archive-nl.com » NL » I » IMPROVEMENT-SERVICES.NL

Total: 128

Choose link from "Titles, links and description words view":

Or switch to "Titles and links view".
  • Scrum Practices | ImprovemenT
    appreciates Socratic questioning as one of the more effective teaching tools available to the Scrum Master in working with Team or Product Owner Once again so much of the newness in the Agile way of working seems to be a renaissance of forgone wisdom O ut beyond ideas of wrongdoing and rightdoing there is a field I ll meet you there Rumi 13th century Sufi mystic Posted in Agile Mindset Scrum Practices Tagged Scrum Coaching Advanced Scrum Training at the Rugby Field Posted on April 25 2015 by erikphilippus Your organization has made the move to Scrum You are familiar with the Agile principles Your are a member of a Scrum team as Scrum Master Product Owner or Developer The new way of working suits you but sometimes you think do we us our talents and skills to the fullest why are our retrospectives becoming so monotonous why does unplanned work still cause so much interruption In other words you ask yourself what it would be like to be part of a truly coherent and high performance Scrum team Then do yourself and your team members a service and take part in the two day Advanced Scrum Training Take the next step together with your team experience the Agile mindset and discover innovating and exciting ways to join forces in a more effective and pleasant way After completion of this training many techniques will be added to your toolbox which you can apply immediately in your own working environment Intended audience This is an intensive and interactive two day training for existing Scrum teams The men and women in the team are motivated and the enthusiastic to become part of a winning team Organizations can enroll with one or two Scrum teams The total number of participants is between 6 and 14 persons What items will be addressed How can we enthuse all our colleagues for Agile and Scrum How can we ensure effective collaboration between our Scrum teams How can we make our retrospectives a lot more valuable How can we effectively deal with unplanned work and disruptions How can we make a realistic project and release planning How can we use cross functionality to the fullest How can we effectively apply self empowerment How can we answer your questions and challenges What is the essence of this training Real synergy is gained mainly by hands on experience together with your team mates The Advanced Scrum Training is a very practical training Each new approach will be connected to new behavior How After presenting some theory we will practice what has been learnt using relevant and startling work forms on the rugby field Every exercise is concluded with a retrospective humorous profound and always respectful Who are the trainers Erik Philippus of ImprovemenT and Wessel Hofman of Scrumit have joined forces and developed a challenging Scrum masterclass They form a unified team combining their experience and creativity They have bundled their broad experience craftsmanship and enthusiasm into a professional training with a tangible result Erik and Wessel are ready to provide you with an unforgettable training Follow up program After completion of the training both trainers will keep in touch with the participants At any time participants can discuss difficult practical questions with one of the trainers to ensure the maximum benefit of the training In addition every participant will be granted access to a private archive with useful background information on Agile Scrum and a subscription on a monthly newsletter with relevant information and useful tips Location The Advanced Scrum Training will be offered at a rugby club near you using the clubhouse and the rugby field The two day training 9u00 17u00 includes lunch What are the costs The fee for the training is 925 per participant In case of simultanuous registration of 7 or more team members the price is 875 per participant Included are intake two consecutive days of training by two trainers location catering all training materials hand out and follow up Additional info registration For more information go to the website of ImprovemenT or Scrumit You can also download the Dutch brochure or call Erik at 31 0 6 55348117 or Wessel at 31 0 6 10842855 Posted in Agile Mindset Scrum Practices Tagged Advanced Scrum Training Retrospectives Scrum Practices Scrum of Scrums toward Agility on Strategic Level Posted on February 14 2015 by erikphilippus An important technique for scaling Scrum to large project teams is the Scrum of Scrums meeting Each Scrum team designates one member as ambassador to participate in these meta level meetings with representatives from the other teams to create a shared plan to discover and resolve inter team dependencies overlaps and impediments This article extends this traditional view on the Scrum of Scrums meeting lifting it from the operational context to a more strategic level involving stakeholders and relevant adjacent disciplines within the organization The scheme depicted below represents the common view of the Scrum of Scrums meeting the Scrum teams presumably working on the same project get together at their standups and then send their their delegees to another standup where they get together and discuss the cross program risks on a daily basis They then have to get back together with their teams This type of Scrum of Scrums meeting has not a united positive image in Agile circles Some argue that teams push problems up a hierarchy for someone else to remove if that s how it s supposed to be in an Agile working environment fostering self empowerment To a certain degree I can agree with this point of view especially since in my opinion the meta Scrum meeting has much more to offer There is more to come According to my own experience the Scrum of Scrums meeting can be more than just a synchronization and alignment meeting on the operational level In addition to the resolution of inter team impediments this meeting offers a perfect opportunity to discuss and decide upon more strategic issues In the scheme depicted