Good morning everyone. My name is Sean Dunn. I'm an Enterprise Agile Coach with IHS and this is my colleague, Chris Edwards. And he's also worked with me from IHS. And this presentation is called The Seven Sins of Scrum and Other Agile Antipatterns. And it was put together by Todd Little and the three of us. Todd's VP of Product Development at IHS. Most people have never heard of our company and that's okay. And what we do is we provide information, data and analytics to a variety of industries including energy, aerospace, defense, transport. We've got some team somewhere that breaks down iPhones and iPads and figures out exactly how much it costs to produce. So that's kind of cool. So most people have never heard of us but we do a lot of interesting things. We're from Canada, right there in Calgary. So that's where we're from. So a little bit of a disclaimer is that this is The Seven Sins of Scrum but there's not actually exactly seven. They're not necessarily sins and this isn't necessarily limited to just Scrum. But we did kind of break things into seven broad categories and what are we really trying to say? Well, the Agile Manifesto says that we are uncovering better ways of developing software by doing it and helping others to do it. And the authors I think had a really insightful way of doing this is saying we value these things but if you want to value something we have to be very aware of what things we are willing to maybe sacrifice. You can't have a value without having some kind of cost to it. So while we value the things on the right, we value the things on the left more. And so this presentation is based a lot of our experience of working with teams and identifying lots of, we call it anti-patterns. And what is an anti-pattern? Jim Copling described it as an anti-pattern. It's something that looks like a good idea but which backfires badly when applied. And anti-pattern sounds a little bit negative but what we're really trying to say is that we really want teams to be great. We work with teams and want teams to be great but oftentimes they'll adopt practices. They'll not quite understand things and it'll limit them. They'll just be good but we want to help them become great. So we were looking for what are some of these patterns that we've observed? And so this is the auditor's manifesto which is we value process and tools over individuals and interactions. It's everything flipped because that is while there may be value for items on the right, we have chosen to ignore them because they are difficult to audit. We only care about the items on the left because we can measure them and because we care about them we will make sure you do too. The format for this talk is going to be the sinner's manifesto which is what are some, call them potential sins. Some things that might be limiting. If you're doing these it's not necessarily bad but it might prevent you from becoming great. And so it might be okay in moderation. Everything's better in moderation including collaboration but in excess it can be an anti-pattern. So what we propose is some virtues on the right hand side that would help teams potentially overcome this. And agile is all about learning. By iterating we can learn, we can learn faster and we like this quote from Galileo. God has endowed us with sense, reason and intellect. He has not intended us to forego their use. So in everything we do in learning we want to apply our reason and intellect. So we do encourage everybody to do that. Okay, so the first sort of sin category is process and tools over individuals and interactions. And this is the only one that really is based off the manifesto. And the reason we have this first is because a lot of times we see companies doing agile transformation and they'll really focus on adopting these scrum practices and I'm using rally and therefore now I am agile. But really in complex software projects we want to bring projects to teams and allow them to figure out. So this is a great version of the agile manifesto from Alex Kravitzky which is blah, blah, blah, blah, blah, blah, blah, blah. Individuals and interactions over processes and tools, blah, blah, blah, blah, blah, blah. If you take nothing else away from the manifesto it's about individuals and interactions and teams and how they interact. And oftentimes we somehow get this gets missed. We get kind of focused on how do we implement the tool. So an often one we see is, okay, agile transformation. Okay, let's roll out a new tool and then everybody becomes really, really hyper focused on how do we use the tool properly. We need to be using the tool the same way. Teams need to be using the tool now as opposed to really understanding what agility means. And all these tools and processes are all in support of agility. They're not a means to them. And this relates to agile as a mindset. So this is a frequent thing we'll see where teams will get kind of hyper focused on agile is a process we need to implement. Even at this conference and even with teams we work with, I don't know how many times I'll hear quote unquote the agile process. And that usually causes a funny reaction on my face. And it's really helping teams understand that it is a mindset. These are values. And what do we mean by values as they influence behaviors and decisions on pretty much everything we do across software development. When you're sitting at your desk programming, you're making micro decisions on a moment by moment basis. And what are we valuing in each one of those decisions? And it's the values and principles from the manifesto. So it's understanding that these values really permeate all of our behaviors and decisions and actions throughout our work. So has anyone ever been part of a committee or group that was there to define some best practices for the company? So the word, I don't really like this word best practice because it implies there's no better practice. We've already arrived at the best practice. And it also kind of sounds like, well, every practice, this practice is good for everyone. You know, we have different contexts, maybe one team is co located and the other ones distributed. So how can we say that that the same practice will work best for both teams? So like Sean was saying, if we start from the values and principles and see are these practices enabling us to deliver frequent value to our customer, then really we can find what works best in each situation. And I mentioned at the beginning that Agile is all about learning, right? So what kind of value does that communicate to your organization where we say, we need to implement these best practices that have been somehow figured out elsewhere, right? That that's hugely disempowering where it's like there's there's experts out there who develop these best practices and we just need to implement it. The thing that really resonated with me when I really started understanding, you know, Agile and working with Agile companies was, ah, I can contribute, I can discover new things. It's not a society of experts who have discovered everything and I just need to follow what they're doing, but I can be a contributor to the expanding body of knowledge. That's a hugely empowering environment to be working in. Yeah, mob programming, NERSH doesn't like it, but that's fine. It was invented or discovered by a group of people doing everyday work slowly looking at what they're doing, trying different things. You know, we're all growing and involving our Agile mindset and processes and discovering new and better ways of doing things. And whether you agree with mob programming or not, it was invented by Hunter and it works for them and it works for them in their context and they discovered it through experimentation. And the really interesting question is what was it that enabled them to experiment with things? Like, what was it in their culture and their way of doing things that actually allowed them to come to new discoveries? Forget about what the discovery was or whether you agree with it, but that they came to new discoveries on their own. Yeah, and I have a friend that works at Hunter and I was asking him, oh, can you do a presentation for my company? You know, we really like to learn about mob programming and they're actually very hesitant because they're worried people are just going to take it and be like, oh, now we've implemented mob programming and now we are doing mob programming. And without, you know, if somebody just implements this new way... Best practice. Best practice without understanding what are all the things that led to it, they might miss the point entirely and implement something that doesn't work for them. And I think we covered this. The idea of one-size-fits-all versus context. So believing that we just have to take, you know, Scrum as it is out of the book or Kanban as it is out of the book and it will fit in all situations, in all environments, but really teaching teams to appreciate the context within their work environment and how to really understand and assess all these different techniques and tools that are out there and how they may apply or may not apply within their own context. All right, status over flow of value. The key to this one is really that a lot of times we are looking at metrics and things in our system that are really looking back. Metrics that are making us feel better about how we did but not giving us any information about how we can deliver better flow of value to our customers. So how can we look at different things that we're doing, all the different things we're doing and identify the ones that aren't really contributing to delivering value to our customer and eliminate them. And one way of doing this is always being kind of focused on the rear view mirror. Always looking back and the status is often about looking backwards, right? It's looking, well, where are we right now and how did we get here as opposed to, okay, what is it going to take us to deliver value and move forwards? And so much of it kind of comes from maybe a traditional project manager report of, okay, what's the status of things, what's the progress of things? And we want to try and get teams to shift the conversation towards, okay, what do we need to do next to deliver value and move that forward? Yeah, a lot of metrics we gather, you know, we do tasks and we gather estimates and a lot of this is focused around individual performance and not performance, not performance of the system itself. And what we really care about is how effective is the team at delivering value? Do I really care about the individual utilization of any one person on the team if my team as a whole is not being successful? So ask yourself what kind of things in your work environment do you do intentionally, maybe unintentionally, that might incentivize us behavior? Who uses tasks and keeps track of tasks and individual tasks? Is that contributing to a team taking ownership over stories or does it encourage individuals trying to complete tasks? Even individual ownership of stories is another way. It's like, well, I got my story done, well, wait a second, they're actually team stories. So becoming really self-reflective of things we may do in our workplace that might actually encourage this over the team taking collective ownership over getting things done. If helping Sean is actually going to make me deliver my task later and I'm going to get in trouble for that, am I going to help him? Probably not. I had a conversation with a team about that. So they're having their stand-up and someone was great on them for being transparent and forthcoming and saying, this user story I was working on, it looks like it's going to be longer than we first thought. So it might take a significantly large portion of time. And then the conversation just kind of went on to the next person. I was like, whoa, wait a second, wait a second, wait a second. So why is no one kind of volunteering to help? Like this was clearly the most important thing, like this was the highest priority thing and we thought it was going to be easy, which is fine, we were wrong, not a problem. But now what are we going to do about it? And the team members said, well, I can't help because then I won't get my tasks done. I'm busy. It's like, well, manager, if you tell me. And so here was a team that had been practicing Agile and Scrum but did not really understand the fundamental of the team ownership of user stories. They were still thinking in terms of individual work. So stories over strategy. I've come across this on projects before where teams will be working on stories but with no kind of understanding of why. And not only is there no kind of understanding of why, it's not connected with, okay, how is this actually going to meet some higher level objective within the company? Are we going to increase revenue, decrease costs, reduce risk? How is this story going to ultimately achieve that? And that makes a huge, huge, huge difference because you may split stories in fundamentally wildly different ways depending on what your strategy is. And so when the team doesn't have any concept of what that strategy is and they're just kind of like blindly chugging through stories, you can run into some situations where, hey, our output is huge. We got, you know, have high velocity, deliver lots of user stories but ultimately weren't connected with any kind of strategy. So on our teams, like, I've been a member of a team, I've been a developer on a team and we tend to encounter a large number of what I like to call, like, micro decisions. These aren't like, do I work on this user story or do I not work on this user story but there's little tiny decisions we make within user stories within items of work that without a picture of a grander picture, do I understand should I do this or should I not?  