�ݺ�ߣshows by User: bsktcase

�ݺ�ߣshows by User: bsktcase / http://www.slideshare.net/images/logo.gif �ݺ�ߣshows by User: bsktcase / Mon, 29 Jul 2024 17:34:20 GMT �ݺ�ߣShare feed for �ݺ�ߣshows by User: bsktcase 2024 Agile is a Labor Movement - Agile2024 Lightning Talk /slideshow/2024-agile-is-a-labor-movement-agile2024-lightning-talk/270598906 2024lightningtalk-agileisalabormovement-240729173420-91aac723
For years we’ve been trying to use “productivity gains” and “innovation” to get corporations to pay us for our services. The last few years - apocalyptic layoffs, bone-dry sales pipelines - should have taught us that they’re literally not buying it anymore. Why not? Let’s be real. The gains SHAREHOLDERS care about are - charitably - modest. Agile’s ROI doesn’t justify the high cost of transformation and never did. There’s an important truth in our tired hot takes about “individuals and interactions over processes and tools.” The parts of agile that are more relevant and necessary than ever are the ones that make tech teams’ jobs suck less - sustainable pace, self-organization, respect for expertise, pride in delivery. Corporations don’t care about those things, which is why WE have to. What if, instead of begging for capitalism’s scraps, we used agile to take our power back?]]>
For years we’ve been trying to use “productivity gains” and “innovation” to get corporations to pay us for our services. The last few years - apocalyptic layoffs, bone-dry sales pipelines - should have taught us that they’re literally not buying it anymore. Why not? Let’s be real. The gains SHAREHOLDERS care about are - charitably - modest. Agile’s ROI doesn’t justify the high cost of transformation and never did. There’s an important truth in our tired hot takes about “individuals and interactions over processes and tools.” The parts of agile that are more relevant and necessary than ever are the ones that make tech teams’ jobs suck less - sustainable pace, self-organization, respect for expertise, pride in delivery. Corporations don’t care about those things, which is why WE have to. What if, instead of begging for capitalism’s scraps, we used agile to take our power back?]]> Mon, 29 Jul 2024 17:34:20 GMT /slideshow/2024-agile-is-a-labor-movement-agile2024-lightning-talk/270598906 bsktcase@slideshare.net(bsktcase) 2024 Agile is a Labor Movement - Agile2024 Lightning Talk bsktcase For years we’ve been trying to use “productivity gains” and “innovation” to get corporations to pay us for our services. The last few years - apocalyptic layoffs, bone-dry sales pipelines - should have taught us that they’re literally not buying it anymore. Why not? Let’s be real. The gains SHAREHOLDERS care about are - charitably - modest. Agile’s ROI doesn’t justify the high cost of transformation and never did. There’s an important truth in our tired hot takes about “individuals and interactions over processes and tools.” The parts of agile that are more relevant and necessary than ever are the ones that make tech teams’ jobs suck less - sustainable pace, self-organization, respect for expertise, pride in delivery. Corporations don’t care about those things, which is why WE have to. What if, instead of begging for capitalism’s scraps, we used agile to take our power back? <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/2024lightningtalk-agileisalabormovement-240729173420-91aac723-thumbnail.jpg?width=120&height=120&fit=bounds" /> For years we’ve been trying to use “productivity gains” and “innovation” to get corporations to pay us for our services. The last few years - apocalyptic layoffs, bone-dry sales pipelines - should have taught us that they’re literally not buying it anymore. Why not? Let’s be real. The gains SHAREHOLDERS care about are - charitably - modest. Agile’s ROI doesn’t justify the high cost of transformation and never did. There’s an important truth in our tired hot takes about “individuals and interactions over processes and tools.” The parts of agile that are more relevant and necessary than ever are the ones that make tech teams’ jobs suck less - sustainable pace, self-organization, respect for expertise, pride in delivery. Corporations don’t care about those things, which is why WE have to. What if, instead of begging for capitalism’s scraps, we used agile to take our power back?

2024 Agile is a Labor Movement - Agile2024 Lightning Talk from Cheryl M Hammond

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0 2023 'We Just Need Executive Support' and Other Lies of Transformation by Cheryl Hammond.pdf /slideshow/2023-we-just-need-executive-support-and-other-lies-of-transformation-by-cheryl-hammondpdf/262993911 2023wejustneedexecutivesupportandotherliesoftransformationbycherylhammond-231102180851-3fe53cb2
Why did your latest agile/cloud/DevOps/big data/digital/crypto/AIML transformation stall or fail? Along with the massive layoffs impacting big tech generally, it seems we all know someone whose agile coaching role has been impacted or outright eliminated. Famously, Capital One had an agile transformation effort said to have been going on for more than TWENTY YEARS — and completely abandoned it. What drew you to agile? Was it pride in successful delivery with high quality? The thrill of innovation and experimentation? A passion for people — respecting them through servant leadership, self-organization, and sustainable pace? If you’re feeling a disconnect between your employer’s priorities and your agile values, you’re not alone. In this session, we’ll talk about the business benefits of agile and how some conventional wisdom leads us down wrong and frustrating paths. We DON’T need to wait for the mythical executive sponsor who isn’t coming and can’t help anyway. Sometimes we’re all we’ve got — let’s work together to be all we need.]]>
Why did your latest agile/cloud/DevOps/big data/digital/crypto/AIML transformation stall or fail? Along with the massive layoffs impacting big tech generally, it seems we all know someone whose agile coaching role has been impacted or outright eliminated. Famously, Capital One had an agile transformation effort said to have been going on for more than TWENTY YEARS — and completely abandoned it. What drew you to agile? Was it pride in successful delivery with high quality? The thrill of innovation and experimentation? A passion for people — respecting them through servant leadership, self-organization, and sustainable pace? If you’re feeling a disconnect between your employer’s priorities and your agile values, you’re not alone. In this session, we’ll talk about the business benefits of agile and how some conventional wisdom leads us down wrong and frustrating paths. We DON’T need to wait for the mythical executive sponsor who isn’t coming and can’t help anyway. Sometimes we’re all we’ve got — let’s work together to be all we need.]]> Thu, 02 Nov 2023 18:08:51 GMT /slideshow/2023-we-just-need-executive-support-and-other-lies-of-transformation-by-cheryl-hammondpdf/262993911 bsktcase@slideshare.net(bsktcase) 2023 'We Just Need Executive Support' and Other Lies of Transformation by Cheryl Hammond.pdf bsktcase Why did your latest agile/cloud/DevOps/big data/digital/crypto/AIML transformation stall or fail? Along with the massive layoffs impacting big tech generally, it seems we all know someone whose agile coaching role has been impacted or outright eliminated. Famously, Capital One had an agile transformation effort said to have been going on for more than TWENTY YEARS — and completely abandoned it. What drew you to agile? Was it pride in successful delivery with high quality? The thrill of innovation and experimentation? A passion for people — respecting them through servant leadership, self-organization, and sustainable pace? If you’re feeling a disconnect between your employer’s priorities and your agile values, you’re not alone. In this session, we’ll talk about the business benefits of agile and how some conventional wisdom leads us down wrong and frustrating paths. We DON’T need to wait for the mythical executive sponsor who isn’t coming and can’t help anyway. Sometimes we’re all we’ve got — let’s work together to be all we need. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/2023wejustneedexecutivesupportandotherliesoftransformationbycherylhammond-231102180851-3fe53cb2-thumbnail.jpg?width=120&height=120&fit=bounds" /> Why did your latest agile/cloud/DevOps/big data/digital/crypto/AIML transformation stall or fail? Along with the massive layoffs impacting big tech generally, it seems we all know someone whose agile coaching role has been impacted or outright eliminated. Famously, Capital One had an agile transformation effort said to have been going on for more than TWENTY YEARS — and completely abandoned it. What drew you to agile? Was it pride in successful delivery with high quality? The thrill of innovation and experimentation? A passion for people — respecting them through servant leadership, self-organization, and sustainable pace? If you’re feeling a disconnect between your employer’s priorities and your agile values, you’re not alone. In this session, we’ll talk about the business benefits of agile and how some conventional wisdom leads us down wrong and frustrating paths. We DON’T need to wait for the mythical executive sponsor who isn’t coming and can’t help anyway. Sometimes we’re all we’ve got — let’s work together to be all we need.

