This document outlines an agenda for an "Unlocking Agility Retrospective" workshop with the following objectives:
1. Cultivate agile thinking and foster an agile mindset.
2. Understand the Agile Manifesto and its principles.
3. Facilitate team building through a group activity where teams match Agile principles to values and illustrate them on posters, then present to other teams.
The workshop covers benefits of agility, debunking myths, the Agile Manifesto, an "Agile Mindset Game", and a wrap-up discussion. Teams are provided materials to complete their poster matching principles to values. A "curve ball" will disrupt teams mid-
– What's Lean?
– Why use Lean Thinking to drive your organization towards sustainable growth?
– What's the connection between Lean and Scrum?
– How can we improve Scrum with Lean Thinking?
This is an improved version of the same session given at Agile Portugal 2016 :-)
– Once upon a time…
– “Vanilla” Scrum
– Lean Thinking
– The Toyota Way
– Toyota Thinking
– Value
– Waste
– Learning Cycles
– Scrum, from a Lean view
– Scrum + Lean Thinking
The document outlines an extreme acceleration playbook for a European Innovation Academy held over 3 weeks. The first week focuses on customer development - forming multidisciplinary teams, identifying problems, designing solutions, and validating ideas with customers. Key activities include competence profiling, speed dating to find team members, defining problems and solutions, creating paper prototypes, and testing hypotheses with customers. The second week is dedicated to product development, marketing strategy, and launch. The third week covers funding, intellectual property, financial planning, and pitching to investors. Daily tasks and goals are provided for each activity.
This session was given at the Agile Practitioners - IL 4th group meeting (November 2011).
In this talk i discussed how to apply Agile inside specific teams in a bigger waterfall organization, without the need to completely change it.
The Importance Of A Team Charter | AND DigitalAND Digital
Finding it a challenge to get into a remote rhythm with your team? A team charter can be extremely valuable for distributed teams.
Find out how a team charter can help you determine what is important to you as a team and clarify how your team wants to work together to achieve their objectives.
This document discusses principles of Agile and Modern Agile. It begins with an introduction by Daniel Heater, and then discusses criticisms of traditional Agile approaches that focus too heavily on certification, tools, and consultants. The remainder of the document focuses on Modern Agile principles like delivering value continuously, experimenting and learning rapidly, and making safety a prerequisite. It proposes using a survey approach where teams own the questions to discuss how these principles manifest in their work, with the goal of improving outcomes for customers rather than comparing scores between teams.
Top 6 Game-Changing Skills Every CEO Should Know and Who Teaches Themsjenks
This document discusses game-changing skills that CEOs should learn, including discipline, focus, strategic planning, and leveraging chaos. It describes a two-phase training program that teaches these skills. In phase one, trainees learn about speed, relevant training, and subjugating self to the mission. Phase two focuses on defining strategy, using chaos strategically, and embracing hard work. The training involves scenario-based exercises and occurs over a single intense day with firearms safety instruction, where trainees will be pushed physically and mentally to improve their leadership skills.
The company has 5 teams of 5 people each that are piloting/expanding their use of Agile methodologies. The teams use 2 week iterations to work on projects and release multiple iterations at a time. A challenge is that the Scrum Master is located in the US while the teams are offshore. Story points are used to estimate work. An executive initiative is driving the investigation of Agile tooling/training to further implement Agile practices across the organization. Management will be attending the presentation.
– What's Lean?
– Why use Lean Thinking to drive your organization towards sustainable growth?
– What's the connection between Lean and Scrum?
– How can we improve Scrum with Lean Thinking?
This is an improved version of the same session given at Agile Portugal 2016 :-)
– Once upon a time…
– “Vanilla” Scrum
– Lean Thinking
– The Toyota Way
– Toyota Thinking
– Value
– Waste
– Learning Cycles
– Scrum, from a Lean view
– Scrum + Lean Thinking
The document outlines an extreme acceleration playbook for a European Innovation Academy held over 3 weeks. The first week focuses on customer development - forming multidisciplinary teams, identifying problems, designing solutions, and validating ideas with customers. Key activities include competence profiling, speed dating to find team members, defining problems and solutions, creating paper prototypes, and testing hypotheses with customers. The second week is dedicated to product development, marketing strategy, and launch. The third week covers funding, intellectual property, financial planning, and pitching to investors. Daily tasks and goals are provided for each activity.