Well, I might default to, well, I better do it because, you know, if I don't do it then the customer might not be happy. So this leads to this, there's this thinking of we need to build these buckets of work but if we have a strategy that helps us decide what not to do, we can limit the amount of work done and still achieve the same outcome then we're actually going to be more productive and get more done. So if any of you familiar with user story mapping? Yeah, so to me that's a great tool. Jeff Patton's book, User Story Mapping, Read It, and it's a way of looking at workflows and how to deliver value to the user and ultimately prioritize your work and what don't I have, if I had to ship this today, what can I throw out the side to still deliver that same outcome? And so strategy should tell you what you're not going to do. If a strategy can't tell you what you're not going to do, it's not really a strategy. And we're sometimes guilty of this and features are a great example where we bucket things into features. User stories are kind of all related. So we'll bucket them into features and then these become these macro decisions. Well, do I choose this feature or this feature? Well, that's actually kind of a false decision, right? I have to get it all done anyway. I have to get it all done anyway. So I might as well just do them all. What decision filters can we provide so that people can make micro decisions? How do I choose between this user story from this feature or this user story from this feature to deliver value a lot faster? Which, as Chris mentioned, I've got to have it all. This all or nothing mentality over the idea of having minimum viable products and we've seen development teams who've been told, well, we're not going to release until we get this all done. Product management will say, we can't release until we get this all done.  And then guess what? They change their mind and you're partially way through and they're saying, we need to ship now. Can you have two top priorities? No. And so we were... Sorry, I didn't hear that. Could you say again, please? Okay, that's... Maybe we'll talk afterwards because I just want to make sure I understand your context correctly before I give a simple answer to that. So yeah, great question. It was if a product manager asked for an estimate for a big thing and then we give them an estimate and they build some plan off of that. What do you do in that situation? So yeah, if we could talk afterwards, I'd like to understand your context. Thank you. I touched on this a little bit, this idea of focusing on tasks versus stories. So tasks are a great thing if you're really into micromanagement because I can track people's hours. I can look exactly what their output is. Did you meet your estimate? You said this was going to take five hours and it took you six. What happened there? So this leads to focusing on individual output, individual performance rather than team performance, which by the way, you can do with stories. I've seen teams that, you know, here's Sean's story and here's Shane's story and here's Chris's story. So you can still get this with... But I think the idea here is what we really want to focus on is team value delivery. How are we as a team delivering value?  Just try not doing that for a while. Let the team figure out the details. I think we'll get to this, yes. Very good question. So the question was if we don't have tasks, how do we track things? How do we track progress? And I think we'll get to this. And it's somewhat related to a previous slide about status versus value delivery, like looking backwards as opposed to what can we do to move forwards and deliver value in the form of stories. So, yeah, we'll get to that. All right. Another one is following orders over understanding why.  And why is that not a good environment that enables, supports agility? And here's my explanation. I spent 14 years in the Canadian Army Reserves as an Army officer. And there's this misconception that the Army is very, you know, we call it command and control.  That is wildly false. And the reason is war is this complex, changing, chaotic situation.  You need to call back to headquarters? Well, maybe the radio's broken. So what do you do? You need to understand the bigger picture and that decentralize of control, that decentralize of decision-making speeds decisions. We talk about the micro-decisions that are made on the daily basis. So we really, really try to work with developers and coach them and help them feel comfortable with asking why. If you're a development team that has a customer embedded in your team, that is the greatest experience ever. Most of us don't have that luxury. But if we can figure out a way of injecting the mind of the user into our developers so that they really understand what the user's trying to accomplish, they're going to make much better decisions. I really liked... So I don't know if any of you saw the talk by Richard yesterday in the morning. He was talking about how they actually send out anthropologists into the customer's world so they can get a really deep understanding of them. I thought that was fantastic. So one thing you can do as an experiment is listen. When you go back to your teams, just pay attention and listen. When you're talking about user stories and doing backlog-looming or planning, listen to the types of questions that are being asked. What types of questions are developers asking? Are they asking what to do? Are they asking for definition on specifically how they're to implement something? Are they asking questions to help them get a better understanding of why you would want to do this? What outcomes are really being trying to be achieved? How do we do it, Tom? Halfway. All right, this one's one of my personal favorites. This isn't part of the manifesto, but this is actually Uncle Bob Martin, one of the original signatories wishes that this was the fifth value on the manifesto, craftsmanship over crap. There is a principle about technical mastery, but a lot of the original signatories feel that maybe they could have had a bit more emphasis on this. Because we can focus on delivery. Delivering value is great, but if what's under the hood is a pile of crap, then we are not going to be sustainable in the long run. Velocity over quality. Lots of teams have this belief that our job is to increase velocity. Velocity is this thing that we can just improve and improve and get better. In fact, if we're not increasing velocity, somehow we're not doing well as a team. We're failing as a team if we're at least not increasing or if our velocity is wildly varying. That's a bit of a misconception. Velocity can vary and does vary and doesn't actually even get better. We had a talk on that yesterday. The belief that velocity is what we care about when we actually care about delivering quality products that reduce the total cost of ownership over the total lifespan, that's more important than getting hyper-focused on this velocity metric. This is the testing period. I think this was made famous by Mike Cohn. Testing quality in versus building quality in. Going back to being busy, individual utilization, developers are always busy. Let's not waste their time with this testing thing. We have people for that. We'll just get them over here and we'll start building lots of manual tests. What happens? Manual tests are expensive. Now I'm going to have to do them a lot and now I have this giant regression cycle. Logically, we should automate them. We've got people that can build UI automation but they don't really understand the code so it makes more sense to just build some automated GUI tests and we'll just build an army of UI automators and we'll build this amazing test suite. What happens? They break a lot, they're slow and they're not really giving us any real feedback about when we break things in the code because the most optimal time to identify a bug that we inject is the second I write it. What do we want to do? We want to focus on building automated unit tests, integration tests. This is less important. They add value but they don't add as much value. There aren't many things I would say this about in Agile but I would actually say that if you're not doing some form of automated unit tests or integration tests that you really cannot be Agile. How many people here work towards some kind of deadline of some kind, like there's some date on the calendar that something has to be done by? Is that pretty common? Okay, it sounds pretty common. Here's a story that there was a deadline that the project manager ignored. This was the four Taurus. Four Taurus in the 80s. Product manager for the four Taurus took his time to understand the market, do market research, do all the things right to make sure that the thing they were building really would succeed in the market and he completely missed his deadline. He was six months late. But the car was a wild success in the market. He achieved the outcome of wild market success but what was the outcome? He missed the deadline so he was demoted. So what did the next product manager do for the next iteration of the car? He made sure above all else that he met that date and that car was a wild disaster. So by creating these dates we have this idea that well this is this is this firm date but in reality things are a lot more fuzzy than that. So understand your cost of delay. If you are one day late delivering this, what is the cost of that? In some cases and we talked to Spotify, we were talking with people from Spotify last year and they've got some things that has to hit the Christmas season. If it's one day after Christmas there's absolutely no value to it. It has a very steep cost of delay curve. If you don't get it done by that date, it's hard. Most projects aren't like that. Lots of ones if it's one day more but you can get this much more value then make it one day more. So understanding this context of what's your cost of delay curve is really important and not creating these artificial drops that don't really exist in practice. And one more thing I want to say on that is think about what is your organization reward? Do you reward people who deliver on their deadlines or do you reward people who build high