While it is true to say that people’s attitudes and beliefs are key to implementing an agile project, or Agile in itself, much of the use of the term ‘mindset’ implies a mental model that can be defined and engineered. In this presentation, we will look at how we can measure attitudes within an organization and use multiple small actions to trigger the rapid evolution of organizational culture, so that it can sustain agile developments. Mindset and the alignment-based ideas of some on the Agile movement too often imply creating homogeneous beliefs and values that will lead to full alignment. In practice, this damages resilience and can be dangerous. This presentation will introduce the idea of coherence instead of alignment - the celebration of cognitive and behavioral differences that can align if needed to support the delivery of sustainable solutions.

Getting new teams to work together is hard. Really. Hard.

Is it because there is so much hype around new Agile teams? Or is it because there is such a focus on “doing things right” (or “doing” Agile right), that we forget about the people actually doing the work? Regardless of the reason, before we can change the way people work... we need to focus on the things that are important for teamwork to work!

We believe that the key to high-performance teams is creating an intentional culture that respects and embraces diversity - whether it be race, gender, class, culture, age, beliefs, language, skills or background. So join us as we explore the Team Canvas – sort of like a Business Model Canvas for teamwork - covering nine essential teamwork elements:

• Purpose - Why we are doing what we are doing?
• People & Roles - What are our names, roles, and responsibilities?
• Common goals - What do we as a group want to achieve together?
• Personal goals - What do I as an individual want to achieve?
• Team values - What do we really stand for and believe in?
• Needs and expectations - What do each of us need to be successful in a diverse team?
• Rules & Activities - How do we communicate and keep everyone up to date?
• Strengths & Assets - What skills do we have in the team?
• Weaknesses & Risks - What are the weaknesses we have, as an individual and as a team?

During this session, we walk through our agenda for team lift-offs, facilitation posters and preparation work required, materials needed, and facilitation tips and tricks. All packaged in a handy pocket guide, that you can use to explore tried and tested techniques for each essential element. You also have an opportunity to practice some of these techniques during the session.

Get ready to lift-off your team in T-minus 3... 2... 1...

Too often innovative people in medium to large organizations have the feeling of being in a box - with startling new ideas - and no one really listens. In essence, these innovators are trying to “measure performance upwards.” This upward voice intrinsically measures strategies and customer impact, and applying the concept can significantly improve the overall performance without relying on top down OKRs and KPIs. Moreover, “measuring from above,” tends to measure the output of production rather than the truly important outcome: what is really making a difference for our customers and therefore for our company.

Adding “measurement from below” to a company can create a mindset that empowers everyone to follow their passion and interest and nourish the company’s effectiveness. Implementing a “from below” approach to measurement involves a fundamental shift that asks the company to synthesize a variety of new approaches. One such synthesis is Beyond Budgeting, Open Space, Sociocracy, and Agile (BOSSA nova). This synthesis enables a company to “measure upwards” without jeopardizing the strengths of “leading downwards.” Fortunately, the implementation can be done in small steps that probe and demonstrate new measurement ideas on a small scale such that the proof cascades beyond the demonstration. This session will enable you to get started on your journey to spreading the idea of upwards measurement company-wide.

This workshop asks participants to start where they are, explains what it means to probe, and helps them develop strategies and experiments they can use in their own situation to create an environment for high performance that goes beyond what OKRs and KPIs can offer.

Do you have a nagging feeling that you may not be investing in building the right thing?

Do your products have features that are rarely or never used? Does it takes your organization the full investment of building and launching a product to validate an idea? Is your organization challenged with striking the right balance between the demands of a scalable, high-quality product and innovating on the most compelling problems and opportunities for your customers?

At Pearson Online & Blended Learning, we met these challenges head-on by creating and implementing a framework that includes early collaboration within a multi-disciplinary team and a light-weight process. Based on Design Thinking principles and practices, the framework effectively balances discovery and delivery efforts. It ensures that, across the portfolio, our investments are focused on the right things, and the efforts of our delivery teams are aligned to solving the most important problems for our customers and addressing the most valuable opportunities for our business.

In this interactive session, learn about this discovery framework, our implementation approach, and our triumphs and challenges. Each participant will have the opportunity to reflect on how a similar approach may help them address challenges within their own organizations.

The rules of the game have changed! Studies indicate that by the year 2030, half of jobs will be ones that do no exist today and half the jobs of today will no longer exist. The volatility, uncertainty, and ambiguity ushered in by this age of accelerations extends not just to our environment, politics, and communities, but our organizations as well. In response, organizations are undergoing a massive transformation in technology, structure, culture, and values - fundamentally changing not only what we work on, but how we work, and who we work with.

