Agile transformation specialist Kamal Manglani says that teams should decide what (and how many) dedicated roles they need, depending on the environment and values. Transformation isn’t about forcing people to follow a process; it’s about understanding and restructuring rules to produce better outcomes. [14:30]
Many organizational change initiatives are undone by lack of buy-in, fuzzy goals or basic human fatigue and resistance. A better of understanding of some basic agile concepts such as minimum viable product, short release cycles and feedback loops can be helpful in overcoming these pitfalls when leading transformative projects.
Agile coach and trainer Silvana Wasitova was involved in a large-scale Scrum rollout at Yahoo, and believes her PMP background helps clients making similar transitions. As a Distinguished Toastmaster, she preaches the importance of presentation and listening skills for project managers, especially when leading distributed teams, and says video-based communication can minimize distractions and cultural gaps. [19:30]
Project managers and developers don’t always have a healthy relationship. At Metal Toad, a technology agency for the entertainment industry, a Bill of Rights helped, says Adam Edgerton, director of project management. He also discusses stage gating and other techniques that “humanize” approaches and support teams, whether they’re working in Agile or Waterfall environments. [22:20]
A “Definition of Done” brings transparency to a team’s way of working, yet some teams have never heard of the concept, and many more have never actually created this essential checklist of activities. Here is a step-by-step workshop to help teams agree on and publish a Definition of Done.
Being agile requires eliminating waste to realize efficiency, productivity and quality gains. That means removing everything that does not deliver value to the customer, including all forms of project debt. Here are six practices that will help you and your team maintain this essential agile principle.
David J. Anderson describes Kanban as “a method without methodology.” And while it supports Agile goals — making progress with imperfect information, building high-trust environments — Kanban’s greatest value lives in its evolutionary approach to improving how organizations get things done. Here’s an in-depth interview with the CEO of Lean-Kanban University, trainer and author of three books. [37:30]
Web project manager Sam Barnes, a favorite speaker at Digital PM, shares what he learned on the “dark side” when he became a client, taking bids from companies he once competed against. He also discusses the never-ending challenge of finding the right fit for each project amid innumerable methods and tools. [24:00]
Too many organizations do not understand that Agile itself is not a methodology; it’s a mindset. No wonder they are rarely successful using Agile. They’re chasing the benefits of Agile without differentiating between methods, or even considering when one approach might be better than another.
Hamid Shojaee, founder of Axosoft, is behind a popular series of YouTube videos on Scrum and Agile. Here he shares his thoughts on the recent Agile 2013 conference and current Agile trends, including productivity tools, Enterprise Agile and teams working Kanban into their Scrum practice. [17:30]