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.
Deck used at Keep Austin Agile 2019
Does your team bring the goods but feel bad? Shouldn't teamwork be supportive, collaborative, and friendly? Reality check: even high performing teams will eventually have conflict and disagreement. But when a team turns toxic, good results won't last. There are four sources of team toxins - and your ability to understand and neutralize these combustible agents help you achieve a happy, challenging, and empowering work life - and a great scrum team.
In this session, Leland and Heather will introduce you to four toxins that often poison teams and organizations. They'll talk about how to identify them, the root cause of the toxic behavior, and some common antidotes that can help you manage the toxins successfully, so you have a healthy team environment that is fun, supportive, and collaborative.
modern approaches share a focus on producing exceptional outcomes and growing an outstanding culture. Today, it makes far more sense to bypass antiquated agility in favor of modern approaches.
Modern agile methods are defined by four guiding principles:
- Make people awesome
- Make safety a prerequisite
- Experiment & learn rapidly
- Deliver value continuously
Workshop incompany realizado em Florianópolis por mim Fernanda Lorenzetti e Poline Lottin em junho de 2017.
Tema principal: O que é a agilidade - para iniciantes
- De onde veio
- Modern Agile
- Scrum
The purpose of the Sprint Retrospective is to:
- Inspect how the last Sprint went with regards to people, relationships, process, and tools;
- Identify and order the major items that went well and potential improvements; and,
- Create a plan for implementing improvements to the way the Scrum Team does its work.
This guide summaries a successful Agile transformation in Telco with a related case study.
Do not take the described steps of this guide as the only way to be successful, there can be many other alternatives for sure. However, this guide explains a way thats experienced to be successful in many companies and under different circumstances.
Looking forward to hear your comments & suggestions
Thanks
This slideshow is to teach one of the most critical cornerstones of the entire SAFe process and that is the Planning Increment (PI).
This shoud teach the bascis so an individual can go away and start their journey towards planning their first one and have a good understanding of what a day at a PI looks like.
Slides as presented at the Lean Agile London / Lean Agile Global meetup, Oct. 20, 2022 (https://www.linkedin.com/feed/update/urn:li:activity:6989216827318882304/)
Agile has become overly decorated. We really only need 4 words to describe it: Collaborate, Deliver, Reflect, Improve.
In this talk, Dr. Alistair Cockburn, one of the authors of the agile manifesto, will review why those verbs were selected as the "heart" of agile, how they expand out into interesting topics not in the mainstream discussion of agile, and how they are being used in different fields to increase the impact of efforts.
Alistair Cockburn
The document discusses the roles in Scrum, an agile software development methodology. It describes the three main roles: the Scrum Team which develops the software; the Product Owner who prioritizes features and represents customers; and the Scrum Master who leads the team and ensures they follow Scrum practices. The roles work together iteratively with the Scrum Team delivering working software increments each sprint while the Product Owner and Scrum Master provide feedback and guidance.
Learn how to build an agile culture by using dedicated leadership and change management to reduce resistance, increase engagement and achieve sustainable adoption.
The document discusses facilitation techniques for agile teams. It provides guidance on the behaviors of an effective team facilitator, such as being invisible, professional, and encouraging. It also covers techniques for gathering, exploring, and evaluating information like brainstorming, mind mapping, and voting methods. The document discusses dealing with dysfunctional group behaviors and intervention strategies. It frames facilitation in the context of Clare Graves' spiral dynamics theory on human development levels to choose an appropriate facilitation style.
The document discusses various techniques for conducting an effective Agile retrospective meeting. It begins by explaining the purpose and importance of retrospectives in improving team performance. It then provides details on different stages of a retrospective, including setting the stage, gathering data, generating ideas, deciding on actions, and closing. Specific techniques are presented for each stage, such as check-ins, happiness indexes, and team assessments. The document emphasizes creating a safe environment and selecting the right facilitator. It also discusses how to ensure retrospective action items are implemented in subsequent sprints.
This document summarizes a presentation on improving employee happiness and productivity using Management 3.0 principles. It introduces Management 3.0 and outlines the 12 steps to happiness backed by science, including thanking others, helping others, eating well, exercising, resting, experiencing new things, hiking, meditating, socializing, aiming for goals, smiling, and giving gifts. Examples are given of how companies have implemented these steps, such as having a kudo wall, competence matrix, fitness hours, celebration grids, and work expos. Recommended reading materials on motivation are also listed. The document concludes with contact details for the presenters and information on Management 3.0.
