�ݺ�ߣshows by User: kentjmcdonald

�ݺ�ߣshows by User: kentjmcdonald / http://www.slideshare.net/images/logo.gif �ݺ�ߣshows by User: kentjmcdonald / Thu, 04 May 2023 01:31:19 GMT �ݺ�ߣShare feed for �ݺ�ߣshows by User: kentjmcdonald Moving from Business Analyst to Product Owner to Product Manager /slideshow/moving-from-business-analyst-to-product-owner-to-product-manager/257678720 moving-from-ba-to-po-to-pm-bbc-230504013119-e39faee1
Are you a business analyst who wonders how you can use your business analysis capabilities to be competitive in the job market for the next 3 to 5 years? As I first noted back in 2017, product owner and product manager roles offer a viable career path for business analysts, especially those who currently work on custom software development projects. Come to this session to learn about the similarities and differences between business analysis, product owner, and product manager roles. Then discover how you can apply your business analysis experience to becoming a product owner or product manager. Along the way, you’ll hear about the lessons I and others have learned from moving from business analysis through product owner to product management roles.]]>
Are you a business analyst who wonders how you can use your business analysis capabilities to be competitive in the job market for the next 3 to 5 years? As I first noted back in 2017, product owner and product manager roles offer a viable career path for business analysts, especially those who currently work on custom software development projects. Come to this session to learn about the similarities and differences between business analysis, product owner, and product manager roles. Then discover how you can apply your business analysis experience to becoming a product owner or product manager. Along the way, you’ll hear about the lessons I and others have learned from moving from business analysis through product owner to product management roles.]]> Thu, 04 May 2023 01:31:19 GMT /slideshow/moving-from-business-analyst-to-product-owner-to-product-manager/257678720 kentjmcdonald@slideshare.net(kentjmcdonald) Moving from Business Analyst to Product Owner to Product Manager kentjmcdonald Are you a business analyst who wonders how you can use your business analysis capabilities to be competitive in the job market for the next 3 to 5 years? As I first noted back in 2017, product owner and product manager roles offer a viable career path for business analysts, especially those who currently work on custom software development projects. Come to this session to learn about the similarities and differences between business analysis, product owner, and product manager roles. Then discover how you can apply your business analysis experience to becoming a product owner or product manager. Along the way, you’ll hear about the lessons I and others have learned from moving from business analysis through product owner to product management roles. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/moving-from-ba-to-po-to-pm-bbc-230504013119-e39faee1-thumbnail.jpg?width=120&height=120&fit=bounds" /> Are you a business analyst who wonders how you can use your business analysis capabilities to be competitive in the job market for the next 3 to 5 years? As I first noted back in 2017, product owner and product manager roles offer a viable career path for business analysts, especially those who currently work on custom software development projects. Come to this session to learn about the similarities and differences between business analysis, product owner, and product manager roles. Then discover how you can apply your business analysis experience to becoming a product owner or product manager. Along the way, you’ll hear about the lessons I and others have learned from moving from business analysis through product owner to product management roles.

Moving from Business Analyst to Product Owner to Product Manager from Kent McDonald

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0 21 Story Splitting Patterns /slideshow/21-story-splitting-patterns-243590113/243590113 storysplittingpatterns-210228133129
Here are the 21 most common story splitting patterns along with guidance on when to use them and the questions to ask when using them.]]>
Here are the 21 most common story splitting patterns along with guidance on when to use them and the questions to ask when using them.]]> Sun, 28 Feb 2021 13:31:29 GMT /slideshow/21-story-splitting-patterns-243590113/243590113 kentjmcdonald@slideshare.net(kentjmcdonald) 21 Story Splitting Patterns kentjmcdonald Here are the 21 most common story splitting patterns along with guidance on when to use them and the questions to ask when using them. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/storysplittingpatterns-210228133129-thumbnail.jpg?width=120&height=120&fit=bounds" /> Here are the 21 most common story splitting patterns along with guidance on when to use them and the questions to ask when using them.

21 Story Splitting Patterns from Kent McDonald

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0 How to discover the right product to solve the right problem /slideshow/how-to-discover-the-right-product-to-solve-the-right-problem-238904283/238904283 discover-right-product-solve-right-problem-201018002410
Have you ever found yourself working as part of a large program with a lot of activity but not much progress? It could be rewriting a 20 year old system, customizing a COTS application, or building a data warehouse. You may have been told that adopting agile approaches will help you deliver those types of efforts better, faster, and cheaper. You may have also found out that it’s not quite that simple. If you make your delivery process more efficient, you may just be delivering the wrong solution to the wrong problem faster. Joint Kent McDonald to find out a practical and effective approach to discern if you’re solving the right problem,and discover the right product to address that problem. You’ll learn how to structure your next project to: * Identify the problem you’re trying to solve * Make sure the problem is worth solving * Iteratively discover the right product to solve that problem. Along the way you’ll learn about and practice a collection of simple techniques that you can use right away. Learning Objectives: 1) How to use a problem statement to help your team understand the problem you’re trying to solve and determine if it’s worth solving 2) How to use decision filters and story maps to guide your efforts to discover the right product 3) How to use backlog refinement techniques to build a shared understanding of your product]]>
Have you ever found yourself working as part of a large program with a lot of activity but not much progress? It could be rewriting a 20 year old system, customizing a COTS application, or building a data warehouse. You may have been told that adopting agile approaches will help you deliver those types of efforts better, faster, and cheaper. You may have also found out that it’s not quite that simple. If you make your delivery process more efficient, you may just be delivering the wrong solution to the wrong problem faster. Joint Kent McDonald to find out a practical and effective approach to discern if you’re solving the right problem,and discover the right product to address that problem. You’ll learn how to structure your next project to: * Identify the problem you’re trying to solve * Make sure the problem is worth solving * Iteratively discover the right product to solve that problem. Along the way you’ll learn about and practice a collection of simple techniques that you can use right away. Learning Objectives: 1) How to use a problem statement to help your team understand the problem you’re trying to solve and determine if it’s worth solving 2) How to use decision filters and story maps to guide your efforts to discover the right product 3) How to use backlog refinement techniques to build a shared understanding of your product]]> Sun, 18 Oct 2020 00:24:10 GMT /slideshow/how-to-discover-the-right-product-to-solve-the-right-problem-238904283/238904283 kentjmcdonald@slideshare.net(kentjmcdonald) How to discover the right product to solve the right problem kentjmcdonald Have you ever found yourself working as part of a large program with a lot of activity but not much progress? It could be rewriting a 20 year old system, customizing a COTS application, or building a data warehouse. You may have been told that adopting agile approaches will help you deliver those types of efforts better, faster, and cheaper. You may have also found out that it’s not quite that simple. If you make your delivery process more efficient, you may just be delivering the wrong solution to the wrong problem faster. Joint Kent McDonald to find out a practical and effective approach to discern if you’re solving the right problem,and discover the right product to address that problem. You’ll learn how to structure your next project to: * Identify the problem you’re trying to solve * Make sure the problem is worth solving * Iteratively discover the right product to solve that problem. Along the way you’ll learn about and practice a collection of simple techniques that you can use right away. Learning Objectives: 1) How to use a problem statement to help your team understand the problem you’re trying to solve and determine if it’s worth solving 2) How to use decision filters and story maps to guide your efforts to discover the right product 3) How to use backlog refinement techniques to build a shared understanding of your product <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/discover-right-product-solve-right-problem-201018002410-thumbnail.jpg?width=120&height=120&fit=bounds" /> Have you ever found yourself working as part of a large program with a lot of activity but not much progress? It could be rewriting a 20 year old system, customizing a COTS application, or building a data warehouse. You may have been told that adopting agile approaches will help you deliver those types of efforts better, faster, and cheaper. You may have also found out that it’s not quite that simple. If you make your delivery process more efficient, you may just be delivering the wrong solution to the wrong problem faster. Joint Kent McDonald to find out a practical and effective approach to discern if you’re solving the right problem,and discover the right product to address that problem. You’ll learn how to structure your next project to: * Identify the problem you’re trying to solve * Make sure the problem is worth solving * Iteratively discover the right product to solve that problem. Along the way you’ll learn about and practice a collection of simple techniques that you can use right away. Learning Objectives: 1) How to use a problem statement to help your team understand the problem you’re trying to solve and determine if it’s worth solving 2) How to use decision filters and story maps to guide your efforts to discover the right product 3) How to use backlog refinement techniques to build a shared understanding of your product

