Discovering How High Performing Teams Know More About Trust with Laurence Wood

posted 16 Jul 2018, 03:37 by Royd Brayshay

A lack of trust within working groups and organisational teams can have disastrous consequences for many aspects of work that ultimately conspire to produce worse outcomes. Trust is a fluid ever changing thing that is much harder to get than loose. Laurence Wood ran an excellent, collaborative session to help discover how trust is formed, how it changes over time and what events or behaviours might reduce trust across teams and organisations.

Laurence Wood at Agile Yorkshire

Andy Butcher on Knowing When to Stop and The Shit Nightclub Anti-pattern

posted 16 Jul 2018, 02:52 by Royd Brayshay

Everyone involved with software product development can tell you about a project they worked on that they knew was going no where. They could feel the stakeholders' ambivalence or sense the lack of engagement from potential customers. As the team start to feel their work may be wasted, unease starts to build into a sense of foreboding as everyone waits for the inevitable crash.  So how does that happen? and how can it be avoided? Andy Butcher's pitch for "The Shit Nightclub Anti-Pattern" is both funny and insightful as well as providing a cringing memorable metaphor to watch out for.. 

Andy Butcher at Agile Yorkshire

Attempting to Create a Dynamic, lean and Innovative NHS with Andrew Meyer and Gary Green

posted 22 Mar 2018, 08:59 by Royd Brayshay   [ updated 12 Apr 2018, 10:37 ]

The NHS is a behemoth organisation by anyone's measure. Not only does it move medical mountains but requires IT solutions that support a scale comparable with any Silicon Valley unicorn. Historically many of these solutions have been procured through traditional contracts and relationships with the large outsourcing organisations we hear about in the media together with the vast sums of tax payers money that have been paid. These outsourced solutions we often mediocre in performance and in meeting business needs. This public sector culture of outsourcing often creates many problems through inflexible contracts, prescriptive ways of working and difficult to navigate hierarchies of responsibility. To move away from this means shouldering far more leadership responsibility than many contemporary public organisations have been used to. It takes management bravery or what some might call good old traditional leadership. Andrew Meyer and Gary Green talk about the change in operational style that has revolutionised recent NHS Digital IT delivery and in doing so begin to forge a new standard.

Andrew Meyer and Gary Green at Agile Yorkshire

Kev McCabe Talks Core Protocols for Shared Vision

posted 22 Mar 2018, 08:35 by Royd Brayshay   [ updated 12 Apr 2018, 10:37 ]

If you think of top performing teams as groups people who deliver high quality solutions over and over again in a time frame and budget that makes sense within their business context without disputes or drama while still enjoying their work and having a fun time you may also wonder if this can every be practically achieved in real life. Kev McCabe here talks about some core protocols that can contribute to high functioning behaviour with a delivery team and help keep delivery rate high while still maintaining respect and humane relationships within any team or organisation.

Kev McCabe speaking at Agile Yorkshire

Agents of Change from Jon Fulton

posted 14 Mar 2018, 06:07 by Royd Brayshay

Change is a big part of the lean / agile culture either in the form of continuous improvement or continually adapting to customer needs or changing market conditions. Because of this we're all agent of change at some level. However anyone who has tried to influence the actions of people around them, from a leadership role or not, will appreciate that resistance to change is alive and well in us all. It may be attractive to regard this as a failing of others, but people do things for a reason and those reasons are often deeply seated and long standing; probably built on past experiences and painful lessons. The lessons of our past are not likely to be swept aside easily. Jon Fulton asks us to consider this and question if we, as agents of change can do better and be less frustrated by the reluctance of other to follow our guidance. How can we become more effective as a result.

Jon Fulton at Agile Yorkshire

Diversity, Chocolate and Safe Cracking with John Le Drew

posted 14 Mar 2018, 04:21 by Royd Brayshay

Diversity has been talked about a lot over the last few years and is prominent in the news at the moment, we also know the IT sector and particularly software product development organisations are especially guilty of having a lack of diversity and the resultant influence this brings to product development and general team makeup. The topic is wide reaching, obfuscated by cultural norms and not quick to fix. John Le Drew explores some of the issues, points out some personal gotchas and runs an experiment with magicians safe and some confectionery.

John Le Drew at Agile Yorkshire

The 2017 Agile Yorkshire Annual Lightning Talks Competition

posted 13 Mar 2018, 09:38 by Royd Brayshay

The Agile Yorkshire Xmas Lightning Talks Competition has become something of an annual highlight and a worthy celebration of community participation, regional technology talent and festive cheer. New faces always present themselves and are encouraged, regulars come back for more and jockeying for one of the nine speaking slots has intensified as the years have rolled by. Here we present, in no particular order, the videos of our 2017 speakers and amongst them Sally Bridgewater, the very worthy winner with her touching and amazing tales of love, romance and agile praxis. Sally we salute you!

Sally Bridgewater at Agile Yorkshire

Ian Thomas Asks Does Anyone Remember YAGNI?

posted 22 Feb 2018, 09:07 by Royd Brayshay   [ updated 22 Feb 2018, 09:07 ]

The art of identifying what not to do or “the art of maximising the amount of work not done” as the agile manifesto describes it, is one the key secrets agile teams use to get things out of the door regularly. Trying to see the future and engineer things that you think may be useful in the future is one of the key risks that creep into projects. Everyone is guilty of this in some way and it requires honesty and discipline to fight against it. Ian Thomas lifts the lid on what goes on and what to avoid.

Ian Thomas at Agile Yorkshire

Leading Lasting Learning: Becoming a Lean Enterprise with Strategy Deployment with Karl Scotland

posted 22 Feb 2018, 04:59 by Royd Brayshay

Agile transformation is a stated goal for many larger organisations, whatever that actually means. But the world continues to turn and the business and technology landscape will always keep changing. This necessitates organisations to keep learning and adapting, a changes that is probably even harder to achieve in an institutionalised way. Karl Scotland has been talking about this challenge for many years now both at conferences around the world as well as his own website. He visited Agile Yorkshire to talk about some of his ideas and observations.

Karl Scotland at Agile Yorkshire

The Trials and Tribulations of Greenfield vs Legacy Projects with Joe Stead

posted 22 Feb 2018, 04:18 by Royd Brayshay   [ updated 22 Feb 2018, 04:19 ]

Developers generally love the freedom of building greenfield projects. Unencumbered by past decisions and conventions engineers are free to try new things and take blank sheet approach to overall design. However they come with their own problems and new applications take a lot of time and effort to settle down and become both stable and loved by users. Legacy projects are far more common and often come as a tangle of code with an overall structure that may be obfuscated and where the hundreds of subtle fixes and micro business rules that are coded present and working are not obvious on casual examination. However with patience and discipline Joe Stead explains how they can be even more rewarding to tame.

Joe Stead at Agile Yorkshire

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