• Susan Gibson
    Susan Gibson
    schedule 1 year ago
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    45 mins
    Workshop
    Intermediate
    Surprisingly, not all enterprises have a vision. And, when you're talking about delivering products & services at scale, not having a vision, or, worse yet, having one that no one knows or believes in, results in chaos, which leads to confusion in the market and ultimately losing customers.
     
    Susan Gibson (SPCT) has worked with 1000's of change agents to create personal visions, that are then turned into compelling shared visions for their teams, divisions, and institutions. When individuals see themselves in the vision, that's when the enterprise hums. Susan will share stories of how these compelling shared visions gave the enterprises she's worked with the focus they needed to truly delight their customers.
  • Liked Anuradha Gajanayaka
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    How to explore the Learning Organization within the Agile Organization

    Anuradha Gajanayaka
    Anuradha Gajanayaka
    schedule 1 year ago
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    20 mins
    Experience Report
    Advanced

    We have been discussing a lot regarding Agile transformations and how such transformations can help organizations. The key is to base such a transformation on the concepts of agility such as self-organization, intrinsic motivation, collaboration, etc. But still the puzzle of how those can be used in practice is less discussed. This is where the emerging concept of "Learning Organization" from Peter Senge can help a lot.

    The five disciplines of a Learning Organization lies in the heart of an agile organization. Therefore, exploring the learning organization within agile organization aids us find the "truly" agile organization.

    This is an experience report of a journey where a mid-size offshore software development organization moving towards to become a learning organization.  

  • Liked Evan Leybourn
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    If you need to start a project, you’ve already failed #noprojects

    Evan Leybourn
    Evan Leybourn
    schedule 1 year ago
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    45 mins
    Talk
    Beginner

    I want to be controversial for a moment and propose an end to IT projects, project management & project managers. I propose that the entire project process is flawed from the start for one simple reason. If you need to run a project, you've already failed.

    By definition, an IT project is a temporary structure to govern and deliver a complex change (such as a new product or platform) into an organisation. However, to be truly competitive, an organisation needs to be able to deliver a continuous stream of change. Managed properly, this negates the need for a project and the associated cost overheads.

    This is fundamentally what #noprojects is. The approach, structure, tactics and techniques available to successfully deliver continuous change. At its core, #noprojects is predicated on the alignment of activities to outcomes, measured by value, constrained by guiding principles and supported by continuous delivery technologies.

    This presentation will introduce you to #noprojects. You will learn how to define an outcome and create an Outcome Profile. You will also learn how to manage change within the context of an outcome through the Activity Canvas.

  • Liked Richard Sheridan
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    Build a Workplace People Love – Just add Joy

    Richard Sheridan
    Richard Sheridan
    schedule 1 year ago
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    45 mins
    Keynote
    Executive

    The CIO invited me into his office and closed the door. Before he took me for a tour of his operation, he had a few stories to share. Important stories. Last year’s project was a disaster. Late, lots of quality issues, in short, a failure in every dimension. His boss, the CEO, had just presented him with a very personal ultimatum: deliver the next project by April 4th, "or else". 

    "Or else what," I asked?

    His team was burned out and scared. They were a hard-working and dedicated group, but fear and demoralization had set in and he didn't know what to do next. That’s why he wanted to talk to me, he had heard things about my company, things that seemed too good to be true, but he had to hear them firsthand. He wanted hope, inspiration, and a practical way to get there.

    I told him about my own journey from joy to fear to disillusionment back to joy. It was simple, but, of course, simple isn’t easy. I wasn’t sure he and his organization were ready; "manufactured fear" is a powerful drug.

    In this talk, I will share with you what I shared with him. I will explore what an intentionally joyful culture must choose as its focus. I will discuss what joy looks like, feels like, how it is organized. Along the way, you will be confronted by paradoxical approaches of how workplace noise increases productivity, how two people at one computer outperforms hero-based organizations 10-to-1, how rigor and discipline emanate from a shared-belief system, how transparency conquers fear, how all of the disciplines you study including agile, lean, and six sigma when done well are really about building human relationships at the intersections of business and technology, between project management and software development, between development and design and how quality can be a natural result of a team built on trust. This is not a theoretical talk, but rather a talk built from well over a decade of experience of leading a team focused on “the business value of joy”. There will be lots of room for discussion with the audience. The audience will begin to understand why thousands of people make the journey to Ann Arbor, Michigan every year to see The Menlo Software Factory firsthand, and why so many more are reading about it in Joy, Inc. – How We Built A Workplace People Love.