How to discover the right product to solve the right problem from Kent McDonald

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0 How to Find the Real Need with Socratic Questioning /slideshow/how-to-find-the-real-need-with-socratic-questioning-238544348/238544348 howtofindtherealneedwithsocraticquestioning-bbc-200918182240
A common piece of advice is that your team should discover the true need of your project. Unfortunately advice on how to make that happen isn’t as prevalent. In this session you’ll learn about a simple technique to get to the core of what your stakeholders need that has been around for over 2000 years – Socratic questioning. Join Kent McDonald as he walks you through a technique aimed at uncovering the (not intentionally) hidden need that your stakeholders are trying to satisfy, without asking “why?” five times in a row. Kent describes the questions, why they work and in what context they work based on his experience with IT organizations and the Agile Alliance. You’ll then have a chance to consider how to use socratic question for a real life situation.. Come learn about this technique so you can use it back at the office to drive toward the right outcome. Learning Objectives: * Learn what socratic questioning is * Learn how to identify your stakeholders needs using socratic questioning * Determine when Socratic question is an appropriate technique to use]]>
A common piece of advice is that your team should discover the true need of your project. Unfortunately advice on how to make that happen isn’t as prevalent. In this session you’ll learn about a simple technique to get to the core of what your stakeholders need that has been around for over 2000 years – Socratic questioning. Join Kent McDonald as he walks you through a technique aimed at uncovering the (not intentionally) hidden need that your stakeholders are trying to satisfy, without asking “why?” five times in a row. Kent describes the questions, why they work and in what context they work based on his experience with IT organizations and the Agile Alliance. You’ll then have a chance to consider how to use socratic question for a real life situation.. Come learn about this technique so you can use it back at the office to drive toward the right outcome. Learning Objectives: * Learn what socratic questioning is * Learn how to identify your stakeholders needs using socratic questioning * Determine when Socratic question is an appropriate technique to use]]> Fri, 18 Sep 2020 18:22:40 GMT /slideshow/how-to-find-the-real-need-with-socratic-questioning-238544348/238544348 kentjmcdonald@slideshare.net(kentjmcdonald) How to Find the Real Need with Socratic Questioning kentjmcdonald A common piece of advice is that your team should discover the true need of your project. Unfortunately advice on how to make that happen isn’t as prevalent. In this session you’ll learn about a simple technique to get to the core of what your stakeholders need that has been around for over 2000 years – Socratic questioning. Join Kent McDonald as he walks you through a technique aimed at uncovering the (not intentionally) hidden need that your stakeholders are trying to satisfy, without asking “why?” five times in a row. Kent describes the questions, why they work and in what context they work based on his experience with IT organizations and the Agile Alliance. You’ll then have a chance to consider how to use socratic question for a real life situation.. Come learn about this technique so you can use it back at the office to drive toward the right outcome. Learning Objectives: * Learn what socratic questioning is * Learn how to identify your stakeholders needs using socratic questioning * Determine when Socratic question is an appropriate technique to use <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/howtofindtherealneedwithsocraticquestioning-bbc-200918182240-thumbnail.jpg?width=120&height=120&fit=bounds" /> A common piece of advice is that your team should discover the true need of your project. Unfortunately advice on how to make that happen isn’t as prevalent. In this session you’ll learn about a simple technique to get to the core of what your stakeholders need that has been around for over 2000 years – Socratic questioning. Join Kent McDonald as he walks you through a technique aimed at uncovering the (not intentionally) hidden need that your stakeholders are trying to satisfy, without asking “why?” five times in a row. Kent describes the questions, why they work and in what context they work based on his experience with IT organizations and the Agile Alliance. You’ll then have a chance to consider how to use socratic question for a real life situation.. Come learn about this technique so you can use it back at the office to drive toward the right outcome. Learning Objectives: * Learn what socratic questioning is * Learn how to identify your stakeholders needs using socratic questioning * Determine when Socratic question is an appropriate technique to use

How to Find the Real Need with Socratic Questioning from Kent McDonald

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0 Stakeholders are problematic /slideshow/stakeholders-are-problematic/238527806 stakeholdersareproblematic-200917171101
Ok, perhaps I should say that differently. The concept of a stakeholder is problematic. Technically, a stakeholder is anyone who impacts or is impacted by an organization’s actions or products. That definition of a stakeholder isn’t very helpful if you’re trying to differentiate between customers, users, and those internal folks who have an interest in your product. To keep things straight, I apply the term stakeholders to that third group specifically. Stakeholders play a big part in internal products, so you can’t ignore your stakeholders and you can’t focus solely on them either. Join Kent McDonald in this Ask Me Anything session focused on working with stakeholders. Kent has spent more years than he cares to admit working with all different types of stakeholders, and now he’d like to answer your questions and (hopefully) help you avoid some of the mistakes he’s made along the way. So bring your questions about working with stakeholders and Kent will answer them. Anything he doesn’t get a chance to answer during the session he’ll follow up with answers after the session. Learning Objectives: Some questions we will most certainly address: How to know if you’re dealing with a customer, a user, or stakeholder and why that’s important How to identify the stakeholders you need to deal with and how you should deal with them How to keep your stakeholders up to speed on what you’re up to.]]>
Ok, perhaps I should say that differently. The concept of a stakeholder is problematic. Technically, a stakeholder is anyone who impacts or is impacted by an organization’s actions or products. That definition of a stakeholder isn’t very helpful if you’re trying to differentiate between customers, users, and those internal folks who have an interest in your product. To keep things straight, I apply the term stakeholders to that third group specifically. Stakeholders play a big part in internal products, so you can’t ignore your stakeholders and you can’t focus solely on them either. Join Kent McDonald in this Ask Me Anything session focused on working with stakeholders. Kent has spent more years than he cares to admit working with all different types of stakeholders, and now he’d like to answer your questions and (hopefully) help you avoid some of the mistakes he’s made along the way. So bring your questions about working with stakeholders and Kent will answer them. Anything he doesn’t get a chance to answer during the session he’ll follow up with answers after the session. Learning Objectives: Some questions we will most certainly address: How to know if you’re dealing with a customer, a user, or stakeholder and why that’s important How to identify the stakeholders you need to deal with and how you should deal with them How to keep your stakeholders up to speed on what you’re up to.]]> Thu, 17 Sep 2020 17:11:01 GMT /slideshow/stakeholders-are-problematic/238527806 kentjmcdonald@slideshare.net(kentjmcdonald) Stakeholders are problematic kentjmcdonald Ok, perhaps I should say that differently. The concept of a stakeholder is problematic. Technically, a stakeholder is anyone who impacts or is impacted by an organization’s actions or products. That definition of a stakeholder isn’t very helpful if you’re trying to differentiate between customers, users, and those internal folks who have an interest in your product. To keep things straight, I apply the term stakeholders to that third group specifically. Stakeholders play a big part in internal products, so you can’t ignore your stakeholders and you can’t focus solely on them either. Join Kent McDonald in this Ask Me Anything session focused on working with stakeholders. Kent has spent more years than he cares to admit working with all different types of stakeholders, and now he’d like to answer your questions and (hopefully) help you avoid some of the mistakes he’s made along the way. So bring your questions about working with stakeholders and Kent will answer them. Anything he doesn’t get a chance to answer during the session he’ll follow up with answers after the session. Learning Objectives: Some questions we will most certainly address: How to know if you’re dealing with a customer, a user, or stakeholder and why that’s important How to identify the stakeholders you need to deal with and how you should deal with them How to keep your stakeholders up to speed on what you’re up to. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/stakeholdersareproblematic-200917171101-thumbnail.jpg?width=120&height=120&fit=bounds" /> Ok, perhaps I should say that differently. The concept of a stakeholder is problematic. Technically, a stakeholder is anyone who impacts or is impacted by an organization’s actions or products. That definition of a stakeholder isn’t very helpful if you’re trying to differentiate between customers, users, and those internal folks who have an interest in your product. To keep things straight, I apply the term stakeholders to that third group specifically. Stakeholders play a big part in internal products, so you can’t ignore your stakeholders and you can’t focus solely on them either. Join Kent McDonald in this Ask Me Anything session focused on working with stakeholders. Kent has spent more years than he cares to admit working with all different types of stakeholders, and now he’d like to answer your questions and (hopefully) help you avoid some of the mistakes he’s made along the way. So bring your questions about working with stakeholders and Kent will answer them. Anything he doesn’t get a chance to answer during the session he’ll follow up with answers after the session. Learning Objectives: Some questions we will most certainly address: How to know if you’re dealing with a customer, a user, or stakeholder and why that’s important How to identify the stakeholders you need to deal with and how you should deal with them How to keep your stakeholders up to speed on what you’re up to.

