Videos on Scrum and Agile Project Management
There are many books and trainings that describe what good Product Owner should be in Scrum team. I have been a Product Owner for more than 5 years now. During this time I learned that there is only one skill that is essential to good Product Owner. I am ready to share it with you together with few “stories from the trenches” that will illustrate it.
What we do in software development is hard. Lots of companies, teams, and people pick up Agile approaches to make it easier, and then realize it’s still really hard. They learn that Agile didn’t fix things. And, then they get to work trying to fix Agile.
Business Analysis (BA) is a profession which is helping organizations to manage business transformation in an ever-changing and complex world. Business analysts work across the business change lifecycle; they develop early understanding of business needs. Their work leads to a situation where the right projects are funded for the right reasons.
Enterprise agility is both a hugely popular aspiration and a widely misunderstood buzzword. Many of us as Agile coaches wonder how we can lead and catalyze agility at an organizational level. Our intentions are earnest, but our skills and understanding are partial. This talk explores what Agile coaching across an enterprise means, from an executive’s leadership maturity to the limits of culture, from organization structures to value creating processes.
“Value” is the beacon, watchword, end game, justification, and mantra for Agile practitioners. You make product decisions in Scrum at every turn throughout discovery and delivery, balancing multiple perspectives.
Agile is founded on people and interactions. This presentation will explain a model to align teams for high performance and give you practical techniques, adapted from clinical hypnosis, that have proven successful with project visioning, goal setting, improved team communication and business collaboration.
There are a lot of teams out there who started their transition to agile/lean quite a while ago. Most of them did some great steps in the right direction. But after the first view month, after all of the low hanging fruits were harvested, most of the teams struggle with establishing a valuable and sustaining kaizen culture of continuous improvement using retrospectives.
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