Imagine you are asked to sit in on a team’s sprint review and retrospective. The team has been having difficulty forming and the Scrum Master has asked you to observe the team dynamics during these two sessions. Are you simply going to watch what’s going on or is there more you can do? Perhaps you are seeing interactions and team dynamics at play without truly realizing what you are observing.
Videos on Scrum and Agile Project Management
Are you sick of seeing your Scrum team treated as a sausage machine for turning user stories into code? Can your software developers only talk about how long something will take, or how exactly it will be built?
The presentation demonstrates why SAFe (Scaled Agile Framework) is the most widely adopted agile scaling framework. SAFe’s practices have evolved from Agile practices and methods, Lean product development, systems thinking, and observation of successful enterprises. This presentation introduces the Scaled Agile Framework (SAFe version 4.5), including its core values, principles, and practices, along with a roadmap for implementation.
Merete Munch Lange believes that all collaboration between people boils down to one word: trust. So how do you infuse trust in an Agile team to achieve a better teamwork? It can’t be bought, it has to be build. There are some universal ways to build trust in a Scrum team and to help improve its performance. In this short presentation, Merete Munch Lange shares some of the things that have worked for her and her teams to build trust for a better teamwork.
In this era of Agile development, we hear a lot about different styles, flavors and even frameworks. When you have the experience of facilitating the Agile journey in big as well as small companies, one thing that you will learn is that one size does not fit all. The only thing that seems to be working is what the presenter choose to call polyglot Agile, being able to “speak” different languages with different teams within the same company.
The default use of an “estimate-driven” approach is pervasive in software development efforts. While estimates can be useful, it is worthwhile to scrutinize our use of estimates, and to seek better ways to manage the development of software when estimates are not appropriate.
Large-scale Agile and Scrum transformations are in fashion and senior leadership want their enterprises across the land to “be Agile” or at least be seen to “be Agile”. But what does that mean? What are the risks? What does that cost? Agile transformation is an organizational change that is often assumed to be something much less significant or wide-reaching than it actually is.