Certified Scrum trainer and author Mike Cohn shows how to succeed with agile through the ADAPT process: Awareness, Desire, Ability, Promotion and Transfer.
Scrum Teams work best when they collaborate with their product owners to continually refine their backlogs. This is, of course, easier to do when teams are small and collocated. In this webinar, Luke Hohmann, from Conteneo, will present a collection of frameworks that support product owners and Scrum Teams working together to refine backlogs in large and/or distributed teams.
Scrum is an agile framework for managing product development that uses short cycles of work called sprints to incrementally build a product. Key aspects of scrum include self-organizing cross-functional teams, a product backlog maintained by a product owner, and regular sprints, daily scrums, sprint planning and retrospectives to facilitate collaboration and continuous improvement. Scrum provides principles for iterative development and adaptation to change throughout the product life cycle.
The document discusses different mindsets and how they affect our lives and work. It describes a fixed mindset where people believe their abilities are set and can't change, versus a growth mindset where people believe their abilities can develop over time through effort. Having a growth mindset creates resilience and a love of learning. The document suggests that organizations also have mindsets and can be either fixed or growth oriented. It provides tips on assessing your own and your organization's mindset and how to cultivate a growth mindset.
This document provides an overview of agile methodology and several agile frameworks. It begins with a brief history of the traditional waterfall model and its limitations. It then introduces the agile manifesto and some core agile principles. Several agile frameworks are described at a high level, including scrum, kanban, extreme programming, and others. Key practices of scrum and extreme programming like iterations, user stories, stand-up meetings, and test-driven development are defined. The document aims to give the reader a broad understanding of agile concepts and some of the most commonly used agile frameworks and practices.
Scrum guide presentation (Scrum Guide in easy to read PPT format)Aloke Bhattacharya
This document provides a summary of the Scrum Guide in PowerPoint format. It was created by Aloke Bhattacharya based on the November 2017 version of the Scrum Guide. The presentation aims to make the key points of the Scrum Guide more memorable through additional diagrams, highlighting, and splitting long paragraphs. It includes all content from the Scrum Guide unchanged and in the same order, with page numbers provided for reference.
Prioritization Techniques for Agile TeamsTarang Baxi
Have you ever been in a prioritization discussion where the only priorities are High, Higher, and Highest? Or tried using MoSCoW to prioritize user stories only to find
that 80% of the cards are 'Must Have'?
In this tutorial, we introduce a gamut of different prioritization methods, ranging from simple techniques like stacked ranking or MoSCoW that classify items along a single dimension to multi-dimensional techniques like priority quadrants, Story Maps, and Innovation Games®. We cover pruning feature trees, spending fake currency, and using visual metaphors, while truly identifying what the most important stuff really is. This was most recently presented at the Agile India 2013 conference in Bangalore.
The document discusses the career path for Scrum Masters. It begins by defining the Scrum Master role and qualities of an excellent Scrum Master. It then addresses the debate around whether Scrum Master is a role or a career. The document proposes a 3-level career path for Scrum Masters, including levels for Scrum Master, Senior Scrum Master, and Agile Coach. It outlines the proposed responsibilities, experience, skills, and certifications needed to progress through each level. The goal is to clearly define expectations and provide a path for professional growth to position the Scrum Master job as a true career.
The document discusses various aspects of agile principles and practices. It lists the 12 principles from the Agile Manifesto, including delivering working software frequently and welcoming changing requirements. It also provides links to articles about agile principles from Spotify and 352inc. The document suggests attending a lunch and learn on iterating in business and provides sources of inspiration for being agile.
Brief, but descriptive tutorial of the Scaled Agile Framework (SAFe) 4.5. Starts with impetus for agility, overview of lean and agile thinking, definition of portfolio management, explanation of SAFe and its values and principles, etc. Then, provides a level-by-level overview of SAFe, including case studies, metrics, business case, adoption statistics, roles, responsibilities, and other considerations. Closes with a nice summary of key SAFe implementation principles ...
What changes are needed in management and leadership to move towards the new lean culture of creative and knowledge work?
My presentation from Agile Finland's Modern Agile Breakfast.
