Updated with latest version as presented at the Canberra Agile & Scrum meetup on July 20, 2017. Previously titled "Using Agile techniques to manage risk more effectively".
Given that the "Waterfall" process model has been dominant in the IT industry for many decades, how many IT and project management professionals are aware that it's inventor warned the world in 1970 that Waterfall is "risky and invites failure"?
From a risk management perspective, is waterfall ever an appropriate choice for complex IT initiatives given what we know now?
In this session we will outline how, as a risk management strategy, using the waterfall model for non-trivial systems development initiatives is systemically high risk as compared with the Iterative Incremental Development (IID) model that has been used in pockets of the IT industry since the late 1950's. Today, many organisations use the IID strategy under the umbrella term of 'Agile'. The majority of these employ Lean Product Development patterns that were first described in the Harvard Business Review in 1986 using a metaphor borrowed from the game of rugby i.e. 'Scrum'.
If you are not using a disciplined agile approach, are you facing more risk as you approach a high-stakes deadline than you need to?
The varied contexts that we work in come with varied types of risk. For a green fields date-driven release, the primary risk may be cost and schedule related. For teams designing a new product for an emerging market, the primary risks may be business risk. For teams doing innovative R&D, the primary risk may technical risk. For a young team in a new technical or business domain, the primary risk may be social risk. In this session, we will use real world examples of such varied challenges to illustrate how risk-tuned Agile helped us to manage risk effectively.
Whilst we will always have to deal with risk to create value, the good news is that there are now many powerful risk management techniques that can be overlaid on top of IID to tune your development process to the type of risk you face. The question is: which ones are most appropriate for the type of risk you are facing? In this workshop we outline a series of powerful risk management tools that tune an agile development process to effectively manage the type of risk that you face.
A simple formula for becoming Lean, Agile and unlocking high performance team...Rowan Bunning
In an effort to become Agile and/or Lean, many organisations in Australia are attempting to design their own custom Agile process from Agile and Lean principles at the time at which they are least qualified to do so - before they have started.
This might appear to make sense if you set out to 'implement the Agile Methodology' * or 'do Agile' *. After all, aren't you acting in the adaptable spirit of Agile to pick and choose which practices you adopt and how you implement them? Every organisation is unique, right?
In reality, organisations taking this approach, tend to pick the easy 'low hanging fruit' that are easy for them to adopt over those that offer the most improvement over the status quo. In pulling up stumps early and 'wimping out' of the harder organisational changes, such organisations unconsciously stifle their teams' ability to reach for high performance and limit the organisation's ability to go beyond "good" to be truly "great". They may also be missing the essential understanding that Agile practices were designed to work as an inter-dependent system of disciplined practice. As Kent Beck put it: "No single practice works well by itself, each needs the other practices to keep them in balance. If you follow 80% of the process you get 20% of the benefits."
If, however, you set out to be a high performing organisation, this may not be adequate.
So...
What if there was a way to avoid a half-baked 'Agile-ish' approach producing half-baked outcomes? What if you could get there by "standing on the shoulders of giants"?
What if there were a simple formula for becoming truly Agile?
(Genuinely living the Agile Software Development values and principles.)
What if this simple formula also implicitly implemented the core principles of Lean and did so in a way based not on repetitive Lean Manufacturing of physical objects but on a type of Lean that is much more appropriate for complex knowledge work and systems development?
What if this formula also implemented the management/leadership approaches suggested for a Complex problem domain as per the Cynefin framework?
What if this formula enabled rapid cycles of learning about both:- what the customer really needs and- what techniques are required to rise to the challenge of delivering it using contemporary technologies?
What if this formula was proven to scale and could support you through the Agile Journey from pilot to whole-organisation transformation?
What if this formula was self-correcting in terms of both your project outcome and your processes themselves?
What if there was a way to unlock the full synergistic potential of teams and realise truly high performance?
Many organisations that we encounter in New Zealand are keen on what Agile promises. Why then are they not realising the promises sought at the scale necessary to make a substantial difference for an overall customer offering or line of business? Why are many organisations on their 2nd, 3rd or 4th attempt at “Agile Transformation”? Why are so many Scrum Masters and Agile Coaches still frustrated by many of the same ongoing frictions experienced before the pandemic with even less ability to address them?
Many years of experiences across the Tasman and consultation with change agents around the world reveal clear answers. There is a set of relatively straightforward choices that make the difference between whether an organisation struggles for years with the problems above or finds the path of sustainable, world class agility at scale. For a commercial organisation, this means competitive advantage. For a public sector organisation, this means stakeholder trust and delightful experiences. For employees it means less friction and more engagement.
During this session we will share insights around the following questions with reference to experience reports.
Why do many scaled Agile adoptions stall out after the first 1-2 years rather than improve continuously?
Why does the most popular way to scale incur high coordination overheads and fall short of high agility?
Is there a way to eliminate dependencies and have knowledge and skills be the constraint on agility, rather than structure and process?
Why does setting up Scrum Teams for each component of a product make it unlikely that everyone is working on the right things?
Why does delegating responsibility for Agile transformation outcomes to internal Agile Coaches or external management consultants result in “change theatre”?
What are the key leadership questions that can unlock up to 95% of your organisation’s performance?
What changes are necessary for your scaled Agile adoption to be sustained beyond the tenure of the leader who introduced it?
What is an alternative scaling model and adoption approach addressing all of the above issues that New Zealand is yet to benefit from?
See more clearly what’s limiting the effectiveness and longevity of your scaled Agile adoption. Discover options never experienced before in New Zealand.
