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TastyCupcakes.org

TastyCupcakes.org
Related:  Agile GamesScrumAgile - Lean - Kanban

Learning Through Games As a trainer, I have become increasingly convinced that games and simulations provide an excellent platform for learning concepts and new behaviours. I am playing and training with more and more games than ever before. It was getting hard for me to remember all the games and decide which one to use in a particular situation. (Can someone please create a public website where we can list games, rate them and tag them by the problems they solve?) Where Games Play Here are some of the games that I am currently use or want to use in training. What’s with the grid? People – games about people learning individual skills or learning about individualsSystem - games about the team or organizationConcepts - games primarily about teaching concepts or ideas“Experiencing our reality” - games the help us understand ourselves and our context Links – People/Concepts Links – System/Concept The Biggest Bang for the Buck – backlog organization and prioritization – (60 min). Links – System/Reality Other thoughts

Michael Sahota – Lean, Scrum & Agile Coach – Toronto » Helping you grow your organization… People are messy: they have personalities and emotions. In this post we explore how we can embrace people’s messiness for advantage rather than have it act as a drag. Default Business Model is Mixed Engagement A recent study from Carnegie Mellon Training shows that there are very mixed levels of engagement from workers. Current estimates are that staff disengagement cost $11 billion from turnover alone. One challenge with the traditional business model is that it denies people’s individuality and feelings. In our workplaces, we do not dare to show our true and whole self. The Authentic Workplace An alternate model for our work environments is to invite people to show up as themselves – as the wonderful human beings that they are – and fully welcome them. We might imagine an environment that allow us to: Relate and connect authentically.Share and acknowledge feelings.Trust each otherFeel safeBe vulnerable Typical vs. Consider the following diagram illustrating difference between these models:

Scrum Company | organisaties op snelheid | Mastercourse Communicatie Scrum Mastercourse Reflectieve Communicatie Scrum De Mastercourse Reflectieve Communicatie Scrum is een praktijkgerichte 5-daagse opleiding voor communicatieprofessionals. De volgende editie gaat van start op 30 januari 2015. Sinds Betteke van Ruler scrum introduceerde in het communicatievak met haar boek 'Reflectieve Communicatie Scrum: zo ben je accountable!' In deze 5-daagse praktijkgerichte Mastercourse leer je alles over het raamwerk, de rollen en de technieken van scrum zodat je deze zelf kunt implementeren en toepassen in projecten. Na afloop weet je hoe je scrum effectief in kunt zetten voor communicatievraagstukken. Tijdens een eerdere editie van de Mastercourse Reflectieve Communicatie Scrum gingen deelnemers aan de slag met een opdracht bij de NOS. Communicatieplan?

Error :: LessSite Lean Simulations AgileIT : M?thodes Agiles & Java EE Scrum Company | organisaties op snelheid 7 Obstacles to Enterprise Agility | Scrum Reference Card Print version I work with divisions of large companies that are struggling to become agile, starting with Scrum. While each organization is in a distinct business sector using different technology and management cultures, each one shares a common pathology, a kind of “giantism.” At first glance, an organization’s challenges will appear to be “too much to do” or “not enough resources” or “changing business climate.” A division of a well-known company cited as a 1997 success story by a famous Scrum pioneer came to Danube Technologies, Inc. for help in 2009 because market forces revealed it was less agile than its competitors. Obstacle #1: Naive Resource Management The PMBOK Guide observes “often the budget needs to be increased to add additional resources to complete the same amount of work in less time.” When the work is new product development, the relevant resources are intangible: task absorption, learning, interpersonal communication and innovation. Obstacle #4: Distraction

games | Mastering the Obvious One of the most vivid sessions I took part in at the Play4Agile conference in Germany last month was a session on Games for Distributed Teams. Led by the amazing Silvana Wasitova, this discussion built on the preceding session about “Games in 5 Minutes” to explore how these activities can be used with distributed teams. I was hoping to get some new ideas for games to use with teams that are not colocated, since in my experience it’s rarer and rarer to find teams where everyone is located in the same city, let alone the same office. While we talked about and tried some games that could be played across a group of people connected only by a phone line*, for me the fascinating part was how this experience could also be used to demonstrate why there is really no good substitute for in-the-same-room face-time for teams that need to work together. My discomfort started with the distributed seating arrangement in the room. The difference in the two experiences was astonishingly visceral.

Scrum and Agile in Belgium

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