quality products that achieve the outcome you're looking for? So I was talking about this gentleman over here I was picking on him. Did you meet your estimate? Why didn't you meet your estimate? Because what I was building was more complex. Okay, but you didn't meet your estimate. The questions we ask people imply the values that we care about. We tend to go to developers and say we need you to get more done. We go to testers and be like make sure there's no bugs in the software. So what are the developers going to care about? Are they going to care about the quality of the software? The developers are going to care about getting more code out sacrificing intrinsic quality for the long term. Testers are going to detect more bugs because of it and then you just end up with this again you've lost team ownership because now they're just pointing fingers at each other because you've asked them different questions and therefore communicated that different values to each group. So Ford, there was a knowledge in the company that if you deliver on your timelines that's how you're going to get a promotion. Nothing else matters. So what are people going to optimize for? So I think this might address the question. So there's this idea that in an iteration we need tasks and we need task estimates in order to be able to track the progress of the team on that iteration. So actually it's really easy to get my estimates to follow this line but that doesn't really tell me anything. All it tells me is I'm working. I'm busy. Still busy boss. There's a huge amount of variability in how long stories take. So I might take a three-point story and some of them will take me a day and some of them will take me a week. Maybe that's okay because in the long run it's all going to cancel out. What we really care about is the progress over a release. How much value have I delivered? How much value do I think I need this top curve and where do I think I'm going to be done? And this is a long-term forecasting versus sort of short-term management of tasks and hours and what are people doing. What we really want to do is trust the teams to get the work done and then forecast long-term where we think we're going to be at. Good question. I think it's coming up. That's our answer for everything. We'll talk about that later. So another aspect of this is we think we kind of cover this. Focusing on commitment and we need to make commitments. Commitments are the most important thing. Does commitment have any correspondence to what it means to be motivated and doing the right things? We really want to be focusing on value. Everybody has the same idea of what value is and are we all at every moment doing the right thing to be focusing and generating value? Generating value. Commitments can influence decision and I talked about fixed scope, fixed schedule. Those are all things that we can do that can influence decisions but are we influencing decisions in the way that we want? Are we influencing the right decisions? Has anyone been in a... You're working in iteration and you're getting near the end and I don't want to start a big thing so I'll go hunt down the backlog and I'll find something small and I'll work on it. What if that's a really low value thing? Am I just working on it? Am I working on it because it's valuable to the client and if I don't meet my commitment my boss is going to get mad at me. Iterations are artificial. We invented them. We made them up and that does not say they're not useful but understand what they're useful for because you can also use them in ways that influence decisions in a way that's suboptimal. We're not saying iterations are bad what we want to think is how are these iterations, how are these commitments influencing our decisions and do we understand those are the optimal decisions? What's that? I think we touched on this a bunch this idea of capacity planning which is all about looking at individual utilization what we really care about is team performance. I don't think we need to say anything else on that. The next category of sins is category number six which is illusion over reality. What kind of things are we doing to fool ourselves? We're not saying tasks themselves are bad they can definitely be used for good. Put in the wrong hands they can be used for evil. They're a micromanager's dream. In fact, I've seen cases where tasks enable collaboration and enable teamwork. I worked with a team where they were really uncomfortable to people working on a story but then we sat down and broke down the work that was involved in the story we're like, oh okay there's ways that we can collaborate and work on this together definitely there's value to them absolutely. You're delighting the product owner by delivering them something. There was something much higher priority that was next on the backlog and you had an opportunity to get a one day or two day head start on the next highest priority thing that the product owner determined was the next highest thing. I think the key here is yes. Now you're thinking about value delivery how do I optimize value delivery versus how do I meet my commitments and make my boss happy? I think with a lot of these questions it's great because it's like know why you're doing something. If the team understands why tasks are something that they want to do because it helps them do their work then great. The prioritization of the user stories was done because it delivers then great but understand why you're doing what you're doing. Great questions. This is yours. There was this comment about now that we're doing this this is a is everyone familiar with release burn ups not iteration burn ups? Is anyone not familiar with them? Good. A lot of times we'll do the release burn up and we'll get some kind of velocity on here and we'll look at how many user story points do we have left to deliver and then we'll sort of draw this horizontal line and then I will forecast and this is what I'm going to be done. If you look at this chart we have this continual scope creep it's kind of growing along the time just as we've been delivering the amount of scope that we have left has been increasing. I don't think scope creep is inherently bad. We're always discovering new value that we think we need to deliver. What's important is that the cost of the scope creep is going on to the development teams. This is really do we work on this is a business decision and what we want to do is find ways to be transparent to our business partners and show them the cost of the scope creep because if you can say if we continue adding scope in the way that we've been adding we will be done way out here would you like to keep doing that? So it's having those adult conversations as we have it with the business how do we enable what kind of tools have been used facilitate those adult conversations and help them make them aware of the consequences of the trade-offs of decisions. So you know people on this side want they want fixed time and fixed scope usually but what we want to do is find ways of having conversations with them to provide them options would you like to have this amount of functionality on this date or would you like to finish sooner or what kind of options do you want and what kind of ways to not push those decisions on to the development team we want to have these interactive conversations with the business Okay So another one is vanity metrics over decision metrics what kind of things are we measuring and why do we care about them and often times what we'll do is we'll measure things because it makes us feel good or makes us look good or something like that I've talked to teams within our own company they kind of come as this epiphany we do these things because it kind of makes the numbers work out right like they're making decisions making behaviors because they feel like oh this is how we make the numbers work and there wasn't useful for any decision that was the key they didn't understand what decision this information was driving and without having a decision information is useless if information doesn't influence any decision it's absolutely useless information so what do we really care about is decision metrics what decisions do we have to make at the individual level, at the team level at the portfolio level what decisions do we have to make and what information do we need and how do we get that and how do we make those decisions better yeah and one thing I'll add to that is Sean did a talk yesterday on no estimates and one of the questions you asked was what decisions are enabling are we enabling by gathering estimates I think we could go down a rabbit hole if we start talking about no estimates but I just want people to think about as an activity on their own it's a very hard one actually to take this concept of estimates and map it back to some underlying decision that we're trying to make and if we don't understand what that decision is are we wasting time gathering those metrics because it does cost last category organizational hacks over leadership so are we just putting out fires and doing little tweaks to our organization to fix short term problems or are we understanding the values and principles of our organization and how our current structures are not meeting them and embedding leadership into the company to solve those problems over time I really believe that we need to be thinking about how do we build a self sustaining organization over the long term if these are truly values and principles it's not just something the development team does they are embedded at all levels and we have to make sure that they get passed from one generation to another to another and that we can teach future generations of people and leaders at all levels really understand them because it's their job to develop the people underneath them in these values and principles and so we need to be sure we need to be aware of what kind of things are we doing or just kind of like organizational hacks to get around organizational dysfunction and start thinking about the long term is how do we build the organization that really internalizes us the path to waterfall is led by many many rational decisions I think I'm going to need more details of examples but maybe we'll take that offline afterwards we've just got a couple of minutes left so we'll just quickly go through some examples of organizational hacks for leadership and one is controlling input micromanagement what we want is controlling outcomes and managing outcomes and I'm an electrical engineer so I'm familiar with control systems and what you really want to do is create these feedback loops create these stable systems by using feedback loops which can handle complexity much much better than very input oriented systems Dave Marquette turn the ship around he talks about specifying goals not methods and this goes back to do we understand can I fill in the blanks fast forward a little bit certification over qualification this might be a controversial one we don't have a problem with certification I don't know how many letters after my name that I don't really care about I like learning and that's important to me certification is the byproduct of the learning unfortunately some companies can get a little bit maybe hyper focused on the certification and what that does is we encourage that this is something we value we value certification which if you've read the book about fixed versus gross mindset which is Carol Dweck and it can reinforce the fixed mindset I have the certification now I know everything as opposed to you want people who have the idea of there's so much more out there we want to learn and grow we're actually looking internally because there's a lot of buzz in our company about certification so we're looking at some different ones one of the ones we're looking at is IC Agile which is not well known in the industry so people are like is anyone going to care about this on my resume and so we ask if you don't learn anything if this isn't going to build your