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Brian Marick, Exampler Consulting
Although the Agile Manifesto has worked well to help many organizations
change the way they build software, the agile movement is now suffering from some
backsliding, lots of overselling, and a resulting backlash. Brian Marick believes
that is partly because the Agile Manifesto is almost entirely focused outwardly—it
talks to the business about how the development team will work with it. What it
does not talk about is how the team must work within itself and with the code. Even
though those omissions were appropriate then, now more is needed. Teams starting
agile need to know that more discipline is required of them, and that discipline
is fruitless without a strong emphasis on skills. Teams need to recognize that success
is not just fulfilling requirements. It is also increasing productivity and decreasing
the consequences of mistakes. Perhaps most of all, teams need to respect themselves
and believe they deserve joyful work. Join Brian to find out whether you're really
doing agile or if you are agile in name only.
Learn more about Brian Marick |
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Dan North, ThoughtWorks
Adopting “best practices” seems to be an intrinsic
part of the transition to agile—with many organizations creating special process
teams and hiring methodology consultants to implement and enforce best practices.
These practices often are seen as a cornerstone of an agile change program and are
even touted as a selling point—“Our projects will surely succeed if
we follow best practices!” And of course, there are industries and ecosystems
that have grown up around accreditation, auditing, and support of specific agile
methods. Do they actually help you, or might they in fact be working against your
organization? Dan North argues that best practices are useful only up to a point.
Rigidly enforcing them is counter to the values of agile and will eventually drive
away your best people. He looks at the motivations behind agile initiatives and
introduces the Dreyfus model of skills acquisition—a framework for exploring
the effectiveness of best practices in your team and organization. Dan shows that
by understanding how people learn and develop, you can evolve your own agile practices
and keep them relevant and applicable to the practitioners in your context.
Learn more about Dan North |
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Pollyanna Pixton, Accelinnova
When members of a development project are asked to become a self-directed
agile team, some claim that leadership and leaders are obsolete. Or, is a different
type of leadership exactly what agile teams need to truly flourish? Pollyanna Pixton
describes a new, collaborative leadership style that does not attempt to control
or micro-manage. It’s one that asks the right questions at the right time
to generate new ideas and develop creative products that customers need and want.
Pollyanna explains the four areas of collaborative leadership—creating an
open environment where the best people can work, learning from stakeholders throughout
the enterprise, prioritizing innovative solutions based on business value, and standing
back to allow the team to succeed. She shares her battle-tested tips for leading
collaboratively—fix processes, not people; take the fun out of being dysfunctional;
eliminate constructive criticism, because it never is; and more. Whether you are
a senior manager, product owner, customer, ScrumMaster, or an individual contributor,
Pollyanna’s collaborative principles will empower you and everyone on your
team to become better leaders and deliver the business value that stakeholders deserve.
Learn more about Pollyanna Pixton |
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David Anderson, Valtech, Inc. and Modus Cooperandi,
Inc.
Agile software development has been around for almost ten years.
Some believe lean is the next step in our evolution. How do agile and lean play
together, and what does the lean influence mean for the future of agile? Kanban
is a signaling system, devised by Toyota and used in their just-in-time manufacturing
process. Often, it is implemented as cards on a board that shows the status of work.
David Anderson describes how you can use the kanban approach to build a high maturity
enterprise that can scale agile practices to support large, enterprise software
development projects. He describes how kanban facilitates a quantitatively managed,
predictable, and continuously improving organization. David also examines future
trends in scaling agile, including the real option theory, CMMI’s role in
high maturity organizations, agile portfolio management, agile governance, and the
emergence of lean software supply chains. Join David for a thoughtful look into
the future of agile development—and your future, too.
Learn more about David Anderson |
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