We understand the vital importance of collaboration among team members. However, how can we deal with non-collaborators—people who won’t work with us? Although we may not be able to change them, we may be able to work with them. This session describes how to identify non-collaborator and examine the system within which the non-collaborators work: their success factors, motivations and measurements. Using a Trust and Ownership Model, we considers tools and techniques to cope with each trait. Deal with non-collaborators by building a strategy that empowers you to collaborate no matter what.
If you’ve been doing Waterfall delivery most of your career agile can be down right scary: changing requirements, adaptive planning, iterative development. These are all intimidating things for managers and organizations used to doing things in discrete phases one stage at a time. In this introductory talk, we will look at agile in simple terms explaining: - what agile is - what working on an agile project is like - some of it's myths - which agile method is right for you, and - three steps you can take to becoming more agile today.
Extreme Programming put strong emphasis on engineering practices to support agile execution and have in practice influenced how many of those practices have evolved. Scrum assumes such engineering practices are being used, without dictating specifically which practices. In this session, we will dive into the most important agile engineering practices and the kind of tools that supports them. We will also discuss the evolution of such tools, including those from both the open source community and commercial vendors.
We know that self-organization is a critical aspect of every successful Agile project and we know that it takes trust, respect, openness and responsibility; so why many teams have a hard time to achieve it? Self-organization changes the manager/team dynamics and the teammate/teammate ones. Resistance may arise and the source is frequently rooted in mental habits, such as a latent blaming culture, confusing guidance and command, fear of taking responsibility or losing status, unconscious agendas. Attend this session to learn, through demos and exercises, how to deal with these kind of issues.
The normal dogma of agile execution is to avoid dependencies as they are perceived to disrupt flow and the ability to act with agility. But, why avoid a dependency that creates business value such as reusing customer information across products? Why add yet another framework which would increase the technical debt when there is one suitable already there? This workshop will provide and refine a framework and practices to identify and manage the dependencies that truly create value while avoiding those that don't. This will ensure a more constructive way of dealing with dependencies.
The failure of traditional management has led to the reinvention of management: the whole organization must be focused on creating a stream of additional value to customers through continuous innovation. The reinvention reflects an application of Agile thinking to the whole organization. The session shows how applying Agile thinking to the whole firm involves five fundamental shifts in terms of the firm's goal, the role of managers, the way work is coordinated, the shift from value to values and the shift in communications shift from command to conversation: http://bit.ly/bryJHX
Not everyone is a fan of the self directed self organizing team. It flies in the face of traditional project management, and often conflicts with the traditional organization model. The benefits of self directed teams however are too big to ignore and now we have scientific proof as to why. In this new talk on agile leadership, I explain: - how and why agile leadership works, - the science behind why so many choose to work this way, and - the impact it’s going to have on you and your organization.