According to Versionone annual state of agile report (2017), 58% of organizations that are respondents use Scrum as a framework for developing software. The popularity of scrum is increasingly growing as time goes on. In practice, when an organization adopts scrum as their framework, there are several adjustments to the roles that occur. And, one of the most common adjustments that occur to fill in the product owner roles at the time of Scrum adoption usually comes from a business analyst.
That is why, journey transitioning roles from Business Analyst to Product Owner became very interesting to discuss. Many cases occur in the transition field, the role is only labeling. Changes occur not comprehensively, of course, this will have implications for the results of adopting scrum to be sub-optimal.
The Traits Zombie Theme Product Owner aims to discuss the special characteristics of a Zombie Product Owner, who plays a very important role in making a mediocre Product. Then, what can Scrum Master do and Development Team do when they meet with a Zombie Product Owner.
There is a constant tendency for the people to organize themselves into silos, In this fast-moving world, living in the silo pattern seems more efficient in the short-term, but we become a blind habitus, we miss risks & opportunities. By start questioning "what is actually a silo?" and "how to mastering the Silo instead of being mastered by it?" we can discuss it together to create action items that we can do, to improve our own organization
Ideas of non-conventional Agile HR practices that positively impact employee retention The creation and implementation of a safe and engaging work culture for Gen Y/Millennials Lessons learned from this transformational journey – what worked and what didn’t
There are always great teams behind great products. The more diverse our team members, the more likely discrepancy happen among them, difficult people emerge. Furthermore, it doesn’t only happen in team level, it may also happen in management level among stakeholders.As a Scrum Master or a leader in the company, what can we do to help our teams overcome this challenge? How to coach these difficult people? Do difficult people really exist?
In traditional team structure, the software development team manager does the hiring, firing, promoting, and distributing bonus through individual performance appraisal. How about in a full self-organizing team context? How can the team decide those actions? Does the team need to do this self-performance appraisal? If the team need that, then who should be involved? Does the result need to be transparent? Who will make the final decision? etc.
In this talk, I will share how Titansoft did it. What were the problems we faced? How did our people react to these? What will be our next improvement on this topic? How did we know that we are ready for these actions?
People are basically afraid of changes, and transformation is creating changes. Usually there will be rejections from the people that effected in the transformation process This topic will share about how to deal with those rejections
Many people these days have to face the reality being asked by the organisation to transition from a Project Manager to be a Scrum Master because of the transformation that is happening in their company. This change is not easy and cause discomfort for some people. For the person who is transitioning, the sad truth is their super-ordinate still expect them to act as a Project Manager by controlling timeline, controlling scope, controlling budget and controlling the team. For some people who has been a Project Manager for a long time, they also are not ready to let go of control that they once had and give those same control to the team.
The behaviour of the Scrum Master is pivotal for the organisation agility. If the Scrum Master is still acting like a Project Manager, skepticism and resistance will start to happen. Skepticism and resistance slows down the whole change process in the organisation. In this session we will discuss how can you as a Project Manager transition to Scrum Master successfully.
Continues Integration and Continues Delivery are important in Agile. In this session Verdy & Fachrul will explain us why CI/CD is no negiotable to build high value product and also deliver a good quality product.
DVague advices from the popular SOLID principles don't really help junior developers understand the fundamentals of OO design. We need a mental toolset to help us in making our design decisions such as: what methods belong where and how objects should interact. GRASP is here to help. This is a very technical session. If you are a clean code fetish come to this session.
How often we talk about team-works, but they seems have so many definitions and no straight-forward application of those. Some of those were just becoming nice quotes on the walls. Do you think there is kind of a real whole team-work of brilliant people working on the same thing, at the same time, in the same space, and at the same computer? Sure, let me introduce you to the Mob Programming and it is a Scrum at extreme level.
Discussion in fishbowl format to find out how Scrum and DevOps should more powerfull if we use it together and properly, then validating with data and convergence of CEO Scrum.org and CEO DevOps Institute.