The document discusses Agile Scrum, an agile project management framework. It covers Scrum principles and roles, using Sprints to deliver working software in short cycles, and the tool Pivotal Tracker for organizing work. Behavior Driven Development and Cucumber are also mentioned for writing tests first before code. The benefits of the Agile approach are listed, along with some challenges organizations may face in adopting it.
An agile coach helps teams improve performance through deliberate practices. A coaching conversation involves exploring the client's agenda, examining biases, and exploring topics through powerful questions. It aims to narrow down actions and have the client commit to specific actions, including what they will do, by when, and how progress will be determined. Effective coaching focuses on listening at different levels and considering different perspectives to gain insights.
When I needed to do presentations of Scrum to executives and students, I started to look for existing ones. Most presentations I found were very good for detailed presentations or training. But what I was looking for was a presentation I could give in less than 15 minutes (or more if I wanted). Most of them also contained out dated content. For example, the latest changes in the Scrum framework were not present and what has been removed was still there.
Learn more about the most popular Agile framework - Scrum. This training should be paired with the pre-training learning materials in Trello. Learn more about the Scrum artifacts (product backlog, sprint backlog, etc.), Scrum roles (Scrum Master, Product Owner, and the team), and the Sprint.
Don't waterfall your agile transformation effort. LACE stands for Lean Agile Center for Excellence, it's your uber group of change agents that shepard your Agile transformation. Whether the transformation is an organization decision, or a grass roots movement, you are going to hit a point where LACE is needed to sustain the change. Stickiness! LACE is one of the critical factors for the more successful enterprise transformations.
What does a Scrum Master do all day if a Daily Scrum is only 15 minutes? This talk - “A Day in the Life of a Scrum Master” - will explore the role beyond simple facilitation of the Sprint Ceremonies. Attendees learn four different areas of focus for a balanced approach to the role.
The document discusses expectations and challenges around adopting agile practices. It summarizes that while some teams see 5-10x improvements, these outcomes are not typical. Common expectations that agile will be easy and provide guaranteed high returns can lead to perceptions of agile "failing" if not met. The document advocates that success is becoming incrementally better over time rather than an endpoint state. It also discusses how expectations, desire, ability, promotion and transfer are needed for successful adoption and preventing approaches from being done half-heartedly.
This document provides an overview of strategies for transitioning an organization to agile development. It discusses why transitioning is difficult due to the complex nature of organizational change. It presents the ADAPT framework which focuses on building Awareness, Desire, Ability, Promoting successes, and Transferring changes throughout the organization. A transition framework is proposed that treats the transition like an agile project with goals, backlogs, iterations and releases. The roles of leaders in facilitating self-organization are explored. Finally, patterns for adopting agile such as starting with technical practices first or "all in" are presented.
One of the challenges of agile development is coming to grips with the role of leaders and managers of self-organizing teams. Many would-be ScrumMasters and agile coaches go to the extreme of refusing to exert any influence on their teams at all. Others retain too much of their prior command-and-control management styles and fail to unleash the creativity and productivity of a self-organizing team.
Leading a self-organizing team can be a fine line. In this session you will learn the proper ways to influence the path taken by a team to solving the problems given to it. You will learn how to become comfortable in this role. You’ll understand why influencing a self-organizing team is neither sneaky nor inappropriate but is necessary.
Drawing on analogies from fields such as evolutionary biology and the study of complex adaptive systems, the instructor will describe three factors necessary for self-organization to occur and then provide seven tools for guiding the direction taken by the team as they self-organize.
This document discusses strategies for transitioning large enterprises to agile practices. It introduces the ADAPT framework which involves creating Awareness of issues, building Desire for change, developing Ability to work in agile ways, promoting early successes, and transferring agile practices throughout the organization. Key challenges in enterprise agile adoption are mixing agile with traditional processes, compliance issues, distributed teams, and individual resistance. The document advocates establishing an Enterprise Transition Community and Improvement Communities to guide the transition through iterative improvements.
Mike Cohn gave a presentation on leading self-organizing teams at the Norwegian Developer's Conference. He discussed what self-organizing teams are and how they operate as complex adaptive systems. Cohn explained that managers can subtly influence self-organizing teams without direct control through containers, differences among team members, and transforming exchanges between members. He provided examples of how to apply this model to influence how a team evolves over time, such as selecting the team's environment, defining performance metrics, and energizing the team with a clear goal.