Stakeholders are problematic from Kent McDonald

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0 How to build shared understanding with example mapping /slideshow/how-to-build-shared-understanding-with-example-mapping-140581393/140581393 example-mapping-190412140526
One of the primary responsibilities of business analysts, product owners, and all other product people is to build and maintain a shared understanding of the outcome your team seeks to deliver. Conversations are an effective way to build that shared understanding. You may find yourself wondering who should be included in those conversations, when do you have these conversations, what should you talk about, and how do you remember what you said? Join Kent McDonald as he introduces example mapping, a technique that helps you structure your conversations and build a shared understanding. You’ll learn how to determine the right people to include in your conversations, when the best time is to have those conversations, how to structure those conversations, and how to remember what you said.]]>
One of the primary responsibilities of business analysts, product owners, and all other product people is to build and maintain a shared understanding of the outcome your team seeks to deliver. Conversations are an effective way to build that shared understanding. You may find yourself wondering who should be included in those conversations, when do you have these conversations, what should you talk about, and how do you remember what you said? Join Kent McDonald as he introduces example mapping, a technique that helps you structure your conversations and build a shared understanding. You’ll learn how to determine the right people to include in your conversations, when the best time is to have those conversations, how to structure those conversations, and how to remember what you said.]]> Fri, 12 Apr 2019 14:05:26 GMT /slideshow/how-to-build-shared-understanding-with-example-mapping-140581393/140581393 kentjmcdonald@slideshare.net(kentjmcdonald) How to build shared understanding with example mapping kentjmcdonald One of the primary responsibilities of business analysts, product owners, and all other product people is to build and maintain a shared understanding of the outcome your team seeks to deliver. Conversations are an effective way to build that shared understanding. You may find yourself wondering who should be included in those conversations, when do you have these conversations, what should you talk about, and how do you remember what you said? Join Kent McDonald as he introduces example mapping, a technique that helps you structure your conversations and build a shared understanding. You’ll learn how to determine the right people to include in your conversations, when the best time is to have those conversations, how to structure those conversations, and how to remember what you said. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/example-mapping-190412140526-thumbnail.jpg?width=120&height=120&fit=bounds" /> One of the primary responsibilities of business analysts, product owners, and all other product people is to build and maintain a shared understanding of the outcome your team seeks to deliver. Conversations are an effective way to build that shared understanding. You may find yourself wondering who should be included in those conversations, when do you have these conversations, what should you talk about, and how do you remember what you said? Join Kent McDonald as he introduces example mapping, a technique that helps you structure your conversations and build a shared understanding. You’ll learn how to determine the right people to include in your conversations, when the best time is to have those conversations, how to structure those conversations, and how to remember what you said.

How to build shared understanding with example mapping from Kent McDonald

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0 How to build shared understanding with example mapping /slideshow/how-to-build-shared-understanding-with-example-mapping/107303366 example-mapping-180724145018
One of the primary responsibilities of business analysts, product owners, and all other product people is to build and maintain a shared understanding of the outcome your team seeks to deliver. Conversations are an effective way to build that shared understanding. You may find yourself wondering who should be included in those conversations, when do you have these conversations, what should you talk about, and how do you remember what you said? Join Kent McDonald as he introduces example mapping, a technique that helps you structure your conversations and build a shared understanding. You’ll learn how to determine the right people to include in your conversations, when the best time is to have those conversations, how to structure those conversations, and how to remember what you said.]]>
One of the primary responsibilities of business analysts, product owners, and all other product people is to build and maintain a shared understanding of the outcome your team seeks to deliver. Conversations are an effective way to build that shared understanding. You may find yourself wondering who should be included in those conversations, when do you have these conversations, what should you talk about, and how do you remember what you said? Join Kent McDonald as he introduces example mapping, a technique that helps you structure your conversations and build a shared understanding. You’ll learn how to determine the right people to include in your conversations, when the best time is to have those conversations, how to structure those conversations, and how to remember what you said.]]> Tue, 24 Jul 2018 14:50:18 GMT /slideshow/how-to-build-shared-understanding-with-example-mapping/107303366 kentjmcdonald@slideshare.net(kentjmcdonald) How to build shared understanding with example mapping kentjmcdonald One of the primary responsibilities of business analysts, product owners, and all other product people is to build and maintain a shared understanding of the outcome your team seeks to deliver. Conversations are an effective way to build that shared understanding. You may find yourself wondering who should be included in those conversations, when do you have these conversations, what should you talk about, and how do you remember what you said? Join Kent McDonald as he introduces example mapping, a technique that helps you structure your conversations and build a shared understanding. You’ll learn how to determine the right people to include in your conversations, when the best time is to have those conversations, how to structure those conversations, and how to remember what you said. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/example-mapping-180724145018-thumbnail.jpg?width=120&height=120&fit=bounds" /> One of the primary responsibilities of business analysts, product owners, and all other product people is to build and maintain a shared understanding of the outcome your team seeks to deliver. Conversations are an effective way to build that shared understanding. You may find yourself wondering who should be included in those conversations, when do you have these conversations, what should you talk about, and how do you remember what you said? Join Kent McDonald as he introduces example mapping, a technique that helps you structure your conversations and build a shared understanding. You’ll learn how to determine the right people to include in your conversations, when the best time is to have those conversations, how to structure those conversations, and how to remember what you said.

How to build shared understanding with example mapping from Kent McDonald

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0 Examining the Product Owner Role /slideshow/examining-the-product-owner-role-81510606/81510606 examiningtheproductownerrolebbc-171102144808
As with everything else related to agile, the nature of the Product Owner role, and whether it is needed at all, depends a great deal on context. As teams discover this, it leads to some common questions: What do Product Owners Really Do? Do we even need Product Owners? Join Kent to examine the Product Owner role and attempt to answer the above questions. He’ll share his experiences and give you a chance to share your perspectives with each other. By the end of the session, you'll have more insight into the Product Owner role and how it applies (or not) to your situation. This includes an understanding of common organizational models for product owners (including what part of the organization they fit in), how to determine appropriate product ownership responsibilities for your situation, and whether you need Product Owners to have successful product ownership. ]]>
As with everything else related to agile, the nature of the Product Owner role, and whether it is needed at all, depends a great deal on context. As teams discover this, it leads to some common questions: What do Product Owners Really Do? Do we even need Product Owners? Join Kent to examine the Product Owner role and attempt to answer the above questions. He’ll share his experiences and give you a chance to share your perspectives with each other. By the end of the session, you'll have more insight into the Product Owner role and how it applies (or not) to your situation. This includes an understanding of common organizational models for product owners (including what part of the organization they fit in), how to determine appropriate product ownership responsibilities for your situation, and whether you need Product Owners to have successful product ownership. ]]> Thu, 02 Nov 2017 14:48:08 GMT /slideshow/examining-the-product-owner-role-81510606/81510606 kentjmcdonald@slideshare.net(kentjmcdonald) Examining the Product Owner Role kentjmcdonald As with everything else related to agile, the nature of the Product Owner role, and whether it is needed at all, depends a great deal on context. As teams discover this, it leads to some common questions: What do Product Owners Really Do? Do we even need Product Owners? Join Kent to examine the Product Owner role and attempt to answer the above questions. He’ll share his experiences and give you a chance to share your perspectives with each other. By the end of the session, you'll have more insight into the Product Owner role and how it applies (or not) to your situation. This includes an understanding of common organizational models for product owners (including what part of the organization they fit in), how to determine appropriate product ownership responsibilities for your situation, and whether you need Product Owners to have successful product ownership. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/examiningtheproductownerrolebbc-171102144808-thumbnail.jpg?width=120&height=120&fit=bounds" /> As with everything else related to agile, the nature of the Product Owner role, and whether it is needed at all, depends a great deal on context. As teams discover this, it leads to some common questions: What do Product Owners Really Do? Do we even need Product Owners? Join Kent to examine the Product Owner role and attempt to answer the above questions. He’ll share his experiences and give you a chance to share your perspectives with each other. By the end of the session, you'll have more insight into the Product Owner role and how it applies (or not) to your situation. This includes an understanding of common organizational models for product owners (including what part of the organization they fit in), how to determine appropriate product ownership responsibilities for your situation, and whether you need Product Owners to have successful product ownership.

