Track: Aspects Of Leadership
Leadership is a fine balance between drive and the capability to efficiently and humanely manage people. The speakers invited to speak on this track have extensive experience of leadership in many different organizations and lines of business. You will learn to adjust your leadership style to reflect the circumstances you face, how to use coaching to improve collaboration in your projects and gain insight into the causes of destructive leadership behaviors.
The Planning Pump is the emergent behavior observed for 10 years in and around agile teams that gets motivated to plan two weeks of work in just 60 minutes. It came out of applying the Planning Game to teams where key external players had little time for days of workshopping. We observe a much higher degree of continuous collaboration between teams and stakeholders in such agile projects compared to agile attempts with more time-consuming forms of planning.
ERIK LUNDH has 25+ years experience in software development. Erik has worked with mature companies, innovation firms and start-ups, from small to large such as Ericsson and ABB. Erik programmed industrial just-in-time (Lean) systems in the 1980’s, was a “process and management guy”in the 1990’s, and spent the fun part of the 2000’s as an agile evangelist and coach. In 2006 Erik was invited to Ericsson’s first major agile transformation of 2300 R&D people at 10 sites in 5 countries.
Studies explaining the causes of destructive leadership behaviors are very few. This presentation will cover two ongoing studies of such situational and individual antecedents of destructive leadership behaviors. One of the studies is conducted in a normal working environment. The second study investigates the antecedents of destructive leadership behavior in a crisis management simulation.
PhD Student Faculty of Psychology at the
You read the books. You went to the talks. You even paid for the 3 day course. Then you rolled out Agile across the organization. What could possibly go wrong?
Why, after 18 months, are you not seeing the better-faster-cheaper results they guaranteed you? And where can you get your money back?
Rather than paying for yet another Agile consultant to come in and tell you how you're doing it all wrong, come along to Dan's talk about the most common failure modes he encounters in Agile adoption.
Dan has been writing software for over 15 years, and is a principal consultant with technology consultancy ThoughtWorks. He spends his time helping teams become more effective at delivering software, and presents at conferences such as JAOO, Agile and OOPSLA on topics ranging from learning theory to behaviour-driven development. He has published articles in the Java Developers' Journal and Better Software, and for CIO newsletters and the DSDM consortium.
How coaching can be used to improve collaboration in projects.
Introduction: Laying the foundation and ensuring common definitions.
Coaching the PM to develop him professionally and as an individual.
Coaching a project team as a group, as well as the individuals within the group.
How the PM can develop coaching skills and use them in his work.
Unlocking people’s potential is my mission. I work as a professional coach and mentor.
Inquisitive, openminded, loves life and conversations is a summary of how I am.
I worked in IT for 35+ years, I have seen the evolution of computing from inside the business. Twelve of those years were as self-employed, the rest of those years were as employed.
On projects, you need to adjust your leadership style to reflect the circumstances you face.This presentation offers a framework for identifying appropriate leadership style, based on such factors as project size, time horizon, risk, complexity, novelty, and level of team cohesiveness. It also points out that you don't need to have great charisma to be a good leader. Transactional leadership is often good enough. If you are really good at what you do, this will gain you followers.
J. Davidson Frame, PhD, PMP is Academic Dean at the University of Management and Technology, Arlington, Va. Prior to joining UMT in 1998, he served 19 years on the faculty of the George Washington University, Washington, DC, where he was Chairman of the Department of Management Science and established GWU's project management program. David has authored 30 academic articles and 10 books. He was on the Board of Directors of the Project Management Institute for 11 years, and is a PMI Fellow.
“A” stands for the activators and relates back to what actions we can take to make a preferred behavior happen. “B” is the behavior as a result of an activator. “C” means that we need to support the individual with consequences such as motivation. Psychological research tells us that If we want to change a Behavior, 80 % of the impact is related to our way of working with the Consequences of the changed behavior in comparison with working on different Activators.
Leif is a former Major at the Swedish Armed Forces/Army, now Major in the Reserve. During his 15 years in the Armed Forces he acquired extensive experience of leadership, communication and project management. Leif has held leading positions both within line and project organizations. He shifted his career to Management Consulting, soon a decade ago, at Wenell Management AB (one of the leading project management companies in Scandinavia).