This document discusses transitioning to an agile development process and overcoming challenges associated with previous waterfall methods. It provides a framework for transitioning that includes treating the transition as a project with its own backlog and iterations. Common "waterfallacies" and fears of change ("agilephobias") are addressed, such as the inability to accurately predict schedules and fixed requirements upfront. Distributed teams and integrating testing are also discussed. The transition process itself needs to be agile and adapt to challenges identified along the way.
This presentation by certified Scrum trainer Mike Cohn addresses a common challenge in agile development: the new role of leaders and managers in self-organizing teams.
The document provides guidance on transitioning an organization to Agile practices. It discusses 12 things that must be done for a successful transition, including dispensing with predictability, treating the transition as a project, using a congruent approach, picking the right initial project, getting the right people involved, starting with a beachhead team, overcoming resistance, having customer involvement, engaging change agents, not trying to do everything at once, and following a guide. It also discusses specific techniques for establishing transition teams, developing transition backlogs, expanding teams, and overcoming resistance to change.
How to Achieve A Smoother Journey to a Successful Agile Enterprise Transforma...Cprime
Are you concerned that if you don't change fast enough you may not survive? "As the speed of business increases, more and more organizations realize they need to fundamentally change how they do business, but are unsure of how to do so. Approaching change with the correct principles in mind while applying a comprehensive change management framework can mitigate the many risks inherent to organizational change increasing the likelihood of a smoother journey to successful outcomes.
In this webinar, we’ll discuss a proven framework for organizational change. We will explore how the steps outlined in this framework can be applied using Lean-Agile methods, and showcase examples of how organizations we’ve worked with have done just that.
Achieving Escape Velocity in Your Digital Transformation Through Product Thin...VMware Tanzu
SpringOne 2021
Session Title: Achieving Escape Velocity in Your Digital Transformation Through Product Thinking
Speakers: Gautham Pallapa, Executive Advisor at VMware; Henri van den Bulk, Executive Technical Advisor at VMware
Scrum Deutschland 2018 - Wolfgang Hilpert - Are you agile enough to succeed w...Wolfgang Hilpert
How do digital innovation and the adoption of Agile methods within the enterprise fit together?
What prerequisites are needed to achieve Business Agility?
What influence does the leadership culture have on the success of the Agile transformation?
What features of a modern leadership role are needed to win in the age of digitization and agility? What does „Leadership Agility“ mean and why is this a critical success factor for the transformation?
What do typical hurdles of an Agile transformation look like?
How can we measure the success of the transformation?
The document discusses key aspects of driving a successful organizational transformation to Agile. It emphasizes the importance of securing executive sponsorship, introducing business stakeholders to Agile concepts, sharing a clear business vision with teams, onboarding an Agile coach, creating cross-functional self-organized teams, shifting from individual to team-based performance, driving cultural changes, and keeping teams motivated throughout the transformation journey. The transformation process requires an iterative approach and focus on collaboration to overcome challenges and drive improvements.
Are we Prepared for Scrum Master’s Role in COVID-19 Outbreak?Invensis Learning
No one was ready for COVID19! With a back to back lockdown months affecting the entire business verse globally. According to a PwC survey, 72% of respondents believe their companies will be more Agile going forward and 68% believe they will have flexible work environment to better equip in the long run.
In this regard, know how the Scrum Masters help thousands of teams all around the globe to collaborate? Do you feel that you are prepared for Post-COVID19 changes the way we work? How to deal with the disruptive changes?
#scrummaster #agile #covid19 #agileprojectmanagement #scrum #itmanagers #projectmanager
Areas covered:
1. Who is a Scrum Master and why we need a Scrum Master
2. How Scrum Master helped the teams in COVID19 to align and maximize value.
3. Why this is the high time for us to know about the role.
4. How can you be a good Scrum Master?
Who’ll benefit:
* IT Professionals
* Project Managers
* Delivery Managers
* QA and Testing Professionals
* Scrum Team Members
* Aspiring Scrum Masters
* Anyone who might be interested to know or oppose the idea all together
Speaker Profile:
Satyavrat Nirala is one of Asia’s youngest trainer and coach with certifications of CSM, CSPO, and CAL1, CAMS certification. He has been training and coaching Project management teams, Scrum teams internationally for the last 7 years. Started his career as a project technical analyst, Satyavrat has traversed through various roles in his journey including that of a self-thought coder, software team member, Business Analyst, SME, Scrum Master, Process Consultant, Project Management and Agile guide and coach and Mentor over a span of 14+ years.
