Agile Myths and Legends

This document outlines LeanKit's product development operating model, which aims to transition the organization from chaos to confidence. Key elements of the model include using Kanban and cadences to visualize and limit work-in-progress, organizing teams into squads and guilds for autonomous delivery, and holding regular meetings like tribal councils and architecture committees. The model emphasizes continuous delivery of value through deploying increments every 5 days, measuring outcomes, and improving collaboratively.

The slides from my talk at WebExpo about how to make your retrospectives the heart of your agile proces

The document discusses the shared heritage and principles of modern management methods like Lean, Agile, Scrum, and Kanban. It explains that while these methods may have different terminology and practices, they are all based on the same timeless Lean principles of eliminating waste, building quality in, creating knowledge, optimizing the whole process, and more. The document advocates understanding the shared principles between methods in order to broaden learning and improve communication. It also presents that Scrum and Kanban are not competing frameworks but rather complementary, with teams able to benefit from elements of both.

This presentation is about what I learned from when my house burned down. The presentation is elling the story of a sense of urgency, but targeted at (agile) software development

Tips and tricks to become better at remote work using Slack. This deck offers tips for running asynchronous meetings and simple techniques you can use to foster employee engagement in a remote team.

This document discusses metrics for agile product development. It argues that traditional metrics designed for linear processes do not work for complex and unpredictable agile systems. Instead, it recommends focusing on metrics that allow for learning and change over time through single and double loop learning. The document presents a framework with four quadrants of metrics for measuring business outcomes, products, processes, and team maturity using metrics that serve as "boundary objects" between teams.

Learn how to ensure your meetings remote don't suck. Andre Pinantoan, Head of Growth at AI a coaching startup is here to help you optimize your meetings.

Your team is already running along with JIRA, Confluence, or HipChat enabling you to deliver awesome projects. But can they help you with team culture? How can you use the tools your team already has in place to cultivate an innovative and open culture? This talk will cover different ways to use JIRA and Confluence to hack your team culture. We will give you tips on how to use Atlassian to make large organizations feel like small teams, build and maintain an innovative culture, and inject some fun and humor into your team - making your workplace feel a bit more enjoyable! Sherif Mansour, Principal Product Manager, Atlassian

While LeanKit sell a kanban tool, we firmly believe that kanban is only one of many powerful tools available to Lean practitioners and that all of these tools are best applied within a framework of Lean principles. This talk briefly re-introduces those principles and then provides an introduction to more than ten main Lean practices and tools, including kanban, gemba, kaizen, takt time, obeya, value stream mapping, muri, mura, muda (waste) and more. It gives real-world examples of their use in different domains to make clear that these ideas are readily applicable across industries and functions. Bio: Jon Terry is co-Chief Executive Officer of LeanKit. Before LeanKit, Jon held a number of senior IT positions with hospital-giant HCA and its logistics subsidiary, HealthTrust Purchasing Group. He was among those responsible for launching HCA’s adoption of Lean/Agile methods. Jon earned his Global Executive MBA from Georgetown University and ESADE Business School in Barcelona, Spain, and his Masters Certificate in Project Management from George Washington University. He is a Project Management Professional, a Certified Scrum Master, a Kanban Coaching Professional, is certified in the Lean Construction Institute’s Last Planner Method, and trained in the SAFe Lean Systems Engineering method.

The document discusses an introduction to agile principles and practices. It begins with introductions from Yves Hanoulle and Vera Peeters. It then discusses agile manifesto values and principles. It covers topics like agile project management, scaling agile, and introduces an XP game exercise. The goal is to provide an overview of agile concepts and how they can help the situation at Porthus.

Read the full blog here: https://bit.ly/3s9S0O3 Connect with us through: Contact us : https://bit.ly/2IpPX7w Facebook : https://www.facebook.com/PixelCrayons Twitter : https://twitter.com/pixelcrayons LinkedIn : https://www.linkedin.com/company/pixelcrayons Instagram : https://www.instagram.com/pixelcrayons/ Pinterest : https://in.pinterest.com/pixelcrayons/

This document provides tips and strategies for successfully managing virtual teams. It discusses establishing clear goals, roles, communication guidelines, and processes to provide structure for virtual teams. It also emphasizes building trust with team members by giving autonomy, encouraging creativity, and including employees in decision-making. The best leadership styles for virtual teams are directive, participative, and coaching styles that clearly guide employees while allowing independence.

