Talk: Why are we Sprinting? Stop, let’s Slow Down a Bit.

Talk description

Title:	Why are we Sprinting? Stop, let’s Slow Down a Bit.
Short synopsis:	Is your team ‘Agile’? Have they reached that nirvana state or do they consider themselves as at the end of their Agile transformation? After all, they look after the backlog, they have all the ceremonies and roles...what could be missing? They must be Agile. But do they fully understand what is behind the roles, ceremonies and artifacts? Or why they are doing what they are doing? Even if they are a mature team, do they still inspect and adapt? Take a step back and go back to the foundations. I’d like to discuss how teams can stop ‘doing Agile’ and start ‘being Agile’. A lot of teams I have worked with have had the mindset of ‘we’re great’. But when you look closely they have plateaued or even worse they were only going through the motions and gaining nothing from their time or effort at pretending to be Agile. But how do you break through this mindset by taking a step back? I’d like to discuss the approach of going to the basics, the foundations of values and principles, and the experience of applying them with the teams. Ultimately, how the teams matured and flourished once they understood why they were doing things, instead of just doing things because they read about it or someone told them to do it. Also, I’d like to speak about some of the challenges this approach encountered, how we got around them and the benefits we gained from doing this. I have used this approach in different multinational companies, spanning a range of industries; from investment banks, to pharmaceutical and health care, to MOD technology companies via the national mapping agency for the UK. I’ll be drawing from transformational changes at the team level, but also up to a culture change within these companies. If you feel your team or company has become stale with their Agile transformation, maybe it is time to take a step back, Max size: 500 chars
Long synopsis (optional):	Is your team ‘Agile’? Have they reached that nirvana state or do they consider themselves as at the end of their Agile transformation? After all, they look after the backlog, they have all the ceremonies and roles...what could be missing? They must be Agile. But do they fully understand what is behind the roles, ceremonies and artifacts? Or why they are doing what they are doing? Even if they are a mature team, do they still inspect and adapt? Take a step back and go back to the foundations. I’d like to discuss how teams can stop ‘doing Agile’ and start ‘being Agile’. A lot of teams I have worked with have had the mindset of ‘we’re great’. But when you look closely they have plateaued or even worse they were only going through the motions and gaining nothing from their time or effort at pretending to be Agile. But how do you break through this mindset by taking a step back? I’d like to discuss the approach of going to the basics, the foundations of values and principles, and the experience of applying them with the teams. Ultimately, how the teams matured and flourished once they understood why they were doing things, instead of just doing things because they read about it or someone told them to do it. Also, I’d like to speak about some of the challenges this approach encountered, how we got around them and the benefits we gained from doing this. I have used this approach in different multinational companies, spanning a range of industries; from investment banks, to pharmaceutical and health care, to MOD technology companies via the national mapping agency for the UK. I’ll be drawing from transformational changes at the team level, but also up to a culture change within these companies. If you feel your team or company has become stale with their Agile transformation, maybe it is time to take a step back, Some of the topics I’ll cover: - Gamification of the principles and values - Barriers and challenges, i.e. taking time away from the product to re baseline, “We are Agile” mindset - What can be learnt from failures and even embracing them, so that we don’t repeat the same mistakes over and over - Gains and the long term benefits Max size: 5000 chars
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