For more information please visit our website: https://www.invensislearning.com/
Agile Organization with Scrum@Scale, Vimar Spa a real examplePaolo Sammicheli
The document discusses scaling agile organizations through the Scrum@Scale framework. It introduces Scrum@Scale concepts like the scaled daily scrum, executive action team, scaling the product owner role, and using a scale-free network architecture. The framework aims to synchronize large numbers of people through nested daily scrums at different levels from team to executive. It also emphasizes removing bureaucracy through a minimum viable bureaucracy and addressing impediments across levels from team to executive action team. Real-world examples of scaling Scrum to hundreds and thousands of people at companies like SAAB are provided.
Agile Lean Europe 2018 - Zurich, 22-24 August 2018. What is an Agile Organization and how transform your company in an Agile Organization with Scrum@Scale.
1) The document provides an overview of CollabNet's agile transformation strategy and services. It discusses CollabNet's background and industry recognition. It also outlines common challenges faced by clients before adopting agile and typical results achieved after engaging CollabNet for agile transformations.
2) The document covers CollabNet's approach to agile adoption, which includes identifying pilot projects, establishing communities of practice, formalizing processes, and scaling agile enterprise-wide. It also discusses key phases in the pathway to becoming an agile enterprise.
3) Case studies are presented on agile transformations achieved with clients such as Deutsche Post, DHL, Amdocs, Nokia, and Intel that resulted in
Building digital product masters to prevail in the age of accelerations parts...Jeffrey Stewart
This document discusses the importance of building Digital Product Masters (DPMs) to help organizations adapt and succeed in today's rapidly changing environment. It argues that DPMs can help mitigate risks, reduce costs, and improve revenue. The document is presented in three parts:
Part 1 discusses how the world is accelerating and the new risks organizations face. It suggests that DPMs can help lower costs, mitigate risks, and create stronger customer lock-ins.
Part 2 explains what a DPM is and how it models activities, tools, flows, teams, capabilities, processes, technology, and people. It shows how a DPM can help align these different elements.
Part 3 will provide a case study
PMI EMEA Global Congress: Integrating Agile in a Waterfall WorldJoseph Flahiff
Although many practitioners take a black and white stance regarding agile, you can benefit from a shade of gray. If you are part of an enterprise organization it is likely that a large majority of projects are run using the traditional waterfall approach to project management; gray agile projects can fit in this world. In this workshop you will take a fresh look at the benefits and challenges of implementing agile projects in a waterfall world.
Learning Objectives
* Learn how agile in an enterprise (non-software) company differs from agile in a small software company and what can be expected.
* Learn why “agile vs. waterfall” is not a valid proposition and four alternatives for managing increasingly agile projects.
* Learn how to successfully mix agile and sequential project models in a single project.
Although many practitioners take a black and white stance regarding agile, you can benefit from a shade of gray. If you are part of an enterprise organization it is likely that a large majority of projects are run using the traditional waterfall approach to project management. Gray agile projects can fit in this world. In this workshop you will take a fresh look at the benefits and challenges of implementing agile projects in a waterfall world.
2021 marks the 20 anniversary of the Agile Manifesto. Yet many organizations are still struggling to clearly improve value delivery for their customers. In this talk Scott Ambler and Mark Lines explain why agile has struggled in the past and what we can do about it. Go beyond agile rhetoric, agile methods and frameworks and learn how to optimize agility for your situation, not others. We can do better, and it is not difficult. Disciplined Agile can help. The journey starts with an investment in learning, optimizing for your situation, and then removing obstacles to accelerate delivery and delight your customers.
The first step in creating a useful plan is the ability to estimate reliably. In this session we will discuss how to do this. We will look at various approaches to estimating including unit-less points and ideal time. The class will present four specific techniques for deriving reliable estimates, including how to use the popular Planning Poker® technique and other techniques that dramatically improve a project's chances of on-time completion.