knowledge do you really care about the certification think about and understand what you really value in organization what things you're doing to incentivize or disincentive so our summary those were the 7 broad categories and the virtuous path is use retrospectives always do retrospectives improve incrementally and get coaching as needed and there's our contact information and this is Todd's book stand back and deliver he's my boss so I guess I got to promote it this is Todd's talk originally so we're adopting I don't know if I made it sound like IC Agile doesn't do the learning thing that's actually why we're looking at IC Agile because it has an embedded like learning aspect to it all right so I'm sure we start up loss of controversy I think it's the theme for today so there's lots of good questions we'd really like to discuss maybe offline and I'm sorry we couldn't answer all of them as part of the talk but we do want to have that discussion so please find us outside afterwards still listening to us ramble for 45 minutes that was fun we've got some time to take questions okay two questions or maybe we should readdress the questions that people have already had well I mean there's 50 minutes till the next talk so if people do want to go I don't want to but we'll stick around and ask questions yeah if you need to go please feel free now but we will stay up here and answer a couple questions oh sorry we've got a question oh in the service industry so in the service industry they're largely based on I don't work in the service industry I work in a product development company so I can't say I'm an expert on it what I do know my understanding is a lot of it is based on firm fixed price contracts firm fixed price contracts are fundamentally based on distrust in my view they are risk transference the company that is purchasing the once bids is saying I don't want the risk I want to transfer all that risk to the company doing the work because I don't trust them therefore I want to fix state I want to fix scope fundamentally at odds with the manifesto and customer collaboration over contract negotiation and a lot of the dysfunctions and waterfall we saw and how waterfall evolved in the first place was to try and make these types of contracts successful I'm thinking like IT organizations where people are evaluated on how quickly they close a request or a service request I've sent service request to an IT group you know they'll do exactly what I ask them to do because that's what they're being evaluated on did they meet my underlying need or solve it in a different and better way I think if you're building long term relationships and building trust over long term and you care about that and you value that then you can do that in service organizations you can build established relationships because people are happy with the ultimate outcomes they understand you care about their outcomes and the plan might change and that's okay but I think that's the type of environment I like to work in I'm not sure how about I'm not an expert on that there might be other experts here who can raise their hand and talk afterwards another question is there one to serve under okay thank you guys that was a lot of fun I hope you enjoy the rest of the talks today we'll be here all day all week thank you


And tonight, paired with Jay Hap, let's hear from Hap, post game. Jay, how are you so easily able to navigate through that Red Sox lineup tonight? I think I had some life on the fastball and the changeup has come around for me. Lightly, it's been a big pitch. Played good defense, good positioning and just able to get some early outs which helped go deeper into the ball game. The only time it seemed as though you ran into even a little bit of trouble and not even completely of your own doing was that eighth inning, runners on first and third with nobody out. How do you bear down in that situation and get out of the inning? Yeah, the first hitter, I came out of my mechanics and didn't execute a pitch. He hit that ball hard for that double. And then I just tried to focus on staying within my mechanics. Luckily made some pitches and we got out of there. That was a relief. What do you think has been the common thread for you the last month? It seems like you've had good outing after good outing. I think it's a combination of a lot of things but I just think the biggest thing is cliche but focusing on the next pitch, realizing that can't do anything about the previous. Just trying to stay in the moment a little bit better and forget about, like I said, came out of my mechanics and made a mistake and was able to kind of just get back into my zone and try to execute pitches. Marley Rivera, you have the next question. Jay, you have excellent career numbers against the Red Sox. Why do you believe that is? I couldn't answer that after being in this division for so long. I don't know what, I don't know how to answer that. Just trying to go out regardless of who it is and do the same thing but I'm not sure. And Jay, this was the 12th consecutive win from the Yankees over the Red Sox which is a, it ties the franchise record. Does it surprise you how one-sided this rivalry has been the last couple of years? Well, I just, I know we have a good team and we're playing well and I think we are aware of that number actually. We're excited to get out there tomorrow and try to take the nod there. So, yeah. So it is a goal. It's something that you guys have talked about that you want to break that record. We recognize it tonight that we tied there, yeah. Thank you. We'll go to Dan Martin with the next question. Jay, considering how tough things were for you earlier in this season, how satisfying has it been to turn your season around in particular? Yeah, I don't think I can put it into words. I appreciate the support from the players in here in this room and it just certainly means a lot and it feels good. And Aaron said, obviously you can have a role in the playoffs. So what you've done over your last six starts, do you have any expectations of, do you expect to start in the playoffs or do you have any thoughts on that? No, I don't have any thoughts at this moment on it, no.


Dear students, I welcome you in the course of leadership, emotional intelligence and the CN making. This is module number 104 and we are going to talk about what great managers do, idea and practice. As we have seen what great managers do, idea and brief, that the manager is there to tailor his or her style to match with the needs and wants of the followers or to match Karnay say the followers would be better able to demonstrate what they can do. Now, when we talk about idea and practice, remember that we have to capitalize on employees' strengths because their strengths are the things which are required by the organization to achieve its objectives. Now, to capitalize it, one thing we have to bear in mind is that every person is going to have a unique set of strengths. Everyone has special skills and competencies and it will be the job of the main leader to explore those competencies. Secondly, remember that we have to actively listen to our employees. We have to listen to them so that we can know what their needs are, what they are and how they can operate better there. The third thing is that we have to identify every employee's intrinsic needs. Until his intrinsic satisfaction is reached, the person would not be able to demonstrate his true capability in the organization. And the next point is that recognize and encourage the employees, motivate the employees, make them enthusiastic. These are all the requirements which are to be materialized by the leader. Now, remember that we only have to capitalize on strengths. We also have to neutralize his weaknesses. We have to make his weaknesses, his conditions and constraints which he could not achieve without his work. Therefore, we have to identify what is the deficiency in every employee. After identifying that deficiency, we have to see how we can make that deficiency better. To make it better, no doubt, we need to go to the phase of TNA, training need assessment, in which we will identify his deficiencies and his weaknesses in his competencies. And we will identify the training that a employee needs. And then at the same time, we will have to design a job with unconventional ways. Maybe we have to go for job enrichment. Maybe we have to go for active provision of feedback. Maybe we have to go for creating skill variety, task identity, task significance, autonomy and feedback. So, we will have to use all these things, these tools in which we can capitalize on a employee's strengths and overcome his weaknesses. At the same time, remember that when we overcome his weaknesses, there are certain things we have to bear in mind. For example, if an employee recognition wants from his peers, we should publicly celebrate his success. If an employee recognition wants from you, we should exclusively meet him, in which we should tell him how important he is for us. If an employee recognition wants from the similar expertise carried by the people of his or her department or the area in which he or she is operating, then we have to professionally coordinate them with others. We have to give them such awards that are being publicly given so that they can feel their appreciation. Similarly, if he or she wants his praise with the customer, then his image and the best of the customer and the best of the employee, we can place them in the office so that the recognition is created. So, there are different ways in which we can capitalize on his weaknesses instead of neutralizing them. We will try to provide him with such an environment that he can become a positive trigger for him. Likewise, remember that when we have to tailor the style of coaching, for that, there are certain things that we have to bear in our mind. When we have to tailor coaching to learning style, the first point we have is that if an employee is an analyzer, then we have to provide him with required information and by using this information, he can give his work the best result. And obviously, he requires extensive information before taking on a task and he hates making mistakes. Therefore, we have to coach him. Number one, giving him ample classroom time. Number two, role-playing with him. And number three, giving him time to prepare for challenges. Now supposedly, if the employee is a doer, in that case, he uses trial and error to enhance his skills while grappling with tasks. So now we have to give him a chance for trial and error because the person's capability is enhanced through doing things technically and tangibly. For that purpose, we have to coach him by assigning him a simple task explaining the desired outcomes and getting out of his way so that he can utilize his creativity, his innovation, his ways of working, and his perspective of availing his opportunity. Secondly, we have to gradually increase the task complexity until he masters his role because his capability is like a doer. Likewise, if the person is a watcher, he haunts his skills by watching other people in action. For that purpose, we have to shadow him with the top performers. And as a shadow, the person would be there to demonstrate his capabilities in a rightful way. A manager can demonstrate his capabilities when he has a strong relationship with his followers and has the capability to tailor his leadership style according to the needs of the people. Therefore, if his followers are analyzers, doers, watchers, then according to that, he will have to deal with the motivation, with the encouragement, and with the circumstances in which he can give his best demonstration. Dear students, if we conclude all this, then remember that a manager changes his style of leadership according to the needs of his followers and the main purpose of changing it is to achieve his followers according to their capabilities, according to their professions and competencies, to achieve the goals of the organization. Thank you.


