People and team member management for Agile project management and Scrum software development teams.
If today many people equal Agile with Scrum, the Agile approach is also deeply rooted in software engineering practices, like pair programming or refactoring, promoted by the eXtreme Programming (XP) movement. In this book, Emily Bache presents the Samman Technical Coaching approach. It is a method for helping software development teams to become more agile and raise the quality of their work.
The two presenters explore the misunderstandings and usages of Scrum roles using examples of what they have seen in organizations. They witnessed these dysfunctions not only in companies who are new to these roles, but also in organizations that were already applying Scrum for a while.
Agile methods encourage creativity through collaboration, but those ideas, and our responses to others, are filtered through our own perceptions. Most worrisome are the kind of perceptions that we have unknowingly built up and curated over many years, until we are barely aware of them.
Curious about how to build and sustain a remote-first culture? In this presentation, Rachel Davis explains how her team at Tes adapted their engineering practices to support small teams working in close collaboration over distance. With more engineers working from home or travelling than sitting at a desk in the London office, this talk covers how she organizes cross-team initiatives to sustain this way of working.
Startups are blowing established organizations out of the water on a regular basis. How on earth can small agile companies of 1-30 people beat multi-million companies with a lot of money, existing customers and experience? In this presentation, Karianne Berg, who has experience from several startups, shares some simple (but not easy!) tricks of the trade.
Mary and Tom Poppendieck summarize the objective of the “Lean Mindset” book in the introduction: “we present a mental model of how to design and deliver amazing products that delight customers”. Following the same idea that you should “be Agile” and not only “do Agile”, the book explains how to build the mental model to act in a lean way, discussing the creation of a favorable environment and process to deliver value to the customer.
This presentation looks at Agile teams and how we can build better, trusting relationships with them and our external stakeholders. Why? Because you work with Scrum teamsday in, day out, spending the majority of your waking life with them. But how much do you trust them? And how much do they trust you?
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