below the Scrum of Scrums teams is extended at will with for instance a marketing sales manager portfolio manager system integrator service deployment manager etc Their Product Backlog typically represents the more strategic stuff such as the technical commercial roadmap product portfolio system release plan etc In a large scale organization with many products it is to be expected that the Lead Product Owner joins the club guiding the aggregate view across the various product backlogs Important information radiators for this Scrum of Scrums team are the project burndown burnup charts and the overall release plan based on estimated epics and remaining work In most of the time it is overkill for this meta Scrum team to have a standup meeting every day bi weekly meetings are normally enough Bridging the team level product level and portfolio level I ve found that organizations that align their existing organizational structures with this extended version of the Scrum of Scrums team do a better job of release planning and delivery of business value Connecting the team level with the project and portfolio level this Scrum of Scrums team is able to make underlined trade off decisions which help to prioritize the items on the individual backlogs In addition members of the Scrum of Scrums team may discuss high level valuation ROI project level costing tracking metrics etc So the Scrum of Scrums meetings can incorporate part of the regular PMO activities Long before the dispute about scaling agile started I have experimented with the extended version of Scrum of Scrums For me it is self evident to install this Scrum of Scrums team in every medium size organization with let s say 4 to 8 Scrum teams working in parallel on a product portfolio So for me there was no need to immerse myself in comprehensive Agile scaling models such as SAFe or LeSS introduction of Scrum of Scrums extending the basic Agile Scrum principles and using common sense was enough More than once I have witnessed a fruitful organization transformation after installation of a strategic Scrum of Scrums team Posted in Agile Mindset Scrum Practices Agility and Resilience two sides of the same coin Posted on February 11 2015 by erikphilippus Survival of the fittest is sometimes confused with the right of the strongest But it is not the strongest of the species nor the most intelligent that survives It is the one that is most adaptable to change In the struggle for survival the agile win out at the expense of their rivals because they succeed in adapting themselves best to their ever changing environment This lifesaving property of agility is based on resilience Robust systems can resist short term change but they are incapable of adapting to a change that persists whereas resilient systems can recover form a perturbation and still retain their basic structure and behavior These systems thrive when other systems fail Hence agile systems are survival worthy because they are able to perform in a resilient manner So what exactly is resiliency What is Resilience Resilience is a term that has been used for a long time and in several different ways The term was introduced into the English language in the early 17th Century from the Latin verb resilire meaning to rebound or recoil It was first used in to describe a property of timber and to explain why some types of wood were able to accommodate sudden and severe loads without breaking Almost four decades later a measure called the modulus of resilience was developed as a means of assessing the ability of materials to withstand severe conditions used to compare the strength of materials utilized in the construction of the Royal Navy s fighting ships Many years later resilience was used to describe the ability of an ecosystem to absorb changes and still exist Resilience was contrasted with stability defined as the ability of a system to return to its equilibrium state after a temporary disturbance But it was also argued that resilience and stability were two important properties of ecological systems In the early 1970s resilience began to be used as a synonym for stress resistance in psychological studies of children It soon became a frequently used term in psychology referring to the capacity to withstand traumatic situations and the ability to use a trauma as the start of something new Over the past two decades the term resilience has evolved from the disciplines of materials science the ecology and environmental studies to become a concept used liberally by policy makers engineers and academics Universities have established resilience institutes research programs and offer resilience degrees At the beginning of the 21st Century the business community has embraced the concept to explain why and how organizations must dynamically reinvent their business models and strategies to meet the demands of ever changing business environments and to capitalize on market trends Resilience Engineering As illustrated by the above brief history it is about the absence of resilience increasing the possibility of adverse outcomes as well as materials or systems where resilient was present and where adverse outcomes could be avoided The discussion about resilience versus robustness gave rise to the introduction of the phrase Resilience Engineering in the early 2000s as an alternative or a complement to the conventional view of safety of situations systems and materials This has marked a principal deviation from traditional risk management approaches based on hindsight error tabulation and calculation of failure probabilities The Resilience Engineering Association was established to help organizations to create processes that are robust yet flexible to revise risk models and to use resources proactively in the face of disruptions and economic pressures Failure is the flip side of success Especially in the relationship with agility the view on failure in resilience engineering is noteworthy Failures do not stand for a breakdown or malfunctioning of normal system functions but rather point at the adaptations necessary to cope with the real world complexity Success has been ascribed to the ability