2023 'We Just Need Executive Support' and Other Lies of Transformation by Cheryl Hammond.pdf from Cheryl M Hammond

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0 2023 Using Agile Self-Organization to Help Your Team's 'Return To Office' Suck Less by Cheryl Hammond.pdf /slideshow/2023-using-agile-selforganization-to-help-your-teams-return-to-office-suck-less-by-cheryl-hammondpdf/262993896 2023usingagileself-organizationtohelpyourteamsreturntoofficesucklessbycherylhammond-231102180747-e03cfa66
Whether you’re excited to collaborate in-person or you dread having to wear shoes again—or both—it’s clear the great Return To Office is a big adjustment for you and your teams. In the past 2-3 years, we all tried to tailor our home office environments to help us work at our best. Now we have to re-learn how to share space with others whose working styles, communication styles, needs, and preferences are very different. In some cases, our companies’ Return To Office policies are creating new problems that we might not be able to fix right away. Teamwork and self-organization are the heart of any agile practice, and this fast-paced session will teach you several concrete techniques for resetting team norms in our new normal. We’ll talk about working agreements and conflict resolution that can help fully co-located teams as well as hybrid teams. Return To Office might be challenging, but if your team can pull together and help each other through the transition, you’ll be set up to tackle any problem that comes next!]]>
Whether you’re excited to collaborate in-person or you dread having to wear shoes again—or both—it’s clear the great Return To Office is a big adjustment for you and your teams. In the past 2-3 years, we all tried to tailor our home office environments to help us work at our best. Now we have to re-learn how to share space with others whose working styles, communication styles, needs, and preferences are very different. In some cases, our companies’ Return To Office policies are creating new problems that we might not be able to fix right away. Teamwork and self-organization are the heart of any agile practice, and this fast-paced session will teach you several concrete techniques for resetting team norms in our new normal. We’ll talk about working agreements and conflict resolution that can help fully co-located teams as well as hybrid teams. Return To Office might be challenging, but if your team can pull together and help each other through the transition, you’ll be set up to tackle any problem that comes next!]]> Thu, 02 Nov 2023 18:07:47 GMT /slideshow/2023-using-agile-selforganization-to-help-your-teams-return-to-office-suck-less-by-cheryl-hammondpdf/262993896 bsktcase@slideshare.net(bsktcase) 2023 Using Agile Self-Organization to Help Your Team's 'Return To Office' Suck Less by Cheryl Hammond.pdf bsktcase Whether you’re excited to collaborate in-person or you dread having to wear shoes again—or both—it’s clear the great Return To Office is a big adjustment for you and your teams. In the past 2-3 years, we all tried to tailor our home office environments to help us work at our best. Now we have to re-learn how to share space with others whose working styles, communication styles, needs, and preferences are very different. In some cases, our companies’ Return To Office policies are creating new problems that we might not be able to fix right away. Teamwork and self-organization are the heart of any agile practice, and this fast-paced session will teach you several concrete techniques for resetting team norms in our new normal. We’ll talk about working agreements and conflict resolution that can help fully co-located teams as well as hybrid teams. Return To Office might be challenging, but if your team can pull together and help each other through the transition, you’ll be set up to tackle any problem that comes next! <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/2023usingagileself-organizationtohelpyourteamsreturntoofficesucklessbycherylhammond-231102180747-e03cfa66-thumbnail.jpg?width=120&height=120&fit=bounds" /> Whether you’re excited to collaborate in-person or you dread having to wear shoes again—or both—it’s clear the great Return To Office is a big adjustment for you and your teams. In the past 2-3 years, we all tried to tailor our home office environments to help us work at our best. Now we have to re-learn how to share space with others whose working styles, communication styles, needs, and preferences are very different. In some cases, our companies’ Return To Office policies are creating new problems that we might not be able to fix right away. Teamwork and self-organization are the heart of any agile practice, and this fast-paced session will teach you several concrete techniques for resetting team norms in our new normal. We’ll talk about working agreements and conflict resolution that can help fully co-located teams as well as hybrid teams. Return To Office might be challenging, but if your team can pull together and help each other through the transition, you’ll be set up to tackle any problem that comes next!

2023 Using Agile Self-Organization to Help Your Team's 'Return To Office' Suck Less by Cheryl Hammond.pdf from Cheryl M Hammond

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0 2022 Subsistence Agile - Sustainability and Self-Sufficiency for Thriving Teams by Cheryl Hammond.pdf /bsktcase/2022-subsistence-agile-sustainability-and-selfsufficiency-for-thriving-teams-by-cheryl-hammondpdf 2022subsistenceagile-sustainabilityandself-sufficiencyforthrivingteamsbycherylhammond-231102180527-9af3ad4a
Does ‘subsistence’ carry a negative connotation for you—scarcity, poverty, barely scraping by? In this era of enterprise scaling and big digital transformations, our trusty old agile often feels the same. It’s easy to get stuck when it seems like every retrospective action item worth doing requires an executive sponsor who isn’t coming. Our planetary challenges require us to think of ‘subsistence’ differently. The ability to produce what we need, sustainably, using the resources available in our communities, is powerful! Are you getting the best from the ecosystem you already have? This session explores practical tips for nurturing and growing your agile practice hyper-locally, using techniques accessible at the team level. Learning outcomes: - Build and strengthen the supportive agile community already around you - Reduce your dependence on expensive faraway ‘imports’ - Expand your influence and capabilities by developing ‘trade’ networks nearby - Focus on what’s most important for you and your team to thrive!]]>
Does ‘subsistence’ carry a negative connotation for you—scarcity, poverty, barely scraping by? In this era of enterprise scaling and big digital transformations, our trusty old agile often feels the same. It’s easy to get stuck when it seems like every retrospective action item worth doing requires an executive sponsor who isn’t coming. Our planetary challenges require us to think of ‘subsistence’ differently. The ability to produce what we need, sustainably, using the resources available in our communities, is powerful! Are you getting the best from the ecosystem you already have? This session explores practical tips for nurturing and growing your agile practice hyper-locally, using techniques accessible at the team level. Learning outcomes: - Build and strengthen the supportive agile community already around you - Reduce your dependence on expensive faraway ‘imports’ - Expand your influence and capabilities by developing ‘trade’ networks nearby - Focus on what’s most important for you and your team to thrive!]]> Thu, 02 Nov 2023 18:05:27 GMT /bsktcase/2022-subsistence-agile-sustainability-and-selfsufficiency-for-thriving-teams-by-cheryl-hammondpdf bsktcase@slideshare.net(bsktcase) 2022 Subsistence Agile - Sustainability and Self-Sufficiency for Thriving Teams by Cheryl Hammond.pdf bsktcase Does ‘subsistence’ carry a negative connotation for you—scarcity, poverty, barely scraping by? In this era of enterprise scaling and big digital transformations, our trusty old agile often feels the same. It’s easy to get stuck when it seems like every retrospective action item worth doing requires an executive sponsor who isn’t coming. Our planetary challenges require us to think of ‘subsistence’ differently. The ability to produce what we need, sustainably, using the resources available in our communities, is powerful! Are you getting the best from the ecosystem you already have? This session explores practical tips for nurturing and growing your agile practice hyper-locally, using techniques accessible at the team level. Learning outcomes: - Build and strengthen the supportive agile community already around you - Reduce your dependence on expensive faraway ‘imports’ - Expand your influence and capabilities by developing ‘trade’ networks nearby - Focus on what’s most important for you and your team to thrive! <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/2022subsistenceagile-sustainabilityandself-sufficiencyforthrivingteamsbycherylhammond-231102180527-9af3ad4a-thumbnail.jpg?width=120&height=120&fit=bounds" /> Does ‘subsistence’ carry a negative connotation for you—scarcity, poverty, barely scraping by? In this era of enterprise scaling and big digital transformations, our trusty old agile often feels the same. It’s easy to get stuck when it seems like every retrospective action item worth doing requires an executive sponsor who isn’t coming. Our planetary challenges require us to think of ‘subsistence’ differently. The ability to produce what we need, sustainably, using the resources available in our communities, is powerful! Are you getting the best from the ecosystem you already have? This session explores practical tips for nurturing and growing your agile practice hyper-locally, using techniques accessible at the team level. Learning outcomes: - Build and strengthen the supportive agile community already around you - Reduce your dependence on expensive faraway ‘imports’ - Expand your influence and capabilities by developing ‘trade’ networks nearby - Focus on what’s most important for you and your team to thrive!

2022 Subsistence Agile - Sustainability and Self-Sufficiency for Thriving Teams by Cheryl Hammond.pdf from Cheryl M Hammond

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0 2022 Fortress Agile by Cheryl Hammond at Agile Tour Vilnius.pdf /slideshow/2022-fortress-agile-by-cheryl-hammond-at-agile-tour-vilniuspdf/253542608 2022fortressagilebycherylhammondatagiletourvilnius-221013092218-63e62b52
When the broader organization isn’t agile, teams can get stuck. They’re waiting for their knight in shining armor – the ‘enlightened’ executive – to transform it all. What happens when the hero isn’t coming? Is it possible to realistically accept an organization’s limitations without killing morale? Can a manager or coach ‘shield’ a team without losing momentum? Is there any point in making incremental change at the team or division level when ‘real’ progress seems eternally blocked by external impediments? This session explores practical tips to care for the humans in your realm; provide them a safe, comfortable, and defensible space in which to work; and make it inviting enough to win over (some of) the forces outside. Help your teams become self-rescuing princesses, and create the happily-ever-after that your people deserve!]]>
When the broader organization isn’t agile, teams can get stuck. They’re waiting for their knight in shining armor – the ‘enlightened’ executive – to transform it all. What happens when the hero isn’t coming? Is it possible to realistically accept an organization’s limitations without killing morale? Can a manager or coach ‘shield’ a team without losing momentum? Is there any point in making incremental change at the team or division level when ‘real’ progress seems eternally blocked by external impediments? This session explores practical tips to care for the humans in your realm; provide them a safe, comfortable, and defensible space in which to work; and make it inviting enough to win over (some of) the forces outside. Help your teams become self-rescuing princesses, and create the happily-ever-after that your people deserve!]]> Thu, 13 Oct 2022 09:22:17 GMT /slideshow/2022-fortress-agile-by-cheryl-hammond-at-agile-tour-vilniuspdf/253542608 bsktcase@slideshare.net(bsktcase) 2022 Fortress Agile by Cheryl Hammond at Agile Tour Vilnius.pdf bsktcase When the broader organization isn’t agile, teams can get stuck. They’re waiting for their knight in shining armor – the ‘enlightened’ executive – to transform it all. What happens when the hero isn’t coming? Is it possible to realistically accept an organization’s limitations without killing morale? Can a manager or coach ‘shield’ a team without losing momentum? Is there any point in making incremental change at the team or division level when ‘real’ progress seems eternally blocked by external impediments? This session explores practical tips to care for the humans in your realm; provide them a safe, comfortable, and defensible space in which to work; and make it inviting enough to win over (some of) the forces outside. Help your teams become self-rescuing princesses, and create the happily-ever-after that your people deserve! <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/2022fortressagilebycherylhammondatagiletourvilnius-221013092218-63e62b52-thumbnail.jpg?width=120&height=120&fit=bounds" /> When the broader organization isn’t agile, teams can get stuck. They’re waiting for their knight in shining armor – the ‘enlightened’ executive – to transform it all. What happens when the hero isn’t coming? Is it possible to realistically accept an organization’s limitations without killing morale? Can a manager or coach ‘shield’ a team without losing momentum? Is there any point in making incremental change at the team or division level when ‘real’ progress seems eternally blocked by external impediments? This session explores practical tips to care for the humans in your realm; provide them a safe, comfortable, and defensible space in which to work; and make it inviting enough to win over (some of) the forces outside. Help your teams become self-rescuing princesses, and create the happily-ever-after that your people deserve!

