three stories, three secrets and three tips to apply agility to your life and work and unlock your potential as an executive or a manager.
INNOVATION ROOTS | Webinar | Three Secrets of Agile Leaders | Peter StevensInnovation Roots
Overview:
Agility as a movement started with software developers uncovering better ways of doing what they do. Today that movement is driving even business leaders to rethink how they lead their organizations. What does it mean to "be" agile? How can agility be applied to leading organizations? Where do successful agile leaders start? Three stories, three secrets, and three tips to apply agility to your life and work and unlock your potential as an executive or a manager.
Learning Objectives:
1. Connect agility at the personal, the team and the organizational level
2. Experience how the same challenges that led to poor performance in software development 30 years ago still plague the management of most organizations today.
3. Learn 3 simple techniques to unlock the potential of management.
4. Learn the key concepts and principles of Personal Agility
Agile Washington 2015 Creating a Learning CultureRenee Troughton
Presented in August 2015 at Agile 2015 in Washington DC this is a presentation about a structured 10 week program to grow your own Agile champions and coaches through a series of activities and collaborate learning. This presentation highlights the activities and the learning problem.
10 Safe Essential Elements to Achieve the Benefits of SAFeCprime
This presentation explores what could happen as the Agile Release Train progresses with each later Program Increment. You will learn how to keep the train on the tracks with 10 essentials of SAFe, so you can achieve the full benefits of SAFe.
Agile Tour Zurich Three Secrets of Agile LeadersPeter Stevens
How do leaders achieve long-term goals? How do they inspire people to achieve goals larger than themselves? Three stories of successful leaders, three secrets, and three tips for becoming a better leader. (Hint: The answer is hiding in plain sight.)
General introduction to agile practices like Scrum and Kanban. Also covers what situations Agile is best at, what situations Agile doesn't help with, and what an Agile team should look like. This deck is a general intro to Agile for OpenSource Connections clients.
cPrime's latest Agile Meetup discussion will center around methods for how to monitor and validate the performance of agile.
Many firms that have been doing agile can not determine how or if it has had an impact on the company. Agile expert, Jeff Howey will discuss ways to evaluate agile performance. Join our webinar to learn how to identify the benefits of agile and uncover the differences between companies that exhibit "agile-like" behavior and highly functioning teams.
Transitioning to Scrum is not easy, and for many, distributed teams are the most difficult to manage. In trying to make Scrum work with a geographically dispersed team, increasing efficiency requires adjustments to processes and effective communication and collaboration.
This webinar will provide guidance for proper planning and managing, in order to get your distributed teams working smoothly throughout the scrum processes. Dr. Kevin Thompson, cPrime’s Agile Practice Lead, will address key issues such as:
• How to have scrum meetings for distributed teams (daily scrum, sprint planning, sprint review, retrospective)
• How to cope with time-zone differences
• How to cope with language differences
• Best practices for collaborating in a distributed team
• Best practices for tools that mitigate distributed team impact
Broadcasted: June 15th, 2012 by Jeff Howey, cPrime Agile Coach
To view this live webinar visit: http://cprime.eleapcourses.com/
For more information on Agile & cPrime visit: www.cprime.com
What have you heard about Agile? Trying to decide if Scrum or Kanban is a better approach for your particular team? Are you asking yourself if functions outside of Application Development, such as Marketing, Ux Design, Infrastructure, benefit from Agile techniques? Do you want to know some basic, but powerful, concepts to approaching your release cycle? Do you have complex dependencies or fit in a non-agile PMO environment but want to be agile?
If you answered yes to any of these questions, join us for a webinar walking through these key concepts:
· Agile is not just a framework for software development, it is a way of thinking that can span the business
· Agile gives a more clearly understood measure of progress than traditional Status Reports or Project Plans
· Agile can be done within structured, well-defined PMO processes
· Agile improves the ability to manage Customer and Stakeholder Expectations
We will also discuss some high-level similarities and differences between Scrum and Kanban along with recommendations to incorporate both into your overall strategy, even when your enterprise-at-large needs to continue some projects using a traditional plan-driven approach.