of groups individuals and organisations to anticipate the changing shape of risk before damage occurs failure is simply the absence of that It follows that resilience is the system s ability to absorb disturbances before it changes the variables and processes that control behavior Resilient Performance in Adversity and Prosperity The focus of resilience engineering is thus resilient performance rather resilience as a property or quality A system is resilient if it can adjust its functioning prior to during or following events changes disturbances and opportunities and thereby sustain required operations under both expected and unexpected conditions It is important to note that in this definition of a resilient system the focus is on the ability to perform as needed under a variety of conditions rather than just the ability to recover from threats and stresses In other words a resilient system is able to respond appropriately to both disturbances and opportunities The emphasis on opportunities is a clear indication that resilience is more than just protective safety Resilience is about how systems perform while resisting absorbing and responding even reinventing if required in response to fast and or disruptive change that cannot be avoided not just about how they remain safe When a system cannot take advantage of opportunities it is not in a much better position than a system that is unable to respond to turbulences and threats certainly not in the long run As we have witnessed the last decade several traditional organizations have demonstrated resiliency by experiencing a severe life threatening set back but then redefine their business models and reinventing itself around its core values Adaptive Capacity where the twain shall meet Agility and resiliency are two sides of a single coin called adaptive capacity They are highly correlated concepts and both crucial for adapting to challenges and disturbances for individuals as well as for teams organizations or even industries In line with the agile body of thought individual and group resiliency is based on a strong sense of a valued identity common purpose and shared beliefs Like agility resiliency is also associated with creative prompt responses to minimize the impact of surprises and jolts that are not avoided When we define agility as the capacity for moving quickly flexibly and decisively in anticipating initiating and taking advantage of opportunities and avoiding any negative consequences of change resilience will be a prerequisite for that capacity Hence it will not come as a surprise that in this article resilience is considered to be a major cornerstone of the agile mindset or even one of the fundamental ideas behind agility Agile Leadership a Requisite for Organizational Resiliency Mastering agile competencies by everyone in an organization is a necessity to respond to complex and unpredictable business changes Moreover the transformation of the organization culture to support the agile mindset requires servant leadership But there is more at it Embracing agility and bouncing back from unforeseen turbulence is a challenging and wonderful endeavor but the bad news is that all the new learning of the organization may reduce buffers that provided a safety net for more disruptive changes Without proper leadership the introduction of agility may lead to an increase the fragility of organizations and their business ecosystems along with the individuals and teams that ran them Adoption of the agile mindset within an organization requires resilience in itself and a common pitfall is that the adaptive capacity of the people affected is overwhelmed When your world is being rocked nothing substitutes for a clear sense of purpose and core identity a strong learning orientation a safe to fail environment and having transparant and honest relationship networks to call upon when needed Hence building adaptive capacity requires resolute leadership teamwork and commitment Personal Resilience Some people bounce back from adversity and misfortune while others fall apart Below are 5 tips to develop character strengths that make all the difference Pump up your positivity Resilient people tend to find some silver lining in even the worst of circumstances Live to learn The more you can leverage challenges as opportunities to grow and evolve the more resilient you are likely to be Open your heart Being of service to others is a powerful way of stoking resilience Take care of yourself Good health and a regular routine of healthy habits are foundational to both mental and emotional resilience Hang on to humor Playful humor enhances survival for many reasons Posted in Agile Mindset Scrum Practices Tagged Agility Resilience Predictability The Forbidden Fruit of Agile Posted on January 16 2015 by erikphilippus Predictability is very much playing on the minds of the Agile practitioners There is a spectrum of opinions with respect to the desirability or even the possibility to predict the progress of a project or the content of a future release Possibly this has to do with an antipathy for the the holy grail of the traditional software development methodology to move the horizon of predictability as far away as possible Some disillusioned Agilists even suggest to throw Scrum assets such as story points and team velocity into the garbage together with the project manager s crystal ball I believe this is an unfortunate and overwrought reaction ignoring the unique project planning instruments provided by the Agile way of working As I hope to expound in this article advanced Scrum practices may lay the groundwork for reliable and realistic release planning enhancing predictability and transparency of Agile projects Planning and estimation are two sides of the same coin Without any form of estimation planning will be the same as putting a blindfold on to play a game of darts Without prior estimation of the selected user stories sprint planning would be futile Even during the daily standup a team members will have some idea of the magnitude of the tasks and the effort involved before they give a resumé of what they will to do today And at the risk of