Ever wondered what it takes to be a successful remote worker? Join Stella Garber from Trello and learn the tips and tricks for time and work management that make remote work an absolute joy. Hear personal and life tips from Trello's team of 70% remote workers, and learn how they tackled the challenges and succeeded in making remote work work.

A very quick introduction to the usefulness of the main Agile concepts to the business of running projects within an award-winning London ad agency. Nothing new here but the briefness may be useful to others.

A long long time ago, in a galaxy far far away... before the LeSS framework existed as a clearly defined framework, a few chosen Agile coaches were trying to restore agility to the galaxy by introducing the organization to the concepts that were later named as the LeSS framework. This is a story about one Agile coach trying to help a product group in a security company to improve their business success by optimizing the whole rather than parts, by eliminating silos and getting rid of the fore waterfall forces of the dark side

A Scrum Master facilitates the Scrum process, creates rhythm and sets expectations for projects and team members. They facilitate daily stand-ups and meetings, enhance communication, and act as an approachable coach through 1:1 meetings and active listening. Scrum Masters also train teams, products, and the organization on Agile practices.

This is the slide deck I used for the keynote at the Agile Open Holland Conference 2011, held November 3 & 4 in Dieren. Using this slide deck I explain about being dogmatic and religious about agile approaches, and how a lot of the lightweight approaches are not sufficient as such for most larger, more complex or enterprise projects.

Slides (with extra info) for my talk at Wildcard Unconference 2015. For the past 10-15 years, many organisations have gone through agile transformations, mainly in the software industry. The success rate has not been stellar to say the least. The State of Agile surveys point out that management support and general resistance to change are among biggest barriers to agile adoption. In my experience, the root causes for resistance of change and lack of management support are: belief of the importance of maximising resource utilisation, batch thinking and process roll-out positivism, the belief that new processes can be rolled out in the organisation and communicating new prescriptive processes can impact the ways of working for everyone. These paradigms are fundamentally incompatible with the agile way of working. If an organisation tries to transform its ways of working to agile without helping its members to unlearn these paradigms, the transformation will probably fail. In my presentation I will provide examples of how these paradigms form barriers to agile transformation. I will also describe my own attempts to help people unlearn these paradigms in order to be ready to adopt new ones. I will conclude my presentation by describing the approaches that I have found working to help people unlearn these paradigms. My talk will help people in any knowledge work organisation who want to change their organisation into more agile mindset and ways of working.

Kanban 101 workshop by John Goodsen and Michael Sahota. This module is about the basics of flow: batch size, limiting work in process and bottlenecks (theory of constraints). Please ask us if you would like PPT version.

The document discusses 12 common myths and misconceptions about agile practices. It summarizes that agile is based on principles and values rather than rigid methodologies. Additionally, it emphasizes that agile focuses equally on engineering practices as project management. Iterative development aims to evolve working software incrementally rather than view a project in isolated milestones. Budgets are fixed while scope is variable to allow for adapting to feedback. Problems are expected to surface earlier when using agile to allow for easier fixing compared to later discovery in waterfall approaches. Documentation and design are evidence-based rather than speculative upfront plans. Adopting agile is an ongoing cultural shift rather than a single change and continuous improvement is key.

The document discusses several common myths about agile development practices and provides the realities in each case. Some myths addressed include that test-driven development is slow, pair programming is inefficient, agile does not work for large or distributed teams, agile requires no documentation or process, and that every project is unique and agile cannot apply. The realities provided counter each myth by explaining how the practices have been shown to save time and improve quality when implemented properly. The document aims to dispel misconceptions about agile and convince readers that with commitment, agile can work for their projects and teams.

Batch processes are critical for agile application development but existing batch scheduling tools are not keeping up with modern approaches like DevOps, containers, cloud, and big data. BMC Control-M is a batch scheduling solution that addresses these issues by providing enterprise-scale workflow scheduling that integrates with the entire technology ecosystem, supports DevOps methodologies, and offers self-service, monitoring, and automation capabilities.