  • Naresh Jain
    Naresh Jain
    schedule 1 year ago
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    45 mins
    Talk
    Intermediate

    What started off as a trial-and-error approach to improve the state of software development by a bunch of tinkerers, is today dominated by management consultants, "Thou-Shall" codified frameworks and rigid, expensive tools. Over the last 20 years, we've gone from, "I'm not sure, let's try this in a small-safe environment" to "you/your-team sucks; you guys have a very poor agile maturity because you are not doing _x_y_z_ (not conforming to the standards)." Along the way, we've lost the purpose of being agile .i.e. to embrace uncertainty and simplicity. Instead we've been forced to believe that consistency via top-down standardisation and predictability by increasing the rigour on process is our eternal quest. Anything that sounds simple and works 80% of the cases is discarded as being naive. What once drove thought-leader into agile, is now driving them insane. This is the unfortunate fate of Agile.

    Luckily there has been some fresh perspectives from Nassim Taleb, author of Antifragile. His work explains how some things benefit from shocks; they thrive and grow when exposed to volatility, randomness, disorder, and stressors and love adventure, risk, and uncertainty. More importantly why antifragility is beyond resilience or robustness.

    In this talk, I'll use some of Nassim's thoughts (and some of my own) to explain what is wrong with our current approach to Agile and how we can bring life back into Agile. Particularly how we can leverage Volatility, Uncertainty, Complexity, and Ambiguity to make product development more antifragile.

  • Venkatraman L
    Venkatraman L
    schedule 1 year ago
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    20 mins
    Experience Report
    Intermediate

    The role of Leadership in organisation's Agile transformation is a critical piece. Yet many organisations struggle to find the right balance between top-down vs. grass-root transformation. I would like to share an experience where we were able to achieve fairly good grass-root movement, but had serious challenges building the agile mindset at the leadership level. While the leadership was trying to help with the best of their intentions, certain actions, behaviours and patterns did affect the spirit of agility. If you are keen to hear about typical leadership anti-patterns during agile transformation and some pointers on how to avoid them, this session is for you.

  • Liked Vishweshwar Hegde
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    Knowledge Era Paradigms - Fundamental Rationale behind Agile

    Vishweshwar Hegde
    Vishweshwar Hegde
    schedule 1 year ago
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    45 mins
    Talk
    Intermediate

    In our coaching/consulting engagements we notice that when organizations embark on Agile transformation, typically they focus on the mechanics, ceremonies, tools - addressing 'what' to do and 'how' to do. There is less focus on 'why' certain practices should be done - the fundamental rationale behind Agile. Without understanding the rationale, instead of applying the Agile Principles & Values in the right context, organizations tend to make it a prescriptive process. Such Agile implementations are sub-optimal, often counter-productive, as true culture change does not happen.

    This talk brings focus on 'why' aspects of Agile - fundamental rationale behind Agile. It shows how the traditional software production was influenced by the Industrial Era thinking, the changes needed in Knowledge Era context and how Agile provides the scaffolding to build true Knowledge Enterprises. 

     

  • Liked Dipesh Pala
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    7 Things Agile Executives Should Do Differently

    Dipesh Pala
    Dipesh Pala
    schedule 1 year ago
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    45 mins
    Talk
    Executive

    One of the keys to a successful enterprise agile transformation is the support of Executive Leadership, which is more than simply providing approval. The Agile Executive enables, empowers and engages rather than controls.

    According to one recent survey, more than one in three organisations claim that the lack of Executive Leadership engagement within their businesses is plaguing current journey towards sustainable organisational Agility.