    Original URL path: http://www.improvement-services.nl/blog/?cat=9 (2015-12-05)
    Open archived version from archive


  • Scrum Practices | ImprovemenT
    Moreover a firm foundation will hopefully shield the Scrum team from returning to old behavior the moment they are facing a serious head wind There are quite some implementation pitfalls and customizing Scrum before having learned and applied the basics is in most cases a recipe for failure Hence a new Scrum teams starts with a constrained freedom Although it sounds a bit non Agile the new Scrum team implements the basics without upfront modifications or decorations or worrying about the underlying process My advice is always start simple but not too simple Nevertheless the question how much dogma is needed to start with Scrum represents an interesting dilemma There is no simple answer to this question but a clue may be found in Shuhari the Japanese martial art concept describing the stages of learning to mastery Shu protect obey traditional wisdom learning fundamentals techniques following heuristics Ha detach digress breaking with traditions finding exceptions to traditional wisdom reflecting on their truth finding new ways techniques Ri leave separate transcendence there are no techniques all moves are natural Alistair Cockburn came up with the idea to apply this way of learning to the Agile approach 2 There is a principal difference between following Agile and being Agile the former often locks the practitioner into a dogmatic thought process while the latter provides the flexibility to adapt to change without being impeded by a predefined process However to arrive at being Agile one must follow the Agile rules first in order to be able to supersede and internalize them It is OK to use Scrum by the book and learn and discover from there Like for the Samurai this requires a considerable amount of perseverance courage and trust Starting small and taking it from there is in most cases not a problem soon the Scrum team will start to customize their way of working But for whatever reason the last step appears to be the most difficult and often the original set of rules is just replaced by a new set of rules To be honest I ve witnessed only a few teams or team members arriving at the last stage which has no ending by the way Perhaps a better description of Ri would be the awakening and realization of the Agile mindset as a transcendence of the fixed mindset The following dialogue in Alice in Wonderland perfectly expresses the whole idea Alice From the moment I fell down that rabbit hole I ve been told what I must do and who I must be I ve been shrunk stretched scratched and stuffed into a teapot I ve been accused of being Alice and of not being Alice but this is my dream I ll decide where it goes from here Bayard If you diverge from the path Alice I make the path It is an open secret that transformation impediments such as the growth of the team toward self empowerment and self organization are in most cases management level

    Original URL path: http://www.improvement-services.nl/blog/?tag=scrum-practices (2015-12-05)
    Open archived version from archive

