Team toxins
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Deck used at Keep Austin Agile 2019 Does your team bring the goods but feel bad? Shouldn't teamwork be supportive, collaborative, and friendly? Reality check: even high performing teams will eventually have conflict and disagreement. But when a team turns toxic, good results won't last. There are four sources of team toxins - and your ability to understand and neutralize these combustible agents help you achieve a happy, challenging, and empowering work life - and a great scrum team. In this session, Leland and Heather will introduce you to four toxins that often poison teams and organizations. They'll talk about how to identify them, the root cause of the toxic behavior, and some common antidotes that can help you manage the toxins successfully, so you have a healthy team environment that is fun, supportive, and collaborative.
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-Allows a quick comparison of stories in the backlog
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-Remember to estimate all Stories, user stories or technical stories. Even estimate research or discovery spikes.
-Refine your backlog as a team on a continuous basis, to get your stories to meet the Definition of Ready.
-Only pull into your sprint, stories that are refined and estimated.
-Break down stories that are large, into smaller slivers of value to optimize your flow.
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This document is a slide deck presentation about enabling agility through DevOps. It discusses why DevOps is needed, defines DevOps, and outlines how practices like continuous integration, continuous delivery, and infrastructure as code can help enable faster delivery, higher quality, and more stable environments. It also provides recommendations for adopting DevOps and getting started with a DevOps transformation.
Inspiring Alignment and Autonomy - The Leaders Role in Scaling Agile
In small development organizations, software teams are usually able to deliver value independently of other teams. In these organizations, it is easy to give teams total autonomy. What happens as the company and systems grow to where there are multiple teams to organize and deliver value together? Usually the response from the leadership team is to align the teams, but that alignment is usually at the expense of the teams’ autonomy. How are teams supposed to be both aligned and autonomous? What is the role of leadership in both aligning the teams around a common purpose and building the environment so the teams remain autonomous?
In this session we’re going to learn how to be an empowering leader who uses alignment as a pre-condition to high autonomy. We’ll learn a recipe for creating alignment and how having alignment and autonomy relates to Daniel Pink’s Autonomy, Mastery, Purpose and to David Marquet’s Leader’s Give Control models.
KAA 2017 - Comparing Scaling Frameworks: LeSS & SAFe
Scaling Agile is easily misunderstood. Scaling is the term we often hear used to describe using Agile methods with large enterprises. Larger enterprises often deal with bigger and more complex problems than small ones. They have more employees, subcontracting companies, different business units, more processes and a strong culture that defines how things are done. At the same time, they need to be able to deliver results in an ever-changing business environment. They need to be Agile but the bigger the company, the bigger the challenges are for scaling Agile.
Scaling frameworks available in the market today are maturing quickly and provide a variety of choices. Like the Agile Manifesto, these frameworks are based on principles, and they vary widely in the specificity of the recommended approach.
In this session, we will compare how two scaling frameworks, LeSS and SAFe, address the challenges of agility at scale. We will talk about how these two frameworks align, coordinate, and manage dependencies across multiple teams to maintain consistency and agility at scale.
Lean Management System
Most lean-agile transformations are missing a critical ingredient to sustain their improvements: a Lean Management System. A Lean Management System is an approach to running an organization that can not only sustain the improvements from their lean transformation but continuously improve as well.
feature vs component teams
One of the first steps in an Agile adoption is the formation and organization of agile teams. Using agile with one team and one product backlog is straightforward. But, how do we scale to support larger products/projects that involve more people than can reasonably fit on a single team? Most agile practitioners recommend scaling with feature teams--cross-functional and cross-component teams that can pull end-customer features from the product backlog and complete them. Most large organizations prefer scaling with component teams--teams that focus on the development of a component or subsystem that can be used to create only part of an end-customer feature. Join us in a discussion on what works, what doesn't and what scaling frameworks such as LeSS And SAFe recommend.
