Videos on Scrum and Agile Project Management
Scrum has long been the most popular of the Agile approaches for software development. But what is Scrum really about? What does a great Scrum team look like? Is Scrum really the flexible, free-spirited collection of ‘frameworks’ that are so often believed to be able to be tailored to suit what works for us? In our attempts to be ‘Agile’, have we forgotten the benefits of structure and discipline? Do we bend Scrum too much to suit us, and what is the impact of this?
This session is born of the hard lessons learned from years of working with diverse companies using metrics to improve their software development processes. Come learn from our successes and be warned by our failures. This session covers what makes an effective Agile metric, the pitfalls in designing metrics, and the basic principles for using metrics appropriately.
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?
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.
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