  • Self-Empowerment of Scrum Teams using Socratic Questioning | ImprovemenT
    in order to uncover the underlying reasoning values and drives It is an investigation based on emphatic listening not a debate The phrase yes but is replaced by yes and It is merely a free space activity judgements are suspended arguments and opinions are freely exchanged according to the principle Try to understand before you want to be understood Socratic intervision how does it work One participant is the protagonist and introduces a case This case must be very pragmatic not hypothetical It must be possible to tell the story in a journalistic manner a good case is not too complex or difficult to understand The listeners must be able to empathize with the described situation It must be possible to address the case purely by thinking only this should not require an experiment or a pilot Participants do not use play the role of an expert and have no intention to gain power or status Their focus is on asking good open questions which will help the protagonist Using abstract definitions or socially desirable statements is discouraged Only first hand genuine experiences is important Not agreed upon and or poorly underlined propositions should be avoided A Socratic questioning workshop is characterized by a disciplined systematic approach Step 1 Starting point A member of the group plays the role of protagonist and puts forward a situation at work that raises questions doubts or uneasiness The protagonist formulates a statement that touches the heart of the matter and is researchable in a Socratic manner A good question has the format How should we deal with Questions such as why do I have to deal with this kind of problem all the time are rather psychological and not suitable for intervision Step 2 The story behind the case De protagonist presents a practical case by telling a concise story featuring his her own involvement with the problematic situation The case always starts with the phrase My problem is It is important that the case emphasizes what actually happened facts what the protagonist has done actions the impact the case has on the protagonist feelings personal experience etc Participants are listening if needed they may raise a few clarifying questions Step 3 Consultation and clarification After the protagonist has presented the case to the group the problem will be discussed in small subgroups But first everybody takes a few minutes to get his her mind around the essence of the problem from he protagonist s point of view Provisional opinions expert recommendations or solution approaches must be omitted at this moment The protagonist will clarify the case if needed without starting discussions Step 4 Three open questions Each subgroup will think up three open questions which will help the protagonist in exploring and describing the problem more deeply The intention is to ask genuine open questions not suggestive normative or closed questions or an advice cloaked as an open question such as have you ever thought of dealing with the problem using explicit

    Original URL path: http://www.improvement-services.nl/blog/?p=549 (2015-12-05)
    Open archived version from archive

  • Scrum Coaching | ImprovemenT
    the principle Try to understand before you want to be understood Socratic intervision how does it work One participant is the protagonist and introduces a case This case must be very pragmatic not hypothetical It must be possible to tell the story in a journalistic manner a good case is not too complex or difficult to understand The listeners must be able to empathize with the described situation It must be possible to address the case purely by thinking only this should not require an experiment or a pilot Participants do not use play the role of an expert and have no intention to gain power or status Their focus is on asking good open questions which will help the protagonist Using abstract definitions or socially desirable statements is discouraged Only first hand genuine experiences is important Not agreed upon and or poorly underlined propositions should be avoided A Socratic questioning workshop is characterized by a disciplined systematic approach Step 1 Starting point A member of the group plays the role of protagonist and puts forward a situation at work that raises questions doubts or uneasiness The protagonist formulates a statement that touches the heart of the matter and is researchable in a Socratic manner A good question has the format How should we deal with Questions such as why do I have to deal with this kind of problem all the time are rather psychological and not suitable for intervision Step 2 The story behind the case De protagonist presents a practical case by telling a concise story featuring his her own involvement with the problematic situation The case always starts with the phrase My problem is It is important that the case emphasizes what actually happened facts what the protagonist has done actions the impact the case has on the protagonist feelings personal experience etc Participants are listening if needed they may raise a few clarifying questions Step 3 Consultation and clarification After the protagonist has presented the case to the group the problem will be discussed in small subgroups But first everybody takes a few minutes to get his her mind around the essence of the problem from he protagonist s point of view Provisional opinions expert recommendations or solution approaches must be omitted at this moment The protagonist will clarify the case if needed without starting discussions Step 4 Three open questions Each subgroup will think up three open questions which will help the protagonist in exploring and describing the problem more deeply The intention is to ask genuine open questions not suggestive normative or closed questions or an advice cloaked as an open question such as have you ever thought of dealing with the problem using explicit solution Step 5 Asking the questions In a plenary sessions the questions are presented to the protagonist who will not answer the questions yet but only provides an assessment cold neutral warm The cold questions are relevant but have already been asked by the protagonist him herself The

    Original URL path: http://www.improvement-services.nl/blog/?tag=scrum-coaching (2015-12-05)
    Open archived version from archive

  • Advanced Scrum Training at the Rugby Field | ImprovemenT
    you can apply immediately in your own working environment Intended audience This is an intensive and interactive two day training for existing Scrum teams The men and women in the team are motivated and the enthusiastic to become part of a winning team Organizations can enroll with one or two Scrum teams The total number of participants is between 6 and 14 persons What items will be addressed How can we enthuse all our colleagues for Agile and Scrum How can we ensure effective collaboration between our Scrum teams How can we make our retrospectives a lot more valuable How can we effectively deal with unplanned work and disruptions How can we make a realistic project and release planning How can we use cross functionality to the fullest How can we effectively apply self empowerment How can we answer your questions and challenges What is the essence of this training Real synergy is gained mainly by hands on experience together with your team mates The Advanced Scrum Training is a very practical training Each new approach will be connected to new behavior How After presenting some theory we will practice what has been learnt using relevant and startling work forms on the rugby field Every exercise is concluded with a retrospective humorous profound and always respectful Who are the trainers Erik Philippus of ImprovemenT and Wessel Hofman of Scrumit have joined forces and developed a challenging Scrum masterclass They form a unified team combining their experience and creativity They have bundled their broad experience craftsmanship and enthusiasm into a professional training with a tangible result Erik and Wessel are ready to provide you with an unforgettable training Follow up program After completion of the training both trainers will keep in touch with the participants At any time participants can discuss