Hello and welcome to this presentation of the STM32 family of microcontrollers. STM32 MCU's based on ARM's Cortex-M core and accompanied by a vast selection of development tools and software makes this family of products the ideal choice for small projects up to an entire platform. The STM32 family is part of ST's 10-year product longevity commitment program for microcontrollers. As the leading ARM Cortex-M MCU manufacturer, ST Microelectronics is your best partner in order to successfully build your business. There are five good reasons to trust and select an STM32 in your design. With the STM32 MCU's, ST Microelectronics was the first to successfully introduce a general-purpose ARM-based MCU. Based on this strong presence, the STM32 portfolio has dramatically expanded, embedding all ARM Cortex-M cores available. The first vendor of MCU's carrying an ARM Cortex-M core, ST Microelectronics offers a large portfolio of products covering a majority of customers needs. With more than 700 part numbers, the STM32 portfolio is today the market's largest, covering from 4 kilobytes to 2 megabytes of program flash memory and from 20 to 216 pin packages in various temperature ranges, including 125 degrees Celsius for demanding industrial applications. Controlling its own supply chain and engineering processes, ST Microelectronics is capable of committing to a minimum longevity of 10 years on STM32 devices. The STM32 is today a trustable and market-proven solution addressing various application profiles found in consumer, IoT, wearable, industrial or power control segments. The ARM community has one of the largest bases of MCU users. Developers benefit from the largest technical community, whether from ARM, partners, users or co-workers, all are posting valuable content. As a leading partner, ST contributes a great deal in order to support and enlarge the community of users developing ARM-based solutions. Reusing and porting existing application code has never been so convenient. As a myriad of existing solutions, pieces of code or tips are available online, ready to be shared, duplicated or modified for your own use. Gain precious time while increasing your knowledge and creativity. The community is the quickest way to get up to speed and start projects with valuable advice from co-developers.  The STM32 portfolio is composed of 10 product series consisting of more than 40 product lines based on Cortex M0 to M7 cores with a large choice of program memory or RAM as well as a compatible peripheral set across the board packaged with similar pinouts. Three main segments are developed with clearly identified or targeted applications. The high-performance family is focused on digital computing power as well as consumption efficiency. The latest STM32H7 series with 2010 core mark at 400 megahertz offers an unprecedented computation capability on an STM32 and is the result of our continuous investment in manufacturing and design. The mainstream family focuses on applications requiring products designed to offer the best cost efficiency in terms of embedded features. The foundation of the STM32 portfolio, the very popular STM32F1 is nicely surrounded by the STM32F0 on the low-end side and the STM32F3 when more performance or analog circuits are required. The ultra-low power family focuses on applications where extending the battery lifetime is a key consideration. For example, sensors, wearables or meters. The ultra-low power family offers a wide range of series with the market proven solution STM32L1, the entry solution STM32L0 and the STM32L4 with unprecedented ultra-low leakage modes as well as the best performance in run modes given for a device in this category. Developers can rapidly identify the best product for their application, even those having the most constraints. The high-performance family offers the highest performance with superior integration and rich connectivity thanks to its advanced 90 nanometer process and design architecture with hardware acceleration for executing code from flash memory, art accelerator and L1 cache, creating and transferring graphic content, chrome art accelerator and processing cryptographic and hash algorithms. The STM32F4 access line offers entry level products for the entire high performance portfolio. In addition to its price effectiveness, the STM32F4 access line takes advantage of the STM32 dynamic efficiency concept to achieve an outstanding balance of performance and power efficiency. 10 microamps in stop mode, 100 microamps per megahertz in run mode. An incremental improvement is proposed with the STM32F2 and STM32F4 foundation lines, which add more performance from 150 to 225 DMIPS resources up to 1 megabyte of flash memory with 192 kilobytes of SRAM and connectivity compared to the access line. The STM32F4 and STM32F7 advanced lines are the high end of the high performance series addressing applications requiring the ultimate processing power and DSP performance from 225 up to 462 DMIPS with higher integration up to 2 megabytes of flash memory with up to 1 byte of SRAM and advanced connectivity as well as many features for connectivity, graphics, audio and encryption. In addition to the highest computation capability, the STM32H7 comes with a smart architecture interconnecting a new generation of peripherals. The product also embeds mechanisms to authenticate and protect your software IP while performing initial programming in production or firmware upgrades in the field. The STM32F high performance family pushes the limits for more innovation. The STM32 mainstream family addresses a large variety of needs required for general purpose applications where cost effectiveness is essential. The popular STM32F1 is now deployed with hundreds of millions of units adopted in a myriad of applications. The STM32F1 is so popular that ST has extended its portfolio on the low end side with the STM32F0 where price effectiveness and simplicity are the primary requirements. This series dramatically improves the cost versus performance ratio offered by the previous generation of 8 and 16 bit MCUs. At the other end of the spectrum, the STM32F3 is certainly where the bill of material concentration is the most efficient. From very basic requirements with a Cortex M4 core to high end expectations with advanced analog features such as the fast analog to digital converter, comparators or operational amplifier as well as digital content with a flexible timer and its 217 picosecond resolution. The pin and peripheral compatibilities of the STM32F0, STM32F1 and STM32F3 series make navigation across the board extremely convenient. The STM32L MCU family is the largest portfolio of ultra low-power MCUs that exist today. Designers are free to choose from any of the ARM Cortex M0 plus M3 or M4 cores with FPU inside the STM32L portfolio. This family is at the heart of your battery operated or energy sensitive application. While the STM32L1 is market proven in the wearable and industrial markets, the STM32L0 extends the offer as an entry-level solution while the STM32L4 combines performance and ultra low-power consumption. The entire STM32L family offers unprecedented cost and power consumption savings. The portfolio covers from 8 kilobytes up to 1 megabyte of flash memory in packages with 14 to 144 pins. On top of ultra low-power modes down to 30 nanoamps in shutdown and 87 microamps per megahertz in active modes, the STM32L family offers a wide choice of features including an LCD TFT driver, embedded EEPROM, a 12-bit analog to digital converter with hardware oversampling, an op amp that can be used in PGA mode, dual bank flash memory, Crystalus USB, or on-the-go 256-bit hardware encryption, and a lot of communication peripherals and timers. From a hardware tool perspective, developers can choose between fast prototyping using an STM32 Nucleo board which ensures an easy switch from one STM to another, our extensive line of discovery kits that highlight specific features, and full evaluation boards that demonstrate how to get the most out of the full range of peripherals and features for an STM32 with a complete set of companion chips. Developers can also choose from various third-party solutions. For software tools, ST proposes a three-step approach for standard development in C-C++. Using our STM32 tool, users can intuitively configure an STM32 microcontroller as well as required embedded software. Based on user choices, this tool can also generate Initialization C code matching user configuration choices that can be used by IDE solutions. STM32 users can choose between commercial IDE solutions or even completely free ones. Indeed, users can benefit without any restrictions from the AC6 system workbench for STM32, ARM Embed Online IDE, KUCOX, and Atalic True Studio on all STM32 MCUs, or pick the Keel MDK ARM IDE free for all STM32 F0 and STM32 L0 devices. Finally, with a tool such as STM Studio, the user can monitor the behavior of his application in a non-intrusive manner. For embedded software solutions, ST proposes several offers with different mixes of portability and optimization criteria. STM32 Cube free embedded software offers portability across STM32 series thanks to its HAL API, but also gives the possibility to write very optimized implementation thanks to the low-layer API. If the user is willing to go beyond STM32, solutions like the Embed Abstraction Library can propose portability for many different MCUs. Further portability is even possible using virtual machine approaches like model-driven developments via MATLAB Simulink from MathWorks. The Cortex M7 Core is the leader in terms of DMIPS per MHz, DSP, and FPU, offering 2.14 DMIPS per MHz and 5 CoreMark per MHz. Thanks to its L1 cache, TCM RAM memories, AXI bus matrix, superscalar architecture, a six-stage dual-issue pipeline, and its capability to run up to 400 MHz, the STM32 H7X3 is able to double the performance of STM32 F7 MCUs from internal and external memories. Associated with a new generation of digital and analog peripherals, the STM32 H7 perfectly addresses a wide range of applications and markets such as industrial, appliance, consumer, and medical. Thanks to the native support of security for secure programming and updates, the STM32 H7 is a perfect fit for the IoT. The STM32 L4 series shatters performance limits in the ultra-low-power world. It delivers 100 DMIPS based on its ARM Cortex M4 Core with FPU and ST's Art Accelerator at 80 MHz. Once woken up from stop mode, the internal clock is available in less than 5 microseconds running at 48 MHz and up to 80 MHz in less than 20 microseconds. STM32 L4 MCUs scored 177 in the standardized EEMBC ULP bench tests that compare the efficiency of ultra-low-power micro controllers. While the competition is optimized at 3 volts, ST's product delivers its full power efficiency at 1.8 volts. Since an external coil and capacitor are not required to reach this number, the bomb cost and the peak power consumption at startup are reduced. It has never been so easy to select, download, watch tutorials, or get the latest news about STM32 products and solutions on a computer, tablet, or smartphone. The STMCU Finder app lets you quickly and easily select the devices of your choice on a tablet or smartphone. Then visit www.st.com slash STMCU Finder. The ST forums on microcontrollers allow the STM32 developer community to discuss and share experiences. If you would like to know more about STM32 products and solutions in real time, join the growing STM32 community on Facebook. Learn more with our STM32 L4 and STM32 F7 online training at www.stm32l4 online training or www.st.com slash STM32 F7 online training. For more information, please visit our website at www.st.com slash STM32.


