Quality of the product team
I will share with you the quality management system, born in our team for a project being the company business core. Step by step we will follow the value system, processes, development practices, solutions for various complicated situations and learning on our own errors process including all difficulties and backflashes on the way to the set aim.
So, what about you? Do you know the signs of the mature team and product, the same as the moves which will keep you afloat? Lets verify!
Audience: any not indifferent teammates of any team.
Quality of the product team
I will share with you the quality management system, born in our team for a project being the company business core. Step by step we will follow the value system, processes, development practices, solutions for various complicated situations and learning on our own errors process including all difficulties and backflashes on the way to the set aim.
So, what about you? Do you know the signs of the mature team and product, the same as the moves which will keep you afloat? Lets verify!
Audience: any not indifferent teammates of any team.
Robin Dymond: "Your Brain and Better Product Development"Agileee
油
The document discusses recent discoveries in brain science and how they relate to product development. It explains that the prefrontal cortex has limited resources for problem solving and insights emerge when larger brain regions are engaged. It also discusses how the brain's threat response hinders thinking and how understanding one's internal states can help manage cognitive processes and insights. Strategies presented include practicing mindfulness, managing emotions, focusing attention on direct experiences, and using Scrum to address the brain's social needs.
Lyssa Adkins & Michael Spayd: The Essential Transformations: How Agile Calls ...Agileee
油
The document discusses how agile calls for change in individuals and organizations. It notes that the world is changing quickly and competition is forcing change. Agile reveals faults and opportunities for improvement. An agile coach acts as a human change specialist to guide individuals and teams through the change process from familiar ways of working to more emerging practices. The coach's model of change involves guiding people through a "zig-zag zone" of discomfort as new practices are adopted. Real-life examples are provided of how different roles undergo transformations in how they work through adopting agile. When enough individuals change, organizational transformation occurs.
Piotr Burdylo: Managing developers is complexAgileee
油
Managing software developers is complex. It is best to create an environment where developers can manage themselves rather than trying to directly manage them. The document discusses frameworks like Cynefin and core values that can help guide creating a self-organizing environment for developers to be productive and contribute to the overall goals and culture of the organization.
Nick Oostvogels: 5 Arguments Against KanbanAgileee
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Kanban faces several common arguments against its adoption. These include concerns that Kanban will:
1) Limit the ability to plan work.
2) Cause work to take longer to complete.
3) Result in work getting stuck if work-in-progress limits are enforced.
4) Not align with stakeholder priorities if they do not consider flow.
5) Reduce team cohesion by focusing on individual tasks rather than collaboration.
Kanban implementation experience discusses reasons to convert from Scrum to Kanban including making the process more visible and allowing releases at any time. It covers Kanban features like continuous work in progress limits and how time and cost compare between Kanban, Scrum, and Targetprocess 1.0. The document also mentions tools like Git, BDD, Jenkins, and techniques like continuous integration, personal Kanban, and time tracking being turned off.
This document summarizes Henrik Kniberg's keynote about applying Agile and Lean principles at home. Some examples discussed are using focus boards and burnup charts to help children with homework, implementing WIP limits to reduce clutter in bedrooms and the kitchen, and creating a kanban board to plan a big family trip. The document emphasizes how visualizing work and limiting work-in-progress can improve productivity and organization both at work and at home.
Henrik Kniberg: Lean from the Trenches keynote @ AgileEEAgileee
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This document summarizes a presentation about applying lean and agile principles to a large government project in Sweden called PUST. It describes how the project team used techniques like slicing work into small customer-focused stories, daily stand-ups, iterative planning and releases, continuous improvement retrospectives, and tracking metrics to successfully deliver the project on time and on budget while continuously improving their process.
Nathaniel Cadwell: The Art of Facilitation Agileee
油
The document discusses the art of facilitation. It begins with an introduction activity where participants discuss the worst meeting they've ever been in. It then covers the benefits of collaborative group decision making. The bulk of the document focuses on the mindset and skills of an effective facilitator, including preparing for and planning meetings, as well as tools and processes for facilitating collaborative meetings. Key aspects covered include being neutral and helping the group process rather than content. The goal is for the facilitator to help improve how groups identify and solve problems and make decisions.