Watch the recorded version of this Webinar here:
Curious about Continuous Integration? Tune in!
Continuous Integration (CI), which is a big part of continuous delivery, is the concept of continuously building and testing software using an automated process. We have learned that utilizing CI could help us catch bugs earlier, enable better visibility, reduce repetitive processes, enable the development team to produce deployable products at a moment's notice, and reduce risk overall.
These slides will identify the various levels of continuous integration and delivery with regards to a release maturity of the development team or parent organization.
Advocates of agile development claim that agile software projects succeed more often than plan-driven projects. Unfortunately, attempts to validate this claim statistically are problematic, because "success" is not defined consistently across studies. This paper addresses the question through a mathematical analysis of these projects. We model agile and plan-driven software projects with identical requirements, and show how they are affected by the same set of unanticipated problems. We find that that the agile project provides clear benefits for return-on-investment and risk reduction, compared to the plan-driven project, when uncertainty is high. When uncertainty is low, plan-driven projects are more cost-effective.
Increase productivity and improve the predictability of software projects. Interest in the Scrum Agile process framework is exploding as companies discover that Scrum enables them to manage software projects with greater reliability and improve responsiveness to customers. This class introduces the skills that project managers and team leaders need to perform the basic steps of a Scrum process for software development.
-Learn how Scrum practices relate to project management fundamentals
-Learn the essentials of Scrum as a software development process
-Learn the three Scrum roles, three Scrum meetings, and three Scrum artifacts
-Project Managers and team leads learn basic planning, tracking, and management skills
-Product Managers learn how to develop and prioritize requirements
-Team members learn how to estimate and break down work
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Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
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at Integral University, Lucknow, 06.06.2024
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Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Safalta Digital marketing institute in Noida, provide complete applications that encompass a huge range of virtual advertising and marketing additives, which includes search engine optimization, virtual communication advertising, pay-per-click on marketing, content material advertising, internet analytics, and greater. These university courses are designed for students who possess a comprehensive understanding of virtual marketing strategies and attributes.Safalta Digital Marketing Institute in Noida is a first choice for young individuals or students who are looking to start their careers in the field of digital advertising. The institute gives specialized courses designed and certification.
for beginners, providing thorough training in areas such as SEO, digital communication marketing, and PPC training in Noida. After finishing the program, students receive the certifications recognised by top different universitie, setting a strong foundation for a successful career in digital marketing.
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Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
2024.06.01 Introducing a competency framework for languag learning materials ...
Overcoming Impediment to Agile Transformation
1. Thanks for joining!
This Webinar is worth 1 PDU
The recorded webinar and slides from the
presentation will be posted online
We will send information to collect your PDU and
access the presentation material after the webinar.
6. Scrum For Webinars
Hybrid Projects
Managers Role
Adopting Agile development practices
How can Agile work with offshore or non-
colocated teams?
Scaling Agile
Cultural issues / "That's not how we do it
here"
What is the best way to get team
members to take ownership for sprint
backlog?
How does Agile work with non-software
development projects?
7. Estimated
Hybrid Projects ???
Managers Role 8
Adopting Agile development practices 13
How can Agile work with offshore or 8
non-colocated teams?
Scaling Agile 13
Cultural issues / "That's not how we do it 5
here"
What is the best way to get team 2
members to take ownership for sprint
backlog?
How does Agile work with non-software 8
development projects?
8. Commitment
Hybrid Projects ???
Managers Role 8
Adopting Agile development practices 13
How can Agile work with offshore or non- 8
colocated teams?
Scaling Agile 13
Cultural issues / "That's not how we do it 5
here"
What is the best way to get team 2
members to take ownership for sprint
backlog?
How does Agile work with non-software 8
development projects?
29. References
Role of the Manager in Scrum – Pete Deemer:
http://www.infoq.com/articles/scrum-
management-deemer/
Rethinking Manager’s Relationship with Agile
Teams – Esther Derby:
http://www.estherderby.com/2011/08/rethinkin
g-managers-relationship-with-agile-
teams.html
What Do Middle Managers Do? – Esther
Derby:
http://www.estherderby.com/2012/04/what-
do-middle-managers-do.html
31. Managers Role
• Complete?