2022 Fortress Agile by Cheryl Hammond at Agile Tour Vilnius.pdf from Cheryl M Hammond

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0 2021.12 Fortress Agile by Cheryl Hammond @ Agile MiniCon /bsktcase/202112-fortress-agile-by-cheryl-hammond-agile-minicon 2021-211214172849
When the broader organization just isn’t agile, teams can get stuck. They’re waiting for their knight in shining armor – the ‘enlightened’ executive – to transform it all. What happens when the hero isn’t coming? Is it possible to realistically accept an organization’s limitations without killing morale? Can a manager or coach ‘shield’ a team without losing momentum? Is there any point to making incremental change at the team or division level when ‘real’ progress seems eternally blocked by external impediments? This session explores practical tips to care for the humans in your realm; provide them a safe, comfortable, and defensible space in which to work; and make it inviting enough to win over (some of) the forces outside. Help your teams become self-rescuing princesses, and create the happily-ever-after that your people deserve!]]>
When the broader organization just isn’t agile, teams can get stuck. They’re waiting for their knight in shining armor – the ‘enlightened’ executive – to transform it all. What happens when the hero isn’t coming? Is it possible to realistically accept an organization’s limitations without killing morale? Can a manager or coach ‘shield’ a team without losing momentum? Is there any point to making incremental change at the team or division level when ‘real’ progress seems eternally blocked by external impediments? This session explores practical tips to care for the humans in your realm; provide them a safe, comfortable, and defensible space in which to work; and make it inviting enough to win over (some of) the forces outside. Help your teams become self-rescuing princesses, and create the happily-ever-after that your people deserve!]]> Tue, 14 Dec 2021 17:28:49 GMT /bsktcase/202112-fortress-agile-by-cheryl-hammond-agile-minicon bsktcase@slideshare.net(bsktcase) 2021.12 Fortress Agile by Cheryl Hammond @ Agile MiniCon bsktcase When the broader organization just isn’t agile, teams can get stuck. They’re waiting for their knight in shining armor – the ‘enlightened’ executive – to transform it all. What happens when the hero isn’t coming? Is it possible to realistically accept an organization’s limitations without killing morale? Can a manager or coach ‘shield’ a team without losing momentum? Is there any point to making incremental change at the team or division level when ‘real’ progress seems eternally blocked by external impediments? This session explores practical tips to care for the humans in your realm; provide them a safe, comfortable, and defensible space in which to work; and make it inviting enough to win over (some of) the forces outside. Help your teams become self-rescuing princesses, and create the happily-ever-after that your people deserve! <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/2021-211214172849-thumbnail.jpg?width=120&height=120&fit=bounds" /> When the broader organization just isn’t agile, teams can get stuck. They’re waiting for their knight in shining armor – the ‘enlightened’ executive – to transform it all. What happens when the hero isn’t coming? Is it possible to realistically accept an organization’s limitations without killing morale? Can a manager or coach ‘shield’ a team without losing momentum? Is there any point to making incremental change at the team or division level when ‘real’ progress seems eternally blocked by external impediments? This session explores practical tips to care for the humans in your realm; provide them a safe, comfortable, and defensible space in which to work; and make it inviting enough to win over (some of) the forces outside. Help your teams become self-rescuing princesses, and create the happily-ever-after that your people deserve!

2021.12 Fortress Agile by Cheryl Hammond @ Agile MiniCon from Cheryl M Hammond

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0 2021 Fortress Agile by Cheryl Hammond @ #Agile2021 /slideshow/2021-fortress-agile-by-cheryl-hammond-agile2021/249809972 2021fortressagilebycherylhammondagile2021-210720174018
When the broader organization just isn’t agile, teams can get stuck. They’re waiting for their knight in shining armor - the “enlightened” executive - to transform it all. What happens when the hero isn’t coming? Is it possible to realistically accept an organization’s limitations without killing morale? Can a manager or coach “shield” a team without losing momentum? Is there any point to making incremental change at the team or division level when “real” progress seems eternally blocked by external impediments? This session explores practical tips to care for the humans in your realm; provide them a safe, comfortable, and defensible space in which to work; and make it inviting enough to win over (some of) the forces outside. Help your teams become self-rescuing princesses, and create the happily-ever-after that your people deserve! Learning Objectives: * Make your fortress a comfortable place in which to live and do great work together * Keep your fortress and its people safe from outside interference * Attract allies, and grow the community inside your fortress... until someday maybe your walls become unnecessary!]]>
When the broader organization just isn’t agile, teams can get stuck. They’re waiting for their knight in shining armor - the “enlightened” executive - to transform it all. What happens when the hero isn’t coming? Is it possible to realistically accept an organization’s limitations without killing morale? Can a manager or coach “shield” a team without losing momentum? Is there any point to making incremental change at the team or division level when “real” progress seems eternally blocked by external impediments? This session explores practical tips to care for the humans in your realm; provide them a safe, comfortable, and defensible space in which to work; and make it inviting enough to win over (some of) the forces outside. Help your teams become self-rescuing princesses, and create the happily-ever-after that your people deserve! Learning Objectives: * Make your fortress a comfortable place in which to live and do great work together * Keep your fortress and its people safe from outside interference * Attract allies, and grow the community inside your fortress... until someday maybe your walls become unnecessary!]]> Tue, 20 Jul 2021 17:40:18 GMT /slideshow/2021-fortress-agile-by-cheryl-hammond-agile2021/249809972 bsktcase@slideshare.net(bsktcase) 2021 Fortress Agile by Cheryl Hammond @ #Agile2021 bsktcase When the broader organization just isn’t agile, teams can get stuck. They’re waiting for their knight in shining armor - the “enlightened” executive - to transform it all. What happens when the hero isn’t coming? Is it possible to realistically accept an organization’s limitations without killing morale? Can a manager or coach “shield” a team without losing momentum? Is there any point to making incremental change at the team or division level when “real” progress seems eternally blocked by external impediments? This session explores practical tips to care for the humans in your realm; provide them a safe, comfortable, and defensible space in which to work; and make it inviting enough to win over (some of) the forces outside. Help your teams become self-rescuing princesses, and create the happily-ever-after that your people deserve! Learning Objectives: * Make your fortress a comfortable place in which to live and do great work together * Keep your fortress and its people safe from outside interference * Attract allies, and grow the community inside your fortress... until someday maybe your walls become unnecessary! <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/2021fortressagilebycherylhammondagile2021-210720174018-thumbnail.jpg?width=120&height=120&fit=bounds" /> When the broader organization just isn’t agile, teams can get stuck. They’re waiting for their knight in shining armor - the “enlightened” executive - to transform it all. What happens when the hero isn’t coming? Is it possible to realistically accept an organization’s limitations without killing morale? Can a manager or coach “shield” a team without losing momentum? Is there any point to making incremental change at the team or division level when “real” progress seems eternally blocked by external impediments? This session explores practical tips to care for the humans in your realm; provide them a safe, comfortable, and defensible space in which to work; and make it inviting enough to win over (some of) the forces outside. Help your teams become self-rescuing princesses, and create the happily-ever-after that your people deserve! Learning Objectives: * Make your fortress a comfortable place in which to live and do great work together * Keep your fortress and its people safe from outside interference * Attract allies, and grow the community inside your fortress... until someday maybe your walls become unnecessary!

2021 Fortress Agile by Cheryl Hammond @ #Agile2021 from Cheryl M Hammond

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0 2019 Seattle Code Camp Fantastic outcomes and how to measure them by Cheryl Hammond /slideshow/2019-seattle-code-camp-fantastic-outcomes-and-how-to-measure-them-by-cheryl-hammond/172602104 2019seattlecodecampfantasticoutcomesandhowtomeasurethembycherylhammond-190916155453
Do your metrics track what matters most to your organization, or do they merely quantify your adherence to a process? Is that process a good proxy for real results? In your environment? How do you know? Discover where to look for elusive, real outcomes. Join Cheryl Hammond to learn how to study indicators for your important metrics so you can recognize them when you encounter them in the wild. Understand how to monitor the health and relevance of your outcomes, and commit to the constant care needed to keep them vibrant. You'll take back a renewed appreciation for the beauty of a wild, untamed outcome and how it can motivate and focus your teams.]]>
Do your metrics track what matters most to your organization, or do they merely quantify your adherence to a process? Is that process a good proxy for real results? In your environment? How do you know? Discover where to look for elusive, real outcomes. Join Cheryl Hammond to learn how to study indicators for your important metrics so you can recognize them when you encounter them in the wild. Understand how to monitor the health and relevance of your outcomes, and commit to the constant care needed to keep them vibrant. You'll take back a renewed appreciation for the beauty of a wild, untamed outcome and how it can motivate and focus your teams.]]> Mon, 16 Sep 2019 15:54:53 GMT /slideshow/2019-seattle-code-camp-fantastic-outcomes-and-how-to-measure-them-by-cheryl-hammond/172602104 bsktcase@slideshare.net(bsktcase) 2019 Seattle Code Camp Fantastic outcomes and how to measure them by Cheryl Hammond bsktcase Do your metrics track what matters most to your organization, or do they merely quantify your adherence to a process? Is that process a good proxy for real results? In your environment? How do you know? Discover where to look for elusive, real outcomes. Join Cheryl Hammond to learn how to study indicators for your important metrics so you can recognize them when you encounter them in the wild. Understand how to monitor the health and relevance of your outcomes, and commit to the constant care needed to keep them vibrant. You'll take back a renewed appreciation for the beauty of a wild, untamed outcome and how it can motivate and focus your teams. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/2019seattlecodecampfantasticoutcomesandhowtomeasurethembycherylhammond-190916155453-thumbnail.jpg?width=120&height=120&fit=bounds" /> Do your metrics track what matters most to your organization, or do they merely quantify your adherence to a process? Is that process a good proxy for real results? In your environment? How do you know? Discover where to look for elusive, real outcomes. Join Cheryl Hammond to learn how to study indicators for your important metrics so you can recognize them when you encounter them in the wild. Understand how to monitor the health and relevance of your outcomes, and commit to the constant care needed to keep them vibrant. You'll take back a renewed appreciation for the beauty of a wild, untamed outcome and how it can motivate and focus your teams.

