Agile is not about doing scrum, kanban, lean or any other flavour of the process.  An organization cannot be “doing” agile, they must “be” agile.  They must believe in and understand the agile principles.  

After going through a successful agile transformation and running scrum for 3 years we realized that it’s just not working for us anymore.  The team was suffering from scrum fatigue.  It felt like there was a sprint planning, stand up or retrospective meeting happening all the time.  

We decided to take a hard look at how we were working and turn it on its head.  We looked at all the different agile options such as scrum, kanban, lean, xp, etc and decided to take the best parts from all of these instead of sticking with one approach.  This session will take you through our journey and share what worked for us that could also work in your organization.


Outline/Structure of the Talk

We adopted agile and scrum in our organization over 4 years ago.  While it had great initial benefits and allowed us to truly embrace the spirit of agile at the beginning, it has become stale and people have started forgetting why we did it in the first place.  Agile and specifically scrum fatigue started to set in.  The teams became too focused with the scrum ceremonies and started losing sight of the true meaning of agile.  In this talk I will go over several scenarios we experienced in our day to day that clearly went against the agile philosophy and mindset and what we had to do in order to get the agile mindset back.  The session will have the following format:

    • Introduction - Discuss the challenges facing us when I joined the company and and some of the steps we took in order to get us working better and creating a great software product.
    • The Challenge - Discuss the challenges we faced as we kept growing in a pretty rapid pace
    • The Solution - Once we realized that the process was no longer working for us, we had to get together as a team and really evaluate our process.  
      • The following are some of the typical SCRUM ceremonies we eliminated:
        • Sprint planning sessions
        • Bi-weekly iteration cycle
        • Story estimates by team
      • We did keep the following (with some adjustments):
        • Daily standups
        • Retrospectives
      • We adopted the following from Kanban:
        • WIP limits on board columns
        • Tracking story lifecycle rather than story points
        • Focus on completing stories by team members removing obstacles and bottlenecks
      • We also started experimenting with pair and mob programming at times
    • Conclusion  - Where we are today


Learning Outcome

Attendees of this session will:

    • Learn what worked for us and what didn’t in hopes of implementing or changing their own process
    • Be encouraged to evaluate their process and ask questions.  Determine if what they do works and helps their team members and end users
    • Be exposed to different types of agile processes in order to help them understand what may work for them in their organization

Target Audience

Scrum masters, Product Owners, Development & QA Managers

schedule Submitted 4 years ago

Public Feedback

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      Fabiola Eyholzer
      Just Leading Solutions
      schedule 4 years ago
      Sold Out!
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    • 45 Mins

      “Every line is the perfect length if you don't measure it.”  - Marty Rubin

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    • Niranjan N V
      Niranjan N V
      Chief Consultant
      Exelplus Services
      schedule 4 years ago
      Sold Out!
      45 Mins
      Experience Report

      Agile leadership i is the ability of a leader to be able to lead well in a wide range of circumstances especially new, changing and ambiguous situations. In situational leadership theory, styles of leadership refer to behaviours that a leader should engage within different situations. Agile leader

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      The proposed talks explain the behaviour, leadership styles and actions of Agile leaders. They have to be great at the following areas, to play their role effectively in 21st century.

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      #1 -  Incubate the Transformational leadership

      # 2 - Develop the Transformational Leadership

      # 3 - Expand as a leader from Expert-Achiever-Catalyst

      #4 - Develop people

      # 5 - Lead the change

      # 6 - Set the  goal and minimise the work requirements

      # 7 - Unlock the best potential

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    • Evan Leybourn

      Evan Leybourn - Business Mini-Hackathon (no coding necessary)

      480 Mins

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      But is your business agile? I don't just mean IT - I mean Finance, HR, Marketing - your very organisational DNA. If not, let's hack your organisation to embed business agility.

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      Before the hackathon:

      • Come prepared and understand your problem
      • Bring a team. They don't all have to be from your own organisation, bring folks who are passionate. Don't have a team, don't worry - we'll form teams on the day as well.

      During the hackathon (Phase 1):

      • Split into teams of 3-6 people.
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      During the hackathon (Phase 2):

      • Hack it - this could involve creating future state value-stream-maps, communication and change plans, new organisation structures.

      After the conference:

      • We'll regroup (virtually) as a team a week or two after the event to see how effectively the adoption of the hack is going...