    Original URL path: http://www.improvement-services.nl/blog/?p=545 (2015-12-05)
    Open archived version from archive

  • Advanced Scrum Training | ImprovemenT
    for Agile and Scrum How can we ensure effective collaboration between our Scrum teams How can we make our retrospectives a lot more valuable How can we effectively deal with unplanned work and disruptions How can we make a realistic project and release planning How can we use cross functionality to the fullest How can we effectively apply self empowerment How can we answer your questions and challenges What is the essence of this training Real synergy is gained mainly by hands on experience together with your team mates The Advanced Scrum Training is a very practical training Each new approach will be connected to new behavior How After presenting some theory we will practice what has been learnt using relevant and startling work forms on the rugby field Every exercise is concluded with a retrospective humorous profound and always respectful Who are the trainers Erik Philippus of ImprovemenT and Wessel Hofman of Scrumit have joined forces and developed a challenging Scrum masterclass They form a unified team combining their experience and creativity They have bundled their broad experience craftsmanship and enthusiasm into a professional training with a tangible result Erik and Wessel are ready to provide you with an unforgettable training Follow up program After completion of the training both trainers will keep in touch with the participants At any time participants can discuss difficult practical questions with one of the trainers to ensure the maximum benefit of the training In addition every participant will be granted access to a private archive with useful background information on Agile Scrum and a subscription on a monthly newsletter with relevant information and useful tips Location The Advanced Scrum Training will be offered at a rugby club near you using the clubhouse and the rugby field The two day training 9u00 17u00

    Original URL path: http://www.improvement-services.nl/blog/?tag=advanced-scrum-training (2015-12-05)
    Open archived version from archive

  • Retrospectives | ImprovemenT
    Agile and Scrum How can we ensure effective collaboration between our Scrum teams How can we make our retrospectives a lot more valuable How can we effectively deal with unplanned work and disruptions How can we make a realistic project and release planning How can we use cross functionality to the fullest How can we effectively apply self empowerment How can we answer your questions and challenges What is the essence of this training Real synergy is gained mainly by hands on experience together with your team mates The Advanced Scrum Training is a very practical training Each new approach will be connected to new behavior How After presenting some theory we will practice what has been learnt using relevant and startling work forms on the rugby field Every exercise is concluded with a retrospective humorous profound and always respectful Who are the trainers Erik Philippus of ImprovemenT and Wessel Hofman of Scrumit have joined forces and developed a challenging Scrum masterclass They form a unified team combining their experience and creativity They have bundled their broad experience craftsmanship and enthusiasm into a professional training with a tangible result Erik and Wessel are ready to provide you with an unforgettable training Follow up program After completion of the training both trainers will keep in touch with the participants At any time participants can discuss difficult practical questions with one of the trainers to ensure the maximum benefit of the training In addition every participant will be granted access to a private archive with useful background information on Agile Scrum and a subscription on a monthly newsletter with relevant information and useful tips Location The Advanced Scrum Training will be offered at a rugby club near you using the clubhouse and the rugby field The two day training 9u00 17u00 includes

    Original URL path: http://www.improvement-services.nl/blog/?tag=retrospectives (2015-12-05)
    Open archived version from archive

  • That’s how things are done around here… | ImprovemenT
    menu Skip to primary content Skip to secondary content Home Overview Services Contact Post navigation Previous Next That s how things are done around here Posted on February 28 2015 by erikphilippus This entry was posted in Agile Mindset Uncategorized

    Original URL path: http://www.improvement-services.nl/blog/?p=541 (2015-12-05)
    Open archived version from archive



  •