The document discusses challenges team leaders face at different stages of a team's development and maturity. It outlines three stages - chaos, learning, and mature. It provides examples of leadership failures at each stage when the wrong type of leadership is applied. It emphasizes the importance of the team leader adapting their leadership style to the current needs of the team based on what stage of development and maturity it is in.
You will learn how to set the stage and provide clear boundaries within each ceremony. Heck, this practical knowledge will help you in any meeting, not just Scrum. With this knowledge you will get the team to collaborate with each other and with you.
Target audience: Fresh and experience scrum masters wishing to acquire additional tools and skills and agile coaches leading organizational change.
You will learn how to set the stage and provide clear boundaries within each ceremony. Heck, this practical knowledge will help you in any meeting, not just Scrum. With this knowledge you will get the team to collaborate with each other and with you.
Target audience: Fresh and experience scrum masters wishing to acquire additional tools and skills and agile coaches leading organizational change.
This walks through a set of tools, tips, tricks, and hacks for becoming a 10x engineer, walking through dev environments, the software development lifecycle, communication, focus, and office tips and tricks.
It's meant to accompany a real life presentation, so quite a bit of data is lost with the slides alone. :(
The purpose of the Sprint Retrospective is to:
- Inspect how the last Sprint went with regards to people, relationships, process, and tools;
- Identify and order the major items that went well and potential improvements; and,
- Create a plan for implementing improvements to the way the Scrum Team does its work.
Anti-Patterns are like patterns, only more informative. With anti-patterns you will first see what patterns reoccur in "bad" retrospectives and then you will see how to avoid, or remedy, the situation.
Based on her experience with facilitating retrospectives, join Aino for an entertaining and informative presentation on the anti-patterns she has seen and how to overcome the problems. We also encourage the audience to chip-in with their experiences or questions along the way.
More details:
https://confengine.com/agile-india-2019/proposal/8342/retrospective-anti-patterns
Conference link: https://2019.agileindia.org
Creating Yourself as a Tester - Keynote Nordic Testing Days June 2017Alan Richardson
Creating Yourself as a Tester - Make Your Own Testing Path
We are not born testers. We become testers. Some of us become testers by circumstance, we "just stumble into it". Some of us choose the path of a tester. In both instances we then make choices to determine if, and when, we improve as testers. Everything we do in the name of 'testing' shapes us as a tester. By our every day actions we create ourselves as testers. And its important that we recognize this because we have to take responsibility for our own test approaches. Similarly we have to take responsibility for making ourselves better testers.
In this talk Alan will describe the dark times before he recognized his own responsibility, when he allowed circumstance to control his testing path, and the steps he has taken to improve his testing skills and make his own testing path, in the hope that you will be able to add some of those techniques to your own self improvement regime.
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.
Why You Should Learn Skills That Have No Application in Real LifeAlan Richardson
The slides for my presentation "Why You Should Learn Skills That Have No Application in Real Life" from Let's Test 2014.
A short examination of my beliefs about skill acquisition and transfer. Then practical sessions.
I demonstrated and taught Juggling and Dice Stacking.
Other people demonstrated and taught: knot tying, lego construction, whistling, doodling, pen stabbing between fingers, rapid math calculation, juggling, and more.
For more details see http://www.compendiumdev.co.uk/page/letstest2014
Retrospect it! a simple recipe for building fun agile retrospectivesPeti Morgan
This is a slideshow of a talk I gave to the teams at BNZ Digital. I've put a fun spin on building and facilitating fun retrospectives.
You can see a blog post with the contents of my talk here:
https://medium.com/agile-software-development/retrospect-it-a-simple-recipe-for-building-fun-agile-retrospectives-144f4097a1d2
This walks through a set of tools, tips, tricks, and hacks for becoming a 10x engineer, walking through dev environments, the software development lifecycle, communication, focus, and office tips and tricks.
It's meant to accompany a real life presentation, so quite a bit of data is lost with the slides alone. :(
The purpose of the Sprint Retrospective is to:
- Inspect how the last Sprint went with regards to people, relationships, process, and tools;
- Identify and order the major items that went well and potential improvements; and,
- Create a plan for implementing improvements to the way the Scrum Team does its work.
Anti-Patterns are like patterns, only more informative. With anti-patterns you will first see what patterns reoccur in "bad" retrospectives and then you will see how to avoid, or remedy, the situation.
Based on her experience with facilitating retrospectives, join Aino for an entertaining and informative presentation on the anti-patterns she has seen and how to overcome the problems. We also encourage the audience to chip-in with their experiences or questions along the way.
More details:
https://confengine.com/agile-india-2019/proposal/8342/retrospective-anti-patterns
Conference link: https://2019.agileindia.org
Creating Yourself as a Tester - Keynote Nordic Testing Days June 2017Alan Richardson
Creating Yourself as a Tester - Make Your Own Testing Path
We are not born testers. We become testers. Some of us become testers by circumstance, we "just stumble into it". Some of us choose the path of a tester. In both instances we then make choices to determine if, and when, we improve as testers. Everything we do in the name of 'testing' shapes us as a tester. By our every day actions we create ourselves as testers. And its important that we recognize this because we have to take responsibility for our own test approaches. Similarly we have to take responsibility for making ourselves better testers.
