We like to say that agile teams own their own process by choosing their way of working, their “WoW.” This of course is easier said than done because there are several aspects to WoW. First, our team needs to know how to choose the appropriate lifecycle for the situation that we face. Should we take a Scrum-based approach, a lean/Kanban-based approach, a continuous delivery approach, or an exploratory/lean startup approach? Second, what practices should the team adopt? How do they fit together? When should we apply them? Third, what artifacts should the team create? When should they be created? To what level of detail? Finally, how do we evolve our WoW as we experiment and learn?

There are several strategies that we could choose to follow when we tailor and evolve our WoW. One approach is to bootstrap our WoW, to figure it out on our own. This works, but it is a very slow and expensive strategy in practice. Another approach is to hire an agile coach, but sadly in practice the majority of coaches seem to be like professors who are only a chapter or two ahead of their students. Or we could take a more disciplined, streamlined approach and leverage the experiences of the thousands of teams who have already struggled through the very issues that our team currently faces. In this talk you’ll discover how to develop your WoW without starting from scratch and without having to rely on the limited experience and knowledge of “agile coaches.”

More asking, less telling. As an agile leader, adopt the approach of humble enquiry to build relationships, increase trust and collaboration, and deal with the challenges of organizational transformations.

"Humble enquiry is the fine art of drawing someone out, of asking questions to which you do not already know the answer, of building a relationship based on curiosity and interest in the other person." - Edgar H. Schein

Working in an agile way asks us to rethink how we relate to each other as we tackle complex problems and challenge the traditional structures of our organizations. Humble enquiry - the art of asking instead of telling - is a critical skill for agilists who seek to improve collaboration and address difficult problems head on. Inspired by Edgar H. Schein's book 'Humble Enquiry, this workshop will teach you the fundamentals of how to do more asking and less telling. Through mini-lectures and interactive exercises, we'll discuss the different types of questioning, consider the forces around and within us that inhibit our ability to ask instead of tell, and examine how this powerful technique can improve collaboration within agile teams as well as help to address some of the challenges of agile transformations.

Five people at one computer? How can that possibly be productive?

While this seems like a reasonable question, it's not easily answered - until we begin to understand the power of flow.

Mob Programming grew from the quest of one team to learn how to work well together. Once we started We almost immediately noticed that working this way provided better results in a variety of ways:

• We were getting more done, and they were the more important thing
• The quality of our work was increasing dramatically
• Our Knowledge, skills, and capabilities were improving rapidly
• And all while we were having a lot of fun as well!

While we noticed these benefits and more, and it was clear this was in a large part due to working well together throughout the day - we didn't have an understanding of why this was working so wonderfully for us.

A hint came early on when we recognized we were achieving a one-piece flow - but we didn't realize the importance of this until we started exploring the meaning and power of "flow".

In this presentation, we'll share the results of that exploration, and see if we can get a better understanding of Mob Programming and the power of flow.

After 20 years since the manifesto, the latest state of agile reports more than 80% of organizations as "still maturing" in their agile practice. As agile methods expand beyond small teams and software itself, we are still struggling to answer these questions:

• Why is it that some teams are more 'agile' than others even though they all claim to be practicing agile methods?
• What all dimensions need to change as teams, managers, and entire organizations attempt to become agile?
• How do these dimensions interact with each other?
• Overall, what does it take to become agile and how does that differ from doing agile?

This talk is based on my original theory of becoming agile developed from 10+ years of industrial research of agile practice in New Zealand and India, which received the distinguished paper award at the IEEE/ACM international conference on software engineering (ICSE), in 2017.

In this session, I will explain the key dimensions that need to transition during agile transformations, using industrial examples, and highlight what you can do to progress beyond simply doing agile, to harness the most from your agile transformations.

This keynote will add a unique research perspective to the conference program, sharing agile research in an industry-friendly format and delivery style.

Ever wondered why some people prefer to work alone? Or why some people cringe when pair programming is mentioned? It might be that that person, like me, is an introvert. But is is really that simple? Can we really put every person in a box labeled "introvert" or "extrovert" or are we all just ambiverts?