2019 Seattle Code Camp Fantastic outcomes and how to measure them by Cheryl Hammond from Cheryl M Hammond

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0 2019 AFITC Fantastic outcomes and how to measure them by Cheryl Hammond /slideshow/2019-afitc-fantastic-outcomes-and-how-to-measure-them-by-cheryl-hammond/167255966 2019afitcfantasticoutcomesandhowtomeasurethembycherylhammond-190828205705
Do your metrics track what matters most to your organization, or do they merely quantify your adherence to a process? Is that process a good proxy for real results? In your environment? How do you know? Discover where to look for elusive, real outcomes. Join Cheryl Hammond to learn how to study indicators for your important metrics so you can recognize them when you encounter them in the wild. Understand how to monitor the health and relevance of your outcomes, and commit to the constant care needed to keep them vibrant. You'll take back a renewed appreciation for the beauty of a wild, untamed outcome and how it can motivate and focus your teams.]]>
Do your metrics track what matters most to your organization, or do they merely quantify your adherence to a process? Is that process a good proxy for real results? In your environment? How do you know? Discover where to look for elusive, real outcomes. Join Cheryl Hammond to learn how to study indicators for your important metrics so you can recognize them when you encounter them in the wild. Understand how to monitor the health and relevance of your outcomes, and commit to the constant care needed to keep them vibrant. You'll take back a renewed appreciation for the beauty of a wild, untamed outcome and how it can motivate and focus your teams.]]> Wed, 28 Aug 2019 20:57:04 GMT /slideshow/2019-afitc-fantastic-outcomes-and-how-to-measure-them-by-cheryl-hammond/167255966 bsktcase@slideshare.net(bsktcase) 2019 AFITC Fantastic outcomes and how to measure them by Cheryl Hammond bsktcase Do your metrics track what matters most to your organization, or do they merely quantify your adherence to a process? Is that process a good proxy for real results? In your environment? How do you know? Discover where to look for elusive, real outcomes. Join Cheryl Hammond to learn how to study indicators for your important metrics so you can recognize them when you encounter them in the wild. Understand how to monitor the health and relevance of your outcomes, and commit to the constant care needed to keep them vibrant. You'll take back a renewed appreciation for the beauty of a wild, untamed outcome and how it can motivate and focus your teams. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/2019afitcfantasticoutcomesandhowtomeasurethembycherylhammond-190828205705-thumbnail.jpg?width=120&height=120&fit=bounds" /> Do your metrics track what matters most to your organization, or do they merely quantify your adherence to a process? Is that process a good proxy for real results? In your environment? How do you know? Discover where to look for elusive, real outcomes. Join Cheryl Hammond to learn how to study indicators for your important metrics so you can recognize them when you encounter them in the wild. Understand how to monitor the health and relevance of your outcomes, and commit to the constant care needed to keep them vibrant. You'll take back a renewed appreciation for the beauty of a wild, untamed outcome and how it can motivate and focus your teams.

2019 AFITC Fantastic outcomes and how to measure them by Cheryl Hammond from Cheryl M Hammond

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0 2019 Full-spectrum diversity: norms for inclusion and intersectionality by Cheryl Hammond /slideshow/2019-full-spectrum-diversity-norms-for-inclusion-and-intersectionality-by-cheryl-hammond/162741586 2019full-spectrumdiversity-normsforinclusionandintersectionalitybycherylhammond-190809195715
Organizational diversity isn’t just about the attributes we can see. Every team is a near-infinite spectrum of its members’ needs, some of which we know about and a lot more we probably don’t (and might never). How do we create a safe, accommodating space for things we aren’t even aware of? It’s possible. For our teams to reflect the diversity of our worlds, HR policies are necessary but not sufficient. Our teams can and should take concrete steps, large and small, to make ourselves more welcoming. You’re probably doing some of them already, so let’s talk about what works and how we can scale it out. From stairs, ramps, and elevators to menu planning to planking and wall sits during meetings, we’ll discuss how to rethink our norms, retire our assumptions, ask the right questions without prying, and create space for our teammates to self-accommodate. You might never know the difference you’ve made, but your teams will be healthier and wiser for it. Learning outcomes: - Become constructively curious about the breadth of diversities that affect teams - Learn several specific techniques for creating a more accommodating team environment]]>
Organizational diversity isn’t just about the attributes we can see. Every team is a near-infinite spectrum of its members’ needs, some of which we know about and a lot more we probably don’t (and might never). How do we create a safe, accommodating space for things we aren’t even aware of? It’s possible. For our teams to reflect the diversity of our worlds, HR policies are necessary but not sufficient. Our teams can and should take concrete steps, large and small, to make ourselves more welcoming. You’re probably doing some of them already, so let’s talk about what works and how we can scale it out. From stairs, ramps, and elevators to menu planning to planking and wall sits during meetings, we’ll discuss how to rethink our norms, retire our assumptions, ask the right questions without prying, and create space for our teammates to self-accommodate. You might never know the difference you’ve made, but your teams will be healthier and wiser for it. Learning outcomes: - Become constructively curious about the breadth of diversities that affect teams - Learn several specific techniques for creating a more accommodating team environment]]> Fri, 09 Aug 2019 19:57:15 GMT /slideshow/2019-full-spectrum-diversity-norms-for-inclusion-and-intersectionality-by-cheryl-hammond/162741586 bsktcase@slideshare.net(bsktcase) 2019 Full-spectrum diversity: norms for inclusion and intersectionality by Cheryl Hammond bsktcase Organizational diversity isn’t just about the attributes we can see. Every team is a near-infinite spectrum of its members’ needs, some of which we know about and a lot more we probably don’t (and might never). How do we create a safe, accommodating space for things we aren’t even aware of? It’s possible. For our teams to reflect the diversity of our worlds, HR policies are necessary but not sufficient. Our teams can and should take concrete steps, large and small, to make ourselves more welcoming. You’re probably doing some of them already, so let’s talk about what works and how we can scale it out. From stairs, ramps, and elevators to menu planning to planking and wall sits during meetings, we’ll discuss how to rethink our norms, retire our assumptions, ask the right questions without prying, and create space for our teammates to self-accommodate. You might never know the difference you’ve made, but your teams will be healthier and wiser for it. Learning outcomes: - Become constructively curious about the breadth of diversities that affect teams - Learn several specific techniques for creating a more accommodating team environment <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/2019full-spectrumdiversity-normsforinclusionandintersectionalitybycherylhammond-190809195715-thumbnail.jpg?width=120&height=120&fit=bounds" /> Organizational diversity isn’t just about the attributes we can see. Every team is a near-infinite spectrum of its members’ needs, some of which we know about and a lot more we probably don’t (and might never). How do we create a safe, accommodating space for things we aren’t even aware of? It’s possible. For our teams to reflect the diversity of our worlds, HR policies are necessary but not sufficient. Our teams can and should take concrete steps, large and small, to make ourselves more welcoming. You’re probably doing some of them already, so let’s talk about what works and how we can scale it out. From stairs, ramps, and elevators to menu planning to planking and wall sits during meetings, we’ll discuss how to rethink our norms, retire our assumptions, ask the right questions without prying, and create space for our teammates to self-accommodate. You might never know the difference you’ve made, but your teams will be healthier and wiser for it. Learning outcomes: - Become constructively curious about the breadth of diversities that affect teams - Learn several specific techniques for creating a more accommodating team environment