Where does this leave our careers? If answering the question ‘Where do you see yourself five years from now?’ leaves you stuck, uncertain, confused and/or anxious, you are not alone.

Join me for “Careers in the Age of Accelerations”. During this workshop, we will look back at your career and look ahead at organizational and cultural trends, and understand the skills and capabilities for new and emerging roles. Build the awareness and confidence to take control and navigate a career aligned to the future of work and guided by your Ikigai (reason for being).

Toxic behaviours in a Team cause damage to the Team. Affecting their performance, causing high levels of stress and demotivation. Conflict Navigation is one of the biggest challenges within the Teams. Can you help them to overcome this challenge? Are there any antidotes?

When a Team member shows a toxic behaviour, how the Team reacts to it? Can we educate the team and help them as a System to overcome these challenges? As a Scrum Master or a Coach, our main mission is to help out teams to be their better selves. By the end of this workshop, you should be able to help your team to be better prepared to deal with conflict.

Millennials, also known as Generation Y or Gen Y, are the generational demographic cohort following Generation X and preceding Generation Z who were born in early 1980s. Millennials are currently 25% of APAC workforcea and not only that, Millennials now have the most spending power of any generation, which means that creating a work environment that they can thrive in matters more than ever.

Let's see some of the interesting charcateristics of millennial,

• Collaborative:
  • They send a median of 50 texts a day.
• Socially connected:
  • They have the highest average number of Facebook friends, with an average of 250 friends vs. Generations X's 200.
• Multi-taskers:
  • In the age of information overload, millennials are able to consume and assimilate more information than ever.
• Tech Savvy:
  • With an internet enabled smartphone, they spend roughly around 4 hours per day consuming the online content through app or browsers.

and much more. As more and more millennials enter the workforce and redefine the workplace productivity, how can organization and agile coaches prepare themselves to nurture and coach the millennials to realize organization/project goals and deliver value to business?

I will also talk about the challenges while dealing the millennials (as compared to Gen X workers who were managed from top-down), coaching models, skills that can help agile coaches to maximize the potential of the millennials, exploiting the characteristics of the millennials to improve productivity and do's and don't while coaching millennials.

I've presented this in one of the PlayScrum Meetups Chennai as well and have received awesome repsonse from the participants.

Imagine you are a Mad Agile Scientist and have a diabolical experiment to conduct - what would happen if you exchanged the brains of a Product Owner and Scrum Master? Mwuhahahaha!!! How would the body of a Product Owner with the brain of a Scrum Master act? And vice versa?

Perhaps the Scrum Master would now treat the team like a backlog? This Scrum Master would be focused on value and maintaining a coaching backlog of team and person improvements. This Scrum Master is refining the team, crafting a group that delivers value.

And perhaps the Product Owner might treat the backlog like a team? Rather than backlog refining, they coach the backlog. They would be focused on nurturing, protecting, and empowering the backlog. The backlog might transform from an irritation into a labor of love.

Although this experiment sounds terrible, this change of perspective might be what you need to reanimate your dead team or backlog.

Join the fun and come learn what horrifying results await!

Agile coaching is big business - there are probably more agile coaches in the world than business coaches, but we're only just starting to scratch the surface of what agile coaches really do.

Geof has been researching the moment-by-moment lived experience of agile coaches for the last 12 months to explore what makes us tick, and what gets in our way.

Come to this highly interactive workshop to find out what Geof learned from his research and what it means for the training, support and supervision of agile coaches - and then to use a new developmental model of agile coaching to share your own experience and practice the skills you need to move from working with your teams as if they were machines to coaching with curiosity.

Join me for this interactive session, where we take a closer look at Flow, understand its benefits and learn how to tap into this optimal state of being to unlock the secret to your team's creativity, peak performance and happiness.

Just what exactly does an Agile Coach do? Coaches may vary in their response to this question. I would like to think that most Agile Coaches, with some variation, would be fairly consistent in how we perceive our role. However, some companies or orgs or people probably interpret the role of the Agile Coach in ways that coaches never intended.

Let’s explore some of the things that Agile Coaches have been asked to do! Are these antipatterns? Doing what needs to be done? This session will delve into the topic of the role of the Agile Coach and highlight potential challenges and possible solutions.

The craft of Agile Coaching fundamentally requires deep, insightful, meaningful communication. In everyday execution, this typically involves a coach and the coachees having a conversation, or dialog. However, there are other ways that an Agile Coach and their coachees can connect – nonverbal communication.

Explore the different aspects of nonverbal communication in the domain of the Agile Coach! This workshop overviews nonverbal communication in Agile Coaching and provides a starting point for developing this critical skill.