This session was given at the Agile Practitioners - IL 4th group meeting (November 2011).
In this talk i discussed how to apply Agile inside specific teams in a bigger waterfall organization, without the need to completely change it.
The Importance Of A Team Charter | AND DigitalAND Digital
Finding it a challenge to get into a remote rhythm with your team? A team charter can be extremely valuable for distributed teams.
Find out how a team charter can help you determine what is important to you as a team and clarify how your team wants to work together to achieve their objectives.
This document discusses principles of Agile and Modern Agile. It begins with an introduction by Daniel Heater, and then discusses criticisms of traditional Agile approaches that focus too heavily on certification, tools, and consultants. The remainder of the document focuses on Modern Agile principles like delivering value continuously, experimenting and learning rapidly, and making safety a prerequisite. It proposes using a survey approach where teams own the questions to discuss how these principles manifest in their work, with the goal of improving outcomes for customers rather than comparing scores between teams.
Top 6 Game-Changing Skills Every CEO Should Know and Who Teaches Themsjenks
This document discusses game-changing skills that CEOs should learn, including discipline, focus, strategic planning, and leveraging chaos. It describes a two-phase training program that teaches these skills. In phase one, trainees learn about speed, relevant training, and subjugating self to the mission. Phase two focuses on defining strategy, using chaos strategically, and embracing hard work. The training involves scenario-based exercises and occurs over a single intense day with firearms safety instruction, where trainees will be pushed physically and mentally to improve their leadership skills.
The company has 5 teams of 5 people each that are piloting/expanding their use of Agile methodologies. The teams use 2 week iterations to work on projects and release multiple iterations at a time. A challenge is that the Scrum Master is located in the US while the teams are offshore. Story points are used to estimate work. An executive initiative is driving the investigation of Agile tooling/training to further implement Agile practices across the organization. Management will be attending the presentation.
The company has 5 teams of 5 people each that are piloting/expanding agile methodologies. The teams use 2 week iterations to work on projects and release multiple iterations at a time. A challenge is that the scrum master is located in the US while the scrum teams are offshore. Story points are used to estimate work. An executive initiative is driving the investigation of agile tooling/training to further implement agile practices across the organization. Management from the company will be attending the presentation.
This document provides an overview of practical scrum. It discusses the three scrum roles of product owner, scrum master, and team. It also describes the four scrum ceremonies and three artifacts. Key principles of scrum include self-organizing teams, empirical process, and delivering working software frequently. The document contrasts command-and-control with self-management and explains how the manager's role changes in an agile environment.
The document discusses various aspects of testing in an agile environment. It covers roles like testers, product owners, and scrum masters. It also discusses testing practices like unit testing, exploratory testing, test automation. Other topics include test levels like unit, integration and end-to-end testing. Team dynamics and how testing fits in the agile process are also summarized.
This document discusses many potential people issues that can undermine an Agile-Scrum project, including lack of buy-in, improper roles, siloed teams, poor communication, lack of skills or motivation. It notes that organizational culture and support are important, and addresses problems like geographic distribution, free electrons, specialization, micromanagement and more. The coach is asked for help, but responds that fixing these deeply rooted issues requires organizational transformation, not a quick fix, and will be a journey to clean up the system.
The document discusses techniques for teams to become self-organized through gradual delegation of authority from managers. It describes playing a delegation poker game to demonstrate different levels of authority. Key points discussed include the need for empowerment and four types of trust for effective delegation. Delegation boards are presented as a tool to map out a roadmap for teams to move along seven levels of authority towards self-organization. The takeaway emphasizes that delegation requires consideration of team maturity and experience, and happens gradually through empowerment and building trust.
The document discusses signs of positive people and provides tips for becoming more positive. It lists traits of positive people such as being energized, smiling, and not letting fears interfere. It then gives four easy steps to increase positivity: train your mind when feeling negative, don't compare yourself to others, be different, and find a happy place. The document suggests that having a positive attitude can help get through tough tasks, turn enemies into friends, and bring up morale. It concludes by stating that staying positive will lead to success.
Agile development is both a philosophy and methodology for building products in an iterative and incremental way. It involves short development cycles called sprints where self-organizing cross-functional teams focus on continuously delivering working software. Daily stand-up meetings help ensure transparency and coordination across the team. While agile aims to be flexible and lightweight, some key practices like planning, pair programming, and tracking progress help teams stay aligned and deliver value continuously.