Ever wonder why Agile teams swear by relative estimation? My teams improved sprint planning efforts by a factor or 3, once we started using relative estimation.
Without understanding Agile relative estimation, teams tend to fall back to using time-based methods. This often leads them to spend way too much time on obsolete estimates that will be made even more complex with all the unknowns and constant emergent requirements of an Agile world!
“It's better to be roughly right, than precisely wrong!”
~ John Maynard Keyenes
The Solution is simple: understand that relative estimation is only a rough order of magnitude estimate to quickly organize the product backlog. This empowers your product owners (PO) to quickly make value based trade-offs on backlog items and decide on what stories the team should work next. This gives the business the highest bang for their buck!
PROBLEMS WITH TIME-BASED ESTIMATES
-Teams spend too much time trying to get it right
-Lack of confidence/experience can lead to people being either optimistic or pessimistic
-Timeline you are estimating may be too far in the future
-Due to long timeline, there are too many risks, unknowns, changes or dependencies!
WHY USE RELATIVE ESTIMATION?
-Allows a quick comparison of stories in the backlog
-Allows you to select a predictable volume of work to do in a sprint
-Uses a simple arbitrary scale
-Allows PO to make trade-offs and take on the most valuable stories next
ESTIMATION TIPS
-Relative points or equivalent Tshirt sizes are used to estimate stories, leveraging the Fibonacci sequence modified for Agile.
-The team estimates the story, not management nor the customer.
-Story estimates account for three things: effort, complexity, and unknowns. Don’t short sell yourself by estimating effort alone, that’s where waterfall projects face issues.
-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.
-Don’t sweat it if you get it wrong, teams often do early on but improve over time.
This slide deck shares my thoughts on the product owner role. It discusses what it means to own a product, and how the product owner role can be scaled.
Scrum 101 Learning Objectives:
1. Waterfall project methodology basics - what is waterfall and where did it come from?
2. Agile umbrella practices and frameworks - what is agile? what isn't agile? Where does Scrum fit in?
3. Scrum empirical theory - emperical vs. theoretical
4. Parts of the Scrum framework - roles, events / ceremonies, artifacts and rules
5. Features of cultures that use Scrum
This slide gives an excellent overview of Agile Planning and Estimation.
Will be really helpful, if presented to a Scrum/Agile Team to understand activities related to Release Planning, Sprint Planning and Estimation
A simple formula for becoming Lean, Agile and unlocking high performance team...Rowan Bunning
In an effort to become Agile and/or Lean, many organisations in Australia are attempting to design their own custom Agile process from Agile and Lean principles at the time at which they are least qualified to do so - before they have started.
This might appear to make sense if you set out to 'implement the Agile Methodology' * or 'do Agile' *. After all, aren't you acting in the adaptable spirit of Agile to pick and choose which practices you adopt and how you implement them? Every organisation is unique, right?
In reality, organisations taking this approach, tend to pick the easy 'low hanging fruit' that are easy for them to adopt over those that offer the most improvement over the status quo. In pulling up stumps early and 'wimping out' of the harder organisational changes, such organisations unconsciously stifle their teams' ability to reach for high performance and limit the organisation's ability to go beyond "good" to be truly "great". They may also be missing the essential understanding that Agile practices were designed to work as an inter-dependent system of disciplined practice. As Kent Beck put it: "No single practice works well by itself, each needs the other practices to keep them in balance. If you follow 80% of the process you get 20% of the benefits."
If, however, you set out to be a high performing organisation, this may not be adequate.
So...
What if there was a way to avoid a half-baked 'Agile-ish' approach producing half-baked outcomes? What if you could get there by "standing on the shoulders of giants"?
What if there were a simple formula for becoming truly Agile?
(Genuinely living the Agile Software Development values and principles.)
What if this simple formula also implicitly implemented the core principles of Lean and did so in a way based not on repetitive Lean Manufacturing of physical objects but on a type of Lean that is much more appropriate for complex knowledge work and systems development?
What if this formula also implemented the management/leadership approaches suggested for a Complex problem domain as per the Cynefin framework?
What if this formula enabled rapid cycles of learning about both:- what the customer really needs and- what techniques are required to rise to the challenge of delivering it using contemporary technologies?
What if this formula was proven to scale and could support you through the Agile Journey from pilot to whole-organisation transformation?
What if this formula was self-correcting in terms of both your project outcome and your processes themselves?
What if there was a way to unlock the full synergistic potential of teams and realise truly high performance?
Many organisations that we encounter in New Zealand are keen on what Agile promises. Why then are they not realising the promises sought at the scale necessary to make a substantial difference for an overall customer offering or line of business? Why are many organisations on their 2nd, 3rd or 4th attempt at “Agile Transformation”? Why are so many Scrum Masters and Agile Coaches still frustrated by many of the same ongoing frictions experienced before the pandemic with even less ability to address them?
Many years of experiences across the Tasman and consultation with change agents around the world reveal clear answers. There is a set of relatively straightforward choices that make the difference between whether an organisation struggles for years with the problems above or finds the path of sustainable, world class agility at scale. For a commercial organisation, this means competitive advantage. For a public sector organisation, this means stakeholder trust and delightful experiences. For employees it means less friction and more engagement.
During this session we will share insights around the following questions with reference to experience reports.
Why do many scaled Agile adoptions stall out after the first 1-2 years rather than improve continuously?
Why does the most popular way to scale incur high coordination overheads and fall short of high agility?
Is there a way to eliminate dependencies and have knowledge and skills be the constraint on agility, rather than structure and process?
Why does setting up Scrum Teams for each component of a product make it unlikely that everyone is working on the right things?
