Videos on Scrum and Agile Project Management
Agile has lost its shine, “corporate agile” has stripped away all the fun, passion, excitement and learning. Adding Objectives and Key Results (OKRs) just makes it worse: a reinvention of top-down management by objective with added metrics to mislead and distort reality.
Agile transformations are difficult, and often simply fail. After all, change is usually disruptive. Even an organization that wants to embrace change can see mediocre results. The underlying causes vary from ignorance on how to transform, to full and hostile resistance.
Received business wisdom holds that clear lines of responsibility, and single points of accountability, are crucial to give Scrum team members clarity over their expectations; but doesn’t that sound a little too close to a mechanism for blaming people?
Product metrics and key performance indicator(KPIs) have been getting increasingly more important and useful for Agile organizations that develop digital products. When done right, they can become an engine for product growth and inform great strategic and tactical decisions. When done wrong, they can lead to a huge amount of sunk resources and wasted time.
How do you organize the technical parts of your Agile software development work? Do you create Technical Stories or Technical User Stories alongside your User Stories? If so, we think that you are probably storing up some problems.
This presentation discusses how to do portfolio planning and prioritization at scale based on experiences within one of the largest banks in The Netherlands. It presents practices that have been developed, shows examples and explains how to plan for short term (< 3 months) and longer term.
This presentation invites you to discover what Agile Leadership can be, by giving you concrete keys to open a three dimension perspectives : inner leadership, co-leadership and leadership as a service.
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