In this talk Alan will describe the dark times before he recognized his own responsibility, when he allowed circumstance to control his testing path, and the steps he has taken to improve his testing skills and make his own testing path, in the hope that you will be able to add some of those techniques to your own self improvement regime.
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.
Why You Should Learn Skills That Have No Application in Real LifeAlan Richardson
The slides for my presentation "Why You Should Learn Skills That Have No Application in Real Life" from Let's Test 2014.
A short examination of my beliefs about skill acquisition and transfer. Then practical sessions.
I demonstrated and taught Juggling and Dice Stacking.
Other people demonstrated and taught: knot tying, lego construction, whistling, doodling, pen stabbing between fingers, rapid math calculation, juggling, and more.
For more details see http://www.compendiumdev.co.uk/page/letstest2014
Retrospect it! a simple recipe for building fun agile retrospectivesPeti Morgan
This is a slideshow of a talk I gave to the teams at BNZ Digital. I've put a fun spin on building and facilitating fun retrospectives.
You can see a blog post with the contents of my talk here:
https://medium.com/agile-software-development/retrospect-it-a-simple-recipe-for-building-fun-agile-retrospectives-144f4097a1d2
LC Balance – Всичко под контрол!
БАД ЛС Баланс контролира външните източници на холестерол, както и натрупаните му резерви в организма, като нормализира количеството на “лошия” холестерол без да намалява под нормата нивото на “добрия”. Поликозанолът и фитостеролите в състава на БАД блокират образуването на “лош” холестерол в черния дроб, възпрепятстват абсорбирането му от храносмилателния тракт в кръвоносната система, стимулират обмяната на веществата, спомагат за прочистването на организма от токсини. Препоръчва се за намаляване нивото на “лошия” холестерол в кръвта, за профилактика на сърдечно-съдовите заболявания и преждевременните възрастови промени.
Сърдечно-съдова система, Ендокринна система/обмяна на веществата, Анти възраст, Прочистване на организма
Team leadership in the age of Agile - Roy OsheroveRoy Osherove
More from Roy at 5whys.com and osherove.com .
In this talk Roy explores the three maturity stages of a software team, and how a team leader can adjust their leadership type based on the current phase the team is in. Roy explores common mistakes and techniques team leaders can take to make sure their team gets on the road to craftsmanship and maturity in software development.
Attaining Agile Fluency: Coaching Techniques - Focus on Goals Over ProcessRavi Kumar
What is coaching?
“It is helping to identify the skills and capabilities that are within the person, and enabling them to use them to the best of their ability” — wikipedia
Individuals and Interactions over Process and Tools.
The above is one of the 4 values espoused in the manifesto but yet it is common to see many agile coaches engage with teams and organisations advocating more and more processes. This is a common sight with new teams and also with teams on the path of agile transition from few months to few years irrespective of the competency, skills and maturity of the teams. Agile Fluency model created by Diana Larse and James Shore highlights the focus on value over compliance and practices at any given level
“ Team fluency depends on more than just the capability of the individuals on the team. It also depends on management structures, relationships, organizational culture, and more. Don’t make the mistake of blaming individuals for low team fluency, or assuming that one highly-skilled individual will guarantee high team fluency ”
An agile coach responsible for building high performing teams will need right set of powerful tools and techniques to leverage while working with teams and also to set the right expectations to both management and teams. This talk will draw from experience using few such powerful tools mentioned below while coaching teams attain fluency.
1) Using Agile Fluency @ High Level to Set Expectations
2) Setting Team Norms & Working Agreements
3) Deliberate Practice
4) Creating Enablers for a Learning Organisation
5) Simple Measures
The Elephant In The Room: Motivation (2nd revision)Lemi Orhan Ergin
This is the second revision of one of my favorite talk about how to improve people's motivation during agile adaptation. I presented it in the April'13 event of Google Developers Group (GDG) Istanbul.
Project Retrospectives are an important part of any software development process. The Principles Behind the Agile Manifesto state that, "At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly." How can this be done? By taking the time to reflect and learn and proactively determine what should be done differently in the next iteration, release, or project. Linda's presentation will introduce techniques for project retrospectives, whether they are agile or not. The techniques help teams discover what they’re doing well so that successful practices can continue and identify what should be done differently to improve performance. Retrospectives are not finger pointing or blaming sessions, but rather a highly effective process in which teams reflect on the past to become more productive in the future. Linda will share her experiences with leading retrospectives of several kinds for dozens of projects—successful and unsuccessful, small and large, in academia and industry. Her lessons learned can be applied to any project to enable teams and organizations to become learning organizations.
"Scrum Master - The Team Spirit Guardian" : Presented by Vijay BandaruoGuild .
Lord Krishna was our first Scrum Master who helped "Pandavas" to win the "Kurukshetra" war without using a single weapon. On top of it, he was the almighty with so many invisible powers, but he still guided the "Pandavas" through his servant Leadership.
