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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:

Lean Simulations AgileIT : M?thodes Agiles & Java EE 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 Agile {*style:<li>*} {*style:<br>*}{*style:<h3>*}{*style:<a href=' MatchUp Canvas{*style:</a>*}{*style:</h3>*}Posted by {*style:<a href=' Gottesdiener{*style:</a>*} on August 14th, 2018 at 5:27 pm{*style:<br>*} Great teams act interdependently to achieve product outcomes. That doesn’t happen by accident. It takes deliberate effort. By proactively determining how teams depend on each other, agreements can be made on the “give and take” required to improve teamwork. Doing ...

Agile Community Content on InfoQ Research on Agile What are the most widely used .NET practices and tools? This InfoQ Research item examines the adoption level of a range of practices and tools that aim to assist .NET developers in these practices. Note that we have focussed only on these practices - there are other tools such as reflectors, productivity tools, frameworks etc. which we are not covering in this research. Biggest Impediments for Effective Agile Adoption? This InfoQ Research item aims to rank the impediments to agile adoption in organisations. What are the Most Important and Adoption-Ready Agile Practices? InfoQ have launched a new community driven research tool, and one of the areas we want to examine is the relative importance, and level of use in teams of a variety of agile practices, covering both social and technical practices that teams may be using.

Kanban-Pizza-Game The Kanban Pizza Game by agile42 is licensed under the Creative Commons Attribution-Share Alike 3.0 License . It’s difficult to teach the principles of Lean and Agile simply by lecturing. People have to experience the principles by themselves to get a feeling for how it all works. By playing a game, you can gain experience without messing up your daily work or getting engrossed in the technical details. This is why we use games and simulations extensively in our trainings. If we can find no suitable game we’ll create one... like the Kanban Pizza Game! With the Kanban Pizza Game from agile42 you can find out what Kanban feels like. Based on Paper and Pizza Like our agile42 Scrum Lego City Game we wanted our Kanban game to be based on something that everybody knows about and everybody can do. When and how to use the Kanban Pizza Game Learning Objectives What are the goals of the game from a training perspective? Preparations The Flow of the Game 1. Show the oven plate and explain how it works.

Kanban and Scrum - making the most of both Scrum and Kanban are two flavours of Agile software development - two deceptively simple but surprisingly powerful approaches to software development. So how do they relate to each other? The purpose of this book is to clear up the fog, so you can figure out how Kanban and Scrum might be useful in your environment. Part I illustrates the similarities and differences between Kanban and Scrum, comparing for understanding, not for judgement. There is no such thing as a good or bad tool – just good or bad decisions about when and how to use which tool. Part II is a case study illustrating how a Scrum-based development organization implemented Kanban in their operations and support teams. Consistent with the style of “Scrum and XP from the Trenches”, this book strikes a conversational tone and is bursting with practical examples and pictures. This book includes: 120 pages, 6" x 9", ISBN: 978-0-557-13832-6 Free download Buy the print version for $22.95 Translations Table of contents

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