• 8 of 29 pts done!!!
Managers Role 8
Adopting Agile development practices 13
How can Agile work with offshore or non- 8
colocated teams?
45. Buy Books
Growing Object-Oriented Software Guided
by Tests – Steve Freeman and Nat Pryce
Working Effectively with Legacy Code -
Michael Feathers
…
More:
http://agilepainrelief.com/notesfromatoolus
er/2011/08/books-for-newly-minted-scrum-
masters.html
46. References
Making TDD Stick: Problems and Solutions
for Adopters - Mark Levison:
http://www.infoq.com/articles/levison-TDD-
adoption-strategy
SCARF (Status, Certainty, …) Model –
David Rock:
http://www.your-brain-at-
work.com/files/NLJ_SCARFUS.pdf
47. References
Resistance as a Resource – Dale Emery:
http://dhemery.com/articles/resistance_as_
a_resource/
Systems Thinking Overview – Daniel
Aronson:
http://www.thinking.net/Systems_Thinking/
OverviewSTarticle.pdf
Unfortunately the top choice – Hybrid Projects had no
Success in Scrum comes from building and maintaining high performance teams. The value in these teams comes from the relationships between the people, not just their individual skills.
Change the make up of teams – constantlyAssign tasks- Micro Manage
Katzenbach and Smith – Wisdom of Teams – High Performance teams need a challenging performance goal. Effectively we provide this with the Product Vision at the release level and the Stories committed to each Sprint.
Wisdom of Teams – again – Teams require clear boundaries to organize in. For example – a team might have complete control over how they implement application UI but have to live with certain key performance constraints.Interestingly research in Creativity (Keith Sawyer) shows that the same highly creative groups need the same conditions.
Manager can out organize a self organizing team in the short term. However as the team grows it will achieve more than a managed team.
Sit in the team areas, listen to what is said. How quiet is it? A lack of noise is a sign that the team aren’t collaborating.Ask permission to listen to daily scrum. What is said? What isn’t said?
Make it safe to fail. We learn by running small controlled experiments seeing what works. In some traditional organizations failure is seen as bad. Agile Managers need to make it safe for their team members to fail. Its better to run small
Look for the existing team impediments
References will be provided in the followup email
This can be a problem with all of the practices not just the technical ones. However the examples we will use here will be focused primarily around the technical.In this case lets assume we’re trying to adopt Test Driven Development and one of our developers is saying, no. It doesn’t work, it can’t work or I won’t do it.The ideas can be implied to any.
Rarely can we convince any one to try a new idea just be selling them. All selling will do is raise the level of their resistance.
We need to understand their mindset and what they’re thinking. Resistance comes from somewhere. Perhaps they’re friend tried TDD and couldn’t get it to work. Perhaps they read a little bit about it in a blog and couldn’t understand why it would be useful.
People don’t act and work in isolation its important to understand the pressures and forces that act on someone each situation.
You can only get them to try new things if first you understand their problems.Example perhaps your developers are frustrated with how difficult it is to make small changes to their existing code.Perhaps they’ve tried Unit Testing but it was difficult because all of the classes in the code base were tightly coupled. The code is tightly coupled because the developers have been under pressure for years to deliver more code. As a result they’ve rushed and not taken the time to keep the code simpleIn addition because they’re still under that pressure they don’t want to try something new because it will slow them down at first.
David Rock offers a useful model of five major human motivators, he calls it SCARF.In this case our developer might feel that their: Autonomy is under threat – being told to use TDD takes away their freedom to work in the way they think makes sense.Certainty – they’re scared that this will affect their next performance review.Etc.However we can turn this things around. We can appeal to their Status by showing them that learning TDD will make them one of the most advanced and productive developers in the organization.We can appeal to their certainity by promising this won’t hurt them in their next performance review.Etc.
Create cognitive ease – make the ideas as simple as you can to understand.Don’t ask people to start learning Test Driven Development in your mainline code base.
I will recheck UserVoice see what the top priorities in the backlog are. I will ask clarifying questions around