Inspired by this concept, I have created a session to highlight the role of a "Scrum Master" and how can we make a Scrum Master a true "Servant Leader" without so much depending on authority or tools rather concentrating on simple things that can make his contribution to the team a true differentiating factor.
Topics covered in the task:
- Understanding the team formation stages
- 5 dysfunctions of teams
- Gauge the team members' behaviours
- How a Scrum Master can make his team GREAT
- Soft skills for Scrum Master
- How a Scrum Master help his team in various situations
- Importance of learning for a Scrum Master
- Scrum Master's backlog for his team's improvements
- Scrum Masters checklist
Agile soft skills suitecase - iad 2011Fabio Armani
An Agile soft-skill suite case: set of values, principles and practices for agile and lean coaching.
During this presentation will be described and discussed a large set of agile coaching skills.
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.
Managers and the land of the lost 2016 octSteven Martin
hat should you be doing as a Manager who is transitioning / managing in an Agile environment? Learn an exercise you can do with your Managers to help them determine what their role is in a changing Agile environment.
9. Most team leaders use the wrong
kind of leadership for the current
team stage.
10. Leadership in chaos #Fail
Treat a chaotic team as a self leading team
Teach them TDD when they don’t even use source
control
Acting as scrum master /coach when what they need is
someone to save them from themselves
Not making enough time for team learning
Not spending enough time with the team
11. Leadership in Learning Teams #Fail
Failure to grow a learning team into a
mature team
Fixing the team’s problems or them
Failure to recognize impediments and teach
avoidance
Giving in to fear of confrontation with team
members
12. Leadership in mature teams #Fail
Don’t let a mature team self
organize
Lead the daily meeting
Decide on technical issues for the team
Telling people what to do instead of
setting constraints
14. Leadership in chaos #Fail
Treat a chaotic team as a self leading team
Teach them TDD when they don’t even use source
control
Acting as scrum master /coach when what they need is
someone to save them from themselves
Not making enough time for team learning
Not spending enough time with the team
15. Chaotic-Team Leadership
“when the ship is sinking the captain does not call a meeting, he gives
orders”
Main Goal – Get the team into a plateau, and get some slack time for
learning
Take back control (or others will take it)
By talking to management
Remove outside interference
Declare single point of entry for requirements if needed
By talking to the team
Put out fires so the team can start learning
16. Your first commitments to the team
during chaos
Make time for our team
Hold one on one meetings
Hold daily stand up meetings
Organize tasks
Find out what is not working continuously
Find Bottlenecks
Start Optimizing the team’s process
17. Making time for your team
Max 50% outside the team
50% at least
One on one meetings
Team meetings
Standup meetings
Coaching
Teaching
Managing Goals
Pairing
Code review
18. Absolutely Essential Team Practices
During Chaos
Non Technical
Daily Standups
Big Visible Task Board
Same Room
Weekly Support Shifts
Technical Practices
Build Automation
Code Review
Build by Feature
Pair Programming
Unit Testing
TDD
22. Leadership in Learning Teams #Fail
Failure to grow a learning team into a
mature team
Fixing the team’s problems or them
Failure to recognize impediments and teach
avoidance
Giving in to fear of confrontation with team
members
23. Developing Developers
Steady Growth (plateau)
Gerald M. Weinberg – “becoming a technical leader”
28. Commitment Language
Lack of commitment
“we need to..”
“If only we had ..”
“I’ll try to get it done soon..”
Commitment
“I will ____ by ____”
29. Integrity
Say it
Mean it
Use commitment language
I will… by…
Do it
Or flag as soon as possible that you won’t make it
30. Getting Integrity
Explain to team
Explain individually
Use integrity as growth mechanism (1 on 1)
Use integrity as part of standups
33. Dealing with an information hoarder
Action Influence
Make it a growth challenge (integrity) [personal motivation]
Thank them for sharing information [Social Motivation]
and teaching others (even if they
don’t)
Make them in charge of training on [social ability and motivation]
this subject
Tell them why you feel it’s a problem
and ask them what you think should be [personal & social motivation]
done
Create a shared team project requiring
this knowledge [Environment motivation and
ability]
41. When I was just a new team lead
One of the clients came to me
Will we succeed?
How much will it cost?
Can we finish in half the time?
42. Yes, of course we can,
Whatever you ask will be
The future is known to me
What you ask will be
43. The second week the project ran
The client called and told me this
I changed my mind, we need something else
Can you change it? You’re da man.
44.
Yes, I think we can
If we work really hard, we will
We’ll work nights, ignore the pain
Please don’t change your mind again
45.
On the 10th month the client called
And said that he’s moving the project abroad
We’re running too late
We’re doing it wrong
It seems like this is our fate
46.
Que sera sera
Whatever will be will be
The projects moved overseas
Que sera sera
47.
Que sera sera X 2
Whatever will be will be
The projects moved overseas
Que sera sera
48. Thank You
Be part of my book “Notes to a
software team leader” –
5whys.com/Note
@RoyOsherove