This is a hands-on in-depth training for everything Scrum. Basics of Agile and Scrum will be examined at the beginning of the training class, and afterwards, we’ll deep dive right into Scrum’s profundities. We’ll explore all of the essential Scrum values, principles, and elements. We’ll also cover important related topics, such as leadership, coaching, and team dynamics. If you’re already determined to change your team, department, or organisation with Scrum, this class is for you.

 
 

Outline/Structure of the Workshop

The training class is structured around the following agenda points:

  • Agile
    • What is Agile? or The Umbrella, the Rock, and the Mindset
    • Values and principles
    • Inspect and Adapt
    • Sharing Knowledge
    • Devil’s Square
    • Complex Adaptive Systems
  • Scrum
    • Scrum Flow
    • Scrum Roles
    • Doing Scrum
    • Personas
    • Sprint Review
    • Sprint Retrospective
  • Motivation
    • Theory Y & X
    • Maslow’s Hierarchy of Needs
    • Flow
    • Carrots and Sticks
  • Misc
    • How does Agile look like in the Real World?
    • Shu Ha Ri - How we learn
    • Agile with SpaceX
    • Agile at Spotify

Learning Outcome

  • Overview of Scrum, including its origin.
  • Ideas about what the introduction of Scrum means in their own organisation.
  • How to change an organisation with Scrum.
  • Hands on experience with Scrum.

Target Audience

Everyone

schedule Submitted 2 years ago

  • Bernd Schiffer
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    Bernd Schiffer - Sustainable pace – The forgotten Agile principle

    50 Mins
    Talk
    Intermediate

    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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