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Bernd Schiffer

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Many 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.

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A Chapelaria, empresa do grupo Malagueta, realizou dia 15 de Setembro de 2016, o primeiro workshop HDEC: a fórmula humana para a inovação. O workshop foi ministrado por Fernanda Romano, profissional reconhecida com diversas condecorações profissionais, listada entre as 100 mulheres mais influentes da Comunicação pela Ad Age, cujo trabalho foi selecionado pelo TED entre os 10 Ads Worth Spreading em 2012. No workshop, Fernanda defendeu que, atualmente, empresas de melhor desempenho são formadas por “hackers”, designers e empreendedores, mostrando àqueles que desejam navegar o mundo de hoje que, para ser bem sucedido, ou mesmo para continuar no jogo, é preciso criar maneiras de transformar estruturas sagradas. Os participantes tiveram contato com o framework de trabalho das empresas mais modernas do mundo e o propósito foi de provocar a todos para que aceitassem a necessidade de uma nova maneira de trabalhar: mais ágil, barata e inteligente. O conteúdo do workshop está quase inteiro aqui. Mais informações: chapelaria@malagueta.co

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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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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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Have you ever felt like your team’s continuous improvement is stalling, and all the best attempts of running effective retros don't get them to a higher performing state? Teams that avoid conflict at all costs or even just feel uncomfortable embracing conflict have a big problem. They will sweep things under the carpet to not rock the boat. And often it doesn’t even matter if the boat is smoothly sailing or in trouble already. Hence, even game changing ideas end up under, instead of on the carpet, and can hence prevent amazing technical, product, and process improvements. The reason for this behaviour is that people and whole teams fear conflict, as they don’t know how to deal with it. A team in harmony is a good thing after all, right? Wrong! In this session we will address why you want conflict in your teams, healthy conflict of course, but conflict nevertheless. We’ll present useful strategies and tools on how teams and individuals can get in touch with conflict. You will learn how to utilise these strategies and tools for better outcomes and a much better team culture, too (even if the latter sounds counterintuitive). So come along to be slightly pushed out of your theoretical comfort zone and learn to make (healthy) wars, not (only) love!

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There is a lot of reluctance within organisations to place ScrumMasters, let alone to spend money to hire them. Surely this role can be done by one of the developers, right? After all, it’s only a minor role, isn’t it? Far from it! The ScrumMaster is a full-time role. Without it, who can take care of the agile process on behalf of a busy Scrum team? One way to help teams and management understand the value of the ScrumMaster’s role is to show them the volume and importance of tasks a ScrumMaster can fulfil, and the consequences of what happens if nobody takes care of these tasks. This session not only presents the 42 tasks of a ScrumMaster’s role but will clearly show that every Scrum team needs a ScrumMaster.

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Session "Comparing Ways to Scale Agile" at the Agile Product and Project Manager Meetup in Melbourne, Australia. These days organisations are looking for support to scale their Agile environment. There’s a difference between having one Agile team on its own, or to have several Agile teams providing value to the customer and interacting with each other. This session will give an overview and comparison of all the different Agile scaling approaches out there, i.e.: * Scaled Agile Framework (SAFe) * Evidence-Based Management (EBMgt) * Disciplined Agile Delivery (DAD) * Enterprise Transition Framework (ETF) * Large-Scale Scrum (LeSS) * ScALeD Agile Lean Development * Scaling Agile @ Spotify (SA@S) * Product Development Flow by Reinertsen (PDFbyR)

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