Community Champion
Agile is as much about process as Disney theme parks are about Mickey Mouse (i.e., very little). Yet people seem to focus on the process, probably because it is easier than capturing the true intent of agile. Here we peel back the facade of process to uncover the agile heart that beats beneath.
Some managers claim that agile approaches don’t work in large organizations because they have tried--and failed--to deploy agile methods in their company. This article describes one of the major underlying causes for these failed adoptions and makes suggestions for resolving the issue.
According to various surveys, many IT projects worldwide use agile methods. What the surveys don’t tell is that many of those projects suffer from the typical ailments of traditionally run projects: compromised quality, technical debt and missed deadlines. Why is that? And what can you do about it?
The decision to get agile training is a question that’s part of a bigger one: Whether one is ready to adopt agile practices and principles wholeheartedly. When are you ready? There are four fundamental questions you have to ask yourself before embarking on an agile training program.
“Value” is the beacon, watchword, end game, justification, and mantra for Agile practitioners. You make product decisions at every turn throughout discovery and delivery based on value, balancing multiple perspectives. And yet many Agile teams struggle to clearly, concisely, and continually use value as the basis for making planning decisions. Join Ellen and Mary to explore the business value model—a lightweight framework for collaboratively and continually identifying stakeholder values and making value?based product decisions on what to build, and when.
Agile introduces a number of tools and techniques designed to help the team figure out how much software we can build for the time we have, and the amount of money our customer is willing to spend. This talk will introduce the fundamental concepts necessary to break down and estimate our product backlog, how to organize delivery of that backlog for early risk reduction and rapid customer feedback, and how to get stable throughput and predictability as you mature your agile practices. This talk is for those looking to understand how (and why) agile methods lead to better business outcomes
Many organizations dive into the process mechanics of Agile project execution losing sight of the point of Agile in the first place. This presentation begins with an overview of why Agile is more about culture than it is about process. We will then discuss a variety of topics related to team dynamics at the individual, team and enterprise levels.
"Agile" and "coaching" seem to be two of the greatest buzz words we hear about. Let’s understand these words individually first--and then see how--and why--they make sense together.
What is the biggest problem that most teams face? That at the high level (value) or the low level (details), they don’t understand what the customer wants. Do you know how to balance zooming in and zooming out? Where do we apply this technique in real life...and in agile teams?
The most important facet of achieving project success eventually has to do with how the agile team is managed, maintained and fostered. It is one thing to be knowledgeable about the rules of the game, but is totally another to perfect the agile approach as practitioners. The project manager along with functional managers can make a big difference by fostering an “agile mindset” beyond the immediate context of day-to-day project tasks.
Volunteering is a great way to learn and to grow. When this practitioner started with PMI Agile, it was in its infancy. Here is her story of growing up agile as a volunteer in the PMI Agile Community of Practice.
|
"You do not really understand something unless you can explain it to your grandmother." - Albert Einstein |