All right. Hello, everyone. Welcome to the second speaker check-in. Thanks for coming today. I expect we'll have a few more people sort of straggling over the next couple of minutes. In the chat window, which may or may not be turned on for you by default, you'll see some sort of text and question scroll past there. But then also over in Pound DrupalCon on FreeNode in IRC, that would be the place to ask questions. Everyone should be muted by default, just because folks often have background noise, whether it's lawnmowers or dogs barking or cafeteria, or whatever it happens to be, there is often some background noise. So I have tried to mute everyone as they come in. We shouldn't take too long in this session today, unless we get some really great questions, in which case I expect we will go over by a little bit, but I'll try and keep it fairly short. For those of you who've been to speaker check-ins before, if you've spoken at Prague, you'll know that this presentation is the SpeakerDuck presentation. Feel free to drop off if you found the information useful last time, but you don't need a recap of it this time. Absolutely no problem there. All right. So let's get started and here we go. So today, what I'm going to take you through are essentially putting together your slides and how to have your slides support your story. We'll talk a little bit about different kinds of session formats. One of the questions that Kathy had asked me was how to facilitate a group discussion. There's not a slide for this specifically in the deck, but I do have different formats. So we get about three-quarters of the way through the deck, and we start talking about session formats. Kathy, if you're on, just give me a little hand wave if I don't cover facilitating group discussions, because I can definitely talk about that as well. And then we've also got some information around due dates, but we're not really doing due dates for DrupalCon Prague. Your track chair should be getting in touch with you, or you can reach out to your track chair to just go over how your presentation is shaping up and what the content is looking like, what you're scared about, what you're really excited about, but we don't have any specific due dates unlike for previous DrupalCon specifically for I think we had them in Denver and Portland. I think we had due dates for Munich as well, so this is something a little bit new that we're trying with less strict deadlines. And we'll see how the session quality fares in Prague and whether or not this was a good idea. All right, so that's what we'll be covering. I can get my arrows back, there we go. So before you begin putting together your actual deck, you need to take a look at the story going to be presenting and the proposal that was accepted for DrupalCon. And you need to be able to answer the big question. If I can find my pointer to be able to draw on top of the slides, which is sometimes dangerous for me to be able to find. And, okay, I've got a laser at least. So your story is important, but you need to be able to answer the question, so what? Someone coming into your presentation needs to know that this is worth their time and they need to be able to say, coming in, this is what I'm going to get out of it, and then when they head out, they have to feel that they've actually gotten something out of your presentation. So this isn't just at the end of your presentation, but also the week after DrupalCon because people are going to be absolutely bombarded with information during the week and you want them to, as part of your presentation, whether it's just a mental note or they send something out on Twitter or they send an email or they just, they capture in some way that they want to be able to take action on your presentation. A presentation that isn't actionable is, it's difficult for people to feel excited about if they don't know what they're supposed to do with the information. And I've certainly had presentations that I've delivered where it's been a really great presentation, but people walk out of it and they're almost a little bit anxious because they don't know what to do next. They don't know how to implement things. So make sure that in your presentation, you know that before you actually get started with any of your story supporting information in terms of your deck. We're going to talk about three different things to sort of get things started. I'm just gonna shift to this white window over here. There we go. So the three things that we're going to talk about are they're pretty simple points, but they are super important to giving a really great presentation. So let's take a look at what those are.  So if we think about those things as we are preparing our presentation, we can sort of remember to get a little bit of self-confidence because ultimately you are an awesome person. You are selected to give this presentation. Your slides are there to supplement your story. They give you polish, but they aren't the story itself. And ultimately people who remember you remember your lesson. So what did I just say? Do you remember the number? Do you remember the visual that I gave you in terms of the number three? Or do you remember what those individual items were? Just in the IRC channel, again, in pound Drupalcon, can you tell me what I just, and this isn't a test for me, this is a test and a reminder for you as a speaker, what is it that people are going to take away? So I said the information twice with one variation, but I also gave you two different formats in terms of the slide. I gave you one with a number and only a number, and one with a heading with the points. So we've got a couple of different answers in here. Okay, so folks are remembering the number three more than they're remembering those actual actions. And I'm being pinged somewhere. I think it's just in the meeting chat. I like to be able to actually answer questions when they come in, but I'm not seeing where this ping is coming from. So I think it's just in the meeting chat. So again, people remembered the number three, but they didn't necessarily remember what those items were. So as you're preparing your slides, think about the visual that's going on and how you can create the hook into someone's brain so that later on they don't just remember the number three, they can actually remember what those things are. So we can structure the information to be able to put those hooks in place for people. Ultimately, you need to care about your audience, and that's the biggest hook of all. You need to be able to reveal your curiosity and your passion. You need to tell preferably a real story about successes and failures. Making a connection to other sessions will also help people to place reminders. So they, oh, I remember in that session that it was a little bit related to this session, but where you can make those relationships, it makes it even easier to remember your story and how it relates to the rest of their DrupalCon experience. Okay, so when we, I think there was things coming in on Skype, which is what it was. All right, so when we make those connections for people, they don't have to do as much thinking.  Certainly not everyone. We expect there to be a fair number of locals, but make it easy for people to remember what you're saying and how it relates to their other DrupalCon experiences. In your session, highlight the important things, not just the things that are easy. So the example that I gave you was the number three, and then I gave you those three bullet points. And in a couple of seconds, I'll show you different ways to structure your slides that you're highlighting the important information instead of the easy information. On stage, unless you're part of the business day stage, don't sell or pitch your commercial products. This generally for people is an immediate turnoff, and they don't want to know how to give you money. What they want to know is how to make their lives easier and their jobs easier. Maybe there's a commercial solution involved in that, but the pitch should not be part of what you're doing on stage. And finally, slide deck, support your story. Slides are going to enhance your story, but if you have a lot of text, your audience is going to be reading, they are not going to be listening to you. So, and for those of you who are flipping back and forth right now, you're probably finding it really difficult to focus on one thing or the other thing. Should I be focusing on the video and the voice, or should I be reading through the slides? So again, the more words you have on your slide deck, the more people want to listen to you. However, I have personally found that text heavy slides can be used if you're reinforcing new vocabulary, you're limited by your visual connection. So a number of people may have the video of me turned off. And in fact, in the recording of this later on, there won't be me in the slide as part of the recording because Fusebox doesn't actually record the video. So all there is going to be is this text heavy slide. And then the other place where I found this really handy is when I'm presenting to an audience whose primary language is not my primary language. So in the case of presenting in Europe, I find that for myself, I get really excited and I speak a little bit too quickly. But if there's a text heavy version of what I'm saying available, then people can tune in or tune out to the audio and they can still get as much information as possible. I've also had some really good experiences with folks who were visually not able to perceive the slides and they didn't necessarily believe that what was being presented in the deck was the equivalent to what I was saying. They felt they may have been missing out. When I was able to get them a consumable version of my deck and they were able to read along with me, it reassured them that the information that others were getting in the deck was the same experience that they were getting in the deck as well. And I now refer to this as feeding the fish and you'll see why in a second. So good slides, as I just mentioned, can be perceived. For every slide, you need to be able to answer this question for yourself or answer these questions for yourself. What's the point of the slide? How does the slide and its imagery support my story? Can someone in the room read the slide and is it in high enough contrast that people will be able to perceive the content? And especially with projectors, they're going to lose a lot of contrast. Using a master template that you can easily adjust once you get into your room that you'll be presenting and then test it out means that you don't, using that master slide means that you can put less pressure on your students, this information ahead of time. So also pro tip, do upload your slide deck ahead of time to the Drupalcon site because if there is a problem perceiving your slides once they're on the projector, people can always just download a copy of the slides locally and go through them with you as you're delivering your presentation on stage. One of the tricks that I do is I actually, I typically wear glasses and I'll take my glasses off and walk to the back of the room to see if I can read my slides or not when I'm presenting. So I told you about feeding the fish, right? The feeding the fish expression comes from Mr. Rogers Neighborhood. And Mr. Rogers received the source through the story is down at the bottom here. He received a letter from a young girl who all she knew was that at certain points Mr. Rogers said he was going to feed the fish and then the screen went or the experience went blank for her because she was blind. So she had no way of knowing whether or not Mr. Rogers was feeding the fish or just slacking off and doing something else. And so he modified his behavior to say to his audience and now I'm feeding my fish and now I'm actually describing the experience that people who are experiencing the content in different ways will know that it's consistent. So one of the things that I find really difficult in video training is remember to feed the fish in a multi-sensory format. So I'm both going to show and I'm going to do and I'm going to tell and give people as much information about what I'm doing as possible. Just as a recap on this, not everyone in the audience will be able to read or see your slides for whatever reason and always describing the content of the slide as best you can without interrupting the flow is great.  