    With a special focus on Executive teams, Dipesh will be drawing upon more than a decade of Agile transformation experiences across multiple organisations, and share real-life case studies and insights to illustrate the following key things that Agile Executives need to do differently:

    1. Stop Starting, Start Finishing
    2. Slow Down to Go Faster
    3. One Team, One Dream
    4. Foster Fully Capable Teams
    5. Fail Early & Fail Small
    6. Deliver Business Value, not just Projects
    7. Servant Leadership

    Awareness of the above principles is important and may sound simple; however turning the awareness of these elements into the inner workings of our daily routine takes discipline. With that in mind, all attendees will also be given ‘The Agile Leaders Checklist' that will assist them in making such behaviours habitual.

    If you are an Executive or a Leader of an Agile team, this session will provide clear implications for where to focus your efforts in order to unleash the full potential of Agile methods to gain a competitive edge. You will be inspired by knowing what serves to catalyze and nourish progress – and what does the opposite.

  • Liked Doc Norton
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    Building Blocks of a Knowledge Work Culture

    Doc Norton
    Doc Norton
    schedule 1 year ago
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    45 mins
    Talk
    Intermediate

    Much of what we've learned about management and motivation isn't necessarily wrong, it's just inappropriate and ineffective for knowledge work. To create a truly impactful knowledge work environment, you need to use appropriate leadership styles and create an environment that allows people to achieve their highest potential. Doc takes a look at types of work, the management styles that work best for them, and the qualities necessary to create a high-performing knowledge work culture.

  • Fabiola Eyholzer
    Fabiola Eyholzer
    schedule 1 year ago
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    90 mins
    Workshop
    Advanced

    Traditional Performance Management systems are in deep crises. Their industrial era approach is unable to meet the demands and thinking of 21st century people and organizations. Join this interactive workshop to discuss how Lean | Agile enterprises can push the reset button and move from an administrative Performance Management process to a successful iterative performance flow.

     This is a highly participative open space session and we will cover questions like:

    • Why is there a need to push the reset button on Performance Management?
    • How do we approach goal settings in an agile environment? What is the best balance between collective vs. individual goals? Can you align individual goals with agile thinking?
    • Why is there a trend to eliminate employee appraisals? Are 360-feedbacks the new employee appraisals? Can we still promote people without appraisals and less/no hierarchical structure?
    • How valid are traditional bonus models or are there better ways for remuneration and acknowledgement?
  • Liked Wayde Stallmann
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    3 Minute Improv Games to Improve Your Teams

    Wayde Stallmann
    Wayde Stallmann
    schedule 1 year ago
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    90 mins
    Workshop
    Beginner

    You will be surprised to learn that Improv Teams and Software Teams have many similarities; The same techniques Improv Teams use to turn a group of random individuals into Great Team Players can be used by Software Teams to improve Collaboration, Creativity, Communication & Trust.

    This unique workshop will have attendees out of their seats and on their feet actively practicing the concepts Improv Teams use to develop Great Team Players. Practicing the four essential qualities of a Great Team Player: Collaboration, Creativity, Communication and Trust, not only shows attendees how they can become a Great Team Player, but also how to train others within their organization. This hands on workshop provides actionable material for participants to use immediately upon returning to work.  A flier with the top 20 games is included for every participant.

  • Liked Erwin van der Koogh
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    7 Habits of Highly Effective Organisations

    Erwin van der Koogh
    Erwin van der Koogh
    schedule 1 year ago
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    45 mins
    Talk
    Intermediate

    Agile has had an unbelievable impact on the way we develop software. But has it really improved the organisations adopting it? Both Nokia and Yahoo were the envy of the Agile community in the early 2000s. Neither of them have really taken over their respective market segments.
    There are however a few very effective organisations, some of which have adopted Agile and some of which have not. They are from a diverse set of industries – nursing, tomato processing, banking and gaming, among others. And even though they are very different companies, you can discover patterns. In this session, we will discover what is needed beyond adopting Agile to not just survive, but to thrive in the 21st century.

  • Dan R Greening
    Dan R Greening
    schedule 1 year ago
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    90 mins
    Workshop
    Intermediate

    We need good agile managers, if we hope to sustain rapid adaptation and innovation. Agile managers deliver coherent chunks of value, rapidly adapt to changing circumstances, and experiment with new approaches. Because they depend on their teams to support their own agile needs, they demand agility from their teams.

