Dahm was working with an exec team, which was not able to collaborate. Scrum Masters are responsible for collaboration in the teams they work with, and executives are just as much a team as any other team.
Dahm Hongchai is an Agile coach, a Scrum Master, and a business consultant with 5 years of experience in high-tech and Startup industries in Silicon Valley, Thailand, and Australia. He was the first Thai to become a Scrum Trainer (ST) with Scrum Inc. Dahm also has 10+ years of experience with other approaches such as Lean Manufacturing and Six Sigma. And he is an Agile trainer and helps people to understand Agile via, for example, Agile Cooking.
As Raj started working with a team that had previously used a waterfall process, he realized that the team was not aware that Agile changes some fundamental aspects of how work gets done. An Agile team does not need to depend on “someone else” to understand, and define the product for them (Analysis and Requirements), the team itself (together with the PO) will do that work. This presented some challenges for Agile adoption, and Raj shares how he helped this team transition from waterfall to Scrum!
About Raj Solanki
Raj is a Manager, Technical program manager as well as Scrum master. He focuses on helping the teams learn about Agile, overcoming obstacles, foster a collaborative community, and more.
He constantly reads about agile and seeks out coaches when he feels stuck. He seeks constant feedback and helps teams be transparent and build trust.
Ademar was working at a startup, and worked together with the CTO to grow the company, and hire, support and train the Agile teams they were hiring. We explore what are some of the steps we should consider, and the tools we can use to help start-up agile teams.
Ademar Perez is cultivating high performing product teams as an Agile Coach at Xero. He fell in love with the Agile way of working after seeing 5 to 6 scrum teams collaborate to develop a customer facing application. Since then, Ademar has helped over 30+ teams become self-organizing and high-performing.
In this organization, Mustafa noticed that the prioritization process was not working very well, and was a topic of discussion. The organization tried to use the concept of the MVP (Minimum Viable Product), but the discussion around MVP’s still led to very large increments. Then Mustafa worked with the Product Owner to implement a different approach. They devised the idea of the Minimum Viable Increment (MVI), and helped the team adopt and implement that idea. Listen in to learn how Mustafa helped the team go from MVP to MVI and learn to release/deliver incrementally.
About Mustafa Ergun
Mustafa is an experienced Scrum Master. He has a passion for helping individuals and organizations see their potential and make things better. His current focus is on improving teams’ performance through insightful facilitation. Mustafa is always eager to learn, share his experience with others and enjoys seeing people succeed.
This company had been using Agile for a while, but now they wanted to introduce the concept of squads, chapters and guilds. This required that the teams be reorganized as this model requires teams to be cross-functional. Pascal helped the organization set up a “team market”. When Pascal started participating in this team market he started realizing that everyone had a different reaction to that event. In this episode, we talk about how change is really a personal process, and that we need to take into account individual experiences and expectations. We also refer to the self-selection workshop process.
About Pascal Clarkson
Pascal has a bachelor degree in computer science. After years of working as a software engineer and having 8+ years of practical experience with the Scrum Framework, he has shifted his attention towards group facilitation. He uses Systemic Modelling and other methods to support groups in their discovery of how they can be the best version of themselves.
It is often the case that in organizations that are in a process of change, the people who can block, or enable change are only a few. In this episode, we talk about these “linchpins” of change and reflect on how we can build productive relationships with those stakeholders, with the aim to help progress Agile adoption.
About Dov Tsal
Dov Tsal is a versatile agile coach, scrum-master, change-agent, and enabler, helping companies teams, and individuals to make an impact. Dov is also the creator of the #MeetingSpicer, a coaching tool to hack meeting culture. He is also the co-creator ofThe Agile Tao Podcast about understanding agility through the Taoist prism.
Kyla was working on an Agile transformation program. This program started with an inspiring question: “what would a great day look like at work?”
The CIO that had just arrived helped management learn from other organizations, and that started to transform the organization. Listen in to learn how that Agile transformation team helped change the mindset and desire to go to work for hundreds of people.
About Kyla MacDonald
Kyla imagines a world where the talk at Friday drinks is all about the great things we achieved in the week, what we learned, and what we can try next. As she puts it, people who find satisfaction, meaning, fun, and growth in their work, will naturally be in a better position to find the same in their home life. The thing that excites Kyla the most about agile is how concepts and principles apply to any and every area of your life. Which for her is running, paragliding and life on her hobby farm (they call it a lifestyle block in NZ).
Philip was working with a health care organization, and discovered that they had not yet had help from other agile coaches. As he started working with teams, he discovered that one of the people who brought him in, was not all that positive on the change Philip had been hired to do.
This created confusion, and conflict. So Philip started working on how to align teams quickly and developed a “rapid alignment framework” using techniques like Inception from the book The Agile Samurai by Rasmusson.
Phil is a father of four children and a volunteer paleontologist at the Smithsonian National Museum of Natural History. He is also an “agile whisperer” (coach) who has worked with scores of teams in the spirit of continuous learning, continuous improvement, and simply finding creative ways to collaborate and have fun in the workplace.
In this organization, both the leadership and the teams wanted Agile. However, the middle management was resisting the adoption of Agile. This story helped Evelien understand that sometimes, we need to tackle the anxiety and fear that an Agile adoption brings. Middle-management was the “backbone” of the organization, they had been there for a long time, and they didn’t know what Agile meant for them. That created anxiety, and consequently resistance. Evelien explains how they engaged with middle-management and started helping them understand how Agile would help them (not only teams and leadership).
About Evelien Acun-Roos
Evelien Acun-Roos is an experienced Agile Trainer at Xebia Academy, Professional Scrum Trainer at Scrum.org and a Certified Trainer for “Training from the Back of the Room”.
Wouter was working in a bank, with a team that was just at the start of their Agile transformation. This team was insecure about the idea of a demo, they weren’t sure about how to conduct a demo with stakeholders, and the team members were hesitant to take ownership of that ceremony.
Slowly, and methodically, Wouter helped the team first learn how, and then slowly take over the demo. By the end of this change, the team fully owned the demo, and team members put themselves forward to be the ones demonstrating the achievements they had accomplished during the sprint.
About Wouter Gheysen
Wouter is a creative generalist with a broad area of interest beyond agility, a focus on people, and working with teams. He is a coach, guide and life long learner with a keen interest in facilitation, design thinking and systemic coaching.