The Agile20Reflect Festival Archive

Free Global 24/7 Agile Festival February 2021

Archived Agile Metrics Mayhem

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Metrics are everywhere in the corporate world. Metrics are an important tool in our agile coaching and transformation tool belt. Like most tools, metrics can help us do our jobs better and achieve better results. However, like any good tool, when used improperly, metrics can cause really bad results.
As an agile coach, I use metrics regularly and am expected to produce and report on a wide range of metrics.
Sometimes these metrics can be a great helping to improve outcomes, performance and behaviors. However, when used improperly, metrics can obscure what really matters or worse, promote dysfunctional behaviors.

Learning Outcomes
In this talk, we will discuss how to use metrics to help you achieve better outcomes, improve performance, and encourage desirable, agile behaviors.

Who should come to this event
This talk is targeted at agile transformation and corporate leaders, agile coaches, and agile practitioners.

Patrick Delany is a leader in lean-agile enterprise transformational and a Scaled Agile Coach/Trainer with over 20 years of information technology leadership and consulting experience. Patrick has transformed technology organizations, programs, and teams across multiple industries and technology disciplines including management services (operations, program, portfolio), applications development, and infrastructure.

Follow Patrick here

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https://www.linkedin.com/in/patrickdelany/

Patrick Delany is a SAFe SPC 5 certified agile coach
Patrick Delany, MBA, SPC5, PMP, CSM, ITIL v3
Senior Lean-Agile Transformation Coach Consultant

Ken Roberts is founder and coach of Better Ways Agility, LLC. Ken is an experienced Transformation Consultant. He has helped organizations large and small shift the way they work, resulting in better customer value delivery and deeper engagement through collaboration. He is passionate about creating environments where learning cultures emerge and organizations can adapt to change. He believes the power of connection helps people and companies grow. Ken also organizes the Princeton Agility meetup group.

Ken’s certifications include Scaled Agile Program Consultant (SPC), Certified Scrum Professional, Certified Scrum Master He also has IC Agile certifications in agile leadership, agile transitions, coaching and facilitation.

Reach out to Ken via Linked In at:
https://www.linkedin.com/in/kennethroberts/

Europe session on The Retrospective Radar for Agile

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LEARNING OBJECTIVES:

How to apply the visualization tools and techniques for teams to reflect together in a spirit of continuous improvement and then report, at scale, on the aggregated feedback so that leaders can make informed decisions to adjust strategies based on team insights.

The Retrospective Radar is a visualization tool and technique for teams to reflect together in a spirit of continuous improvement. The Retrospective Radar itself is a helpful overlay of Pat Kua’s ‘Retrospective Starfish’ for prioritizing learnings and new ideas for upcoming work and places it over Stephen Covey’s ‘Circles of Control, Influence, and Concern’. The result is a visual way for team members to identify and prioritize their own work in the Circle of Control while elevating feedback and requested changes to their direct manager (Circle of Influence) and sharing systemic issues or system-wide new ideas directly with Senior Leadership (Circle of Concern).

What’s distinct about the Retrospective Radar is how qualitative feedback is aggregated, quantified, and prioritized for action by leaders while the prioritization of work comes for the users comes directly from the insights gained during the retrospective itself. This session will include an overview of how the Retrospective Radar, the reporting mechanisms, and Watson Natural Language Processor are being used at scale today and a live, interactive session using Mural for all session attendees to participate in simultaneously.

At IBM, we have averaged over 200 individual feedback entries per month, acted upon at scale. The unique reporting we leverage using Watson Natural Language Processor and a custom reporting tool allow for granular feedback review and an aggregated feedback representation for all of the Agile Digital Sales teams. I will be sharing the how we’re leveraging qualitative feedback in a quantitative way, which translates for any and all Agile teams.

U.S. EST Retrospective Radar for Agile

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LEARNING OBJECTIVES:

How to apply the visualization tools and techniques for teams to reflect together in a spirit of continuous improvement and then report, at scale, on the aggregated feedback so that leaders can make informed decisions to adjust strategies based on team insights.

The Retrospective Radar is a visualization tool and technique for teams to reflect together in a spirit of continuous improvement. The Retrospective Radar itself is a helpful overlay of Pat Kua’s ‘Retrospective Starfish’ for prioritizing learnings and new ideas for upcoming work and places it over Stephen Covey’s ‘Circles of Control, Influence, and Concern’. The result is a visual way for team members to identify and prioritize their own work in the Circle of Control while elevating feedback and requested changes to their direct manager (Circle of Influence) and sharing systemic issues or system-wide new ideas directly with Senior Leadership (Circle of Concern).

What’s distinct about the Retrospective Radar is how qualitative feedback is aggregated, quantified, and prioritized for action by leaders while the prioritization of work comes for the users comes directly from the insights gained during the retrospective itself. This session will include an overview of how the Retrospective Radar, the reporting mechanisms, and Watson Natural Language Processor are being used at scale today and a live, interactive session using Mural for all session attendees to participate in simultaneously.

At IBM, we have averaged over 200 individual feedback entries per month, acted upon at scale. The unique reporting we leverage using Watson Natural Language Processor and a custom reporting tool allow for granular feedback review and an aggregated feedback representation for all of the Agile Digital Sales teams. I will be sharing the how we’re leveraging qualitative feedback in a quantitative way, which translates for any and all Agile teams.

R.O.I. en Agile Change Management

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R.O.I. en Agile Change Management Agile20Reflect Festival

Descubre cómo calcular el impacto de tu mindset ágil en los procesos de cambio.

Agile Metrics, Agile Mindset, Change Management

El principal aprendizaje se generará a través de la co-creación de una fórmula empírica para calcular el Retorno de la Inversión de la implementación y gestión del cambio ágil a nivel organizacional. Para ello, utilizaremos la herramienta Mural con la cual facilitaremos los debates y reflexiones colaborativas.

Expositores: Jorge Ulsen Rivas y Alexis Hidalgo Gallardo.

The Descaling Manifesto

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Click here for the Zoom details

Scaling destroys business agility – meaning the ability to respond to changing market conditions. In 2018 only 4% of State Of Agile respondents reported that Agile helped their business respond to changing market conditions. In 2019 it was 6%. In 2020, the survey stopped asking that question.

Responding to change is one of the four manifesto values, so that’s a massively expensive failure across the whole world. Ignoring that failure in the VUCA world of 2021 is suicidal for any organization. So this session is about the values and principles of a new movement that inherits the whole Agile manifesto, and repurposes it to help organizations continuously, intelligently adapt to changing market conditions.

We’ll learn 5 critical descaling metrics and how to measure them across your organization; understand why we need to supplement the Agile values with 4 more if were going to accelerate learning flow across the organization, and explore 12 simple but extremely powerful ecosystem-thinking principles that distinguish agile businesses from hidebound, self-defeating bureaucracies.

 

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