Pecha Kucha Session Agile 2011 "My Agile Suitcase" by Martin Heider and Bernd Schiffer

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Bernd Schiffer

Empresariales Tecnología Deportes

My Agile Suitcase

Pecha Kucha Agile 2011
Salt Lake City
#agile2011

@berndschiffer @martinheider

d Sch iffer Martin H
Bern eider

Your Team
http://www.flickr.com/photos/accolite/2927750264

„...because @portiatung
sharing
mementoes
and stories
that one
should never
leave home
without.“ Portia Tung

@olejepsen
„...because
Martin asked
me and the
format helps
to stay in
O le J epsen time!“

@ellnestam
„...because I
attended the
Pecha Kucha
last year in
Trondheim, it
was one of my
favorite
sessions :-D“
Ola Ellnestam

@krishan_mathis

„... because
I don't want
to carry my
suitcase on
my own.“
Krishan Mathis

„...because I @lyssaadkins

had a sneaking
suspicion that I
would learn a
lot. So, I
agreed, and so
far I've learned Lyssa A
a lot.“ dk ins

My Agile Suitcase
room
:G
time A: Imper
: Thu i
rsda al Ballro
y 9:0 o
0-10 m D
:30

Pecha Kucha Agile 2011
Salt Lake City
#agile2011

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A lot of companies fail when it comes to turning change ideas into small and executable steps with learnings as a desired outcome. Agile day-to-day work, such as dealing with retrospective outcomes, becomes very challenging, and whole Agile transitions fail because of this inability to navigate in complex environments. Following a few simple steps to plan, execute, and learn from experiments will provide tangible outcomes, closing the gap between where you are right now and where you want to be with being Agile. If everyone followed these steps, change would be much faster and less feared. This session will not only cover the answer to why experimenting is the only way to drive successful change, but will also provide actionable insights, like the 10 necessary features of good experiments and a straightforward framework for making the most out of experiments. Further details: http://lanyrd.com/2014/auscrum/sdfkpy

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Here's the video https://youtu.be/OJMiUnfod3A Even if organisations try to follow most of the Agile values and principles, they most often neglect sustainable pace as a substantial part of being Agile. Unhappy, stressed out, overworked and exhausted people are the result. And it's getting worse: Australians worked on average an extra 6 hours per week in 2018, an increase of 1.4 hours since 2016. It makes a difference to be aware of what unsustainable pace looks like; why organisations insist on doing it, even though it doesn't make sense economically; what the causes and effects are; how bad the situation really is; and how an effort to achieve sustainable pace could pay off big time. Agility is not achieved by organisations because of working unsustainably, but—on the contrary!—because of striving towards sustainable pace. Sprint after sprint after sprint? Burning the midnight oil? Competitive company culture? Always available thanks to tech? No focus thanks to distractions? It's a trap to think that this is good or necessary. It is not. Treating sustainable pace as a first principle in an Agile context again wins in the long run over any attempts to taking short-cuts aiming for short-termed gains.

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“Warum wollt ihr denn mich als Keynote-Speaker haben?” frage ich den Fachbeirat, um die Vision zu klären. Agil macht man das ja so. Als Antwort kommt ein Mix aus “Veränderung von Agil über die Jahre und kulturelle Unterschiede” und “Agil im Wandel der Zeiten und Kontinente”. Und weil ich nach Australien ausgewandert bin, kommt auch noch die Erwartung auf “eine kritische Reflexion…, wie er seine ursprünglichen Ziele anpassen musste”. Damit kann ich was anfangen. Das Agile Mindset hat sich deutlich verändert in den letzten knapp 20 Jahren: Pair Programming ist gut, Mob Programming ist besser; Customer Collaboration ist nicht mehr genug, Customer Delight wird verlangt; Agile Teams sind die Basis, darüber hinaus skalieren wir und sind in allen Bereichen der Organisation Agil. Kulturelle Unterschiede kenne ich auch, insbesondere zwischen Deutschland und Australien. Beispielsweise die Fähigkeit zum Konflikt oder wie direkt oder über Umwege miteinander kommuniziert wird. Aber die kulturellen Unterschiede zwischen etwa Banken und mittelständischen Organisationen wiegen doch noch schwerer als die zwischen den Kontinenten. Persönlich bin ich - natürlich - mit einem Agile Mindset nach Australien ausgewandert. Das hat schon sehr geholfen, insbesondere das “Responding to Change”. War nicht immer einfach, aber meine Frau und ich ziehen gerade unseren australischen Nachwuchs groß und sind zur Zeit immer noch Down Under mit unserem australischen Mindset.

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How to develop habits in an Agile environment to perform better with less energy Blame in the retro? Threats when work is not finished? Complaints rather than acting? You might have developed some bad habits here. Are stand-ups taking forever? Are team members not updating the story board? Are retrospective actions not followed up upon? You might want to develop some good habits here. Habits are regularly repeated routines, most often done subconsciously. Developing (the right) habits is crucial for individuals and teams to minimize the energy needed to perform at a high level. By developing a habit, more effort can be spent on the actual work rather than on the support functions. Developing habits is not about working harder, but smarter. Habits enable you to: get rid of bad behavior and establish good behavior save time during meetings boost reliability and, ultimately, trust Research and new findings within the last years have shown enormous potential for habit development having a huge impact on personal and business behavior. Applying this to Agile seems very promising.

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from http://www.xpdays.de/2017/sessions/keynote-freitag-bernd-schiffer.html A surprising amount of companies is still using antiquated techniques like resource pools. Not only are they costly, but also hinder productivity and effectiveness. Business people wait for weeks and months to get a 20-minute job done? Not uncommon with resource pools. Feature teams, on the other hand, do have certain characteristics providing the organisation to get things done big time: supported by product owner and team facilitator, self-organised and cross-functional, stable, dedicated, and proactive. This session shows a path from resource pools to feature teams via self-selection of teams, including common fears and doubts during this culture-changing journey.

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Pecha Kucha Session Agile 2011 "My Agile Suitcase" by Martin Heider and Bernd Schiffer

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13. @ellnestam „...because I attended the Pecha Kucha last year in Trondheim, it was one of my favorite sessions :-D“ Ola Ellnestam

14. @krishan_mathis „... because I don't want to carry my suitcase on my own.“ Krishan Mathis

15. „...because I @lyssaadkins had a sneaking suspicion that I would learn a lot. So, I agreed, and so far I've learned Lyssa A a lot.“ dk ins

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Pecha Kucha Session Agile 2011 "My Agile Suitcase" by Martin Heider and Bernd Schiffer

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Pecha Kucha Session Agile 2011 "My Agile Suitcase" by Martin Heider and Bernd Schiffer