The Future of Work | Workshops4teams.comMichael Friis
The document describes a 3 hour workshop on "The Future of Work". It includes:
- An introduction to the purpose and objectives of gaining insights into how work is changing and exploring ways to adapt and thrive.
- A preparation checklist for facilitators including downloading videos, sending pre-work, and following up after the workshop.
- An agenda that is divided into sections including videos, individual and group activities, and reflections.
- Handouts for participants that include worksheets for designing a future business card, building a network map, and developing a personal plan.
The workshop aims to help teams understand changes in work and provide tools to future-proof their careers through self-awareness, networking
strategy execution - Iceland conference by Jeroen De FlanderJeroen De Flander
This document provides an overview of a presentation on strategy execution by Jeroen De Flander. The presentation covers 6 topics: 1) building a simple strategy execution framework, 2) ensuring knowledge is not enough without application, 3) simplifying processes, 4) effective communication of strategy, 5) measuring strategy and execution, and 6) growing leadership capabilities. Key points include keeping strategy execution frameworks simple, treating strategy communication as a core product, and recognizing that execution is the responsibility of all leaders.
How to make Teamwork "work" by Steven SSAMBASsamba Steven
Teamwork involves a group of individuals coming together to achieve common goals. For a team to be effective, they must pay attention to four key areas: people, product, processes, and practices. The people on the team must have the right skills for the job. The product is the common goal the team aims to achieve. Processes are the systems and tools used by the team. Practices refer to the behaviors each individual and the team as a whole must demonstrate, such as working hard, respecting others, and being proactive. For a team to succeed, all four areas must be properly addressed.
This lesson continues planning for a magazine show. Students will work in teams to identify creative and organizational tasks needed and assign responsibilities. By the end of the lesson, each student MUST plan their individual segment, SHOULD research content to guide script writing, and COULD apply technical skills in a rehearsal. Teams will meet to assign segments, identify content and research needs, and plan inserts. Individually, students will work towards completing planning goals, seeking additional tasks if finished. Team progress and problems will be provided to the teacher.
PHP World DC 2015 - What Can Go Wrong with Agile Development and How to Fix ItMatt Toigo
A talk I gave at the 2015 PHPWorld Conference. PDF Version of the slides at www.matt-toigo.com/files/phpworld_2015_presentation.pdf
Agile and Scrum are often pitched together as the definitive silver bullet for eliminating pain from software development, but they include their own sets of problems that commonly drag down development teams. Whether an agile team is executing an internal project or doing work for a client, a very similar set of problems begins to afflict all the members of such teams, regardless of their roles. The common root causes of these problems can be quickly identified, and complementary solutions can be easily implemented to ensure a happy team that continues to deliver high-quality work.
This document provides an overview of a workshop on strategic planning and performance measurement. It will:
1) Clearly define the complete strategic planning process and how to create and execute a strategic plan.
2) Provide a common model for the entire organization to follow for performance planning.
3) Explain how the Quick Take Playbook is designed to be both a learning aid during class and a resource to use after class.
Understand the benefits of Scrum. Remember what support you have in the framework. Be wary of the pitfalls. Apply change facilitators to your practice to get out of scrum-but.
Link to download worksheets:
https://goo.gl/id73Pu
This document provides guidelines for facilitating productive brainstorming sessions. It discusses preparing for the session by understanding the brief and objectives. During the session, the facilitator should manage the pace and energy, starting with warm-up techniques to generate ideas before encouraging group ideation. Various brainstorming techniques are described, such as round robin, starbursting, and role storming to help participants approach the problem from different perspectives and build on each other's ideas. The document emphasizes setting guidelines and rules to ensure a safe and creative environment.
This document provides tips for planning a local committee's activities for the second half of the year. It suggests engaging stakeholders like the executive board, team leaders, and members to obtain buy-in. It also recommends updating information like the SWOT analysis, half-yearly report, key metrics, competitor analysis, and lessons from previous events to inform planning. The document stresses adhering to the local committee's philosophy and values. It proposes using team days for re-planning, team bonding, and priority-setting discussions to define the top goals and projects for the remainder of the year.
