How many times have you been told that you will be working on an agile project but when you start this doesn’t seem to be the case. Sometimes all the scrum ceremonies are in place but it just doesn’t feel particularly agile. In this talk we’ll take a look at what agile is, why you would want to run a project using it and the pros and cons of doing so. Has agile lost its original meaning and just become a buzz word? Is it no longer possible to solve the problem it was intended to, due to the way people are trying to implement these techniques? If you are currently working on an agile project, we’ll look at what can you can do to improve things or change the way the team is working. I will demonstrate different ways of achieving this. This talk will focus on how a team can make a difference to the way projects are delivered and how can you work together to create a happier, more productive team.

1. THIS IS
AGILE?
LETITIA FEARON
AGILE ON THE
BEACH 2015

2. A BIT ABOUT ME
Doer & Helper / Business Analyst
Public and Private Sector
uk.linkedin.com/in/letitiafearon
@Letitia_Fearon

4. •Why Managers want Agile?
•What is Agile?
•Look at the Team
•Align Direction
•Optimise the Team
•Utilise Time

5. •Why Managers want Agile?
•What is Agile?
•Look at the Team
•Align Direction
•Optimise the Team
•Utilise Time

8. •Why Managers want Agile?
•What is Agile?
•Look at the Team
•Align Direction
•Optimise the Team
•Utilise Time

10. BUT METHODOLOGIES
AND FRAMEWORKS
DON’T MAKE IT AGILE

11. •Why Managers want Agile?
•What is Agile?
•Look at the Team
•Align Direction
•Optimise the Team
•Utilise Time

12. FOCUS ON THE TEAM
NOT THE INDIVIDUAL

13. TEAM SIZE
Communication path = n(n-1)/2

14. TEAM PROCESS

15. VISIBILITY

16. •Why Managers want Agile?
•What is Agile?
•Look at the Team
•Align Direction
•Optimise the Team
•Utilise Time

17. PRODUCT VISION
STATEMENTS
For [target customer]
Who [statement of the need]
The [product name] is a [product category]
that [key benefit, compelling reason to buy].
Unlike [primary competitive alternative],
our product [statement of primary differentiation]

18. PRODUCT VISION
STATEMENTS
For business e-mail users
Who want to better manage the increasing number of messages they receive when out of the
office,
BlackBerry is a mobile e-mail solution
that provides a real-time link to their desktop e-mail for sending, reading and responding to
important messages.
Unlike other mobile e-mail solutions,
BlackBerry is wearable, secure, and always connected.

19. STORY MAPPING –
JEFF PATTON
time
The backbone
The walking skeleton – Release 1
necessity
Release 2
Release 3

20. SHARED UNDERSTANDING

21. •Why Managers want Agile?
•What is Agile?
•Look at the Team
•Align Direction
•Optimise the Team
•Utilise Time

23. CORE PRINCIPLE
Committed +
Ownership +
Responsibility =
Excellence

24. MARGINAL GAINS

25. TRAINING

26. WORKING
ENVIRONMENT

27. PAIRING

28. MOBBING

29. INFLUENCE
DIRECTION

30. HAPPINESS

31. TEAM BUILDING

32. •Why Managers want Agile?
•What is Agile?
•Look at the Team
•Align Direction
•Optimise the Team
•Utilise Time

35. CAPTURE WASTE

37. •Why Managers want Agile?
•What is Agile?
•Look at the Team
•Align Direction
•Optimise the Team
•Utilise Time

38. IN SUMMARY

39. HELP TEAMS BE
GREAT
• Prioritise and decide what is to be achieved
• Clarify what it would take to do this.
• Start from that destination and work back to where you are
today.
• Clarify the plan for reaching the destination.
• Execute the plan.

40. MAKE THE MOST OF
TIME
• Celebrate success
• Regular feedback loops
• Reduce multitasking
• Capture Waste
• Innovate

42. QUESTIONS
Or contact me on:
E-mail: Letitia.Fearon@gmail.com
Twitter: @Letitia_Fearon

43. FURTHER READING
•Scrum: The Art of Doing Twice the Work in Half the Time - Jeff
Sutherland
•Agile Management: Leadership in an Agile Environment -Ángel
Medinilla
•Joy, Inc.: How We Built a Workplace People Love - Richard
Sheridan
•Maverick!: The Success Story Behind the World's Most Unusual
Workplace - Ricardo Semler
•The Happy Manifesto: Make Your Organization a Great
Workplace - Henry Stewart
•The Five Dysfunctions of a Team - Patrick M. Lencioni
•The Leprechauns of Software Engineering - Laurent Bossavit