Moving Motivators

The document discusses how engineering managers can adapt to an agile work environment. It describes how one company addressed common challenges like product owner and architect shortages by having managers take on those roles. Managers were also given responsibilities like goal setting, cross-team knowledge sharing, and helping teams improve practices. This engaged managers in delivery while addressing skills gaps. The company also emphasized team success for performance reviews and career goals over individual metrics. This helped managers and other leads transition successfully to agile.

User Story Mapping (USM) helps teams get a common understanding of requirements from the user's perspective to facilitate backlog creation. It improves backlog quality and team communication. USM creates a map with user stories arranged in a usage flow. Each story follows the "As a <user>, I want <goal> so that <benefit>" format. Together, the mapped stories provide an overview of a product from the user experience while maintaining granular stories for planning and testing.

While Kanban is gaining more and more traction in the tech industry, we start to experience the same challenges as when the popularity of Agile started to rise. People get interested and ask "What is this Kanban thing I see popping up everywhere?". As soon as they learn the basics about it, the human brain does what it always does when processing information. It compares to what it already knows. This is where we lose our ability to learn something without prejudice. We come up with arguments why these new idea are not as good as the ones we are used to. In this presentation, I will cover 5 of the most common arguments against Kanban and explain why they are flawed, by exploring Kanban in depth. You will learn how to respond to these questions and get a more profound knowledge on the foundations of Kanban.

The document provides an overview of agile product management and scrum. It discusses key concepts like lean, agile, scrum roles and artifacts, ceremonies like sprints and planning, and topics like minimum viable products, user stories, prioritization techniques, and product backlog refinement. The document is a training guide or presentation on agile product management best practices.

This document provides a facilitator's guide for using the GetScrumban game to teach concepts related to Scrum and Kanban workflows. It includes an introduction to the game, instructions for setting up trainer accounts and game sessions, tips for facilitating discussion during key events in the game, and considerations for individual or team-based play. The goal is to use the game to simulate real-world challenges and allow players to experiment with Scrumban concepts like value streams, pull-based work, and continuous flow.

The drive to inspect and adapt is one of the most important aspects of agile software development. A great way to bake this approach into your process is by having regular retrospective meetings that engage and challenge the team to solve their own problems and make things better. However, these meetings can be difficult to run well and drive improvement. In fact, many teams sleepwalk through sessions, treating them as a box-ticking exercise that signals the end of the iteration. Maybe its time we tried a bit harder to make retrospective meetings work? In this talk, Chris explains how to put together an awesome sprint retrospective. He discusses the following: * Why retrospectives can be unpopular * Structuring the meeting to succeed * Setting the right tone * Activities to gather data * Activities to generate insights * How to decide what to do * How to manage retrospective actions