Velocity is perhaps the most useful metric available to agile teams. In this session we will look at advanced uses of velocity for planning under special but common circumstances. We will see how to forecast velocity in the complete absence of any historical data. We will look at how a new team can forecast velocity by looking at other teams. We will see how to predict the velocity of a team that will grow or shrink in size. Most importantly we will look at the use of confidence intervals to create plans we can be 90% confident in, even on fixed-price or fixed-date contracts.
Mike Cohn's presentation discusses user stories and why they are useful for software requirements and development. User stories address the communication problem between stakeholders who want software built and developers who build it. They help balance requirements between business and technical needs. Stories also help with resource allocation and handling imperfect schedules. Stories are written in a simple format of "As a <user>, I want <goal> so that <benefit>" and details are discussed. Stories support iterative development and help ensure the final product meets user needs.
This document provides an overview of Scrum, an agile framework for project management. It discusses key Scrum concepts like sprints, daily stand-ups, product backlogs, and roles. Scrum aims to be more flexible than traditional "relay race" development by having cross-functional teams work on tasks simultaneously in sprints of 1-4 weeks to iteratively develop working software.
Velocity is perhaps the most useful metric available to agile teams. In this session we will look at advanced uses of velocity for planning under special but common circumstances. We will see how to forecast velocity in the complete absence of any historical data. We will look at how a new team can forecast velocity by looking at other teams. We will see how to predict the velocity of a team that will grow or shrink in size. Most importantly we will look at the use of confidence intervals to create plans we can be 90% confident in, even on fixed-price or fixed-date contracts.
The first step in creating a useful plan is the ability to estimate reliably. In this session we will discuss how to do this. We will look at various approaches to estimating including unit-less points and ideal time. The class will present four specific techniques for deriving reliable estimates, including how to use the popular Planning Poker® technique and other techniques that dramatically improve a project's chances of on-time completion.
Scrum is one of the leading agile software development processes. Over 12,000 project managers have become certified to run Scrum projects . Since its origin on Japanese new product development projects in the 1980s, Scrum has become recognized as one of the best project management frameworks for handling rapidly changing or evolving projects. Especially useful on projects with lots of technology or requirements uncertainty, Scrum is a proven, scalable agile process for managing software projects.
Through lecture, discussion and exercises, this fast-paced tutorial covers the basics of what you need to know to get started with Scrum. You will learn about all key aspects of Scrum including product and sprint backlog, the sprint planning meeting, the sprint review, conducting a sprint retrospective, activities that occur during sprints, measuring and monitoring progress, and scaling Scrum to work with large and distributed teams. Also covered are the roles and responsibilities of the ScrumMaster, the product owner, and the Scrum team.
This session will be equally suited for managers, programmers, testers, product managers and anyone else interested in improving product delivery.
Scaling Agile and Working with a Distributed TeamMike Cohn
The early agile literature was adamant about two things: stick with small teams and put everyone in one room. However, in the years since the Agile Manifesto, the increasing popularity of agile and the dramatic improvements it brings has pushed it onto larger and larger projects. Additionally, having an entire team--especially on a large project--in one room, or even one building is a luxury no longer enjoyed by many projects.
In this presentation, we will look at how agile can be scaled to work on any multi-team project. Even a project with two teams will benefit from learning how to proactively manage interteam dependencies, conduct iteration planning for multiple teams, cultivate communities of practice, and coordinating work. Because so many projects are spread across multiple sites we will also look at overcoming the unique challenges facing distributed teams. We will look at deciding how to distribute a team, how to create coherence among team members, the importance of getting together and when are the most important times to use the travel budget, changes to what the team documents, and how to handle meetings when spread across timezones. Whether your project is spread across two locations in the same city or spread around the globe, you will leave with practical advice to try tomorrow.
The technique of expressing requirements as user stories is one of the most broadly applicable techniques introduced by the agile processes. User stories are an effective approach on all time constrained projects and are a great way to begin introducing a bit of agility to your projects.
In this session, we will look at how to identify and write good user stories. The class will describe the six attributes that good stories should exhibit and present thirteen guidelines for writing better stories. We will explore how user role modeling can help when gathering a project’s initial stories.
Because requirements touch all job functions on a development project, this tutorial will be equally suited for analysts, customers, testers, programmers, managers, or anyone involved in a software development project. By the end of this tutorial, you will leave knowing the six attributes of a good story, learn a good format for writing most user stories, learn practical techniques for gathering user stories, know how much work to do up-front and how much to do just-in-time.
