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Thank you for posting your Open Space Session! It’ll be available with all the other posts from today in about 15 minutes here:
http://ScrumOpenSpace.com
Cheers,
-Adam
Global Scrum Gathering Pheonix – May 6, 2015
Open Space “Stuff (SH*T) Bad Products Owners Say”
Convener: Bob Galen
List of Participants: yes, lots
Discussion and recommendations:
Format: 3×5 cards – write:
a) some bad statement a P.O. has said
b) some context
c) what would be a better way to have said it, or what would you say to the P.O.
Cards submitted:
Recap – what a bad P.O. should do more of in order to become a better P.O.:
Allow experimentation
Be available as a P.O. the team
Ask questions instead of tell or demand
Get P.O. education on Scrum
Support the team and remember you are a key part of the team.
Support the team by giving the team time. Rem that introverts (most developers) need time to process and think alone before contributing to the group
Manage the stakeholders
Don’t bully the team
Use “the board” to show real readiness (show the story not being ready and what needs to be done)
Say Thank You to the team – often
(Respect, Trust, … etc.)
Convener: Roger Brown, CSC
Participants: ~25, no names collected
Discussion:
Roger gave an abbreviated version of a prior presentation with interactive Q&A. He covered the following topics:
The enclosed photos are reminders of the presentation. A more extensive treatment is available at: http://www.slideshare.net/AgileCrossing/the-agile-coaching-profession
Additional References mentioned in the presentation:
www.AgileCrossing.com/resources/articles#coaching
http://www.amazon.com/Mindful-Coach-Facilitating-Leader-Development/dp/0470548665
http://www.amazon.com/Crucial-Conversations-Talking-Stakes-Edition/dp/0071771328/
For more information, contact roger.brown@agilecrossing.com
Convener: Roger Brown, CSC
Participants: About 35, no names collected
Discussion:
Roger gave an overview of the current program as extensively revised for 2015. He also announced the formation of a Scrum Alliance Working Group to create a certification at the multi-team level for coaches who are not currently working at the enterprise level required by the CSC Program. Q & A followed.
The enclosed pictures have minimal information and are provided just for attendees to help trigger memories of the discussion. A more extensive treatment can be found in this prior presentation: http://www.slideshare.net/AgileCrossing/csc-program-update-2015-11
Further details on the current program are at https://www.scrumalliance.org/certifications/csc-certification.
Additional references for Agile Coaching are in the presentation. Two of these mentioned in the session are:
For information on the new certification, contact roger.brown@agilecrossing.com for now. We are just now chartering the team and do not have a public news channel set up yet.
Internal Corporate Coaches/Trainers
This session was aimed at getting together people who are coaching/training Scrum teams as an internal company employee, not as an external consultant or otherwise Certified Scrum Coach or Trainer. The aim was to find out the range of teams and organizational issues of concern and then see who would be interested in some sort of ongoing contact.
This chart shows the range of teams, general distribution of them, and main topics of interest for those who attended, at least at the beginning when we were doing introductions:
#Teams |
Distributed |
Topics |
28 |
2 US |
Leadership training; SMs on multiple teams |
9 |
No |
Where do you sit organizationally and what influence do you have? |
2 |
Multiple US |
How to get better as a coach |
3 |
No |
Change |
0 |
|
Why conversations with 50 sales and marketing personnel |
5 |
No |
Remove “doing” frustration (as opposed to “being”) |
20 |
US & India |
Overall communication and direction |
10 |
5 US and 5 not |
Influence without any authority |
30 |
US |
Moved to feature teams issues |
40 (5 Kanban) |
CA, NJ, India |
Release planning; internal change of teams |
70 |
Argentina, Ukraine, … (9 locations overall) |
Scrum -> lean, Kanban |
9 -> 6 |
Mostly collocated |
Consolidation transition |
80-90+ |
US and India |
Variety of maturity levels across teams |
137 |
US (3), Canada, India, Israel, Germany (2), France, UK (2), Korea, Vietnam |
Sustaining the transformation and growth in “experimentation” |
Email addresses were collected. Those interested who were not able to attend or did not get their email noted can contact Scott Duncan at scott.duncan@intergraph.com.
Skip Angel, @skipangel
Skip Angel, @skipangel
Skip Angel, @skipangel
How to Scrum outside IT?
