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.

Many codebases contain code that is overly complicated, hard to understand, and hence expensive to change and evolve. Prioritizing the technical debt to pay down is a hard problem since there's always a trade-off between improving existing code versus adding new features. In this masterclass, you learn how easily accessible development data let us uncover the technical debt with the highest business impact. The techniques cover both technical and organizational decisions around your codebase, and we cover both traditional architectures as well as microservice architectures where you learn to measure non-code properties like team coupling, system mastery, and detect implicit dependencies between services.

• Identify the code that's most expensive to maintain amongst millions of lines of code.
• Put costs on technical debt and assess its delivery impact.
• Detect architectural decay and learn to control it.
• Perform architectural analyses of layers and microservices to uncover team coupling and implicit dependencies.
• Learn refactoring patterns to address technical- and architectural debt.
• Measure how organizational patterns influence code quality and the link to software architecture.
• Uncover the social side of your codebase and use data to mitigate off-boarding risks.

Participants are encouraged to take this opportunity and analyze their own codebases. As part of the workshop, you also get access to CodeScene – a tool that automates the analyses – which we use for the practical exercises. We also look at open-source alternatives, and see how we can use Git itself for data mining; the workshop is not about tools, but rather about the techniques and their applications. This is a new perspective on software development that will change how you view code.

DateTime: This workshop is scheduled on Oct 19th and 20th from 2 PM to 6 PM IST

Often in agile working environments, people aim for failing fast. Yet failure is not the goal - learning is. Failure can lead to learning and so can other approaches. It can lead beyond continuous improvement to transformative learning: seeing your situation from a whole new framework in a way that lets you learn by leaps of insight.

In this workshop we present specific ways to probe, using hypothesis, and experiments will help you and your team to learn fast. This approach provides a way to get into the mindset of learning and thus always developing.

Usually a failure is to do nothing… or to do anything (blindly). The key even for big issues is to make small bets (hypothesis) and learn through experiments what's the impact. So, gain insights by (in)validating the bet. In summary it's about thinking big but acting small (and safely). Note, that every great idea, every innovation is at first a guess or rather a hypothesis and only experiments allow us to find out if our idea is really as great as we thought at first.

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).

This product thinking, leadership, and process workshop combines contemporary tech product thinking with agile development and Scrum.

Stop! Don’t bother taking this course if your only concern is learning Scrum and mastering the product ownership role. Because:

This is not just a product ownership class

This online workshop is about product thinking and how to apply it in your organization.

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.

Agile in Enterprise Resource Planning software development is more challenging when compared to full stack development. It is really challenging when the team has 80% detractors and 20% aggressive folks (transactional analysis nomenclature). As an agile transformation coach how would we bring in either the agile mindset or the trust over the process for teams who have worked on waterfall for ages? How would we break the cocoon or push them to come out of the easy zone by not preaching theories? we are inspired from Project Aristotle conducted at Google which speaks about the parameters of winning team which made us to introduce trust metric, the average time the team takes to trust the agile principles in practice. This trust metric directly correlates with the time it takes for the agile transformation in a project. From Modern Agile perspective, Trust metric /transformation time is influenced by major 5 parameters 1. Psychological safety 2. Dependability 3. Structure and Role 4. Meaning 5. Impact.

All these five dimensions are influenced by multiple input parameters ranging from scrum Master's fluency in international languages, regional language, teams transparency with the scrum master, project complexity, team distribution, team unification through tools,openness to fail and innovate, cultural quotient, emotional intelligence of scrum master, team diversity and so on.

The trust metric is computed by rating on all the five dimensions. Those five dimensions are measured by derived parameters which the agile coach perceives in the team. The agile coach would work on the sub layer level to convert the detractors to pacifiers and further to be Agile ambassadors by working closely on the lagging parameters by bringing in kaizens around those parameters.

For example: the waterfall projects that I worked on got transformed to agile methodology were in detractor state at the beginning. Later on they were moved to pacifier state, then on to neutral and now they are Promoters/ambassadors of the agile methodology which got propagated to the complete service line. Thus the transformation coach can make various projects running in the service industry to get their projects transformed to agile methodology which brings in great impact for clients

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.

"We should do this because I think it's what the customers want"

Product Owners (PO) have a lot of responsibilities, and one of them is to provide guidance to the team on what problems to solve and what is valuable to customers by bringing the voice of the customer and user to the table. However, the situation becomes dangerous when the PO becomes the voice of the customer and user, making decisions based on their working experience, without supporting evidence. This is often even worse in startups, where the pace is faster and the PO has a greater responsibility in steering the team in the right direction.

This talk is to help Product Owners as well as the teams working with them to ensure that the team is focusing on the "right problem" to solve and backing it up using evidence. I will share some tips on how to use things such as Customer Experience to focus the team to solve problems that matter, and how different types of data can help PO's make more informed decisions for their teams.

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.

Are you "doing it" the TDD way? Really? Are you getting the results from TDD as you expected? Yes? Great, check out one of the other exciting sessions at this conference.

No? Then: How come? Isn't TDD supposed to be easy? Just do the red-green-refactor dance and all code's gonna be functional plus clean.

Sorry, but I beg to differ. It's not that simple. And there are many reasons for that as I'll show you in this talk.

My main objection is, that TDD as it's commonly explained and demoed, is ignoring the plain and simple reality of problems being of very, very different difficulty. Or have you ever seen a TDD demo beyond the usual code kata exercises like "Fizz Buzz" or "Game of Life"?

Hence in this talk I want to present a bigger picture. I'll classify programming situations according to the Cynefin framework and put TDD in perspective. It will become clear where TDD might be a good fit and why - but also, where TDD is overtaxed.

And since TDD is only a fit for a small subset of problems, of course alternative approaches to test-first programming will be presented.