Examining the Product Owner Role from Kent McDonald

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0 How to Find the Real Need with Socratic Questioning /kentjmcdonald/how-to-find-the-real-need-with-socratic-questioning-78773549 mggclwomri2kcwxzhlni-signature-651fb08975eee7495e19cceeb0b510d84326df72747061f261918c73c2082e43-poli-170811200105
A common piece of advice is that your team should discover the true need of your project. Unfortunately advice on how to make that happen isn't as prevalent. In this session you'll have a chance to practice a simple technique to get to the core of what your stakeholders need that has been around for over 2000 years - Socratic questioning. Kent McDonald and Heather Mylan-Mains walk you through a technique aimed at uncovering the (not intentionally) hidden need that your stakeholders are trying to satisfy, without asking "why?" five times in a row. Kent & Heather describes the questions, why they work and in what context they work based on their experience with IT organizations. You'll then have a chance to practice them out to find out about a real project. The line of questioning was inspired by Brennan Dunn who uses them to understand the true needs of his web development consultants. Come learn about and practice this technique so you can use it back at the office to drive toward the right outcome.]]>
A common piece of advice is that your team should discover the true need of your project. Unfortunately advice on how to make that happen isn't as prevalent. In this session you'll have a chance to practice a simple technique to get to the core of what your stakeholders need that has been around for over 2000 years - Socratic questioning. Kent McDonald and Heather Mylan-Mains walk you through a technique aimed at uncovering the (not intentionally) hidden need that your stakeholders are trying to satisfy, without asking "why?" five times in a row. Kent & Heather describes the questions, why they work and in what context they work based on their experience with IT organizations. You'll then have a chance to practice them out to find out about a real project. The line of questioning was inspired by Brennan Dunn who uses them to understand the true needs of his web development consultants. Come learn about and practice this technique so you can use it back at the office to drive toward the right outcome.]]> Fri, 11 Aug 2017 20:01:05 GMT /kentjmcdonald/how-to-find-the-real-need-with-socratic-questioning-78773549 kentjmcdonald@slideshare.net(kentjmcdonald) How to Find the Real Need with Socratic Questioning kentjmcdonald A common piece of advice is that your team should discover the true need of your project. Unfortunately advice on how to make that happen isn't as prevalent. In this session you'll have a chance to practice a simple technique to get to the core of what your stakeholders need that has been around for over 2000 years - Socratic questioning. Kent McDonald and Heather Mylan-Mains walk you through a technique aimed at uncovering the (not intentionally) hidden need that your stakeholders are trying to satisfy, without asking "why?" five times in a row. Kent & Heather describes the questions, why they work and in what context they work based on their experience with IT organizations. You'll then have a chance to practice them out to find out about a real project. The line of questioning was inspired by Brennan Dunn who uses them to understand the true needs of his web development consultants. Come learn about and practice this technique so you can use it back at the office to drive toward the right outcome. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/mggclwomri2kcwxzhlni-signature-651fb08975eee7495e19cceeb0b510d84326df72747061f261918c73c2082e43-poli-170811200105-thumbnail.jpg?width=120&height=120&fit=bounds" /> A common piece of advice is that your team should discover the true need of your project. Unfortunately advice on how to make that happen isn't as prevalent. In this session you'll have a chance to practice a simple technique to get to the core of what your stakeholders need that has been around for over 2000 years - Socratic questioning. Kent McDonald and Heather Mylan-Mains walk you through a technique aimed at uncovering the (not intentionally) hidden need that your stakeholders are trying to satisfy, without asking "why?" five times in a row. Kent & Heather describes the questions, why they work and in what context they work based on their experience with IT organizations. You'll then have a chance to practice them out to find out about a real project. The line of questioning was inspired by Brennan Dunn who uses them to understand the true needs of his web development consultants. Come learn about and practice this technique so you can use it back at the office to drive toward the right outcome.

How to Find the Real Need with Socratic Questioning from Kent McDonald

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0 Agile Leadership: Accelerating Business Agility - Context /slideshow/agile-leadership-accelerating-business-agility-context/72840155 agileleadership-context-170306013133
The "one size fits all" approach to Project Leadership is inherently flawed. Practitioners have found that the two primary attributes of uncertainty and complexity of a project provide guidance to effective project leadership and governance. Complexity includes project composition such as team size and criticality, while uncertainty includes both market and technical uncertainty. The approach and leadership style required for a simple, stable project is quite different than what is required for highly uncertain, highly complex projects. This session demonstrates how to use the Context Leadership Model to determine the appropriate approach and leadership style for a project based on its uncertainty and complexity. Key Learning Points How to assess the complexity and uncertainty characteristics of a project How to tailor the project approach based on those characteristics How to determine the appropriate leadership style for a project based on its characteristics]]>
The "one size fits all" approach to Project Leadership is inherently flawed. Practitioners have found that the two primary attributes of uncertainty and complexity of a project provide guidance to effective project leadership and governance. Complexity includes project composition such as team size and criticality, while uncertainty includes both market and technical uncertainty. The approach and leadership style required for a simple, stable project is quite different than what is required for highly uncertain, highly complex projects. This session demonstrates how to use the Context Leadership Model to determine the appropriate approach and leadership style for a project based on its uncertainty and complexity. Key Learning Points How to assess the complexity and uncertainty characteristics of a project How to tailor the project approach based on those characteristics How to determine the appropriate leadership style for a project based on its characteristics]]> Mon, 06 Mar 2017 01:31:33 GMT /slideshow/agile-leadership-accelerating-business-agility-context/72840155 kentjmcdonald@slideshare.net(kentjmcdonald) Agile Leadership: Accelerating Business Agility - Context kentjmcdonald The "one size fits all" approach to Project Leadership is inherently flawed. Practitioners have found that the two primary attributes of uncertainty and complexity of a project provide guidance to effective project leadership and governance. Complexity includes project composition such as team size and criticality, while uncertainty includes both market and technical uncertainty. The approach and leadership style required for a simple, stable project is quite different than what is required for highly uncertain, highly complex projects. This session demonstrates how to use the Context Leadership Model to determine the appropriate approach and leadership style for a project based on its uncertainty and complexity. Key Learning Points How to assess the complexity and uncertainty characteristics of a project How to tailor the project approach based on those characteristics How to determine the appropriate leadership style for a project based on its characteristics <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/agileleadership-context-170306013133-thumbnail.jpg?width=120&height=120&fit=bounds" /> The "one size fits all" approach to Project Leadership is inherently flawed. Practitioners have found that the two primary attributes of uncertainty and complexity of a project provide guidance to effective project leadership and governance. Complexity includes project composition such as team size and criticality, while uncertainty includes both market and technical uncertainty. The approach and leadership style required for a simple, stable project is quite different than what is required for highly uncertain, highly complex projects. This session demonstrates how to use the Context Leadership Model to determine the appropriate approach and leadership style for a project based on its uncertainty and complexity. Key Learning Points How to assess the complexity and uncertainty characteristics of a project How to tailor the project approach based on those characteristics How to determine the appropriate leadership style for a project based on its characteristics

Agile Leadership: Accelerating Business Agility - Context from Kent McDonald

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0 How to find the real need with socratic questioning /slideshow/how-to-find-the-real-need-with-socratic-questioning/72478212 howtofindtherealneedwithsocraticquestioning-170222214956
A common piece of advice is that your team should discover the true need of your project. Unfortunately advice on how to make that happen isn't as prevalent. In this session you'll have a chance to practice a simple technique to get to the core of what your stakeholders need that has been around for over 2000 years - Socratic questioning. Join Kent McDonald as he walks you through a technique aimed at uncovering the (not intentionally) hidden need that your stakeholders are trying to satisfy, without asking "why?" five times in a row. Kent describes the questions, why they work and in what context they work based on his experience with IT organizations and the Agile Alliance. You'll then have a chance to practice them out to find out about a real project. The line of questioning was inspired by Brennan Dunn who uses them to understand the true needs of his web development consultants. Come learn about and practice this technique so you can use it back at the office to drive toward the right outcome.]]>
A common piece of advice is that your team should discover the true need of your project. Unfortunately advice on how to make that happen isn't as prevalent. In this session you'll have a chance to practice a simple technique to get to the core of what your stakeholders need that has been around for over 2000 years - Socratic questioning. Join Kent McDonald as he walks you through a technique aimed at uncovering the (not intentionally) hidden need that your stakeholders are trying to satisfy, without asking "why?" five times in a row. Kent describes the questions, why they work and in what context they work based on his experience with IT organizations and the Agile Alliance. You'll then have a chance to practice them out to find out about a real project. The line of questioning was inspired by Brennan Dunn who uses them to understand the true needs of his web development consultants. Come learn about and practice this technique so you can use it back at the office to drive toward the right outcome.]]> Wed, 22 Feb 2017 21:49:56 GMT /slideshow/how-to-find-the-real-need-with-socratic-questioning/72478212 kentjmcdonald@slideshare.net(kentjmcdonald) How to find the real need with socratic questioning kentjmcdonald A common piece of advice is that your team should discover the true need of your project. Unfortunately advice on how to make that happen isn't as prevalent. In this session you'll have a chance to practice a simple technique to get to the core of what your stakeholders need that has been around for over 2000 years - Socratic questioning. Join Kent McDonald as he walks you through a technique aimed at uncovering the (not intentionally) hidden need that your stakeholders are trying to satisfy, without asking "why?" five times in a row. Kent describes the questions, why they work and in what context they work based on his experience with IT organizations and the Agile Alliance. You'll then have a chance to practice them out to find out about a real project. The line of questioning was inspired by Brennan Dunn who uses them to understand the true needs of his web development consultants. Come learn about and practice this technique so you can use it back at the office to drive toward the right outcome. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/howtofindtherealneedwithsocraticquestioning-170222214956-thumbnail.jpg?width=120&height=120&fit=bounds" /> A common piece of advice is that your team should discover the true need of your project. Unfortunately advice on how to make that happen isn't as prevalent. In this session you'll have a chance to practice a simple technique to get to the core of what your stakeholders need that has been around for over 2000 years - Socratic questioning. Join Kent McDonald as he walks you through a technique aimed at uncovering the (not intentionally) hidden need that your stakeholders are trying to satisfy, without asking "why?" five times in a row. Kent describes the questions, why they work and in what context they work based on his experience with IT organizations and the Agile Alliance. You'll then have a chance to practice them out to find out about a real project. The line of questioning was inspired by Brennan Dunn who uses them to understand the true needs of his web development consultants. Come learn about and practice this technique so you can use it back at the office to drive toward the right outcome.

