Esther Derby
Great Lakes Software Symposium
Chicago · November 12 - 14, 2010
Author of 7 Rules for Positive Productive Change. Co-author of Behind Closed Doors: Secrets of Great Management and Agile Retrospectives.
I draw on four decades of experience leading, observing, and living organizational change. I work with a broad array of organizations. My clients include both start ups and Fortune 500 companies.
Based on experience and research, my approach blends attention to humans and deep knowledge of complex adaptive systems.
I have been called one of the most influential voices within the agile communities when it comes to developing organizations, coaching teams, and transforming management. My work over many years has influenced coaches and leaders across many companies.
Background
I started my career as a programmer. However, over the years I’ve worn many hats, including business owner, internal consultant and manager. From all these perspectives, one thing was clear: individual, team, and even organizational success depends greatly on the work environment and organizational dynamics. As a result, I have spent the last twenty-five years helping companies shape their environment for optimum success.
My formal education includes an MA in Organizational Leadership and a certificate in Human Systems Dynamics.
Follow me on Twitter @estherderby
Presentations
The New Work of management in Agile Organizations
Sometimes I see teams that reject all direction and go their own way, declaring, 'We are self-organizing'. They are missing an important fact. When someone is paid by a company to be part of a team, that team exists within the organizational context.
On the other hand, some managers hear the words “self-organizing” and believe the team is on its “own” that they can go into semi-retirement. But that's not the case, either.
In fact,both are risky over-simplifications.
When teams self-organize there's still plenty for managers to do, but management attention must shift from individual to team performance, and creating an environment where teams can excel.
Working with Complex Adaptive (Human) Systems
The world abounds with complex theories and complex advice about complex adaptive systems. But most of them aren't very helpful when it comes to knowing what to do to make a system work better. In this interactive session, we'll explore three levers that you can use to influence patterns of behavior in complex adaptive systems…such as software development teams.
Improving Customer Conversations
It’s not easy to build the right product. People sometimes don’t know exactly what they need, want things that won’t help, and don’t imagine what’s possible. Agile project capture requirements on cards that contain a statement of want and benefit and notes on how to confirm the need is met. The intention isn’t to fully document the requirement on the card, but to make a note and create a reminder for a conversation with the customer. Whether you are using agile methods or traditional requirements, valuable products start with understanding the customers context, their problems, what they want, and how they use a product. However, most people aren’t born with the ability to speak naturally in user stories or fully formed requirements statements. So we must learn how to ask the right questions, draw out pertinent information and understand the customer’s world in those conversations.
Team Traps and How to Avoid Them
Some teams soar; others wallow, bicker and slog their way to uncertain results. Teams that soar have a few things in common: they have a shared goal, interdependent work, complimentary skills, mutual accountability. Slogging teams have a few things in common, too. They fall into predictable traps.