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The company has 5 teams of 5 people each that are piloting/expanding agile methodologies. The teams use 2 week iterations to work on projects and release multiple iterations at a time. A challenge is that the scrum master is located in the US while the scrum teams are offshore. Story points are used to estimate work. An executive initiative is driving the investigation of agile tooling/training to further implement agile practices across the organization. Management from the company will be attending the presentation.
This document provides an overview of practical scrum. It discusses the three scrum roles of product owner, scrum master, and team. It also describes the four scrum ceremonies and three artifacts. Key principles of scrum include self-organizing teams, empirical process, and delivering working software frequently. The document contrasts command-and-control with self-management and explains how the manager's role changes in an agile environment.
The document discusses various aspects of testing in an agile environment. It covers roles like testers, product owners, and scrum masters. It also discusses testing practices like unit testing, exploratory testing, test automation. Other topics include test levels like unit, integration and end-to-end testing. Team dynamics and how testing fits in the agile process are also summarized.
This document discusses many potential people issues that can undermine an Agile-Scrum project, including lack of buy-in, improper roles, siloed teams, poor communication, lack of skills or motivation. It notes that organizational culture and support are important, and addresses problems like geographic distribution, free electrons, specialization, micromanagement and more. The coach is asked for help, but responds that fixing these deeply rooted issues requires organizational transformation, not a quick fix, and will be a journey to clean up the system.
The document discusses techniques for teams to become self-organized through gradual delegation of authority from managers. It describes playing a delegation poker game to demonstrate different levels of authority. Key points discussed include the need for empowerment and four types of trust for effective delegation. Delegation boards are presented as a tool to map out a roadmap for teams to move along seven levels of authority towards self-organization. The takeaway emphasizes that delegation requires consideration of team maturity and experience, and happens gradually through empowerment and building trust.
The document discusses signs of positive people and provides tips for becoming more positive. It lists traits of positive people such as being energized, smiling, and not letting fears interfere. It then gives four easy steps to increase positivity: train your mind when feeling negative, don't compare yourself to others, be different, and find a happy place. The document suggests that having a positive attitude can help get through tough tasks, turn enemies into friends, and bring up morale. It concludes by stating that staying positive will lead to success.
Agile development is both a philosophy and methodology for building products in an iterative and incremental way. It involves short development cycles called sprints where self-organizing cross-functional teams focus on continuously delivering working software. Daily stand-up meetings help ensure transparency and coordination across the team. While agile aims to be flexible and lightweight, some key practices like planning, pair programming, and tracking progress help teams stay aligned and deliver value continuously.
The Future of Work | Workshops4teams.comMichael Friis
The document describes a 3 hour workshop on "The Future of Work". It includes:
- An introduction to the purpose and objectives of gaining insights into how work is changing and exploring ways to adapt and thrive.
- A preparation checklist for facilitators including downloading videos, sending pre-work, and following up after the workshop.
- An agenda that is divided into sections including videos, individual and group activities, and reflections.
- Handouts for participants that include worksheets for designing a future business card, building a network map, and developing a personal plan.
The workshop aims to help teams understand changes in work and provide tools to future-proof their careers through self-awareness, networking
strategy execution - Iceland conference by Jeroen De FlanderJeroen De Flander
This document provides an overview of a presentation on strategy execution by Jeroen De Flander. The presentation covers 6 topics: 1) building a simple strategy execution framework, 2) ensuring knowledge is not enough without application, 3) simplifying processes, 4) effective communication of strategy, 5) measuring strategy and execution, and 6) growing leadership capabilities. Key points include keeping strategy execution frameworks simple, treating strategy communication as a core product, and recognizing that execution is the responsibility of all leaders.
How to make Teamwork "work" by Steven SSAMBASsamba Steven
Teamwork involves a group of individuals coming together to achieve common goals. For a team to be effective, they must pay attention to four key areas: people, product, processes, and practices. The people on the team must have the right skills for the job. The product is the common goal the team aims to achieve. Processes are the systems and tools used by the team. Practices refer to the behaviors each individual and the team as a whole must demonstrate, such as working hard, respecting others, and being proactive. For a team to succeed, all four areas must be properly addressed.
This lesson continues planning for a magazine show. Students will work in teams to identify creative and organizational tasks needed and assign responsibilities. By the end of the lesson, each student MUST plan their individual segment, SHOULD research content to guide script writing, and COULD apply technical skills in a rehearsal. Teams will meet to assign segments, identify content and research needs, and plan inserts. Individually, students will work towards completing planning goals, seeking additional tasks if finished. Team progress and problems will be provided to the teacher.