Why does delegating responsibility for Agile transformation outcomes to internal Agile Coaches or external management consultants result in “change theatre”?
What are the key leadership questions that can unlock up to 95% of your organisation’s performance?
What changes are necessary for your scaled Agile adoption to be sustained beyond the tenure of the leader who introduced it?
What is an alternative scaling model and adoption approach addressing all of the above issues that New Zealand is yet to benefit from?
See more clearly what’s limiting the effectiveness and longevity of your scaled Agile adoption. Discover options never experienced before in New Zealand.
Ever wonder why Agile teams swear by relative estimation? My teams improved sprint planning efforts by a factor or 3, once we started using relative estimation.
Without understanding Agile relative estimation, teams tend to fall back to using time-based methods. This often leads them to spend way too much time on obsolete estimates that will be made even more complex with all the unknowns and constant emergent requirements of an Agile world!
“It's better to be roughly right, than precisely wrong!”
~ John Maynard Keyenes
The Solution is simple: understand that relative estimation is only a rough order of magnitude estimate to quickly organize the product backlog. This empowers your product owners (PO) to quickly make value based trade-offs on backlog items and decide on what stories the team should work next. This gives the business the highest bang for their buck!
PROBLEMS WITH TIME-BASED ESTIMATES
-Teams spend too much time trying to get it right
-Lack of confidence/experience can lead to people being either optimistic or pessimistic
-Timeline you are estimating may be too far in the future
-Due to long timeline, there are too many risks, unknowns, changes or dependencies!
WHY USE RELATIVE ESTIMATION?
-Allows a quick comparison of stories in the backlog
-Allows you to select a predictable volume of work to do in a sprint
-Uses a simple arbitrary scale
-Allows PO to make trade-offs and take on the most valuable stories next
ESTIMATION TIPS
-Relative points or equivalent Tshirt sizes are used to estimate stories, leveraging the Fibonacci sequence modified for Agile.
-The team estimates the story, not management nor the customer.
-Story estimates account for three things: effort, complexity, and unknowns. Don’t short sell yourself by estimating effort alone, that’s where waterfall projects face issues.
-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.
-Don’t sweat it if you get it wrong, teams often do early on but improve over time.
This slide deck shares my thoughts on the product owner role. It discusses what it means to own a product, and how the product owner role can be scaled.
Scrum 101 Learning Objectives:
1. Waterfall project methodology basics - what is waterfall and where did it come from?
2. Agile umbrella practices and frameworks - what is agile? what isn't agile? Where does Scrum fit in?
3. Scrum empirical theory - emperical vs. theoretical
4. Parts of the Scrum framework - roles, events / ceremonies, artifacts and rules
5. Features of cultures that use Scrum
This slide gives an excellent overview of Agile Planning and Estimation.
Will be really helpful, if presented to a Scrum/Agile Team to understand activities related to Release Planning, Sprint Planning and Estimation
Personally designed, Professional Scrum Master (PSM-I) courseware.
Trademarks are properties of the holders, who are not affiliated with courseware author.
Intro to Agile Portfolio Governance Presentation Cprime
This webinar will provide guidance on effective ways to conduct Portfolio Management, using our concepts of Agile Governance to simplify and expedite the key decisions. These techniques can applied for Agile, hybrid, and classic plan-driven processes.
Training materials for Agile Scrum. Starts with an overview of Agile and Lean. Followed with the Agile Scrum key concepts like Product Owner, Scrum Master, Scrum Team and Product Backlog. Theory is complemented with learnings and best practices from real life software development.
In this presentation I introduce a tool for strategic planning; Impact Mapping (http://impactmapping.org).
This is one of the best tools I've used to help us produce great, well communicated and easily understood strategic plans, by involving everyone needed to execute the plan.
This presentation is a continuation of my presentations about Mission, Vision and Strategic plans, but this time it's much more hands-on and practical.
Personally designed, Professional Scrum Master (PSM-I) courseware.
Trademarks are properties of the holders, who are not affiliated with courseware author.
Intro to Agile Portfolio Governance Presentation Cprime
This webinar will provide guidance on effective ways to conduct Portfolio Management, using our concepts of Agile Governance to simplify and expedite the key decisions. These techniques can applied for Agile, hybrid, and classic plan-driven processes.
Training materials for Agile Scrum. Starts with an overview of Agile and Lean. Followed with the Agile Scrum key concepts like Product Owner, Scrum Master, Scrum Team and Product Backlog. Theory is complemented with learnings and best practices from real life software development.
In this presentation I introduce a tool for strategic planning; Impact Mapping (http://impactmapping.org).
This is one of the best tools I've used to help us produce great, well communicated and easily understood strategic plans, by involving everyone needed to execute the plan.
This presentation is a continuation of my presentations about Mission, Vision and Strategic plans, but this time it's much more hands-on and practical.
Plenary session hosted by Craig Smith with Nigel Dalton, David Joyce and Simon Bristow presented at Agile Australia 2012 in May 2012.
Agile adoption in Australia and across the world is now becoming more mainstream and, as a community, we are struggling to address the issue of how to take experienced Agile practitioners to the next level, while still supporting those who are beginning their journey. With the "agile" word getting so overloaded, the challenge is to continually innovate without assigning labels or losing focus on our prime objective - to deliver!
Join Craig Smith with Nigel Dalton, Simon Bristow and David Joyce (on the couch) as they explore different viewpoints on all things Agile - then, now and future!
Manage software risk in uncertain times with AgileGerry Kirk
Software development is full of risks: doing too much, not doing the right thing, high costs of poor quality, doing the wrong thing right. Learn how Agile best minimizes those risks.