And by jokes, if you have simply a cartoon of an XKCD or the like the Drupal learning cliff example, if you simply put up the joke and let the audience laugh, if someone can't perceive the slide for some reason, they're left out of the joke. So let them know what that slide says or describes or give them an equivalent experience if they're not able to see that information. Templates are required sort of in terms of our decks and this is a question that comes up frequently once they've received the email from staff about the templates available and what if you don't want to use those templates? The templates are for the AV teams to be able to clip at the top and tail of your session. You don't need to use them throughout the deck but you do please them at the very beginning slide and the very end slide so that the audio visual team knows when you've started your presentation and ends when they're fast forwarding through the recordings later on. You did get an email with information about those slide templates and they'll also be available, of course, for download on the DrupalCon Prague speaker resources page. You can put in a second if you have your own title page you'd like to use. That's absolutely no problem. You can go ahead and put that in as your second slide so that the AV team gets something to be able to clip on and then you actually start your presentation and have your real slide in place there. So format your thank you slide using the outro or the end template as well. And as I mentioned before, do use a master slide or consistent styles throughout so that if you need to change your slide deck for whatever reason, maybe it's not high enough contrast, maybe the fonts are big enough, you can go ahead and do that globally quite quickly. There's a few different ways that you might want to structure your slides if you're using words on them. I gave you the example at the very beginning of the number three. So here's a few different ways that you can structure your slides and watch yourself which one you respond best to as a learner. So there's again three different ways of doing this. You might want to use all the words, just a few of the words or just a few of the words in context. When building up my slides, I do want to put information in the center because importance can get clipped off if you put it too close to the edges, whether it's on the bottom or the top or the sides, just sometimes projectors are a bit weird. I want you to use the largest possible font throughout because the room you're presenting in could end up being a lot bigger than you're thinking about or expecting. And as a result, those small fonts that you thought were awesome on the desktop just may not cut it when you actually get on stage. Provide focus within the slide itself. This slide is very difficult to find focus within, isn't it? Laser pores and shadow puppets probably won't work for big conference projectors.  So as fun as that was for me in Drupalcon, Chicago, I've had to cut it out of my routine. Do you embed videos instead of using live demos? No one wants to watch you fail. It's tedious, it's embarrassing. And ultimately, if there's something wrong with your laptop, it's not connecting to the projector for some reason. You won't be able to do the live demo anyways because you'll be on someone else's system. Everyone thinks that their live demo was going to go great because they're awesome. You are an awesome person, but you do not have the opportunity to test your technology with the conference's technology to a point where you can guarantee that it's going to work perfectly. In other words, you're not Steve Jobs. Next one, use images to support your message or not, whatever works, use images or don't. I don't really care, but make sure that they're accessible in a program. Everyone can participate in your presentation. Assume that there will be at least one blind person in the audience. Assume that there will be at least one person who's using an interpreter for hearing reasons. And it's a conversation that you can have ahead of time with the interpreter about how you want to work with them in terms of Q&A and all the rest of it. But we've got, you know, we are an awesome community of people who aren't enabled the way that we are perhaps enabled. So be aware of that before you start your presentation. Same information, but I've changed the formatting. I've put my information in the center and I've isolated it. I've used the largest possible font. I've provided focus within the slide by eliminating everything else on the slide. Or I can also provide context. So put the information in the center, use the largest possible font and provide focus within the slide. So there's three different ways of showing the exact same information. And one gives me everything once and everything without context or everything with context. Which one resonated best with you in IRC or in the meeting chat? If you want to go ahead and from those, again, we had three different styles. Which of the three styles resonated best for you? And again, IRC is pound Drupalcon. Did you prefer everything? Did you prefer only the headings or the headings with the context? Headings with context seems to be quite popular. Yep, great. All right, so let's take a look at some different ways to actually design our slides now. Images can enhance the story. And I think that there are great ways to use images, but it can take an awful lot of time to pull those images together and get an awesome set of images.  If you're thinking about this today, which you are because you're watching this recording, you've definitely still got time, but they are time consuming. So be aware of what you're getting into. Let's take a look at some decks now that are images plus text and in a range of different languages. These are all pulled from speakerdeck.com, which I think is a great resource. This one, I love the layout of it. I love the colors, it's nice high contrast for me. Being, I'm not red-green colorblind, so I couldn't tell you if the pink works well on the black, but I think it'd be safe. One, if you might recognize one of Jeff Eaton's slides. So he's got a big heading on there and he's got a couple of images. He has a contrast essentially between that iPhone and the mobile phone, which is elastic to the camera with the heading underneath of that's a theming issue. Here's one that pulls out the code. Now, I personally find in terms of the text along the bottom, if I just highlight that down here, I find the text along the bottom to be on the one hand a bit distracting, but on the other hand, it's a quick reference if I want to be able to communicate with my audience in the middle of the presentation, because it gives both the hashtag over on the right-hand side and on the left-hand side, it also gives the Twitter handle. Certainly, I would love to get more comments from Twitter back from my presentation at the end, but I'm not willing to put my Twitter handle on every single slide because I think it's distracting. So it's something for you to consider how much you want to pull the focus in versus not. Up at the top here, I also love the set-in sort of sub-talking and also highlighting the code in yellow. This one, on the other hand, is much like the first slide that I gave you of the three different examples. It's got a lot of text on it and a series of logos along the bottom. I don't really know where to look on this. I'm pretty much drowning in text and I didn't give a source URL for this one just because it's always a bit mean to call it but it's like, I think you can see the difference between the previous one and this one. There's probably close to the same number of words but they're just structured in very different ways and one is, I think, more accessible than the other. Here's another one that has some points across the top and then also some code. The things that I really like about the code in this case and in some cases, this may simply be the syntax highlighting but if you've got some color coding within your code, you can easily reference different pieces of the code. So again, it's like the third variation where it was the main text plus the highlight. Same thing again here. This is an arrow which is giving the visual highlight so that you can reference when you're actually delivering the presentation, you can say the first arrow or you can say the second arrow that appears on the screen. So again, giving context and showing focus where you want people to take a look at the slide. Same thing again, we've got sort of fading into the background, the rest of the context and then pulled out or highlighted the specific piece of information that we want people to look at within the code. So give people that focus and not just a dump of code. There's a few different resources that I would say are pretty darn good for preparing slide decks. I referenced a couple of them last time in terms of structuring or organizing your content. A few of them are the same. So Presentation Zen and Slideology I referenced last time and I don't think I told you about the cognitive style of PowerPoint. This one, there it is. It may be available as a PDF now as well. So this is kind of a classic. It's been around for quite a while, sort of treat us on how to and not to use PowerPoint and it's got some good examples and bad examples of decks that he likes and decks that he doesn't. If you can track this down, I found that one to be quite fun and a reminder of what's good and what's not. One of the things that it recommends which I love the idea of but I've never quite managed to find the time to do it is to put together a, trying to think of what the European equivalent paper size would be and A3. So it's, oh, I was gonna give you the example of how big it was and then I realized you wouldn't be able to see my hands. It's bigger than two sheets of A4. So I think that goes backwards to an A3 or for those of us in North America, it's an 11 by 17. So layout all of your information for your presentation on one of them by 17, which can be folded up in a number of ways. Don't need a staple that way. Now, as I mentioned, I always think it's a great idea. I just never quite get around to making those copies before I do. So I do often have a downloadable PDF which is a supplement to the deck and not just the presentation deck that I'm going to be delivered. And that idea comes from this booklet. And then I've got a couple of different URLs here for examples. The first one is an article about how someone puts together their slide decks and it's from a developer's point of view and some of the things that this author has found effective in putting together a deck. And then my examples of good slides were from speakerdeck.com which I've found to be on average, better design decks than on slideshare.net. And then the other one is color lovers. If you're needing some help in terms of picking out colors and making things not quite as garish as you might have chosen on your own, I'm horrible for this for sure. Colorlovers.com has some great color combinations which you might find useful in preparing your own master slides. We're gonna talk about next a few different formats and I don't think that I'm here who's got panel discussions prepared. This is one of my favorite conferences and I blurred out the logo at the top there but this was literally a panel discussion. It was a founder's panel. I don't know if you can see that's Karen right there who's about to start trolling and making trouble. And Karen's awesome. We love Karen, right? But panel discussion is really painful. It's painful for the people who are on it and it's painful for the audience members. There's good ways to do it and bad ways to do it but I think we have more or less limited the number of panel discussions that we accept to DrupalCon. So if you happen to be one of the lucky ones who has a panel discussion, feel free to ping me for suggestions on how to get that right. The next one is a fireside chat and we saw in Munich, this was the format that Dries used for his presentation. Fireside chats are phenomenal as a way to bring together experts without it being a panel discussion per se or to