PHP World DC 2015 - What Can Go Wrong with Agile Development and How to Fix ItMatt Toigo
A talk I gave at the 2015 PHPWorld Conference. PDF Version of the slides at www.matt-toigo.com/files/phpworld_2015_presentation.pdf
Agile and Scrum are often pitched together as the definitive silver bullet for eliminating pain from software development, but they include their own sets of problems that commonly drag down development teams. Whether an agile team is executing an internal project or doing work for a client, a very similar set of problems begins to afflict all the members of such teams, regardless of their roles. The common root causes of these problems can be quickly identified, and complementary solutions can be easily implemented to ensure a happy team that continues to deliver high-quality work.
This document provides an overview of a workshop on strategic planning and performance measurement. It will:
1) Clearly define the complete strategic planning process and how to create and execute a strategic plan.
2) Provide a common model for the entire organization to follow for performance planning.
3) Explain how the Quick Take Playbook is designed to be both a learning aid during class and a resource to use after class.
Understand the benefits of Scrum. Remember what support you have in the framework. Be wary of the pitfalls. Apply change facilitators to your practice to get out of scrum-but.
Link to download worksheets:
https://goo.gl/id73Pu
This document provides guidelines for facilitating productive brainstorming sessions. It discusses preparing for the session by understanding the brief and objectives. During the session, the facilitator should manage the pace and energy, starting with warm-up techniques to generate ideas before encouraging group ideation. Various brainstorming techniques are described, such as round robin, starbursting, and role storming to help participants approach the problem from different perspectives and build on each other's ideas. The document emphasizes setting guidelines and rules to ensure a safe and creative environment.
This document provides tips for planning a local committee's activities for the second half of the year. It suggests engaging stakeholders like the executive board, team leaders, and members to obtain buy-in. It also recommends updating information like the SWOT analysis, half-yearly report, key metrics, competitor analysis, and lessons from previous events to inform planning. The document stresses adhering to the local committee's philosophy and values. It proposes using team days for re-planning, team bonding, and priority-setting discussions to define the top goals and projects for the remainder of the year.
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Enhancing Adoption of AI in Agri-food: IntroductionCor Verdouw
Introduction to the Panel on: Pathways and Challenges: AI-Driven Technology in Agri-Food, AI4Food, University of Guelph
“Enhancing Adoption of AI in Agri-food: a Path Forward”, 18 June 2024
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2. Objectives:
1. Cultivate the agile thinking from the early stages of the
transformation.
2. Foster an agile mind-set.
3. Understand the meaning of the agile manifesto.
4. Facilitate team building.
5. Look closer for deeper, hidden or unexplored aspects and
applications in daily work
3. Unlocking Agility Retrospective
1. Benefits of agility
2. Debunking the myth of agility
3. Back to basics – Agile Manifesto
4. The Agile Mind-set Game
5. Share insights from the game
6. Wrap-up
4. What you will need:
1. From 1 to 5 teams
2. Agile manifesto and principles cards for each team/pair
3. A timer/alarm clock/app
4. Post its (or several color papers)
5. Crayons, color pencils/markers
6. Blank poster (or flip chart blank page) per team
7. Projector and Speakers
17. How it Works
1. Break into groups
2. Pick up a retrospective pack and check for completeness
• 1 “Values” page and 2 “Principles” pages with all 12
3. Match principles to values. Questions to guide you: (15min)
• Examples of how you are already applying them?
• How can we applying them on a daily basis?
• What would our daily work look and feel like if we did all this?
• What are the obstacles we have to overcome?
4. Create a poster to illustrate the matching. (15min)
5. Share your insights with other teams. (15min)
Rules:
Everyone needs to contribute to the poster in some form…
(*Adapted from Carolina Gorosito)
18. The Curve Ball
Present the team with an unexpected event that will change things
up for example:
• Reduce the amount of time to complete the poster
• Swap team member out half way through the exercise
All to often we find that teams question the value the process, tools and practices and I’ve found that it is because we do not pay enough attention to the needs values and principles that drive this. This retrospective works well for new teams, teams that are a bit wagile or long running teams that have fallen into the monotony that a consistent cadence might cause.