Sent from my iPhone
–
Sent from iPhone
Book recommendation, Quiet by susan cain
Sent from my iPhone
This forum has facilitated developing and sharing of great ideas at my company.
–
Convener: Brian Holt
Participants: some folks
Discussion: user stories are way better than requirements docs, but they still suck and people still anchor to 'I want'. We should focus more on the problem we're solving and what makes it done. Conclusion, we don't like user stories, there needs to be something better, but we're now to sure what yet. We need to have teams focus on the problem statement.
Notes from the #NoEstimates session.
Session 15, 10:00am
Host: helene de Saint
Front
Theme: How to add meaning and positive impact
using scrum and Open Space?
Participants
-
Nancy mayer
-
Dennis johansson
-
Marc vuillemot
-
Yannis tarer
-
Regis
schneider
-
Torgny
andersson
Ideas/main inputs:
How to improve meaning and create a positive
work environment?
-
Making
work more fun
-
Changing
the workplace, have positive impact
-
Using
games, including serious gaming
-
Talking
about purpose
-
Putting
work in context
-
Observing
people and talking about their passion, trying to support them to get more from
their passion
How to build a community at work?
-
Management
3.0: making your company a community (1.0: machine, 2.0 sports team, 3.0 agile
philosophy, motivation)
-
More
bottom up, more autonomy, teams are community and family
-
Scrum
approach, with Scrum master protecting the team and its members
-
Easier
to start with Agile community you don’t have to be a star to express yourself,
everyone has a role
-
Identify
shared issues to create a common goal to join the community, something people can
want to share, to complain about, and want to do something about
Problems: when we
break the teams at end of the project: how to keep this feeling of belonging?
How to get control freak managers to change?
-
First
step: understand his purpose to better address it
-
Demonstrate
he can be a conductor of an orchestra,
with no need to micromanage
-
Make
him understand how he communicates
Problem: Managers in
France don’t give meaning or fun because they are afraid they will lose control
How to get managers to turn to Scrum?
-
Get
some training on Scrum
-
Make
a pilot with a manager willing to turn to scrum, then it contaminates other
-
Get
him to trust people will meet his expectations, scrum board is very reinsuring
for this
How to make sure Scrum is effective for people
to give their best and fulfill themselves at work?
-
As
manager, be a role model
-
Get
people around you to develop, to express themselves
-
Need
to learn to fail
-
Taking
little task and celebrating every small victory
-
Make
them laugh before the daily scrum meeting
How to create collective fun and helping
others' achieve their goals?
-
Have
team objective and team reward => Scrum: each squad has its own mission
-
help
people to be more specific about their mission and goal
-
Ensure
more transparency
How to have fun at work/in scrum projects?
-
Understand
the differences between fun and lack of commitment: Exemple of french
perception of fun vs work: Post-it war between buildings in la Defense, comments
showed perception that people werenot working while they were just having a
little fun to release stress
-
Values
defined within team: fun is coming up more and more often
-
Convince
people need to be creative, and fun is creative
-
Lead
by example, no tie, colourful shirts for facilitator, scrum master etc
-
Create
a name for the team, with a story, take a collective picture, find symbols,
play with metaphors, even internally
-
How to help people learn and develop?
-
Management
is education of people: manager’s role is key
-
Take
people out for lunch as on boarding, get to know them personally: You need to
know how people learn
-
Create
Bootcamp to get people up to speed when they join the team
-
Display
everything on the wall, visual thinking, transparency helps learning
How to increase efficiency in scrum and in meetings?
-
Scrum
master is essential for this. Minimize mall pieces of time between meetings that
take a lot of efforts and frustration=> Idea: Core hours, between 11 to 2,
or all afternoon, when nobody can disturb people for meetings.
-
Get
a good flow, give people more positive
feedback
-
Scrum:
give the people the possibility to control their day to day activity
-
Agile:
people know better all the line of the project, what they are doing it for,
know all the people involved in the project
-
Strong
impact when manager comes regularly to check the project
-
Always
put in some games or exercises, see Tasteacupcake website for agile tests.
-
Games
can be powerful and useful. For instance: decide on fun Create punishment like
sing and dance when people are late, and on fun rewards if people all perform
well.
-
Start
the meeting with a song people like.
-
Allow
people a limited amount of time to talk in meetings and add a little jingle
when time is over for each person
-
Law
of two feets, try to implement it in all meetings