Customers now expect continuous delivery of features, making them more awesome every day. Cloud computing and modern tools help, but that’s not enough. We need to improve our human interactions and day-to-day work. Learn how to help your business, management, and teams see the importance of technical improvement. Understand how your team can achieve Continuous Delivery through constant attention to technical excellence.
Do you want people to feel part of a group/team or part of an activity? Then ensure that they are included and engaged.
Do you find facilitating a large group of people unmanageable, people disengaged? Try Liberating Structures with your teams and organization.
Liberating Structures, created by Keith McCandless and Henri Lipmanowicz, covers a set of easy to learn, yet powerful ways to collaborate as a team. It makes it possible to build the kind of meeting that everybody looks forward to attending and participating.
Participants learn how to use these micro-structures to simplify meeting outcomes, help group collaborate and become more productive.
“How well is your delivery team doing?” That seems like a straightforward question, but it is more complicated that it might sound at first. Do we know what it means to “do well” or is it one of those things that is different to everyone?
In this session we will discuss how we can meaningfully measure outcomes and what we can learn from the measurements. We will also touch on common pitfalls and provide insight in how to avoid them.
You will walk away with information on how to design metrics for your own purposes, and get started with some concrete examples to measure productivity of a delivery team. In short, you will have all the information to answer “how well your team is doing” meaningfully.
As the pace of change continues to increase, implementing strategy and changing direction is still a major hurdle for most organizations. Companies now need to be able to focus, align and engage their people around dynamic and measurable outcomes – becoming more agile and flexible in their outputs and process while helping people understand how they connect with and impact their companies future success.
In this session, we will be joined by Carlos Oliveira, a principal adviser at adaptiveX, a boutique product design, training and innovation consultancy.
Carlos will be leading us through Objectives and Key Results, a simple goal setting framework popularized by Google and used by leadership teams across Silicon Valley. Participants will be guided through an interactive exercise to help grasp the concept. Carlos will also share his experience implementing the framework in large enterprise organizations.
Organizations need a way to test new ideas and fast, kill ideas that don’t work and iterate on the ones that show more promise. In 2017, Ideo studied innovation in over 100+ companies and found that when teams iterate on five or more different solutions, they are 50% more likely to launch a product or service successfully. The practice of continuous product improvement and innovation is a cycle of experimentation, where teams rapidly test leap-of-faith assumptions and get evidence to support key business decisions, ultimately, helping to build consensus and collaborate more effectively with stakeholders. A common challenge is having the discipline to identify, test and track progress towards innovation and making the cycle of experimentation and learning a key practice on any team. Join us to hear more about how your organization and team can adopt an experimentation mindset and embed the practice of experiment-driven product innovation. Carlos Oliveira, principal consultant at adaptiveX will speak on the topic and walk us through the Product Innovation Canvas as well as the Innovation Kata, a process to help teams think big, start small, and take the necessary steps to learn more about their customers, and start solving real problems sooner.
Lean Agile Network (LAN), previously known as Agile Lunch, is bringing you the first-ever series of Agile Emergent Speaker featuring Nawaz Butt.
Please join us for an hour of conversation, discussion and learning with Shahin, Nawaz, and Bola.
Nawaz is going to talk about Scrum Values for the first half.
Then we are going to facilitate an introduction to Liberating Structure. The audience is then going to participate in a Liberating-Structure activity. The outcome will help us to shape the future of Lean Agile Network.
Over the last 15 years, the Kanban Method has evolved into a 21st-century management method to improve business performance. At its heart, the Kanban Method provides businesses with the tools needed to balance their capabilities with the needs of their customers. This presentation explores the last 15 years of Kanban’s evolution.
The material is originally hosted on Squirrel North website.
Stress and anxiety are widespread in our industry and you may have already noticed that it’s really hard to coach someone who is highly stressed or anxious. It’s also really hard for you to personally perform at your best when you’re in that state.
In this workshop, you’ll learn (and practice) a collection of specific techniques to immediately release those feelings of stress or anxiety. Techniques include bi-lateral stimulation through movement to rebalance brain activity and several techniques that will lower anxiety by triggering the parasympathetic nervous system: From relaxing the jaw to switching your eyes into peripheral vision. In all cases, we’ll talk about some of the neuroscience and then practice the technique as a group.
What do Scrum and Extreme Programming have in common? Courage is a requirement for success. Let’s explore what this means to us and our interactions with others; and how it can elevate our performance towards joy and success. Agile begins with values. Let us begin with courage.
Business agility is more than the organization’s IT shop adopting an agile delivery method. Business agility depends on three core capabilities: rapid delivery, strategic sensing, and customer rapport. As such it builds resilience to change as a strategic imperative and eventually it allows businesses to build a strategic advantage in driving change.
Investments in “agile” from an IT perspective will not increase business agility. So what does a company need in order to successfully drive change rather than react to it?
Dave will talk about how creating a resilient organization starts with rapid delivery and why many major organizations are turning their attention to less costly on-demand releases. We’ll look at how customer rapport is the new driver of operational efficiency, where not building something is invariably cheaper than optimizing the operational cost of building anything at all.