Welcome to the world of Visual Management! Task boards, post-its, mind maps, burndown charts, kanban boards, lava lamps… information visualization techniques and the visual workplace play a fundamental role in creating visibility and helping build transparency and trust among Agile teams. Come to this workshop to experience in person the value of Visual Management, and help cooperatively come up with the ultimate task board!
No normal person can focus attention on a single object or idea for more than about 15 seconds. There’s a practice, though, that you can learn so as to accommodate this fact. You can use this practice to get good at concentrating. When you can stay focused, you can work without distraction while not zoning out and losing track of your surroundings. When you can stay focused, you can work productively; when your team can stay focused, amazing things happen.
Agile coaches attempt to influence teams in different ways. Our experience is that agile coaches typically work by instinct and intuition. This makes it very hard to explain what coaches do and difficult to teach people how to coach agile teams. Richard Hackman claims in his book “Leading Teams” that there a three basic types of coaching intervention: Motivational, Consultative, Educational. We want to test out that theory and explore about what Agile Coaches really do. We aim to uncover specific coaching interventions that participants have tried and whether these interventions helped.
We talk about collaborating to get great results from Agile, yet so few teams do it well (if they even try it at all). Sure, they cooperate, but collaborate? That’s a different story. My teams couldn’t collaborate, even when they explicitly tried. This failure led to such an epidemic of mediocrity that I turned to a professional for help. I turned to an actor. Come to this session to learn what I learned from the world of theatre and to practice the exercises that helped my teams build their collaboration muscle so that you can do the same with yours.
To enable the Agile Value “Courage”, we have to empower internal coaches, project managers, team leaders, and team members to change the organizations culture. Only a coach (or a manager / executive in his/her role as coach) is in the position to initiate and keep this process alive. Thus a coach has to be able to:
- make human systems transparent
- reduce or adjust complexity
- enforce dialogues and solutions
- set and enact clear goals
- build trust in the team and in the customer collaboration
- focus on sustainable decisions
- clarify conflicts
Test Driven Development (TDD) is not just about the tests. Test Driven Development is also a design discipline. In fact, many TDD veterans prefer using the acronym to refer to Test Driven Design. So, how exactly does TDD improve design? TDD improves design by making the developer more aware of fundamental design principles. TDD does not force good design. TDD rewards for good design and punishes for bad design.
Through test-first development, design principles are moved from abstract, academic concepts to concrete needs.
No, you don’t get to skip project planning. Brooke needs to know approximate cost and delivery date, and poor Padma need to know when the good stuff will start showing up. You yourself need to know dependencies and delays.
This is the shortest, fastest, easiest way I know to create a project plan. It’s full name is “Project Planning Jam Session”, to indicate that all roles are present for the session, from sponsor to business person to designers and testers. Thanks to Jens Coldewey for first showing this to me in 1998 – it instantly improved the way our teams developed project plans.
Setting a clear and engaging vision is challenging and critical for successful projects, so we have evolved an approach that allows teams to articulate the vision by telling the story of a customer’s experience with your product.
We will show you how to map the journey, identifying areas for technology innovation and key features along the way that will help to create a product that people love to use.
Many people can find empathy with a character and their story. This helps in creating a compelling product vision and communicate benefits in order to secure funding.
The use of metaphorical games as a strategy for adopting an agile culture has shown to be weak because most of trainers don’t know the principles of changing beliefs and values of a human mind. The Neuro-Linguistic Programming (NLP) Logical Levels of Learning and Change (LLLC) is a powerful framework to be considered when we need to challenge skeptical and analytical minds in traditional software development environments.
James Shore (coauthor of The Art of Agile Development) and Rob Myers of Agile Institute help you examine the role of metrics on Agile teams. We take a broad survey of metrics being used on Agile projects, both traditional and innovative, and look at the value and dangers to the success of the team. We look at how the simple act of measuring, itself, can be harmful, and when it is well-justified. Metrics at every level of the Agile organization will receive scrutiny: Measuring value, team performance, progress, quality, and even code design attributes will be taken into consideration.