We will briefly explore the basics of the Who, What, When and Why for Sprint Planning. This is the fist step performed within a Scrum Sprint (time-boxed iteration).
About the session leader:
Marina Shalmon is the treasurer of Agile New England, a Certified Scrum Master (CSM) and an Agile coach with an interest in the human side of Agile. She is the President and Founder of Deep Roots Agile Coaching
Agile 101 and KanBan 101 courses run from 6:00 to 6:45 during the networking period of the monthly meeting. A sign-up sheet is posted at 5:30 near the check-in table. Capacity is limited to only 10 people per class, sign-up is first come, first served.
Pin the Tail on the Metric: Steve Martin
Mar 03, 2016, 6:00 pm - 9:00 pm, Constant Contact, Waltham, MA: REGISTRATION IS REQUIRED
Metrics don’t have to be a necessary evil. If done right, metrics can help organizations identify trade-offs between options and make better forward-looking decisions.
In this interactive presentation, we’ll take a different approach to metrics. Instead of giving the “top 10 list” of field-tested metrics, we’ll first talk about characteristics of good metrics, whether for a team, portfolio or transformation. We’ll then walk through an activity called “Pin the Tail on the Metric.” This technique will help you facilitate the critical thinking necessary to determine what types of metrics will empower your organization and teams to improve their performance and job satisfaction.
About the speaker:
Steve Martin is a Principal Enterprise Agile Consultant at SolutionsIQ with over 20 years’ experience helping companies deliver exceptional results. He consults with coaches and trains companies to apply Agile and Lean Startup concepts enabling them to scale Agile across their enterprise.
Steve has worked in many industries (Healthcare IT, Finance, Biotechnology, Hospitality) and partners with organizations at all levels ranging from those in the Executive Suite to Management to Product Development Teams.
Effective Product Ownership is crucial for unlocking the benefits of agility. It can be the difference between an "Agile Theater" when it is a "Product Owner in name only" and an empowered "CEO of the Product/Project" who facilitates effective collaboration between agile teams, stakeholders, customers/users to maximize value delivered and business outcomes.
In this Agile 101 session we will understand why effective product ownership is so important, who should be the product owner in a variety of situations (IT units inside a software-enabled business, Product Development ISVs, Contracted project development), the key expectations from the PO, and answer some of your questions and challenges around Agile Product Ownership.
Yuval is a senior enterprise agility coach at AgileSparks, an international lean agile consulting company with offices in Israel, India, and now in Boston. His client portfolio includes lean/agile initiatives at HP Software R&D, Siemens Manufacturing, Amdocs, Intel, NICE, ICAP, CyberArk, PerfectoMobile and various other smaller enterprises. He is a frequent conference speaker, holds the Lean/Kanban community distinguished Brickell Key Award, is a SAFe Program Consultant, CSM, CSP and CSPO. He is the author of “Holy Land Kanban” and blogs at yuvalyeret.com. Yuval recently moved to the Boston area with his family to lead AgileSparks consulting services in the US. In his spare time he plays volleyball.
Topic: The Role and Qualities of a successful ScrumMaster
New to the ScrumMaster role? Do you know what it takes to be a great ScrumMaster? Come share your experiences or learn something new about the role.
This will be an interactive session to talk about the ScrumMaster role, impediment identification and a discussion-style round table on how to become a successful ScrumMaster.
About the session leader:
Chris LeBlanc is an Enterprise Agile coach at Vistaprint, a large online printing company that sells exclusively through a very complex E-commerce web site. He is currently coaching 7 scrum teams and their leadership. He helped setup the ScrumMaster Community within Vistaprint. He created and taught a ScrumMaster Bootcamp. Chris is passionate about unlocking engineering power through creating hyper-performing, self-organized teams.
His Agile journey began at Cisco where he was the ScrumMaster for pilot Agile teams transforming from Waterfall to Agile/Scrum. The success of the transformation resulted in Cisco adopting Agility for its 28,000 person engineering organization. Chris is one of the authors that contributed to what is now known as the Cisco Agile Playbook.
His background includes a BS in Computer Science, CSM and 15 years of software development experience.
Agile 101 courses run from 6:00 to 6:45 during the networking period of the monthly meeting.
A sign-up sheet is posted at 5:30 near the check-in table.
Capacity is limited to 10 people per class, and sign-up is first come, first served.
Enterprise Service Planning - Scaling the Benefits of Kanban: David Anderson
Feb 04, 2016, 6:00 pm - 9:00 pm, Constant Contact, Waltham, MA: REGISTRATION IS REQUIRED
Enterprise Services Planning (ESP) is the future of management for professional services businesses.
Your business is an ecosystem of complex interdependent services. To survive in the fast moving 21st Century, you must create a business that is continually "fit for purpose" with an organizational capability for evolutionary change and adaptation.
ESP enables this new strategy by helping you evolve your network of services and make them fit for purpose. ESP practices help you schedule and sequence work, forecast delivery dates and expected outcomes, allocate capacity, manage dependencies, and manage risk.
About the speaker:
David Anderson is the pioneer of the Kanban Method, as well as Enterprise Services Planning, a system of management for businesses operating in complex environments. He is CEO of Lean Kanban, Inc., a consulting, training and event planning business dedicated to developing and implementing sustainable evolutionary approaches for management of knowledge workers. David has 30+ years experience in high technology and has led software teams using innovative Agile methods at companies such as Sprint and Motorola.
What are the things in structure, process and language that lead to the rift between IT and “The Business”? In this session we will look at the causes and consequences of artificial boundaries between IT and business organizations, and what can be done about them.
In theory everyone in an enterprise is aligned toward selling products, delighting the customer, and helping employees evolve their talents. But in reality departments establish their own vision and goals that undermine the alignment, or worse, create actual hostility between IT and the lines of business they support.
Agile teams often focus on output: getting more and better, faster and cheaper. What would it be like if the boundaries between IT and business groups were dissolved and the focus became on collectively delivering real value: impact and business outcomes?
And here’s a question to get you thinking: why is the phrase “The Business” part of the problem?
About the speaker:
Bob Fischer is an organizational agility consultant with Eliassen Group. Previously he was a Vice President at Fidelity Investments, where he was responsible for the deployment of Agile to over 400 people. His activities included coaching at the team and program levels as well as working with functional groups not directly involved in Agile such as Finance, HR, and Process Ownership. The cultural change included getting agreement between the Business Unit President, CIO, CFO, and the head of Product Development on a common strategy for deploying Agile. Agile was cited as the key reason a large (over $10 million annual spend) project went from failure to success. Bob was also an organization-wide catalyst at Fidelity, helping to broaden the deployment of Agile across the larger organization.
As an organizational agility consultant, Bob works with organizations that have found agility to be essential to their ability to survive and thrive in a time of rapid change, technology upheaval, and intense competition. His systemic approach enables companies to look across their whole organization to envision, design, build and deliver high value products.