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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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