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.
The Release Train Engineer (RTE) oversees multiple agile teams working on various components of a larger mission. As the scrum master of an Agile Release Train (ART), the RTE is responsible for managing budgets, timelines, scope, dependencies, and communication across projects. The RTE helps adapt SAFe practices and drives continuous development while also coaching others in the new processes.
Seven Key Metrics to Improve Agile PerformanceTechWell
It’s been said: If you can’t measure it, you can’t improve it. For most agile teams burndown charts and some type of velocity measurement are all they are doing. However, with just a few more metrics, you can gain substantial insight into how teams are performing and identify improvement opportunities. Andrew Graves explores seven key metrics―Effort by Class of Service, Accuracy of Estimation, Cost per Point, and four others―to measure how your team is doing and make adjustments in real time. Andrew illustrates how to use these metrics to communicate progress to stakeholders. Discover how to use these metrics to identify and analyze trends that lead to performance improvement ideas and strategies. Learn how to use these seven metrics to monitor the impact of changes made to verify they are bringing the hoped-for difference.
Release Train Engineer - the Master Scrum Master Mia Horrigan
The document discusses the role of a Release Train Engineer (RTE), who acts as a master Scrum Master to facilitate agile processes across multiple teams within a large organization. Key responsibilities of an RTE include coordinating delivery, removing impediments, and ensuring teams work together to achieve business goals. The document also outlines some practices, such as dedicated product owners, executive sponsorship, and visualization, that helped one RTE keep their release train on track during a large government IT transformation involving 8 teams. Challenges of scaling to many teams are also discussed.
This document discusses agile transformations and provides guidance on successfully implementing agile practices within an organization. It addresses the differences between agile adoption and transformation, what it means to be "agile", managing expectations, and key success practices. Barriers to transformation are outlined, along with case studies of challenges experienced and recommendations provided. The presentation concludes by discussing the paradigm shift required and outlining phases of agile adoption.
Empirical Study: 9 incumbent firms (Switzerland, Gernany, Austria); 31 interviewed innovation executives; current practices and challenges analyzed via the Activity Theory Framework (methods and tools governance, rules and norms - community - team structure); 5 use case descriptions of next generation Mobile Business projects.
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.
Compared to traditional software engineering, agile development is mainly targeted at projects with dynamic, undeterministic and non-linear characteristics, where accurate estimates, stable plans and predictions are often hard to get in early stages, and big up-front designs and arrangements will probably cause a lot of waste, i.e. are not economically sound.
Agile software development is a group of software development methods in which requirements and solutions evolve through collaboration between self-organizing, cross-functional teams. It promotes adaptive planning, evolutionary development, early delivery, continuous improvement and encourages rapid and flexible response to change. It is a conceptual framework that focuses on frequently delivering small increments of working software.
This document discusses project selection and prioritization. It covers various financial metrics used to evaluate projects including net present value (NPV), internal rate of return (IRR), payback period, and modeling project returns and costs. An example of evaluating a proposed new feature for a web-based payroll system called WebPayroll is presented, with financial projections built out over 8 quarters to calculate the NPV, IRR, payback period and discounted payback period for the project. The document emphasizes the importance of estimating project costs in addition to modeling projected financial returns in order to properly evaluate and prioritize projects.
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.
STC Toronto Agile Intro - How can this possibly work?Michael Sahota
This is an invited talk I gave at STC Management Day in Toronto (Feb 2010). After intro, show role of docs in iterations - sometimes trailing.
Let me know if you would like a copy of this presentation for your own use
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.
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.
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.
The document discusses problems with traditional software development approaches and how agile software development aims to address these problems. Specifically, it notes that traditional phased development often results in unclear requirements, requirements that change and become more expensive to change, projects that take too long, lack of testing, and wasted time on unused functionality. Agile development breaks projects into shorter iterations to allow for inspection and adaptation, improving visibility, catching failures earlier, and focusing on only the most valuable functionality.
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.
This document provides an overview of Agile and Scrum frameworks. It discusses the Agile Manifesto and 12 principles, Scrum roles like Product Owner and Scrum Master, Scrum artifacts like Product Backlog and Sprint Backlog, and Scrum ceremonies like Sprint Planning, Daily Standup, Sprint Review and Retrospectives. The goal of Scrum is to deliver working software frequently through an empirical and iterative process that is transparent, inspectable and adaptable.