The Agile Manifesto establishes a set of four values that are people-centered and results driven. As we all know, while there is value in the items to the right, we value the items on the left more. In my workshop, I will focus how the agile value "individuals and interactions over processes and tools" is leveraged during the design thinking using neuro-linguistic programming techniques.

When we are in the journey of transformation, we want to be an agile organization. To be an agile organization, while we focus on value delivery, the need to empathize with our internal and external customers is important, so that we understand their requirement and bring in value to them. This can be done by the way we interact with empathy while we work on the user requirement and designing their journey. So let us explore how to "Artfully Empathize"

How do we understand what our customers/stakeholders need from us?

One of the most important customer-centric approach is to understand their need by asking the right questions, listening and empathizing.

How do we develop the art of asking the right questions with empathy?

HCD - The best way to innovate for someone is to understand them. By understanding a person’s thoughts, motivations, emotions, barriers, etc., you can identify their needs, and design to meet those needs. Human Centered Design is a known framework that provides solutions to problems involving a human perspective. Now the uniqueness of the workshop will include NLP techniques that will help empathize effectively.

NLP – Using NLP, we will learn about our modalities and meta-models, which is a language pattern that encourages the listener to move to higher levels of thinking and help them explore the unknowns. It will empower us to explore our potential to ask the right questions. We will leverage this technique in our workshop to focus on the Empathy and Design phase of the HCD.

Welcome to the exploration journey of being artfully empathetic!

Retrospectives are critical for a team's success. I participate in and facilitate a lot of retrospectives. I've seen many of them. Fun and boring, productive and useless. Overtime I've started to notice certain patterns, especially for non-productive retros. In this talk, I will share my findings and provide some hints on how to avoid them.

Everyone wasn't to adopt Agile. Everyone wants to find the silver bullet that will make them Agile. Everyone wants the 'quick fix' for old problems. Through our collective experience, we've identified a core set of behaviours, experiences and actions that represent the desired state of Agility in an enterprise.

This core training module is designed to start your understanding of how the Agility Behaviour Model works and how to apply its tools for maximum benefits to your clients and enterprises. The workshop covers 4 specific areas:

1) Designing a new Enterprise Culture,

2)Designing the new Shared Experiences,

3)Creating a Roadmap for Enterprise Agility,

4)Creating a Coaching Plan

• Attendees will receive a digital certificate for completion of the core module.
• Each delegate will also receive a 1-year membership token to the Agility Behaviour Model community portal (valued at $100 each).
• Delegates can pursue full accreditation by completing the recommended self-study and post-training exercises.

Join us for the half-day immersive workshop that has been designed to give you new tools and approaches.

Surprise is the feeling caused by something unexpected or unusual, As individuals become familiar to particular types of surprise, over time the level of surprise will decrease in intensity.

Chaos engineering is a discipline that uses similar principles to build resilient systems.

Our organization uses cloud native platform as a common frame work to run products as well as the tool frame work to support product development.

We are from DevOps experience team, Over 1350+ engineers use our product delivery platform to ship features by following agile methodology.

This talk is about how we learned from failures and used that knowledge to build a resilient and scalable CI/CD environment based on kubernetes, using chaos engineering principles.

I started my Agile journey in 1985 when after graduating I had the chance to work in research. We had no idea that what we do is Agile, we just did it. Later I moved from Aided Design and Manufacturing to coding, completing the journey from developer to Development Manager and CTO. Along the way I evolved from "cowboy" developer to more structured and disciplined approaches. My first 'encounter' with formal Agile was in 2001 when I discovered XP. As a Software Development Manager and Later Project and Program Manager I used Agile practices in over 50 projects. I learned that Agile is not a silver bullet and is not easy but is not only an option but an option to survive in a continuous changing world.

Agile is a buzzword these days. Everyone wants to become Agile. And vou la your company is already in the middle of an Agile transformation. Why? Well. All articles/talks/rumors say how awesome it will be there.

But I would like to share another story. One that is hard to hear. The dark and the sad one. What downsides you will experience on that journey. How it will negatively affect your business. What losses to expect. And how not to make this situation even worse.

I do not want to blame Agile here, but I want honestly to take a look at the dark side of the Moon. Forewarned is forearmed.

While the market space is composed of known and unknown market space. i.e. industries in existence today and industries not in existence today. Usually strategies are good enough to compete in known markets and built on past experience because the competitive rules of game are pretty much known. The focus is to outperform their competition and grab a greater share of existing market space by exploiting the demand.

In this, presentation we will look into why the competitive strategic approach is not enough to seize the new profit or growth opportunities in unknown markets. In practice, the competitive strategy creates the market space crowded and reduce the prospects for profits and growth by making products more as commodities. The presentation will introduce the idea for, how to envision a product strategy to create a uncontested new market space that made a competition irrelevant?