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Inspiring Alignment and Autonomy - The Leaders Role in Scaling Agile
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本公司拥有海外各大学样板无数，能完美还原海外各大学 Bachelor Diploma degree, Master Degree Diploma
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留信网认证的作用:
1:该专业认证可证明留学生真实身份
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3:国家专业人才认证中心颁发入库证书
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国外毕业证学位证成绩单办理方法：
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教育部文凭学历认证认证的用途：
如果您计划在国内发展那么办理国内教育部认证是必不可少的。事业性用人单位如银行国企公务员在您应聘时都会需要您提供这个认证。其他私营 #外企企业无需提供！办理教育部认证所需资料众多且烦琐所有材料您都必须提供原件我们凭借丰富的经验帮您快速整合材料让您少走弯路。
实体公司专业为您服务如有需要请联系我: 微信95270640奈一次次令他失望山娃今年岁上五年级识得很多字从走出小屋开始山娃就知道父亲的家和工地共有一个很动听的名字——天河工地的底层空空荡荡很宽阔很凉爽在地上铺上报纸和水泥袋父亲和工人们中午全睡在地上地面坑坑洼洼山娃曾多次绊倒过也曾有长铁钉穿透凉鞋刺在脚板上但山娃不怕工地上也常有五六个从乡下来的小学生他们的父母亲也是高楼上的建筑工人小伙伴来自不同省份都操着带有浓重口音的普通话可不知为啥山娃不仅很快与他们熟识了
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国外大学明尼苏达大学明尼苏达大学毕业证offer制作方法（一对一专业服务）
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2开始安排制作毕业证成绩单电子图；
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5成品做好拍照或者视频给您确认；
6快递给客户（国内顺丰国外DHLUPS等快读邮寄）
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我們以質量求生存.以服务求发展有雄厚的实力专业的团队咨询顾问为您细心解答可详谈是真是假眼见为实让您真正放心平凡人生,尽我所能助您一臂之力让我們携手圆您梦想!
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留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
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Team toxins
- 1. DOES YOUR TEAM NEED A DETOX? HEATHER CASTILLE AND LELAND NEWSOM
- 3. Email: heather.castille@wellsky.com LinkedIn: https://www.linkedin.com/in/heather- castille-4566a3a9/ Associate Scrum Master Graduate Student – Professional Counseling Family Therapy
- 4. Email: Leland.Newsom@yahoo.com Twitter: @LelandNewsom LinkedIn: https://www.linkedin.com/in/lelandnewsom/ Slideshare: https://www.slideshare.net/LelandNewsom Past roles include: • Developer • Manager • Managing Director • Technical Director • Scrum Master • Release Train Engineer • Agile Coach
- 6. GOTTMAN'S "FOUR HORSEMEN OF THE APOCALYPSE" 4 BEHAVIORS AS BIGGEST PREDICTORS OF DIVORCE CONTEMPT DEFENSIVENESSCRITICISM STONEWALLING
- 9. BLAMING / CRITICISM "YOU ALWAYS..." "YOU NEVER..." "WHAT'S WRONG WITH YOU?" DON’T MAKE IT PERSONAL BECOME MORE AWARE APOLOGIZE *SCRUM VALUES: FOCUS NEUTRALIZER
- 10. DEFENSIVENESS “IT’S NOT MY FAULT” BLAMING “IT’S NOT ME, IT’S YOU” “COULD YOU CLARIFY WHAT YOU HEARD ME SAY?” EXPRESS TRUST AND RESPECT LISTEN ACTIVELY, SHOW YOU UNDERSTAND *SCRUM VALUES: OPENNESS, COURAGE NEUTRALIZER
- 11. CONTEMPT SARCASM NAME-CALLING CYNICISM HOSTILE HUMOR IDENTIFY BEHAVIOR, ADDRESS DIRECTLY EXPLORE THE MINDSET RESPECT DESERVES RESPECT SEEK TO UNDERSTAND SOFTEN HUMOR *SCRUM VALUES: RESPECT NEUTRALIZER
- 12. STONEWALLING IGNORING SPEAKER NOT ENGAGING OR EXPRESSING THOUGHTS WITHDRAWING NEUTRALIZER CREATE SAFE ENVIRONMENT ADDRESS FEARS *SCRUM VALUES: OPENNESS, COMMITMENT
- 14. NOW THINK ABOUT YOU WE'RE ALL HUMAN. THINK ABOUT A TIME YOU DISPLAYED A TOXIN AND DISCUSS WITH YOUR PARTNER/GROUP. REMEMBER TO HAVE COMPASSION NEXT TIME YOU SEE IT ON YOUR TEAM.
- 16. SOURCES • HTTPS://WWW.FRONTROWAGILE.COM/BLOG/POSTS/120-FORMING- STORMING-NORMING-AND-PERFORMING-IN-A-SCRUM-TEAM • HTTPS://WWW.GOTTMAN.COM/BLOG/THE-FOUR-HORSEMEN- RECOGNIZING-CRITICISM-CONTEMPT-DEFENSIVENESS-AND- STONEWALLING/ • HTTPS://WWW.GOTTMAN.COM/BLOG/THE-FOUR-HORSEMEN-THE- ANTIDOTES/ • HTTPS://WWW.BEYONDTHELEADINGEDGE.COM/NEWS/TEAMS/THE- FOUR-TEAM-TOXINS/ • HTTPS://DZONE.COM/ARTICLES/SCRUM-MASTER-WHICH-TEAM- TOXINS-ARE-MOST-COMMON-IN