During this session I will talk about introverts, extroverts and everything in between.
Drawing from almost 15 years of personal experience being an introvert on agile teams I will talk about the differences of being an extrovert
or an introvert, how to foster an inclusive team environment, and the importance of psychological safety.
You will hopefully leave this session better fit to help EVERYONE on your team to reach their full potential!

There are many suggestions dealing with Agile-friendly performance appraisals, which promise to rely on trust, honesty, respect, safety, and servant leadership. The Agile Manifesto does not address performance appraisal although it does generally mention regular and frequent feedback, which can also be applied to performance evaluation. Two related methods, Beyond Budgeting and Sociocracy, offer interesting approaches to agile performance review. In this session we want to present these two different performance appraisal approaches, how they're are supported by the values of BOSSA nova (short for Beyond Budgeting, Open Space, Sociocracy & Agile) and want to invite the participants of this workshop to discuss the synthesis of the two approaches.

This session looks at several real-world examples from actual companies including Accenture, Equinor, and Google.

The first principle of Beyond Budgeting asks to “engage and inspire people around bold and noble causes; not around short-term financial targets,” the eleventh principle advocates: “Evaluate performance holistically and with peer feedback for learning and development; not based on measurement only and not for rewards only.” Thus, the main strategy of Beyond Budgeting is to separate (financial) bonuses from performance evaluation and to use relative and not fixed targets as a foundation for the evaluation.

Sociocracy suggests holding 360 degree in-person meetings. The person being reviewed should request it when needed, not just on a rigid annual basis, and perhaps not just once in the year. In the 360 degree meeting, the organization itself can be critiqued in the review - “the way we organize is causing performance problems.” Similar to Beyond Budgeting there is a focus on the vision and mission of the specific department as well as the overall company as a source of inspiration and motivation. The output of the performance review meeting should be a development plan that the immediate group of supervision, peers, and subordinates consent to.

Based on BOSSA nova, we invite participants to dive into what Beyond Budgeting and Sociocracy combined offer for performance appraisals. Participants will take away insights that they can use in their organizations.

DevOps and continuous delivery is typically elaborated technically - what kind of tools, technologies, or skills are necessary for being able to deliver continuously. Often it is forgotten that continuous delivery requires also a culture change - in development, operations, marketing, sales, and not least for the customer.

This can be recognized for example, that although it is technically possible for a team to deliver continuously, but it seems that this delivery isn't welcomed. This means the actual system will not be directly used.

Therefore, in this session by taking into account the necessary cultural change, I want to answer the question how to implement continuous delivery successfully and what kind of pitfalls you need to be aware of when doing so.

In this interactive session Shane discuss his experience working in a distributed, virtual organization which is founded on an Agile Mindset. The challenges of maintaining agility when remote, the ways the ICAgile team have consciously designed their team and organization culture and provide actionable advice based on real experience on how to maintain collaboration, teamwork and live the agile values in a remote only organization.

ICAgile is a global, virtual organisation working with partners across over 100 countries spanning almost every timezone. There is no single corporate office and the ICAgile team is spread across seven locations in three countries. We have managed to build a strong collaborative culture and a truly safe working environment focused on outcomes rather than activities, holding each other to account and being really effective and productive while having a joyful workplace.

The “Agile mindset” was introduced to the software development community in 2001 in an attempt to foster freedom in the way that we work together. Its intent was to encourage organizational change that focused on people, collaboration and culture.

But words on a screen don’t mean much in practice, especially if the people using them don’t - or won’t- understand their intent. How can individuals, teams and companies learn to correct these mistakes and break free from the challenges associated with change?

Jen will share practical advice on effective Project Management, Agile Transformation, and getting things done– all told through the stories of her own journey towards something better at Red Hat.

Because the productivity driven world of the industrial era encouraged us to divide in order to control, we live today in disconnection. Disconnection from ourselves, from our team, from our society. This workshop proposes to shift the paradigm and innovate using "reconnection" principles as defined by the Theory U. To understand the way theory U operates at a people group level, a concrete framework, "Process Work", by Arnold Minundell, will be experienced.

The workshop is a hands-on experiment of impact of change on each member of a team, including the game change player. The different stages of transformation defined by the Theory U will be experimented via Process Work, and is equally inspired by the model of living systems.

The ultimate intention of this workshop is to offer participants a learning experience of emergent co-created innovation , via quality listening, and the ability to redirect perspective