2015 Sessions - ALM Chicago
CULTURE EATS STRATEGY FOR LUNCH: Creating Culture As Your Competitive Advantage
The practices of extraordinary cultures and their uninspiring counter-parts have emerged through decades of work and research. The qualities that make a culture excellent are about 80 percent generic and 20 percent unique. Competitive advantage results from the 20% that slam-dunks the brand promise to the customer.
Coffman (co-author of First Break all the Rules with Marcus Buckingham) ushers in a new perspective, which challenges some bedrock, but timeworn organizational practices, from the “little boxes” on the organizational chart to the employee survey and the bureaucratic veneer.
Great cultures do not all do it the same way, but the outcomes and experiences they create are revolutionary.
Why buy the piano when what you want most is to hear the music?
Lean Change Management
I’ll show how you can approach implementing Agile change in an Agile way by taking decades of learning from the change management and organizational development worlds and using Agile practices to create your own change method that is more likely to work in your unique circumstances.
We often talk about the challenges of distributed teams, but what about the social consequences? Let’s explore how agile principles like simplicity and self-organization get expressed through social roles within distributed networks.
Coaching Skills for Scrum Masters & The Self-Organizing Team
Scrum works best with — arguably, requires — a self-organizing team. If you want a high-performing and self-organizing team, it helps if your Scrum Master thinks like a coach instead of a manager. In this talk, Ben will discuss why this is true and will give you specific Scrum Mastering tips on how to think and act like a coach.
Environments as a Constraint to Product Delivery
Many organizations spend vast time doing environment maintenance when they could be doing product discovery. In this session, we will change the continuous delivery and devops discussion from environment automation and towards product pull thinking.
Lean Product Management
Product Management is an art of balancing customer needs with creating business value. Unfortunately, many of the tools and values we have as Product Managers do not focus on building products our customers need but building what we “think” they will want. In this talk, we’ll look at traditional Product Management and see how we can adapt Lean processes into the role to create better products for our customers. We’ll rethink our most common tools to better suit a customer focused approach, with plenty of example and real life stories.
Agile CEO: Is Leadership at Odds with Autonomy?
In this discussion of modern leadership, Chad Albrecht will examine the tension that, at first glance, exists between leadership and autonomy. With a deeper examination it becomes clear that true leadership and true autonomy are codependent and necessary for high-preforming teams. So what do these two things look like? How do they rely on one another? What often goes wrong? Chad will bring some real-world examples into this discussion and talk about his success and failures in this area.
From Rags to Riches: Transforming a Team with Continuous Delivery
So you’ve setup a CI server and automated deployment. You’re sitting back admiring the builds flowing out, but your team looks at you like they’re in the pilot seat of a commercial jet and you’ve asked them to fly it! All this new feedback is streaming back to them, and concepts like branching, large databases, and releasing the whole application stack at once are becoming a challenge. To top it off the team wants to increase quality, but they don’t know when to fail the build and want to change the quality gates whenever they are time pressured.
In this talk, Dan will cover what feedback is valuable and the dysfunctions that develop both in the team and the operations group as a result of continuous delivery. Then we’ll discuss how you team can capitalize on the information to improve themselves and discuss how the applications can evolve to replace concepts done in traditional delivery today.
High Performing Teams: Are the Right People in the Right Roles?
Even the most talented, well-trained teams get stuck. What’s the missing ingredient? Conventional training that focuses on improving communication and stages of team development is critical. But the best teams go a step further. They unleash each member’s key strengths through the adoption of specific team role behaviors to ensure the team’s success.
All teams need to generate and evaluate ideas, identify solutions, gain organizational support, challenge themselves to improve, organize and execute work while keeping the team focused and ensuring all team members contribute. Most teams haphazardly execute these roles/responsibilities. Research and real life experience show that successful teams intentionally delegate these roles to the members most naturally suited.
In this discussion, Karen will outline nine necessary Team Roles which, when all are present in the right proportion, can catapult a team’s productivity into ultimate success.
More with LeSS: Scaling, Change & the Role of Management
After almost a decade of working worldwide with large product groups in their adoption of LeSS (Large-Scale Scrum), some patterns have emerged in the success or failure of these adoptions. Central to these patterns is the behavior of management. We'll explore stories of LeSS adoption and analyze the implications on the organizational design, and management behavior.