An Agile Organization built from Lego and the XSCALE principles. Think pods of dolphins, not a dancing elephant. Uses Leadership as a Service, Holarchy, Chapter Meetings, Iroquois Councils, and zero Command and Control.
Agile IS Risk Management - Agile 2014 - AntifragileKen Rubin
How applying core agile principles make the development process robust and at times antifragile to the disorder of uncertain events, allowing us to avoid harm and reap the benefits of uncertainty, without the need for heavyweight risk management processes.
Many believe that agile is lacking because there is no formally defined risk-management process. To compensate for this “failing” some people introduce a heavyweight risk-management process. Others might not believe that any form of risk-management process is necessary; if a risk matures into a real issue, then just deal with the issue through the normal agile process. In my experience, organizations that successfully “manage” their risks don’t fall into either of these camps. In this presentation, I discuss how a large part of successful risk management in agile is applying core agile principles to prevent risks from occurring rather than using a complex process for dealing with the risks that easily could be avoided in the first place.
Agile IS Risk Management -- Dump the Heavyweight Process and Embrace the Prin...Ken Rubin
How applying core agile principles make the development process robust and at times antifragile to the disorder of uncertain events, allowing us to avoid harm and reap the benefits of uncertainty, without the need for heavyweight risk management processes.
Many believe that agile is lacking because there is no formally defined risk-management process. To compensate for this “failing” some people introduce a heavyweight risk-management process. Others might not believe that any form of risk-management process is necessary; if a risk matures into a real issue, then just deal with the issue through the normal agile process. In my experience, organizations that successfully “manage” their risks don’t fall into either of these camps. In this presentation, I discuss how a large part of successful risk management in agile is applying core agile principles to prevent risks from occurring rather than using a complex process for dealing with the risks that easily could be avoided in the first place.
Создание бэклога продукта с помощью карты бизнес-эффектов (Impact Map)Artem Serdyuk
В слайдкасте на примере рассмотрена генерация бэклога продукта с помощью карт бизнес-эффектов (Impact maps) и расстановка приоритетов с использованием бизнес-взвешивания (Business Weighting)
JIRA 5 is coming – we've only done four major releases in the last nine years, so you know this one is big. We're getting ready to inaugurate a new era in JIRA plugin development with JIRA 5, and the JIRA product manager and JIRA architect will be there to share how you can build with JIRA for the next decade.
Matt Quail, JIRA Architect
RISK ANALYSIS FOR SEVERE TRAFFIC ACCIDENTS IN ROAD TUNNELSFranco Bontempi
Msc Thesis by Carmine Di Santo
Advisor Franco Bontempi
Co-advisor Konstantinos Gkoumas
In this Thesis, a comprehensive risk analysis is performed in a long tunnel in South Italy, accounting for multifaceted aspects and parameters, using a dedicated tool (QRAM). The analysis is integrated with a sensitivity analysis on specific parameters that have an influence on the risk.
In Chapter 2, the regulatory framework is discussed, which led to the identification of the quantitative risk analysis as the method for the determination of the inherent risk of a road tunnel.
In Chapter 3, the procedure followed by the QRA model to derive societal and individual risk indicators is discussed, starting from a given number of possible accident scenarios.
In chapters ranging from 4 to 7, physical phenomena of different accident scenarios are explained, and their consequences on the exposed population.
In Chapter 8, is performed the risk analysis on the St. Demetrio tunnel applying the PIARC/OECD QRA model.
In chapter 9, conclusions regard to risk analysis applied to real case and about the sensitivity analysis are appropriate. In particular, the sensitivity analysis has highlighted the most influential parameters in the model.
Genuine agility at scale through LeSS Product Ownership - April 2018Rowan Bunning
Scrum is too often seen as a way for development to deliver faster without concern for agility, customer value optimisation or learning. Whilst there may be a role called “Product Owner”, it may be subordinated to little more than a team-centric SME taking orders from stakeholders and feeding “stories” to a team. In this session, we explore how the LeSS (Large-Scale Scrum) guidance on the Product Owner role can be used to address these problems and achieve scalable agility at a whole of customer-centric product level, no matter how many teams contribute.
Learning objectives:
- Recognise the limitations that you may be experiencing with the Product Owner implementation at your organisation
- Be aware of well proven patterns for scaling the Product Owner role to endeavours involving dozens or hundreds of people
- Be equipped to have an informed conversation about how your organisation can increase agility at scale.
As presented at the Global Scrum Gathering Minneapolis 2018.
One of the core principles of the agile movement was to shift the focus of software development to creating more valuable software, sooner. It can be expected that the managing of software in an agile environment would put value at its heart; over old, industrial parameters like scope, budget, time. Informed management decisions to maximize value cannot be made without collecting evidence of it. Enter the need of evidence-based decision-making, which is a great start in bringing the Scrum Stance to the managerial domain, leading to a new management culture, Empirical Management.
Gunther Verheyen uses ‘Evidence-Based Management’ to go into an exploration of empirical management as the best fit for the age of agile.
Gunther is director of the Professional Series at Scrum.org and a partner of Ken Schwaber.
Scaling (Professional) Scrum at the scaling event of the Agile Consortium (Ja...Gunther Verheyen
Anno 2015 ‚scaling' is the most hyped, and probably the most diversely interpreted, word in the context of agile. Scrum is to date the most applied framework for agile software development. Yet, scaling Scrum respecting Scrum's DNA of empiricism and self-organisation remains a challenge for many.
Many teams are not even able to create releasable software by the end of every Sprint, every 2-4 weeks. This capability is nevertheless a minimal requirement to properly scale Scrum.