    Management talent is rare, and agile management talent even rarer. Gallup has surveyed thousands of managers, finding that low-talent managers, unfortunately a majority, create dysfunctional teams, build unsupported products and produce little sustained value. So developing high-talent agile managers matters.

    Agile managers adopt five agile base patterns for themselves: they measure economic progress, proactively experiment to improve, limit work-in-process by time and costradiate collective responsibility, and collaboratively solve systemic problems. It turns out these patterns have analogues in high-talent (non-agile) manager talents. That’s a relief, because we can focus agile manager development on extending the talents good managers already have.

    In this workshop, we'll explore agile manager characteristics, and management dysfunctions. We'll create approaches to move good general managers to good agile managers. We'll explore strategies for dealing with mediocre managers, whether they are peers or superiors. And we'll learning how to improve our own management agility.

    This talk comes from well-documented experience. I have held management roles from Team Lead through VP Engineering and CEO. At Citrix, Skype, Amway and other large companies, I used agile to help manage a 24-member user-experience department, three different agile coach teams and a 50-member data science department. Much of this work has been described in conference papers and detailed blog posts.

     

  • Liked Chris Edwards
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    The Agile Architect: A Case Study in Transformational Leadership

    Chris Edwards
    Chris Edwards
    schedule 1 year ago
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    45 mins
    Case Study
    Intermediate

    The role of “Architect” is sometimes frowned upon in the Agile community as a central command-and-control authority who bottlenecks decisions and limits team empowerment. Or at least, that is what we thought. Follow the real-life journey of our teams as we discovered how the role of an architect is compatible with Agile principles. We will explore our failures, and how we learned that an Architect can bring immense value to the organization through a focus on transformational leadership. In this presentation you can see how an Architect as Leader can help a project scale and can help create a truly self-sustaining organization.

  • Liked Sudipta Lahiri
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    Continuous Improvement with Toyota Kata

    Sudipta Lahiri
    Sudipta Lahiri
    schedule 1 year ago
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    20 mins
    Talk
    Intermediate

    Most Lean/Agile team have had limited success in establishing a culture of Continuous Improvement. Retrospectives are done but in most cases they are done without a goal, a vision. Toyota Kata, as codified by Mike Rother, is an approach to put an culture of Continuous Improvement in a team/organization.

  • Liked Sanjiv Augustine
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    Agile Leadership Academy: Scaling Agile

    Sanjiv Augustine
    Sanjiv Augustine
    schedule 1 year ago
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    480 mins
    Workshop
    Intermediate

    Are you a leader undertaking or interested in undertaking a major Agile transformation? You’re not alone - an overwhelming 88% of executives worldwide cite organizational agility as key to global success. Many have also begun scaling their agile adoptions beyond individual teams to the program, portfolio and enterprise levels.  But how does one transition into a leadership role to create an adaptive organization with faster results, higher quality, and unparalleled innovation?

    Join Sanjiv for a groundbreaking experience, crafted exclusively for those tasked with leading and scaling agile initiatives.  We will cover essential set of Lean building blocks as a starting foundation for larger Agile scaling frameworks, including the Scaled Agile Framework (SAFe), Large-Scale Scrum (LeSS), and Disciplined Agile Delivery (DAD). After examining scaling fundamentals, we will dig into case studies that expose common scaling pitfalls and gain expert insight into best practices. We will then cover more complex topics, including budgeting and funding, agile PMOs, and agile contracts. Hands on interactive exercises will be interspersed to illustrate what it takes to implement and sustain cultural change, and to design transition teams. 

    The power is in your hands to apply agile ideas from the team to the top, and to totally transform your organization! 

    Special Note on Certification:

    Agile Leadership Academy Certification Levels

    This workshop is one of four in the exclusive Agile Leadership Academy™: Foundations of Lean & Agile Leadership, Scaling Agility, Lean Product Management, and Agile Engineering and Operations. Based on 15+ years of experience with enterprise Agile adoptions, landmark thought leadership and ideas curated from leading executive summit events, the Agile Leadership Academy™ will prepare you to create, lead and scale an Agile organization.