This document discusses synchronizing multiple Scrum teams using Kanban principles. It begins with an overview of Scrum and problems with multi-team coordination. It then provides a overview of Kanban and key concepts like one-piece flow and limiting work-in-progress. The document applies these Kanban concepts to Scrum by removing iterations and instead using completed stories as synchronization points between teams. It advocates for decoupling Scrum activities from iterations to allow continuous work and integration.
The document discusses how to change the world by changing social systems. It recommends considering the system as a whole, the individuals within the system, the interactions between individuals, and the environment surrounding the system. For each, it provides questions to ask and suggests focusing on a few key behaviors that can lead to widespread change if adopted by influential individuals and spread through social networks. The overall approach is to guide and encourage change while respecting the complex and adaptive nature of social systems.
This document discusses software development approaches and experiences over the past decade. It references extreme programming (XP) and pair programming. It also discusses adopting rapid feedback cycles and experimenting with different practices like promiscuous pairing to adapt quickly to changing needs and market conditions. Maintaining high efficiency while embracing instability through a "beginner's mind" is highlighted.
Agile Testing. Risks, Uncertainty and Why It All WorksAgileee
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The document discusses key principles and practices of agile testing, including delivering working software frequently, adapting to changing business needs, eliminating speculation, checking alignment between intentions and actual needs, and emphasizing a whole-team approach to testing where the team succeeds or fails together. It outlines nine key agile testing practices such as acceptance test-driven development, test-driven development, exploratory testing, test automation, continuous integration, and automated deployment.
The document discusses motivation in the workplace and proposes an alternative model called Motivation 3.0. It notes that traditional extrinsic motivators like money and bonuses can actually decrease performance on complex tasks. Motivation 3.0 focuses on providing workers with autonomy, mastery, and a sense of purpose to boost intrinsic motivation. Managers are advised to treat employees like volunteers and help them connect their personal visions to the company's larger goals.
Effective Software Development in the 21st CenturyAgileee
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The document discusses principles of effective software development in the 21st century. It covers topics like craft, the cooperative game nature of software development, knowledge acquisition through continuous integration, and flow management to reduce unnecessary decisions and bottlenecks. The overall message is that software development requires skills in communication, adapting to situations, learning early, and understanding how people and processes interact.
Myths, Legends and Monsters of Enterprise AgilityAgileee
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The document discusses myths, legends, and monsters that may arise when scaling agile practices in an organization. Myths are used to justify the status quo and involve heroic figures, while legends spread rumors and lessons learned. Monsters represent resistance and require confronting objections. The document provides examples of each and suggests approaches like communication, negotiation, and aligning on values to address concerns raised by myths, legends, and monsters.
The document discusses the concept of software craftsmanship, which values not only producing working software but well-crafted software. It emphasizes creating software that adds value over time through change. It also stresses the importance of individuals, interactions, and building a community of professionals, as well as collaborative partnerships with customers. The document urges software developers to take pride in their work, stop writing bad software, and practice their craft as professionals.
This lightening talk presentation introduces the concept of lean startups. It advocates building a minimum viable product, measuring how customers respond to it, learning from that customer feedback, questioning assumptions, getting out of the building to observe customers, and iterating based on lessons learned. The presentation uses photos to illustrate each of these points. It concludes by recommending following thought leaders in lean startup on Twitter and reading foundational books on lean startup and customer development.
Lightening Talk: lama sutra of retrospectiveAgileee
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This document provides a variety of retrospective formats and approaches for project teams to evaluate their process, including structured methods like the six thinking hats and Pomodoro techniques, question-based retrospectives, and spider web and start-stop-continue formats. It also recommends establishing action plans and appreciating successes as part of the retrospective process.
This document outlines 12 principles for software development. It emphasizes taking action over just gaining knowledge, focusing on individuals and interactions rather than processes, prioritizing working software over documentation, collaborating with customers over contract negotiation, and responding to change rather than sticking rigidly to plans. The final lines call on others to take action and lists the name of the author.
4. 丼丐 丐 ?
亰舒磦仍磳仄, 仂 仄 束舒亟亢舒亶仍損
丕 仆舒 亠 于亠 仂仆仂于仆亠 仂仄舒仍仆亠
舒亳弍 Agile
仗仂仂亟亳仄 Nokia test
5. 弌 12-丐
12. At regular intervals, the team reflects
on how to become more effective, then
tunes and adjusts its behavior
accordingly.
http://agilemanifesto.org/principles.html