The scale of development can be built up from one team building one product to a scaled implementation of Scrum, where ’Scaled Scrum’ is any implementation of Scrum (1) that includes multiple Scrum Teams building one product in one or more Sprints, or (2) multiple Scrum Teams building multiple products, projects, or stand-alone product feature sets.
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.
Are we Prepared for Scrum Master’s Role in COVID-19 Outbreak?Invensis Learning
No one was ready for COVID19! With a back to back lockdown months affecting the entire business verse globally. According to a PwC survey, 72% of respondents believe their companies will be more Agile going forward and 68% believe they will have flexible work environment to better equip in the long run.
In this regard, know how the Scrum Masters help thousands of teams all around the globe to collaborate? Do you feel that you are prepared for Post-COVID19 changes the way we work? How to deal with the disruptive changes?
#scrummaster #agile #covid19 #agileprojectmanagement #scrum #itmanagers #projectmanager
Areas covered:
1. Who is a Scrum Master and why we need a Scrum Master
2. How Scrum Master helped the teams in COVID19 to align and maximize value.
3. Why this is the high time for us to know about the role.
4. How can you be a good Scrum Master?
Who’ll benefit:
* IT Professionals
* Project Managers
* Delivery Managers
* QA and Testing Professionals
* Scrum Team Members
* Aspiring Scrum Masters
* Anyone who might be interested to know or oppose the idea all together
Speaker Profile:
Satyavrat Nirala is one of Asia’s youngest trainer and coach with certifications of CSM, CSPO, and CAL1, CAMS certification. He has been training and coaching Project management teams, Scrum teams internationally for the last 7 years. Started his career as a project technical analyst, Satyavrat has traversed through various roles in his journey including that of a self-thought coder, software team member, Business Analyst, SME, Scrum Master, Process Consultant, Project Management and Agile guide and coach and Mentor over a span of 14+ years.
For more information please visit our website: https://www.invensislearning.com/
Liberating your Teams from Rigid Scope and Date Agreements.pdfRowan Bunning
Liberating your Teams from Rigid Scope and Date Agreements
Q: Do you start initiatives in a complex domain by attempting to answer “what are we going to deliver and when”?
Q: Do internal stakeholders negotiate a scope and date agreement with development and then expected teams to keep “on track” to deliver the agreed deliverables by the agreed date?
Q: Do developers cut corners in order to achieve this?
In this session we will explore how the scope and date-based “Contract Game” is misaligned with Agile as well as Scrum. Also how game theory can help us raise awareness how this competitive game results in many negative outcomes when reality does not go to plan (inevitable in a complex domain). This damage is often unrecognised because it is experience by a different group of people, often much later.
We will also outline how to lead your organisation to the co-operative game aligned with Agile methods. This includes at least 7 specific techniques.
You can expect to walk away with new language and a practical Scrum-based approach for eliminating the Contract Game so that empiricism and agility can thrive.
Scrum Master & Agile Project Manager: A Tale of Two RolesTommy Norman
Many people equate the role of Scrum Master to that of a traditional Project Manager, but there are both subtle and significant differences between them. So what is the difference and why do we care?
This presentation will explore the differences between these two roles and the underlying implications to your company’s Agile adoption. We will discuss the concept of little “a” agile (mostly iterative development and some Agile-like mechanics) versus big “A” Agile (more of a true shift in culture and focus on teams/value) and when we would choose one or the other.
So if you are confused about what a Scrum Master does, what the heck an Agile PM is, or are sick and tired of your team telling you that you’re not adopting Agile correctly, this presentation is or you!
Gunther Verheyen presented "Empirical Management" in the executive track of the first edition of the Scrum Days Poland in Warsaw.
The presentation unites Gunther's views on management, the organization and leadership in an Agile context with his experience and expertise in Scrum. It is an exploration of how to apply evidence-based managing of software.
This is the full version of the presentation. Time was too short to go through it completely. Highest value was still delivered.
Gunther shepherds the Professional series at Scrum.org and is Ken Schwaber's partner for Europe.
In the past two decades, Scrum has become the standard for agile development, used in some form today by 90 percent of agile teams. As Scrum starts its third decade, it’s not the fresh-faced process framework it once was. Yes, it has met—and dealt with—commercial, technical, philosophical, and practical challenges. Dave West discusses the past, present, and future of Scrum, using real data from more than 200,000 open assessments and 50,000 professional assessments to describe its challenges and evolution. Learn how to: (1) add the development infrastructure for continuous delivery; (2) define the systems engineering to manage the operational requirements from the start; and (3) create architectures to simplify the challenges of large-scale development. Learn how, in an industry that survives on the bleeding edge, there will continue to be a role for Scrum with its events, artifacts, and roles and how Scrum can continue to evolve.
'Stakeholder Engagement Shortcuts': Ilan Goldstein @ Colombo Agile Conference...ColomboCampsCommunity
Change is difficult, and the reality is that in many organisations, an agile adoption means considerable change. Kickstarting a new initiative such as Scrum requires support from your senior stakeholders. This presentation outlines some powerful shortcuts to help engage with your stakeholder community to ensure that Scrum is given the best opportunity to flourish!
One of the core principles of the agile movement was to shift the focus of software development to creating more valuable software, sooner. It can be expected that the act of managing in an agile environment puts value at its heart; thereby preferring value over old, industrial parameters like scope, budget, time. On top of that, informed management decisions to maximize value cannot be made without collecting evidence of value. Such evidence is found in the outcome of the work. Enter the need of evidence-based decision-making. Evidence becomes the primary source for inspections, in order to adapt how the software is being produced. Hence, the introduction of the Scrum Stance in the managerial domain. Enter a new management culture, Empirical Management.