How to find the real need with socratic questioning from Kent McDonald

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0 Examining the Product Owner Role /slideshow/examining-the-product-owner-role/68460318 examiningtheproductownerrole-161109044655
As with everything else related to agile, the nature of the Product Owner role, and whether it is needed at all, depends a great deal on context. As teams discover this, it leads to some common questions: What do Product Owners Really Do? Do we even need Product Owners? Join Kent to examine the Product Owner role and attempt to answer the above questions. He’ll share his experiences and give you a chance to share your perspectives with each other. By the end of the session, you'll have more insight into the Product Owner role and how it applies (or not) to your situation. This includes an understanding of common organizational models for product owners (including what part of the organization they fit in), how to determine appropriate product ownership responsibilities for your situation, and whether you need Product Owners to have successful product ownership. ]]>
As with everything else related to agile, the nature of the Product Owner role, and whether it is needed at all, depends a great deal on context. As teams discover this, it leads to some common questions: What do Product Owners Really Do? Do we even need Product Owners? Join Kent to examine the Product Owner role and attempt to answer the above questions. He’ll share his experiences and give you a chance to share your perspectives with each other. By the end of the session, you'll have more insight into the Product Owner role and how it applies (or not) to your situation. This includes an understanding of common organizational models for product owners (including what part of the organization they fit in), how to determine appropriate product ownership responsibilities for your situation, and whether you need Product Owners to have successful product ownership. ]]> Wed, 09 Nov 2016 04:46:55 GMT /slideshow/examining-the-product-owner-role/68460318 kentjmcdonald@slideshare.net(kentjmcdonald) Examining the Product Owner Role kentjmcdonald As with everything else related to agile, the nature of the Product Owner role, and whether it is needed at all, depends a great deal on context. As teams discover this, it leads to some common questions: What do Product Owners Really Do? Do we even need Product Owners? Join Kent to examine the Product Owner role and attempt to answer the above questions. He’ll share his experiences and give you a chance to share your perspectives with each other. By the end of the session, you'll have more insight into the Product Owner role and how it applies (or not) to your situation. This includes an understanding of common organizational models for product owners (including what part of the organization they fit in), how to determine appropriate product ownership responsibilities for your situation, and whether you need Product Owners to have successful product ownership. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/examiningtheproductownerrole-161109044655-thumbnail.jpg?width=120&height=120&fit=bounds" /> As with everything else related to agile, the nature of the Product Owner role, and whether it is needed at all, depends a great deal on context. As teams discover this, it leads to some common questions: What do Product Owners Really Do? Do we even need Product Owners? Join Kent to examine the Product Owner role and attempt to answer the above questions. He’ll share his experiences and give you a chance to share your perspectives with each other. By the end of the session, you'll have more insight into the Product Owner role and how it applies (or not) to your situation. This includes an understanding of common organizational models for product owners (including what part of the organization they fit in), how to determine appropriate product ownership responsibilities for your situation, and whether you need Product Owners to have successful product ownership.

Examining the Product Owner Role from Kent McDonald

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0 Tis better to be effective than efficient /slideshow/tis-better-to-be-effective-than-efficient/67746720 tisbettertobeeffectivethanefficient-161027195659
Better. Faster. Cheaper. Many IT organizations are constantly seeking the "best" practices that will deliver those characteristics, and the fact that they continue to search indicates they haven’t found them yet. It could be they are looking in the wrong place. Most efforts around achieving better, faster, cheaper center around becoming ultra efficient. Effectiveness may just be the better target. Join Kent McDonald to explore the difference between efficiency and effectiveness and learn three simple, yet powerful, techniques that he has found can help teams be more effective. You’ll learn how to: Build a shared understanding of the problem you are trying to solve Establish clear guard rails for distributed decision making Measure progress based on outcome, not output Along the way he’ll share stories about how he has used these techniques and help you figure out when these techniques may work in your situation. You may be able to get faster and cheaper with efficiency, but in order to get better outcomes, you need to be effective. Come to this session to learn how.]]>
Better. Faster. Cheaper. Many IT organizations are constantly seeking the "best" practices that will deliver those characteristics, and the fact that they continue to search indicates they haven’t found them yet. It could be they are looking in the wrong place. Most efforts around achieving better, faster, cheaper center around becoming ultra efficient. Effectiveness may just be the better target. Join Kent McDonald to explore the difference between efficiency and effectiveness and learn three simple, yet powerful, techniques that he has found can help teams be more effective. You’ll learn how to: Build a shared understanding of the problem you are trying to solve Establish clear guard rails for distributed decision making Measure progress based on outcome, not output Along the way he’ll share stories about how he has used these techniques and help you figure out when these techniques may work in your situation. You may be able to get faster and cheaper with efficiency, but in order to get better outcomes, you need to be effective. Come to this session to learn how.]]> Thu, 27 Oct 2016 19:56:59 GMT /slideshow/tis-better-to-be-effective-than-efficient/67746720 kentjmcdonald@slideshare.net(kentjmcdonald) Tis better to be effective than efficient kentjmcdonald Better. Faster. Cheaper. Many IT organizations are constantly seeking the "best" practices that will deliver those characteristics, and the fact that they continue to search indicates they haven’t found them yet. It could be they are looking in the wrong place. Most efforts around achieving better, faster, cheaper center around becoming ultra efficient. Effectiveness may just be the better target. Join Kent McDonald to explore the difference between efficiency and effectiveness and learn three simple, yet powerful, techniques that he has found can help teams be more effective. You’ll learn how to: Build a shared understanding of the problem you are trying to solve Establish clear guard rails for distributed decision making Measure progress based on outcome, not output Along the way he’ll share stories about how he has used these techniques and help you figure out when these techniques may work in your situation. You may be able to get faster and cheaper with efficiency, but in order to get better outcomes, you need to be effective. Come to this session to learn how. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/tisbettertobeeffectivethanefficient-161027195659-thumbnail.jpg?width=120&height=120&fit=bounds" /> Better. Faster. Cheaper. Many IT organizations are constantly seeking the "best" practices that will deliver those characteristics, and the fact that they continue to search indicates they haven’t found them yet. It could be they are looking in the wrong place. Most efforts around achieving better, faster, cheaper center around becoming ultra efficient. Effectiveness may just be the better target. Join Kent McDonald to explore the difference between efficiency and effectiveness and learn three simple, yet powerful, techniques that he has found can help teams be more effective. You’ll learn how to: Build a shared understanding of the problem you are trying to solve Establish clear guard rails for distributed decision making Measure progress based on outcome, not output Along the way he’ll share stories about how he has used these techniques and help you figure out when these techniques may work in your situation. You may be able to get faster and cheaper with efficiency, but in order to get better outcomes, you need to be effective. Come to this session to learn how.