The document discusses principles for being agile and delighting customers. It suggests companies should be ready for the unpredictable like Oreo, adapt and innovate like Fujifilm, frequently deliver products like Zara, and care about customers like Zappos. It also emphasizes focusing on people and culture like Zappos. To create an agile culture, the document recommends establishing autonomous teams that iteratively deliver frequently, getting customer feedback to continuously improve processes and letting this new way of working spread throughout the company.
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.
A brief and visual introduction to the Agile.
Learn the Agile mindset and the big 3 (Extreme Programming, Scrum, and Kanban). Be able to whiteboard a simple view of how each one works to get things done and make things happen.
Scaling Agile and Working with a Distributed TeamMike Cohn
Mike Cohn presented on scaling agile with distributed teams. Some key challenges in scaling agile include managing dependencies between teams, coordinating large iteration planning meetings, and coordinating multiple teams. To address these challenges, Cohn recommends proactively managing dependencies, using rolling lookahead planning, scaling up iteration planning meetings by staggering them over multiple days or using a "big room" approach, and establishing communities of practice to facilitate collaboration. When teams are distributed across locations, it is important to decide how work will be distributed, create coherence among team members, and change communication approaches, such as adding documentation, encouraging lateral communication, and addressing time zone differences.
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.
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.
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.
There are a lot of choices and alternatives for getting started with Agile. It can be confusing. This talk will give you a brief guided tour of Agile methodologies so that you have some understanding of how they are similar and how they differ. We'll cover some of the history of iterative development and waterfall as well as the Agile Manifesto to provide context. At the end of this, you will have an understanding of key principles and the Agile landscape.
Please email me if you would like a download.
In this interactive webinar, the participants will get an overview of the fundamental principles and mechanics of Scrum, thereby understanding the benefits of adopting Scrum principles and values in an organization
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.
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.
Self-Organization & Subtle Control: Friends or Enemies?Mike Cohn
This document discusses self-organizing teams and subtle control. It defines self-organizing teams as those that determine their own work processes in response to their environment, rather than having processes dictated by managers. Control in self-organizing systems is decentralized and emerges from the interactions of independent agents following simple rules. The document presents two models for subtle control: altering containers, differences, and exchanges between team members; and using Philip Anderson's seven levers of selecting the team's environment, defining performance, managing meaning, choosing team members, reconfiguring networks, evolving feedback systems, and energizing the team.
Certified Scrum trainer and author Mike Cohn shows how to succeed with agile through the ADAPT process: Awareness, Desire, Ability, Promotion and Transfer.
This document discusses self-organizing teams and how leaders can subtly influence them. It covers that self-organizing means a team determines how it responds to its environment, not what goals it pursues. Complex adaptive systems are characterized by decentralized control and emergent behavior from interactions. Leaders can guide behavior through subtle rules and incentives rather than rigid control. The document suggests leaders can influence a team's self-organization by altering its containers, amplifying or dampening differences among members, and changing exchanges between members and other groups.
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.
Recurring obstacles I\'ve seen working with large organizations:
1) Naive Resource Management, 2) Teams Organized by Functional Specialization, 3) Teams Organized by Architectural Components, 4) Distraction, 5) Reluctance to Continuously Refine, Reprioritize and Rescope, 6) Rampant Technical Debt, 7) Lack of Commitment to Transformation
Jim Highsmith is a renowned expert in agile project management and leadership with over 25 years of experience. He was one of the original signatories of the Agile Manifesto and helped pioneer agile approaches. Highsmith believes that agile leaders focus on adapting to changes rather than rigidly following a plan. He has authored several influential books on agile topics and advocates for balancing ideals with practical implementation. Highsmith continues to encourage innovation in agile methods and bridging differences between various approaches.
This document provides an overview of agile management principles and practices. It discusses how agile approaches aim to help organizations be more responsive to changes in their environment through principles like empowerment, measurement, collaboration and quick iteration. The document outlines three levels of uncertainty that organizations face and how their need for agility depends on factors like incomplete knowledge, variation in workflow, and the novelty of their work. It also discusses how agile approaches require both more control and empowerment compared to traditional management styles.
The document discusses common obstacles that large organizations face when trying to adopt agile practices like Scrum. It identifies 7 main obstacles: 1) naive resource management where adding people does not increase productivity, 2) organizing teams by functional specialization instead of cross-functional teams, 3) organizing teams by architectural components instead of features, 4) distraction from too many tasks and priorities, 5) reluctance to continuously refine and reprioritize work, 6) allowing technical debt to accumulate, and 7) lack of commitment to the transformation. The root causes of these obstacles are typically bad habits, unexamined reflexes, and misconceptions rather than external factors like too much work or not enough resources.