Gunther explores the idea of Empirical Management through the lens of Scrum’s history and the compelling desire of many organizations to scale Scrum.
Gunther is director of the Professional Series at Scrum.org and a partner of Ken Schwaber.
Extended Abstract
Scrum has been around for almost 2 decades. During the first decade of agile, the adoption of agile and Scrum have grown incredibly. But the dependence of businesses and society on software has increased even more. Software is eating the world.
The survival and prosperity of many people and organizations depend on software. Complexity and unpredictability continue to increase. Yet, many organizations are stuck with old thinking like productivity, performance and blindly pushing more requirements out to the market. The focus of managing has not shifted to optimizing the value that the software brings to the organization. The urgency to do so grows.
The agile movement has left the act of managing largely unaddressed or -at least- under-focused. The agile values and spirit are more needed than ever, but it's time to include management. This can be achieved by applying the Scrum Stance in the managerial domain, hence promote Empirical Management.
Gunther Verheyen directs the Professional Series at Scrum.org and is a partner of Ken Schwaber, Scrum co-creator. Gunther and Ken have developed a framework for empirical management based on the principles of Scrum, agile and Evidence-Based Management. EBM has its roots in medical practice.
In his presentation Gunther look at the state of agile through the lens of EBM, and introduce how to apply its principles in a context of software.
“If no evidence is collected on the value of software, informed management decisions to maximize it cannot be made. Software development deserves a professional way of managing, a way of managing that is more than mere intuition, opinion and position.”
Learning Objectives
Inspire by challenging some common understanding of ‘agile’
Participants will be challenged on their understanding of agile, and the purpose of agile at a business and management level.
Participants will be challenged to shift their focus from how the development work
Scrum Day Europe 2014 - Evidence-Based Managing of SoftwareGunther Verheyen
During the past decade, the adoption of agile has grown incredibly. But the dependence of businesses and society on software has increased even more. Software is eating the world.
The survival and prosperity of many people and organizations depend on software. Complexity and unpredictability continue to increase. Yet, many organizations are stuck with old thinking like productivity, performance and blindly pushing more requirements out to the market.
The focus of managing has not shifted to, like was a core intent of the agile movement, optimizing the VALUE that the software brings to the organization. The urgency to do so grows.
The agile values and spirit are more needed than ever, but it's time to include management in the empirical thinking.
Gunther Verheyen directs the Professional Series at Scrum.org and is a partner of Ken Schwaber, Scrum co-creator. Gunther and Ken have developed a view on management in an agile context, "Evidence-Based Management" (EBM).
EBM has its roots in medical practice and promotes evidence-based decision-making in the managerial domain of software.
In his keynote presentation at Scrum Day Europe 2014, Gunther looked at the state of agile through the lens of EBM, and introduce how to apply its principles in a context of software.
If no evidence is collected on the value of software, informed management decisions to maximize it cannot be made. Software development deserves a professional way of managing, a way of managing that is more than mere intuition, opinion and position.
Showcase the fundamentals of the agile methodology through the aid of stunning visuals using Agile Planning PowerPoint Presentation Slides. This compelling project planning PPT theme is replete with infographics, and other diagrams to help you convey the information precisely. Project managers can compare agile with other techniques like waterfall methodology and compile results through agile management PPT template. Illustrate agile methodologies like Scrum and extreme programming with the help of stimulating flowcharts included in agile project plan PowerPoint theme. Develop and present the team structure for agile in a concise manner by the means of agile process PPT slideshow. This agile framework PowerPoint presentation gives you a layout to present agile planning levels, and agile development lifecycle. Also, by using our scrum approach to planning PPT deck you can demonstrate the agile planning challenges and review sprints. Download the scrum model PowerPoint slideshow to get easy-to-edit slides like column chart, timeline graph, and percentage charts. https://bit.ly/3kWm3bS
Succeeding with Agile against the odds at Australia's Central BankRowan Bunning
If you were asked to name the sort of organisation at which Agile transformation is most difficult, what would you pick? Government? Banks perhaps? How about an organisation that is both? Is it even possible for a Government Bank to transition an in-flight program to a thriving Agile capability?
In this session we describe how the Reserve Bank of Australia has demonstrated that it is possible to be successful with Agile in an organisational environment in which such a way of working is very foreign. This is the story of transitioning to Scrum and Behaviour Driven Development some months into the bank's largest ever program of work focused on redevelopment of the Banking Departments core banking systems. We outline how we got from test-last waterfall to full Scrum within 3 months, to full-team BDD in 4 months and to a strong collaboration and cultivation culture in 5 months. We describe the key conditions for such an effort to succeed and what we learned along the way.
How can Scrum Masters be effective in a hybrid remote working world?Rowan Bunning
“The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.” - Agile Manifesto
Yet now, for ≈80% of Sprints as everyone is working, we cannot see or even hear the voices of the team.
In this webinar, we will explore what it takes for us and our development teams to succeed in this “new normal” of remote working or hybrid working arrangements.
Agile knowledge check-up: Busting myths on core Agile conceptsRowan Bunning
Does your organisation use terms “Agile”, User Story, MVP, Iteration Manager or ScrumMaster? Do you do a demonstration at the end of each iteration? If you organisation is like most in Australia, it’s likely that people in it are misunderstanding the primary purpose of these concepts. When the main point of such concepts are missed repeatedly, it can cripple the effectiveness of your Agile adoption. Don’t fear, the Doctor is in and there is a clear prescription for your ailment. Come and test your knowledge. Be prepared to be surprised.