Tis better to be effective than efficient from Kent McDonald

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0 The 3D's of Scaling (Agile) /kentjmcdonald/the-3ds-of-scaling-do-only-when-needed-decide-wisely-deal-with-dependencies 3dsofscaling-160921130118
Do you work at an organization that is "scaling" agile or thinks they need to do "agile at scale"? Do you find yourself asking these questions: - What does scaling agile really mean, and is it necessary that we scale? - If scaling means working with a large team, how do we make sure everyone is moving in the same direction? - How do we deal with the complications that come with scaling, such as the dependencies that are inherently created? Join Kent McDonald as he suggests answers to these questions in the form of 3D’s: - Do "scaling" only when necessary - Decision making in a complicated environment - Dependencies and how to deal with them As we examine these topics, Kent introduces simple, yet powerful techniques your teams can use to be more effective in an environment where scaling seems to be the right answer. You’ll walk away with ideas on how to apply these techniques in your own situation. Learning Outcomes: - Use the Context Leadership Model and the Cynefin model to determine if scaling is the right answer - Encourage informed decision making through Purpose Based Alignment and decision filters - Minimize dependencies through collaborative planning & consistent communication]]>
Do you work at an organization that is "scaling" agile or thinks they need to do "agile at scale"? Do you find yourself asking these questions: - What does scaling agile really mean, and is it necessary that we scale? - If scaling means working with a large team, how do we make sure everyone is moving in the same direction? - How do we deal with the complications that come with scaling, such as the dependencies that are inherently created? Join Kent McDonald as he suggests answers to these questions in the form of 3D’s: - Do "scaling" only when necessary - Decision making in a complicated environment - Dependencies and how to deal with them As we examine these topics, Kent introduces simple, yet powerful techniques your teams can use to be more effective in an environment where scaling seems to be the right answer. You’ll walk away with ideas on how to apply these techniques in your own situation. Learning Outcomes: - Use the Context Leadership Model and the Cynefin model to determine if scaling is the right answer - Encourage informed decision making through Purpose Based Alignment and decision filters - Minimize dependencies through collaborative planning & consistent communication]]> Wed, 21 Sep 2016 13:01:18 GMT /kentjmcdonald/the-3ds-of-scaling-do-only-when-needed-decide-wisely-deal-with-dependencies kentjmcdonald@slideshare.net(kentjmcdonald) The 3D's of Scaling (Agile) kentjmcdonald Do you work at an organization that is "scaling" agile or thinks they need to do "agile at scale"? Do you find yourself asking these questions: - What does scaling agile really mean, and is it necessary that we scale? - If scaling means working with a large team, how do we make sure everyone is moving in the same direction? - How do we deal with the complications that come with scaling, such as the dependencies that are inherently created? Join Kent McDonald as he suggests answers to these questions in the form of 3D’s: - Do "scaling" only when necessary - Decision making in a complicated environment - Dependencies and how to deal with them As we examine these topics, Kent introduces simple, yet powerful techniques your teams can use to be more effective in an environment where scaling seems to be the right answer. You’ll walk away with ideas on how to apply these techniques in your own situation. Learning Outcomes: - Use the Context Leadership Model and the Cynefin model to determine if scaling is the right answer - Encourage informed decision making through Purpose Based Alignment and decision filters - Minimize dependencies through collaborative planning & consistent communication <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/3dsofscaling-160921130118-thumbnail.jpg?width=120&height=120&fit=bounds" /> Do you work at an organization that is "scaling" agile or thinks they need to do "agile at scale"? Do you find yourself asking these questions: - What does scaling agile really mean, and is it necessary that we scale? - If scaling means working with a large team, how do we make sure everyone is moving in the same direction? - How do we deal with the complications that come with scaling, such as the dependencies that are inherently created? Join Kent McDonald as he suggests answers to these questions in the form of 3D’s: - Do "scaling" only when necessary - Decision making in a complicated environment - Dependencies and how to deal with them As we examine these topics, Kent introduces simple, yet powerful techniques your teams can use to be more effective in an environment where scaling seems to be the right answer. You’ll walk away with ideas on how to apply these techniques in your own situation. Learning Outcomes: - Use the Context Leadership Model and the Cynefin model to determine if scaling is the right answer - Encourage informed decision making through Purpose Based Alignment and decision filters - Minimize dependencies through collaborative planning & consistent communication

The 3D's of Scaling (Agile) from Kent McDonald

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0 What do Scrum Masters Really Do? And do we need them? /slideshow/what-do-scrum-masters-really-do-and-do-we-need-them/65938965 whatdoscrummastersdov2-160912151752
The Scrum Master role is a foundational concept of Scrum, yet like everything else, the role and it’s value should not be fixed. As with everything else related to agile, the nature of the Scrum Master role, and whether it is needed or all, depends a great deal on context. As teams discover this, it leads to some common questions: * What do Scrum Masters Really Do? * Do we even need Scrum Masters? Join Jodi and Kent as we examine the Scrum Master role and attempt to answer the above questions. We’ll share our experiences and give you a chance to share your perspectives with each other. By the end of the session, you'll have more insight into the Scrum Master role and how it applies (or not) to your situation. After all, the only consistent answer to the above questions is “it depends”. ]]>
The Scrum Master role is a foundational concept of Scrum, yet like everything else, the role and it’s value should not be fixed. As with everything else related to agile, the nature of the Scrum Master role, and whether it is needed or all, depends a great deal on context. As teams discover this, it leads to some common questions: * What do Scrum Masters Really Do? * Do we even need Scrum Masters? Join Jodi and Kent as we examine the Scrum Master role and attempt to answer the above questions. We’ll share our experiences and give you a chance to share your perspectives with each other. By the end of the session, you'll have more insight into the Scrum Master role and how it applies (or not) to your situation. After all, the only consistent answer to the above questions is “it depends”. ]]> Mon, 12 Sep 2016 15:17:52 GMT /slideshow/what-do-scrum-masters-really-do-and-do-we-need-them/65938965 kentjmcdonald@slideshare.net(kentjmcdonald) What do Scrum Masters Really Do? And do we need them? kentjmcdonald The Scrum Master role is a foundational concept of Scrum, yet like everything else, the role and it’s value should not be fixed. As with everything else related to agile, the nature of the Scrum Master role, and whether it is needed or all, depends a great deal on context. As teams discover this, it leads to some common questions: * What do Scrum Masters Really Do? * Do we even need Scrum Masters? Join Jodi and Kent as we examine the Scrum Master role and attempt to answer the above questions. We’ll share our experiences and give you a chance to share your perspectives with each other. By the end of the session, you'll have more insight into the Scrum Master role and how it applies (or not) to your situation. After all, the only consistent answer to the above questions is “it depends”. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/whatdoscrummastersdov2-160912151752-thumbnail.jpg?width=120&height=120&fit=bounds" /> The Scrum Master role is a foundational concept of Scrum, yet like everything else, the role and it’s value should not be fixed. As with everything else related to agile, the nature of the Scrum Master role, and whether it is needed or all, depends a great deal on context. As teams discover this, it leads to some common questions: * What do Scrum Masters Really Do? * Do we even need Scrum Masters? Join Jodi and Kent as we examine the Scrum Master role and attempt to answer the above questions. We’ll share our experiences and give you a chance to share your perspectives with each other. By the end of the session, you'll have more insight into the Scrum Master role and how it applies (or not) to your situation. After all, the only consistent answer to the above questions is “it depends”.