2019 Full-spectrum diversity: norms for inclusion and intersectionality by Cheryl Hammond from Cheryl M Hammond

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0 2019 Full-spectrum diversity: rethinking our norms by Cheryl Hammond /slideshow/2019-fullspectrum-diversity-rethinking-our-norms/149004742 2019full-spectrumdiversityrethinkingournorms-190606203952
Organizational diversity isn't just about the attributes we can see. Every team has members with a near-infinite spectrum of needs, some of which we know about and a lot more we probably don't (and might never). How do we create a safe, accommodating space for things we aren’t aware of? It's possible. For our teams to reflect the diversity of our worlds, HR policies are necessary but not sufficient. Our teams can and should take concrete steps, large and small, to make ourselves more welcoming. You're probably doing some of them already, so let's talk about what works and how we can scale it out. From stairs, ramps, and elevators to menu planning to planking and wall sits during meetings, Cheryl Hammond discusses how to rethink our norms, retire our assumptions, ask the right questions without prying, and create space for our teammates to self-accommodate. You might never know the difference you've made, but your teams will be healthier and wiser for it.]]>
Organizational diversity isn't just about the attributes we can see. Every team has members with a near-infinite spectrum of needs, some of which we know about and a lot more we probably don't (and might never). How do we create a safe, accommodating space for things we aren’t aware of? It's possible. For our teams to reflect the diversity of our worlds, HR policies are necessary but not sufficient. Our teams can and should take concrete steps, large and small, to make ourselves more welcoming. You're probably doing some of them already, so let's talk about what works and how we can scale it out. From stairs, ramps, and elevators to menu planning to planking and wall sits during meetings, Cheryl Hammond discusses how to rethink our norms, retire our assumptions, ask the right questions without prying, and create space for our teammates to self-accommodate. You might never know the difference you've made, but your teams will be healthier and wiser for it.]]> Thu, 06 Jun 2019 20:39:52 GMT /slideshow/2019-fullspectrum-diversity-rethinking-our-norms/149004742 bsktcase@slideshare.net(bsktcase) 2019 Full-spectrum diversity: rethinking our norms by Cheryl Hammond bsktcase Organizational diversity isn't just about the attributes we can see. Every team has members with a near-infinite spectrum of needs, some of which we know about and a lot more we probably don't (and might never). How do we create a safe, accommodating space for things we aren’t aware of? It's possible. For our teams to reflect the diversity of our worlds, HR policies are necessary but not sufficient. Our teams can and should take concrete steps, large and small, to make ourselves more welcoming. You're probably doing some of them already, so let's talk about what works and how we can scale it out. From stairs, ramps, and elevators to menu planning to planking and wall sits during meetings, Cheryl Hammond discusses how to rethink our norms, retire our assumptions, ask the right questions without prying, and create space for our teammates to self-accommodate. You might never know the difference you've made, but your teams will be healthier and wiser for it. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/2019full-spectrumdiversityrethinkingournorms-190606203952-thumbnail.jpg?width=120&height=120&fit=bounds" /> Organizational diversity isn't just about the attributes we can see. Every team has members with a near-infinite spectrum of needs, some of which we know about and a lot more we probably don't (and might never). How do we create a safe, accommodating space for things we aren’t aware of? It's possible. For our teams to reflect the diversity of our worlds, HR policies are necessary but not sufficient. Our teams can and should take concrete steps, large and small, to make ourselves more welcoming. You're probably doing some of them already, so let's talk about what works and how we can scale it out. From stairs, ramps, and elevators to menu planning to planking and wall sits during meetings, Cheryl Hammond discusses how to rethink our norms, retire our assumptions, ask the right questions without prying, and create space for our teammates to self-accommodate. You might never know the difference you've made, but your teams will be healthier and wiser for it.

2019 Full-spectrum diversity: rethinking our norms by Cheryl Hammond from Cheryl M Hammond

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0 2019 Fantastic Outcomes and How to Measure Them by Cheryl Hammond /slideshow/2019-fantastic-outcomes-and-how-to-measure-them-by-cheryl-hammond/148943221 2019fantasticoutcomesandhowtomeasurethembycherylhammond-190605192839
Do your metrics track what matters most to your organization, or do they merely quantify your adherence to a process? Is that process a good proxy for real results? In your environment? How do you know? Discover where to look for elusive, real outcomes. Join Cheryl Hammond to learn how to study indicators for your important metrics so you can recognize them when you encounter them in the wild. Understand how to monitor the health and relevance of your outcomes, and commit to the constant care needed to keep them vibrant. You'll take back a renewed appreciation for the beauty of a wild, untamed outcome and how it can motivate and focus your teams.]]>
Do your metrics track what matters most to your organization, or do they merely quantify your adherence to a process? Is that process a good proxy for real results? In your environment? How do you know? Discover where to look for elusive, real outcomes. Join Cheryl Hammond to learn how to study indicators for your important metrics so you can recognize them when you encounter them in the wild. Understand how to monitor the health and relevance of your outcomes, and commit to the constant care needed to keep them vibrant. You'll take back a renewed appreciation for the beauty of a wild, untamed outcome and how it can motivate and focus your teams.]]> Wed, 05 Jun 2019 19:28:39 GMT /slideshow/2019-fantastic-outcomes-and-how-to-measure-them-by-cheryl-hammond/148943221 bsktcase@slideshare.net(bsktcase) 2019 Fantastic Outcomes and How to Measure Them by Cheryl Hammond bsktcase Do your metrics track what matters most to your organization, or do they merely quantify your adherence to a process? Is that process a good proxy for real results? In your environment? How do you know? Discover where to look for elusive, real outcomes. Join Cheryl Hammond to learn how to study indicators for your important metrics so you can recognize them when you encounter them in the wild. Understand how to monitor the health and relevance of your outcomes, and commit to the constant care needed to keep them vibrant. You'll take back a renewed appreciation for the beauty of a wild, untamed outcome and how it can motivate and focus your teams. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/2019fantasticoutcomesandhowtomeasurethembycherylhammond-190605192839-thumbnail.jpg?width=120&height=120&fit=bounds" /> Do your metrics track what matters most to your organization, or do they merely quantify your adherence to a process? Is that process a good proxy for real results? In your environment? How do you know? Discover where to look for elusive, real outcomes. Join Cheryl Hammond to learn how to study indicators for your important metrics so you can recognize them when you encounter them in the wild. Understand how to monitor the health and relevance of your outcomes, and commit to the constant care needed to keep them vibrant. You'll take back a renewed appreciation for the beauty of a wild, untamed outcome and how it can motivate and focus your teams.

2019 Fantastic Outcomes and How to Measure Them by Cheryl Hammond from Cheryl M Hammond

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0 2018 One Metric to Rule Them All - Effectively Measure Your Teams Without Subjugating Them by Cheryl Hammond /slideshow/2018-one-metric-to-rule-them-all-effectively-measure-your-teams-without-subjugating-them-by-cheryl-hammond/103303950 2018onemetrictorulethemall-effectivelymeasureyourteamswithoutsubjugatingthembycherylhammond-180627155520
If you don't know how to measure what you want, you'll end up wanting what you can measure. Most often the thing you want to know isn't easily quantifiable, and common proxy metrics are usually poorly correlated with the information you actually need. Measuring the wrong things is worse than nothing—a toxic metric can damage your teams' performance. With the right data, you can change the conversation. Tell your team's authentic story to management, your customers, and beyond. Step away from dangerous metrics that punish unfairly. Quit wasting time with metrics that are easily gamed. Instead, choose effective metrics to get everyone on the same page about what's important. Whether you're the measurer or the measuree, in this session, you'll learn not just which metrics work, but why and how. Our examples will focus mainly on team, project, and program metrics, with theoretical guidance to inform all kinds of measures including portfolio and organization. Understand the difference between true metrics and proxy metrics, and good proxies and evil ones. Discover a framework for evaluating any metric, a Hall of Shame covering some of the worst most popular benchmarks, and one true guide to point you to the very best metrics of all. See some great examples of visualization that make metrics sing, and leave with several concrete measures you can begin tracking as soon as you get back to your desk.]]>
If you don't know how to measure what you want, you'll end up wanting what you can measure. Most often the thing you want to know isn't easily quantifiable, and common proxy metrics are usually poorly correlated with the information you actually need. Measuring the wrong things is worse than nothing—a toxic metric can damage your teams' performance. With the right data, you can change the conversation. Tell your team's authentic story to management, your customers, and beyond. Step away from dangerous metrics that punish unfairly. Quit wasting time with metrics that are easily gamed. Instead, choose effective metrics to get everyone on the same page about what's important. Whether you're the measurer or the measuree, in this session, you'll learn not just which metrics work, but why and how. Our examples will focus mainly on team, project, and program metrics, with theoretical guidance to inform all kinds of measures including portfolio and organization. Understand the difference between true metrics and proxy metrics, and good proxies and evil ones. Discover a framework for evaluating any metric, a Hall of Shame covering some of the worst most popular benchmarks, and one true guide to point you to the very best metrics of all. See some great examples of visualization that make metrics sing, and leave with several concrete measures you can begin tracking as soon as you get back to your desk.]]> Wed, 27 Jun 2018 15:55:20 GMT /slideshow/2018-one-metric-to-rule-them-all-effectively-measure-your-teams-without-subjugating-them-by-cheryl-hammond/103303950 bsktcase@slideshare.net(bsktcase) 2018 One Metric to Rule Them All - Effectively Measure Your Teams Without Subjugating Them by Cheryl Hammond bsktcase If you don't know how to measure what you want, you'll end up wanting what you can measure. Most often the thing you want to know isn't easily quantifiable, and common proxy metrics are usually poorly correlated with the information you actually need. Measuring the wrong things is worse than nothing—a toxic metric can damage your teams' performance. With the right data, you can change the conversation. Tell your team's authentic story to management, your customers, and beyond. Step away from dangerous metrics that punish unfairly. Quit wasting time with metrics that are easily gamed. Instead, choose effective metrics to get everyone on the same page about what's important. Whether you're the measurer or the measuree, in this session, you'll learn not just which metrics work, but why and how. Our examples will focus mainly on team, project, and program metrics, with theoretical guidance to inform all kinds of measures including portfolio and organization. Understand the difference between true metrics and proxy metrics, and good proxies and evil ones. Discover a framework for evaluating any metric, a Hall of Shame covering some of the worst most popular benchmarks, and one true guide to point you to the very best metrics of all. See some great examples of visualization that make metrics sing, and leave with several concrete measures you can begin tracking as soon as you get back to your desk. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/2018onemetrictorulethemall-effectivelymeasureyourteamswithoutsubjugatingthembycherylhammond-180627155520-thumbnail.jpg?width=120&height=120&fit=bounds" /> If you don't know how to measure what you want, you'll end up wanting what you can measure. Most often the thing you want to know isn't easily quantifiable, and common proxy metrics are usually poorly correlated with the information you actually need. Measuring the wrong things is worse than nothing—a toxic metric can damage your teams' performance. With the right data, you can change the conversation. Tell your team's authentic story to management, your customers, and beyond. Step away from dangerous metrics that punish unfairly. Quit wasting time with metrics that are easily gamed. Instead, choose effective metrics to get everyone on the same page about what's important. Whether you're the measurer or the measuree, in this session, you'll learn not just which metrics work, but why and how. Our examples will focus mainly on team, project, and program metrics, with theoretical guidance to inform all kinds of measures including portfolio and organization. Understand the difference between true metrics and proxy metrics, and good proxies and evil ones. Discover a framework for evaluating any metric, a Hall of Shame covering some of the worst most popular benchmarks, and one true guide to point you to the very best metrics of all. See some great examples of visualization that make metrics sing, and leave with several concrete measures you can begin tracking as soon as you get back to your desk.