The document discusses common myths about agile development practices. It addresses misconceptions such as that agile means undisciplined coding, no planning or upfront design, unpredictable outcomes, no contracts or documentation, limitations on distributed teams, fixed cost projects, and diminished project manager roles. The document seeks to clarify what agile truly means and correct these misperceptions.

The document discusses optimizing batch size to improve innovation. It defines batch size and explains that smaller batch sizes allow organizations to generate valuable information quickly, maximize opportunities, and minimize risks. Smaller batch sizes also exploit variability, which is necessary for innovation. The document recommends reducing batch size by making projects and planning sessions smaller. It also suggests optimizing governance, roadmaps, empowering teams, and reducing utilization to further support smaller batch sizes and continuous learning and innovation.

In a world where the there is no perfect visualisation, WiP limit, policy or measures? A good choice depends on the context. There aren't only one answer, but in my experience good questions could help to guide to your answer.

This is a presentation that I did for a team to introduce them to Agile, Lean and Kanban, It covers these these 3 areas, how they overlap and then gets into greater details about the Kanban Method.

Practical advice on how to improve the throughput of your agile team, by using the Theory of Constraints and Queuing Theory. Shows how to apply TOC to your task board. Explains how Queuing Theory is built into Scrum and Kanban, powering you to make the most of them.

Agile Games Night is a recurring series I started for South Florida Agile Association. Cadence is to meet on 3rd Wednesday of every month to play an Agile Game and more importantly the lessons learned from the game to become better coaches, ScrumMasters, Product Owners, etc. The first games night used the penny game to study batch size effects on teams workflow.

1. The document discusses Lean Startup and Lean UX methodologies for product development under conditions of uncertainty. It emphasizes starting with customer development and validating hypotheses through iterative testing of prototypes. 2. Key concepts include minimizing waste, focusing on learning through experiments, and getting customer feedback early via low-fidelity prototypes. Cross-functional collaboration and visualizing processes are also emphasized. 3. Successful implementation requires formulating hypotheses about problems and solutions, designing experiments to test assumptions, and using results to continuously improve products and the development process.

The document discusses various metrics that can be used to measure progress on agile software development projects. It describes metrics like running tested features, earned business value, velocity, burn charts, and cumulative flow diagrams. It explains how these metrics can provide information on outcomes, identify areas for improvement, and influence team behavior in agile projects.

Recording of this presentation: http://youtu.be/H_752O8P_Bs More info DevOps Community: http://bit.ly/DevOpsSAFe

To compete in today’s application economy, organizations have adopted agile execution techniques. But is that enough? Learn about SAFe and how to leverage this methodology to elevate your agile teams to deliver quality outcomes and align at the enterprise level. For more information, please visit http://cainc.to/Nv2VOe

Large companies often struggle to adopt agile practices in a meaningful way. This presentation will help you understand why you are struggling to adopt agile, and more importantly, what you can do about it.

Many organizations have accelerated their transformation to cloud enabled and powered Microsoft 365 digital workplaces. While technologies like Microsoft Teams have been prioritized, for many organizations their intranets have not evolved to keep up with a more demanding workforce. Modern intranets and digital workplaces don’t look the same as they did even a few years ago. With rich new capabilities, innovation from Microsoft, a changing technology landscape, and increased expectations from an increasingly digitally literate user population – a world class Intranet and Microsoft 365 powered Digital Workplace looks very different than it has in the past. Join Richard Harbridge, a Microsoft MVP, CTO at 2toLead and internationally recognized expert on Microsoft 365 and the Digital Workplace, who will share best practices on: How organizations are planning their digital workplace strategy How organizations today are taking their intranets to the next level How designs and intranet patterns continue to evolve What organizations are doing to deliver more value How you can improve your own Digital Workplace

Do you dread using your current software? Does it lack key features, integrations and reports that you need to successfully run your organization? Learn about when it's time to start looking for new software, and how to conduct a successful search. You will learn: • How to identify the signs that it's time to make a switch. • The importance to understanding the foundation you have now, and how to build on it for the future. • What to ask members, and how their needs should have an influence on your software selection. • Top questions to ask vendors, and what's even more imporant than the technology itself.

Agile 2009 presentation by Bob Hartman and Richard Lawrence titled "The 7 Deadly Sins of Almost Being Agile"