    Due to demand at Agile India, the first session will be Scaling Agility. Academy delegates will be given a certificate of attendance and a suggested project to take back to their organization, and will be invited back for subsequent sessions. Once the four sessions have been completed, delegates will be certified as ALA Endorsed Leaders™. This certification will be provided by the Agile Leadership Institute, based out of Washington, DC, USA, and will be backed by Agile thought leaders and method founders. ALA Endorsed Leaders™ will be eligible to join the elite ranks of the ALA Alumni Circle™.

  • Liked Rathina
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    A Leadership Journey to Organizational Agility

    Rathina
    Rathina
    schedule 1 year ago
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    90 mins
    Workshop
    Advanced

    This workshop will take the participants through an exciting journey of leadership that adopted scrum as the core philosophy to its glory to organizational agility. 

    The journey begins like an ordinary one with teams adopting to scrum. But eventually it takes a turn to impact orgnaizational boundaries, gets the touchpoints with organizational values, philosophies and becomes a strategic enabler. 

    The journey starts from getting scrum into the organization as an alternate to traditional product development patterns. Then the journey becomes rough ride for the organization due to organizational boundaries. Along the rollercoster ride, the leadership realizes the power of scrum as a tool for effective decision making, leadership showcase and eventually a strategic enabler. 

    This workshop will share the journey line, leadership conundrum, organizational values and value mapping/amalgamation, and finally the sacrifices behind the achievements.

  • Stelio Verzera
    Stelio Verzera
    schedule 1 year ago
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    45 mins
    Talk
    Intermediate

    After a whole century of Tayloristic management of hierarchical and bureaucratic organisations, it's time to evolve farther.

    Work is deeply evolving. We now have the possibility to let leadership and competences emerge, to let merit really count and be a compass for the entire group. We actually have the responsibility of doing so. Today, effective work systems need to behave as a unique organism to show their effectiveness in complexity, instead of trying to fit within mechanistic organisational rules.

    The time has come for adaptive organisations to evolve how we perceive and live work. This is the time for liquid organisations to show how principles can be the only "boss" in the governance of human systems, decisions can be taken damn close to their application point, systemic learning can happen in fast and continuous iterations. This is what LiquidO is all about.

    All this can be done. It works amazingly well. We have been doing it for years now. And we're not alone at all.

  • Danielle Jabin
    Danielle Jabin
    schedule 1 year ago
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    45 mins
    Talk
    Beginner

    How do we actually know if our teams are doing well? Is gut instinct enough? Furthermore, in a rapidly growing organization such as Spotify, how can we ensure some sort of consistency in our baseline level of Agile knowledge across the technology, product, and design organization? 

    In this talk, I’ll discuss techniques we have developed and use at Spotify to benchmark health and performance for our teams and some tactics we use to bring them closer to—and beyond!—being the best teams they can be. I’ll explain frameworks that can be used to give us tangible evidence about how we’re doing as teams, as Agile Coaches, and as managers of people and product. Furthermore, I’ll tell you about the organization-level methods we use at Spotify to share knowledge and maintain alignment of our agile practices as we scale in order to bring music to people all around the world.

  • Craig Brown
    Craig Brown
    schedule 1 year ago
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    45 mins
    Talk
    Intermediate

    It's great to come to conferences and hear all the good advice from lost of smart and experienced people.

    But how likely are we to take our insights back and drive real change? What stops us from really changing the world?

    It's a truism that an inpidual can't beat the system, right? So how do we go about making change a collective agenda? How do we encourage leadership everywhere? We start by focusing on others rather than ourselves.

    In this interactive session I lead a series of small activities that model how we can go from a discussion with our friend about how things should be to leading change across the organisation. 

    I run three small discussions. Each one is designed to teach a method for increasing influence and effecting organisational change.  We pick the theme of "When I saw someone do something great/amazing at work" and each iteration we increase the number of people in the discussion, and make the stories more personal.

    This shows how in just three iterations of a discussion we can totally change the way we interact with the environment (i.e. the people in the wider business) and drive braver conversations.

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