In this session we tell stories of post-heroic servant leadership from three cities in two continents that draw out reality and leave people feeling that they achieved breakthrough results themselves. Leadership that broke down barriers (very literally!), eliminated distrust and dysfunction, socialised issues and facilitated decision-making that saved a high-stakes project and transformed the culture to an environment of empowerment and candour.
Using these stories as inspiration, participants identify examples of increasing transparency across widely used Scrum artefacts such as Product Backlog and events such as Sprint Review.
Advancing as a Scrum Master or Agile Coach v2Rowan Bunning
Our Agile adoptions could be more successful if we, as Scrum Masters and Agile Coaches, were more impactful. Achieving this requires a more holistic understanding of these roles plus skilling up to be more effective at fulfilling them. That starts with us.
In many organisations, a Scrum Master is seen as just a team facilitator. Often only superficial elements of the role are played part-time by an already busy team member. If there are full-time Scrum Masters, in many organisations they are rendered ineffective as change agents and capability builders. Their capacity is filled by a heavy load of co-ordination, stakeholder meetings, progress tracking and other project management tasks have been left to Scrum Masters in the absence of a project manager or the implementation of effective Scrum alternatives.
If this sounds like you, or someone you know, this session is for you!
At the heart of this appears to be a fundamental lack of understanding as to what the Scrum Master role is all about. Also a failure for Scrum Masters to explain their role in the context of the new mindsets and demonstrate its worth to teams, Product Owners, management and other stakeholders.
This interactive session aims to open your eyes to see what a Scrum Master is really meant to be and full impact that a Scrum Master can make.
Five leadership lenses for agile successRowan Bunning
Sense Making lens - what is the problem contexts and appropriate management approach?
Systems Thinking lens - what should our organisation be optimised for and what are the dynamics?
Lean Thinking lens - how is our org. design relative to a customer value focus?
Cultural Analysis lens - what are our implicit beliefs shaping behaviour?
Self-Leadership lens - how do I show up as a leader to deal with complexity?
As presented at #sglon18
Advancing as a Scrum Master or Agile CoachRowan Bunning
Iteration 2 presented at the Melbourne Agile and Scrum User Group - July 23, 2018
In many organisations, ScrumMaster is seen as just a team facilitator and played part-time by an already busy team member. If there are full-time ScrumMasters, in many organisations they are rendered ineffective as change agents and capability builders. Their capacity is filled by a heavy load of co-ordination, stakeholder meetings, progress tracking and other project management tasks have been left to ScrumMasters in the absence of a project manager or the implementation of effective Scrum alternatives.
Many organisations continue to creating conflicts of interest by combining ScrumMaster and Project Manager into the one role. Or undermine the Development Team and Product Owner roles by attempting to blend ScrumMaster with a Delivery Manager role. Or they just get rid of ScrumMasters altogether have a sparse scattering of seagull “Agile Coaches”. Why? …well Spotify!
Are any of these wise moves?
At the heart of this appears to be a fundamental misunderstanding of what the ScrumMaster role is all about. Also a failure for ScrumMasters to explain their role in the context of the new mindset and demonstrate its worth to teams, Product Owners, management and other stakeholders.
In this interactive session, we explore what the ScrumMaster role really encompasses. We look at ways in which it is a lot more substantive and potentially impactful that many people realise. Ways in which a good ScrumMaster acts as a human mirror, shortens feedback loops, brings reality to bare, catalyses change, models behaviour, teaches people skills, cultivates culture, manages conflict, builds team performance, leads product thinking, builds product ownership capability, teaches other managers Lean, Agile and Systems Thinking plus “higher consciousness” leadership skills, provides mentoring to individuals, helps reveal the organisation’s dynamics to itself, advocates for impediment removal and helps all around them to better solve their own problems. All of this from a post-heroic and situationally appropriate leadership stance, being committed to the value creation gemba, to long term capability growth and optimising the whole. Just a meeting facilitator or a progress tracking secretary they are not!
When you think of all that, it’s not surprising that we’re not able to demonstrate the full impact of the ScrumMaster role – all of this takes years, if not decades to master.
You will explore what your own strengths and weaknesses are as ScrumMaster or capability growth leader and present opportunities for professional growth in these areas. You will take away specific points that you can use to explain the ScrumMaster role to colleagues as well as what the likely trade-off are when combining or replacing it with other roles.
We've often heard that "Culture eats Strategy for breakfast". Well for years, the largest and longest-running Agile survey has been demonstrating that this is true for Agile adoption as well. The top challenge continues to be "Company philosophy or culture at odds with core agile values".*
With 16 years of working on Agile adoptions in two hemispheres across organisations with widely varying cultures, Rowan sees clear patterns for how culture is shapes Agile in organisations. Not only the style of Agile or pseudo-Agile that you end up with, but even how the concept of Agile itself is framed and perceived.
Given an understanding of your organisational culture, we're coming close to being able to predict how your Agile adoption will play out even before you consider starting! That's unless there is real leadership energy spent on effective cultural change.
In this session we explore crucial questions such as the following for leaders in organisations pursuing Agile.
- What are characteristics of your organisation's culture that are most likely shaping your Agile adoption?
- What is it that your organisation is likely to be misinterpreting about Agile and Scrum given its prevailing culture?
- Why does attempting to adopt good Agile without shifting organisational culture result in either low impact watered down Agile and/or ongoing culture clash?
- Why is Scaled Agile Framework (SAFe) so popular in certain sorts of organisations and what are they are missing out on?
