Microsoft PowerPoint - Fabrice Bernhard-Theodo Keynote V2

Implementing Scrum is revolutionary because the implementation of Scrum requires the creation of new roles (such as Product Owner and Scrum Master), new team structures, new artifacts, new events, and new behaviors. It is unadaptable. The official Scrum Guide states: “Scrum’s roles, events, artifacts, and rules are immutable and although implementi

When considering the optimal approach to the type of work, it’s not about agile or waterfall. It’s about agile (unknowable, unique) and lean (knowable, repetitive). Waterfall is “Think Big, Start Big, Learn Slow,” for which, in my opinion, there is no excuse. Why would you not optimize for early and often learning, continuous improvement, and the a

As we make the jump to the Fourth Industrial Revolution driven by the technology, we have to change how we work together. Creativity and innovation needed are more likely to bubble up than to bubble down. Diverse customer needs and diverse technology components require equally diverse teams, at every level of your organization, who can collaborate,

The term “Agile” dates back to a 2001 conclave where I and sixteen other leaders in software development wrote up what has become known as the “Agile Manifesto.” It declared the following values: people over processes; products that actually work over documenting what that product is supposed to do; collaborating with customers over negotiating wit

Agile practice without self-organization is just another management-led process, and will stay rooted in the existing status quo.