This document discusses various aspects of decision making including:
- The process of examining options and choosing a course of action. Decisions can be structured/routine or unstructured/complex.
- Factors like risk, uncertainty, intuition, and biases must be considered.
- Decisions can be made individually or collectively in groups, each with benefits and drawbacks. Expert opinion and consensus building techniques are other approaches.
- Software development methodologies like egoless programming, chief programmer teams, and scrum aim to facilitate collective decision making.
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.
Agile Practices and Design Thinking.pptxtosoyo4069
The document discusses key concepts in systems thinking and agile practices. It provides an overview of systems thinking principles like interconnectedness, synthesis, emergence, feedback loops and causality. It also describes the iceberg model in systems thinking which looks at events, trends, structures and mental models. The document then discusses value chain analysis and its use in understanding how activities within an organization add value. It outlines the value chain for software development and discusses capability optimization using the Capability Maturity Model. Finally, it covers the evolution and core values of agile methodology and lists the twelve principles of the Agile Manifesto.
More Autonomous Teams Using Behavioral Marker Systems - A Tool for Guided Sel...Daniel Walsh
The document discusses improving team autonomy and performance through behavioral marker systems. It begins with introductions and defining key terms like teams, autonomy, and self-organization. It then discusses behavioral markers, which are specific, observable team behaviors that are causally linked to performance. Examples of behavioral markers for daily scrum meetings are provided. The document suggests using behavioral marker systems to guide team self-assessment and reinforce positive behaviors. It concludes by inviting the audience to start using behavioral markers with their own teams.
This document discusses how organizations need to evolve from a controlling leadership model to one that harnesses complexity. It argues that today's workplaces are complex systems that cannot be controlled through traditional command and control approaches. Instead, leaders need to create an environment that cultivates balance across key areas like diversity, feedback loops, and trust. Technology can help by providing real-time data and feedback, but leaders also need "modern mindsets" that are open, collaborative, and focused on continual learning and adaptation. The document provides frameworks for understanding complexity and recommendations for structuring organizations as complex adaptive systems.
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.
Fostering self organization – ten ninja techniques for managersmahalp2
This document discusses techniques for managers to foster self-organization in teams. It outlines 10 ninja techniques including situational leadership that matches the manager's level of involvement to the team's maturity level. The techniques range from directing to empowering teams. Fostering self-organization requires managers to distribute authority, control, and decision-making to teams while adapting their leadership style based on inspecting the situation and learning. The goal is to balance supporting teams' self-organization with responding to business needs.
The document discusses insights from a workshop on lean-agile strategies. It provides several brief statements on topics like:
- Transformation is not a project and requires changing organizational culture and systems.
- Strategy development must involve the entire organization, partners, and citizens through collaboration rather than just seeking buy-in.
- Organizations accumulate debt when existing policies and processes developed for a different time continue without change.
- Shared context is key to distributed leadership, decision-making, and gathering insights across an organization.
Similar to Scrum: Leading a Self-Organizing Team (20)
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.
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.
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 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.
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.
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.
Experiencing Agility From Requirements to PlanningMike Cohn
The document provides an overview of agile requirements and planning processes. It discusses user stories and the product backlog, techniques for estimating product backlog items like planning poker, and release planning using velocity to estimate how much work can be completed in future iterations. The key aspects covered include writing and prioritizing user stories, estimating story points, measuring velocity over time to aid release planning, and using velocity ranges rather than fixed values.
This document discusses planning for agile projects with fixed requirements, schedules, or budgets. It introduces user stories and velocity as a way to estimate team capacity. The author explains how to use a team's historical velocity range to plan projects with fixed schedules or requirements. Teams can determine how many story points will likely be completed ("will have"), might be completed ("might have"), or won't be completed ("won't have") based on their estimated velocity range. The document also covers estimating velocity, tracking progress with burn down charts, and balancing expectations and risks for different project types.
The document discusses various techniques for prioritizing product backlogs, including combining formal and informal approaches, prioritizing epics before optimizing releases, and using financial methods like net present value, internal rate of return, and payback period to evaluate the value and risk of different features. It also covers non-financial techniques like Kano analysis, expert opinion, theme screening, theme scoring, and relative weighting to help product owners determine what features to focus on developing. Worked examples are provided to illustrate how to apply these prioritization methods.
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