What do Scrum Masters Really Do? And do we need them? from Kent McDonald

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0 Collaborative Modeling In A Nutshell /slideshow/collaborative-modeling-in-a-nutshell/54196583 oavsw3ocrkux1nymxj92-signature-e15e57c32c1718c585eeb54faa93af08c6de45dc57df8c21cc7c140f158366f3-poli-151021015521-lva1-app6892
Have you ever found yourself in a conversation with stakeholders, development team, or both that was going no where? Do you find that the written word never quite conveys what you are trying to say? Are you a believer in the saying “a picture is worth a 1,000 words?” Are you always looking for the closest whiteboard and marker? You may want to try collaborative modeling. Collaborative modeling refers to the use of well-known requirements modeling techniques in a collaborative fashion to build and maintain a shared understanding of your problem space and potential solution(s). Join Kent to explore how to use requirements models as collaborative elicitation and analysis techniques with your delivery team and stakeholders. We won’t necessarily cover how to do create every specific type of model, but we will talk about when specific techniques are the most helpful, and how to use them in a collaborative fashion. Learning Objectives: - When specific modeling techniques may be the most helpful - How to model collaboratively - Why collaborative modeling is effective]]>
Have you ever found yourself in a conversation with stakeholders, development team, or both that was going no where? Do you find that the written word never quite conveys what you are trying to say? Are you a believer in the saying “a picture is worth a 1,000 words?” Are you always looking for the closest whiteboard and marker? You may want to try collaborative modeling. Collaborative modeling refers to the use of well-known requirements modeling techniques in a collaborative fashion to build and maintain a shared understanding of your problem space and potential solution(s). Join Kent to explore how to use requirements models as collaborative elicitation and analysis techniques with your delivery team and stakeholders. We won’t necessarily cover how to do create every specific type of model, but we will talk about when specific techniques are the most helpful, and how to use them in a collaborative fashion. Learning Objectives: - When specific modeling techniques may be the most helpful - How to model collaboratively - Why collaborative modeling is effective]]> Wed, 21 Oct 2015 01:55:21 GMT /slideshow/collaborative-modeling-in-a-nutshell/54196583 kentjmcdonald@slideshare.net(kentjmcdonald) Collaborative Modeling In A Nutshell kentjmcdonald Have you ever found yourself in a conversation with stakeholders, development team, or both that was going no where? Do you find that the written word never quite conveys what you are trying to say? Are you a believer in the saying “a picture is worth a 1,000 words?” Are you always looking for the closest whiteboard and marker? You may want to try collaborative modeling. Collaborative modeling refers to the use of well-known requirements modeling techniques in a collaborative fashion to build and maintain a shared understanding of your problem space and potential solution(s). Join Kent to explore how to use requirements models as collaborative elicitation and analysis techniques with your delivery team and stakeholders. We won’t necessarily cover how to do create every specific type of model, but we will talk about when specific techniques are the most helpful, and how to use them in a collaborative fashion. Learning Objectives: - When specific modeling techniques may be the most helpful - How to model collaboratively - Why collaborative modeling is effective <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/oavsw3ocrkux1nymxj92-signature-e15e57c32c1718c585eeb54faa93af08c6de45dc57df8c21cc7c140f158366f3-poli-151021015521-lva1-app6892-thumbnail.jpg?width=120&height=120&fit=bounds" /> Have you ever found yourself in a conversation with stakeholders, development team, or both that was going no where? Do you find that the written word never quite conveys what you are trying to say? Are you a believer in the saying “a picture is worth a 1,000 words?” Are you always looking for the closest whiteboard and marker? You may want to try collaborative modeling. Collaborative modeling refers to the use of well-known requirements modeling techniques in a collaborative fashion to build and maintain a shared understanding of your problem space and potential solution(s). Join Kent to explore how to use requirements models as collaborative elicitation and analysis techniques with your delivery team and stakeholders. We won’t necessarily cover how to do create every specific type of model, but we will talk about when specific techniques are the most helpful, and how to use them in a collaborative fashion. Learning Objectives: - When specific modeling techniques may be the most helpful - How to model collaboratively - Why collaborative modeling is effective

Collaborative Modeling In A Nutshell from Kent McDonald

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0 Analysis With an Agile Mindset Workshop /slideshow/analysis-with-an-agile-mindset-workshop/53445395 1g441pbnsb66lenxxntr-signature-9ea092ea0b2f496d3b6b3001e900a715a4f44de274f1bd20655d18f5d6f8b989-poli-151002013611-lva1-app6891
Analysis is often portrayed as eliciting and documenting requirements, frequently in terms that sound a lot like asking people what they want and writing it down. Analysis is about understanding your stakeholders and their needs, identifying the best solution for satisfying those needs in your particular context, and then building a shared understanding of that solution. Requirements play a part in that work, especially around describing the need, but they are certainly not the end product. In this session, Kent McDonald will guide you through an approach to analysis in an agile manner. You’ll see examples of techniques that will help you understand stakeholders, context, and needs and then determine and describe possible solutions. You’ll then get an opportunity to try those techniques out on a case study. Along the way you’ll find out how to use analysis to determine if you are doing the right thing and how to determine how much analysis is just enough. Key takeaways: - Identify and understand potential users with user modeling. - Determine the appropriate design approach for your project using the Purpose Based Alignment Model. - Use decision filters to clearly state the desired outcome of your project and provide team with information for decision making. - Identify and describe backlog items in more detail using collaborative modeling.]]>
Analysis is often portrayed as eliciting and documenting requirements, frequently in terms that sound a lot like asking people what they want and writing it down. Analysis is about understanding your stakeholders and their needs, identifying the best solution for satisfying those needs in your particular context, and then building a shared understanding of that solution. Requirements play a part in that work, especially around describing the need, but they are certainly not the end product. In this session, Kent McDonald will guide you through an approach to analysis in an agile manner. You’ll see examples of techniques that will help you understand stakeholders, context, and needs and then determine and describe possible solutions. You’ll then get an opportunity to try those techniques out on a case study. Along the way you’ll find out how to use analysis to determine if you are doing the right thing and how to determine how much analysis is just enough. Key takeaways: - Identify and understand potential users with user modeling. - Determine the appropriate design approach for your project using the Purpose Based Alignment Model. - Use decision filters to clearly state the desired outcome of your project and provide team with information for decision making. - Identify and describe backlog items in more detail using collaborative modeling.]]> Fri, 02 Oct 2015 01:36:10 GMT /slideshow/analysis-with-an-agile-mindset-workshop/53445395 kentjmcdonald@slideshare.net(kentjmcdonald) Analysis With an Agile Mindset Workshop kentjmcdonald Analysis is often portrayed as eliciting and documenting requirements, frequently in terms that sound a lot like asking people what they want and writing it down. Analysis is about understanding your stakeholders and their needs, identifying the best solution for satisfying those needs in your particular context, and then building a shared understanding of that solution. Requirements play a part in that work, especially around describing the need, but they are certainly not the end product. In this session, Kent McDonald will guide you through an approach to analysis in an agile manner. You’ll see examples of techniques that will help you understand stakeholders, context, and needs and then determine and describe possible solutions. You’ll then get an opportunity to try those techniques out on a case study. Along the way you’ll find out how to use analysis to determine if you are doing the right thing and how to determine how much analysis is just enough. Key takeaways: - Identify and understand potential users with user modeling. - Determine the appropriate design approach for your project using the Purpose Based Alignment Model. - Use decision filters to clearly state the desired outcome of your project and provide team with information for decision making. - Identify and describe backlog items in more detail using collaborative modeling. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/1g441pbnsb66lenxxntr-signature-9ea092ea0b2f496d3b6b3001e900a715a4f44de274f1bd20655d18f5d6f8b989-poli-151002013611-lva1-app6891-thumbnail.jpg?width=120&height=120&fit=bounds" /> Analysis is often portrayed as eliciting and documenting requirements, frequently in terms that sound a lot like asking people what they want and writing it down. Analysis is about understanding your stakeholders and their needs, identifying the best solution for satisfying those needs in your particular context, and then building a shared understanding of that solution. Requirements play a part in that work, especially around describing the need, but they are certainly not the end product. In this session, Kent McDonald will guide you through an approach to analysis in an agile manner. You’ll see examples of techniques that will help you understand stakeholders, context, and needs and then determine and describe possible solutions. You’ll then get an opportunity to try those techniques out on a case study. Along the way you’ll find out how to use analysis to determine if you are doing the right thing and how to determine how much analysis is just enough. Key takeaways: - Identify and understand potential users with user modeling. - Determine the appropriate design approach for your project using the Purpose Based Alignment Model. - Use decision filters to clearly state the desired outcome of your project and provide team with information for decision making. - Identify and describe backlog items in more detail using collaborative modeling.

Analysis With an Agile Mindset Workshop from Kent McDonald

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0 21 Story Splitting Patterns /slideshow/21-story-splitting-patterns-49940134/49940134 3yww51wssse6ty1p43ji-signature-1c7a0c30b093f1e8cc1b0f440208f394b35051ac70785c20b3dfb319adfa4622-poli-150629023507-lva1-app6891
A compilation of patterns useful for splitting user stories.]]>
A compilation of patterns useful for splitting user stories.]]> Mon, 29 Jun 2015 02:35:07 GMT /slideshow/21-story-splitting-patterns-49940134/49940134 kentjmcdonald@slideshare.net(kentjmcdonald) 21 Story Splitting Patterns kentjmcdonald A compilation of patterns useful for splitting user stories. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/3yww51wssse6ty1p43ji-signature-1c7a0c30b093f1e8cc1b0f440208f394b35051ac70785c20b3dfb319adfa4622-poli-150629023507-lva1-app6891-thumbnail.jpg?width=120&height=120&fit=bounds" /> A compilation of patterns useful for splitting user stories.

