As more development teams adopt agile, product managers must change the way they work to keep up with faster development cycles and shorter customer feedback loops. Product managers new to agile soon realize that agile processes require more involvement from their group. Given that most product managers are already overworked, how can they manage these new activities to derive more value from software projects and products? I will share my experience transitioning to Agile, pitfalls to avoid and propose solutions to the new challenges that arise.
What do you get when two developers try to implement agile without having experienced it? A 90 minute session on all the mistakes that were made.
What can you do to avoid the same fate? We needed an agile coach, but want to help you do without. We’ll present techniques you can use immediately.
In this session, we examine the problems created by implementing an agile process incompletely and describe solutions to those problems. We offer the perspective of developers who learned what commitment really means and that there’s more to agile than TDD and small releases.
In a quick survey, 17 of 20 programmers said they didn’t know how to slice feature requests to the sub-day level. In contrast, top programmers easily take them to 15-30 minute programming episodes. What does it take for people to make the transition?
In this workshop, analysts and programmers will pair up, decompose an problem into initial requests, then the programmers will deliver those features in five 10-minute iterations, the analyst adjusting requests on the fly.
This workshop works well with experienced programmers. Programming language and environment don’t matter.
Agile adoption initiatives succeed and fail. There is no agreement on why they do so. The current focus for scaling Agile seems to be on modifying existing Agile practices, adding new ones, and getting the right toolset installed. I’ve come to believe that the main reason for the success of any Agile adoption effort are the individuals, their skills and their personalities. All other aspects of Agile are of secondary importance.
In this talk I will share several individual skills and mental models that are necessary for successful scaling.
Group Coherence (.com): Shared state allowing groups to perform tasks in rhythm and harmony with great energy to overcome obstacles. Evokes memories of fun, success, team bonding, desire to work together on future projects and improved group connection.
Group characteristics are invisible and have to be felt. We are not trained to detect them any more than we could detect radio waves without a radio.
We will Practice using group inquiry to: -Share your Agile GC experience -Identify GC ingredients and obstacles -Chart GC -Transform Agile practitioners to a coherent Agile group
Want to improve your team? Take a drama class! Want to measure how your agile adoption is going, take a business course!! This session explores the often overlooked practices in other industries for inspiration on improving agile practice in software development. From waste management and lean manufacturing to understanding motivational and sustainable development with NLP, I want to help people begin to look at things differently and perhaps find their own fixes from the rich variety of disciplines in everyday life that they can apply to agile software development.
Agility in Action… This session will introduce five interactive games that a facilitator can add to their toolkit for team and management training. The games all illustrate the principles and dynamics that support Agility. The rationale for this session is that people learn best by embodying the learning, rather than just receiving knowledge at a head level. All participants will be immersed in the games; there are no observers. At the end of the session the participants will have a set of games they can introduce into their own organization to enhance their own Agile adoption process.
This is a highly participative workshop for delegates to learn more about collaborative and organisational storytelling. Personal stories will be told, retold and analysed, to investigate underlying values, through a series of collaborative story-games. Collaborative storytelling will be explored as an activity for team building, coordination and problem-understanding. Attendees will participate in generating ideas for a set of story-cards that could be used to help teams explore their own values, beliefs and concerns through collaborative storytelling around software projects.
It is unfortunate, but true: for many teams error handling is an afterthought. They design the main flows of their system and then they think about where they need exceptions and logging. However, the error cases are extremely important. When we consider them along with the normal cases, we an often find ways to arrive at better design. In this workshop, we will pursue design a series of solutions to the same problem with the error cases considered early and late. Then we will compare and contrast solutions and see how early consideration of cases can affect the growth of a design.
This tutorial, the “small card game”, is a simulation game introducing the concepts of Agile planning, story value, and story cost. Learn to manage scope and optimize return on investment. The students practice planning a project with varying levels of information about the features needed, and experience how “nature” deals with their plan. Again, very appropriate for all team members, in-house customers, marketing, and management, to learn how the process works and what their part in it is.