The objectives of this retrospective are to…
The retrospective has the following structure
You will need the following items for the retrospective… Carolina Gorosito
In the following 4 slides I try to explain the value and more importantly I try to highlight th why behind this transformation…. I start of by asking
Why do you need to be agile and why should your worry about it at all? Why is this something we would you even want to do that?
Is this not just another consulting buzzword or MBA organizational BS thing…
The world has changed and access to innovation has become a lot easier. Globalisation and the democratisation of information allows innovation to diffuse at a much higher rate than in the past. This has created an environment were we need to be able to respond to the changing needs of our customers as quickly as they expect us to not as we can. We need to be flexible and adaptable to stay in the game and we need to be good at it if we want to lead the game.
I found this video by Gerd Leonard that I think really sums this up quite nicely.
So now we know that agility helps us to respond to change, and apart from the fact that if we do not become better at exploiting change that we will be left behind…
what other benefits are their to being Agile.
But what is agile? Is it scrum is it Kanban is it XP and if you implement them and follow them to a tee does that make you agile?
Are we agile because we meet standing up… Have you seen recruiters do this?
Recruiter: Do you have agile experience…
Developer: I don’t know a little.
Recruiter: Did you meet standing up in the mornings…
Developer: Yes, at least twice a week
Recruiter: Extensive agile experience, Check!
NO… these are just tools, techniques will support you on your way to becoming agile but beware…
Play video of Ivan and the jackhammer
A tool is just a tool, and if you do not understand how to you use then you will land up in the following situation!
Play Cargo Culting Video
Perhaps even worse applying a tool incorrectly is the phenomenon of Cargo culting. Much like these people believed that following militaristic rituals would provide them with treasure… so to I’ve seen organisations fall into this same trap when it comes to agile. CEO’s realise the value that agility hold and they want to tap into this value… So instructs the Team lead, Project manager or Program manager to make them agile asap. Who then decides to adopt scrum and from that point forward believe that they will feast from the table of the Agile gods….
No It does not work like that… that has been the trap…we try and apply tools and practices before we understand the principles and values that drive these practices.
We need to understand that things like Jira, Kanban, scrum, XP and Safe are just the tip of the iceberg. 90% of being agile is about the Needs, Values and Principles that drive the practices and tools. I believe that for us to effect true change we need to change our mind-set and not just blindly follow steps in a process. We need to cultivate a mind-set that always values the principles of agile software development and questions the intent of a practice or a tool.
So let us get back to the basics and look at what the agile manifesto had in mind before the consultants and entrepreneurs develop the frameworks, practices and tools that we now believe make us agile. As you can read, no references are made to specifics (scaling, Scrum, SAFe, LeSS, DAD, or roles). No rule is better that any of them: I Please remember that Over doesn’t mean we can eliminate the other sections on plans, documents, contracts and tools. But by placing more value in the top sections we will improve effectiveness in handling uncertainty, change, how to collaborate, how to work more creatively with your team, how to prioritise and measure the important things in your project. That is the real meaning of over.
Next we have the principles… I have handed out the 12 principles to random audience members and I would like each of you to read aloud the principles that you got. There is number in the bottom corner of the printout… can you please start at 1 and run through to 12.
This might be the first time that some of you have heard these principles and those already familiar with it we should be asking…? Do we understand what they meant or have we started taking these principles for granted.
In order for us to really think about the true meaning behind these 12 principles we are going to play a quick game… see a promised gamification
Similar to “pin the tail to donkey” the aim of our game will be to matching the 12 agile principles to the 4 manifesto values.
Objective is too:
Cultivate and foster agile thinking by understanding the meaning of the agile manifesto.
Look closer for deeper, hidden or unexplored aspects and applications to your daily work.
And if that does not work the opportunity do something creative today.
OPTIONAL:
What I like to do depending on the level of communication in the room is to through in a little curve ball halfway through the workshop just to shake things up and to remind the team that change is constant and we need to adapt to circumstances.
This exercise was not about getting the matching done perfectly… the goal was to get you thinking about it differently. The important thing to realise today is that tools and technique do not make you agile. The Agile Manifesto principles set the scene for exploration, learning and innovation and is a powerful introduction to a disruptive questioning mentality.
Be curios, because a curios mind is a mind that is constantly learning. Constantly question the why, experiment with new ideas of doing things better. Go out there and be the agents of change – embrace agility and use change as an enabler to make a difference.