The document discusses an agenda for agile planning and project management. It covers iterative and incremental development, user stories, estimating effort for stories, and planning iterations. The presentation introduces user stories and templates, discusses adding details as sub-stories or conditions of satisfaction. It also covers estimating story points using planning poker and velocity to calculate how many story points a team can deliver in future iterations.
Agile and Scrum for Video Game DevelopmentMike Cohn
This document discusses how Scrum can be used for video game development. It outlines key Scrum roles like the Product Owner and Scrum Master. It describes how Scrum uses sprints, daily stand-ups, sprint planning and retrospectives to iteratively develop working software. Scrum allows teams to frequently get feedback and reduce wasted effort. The document provides examples of how Scrum practices like product backlogs, burndown charts and task boards can be applied to video game development.
Agile and the Seven Sins of Project ManagementMike Cohn
The document discusses the "Seven Deadly Sins of Project Management" and how agile practices address them. The seven sins are defined as gluttony, lust, sloth, opaqueness, pride, wastefulness, and myopia. For each sin, the document describes how it is experienced in traditional project management and leads to problems. It then explains several agile practices and principles that help to avoid each sin. Case studies are presented showing improvements in productivity, quality and other metrics after adopting agile practices.
Mike Cohn gave a presentation on agile estimating at the Norwegian Developer's Conference. He discussed using story points to estimate the effort required for user stories, rather than time-based estimates. Story points are relative values based on complexity, risk, and other factors. Planning poker is an iterative approach where estimators assign story points to stories through a process of discussion and re-estimating until consensus is reached. Ideal time estimates how long a task would take if uninterrupted, unlike elapsed time which includes delays.
This document contains slides from a presentation on Agile Product Management by Mike Cohn. The presentation covers prioritizing product backlog items, establishing a shared project vision through tools like elevator statements and product vision boxes, communicating expectations to developers, and understanding a product's financial model. The agenda includes sections on prioritizing, project chartering, working with developers, and establishing a financial model.
Getting Agile with Scrum discusses Scrum, an agile framework for project management. Some key points:
- Scrum uses short "sprints" typically 2-4 weeks long where work is designed, coded, and tested simultaneously rather than sequentially passed between teams.
- Scrum roles include the Product Owner who prioritizes work, the Scrum Master who facilitates the process, and a cross-functional Team.
- Ceremonies like daily stand-ups, sprint planning and reviews, and retrospectives help manage the work and process.
- Burndown charts track work completion. Scaling can involve multiple Scrum teams working on the same product managed through communities of practice.
Assessing Your Agility: Introducing the Comparative Agility AssessmentMike Cohn
This document introduces the Comparative Agility Assessment, a framework and survey developed by Kenny Rubin and Mike Cohn to evaluate organizations' adoption of agile practices. The assessment measures seven dimensions of agility through 125 questions. It provides individual and comparative results to identify strengths, weaknesses, and areas for improvement. The document outlines the assessment framework, process, preliminary industry findings, and an example of using results to prioritize an organization's agile transformation goals.
The document summarizes Mike Cohn's presentation on user stories at the Norwegian Developer's Conference. It discusses that user stories address the communication problem between stakeholders who want software and developers who build it. It also notes that user stories allow for a balanced approach and shared responsibility over resource allocation. User stories support iterative development and conversations between stakeholders and developers.
This document discusses planning and tracking agile projects. It begins by introducing Mike Cohn and his background. It then provides examples for estimating tasks using story points and planning poker. It discusses relating different planning levels from portfolio down to daily tasks. Release planning and using velocity and a prioritized backlog to estimate delivery dates is covered. Finally, it discusses using burndown charts to track progress at both the iteration and release levels.
Incorporating Learning and Expected Cost of ChangeMike Cohn
This document presents three guidelines for prioritizing features on agile projects:
1. Defer features with high expected costs of change, which is the probability of change multiplied by the cost of change. Features likely or costly to change should be delayed.
2. Prioritize features that generate useful knowledge, such as knowledge about a feature's desirability, usability, or technical feasibility.
3. Incorporate new learning often to decide what to do next, either implementing a feature now or reevaluating it later. Priorities should be reassessed each iteration to acknowledge continuous learning.
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