2018 One Metric to Rule Them All - Effectively Measure Your Teams Without Subjugating Them by Cheryl Hammond from Cheryl M Hammond

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0 2017 One Metric to Rule Them All: Effectively Measure Your Teams without Subjugating Them by Cheryl Hammond /slideshow/2017-one-metric-to-rule-them-all-effectively-measure-your-teams-without-subjugating-them-by-cheryl-hammond/78847634 2017onemetrictorulethemall-effectivelymeasureyourteamswithoutsubjugatingthembycherylhammond-170815062140
If you don't know how to measure what you want, you'll end up wanting what you can measure. Most often the thing you want to know isn't easily quantifiable, and common proxy metrics are usually poorly correlated with the information you actually need. Measuring the wrong things is worse than nothing—a toxic metric can damage your teams' performance. With the right data, you can change the conversation. Tell your team's authentic story to management, your customers, and beyond. Step away from dangerous metrics that punish unfairly. Quit wasting time with metrics that are easily gamed. Instead, choose effective metrics to get everyone on the same page about what's important. Whether you're the measurer or the measuree, in this session, you'll learn not just which metrics work, but why and how. Our examples will focus mainly on team, project, and program metrics, with theoretical guidance to inform all kinds of measures including portfolio and organization. Understand the difference between true metrics and proxy metrics, and good proxies and evil ones. Discover a framework for evaluating any metric, a Hall of Shame covering some of the worst most popular benchmarks, and one true guide to point you to the very best metrics of all. See some great examples of visualization that make metrics sing, and leave with several concrete measures you can begin tracking as soon as you get back to your desk.]]>
If you don't know how to measure what you want, you'll end up wanting what you can measure. Most often the thing you want to know isn't easily quantifiable, and common proxy metrics are usually poorly correlated with the information you actually need. Measuring the wrong things is worse than nothing—a toxic metric can damage your teams' performance. With the right data, you can change the conversation. Tell your team's authentic story to management, your customers, and beyond. Step away from dangerous metrics that punish unfairly. Quit wasting time with metrics that are easily gamed. Instead, choose effective metrics to get everyone on the same page about what's important. Whether you're the measurer or the measuree, in this session, you'll learn not just which metrics work, but why and how. Our examples will focus mainly on team, project, and program metrics, with theoretical guidance to inform all kinds of measures including portfolio and organization. Understand the difference between true metrics and proxy metrics, and good proxies and evil ones. Discover a framework for evaluating any metric, a Hall of Shame covering some of the worst most popular benchmarks, and one true guide to point you to the very best metrics of all. See some great examples of visualization that make metrics sing, and leave with several concrete measures you can begin tracking as soon as you get back to your desk.]]> Tue, 15 Aug 2017 06:21:40 GMT /slideshow/2017-one-metric-to-rule-them-all-effectively-measure-your-teams-without-subjugating-them-by-cheryl-hammond/78847634 bsktcase@slideshare.net(bsktcase) 2017 One Metric to Rule Them All: Effectively Measure Your Teams without Subjugating Them by Cheryl Hammond bsktcase If you don't know how to measure what you want, you'll end up wanting what you can measure. Most often the thing you want to know isn't easily quantifiable, and common proxy metrics are usually poorly correlated with the information you actually need. Measuring the wrong things is worse than nothing—a toxic metric can damage your teams' performance. With the right data, you can change the conversation. Tell your team's authentic story to management, your customers, and beyond. Step away from dangerous metrics that punish unfairly. Quit wasting time with metrics that are easily gamed. Instead, choose effective metrics to get everyone on the same page about what's important. Whether you're the measurer or the measuree, in this session, you'll learn not just which metrics work, but why and how. Our examples will focus mainly on team, project, and program metrics, with theoretical guidance to inform all kinds of measures including portfolio and organization. Understand the difference between true metrics and proxy metrics, and good proxies and evil ones. Discover a framework for evaluating any metric, a Hall of Shame covering some of the worst most popular benchmarks, and one true guide to point you to the very best metrics of all. See some great examples of visualization that make metrics sing, and leave with several concrete measures you can begin tracking as soon as you get back to your desk. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/2017onemetrictorulethemall-effectivelymeasureyourteamswithoutsubjugatingthembycherylhammond-170815062140-thumbnail.jpg?width=120&height=120&fit=bounds" /> If you don't know how to measure what you want, you'll end up wanting what you can measure. Most often the thing you want to know isn't easily quantifiable, and common proxy metrics are usually poorly correlated with the information you actually need. Measuring the wrong things is worse than nothing—a toxic metric can damage your teams' performance. With the right data, you can change the conversation. Tell your team's authentic story to management, your customers, and beyond. Step away from dangerous metrics that punish unfairly. Quit wasting time with metrics that are easily gamed. Instead, choose effective metrics to get everyone on the same page about what's important. Whether you're the measurer or the measuree, in this session, you'll learn not just which metrics work, but why and how. Our examples will focus mainly on team, project, and program metrics, with theoretical guidance to inform all kinds of measures including portfolio and organization. Understand the difference between true metrics and proxy metrics, and good proxies and evil ones. Discover a framework for evaluating any metric, a Hall of Shame covering some of the worst most popular benchmarks, and one true guide to point you to the very best metrics of all. See some great examples of visualization that make metrics sing, and leave with several concrete measures you can begin tracking as soon as you get back to your desk.

2017 One Metric to Rule Them All: Effectively Measure Your Teams without Subjugating Them by Cheryl Hammond from Cheryl M Hammond

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0 Beyond the Underpants Gnomes: Why Kanban Stalls and How to Restart It by Cheryl Hammond /slideshow/beyond-the-underpants-gnomes-why-kanban-stalls-and-how-to-restart-it-by-cheryl-hammond/78847633 beyondtheunderpantsgnomes-whykanbanstallsandhowtorestartitbycherylhammond-170815062140
You put up your Big Visible Display. Maybe you even limited WIP, or argu^H^H^H^Htalked about limiting it. Something more was supposed to happen. Why didn't more happen? If your Kanban implementation feels like this... Phase 1: Collect underpants Phase 2: ? Phase 3: Profit ... you're not alone. The Underpants Gnomes can be a scourge of Kanban. Fortunately, they don't have to have the last word. In this session, you'll learn how to detect Underpants Gnomes in your organization's Kanban process, and how to combat them. We'll investigate three concrete solutions—by-the-book, and beyond—and fill your toolbox with simple, proven strategies for restarting your Kanban after it stalls. You're ready for the real Phase 2. Downsize the Underpants Gnomes and let's get started!]]>
You put up your Big Visible Display. Maybe you even limited WIP, or argu^H^H^H^Htalked about limiting it. Something more was supposed to happen. Why didn't more happen? If your Kanban implementation feels like this... Phase 1: Collect underpants Phase 2: ? Phase 3: Profit ... you're not alone. The Underpants Gnomes can be a scourge of Kanban. Fortunately, they don't have to have the last word. In this session, you'll learn how to detect Underpants Gnomes in your organization's Kanban process, and how to combat them. We'll investigate three concrete solutions—by-the-book, and beyond—and fill your toolbox with simple, proven strategies for restarting your Kanban after it stalls. You're ready for the real Phase 2. Downsize the Underpants Gnomes and let's get started!]]> Tue, 15 Aug 2017 06:21:40 GMT /slideshow/beyond-the-underpants-gnomes-why-kanban-stalls-and-how-to-restart-it-by-cheryl-hammond/78847633 bsktcase@slideshare.net(bsktcase) Beyond the Underpants Gnomes: Why Kanban Stalls and How to Restart It by Cheryl Hammond bsktcase You put up your Big Visible Display. Maybe you even limited WIP, or argu^H^H^H^Htalked about limiting it. Something more was supposed to happen. Why didn't more happen? If your Kanban implementation feels like this... Phase 1: Collect underpants Phase 2: ? Phase 3: Profit ... you're not alone. The Underpants Gnomes can be a scourge of Kanban. Fortunately, they don't have to have the last word. In this session, you'll learn how to detect Underpants Gnomes in your organization's Kanban process, and how to combat them. We'll investigate three concrete solutions—by-the-book, and beyond—and fill your toolbox with simple, proven strategies for restarting your Kanban after it stalls. You're ready for the real Phase 2. Downsize the Underpants Gnomes and let's get started! <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/beyondtheunderpantsgnomes-whykanbanstallsandhowtorestartitbycherylhammond-170815062140-thumbnail.jpg?width=120&height=120&fit=bounds" /> You put up your Big Visible Display. Maybe you even limited WIP, or argu^H^H^H^Htalked about limiting it. Something more was supposed to happen. Why didn't more happen? If your Kanban implementation feels like this... Phase 1: Collect underpants Phase 2: ? Phase 3: Profit ... you're not alone. The Underpants Gnomes can be a scourge of Kanban. Fortunately, they don't have to have the last word. In this session, you'll learn how to detect Underpants Gnomes in your organization's Kanban process, and how to combat them. We'll investigate three concrete solutions—by-the-book, and beyond—and fill your toolbox with simple, proven strategies for restarting your Kanban after it stalls. You're ready for the real Phase 2. Downsize the Underpants Gnomes and let's get started!

