This is a recap on the 2 days behind the inaugural event of Agilecymru.uk 2015. This was the first of many Agile conferences we hope to see in South Wales, bringing in a wide range of internationally recognised leading speakers.
A fundamental Agile principle is ‘Continuous Improvement’, yet many practitioners use a default visual workflow which changes little through the evolution of the product and team. This can become repetitive and ultimately the tool starts to become simple, boring and used for administrative monitoring only. Agile environments often don’t realise the power that visual workflows can have. This workshop takes the audience through different ways to present the card wall, to make stand-ups more fun and interesting. We will look at ways you can alter the card wall to challenge skill silos and encourage more cross-functional behaviours, and present ideas on how to gamify the card wall in order to make it fun and interactive. Using learnings from the theory of constraints, kanban, scrum, team dynamics and system thinking principles we’ll also discuss creative ways to monitor cycle time, understand progress and visualize flow to challenge team patterns, behaviours and bottlenecks.
A rollup of my recent lightning talk at Lean Day London on Lean Startup In A Global Education Enterprise.
Working with distributed teams as a Scrum Master, Agile Coach or Facilitator can be difficult. There is no substitute for face to face communication, but sometimes this isn’t feasible. When the show must go on, there are some simple tips and tools to try which can help facilitate the session.
Retrospectives can be one of the most valuable sessions in Scrum and Agile teams. Often they can become boring and less useful to the team and they can fall into an administrative process with less value. This post is about sharing a recent retrospective session that was fun, engaging and got results using a Top Gear theme to explore, identify and resolve issues to benefit the team and ultimately the business.
There is nothing worse to destroy a team culture than people working with the confides of a job title. Emphasising roles creates dependencies, bottlenecks and blame cultures and as a result, reduces productivity through knowledge silo’s and counter productive workflow methods.