have someone who's got the expertise in terms of the content but isn't necessarily confident in their delivery of the information. Putting together a fireside chat where you've got two people having a conversation and again, they've made it sort of fun in terms of the actual chairs here which you don't need to do for yours but if you're feeling really anxious or nervous about your presentation and you're planning on being on stage on your own, this may be something that you want to find someone who's already going to be at DrupalCon and figure out how to work up the equivalent of a fireside chat so that you can still deliver your content but without the anxiety of being on stage alone or having to prepare a deck that you're just not feeling comfortable about. So I really, really like this format of fireside chat for folks who, for whatever reason, whether they don't have time to prepare or they're actually finding themselves really, really anxious and really nervous about presenting. It just, it kind of neutralizes it and makes it a bit more fun. The live demo, as I have perhaps mentioned eight or 12 times before, I am not a fan of the live demo. You do not have access to the technology ahead of time in terms of what those protectors are going to be. You just don't have enough control over the environment to be able to succeed like Steve Jobs has succeeded in the past. And perhaps you'll remember for those of you who are Steve Jobs fans, even Steve Jobs has had experiences where the live demo has failed miserably. No one wants to watch you fail. Everyone wants to watch you succeed. So set up the conditions for you to have the best possible successes instead of trying to be risky and prove that you're more macho than someone else. Like it's just, it's not worth it. All right. And I did promise Kathy that I would talk a little bit about how to structure more conversation into your presentations. I noticed that I'm running short on time though. How many other people are in the core conversation track and would like information on this? I think what I'll do is I'll tack it on at the very end as a discussion instead of doing it right now if it's only Kathy. So we've got it recorded. Anyone else? Okay, I'll tack it on to the end. So we cover the information, but it's not right here. So remember when you're getting ready for your presentation, what's your story? You want people to walk out and say to themselves, so what, how am I going to apply this? What, what is it that I can actually do with this information? You need to know what your style is going to be. And we talked about a few different ways of structuring your presentation, both in terms of the visual of the slides and also the experience on stage. Whether it's a prerecorded screencasts as your sort of live demo bit, fireside chat, panel discussions, hopefully not a lot of that. And then also what's the point of your story? So what do you want people to take away? What do you want them to do? What's the action item at the end of your presentation that people can, they can walk out not feeling incredibly anxious that they don't know what to do for having come to your presentation. So they liked it. Now what do they do about it? In summary, ensure your presentation has a message or a story to take home and share with others. Ensure every slide supports your message. Ensure every slide can be perceived by the audience. Use any of the formats you like in terms of like a panel discussion or a series of slides, which are mostly code-based or maybe with a couple of images, but try and be consistent. That consistency is going to help the audience stay engaged. And it doesn't mean identical with a boring template throughout. It just means be yourself and be consistent from start to finish. Use the intro and outro slides provided for DrupalCon please for editing purposes. This is not meant in any way to limit your creativity within the presentation itself. This is for our audio visual team who needs to be able to fast forward through the presentations and know where the end of a presentation is and the beginning of the next presentation. It's just that they can cut stuff down. It's not meant to in any way limit you. I ask as my biggest favor to you to please aim to do at least as well as what my presentations have been in the past and perhaps even better than any presentation that I have ever given.  I encourage you to go and have fun in your presentations, make it fun for the audience, make it engaging, make it the best possible experience that you can make it and make it yours. It doesn't need to be a mimic of what I have done in the past. It doesn't need to be exactly what you've seen today. It should be yours. And I would be delighted to help you if you're not really sure what your voice is yet. I would be delighted to help you figure out how to do even better than me in your presentation because I think that's the ultimate compliment to me. Finally, just these slide deck resources again. I quite like presentations and slideology, the cognitive style of PowerPoint by Edward Tuft. There's a couple of URLs as well. The slides that I had today were all from speakerdeck.com. Color combinations, if you're not really sure how to make something visually not horrible, check out colorlovers.com. And then also there's a quick little blog post on putting together slide decks for developers by someone who was presenting on GitHub. I think that Pat has also posted a couple of resources into pound Drupal as well. So we'll try and get those posted on the DrupalCon Prague Speaker Resources page. That's the end of the presentation that I had put together. I'm going to now spend a couple of times, sorry, a couple of minutes talking about how to engage people a little bit more in your presentations. If you're not needing to do this for your presentation, this is the end of the webinar for you. If you've got questions, by all means, go ahead and ask them in IRC. Steph is there to answer your questions as well. And I'm going to go ahead and talk a little bit more about engaging people in presentations. And I will do that by also unmuting folks. If there we go. So I'm going to bring up Kathy. I am unmuted. You are unmuted. There we go. So, do you have a way of getting rid of the speakers? Do you have a headset that you can put on? I have. Because I'm hearing myself as an echo, which must be a few things. So the big thing that I've noticed in terms of engaging people in presentations is that people tend to at conferences tune out even if they're listening to every single word that you're saying. So it's sort of this weird combination of they're focusing so hard that they don't realize that they've just been asked to engage. So one of the things that I've done a couple of times, and I think Kathy, you were at my Twin Cities presentation on Git and Workflow. Yes. So one of the things that I do in that presentation, which I have found works really, really well, is I put a question up on the screen and then I give people the opportunity to work at their own desk without a communication component to it. But I have them write down the answers. And I found this works really well to help get people out of listening mode and into thinking and communication mode, but without the conversation being dominated by a couple of different people. So now what ends up happening is it's always the same people who want to answer the questions and share what they have to say, but it gives people who are perhaps a little bit more introverted a fairer shot at writing down some ideas and then being able to deliver those ideas instead of having to think faster than someone who maybe has thought more about the ideas and there maybe they think that they should be presenting it, not that they're meaning to troll. But I find that that quiet time gives a wider range of answers during the talk back and forth part than if I were to simply jump into and now let's talk about it. And I also, I've been, if I don't give people that space to have the conversation or to have the quiet time, I find that often people just look at me with blank stares. So there's going to be a period where nothing happens anyways. So if the instruction is on a piece of paper or type it up as notes in your laptop or whatever you want or just think about it or doodle it out or whatever it happens to be spend and then I give them whether it's depending on the task like a minute, two minutes, five minutes, think about this topic, answer this question and then we'll share the information. I found that works really well for me. Yeah, that could work out well. And having them write it down on paper gives them the opportunity to write it down in private without having to make it immediately public. And you can also confirm in terms of, so you say, and so the first person answers it and then you can say, how many people wrote down something similar and how many people wrote down the opposite or a variation of that? And you don't have to have the person say what their answer was, but you can, and they're all they're really doing is referring back to what they wrote down. So they look at it and does the thing that you write agree or disagree. And then you just do like show of hands, how many people agreed and how many people disagreed. And then you can say of the people who disagreed, who's willing to share how they structured their disagreement? Like what was it about the agreement? Sorry, what was it about the disagreement that sticks out for you? Maybe it was a technical disagreement, maybe it was a social disagreement, maybe it depends on what the question is, right? Mm-hmm. Yeah, that'll help, thanks. Cool. And certainly you could have, depending on how you wanted to structure it, you could have those questions that you're going to be asking people available as you're sort of, while people are coming into the room, getting ready, slide a URL that says, I'm going to be asking you these questions. If you want to jump ahead and start thinking about what your answers are, here's the URL, go and take a look at this blog post or this something or other. Yeah. And still give them a bit of time when you actually get there, but again, just giving people more time to think about what they're going to say, I've found is really important in a conference situation or in a group situation where folks, they don't want to make a fool of themselves, fair enough, right? Maybe it's, maybe it's strictly a language issue, like they have to think about how they're going to say the thing. I've had some pretty hilarious presentations that I've given in my second language, which is French and I'm very, very rusty at. So I know what the answer is in my head, I just, I have to think about the words to make that answer happen. Yeah. And I've had it at least once where someone in the audience said to me, like it's charming that you're trying, but can you just switch to your natural language? Because we haven't got a clue what you're talking about. So again, giving people more time to think about how to phrase things is generally a good idea. Do other people have tips or tricks? Again, just in IRC or I can also unmute you in the webinar on how they deal with facilitating group discussions, especially when they're for conference presentations. Okay, seeing no others, I assume that there aren't any other questions just because I didn't see any in IRC or in the meeting chat. Are there any other questions that folks have? It doesn't look like it, so seeing no questions. Thanks everyone for your attention today. Much appreciated. And if you do have any questions about the format that you're going to be using on stage or you just want some feedback on the visual of your slide deck or the story that you're putting together, by all means feel free to get in touch with me either in IRC or on Twitter. I'm EmmaJaneHW or by email Emma at EmmaJane.net. And yeah, once again, thanks very much. And I'm looking forward to seeing what you put together for Prague. I'm pretty darn excited about it. Oh, and the other thing that I highly recommend. I've got my little phrase book and I also have my travel guide. So if you haven't ordered your phrase book and travel guide yet, be sure to put something together for yourself if you're not a Czech speaker. All right, everyone, thanks very much. Bye-bye.