Beyond the Underpants Gnomes: Why Kanban Stalls and How to Restart It by Cheryl Hammond from Cheryl M Hammond

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0 I Do Not Think It Means What You Think It Means: "Quality" and Why We Should Stop Saying It by Cheryl Hammond /slideshow/i-do-not-think-it-means-what-you-think-it-means-quality-and-why-we-should-stop-saying-it-by-cheryl-hammond/72721982 idonotthinkitmeanswhatyouthinkitmeans-whyweshouldstopsayingqualitybycherylhammond-170302043526
If you're fortunate enough to have convinced your organization that "quality" matters at all, congratulations! That's the first step. You've probably walked right into the next pitfall, and you may or may not know it yet: when all roles are passionate about "quality", but no one agrees on what it is. Or worse, everyone agrees, but you don't realize you're all missing something. In this session, we'll expose how the use, overuse, and abuse of the word "quality" can mislead even the best-intentioned agile teams and organizations. It's not about role vs. role—no one is immune, not even people with "quality" right there in their job title. You'll learn about a specific common "quality" anti-pattern, the harm it causes, how to spot it, and how to solve it. We'll practice communication strategies that will help you understand and influence your colleagues more effectively. We all want to make our products better. It's time to stop talking about "quality" and learn to say—and more importantly, do—what we really mean.]]>
If you're fortunate enough to have convinced your organization that "quality" matters at all, congratulations! That's the first step. You've probably walked right into the next pitfall, and you may or may not know it yet: when all roles are passionate about "quality", but no one agrees on what it is. Or worse, everyone agrees, but you don't realize you're all missing something. In this session, we'll expose how the use, overuse, and abuse of the word "quality" can mislead even the best-intentioned agile teams and organizations. It's not about role vs. role—no one is immune, not even people with "quality" right there in their job title. You'll learn about a specific common "quality" anti-pattern, the harm it causes, how to spot it, and how to solve it. We'll practice communication strategies that will help you understand and influence your colleagues more effectively. We all want to make our products better. It's time to stop talking about "quality" and learn to say—and more importantly, do—what we really mean.]]> Thu, 02 Mar 2017 04:35:26 GMT /slideshow/i-do-not-think-it-means-what-you-think-it-means-quality-and-why-we-should-stop-saying-it-by-cheryl-hammond/72721982 bsktcase@slideshare.net(bsktcase) I Do Not Think It Means What You Think It Means: "Quality" and Why We Should Stop Saying It by Cheryl Hammond bsktcase If you're fortunate enough to have convinced your organization that "quality" matters at all, congratulations! That's the first step. You've probably walked right into the next pitfall, and you may or may not know it yet: when all roles are passionate about "quality", but no one agrees on what it is. Or worse, everyone agrees, but you don't realize you're all missing something. In this session, we'll expose how the use, overuse, and abuse of the word "quality" can mislead even the best-intentioned agile teams and organizations. It's not about role vs. role—no one is immune, not even people with "quality" right there in their job title. You'll learn about a specific common "quality" anti-pattern, the harm it causes, how to spot it, and how to solve it. We'll practice communication strategies that will help you understand and influence your colleagues more effectively. We all want to make our products better. It's time to stop talking about "quality" and learn to say—and more importantly, do—what we really mean. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/idonotthinkitmeanswhatyouthinkitmeans-whyweshouldstopsayingqualitybycherylhammond-170302043526-thumbnail.jpg?width=120&height=120&fit=bounds" /> If you're fortunate enough to have convinced your organization that "quality" matters at all, congratulations! That's the first step. You've probably walked right into the next pitfall, and you may or may not know it yet: when all roles are passionate about "quality", but no one agrees on what it is. Or worse, everyone agrees, but you don't realize you're all missing something. In this session, we'll expose how the use, overuse, and abuse of the word "quality" can mislead even the best-intentioned agile teams and organizations. It's not about role vs. role—no one is immune, not even people with "quality" right there in their job title. You'll learn about a specific common "quality" anti-pattern, the harm it causes, how to spot it, and how to solve it. We'll practice communication strategies that will help you understand and influence your colleagues more effectively. We all want to make our products better. It's time to stop talking about "quality" and learn to say—and more importantly, do—what we really mean.

I Do Not Think It Means What You Think It Means: "Quality" and Why We Should Stop Saying It by Cheryl Hammond from Cheryl M Hammond

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0 Hacking getKanban v2.0: Advanced Game Mechanics to Illuminate Lean by Cheryl Hammond /slideshow/hacking-getkanban-v20-advanced-game-mechanics-to-illuminate-lean-by-cheryl-hammond/72721980 hackinggetkanbanv2-170302043523
Even more than other methodologies ("frameworks", whatever), Kanban requires deep understanding in order to bring about real change and measurable results. Too many teams struggle, even after they understand the "rules" of Kanban—failing to recognize visible problems on their own boards, or not knowing how to replace old bad habits with better ones. I see the same struggle, in microcosm, when I train teams using the open-source getKanban Version 2.0. Even though the game urges teams to limit work in progress (WIP)—the linchpin of Lean and Kanban—I found that my players inevitably wanted to raise it. Over numerous classes and diverse groups of players, I tried hints, then rants, about how limiting WIP reduces cycle time. But there was a problem: play teams who took my advice and lowered their WIP weren't seeing better outcomes. In this session, I'll show you the adjustments I've made to getKanban Version 2.0 to guide players to their "a-ha" moment—a deep, personal experience they feel and remember. Now, instead of just the basics of how a Kanban board works, my students understand how to detect and solve problems that impede their flow. I see the difference when they leave the game and go back to work. For players and coaches who are already familiar with the basics of Kanban, my new open-source hacks to Version 2.0 will help you go deeper and illuminate Lean principles for your clients and teams—and yourselves!—so you can achieve real results faster.]]>
Even more than other methodologies ("frameworks", whatever), Kanban requires deep understanding in order to bring about real change and measurable results. Too many teams struggle, even after they understand the "rules" of Kanban—failing to recognize visible problems on their own boards, or not knowing how to replace old bad habits with better ones. I see the same struggle, in microcosm, when I train teams using the open-source getKanban Version 2.0. Even though the game urges teams to limit work in progress (WIP)—the linchpin of Lean and Kanban—I found that my players inevitably wanted to raise it. Over numerous classes and diverse groups of players, I tried hints, then rants, about how limiting WIP reduces cycle time. But there was a problem: play teams who took my advice and lowered their WIP weren't seeing better outcomes. In this session, I'll show you the adjustments I've made to getKanban Version 2.0 to guide players to their "a-ha" moment—a deep, personal experience they feel and remember. Now, instead of just the basics of how a Kanban board works, my students understand how to detect and solve problems that impede their flow. I see the difference when they leave the game and go back to work. For players and coaches who are already familiar with the basics of Kanban, my new open-source hacks to Version 2.0 will help you go deeper and illuminate Lean principles for your clients and teams—and yourselves!—so you can achieve real results faster.]]> Thu, 02 Mar 2017 04:35:23 GMT /slideshow/hacking-getkanban-v20-advanced-game-mechanics-to-illuminate-lean-by-cheryl-hammond/72721980 bsktcase@slideshare.net(bsktcase) Hacking getKanban v2.0: Advanced Game Mechanics to Illuminate Lean by Cheryl Hammond bsktcase Even more than other methodologies ("frameworks", whatever), Kanban requires deep understanding in order to bring about real change and measurable results. Too many teams struggle, even after they understand the "rules" of Kanban—failing to recognize visible problems on their own boards, or not knowing how to replace old bad habits with better ones. I see the same struggle, in microcosm, when I train teams using the open-source getKanban Version 2.0. Even though the game urges teams to limit work in progress (WIP)—the linchpin of Lean and Kanban—I found that my players inevitably wanted to raise it. Over numerous classes and diverse groups of players, I tried hints, then rants, about how limiting WIP reduces cycle time. But there was a problem: play teams who took my advice and lowered their WIP weren't seeing better outcomes. In this session, I'll show you the adjustments I've made to getKanban Version 2.0 to guide players to their "a-ha" moment—a deep, personal experience they feel and remember. Now, instead of just the basics of how a Kanban board works, my students understand how to detect and solve problems that impede their flow. I see the difference when they leave the game and go back to work. For players and coaches who are already familiar with the basics of Kanban, my new open-source hacks to Version 2.0 will help you go deeper and illuminate Lean principles for your clients and teams—and yourselves!—so you can achieve real results faster. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/hackinggetkanbanv2-170302043523-thumbnail.jpg?width=120&height=120&fit=bounds" /> Even more than other methodologies ("frameworks", whatever), Kanban requires deep understanding in order to bring about real change and measurable results. Too many teams struggle, even after they understand the "rules" of Kanban—failing to recognize visible problems on their own boards, or not knowing how to replace old bad habits with better ones. I see the same struggle, in microcosm, when I train teams using the open-source getKanban Version 2.0. Even though the game urges teams to limit work in progress (WIP)—the linchpin of Lean and Kanban—I found that my players inevitably wanted to raise it. Over numerous classes and diverse groups of players, I tried hints, then rants, about how limiting WIP reduces cycle time. But there was a problem: play teams who took my advice and lowered their WIP weren't seeing better outcomes. In this session, I'll show you the adjustments I've made to getKanban Version 2.0 to guide players to their "a-ha" moment—a deep, personal experience they feel and remember. Now, instead of just the basics of how a Kanban board works, my students understand how to detect and solve problems that impede their flow. I see the difference when they leave the game and go back to work. For players and coaches who are already familiar with the basics of Kanban, my new open-source hacks to Version 2.0 will help you go deeper and illuminate Lean principles for your clients and teams—and yourselves!—so you can achieve real results faster.