- What sorts of changes in belief and behaviour are required of leadership in order to lead a culture change supportive of the phase shift to a higher impact mode of Agile?
- What is it like working in a rare "Agile native" culture?
Time permitting, we'll tell stories of first-hand experience with "Agile native" organisational cultures and what led to them emerging and thriving.
* State of Agile survey: http://stateofagile.versionone.com
aka "Agile adoption stories from highly varied organisational cultures"
Why is the culture change that genuine Agile requires so difficult in most army or machine-like corporate cultures, yet quite natural for certain organisations who have a culture similar to a family or living organism? It turns out that the type of Agile your organisation adopts corresponds with its dominant world view or stage of consciousness. Drawing from 15 years of experience with Agile in Australia and the UK, we describe how Agile was interpreted quite differently by organisations classed as Amber, Orange, Green and Teal in Frederic LaLoux’s model.
Familiarise yourself with the characteristics of the four stages of Frederic LaLoux’s consciousness model.
You will become aware of:
* The stage that your own organisation is at
* How your organisation is likely to interpret and ‘bend’ Agile to fit its world view
* Specific beliefs and motivations that make high agility difficult in organisations with Amber and Orange stages of consciousness
* The Green and Teal beliefs and leadership styles that are genuinely transformational in achieving and sustaining high agility and customer-centric Agile adoptions.
Illuminating the potential of Scrum by comparing LeSS with SAFeRowan Bunning
Scrum implementations have the characteristics of an iceberg. The tip of the iceberg is what is explicit in the Scrum Guide whilst the much larger mass under the waterline is deep adoption of the implications of Scrum and Lean. This is where far greater payoffs from Agile adoption are to be found. Unfortunately, few people are aware of many of the deep implications and far fewer have experienced a Scrum adoption that goes beyond the tip of the iceberg.
The recent articulation of LeSS and it’s contrast with SAFe is drawing attention to the difference between shallow and deep Scrum. This session will take you in a submersible below the waterline and use a spotlight to illuminate the vast potential to improve your organisation through deep Scrum.
In comparing LeSS with SAFe, we illuminate ways to…
1. Scale vertically, not just horizontally to help thousands pull together as one.
2. Reduce bureaucratic control and increase business-development collaboration.
3. Transform the win-lose contract game between business and IT into a win-win co-operative game.
4. Focus everyone on the end-customer and re-structure around this.
5. Produce a potentially shippable product increment every fortnight.
6. Enable the organisation to "turn on a dime, for a dime".
7. Enable anti-fragile self-optimising of both What customer value is created and How it is created.
8. Radically simplify organisational structure without the overheads of unnecessary specification, co-ordination and reporting roles.
9. Unleash the potential of real self-managing teams without this being unwittingly constrained.
10. Allow managers to shift from managing the what, the how and tracking to the much more impactful work of capability building.
More Agile and LeSS dysfunction - may 2015Rowan Bunning
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/
A simple formula for becoming Lean, Agile and unlocking high performance teamsRowan Bunning
An extended version of the session at the Sydney Scrum User Group, Agile Brisbane, Melbourne Agile and Scrum User Group and Agile Newcastle between Feb 26 and Mar 20, 2013. This included a promo about the Scrum Australia 2013 conference: http://www.scrum.com.au
Session Intro
In an effort to become Agile and/or Lean, many organisations in Australia are attempting to design their own custom Agile process from Agile and Lean principles at the time at which they are least qualified to do so - before they have started.
This might appear to make sense if you set out to 'implement the Agile Methodology' * or 'do Agile' *. After all, aren't you acting in the adaptable spirit of Agile to pick and choose which practices you adopt and how you implement them? Every organisation is unique, right?
In reality, organisations taking this approach, tend to pick the easy 'low hanging fruit' that are easy for them to adopt over those that offer the most improvement over the status quo. In pulling up stumps early and 'wimping out' of the harder organisational changes, such organisations unconsciously stifle their teams' ability to reach for high performance and limit the organisation's ability to go beyond "good" to be truly "great". They may also be missing the essential understanding that Agile practices were designed to work as an inter-dependent system of disciplined practice. As Kent Beck put it: "No single practice works well by itself, each needs the other practices to keep them in balance. If you follow 80% of the process you get 20% of the benefits."
If, however, you set out to be a high performing organisation, this may not be adequate.
So...
What if there was a way to avoid a half-baked 'Agile-ish' approach producing half-baked outcomes? What if you could get there by "standing on the shoulders of giants"?
What if there were a simple formula for becoming truly Agile?
(Genuinely living the Agile Software Development values and principles.)
What if this simple formula also implicitly implemented the core principles of Lean and did so in a way based not on repetitive Lean Manufacturing of physical objects but on a type of Lean that is much more appropriate for complex knowledge work and systems development?
What if this formula also implemented the management/leadership approaches suggested for a Complex problem domain as per the Cynefin framework?
What if this formula enabled rapid cycles of learning about both:- what the customer really needs and- what techniques are required to rise to the challenge of delivering it using contemporary technologies?
What if this formula was proven to scale and could support you through the Agile Journey from pilot to whole-organisation transformation?
What if this formula was self-correcting in terms of both your project outcome and your processes themselves?
What if there was a way to unlock the full synergistic potential of teams and realise truly high performance?
A series of ScrumBut anti-patterns observed in multiple Scrum projects along with guidance on how to avoid them.
As presented at the European Scrum Gathering (Munich, Germany) on October 19, 2009.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
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Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition:12th Global Edition
author:by Hoffer
ISBN:ISBN 10: 0133544613 / ISBN 13: 9780133544619
type:solution manual
format:word/zip
All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.