21 Story Splitting Patterns from Kent McDonald

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0 Lessons Learned in Product Ownership /slideshow/lessons-learned-in-product-ownership/48720981 lessonslearnedfromproductownership-150528183851-lva1-app6891
Elicitation and requirements analysis are some business analysis skills that are extremely helpful in an agile setting especially for team members responsible for product ownership. Equally helpful, if not more so, are the skills that teams use to interact with stakeholders, make decisions, and react to actual situations as they arise. The best way to understand the relevance of these skills is to share stories of successful, and perhaps not so successful interactions on real projects and discuss what the team learned. Join Kent as he shares stories from his experiences as Submission System Product Owner and relates the things he learned to useful skills for all business analysts. You’ll get a chance to tell Kent where he went wrong and also consider how to apply the lessons learned in your own setting. Along the way you’ll hear about some techniques for addressing common project situations that work well as long as you get the nuances right.]]>
Elicitation and requirements analysis are some business analysis skills that are extremely helpful in an agile setting especially for team members responsible for product ownership. Equally helpful, if not more so, are the skills that teams use to interact with stakeholders, make decisions, and react to actual situations as they arise. The best way to understand the relevance of these skills is to share stories of successful, and perhaps not so successful interactions on real projects and discuss what the team learned. Join Kent as he shares stories from his experiences as Submission System Product Owner and relates the things he learned to useful skills for all business analysts. You’ll get a chance to tell Kent where he went wrong and also consider how to apply the lessons learned in your own setting. Along the way you’ll hear about some techniques for addressing common project situations that work well as long as you get the nuances right.]]> Thu, 28 May 2015 18:38:51 GMT /slideshow/lessons-learned-in-product-ownership/48720981 kentjmcdonald@slideshare.net(kentjmcdonald) Lessons Learned in Product Ownership kentjmcdonald Elicitation and requirements analysis are some business analysis skills that are extremely helpful in an agile setting especially for team members responsible for product ownership. Equally helpful, if not more so, are the skills that teams use to interact with stakeholders, make decisions, and react to actual situations as they arise. The best way to understand the relevance of these skills is to share stories of successful, and perhaps not so successful interactions on real projects and discuss what the team learned. Join Kent as he shares stories from his experiences as Submission System Product Owner and relates the things he learned to useful skills for all business analysts. You’ll get a chance to tell Kent where he went wrong and also consider how to apply the lessons learned in your own setting. Along the way you’ll hear about some techniques for addressing common project situations that work well as long as you get the nuances right. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/lessonslearnedfromproductownership-150528183851-lva1-app6891-thumbnail.jpg?width=120&height=120&fit=bounds" /> Elicitation and requirements analysis are some business analysis skills that are extremely helpful in an agile setting especially for team members responsible for product ownership. Equally helpful, if not more so, are the skills that teams use to interact with stakeholders, make decisions, and react to actual situations as they arise. The best way to understand the relevance of these skills is to share stories of successful, and perhaps not so successful interactions on real projects and discuss what the team learned. Join Kent as he shares stories from his experiences as Submission System Product Owner and relates the things he learned to useful skills for all business analysts. You’ll get a chance to tell Kent where he went wrong and also consider how to apply the lessons learned in your own setting. Along the way you’ll hear about some techniques for addressing common project situations that work well as long as you get the nuances right.

Lessons Learned in Product Ownership from Kent McDonald

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0 Positive Politics /slideshow/positive-politics-20141206/42426495 positivepolitics20141206-141206122043-conversion-gate02
You have been tapped for an exciting new project. A member of the executive team recognizes that the company needs to transform to meet the evolving needs of your dynamic marketplace. They know that Agile will be part of that transformation, they tap you to lead the effort, and now they think their work is done . While that is exciting and an honor for you, you still need the active engagement of the senior leadership team to create a culture where Agile practices can flourish. The support from the top is critical to drive the type of innovation and flexibility that will be required to successfully implement any new idea – but especially one as (positively) disruptive as Agile. This session describes how senior leaders need to act differently in an enterprise transitioning to agile, and some helpful patterns individual contributors can use to leverage politics in a positive manner to lead up through influence and help senior leaders make the transition. These patterns are based on Heather and Kent’s experiences at a variety of organizations driving or helping to drive changes including, but not limited to adopting agile approaches. Along the way, we’ll give you a chance to share your thoughts and experiences using politics in a positive (or perhaps not so positive) way to help an enterprise transition to agile.]]>
You have been tapped for an exciting new project. A member of the executive team recognizes that the company needs to transform to meet the evolving needs of your dynamic marketplace. They know that Agile will be part of that transformation, they tap you to lead the effort, and now they think their work is done . While that is exciting and an honor for you, you still need the active engagement of the senior leadership team to create a culture where Agile practices can flourish. The support from the top is critical to drive the type of innovation and flexibility that will be required to successfully implement any new idea – but especially one as (positively) disruptive as Agile. This session describes how senior leaders need to act differently in an enterprise transitioning to agile, and some helpful patterns individual contributors can use to leverage politics in a positive manner to lead up through influence and help senior leaders make the transition. These patterns are based on Heather and Kent’s experiences at a variety of organizations driving or helping to drive changes including, but not limited to adopting agile approaches. Along the way, we’ll give you a chance to share your thoughts and experiences using politics in a positive (or perhaps not so positive) way to help an enterprise transition to agile.]]> Sat, 06 Dec 2014 12:20:43 GMT /slideshow/positive-politics-20141206/42426495 kentjmcdonald@slideshare.net(kentjmcdonald) Positive Politics kentjmcdonald You have been tapped for an exciting new project. A member of the executive team recognizes that the company needs to transform to meet the evolving needs of your dynamic marketplace. They know that Agile will be part of that transformation, they tap you to lead the effort, and now they think their work is done . While that is exciting and an honor for you, you still need the active engagement of the senior leadership team to create a culture where Agile practices can flourish. The support from the top is critical to drive the type of innovation and flexibility that will be required to successfully implement any new idea – but especially one as (positively) disruptive as Agile. This session describes how senior leaders need to act differently in an enterprise transitioning to agile, and some helpful patterns individual contributors can use to leverage politics in a positive manner to lead up through influence and help senior leaders make the transition. These patterns are based on Heather and Kent’s experiences at a variety of organizations driving or helping to drive changes including, but not limited to adopting agile approaches. Along the way, we’ll give you a chance to share your thoughts and experiences using politics in a positive (or perhaps not so positive) way to help an enterprise transition to agile. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/positivepolitics20141206-141206122043-conversion-gate02-thumbnail.jpg?width=120&height=120&fit=bounds" /> You have been tapped for an exciting new project. A member of the executive team recognizes that the company needs to transform to meet the evolving needs of your dynamic marketplace. They know that Agile will be part of that transformation, they tap you to lead the effort, and now they think their work is done . While that is exciting and an honor for you, you still need the active engagement of the senior leadership team to create a culture where Agile practices can flourish. The support from the top is critical to drive the type of innovation and flexibility that will be required to successfully implement any new idea – but especially one as (positively) disruptive as Agile. This session describes how senior leaders need to act differently in an enterprise transitioning to agile, and some helpful patterns individual contributors can use to leverage politics in a positive manner to lead up through influence and help senior leaders make the transition. These patterns are based on Heather and Kent’s experiences at a variety of organizations driving or helping to drive changes including, but not limited to adopting agile approaches. Along the way, we’ll give you a chance to share your thoughts and experiences using politics in a positive (or perhaps not so positive) way to help an enterprise transition to agile.

Positive Politics from Kent McDonald

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0 https://cdn.slidesharecdn.com/profile-photo-kentjmcdonald-48x48.jpg?cb=1750378316 Kent is a writer and product manager who helps product people deliver powerful internal products. He has IT and product development experience in a variety of industries including financial services, health insurance, nonprofit, and automotive. Kent practices his craft as Content Curator at Agile Alliance and shares his ideas and experiences at KBP.media. When not writing or product managing, Kent is his family’s #ubersherpa, listens to jazz and podcasts (but not necessarily podcasts about jazz), and collects national parks. Specialties: Strategic Plannin... www.kbp.media https://cdn.slidesharecdn.com/ss_thumbnails/moving-from-ba-to-po-to-pm-bbc-230504013119-e39faee1-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/moving-from-business-analyst-to-product-owner-to-product-manager/257678720 Moving from Business A... https://cdn.slidesharecdn.com/ss_thumbnails/storysplittingpatterns-210228133129-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/21-story-splitting-patterns-243590113/243590113 21 Story Splitting Pat... https://cdn.slidesharecdn.com/ss_thumbnails/discover-right-product-solve-right-problem-201018002410-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/how-to-discover-the-right-product-to-solve-the-right-problem-238904283/238904283 How to discover the ri...