Hacking getKanban v2.0: Advanced Game Mechanics to Illuminate Lean by Cheryl Hammond from Cheryl M Hammond

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0 Women in Tech - Quick Reference Guide for Facilitating a Lean Coffee by Cheryl Hammond /slideshow/women-in-tech-quick-reference-guide-for-facilitating-a-lean-coffee-by-cheryl-hammond/65896060 womenintech-mentoringandcommunityvialeancoffeebycherylhammond-160910221101
Lean Coffee is a structured format for a completely crowdsourced discussion. Attendees suggest topics, stack rank them via a voting process, and then discuss each one in order, using short timeboxes until they reach consensus to move to the next one. We reconvene at the end of the session time to share takeaways. We tried Lean Coffee as an experiment at Seattle Code Camp 2016, focusing on topics of interest around women in tech, and the collaboration was fantastic! Here are the slides we used—setting the stage with principles from Open Space Technology and finishing with a Lean Coffee quick outline—so you can learn more and facilitate a session on your own.]]>
Lean Coffee is a structured format for a completely crowdsourced discussion. Attendees suggest topics, stack rank them via a voting process, and then discuss each one in order, using short timeboxes until they reach consensus to move to the next one. We reconvene at the end of the session time to share takeaways. We tried Lean Coffee as an experiment at Seattle Code Camp 2016, focusing on topics of interest around women in tech, and the collaboration was fantastic! Here are the slides we used—setting the stage with principles from Open Space Technology and finishing with a Lean Coffee quick outline—so you can learn more and facilitate a session on your own.]]> Sat, 10 Sep 2016 22:11:01 GMT /slideshow/women-in-tech-quick-reference-guide-for-facilitating-a-lean-coffee-by-cheryl-hammond/65896060 bsktcase@slideshare.net(bsktcase) Women in Tech - Quick Reference Guide for Facilitating a Lean Coffee by Cheryl Hammond bsktcase Lean Coffee is a structured format for a completely crowdsourced discussion. Attendees suggest topics, stack rank them via a voting process, and then discuss each one in order, using short timeboxes until they reach consensus to move to the next one. We reconvene at the end of the session time to share takeaways. We tried Lean Coffee as an experiment at Seattle Code Camp 2016, focusing on topics of interest around women in tech, and the collaboration was fantastic! Here are the slides we used—setting the stage with principles from Open Space Technology and finishing with a Lean Coffee quick outline—so you can learn more and facilitate a session on your own. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/womenintech-mentoringandcommunityvialeancoffeebycherylhammond-160910221101-thumbnail.jpg?width=120&height=120&fit=bounds" /> Lean Coffee is a structured format for a completely crowdsourced discussion. Attendees suggest topics, stack rank them via a voting process, and then discuss each one in order, using short timeboxes until they reach consensus to move to the next one. We reconvene at the end of the session time to share takeaways. We tried Lean Coffee as an experiment at Seattle Code Camp 2016, focusing on topics of interest around women in tech, and the collaboration was fantastic! Here are the slides we used—setting the stage with principles from Open Space Technology and finishing with a Lean Coffee quick outline—so you can learn more and facilitate a session on your own.

Women in Tech - Quick Reference Guide for Facilitating a Lean Coffee by Cheryl Hammond from Cheryl M Hammond

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0 Defense Against the Dark Arts: Protect Yourself from Evil Metrics by Learning Good Ones by Cheryl Hammond /bsktcase/defense-against-the-dark-arts-protect-yourself-from-evil-metrics-by-learning-good-ones-by-cheryl-hammond defenseagainstthedarkarts-protectyourselffromevilmetricsbylearninggoodonesbycherylhammond-160910221101
Measuring the wrong things is worse than nothing; a toxic metric can damage your teams' performance—or your bonus. Whether you're the measurer or the measuree, in this session, you'll learn not just which metrics work, but why and how. Understand the difference between true metrics and proxy metrics, and good proxies and evil ones. Discover a framework for evaluating any metric, a Hall of Shame covering some of the worst most popular benchmarks, and one true guide to point you to the very best metrics of all. This updated session was presented at Seattle Code Camp 2016. ]]>
Measuring the wrong things is worse than nothing; a toxic metric can damage your teams' performance—or your bonus. Whether you're the measurer or the measuree, in this session, you'll learn not just which metrics work, but why and how. Understand the difference between true metrics and proxy metrics, and good proxies and evil ones. Discover a framework for evaluating any metric, a Hall of Shame covering some of the worst most popular benchmarks, and one true guide to point you to the very best metrics of all. This updated session was presented at Seattle Code Camp 2016. ]]> Sat, 10 Sep 2016 22:11:01 GMT /bsktcase/defense-against-the-dark-arts-protect-yourself-from-evil-metrics-by-learning-good-ones-by-cheryl-hammond bsktcase@slideshare.net(bsktcase) Defense Against the Dark Arts: Protect Yourself from Evil Metrics by Learning Good Ones by Cheryl Hammond bsktcase Measuring the wrong things is worse than nothing; a toxic metric can damage your teams' performance—or your bonus. Whether you're the measurer or the measuree, in this session, you'll learn not just which metrics work, but why and how. Understand the difference between true metrics and proxy metrics, and good proxies and evil ones. Discover a framework for evaluating any metric, a Hall of Shame covering some of the worst most popular benchmarks, and one true guide to point you to the very best metrics of all. This updated session was presented at Seattle Code Camp 2016. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/defenseagainstthedarkarts-protectyourselffromevilmetricsbylearninggoodonesbycherylhammond-160910221101-thumbnail.jpg?width=120&height=120&fit=bounds" /> Measuring the wrong things is worse than nothing; a toxic metric can damage your teams' performance—or your bonus. Whether you're the measurer or the measuree, in this session, you'll learn not just which metrics work, but why and how. Understand the difference between true metrics and proxy metrics, and good proxies and evil ones. Discover a framework for evaluating any metric, a Hall of Shame covering some of the worst most popular benchmarks, and one true guide to point you to the very best metrics of all. This updated session was presented at Seattle Code Camp 2016.

Defense Against the Dark Arts: Protect Yourself from Evil Metrics by Learning Good Ones by Cheryl Hammond from Cheryl M Hammond

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0 Beyond the Full Stack: Growing as a Technology Leader by Cheryl Hammond /slideshow/beyond-the-full-stack-growing-as-a-technology-leader-by-cheryl-hammond/52707800 growingbeyondthefullstackbycherylhammond-150912190313-lva1-app6891
There's more to a career than just incrementing the digit at the end of your job title. In this session, learn the skills to improve your communication and extend your influence, from the inside out, to grow into the leadership (whether technical or management) positions you want. Presented at Seattle Code Camp 2015.]]>
There's more to a career than just incrementing the digit at the end of your job title. In this session, learn the skills to improve your communication and extend your influence, from the inside out, to grow into the leadership (whether technical or management) positions you want. Presented at Seattle Code Camp 2015.]]> Sat, 12 Sep 2015 19:03:13 GMT /slideshow/beyond-the-full-stack-growing-as-a-technology-leader-by-cheryl-hammond/52707800 bsktcase@slideshare.net(bsktcase) Beyond the Full Stack: Growing as a Technology Leader by Cheryl Hammond bsktcase There's more to a career than just incrementing the digit at the end of your job title. In this session, learn the skills to improve your communication and extend your influence, from the inside out, to grow into the leadership (whether technical or management) positions you want. Presented at Seattle Code Camp 2015. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/growingbeyondthefullstackbycherylhammond-150912190313-lva1-app6891-thumbnail.jpg?width=120&height=120&fit=bounds" /> There's more to a career than just incrementing the digit at the end of your job title. In this session, learn the skills to improve your communication and extend your influence, from the inside out, to grow into the leadership (whether technical or management) positions you want. Presented at Seattle Code Camp 2015.

Beyond the Full Stack: Growing as a Technology Leader by Cheryl Hammond from Cheryl M Hammond

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0 https://cdn.slidesharecdn.com/profile-photo-bsktcase-48x48.jpg?cb=1722274395 I am obsessed with agile and Lean principles and have used them to successfully plan and execute weddings, house moves, world travel, and my exchange student’s midterm grades recovery plan just in time for graduation. I have run family meetings using StrengthsFinder. [Because you know you want to know: Strategic, Ideation, Context, Significance, Command.] I don't get to public-speak quite as often as I used to, but I try to keep current. You can also see my free video course on Kanban at http://aka.ms/kanban. about.me/bsktcase https://cdn.slidesharecdn.com/ss_thumbnails/2024lightningtalk-agileisalabormovement-240729173420-91aac723-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/2024-agile-is-a-labor-movement-agile2024-lightning-talk/270598906 2024 Agile is a Labor ... https://cdn.slidesharecdn.com/ss_thumbnails/2023wejustneedexecutivesupportandotherliesoftransformationbycherylhammond-231102180851-3fe53cb2-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/2023-we-just-need-executive-support-and-other-lies-of-transformation-by-cheryl-hammondpdf/262993911 2023 'We Just Need Exe... https://cdn.slidesharecdn.com/ss_thumbnails/2023usingagileself-organizationtohelpyourteamsreturntoofficesucklessbycherylhammond-231102180747-e03cfa66-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/2023-using-agile-selforganization-to-help-your-teams-return-to-office-suck-less-by-cheryl-hammondpdf/262993896 2023 Using Agile Self-...