Speakers
- Clifford Berg
- David Bock
- Scott Davis
- Rick DeNatale
- Esther Derby
- Robert Fischer
- Neal Ford
- Chad Fowler
- Andrew Glover
- Stuart Halloway
- David Hussman
- Yehuda Katz
- Rich Kilmer
- Carl Lerche
- Matthew McCullough
- Joe O'Brien
- Andrea O. K. Wright
- Russ Olsen
- Bob Payne
- Christopher Redinger
- Johanna Rothman
- Brian Sam-Bodden
- Ken Sipe
- Brian Sletten
- Kevin Smith
- Venkat Subramaniam
- Nathaniel Talbott
- Laurie Williams
Esther Derby
Co-author of "Behind Closed Doors: Secrets of Great Management"
Management coaching, Scrum implementation, retrospectives, and project assessments are four of Esther?s key practices that serve as effective tools to start team transformation.
Recognized as one of the world?s leaders in retrospective facilitation, she often receives requests to work with struggling teams. Esther also coaches technical people who are making the transition to management and is a Certified Scrum Master.
Presentations
The New Work of management in Agile Organizations
Sometimes I see teams that reject all direction and go their own way, declaring, 'We are self-organizing'. They are missing an important fact. When someone is paid by a company to be part of a team, that team exists within the organizational context.
On the other hand, some managers hear the words "self-organizing" and believe the team is on its "own" that they can go into semi-retirement. But that's not the case, either.
In fact,both are risky over-simplifications.
When teams self-organize there's still plenty for managers to do, but management attention must shift from individual to team performance, and creating an environment where teams can excel.
Software teams work in the work system and managers work on the work system. That means that a managers job is to engineer the organization so that teams can do their best work. In this session, I'll share ideas and practical techniques that will help managers make the shift from traditional management practices to those that will best support self-organizing agile teams.
Working with Complex Adaptive (Human) Systems
The world abounds with complex theories and complex advice about complex adaptive systems. But most of them aren't very helpful when it comes to knowing what to do to make a system work better. In this interactive session, we'll explore three levers that you can use to influence patterns of behavior in complex adaptive systems...such as software development teams.
In this session, we'll simulate a small product company and examine the structures, exchanges, and differences that influence how the company worked. Then we'll look for similar levers within our workplaces and develop ideas on how you can use lessons from complexity science to help your team work more effectively.