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"
She’s been a programmer, system manager, manager and internal consultant. Since 1997, she’s run her own consulting firm, esther derby associates, inc., in Minneapolis, MN. Her clients include small niche firms, mid-size companies and Fortune 500 companies. She’s worked in financial services, insurance, health care and manufacturing as well as in product and software-as-a-service companies.
Esther is the author of over 100 articles, and co-author of Agile Retrospectives: Making Good Teams Great and Behind Closed Doors: Secrets of Great Management. She’s written widely on the topic of management, leadership, collaboration and change as they relate to companies adopting (or considering) Agile Methods, including Three Pillars of Executive Support for Agile Adoption (Agile Journal), Achieving Agility: Means to an End or End in Itself? (insights), and What’s a Manager to Do? (Better Software Magazine).
Esther is a sought after teacher and speaker. She’s given talks and workshops in the US, Europe, China, India, and New Zealand.
She’s a founder of the AYE Conference, and is serving her second term as a member of the Board of Directors for the Agile Alliance. She also was one of the three original founders of the Scrum Alliance.
Esther has an MA in Organizational Leadership and a certificate in Human System Dynamics.
Esther can be reached at (612) 724-8114, or by email.
Take a look at www.estherderby.com for more of Esther’s writing, or follow her on Twitter @estherderby
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. more »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 tha more »The New Work of management in Agile Organizations
By Esther Derby
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
By Esther Derby
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.
Books
by Esther Derby, Diana Larsen, and Ken Schwaber
Price: $19.77
You Save: $10.18 (34%)
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See how to mine the experience of your software development team continually throughout the life of the project. The tools and recipes in this book will help you uncover and solve hidden (and not-so-hidden) problems with your technology, your methodology, and those difficult "people" issues on your team.
Project retrospectives help teams examine what went right and what went wrong on a project. But traditionally, retrospectives (also known as "post-mortems") are only helpful at the end of the project--too late to help. You need agile retrospectives that are iterative and incremental. You need to accurately find and fix problems to help the team today.
Now, Derby and Larsen show you the tools, tricks, and tips you need to fix the problems you face on a software development project on an on-going basis. You'll see how to architect retrospectives in general, how to design them specifically for your team and organization, how to run them effectively, how to make the needed changes, and how to scale these techniques up. You'll learn how to deal with problems, and implement solutions effectively throughout the project--not just at the end.
With regular tune-ups, your team will hum like a precise, world-class orchestra.
by Johanna Rothman and Esther Derby
Price: $16.47
You Save: $8.48 (34%)
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Great management is difficult to see as it occurs. It's possible to see the results of great management, but it's not easy to see how managers achieve those results. Great management happens in one-on-one meetings and with other managers---all in private. It's hard to learn management by example when you can't see it.
You can learn to be a better manager---even a great manager---with this guide. You'll follow along as Sam, a manager just brought on board, learns the ropes and deals with his new team over the course of his first eight weeks on the job. From scheduling and managing resources to helping team members grow and prosper, you'll be there as Sam makes it happen. You'll find powerful tips covering:
- Delegating effectively
- Using feedback and goal-setting
- Developing influence
- Handling one-on-one meetings
- Coaching and mentoring
- Deciding what work to do---and what not to do
- ...and more.
Full of tips and practical advice on the most important aspects of management, this is one of those books that can make a lasting and immediate impact on your career.