Specific organizational patterns are the villains of agile adoption, setting unreasonable expectations and sabotaging progress. We’ll explore these villains, and give real examples how federal organizations overcame them.

Participants will see the power of metaphor first embraced by Extreme Programming: a system metaphor or (for transformations) a cultural metaphor to name and avoid common anti-patterns in Agile adoptions.

Leaders in government programs or large organizations will recognize common challenges patterns: setting schedules by fiat, limiting the availability of product owners, balancing responding to emergencies with focusing on consistent prioritizes, just to name a few. Coaches and champions supporting Agile adoptions will be equipped with counter-examples to avoid these challenges.


Outline/Structure of the Case Study

    1. Introduction
      1. I’m Dave - an Agile Coach, Geek, Dad
      2. I’m also Dave - an Agile Coach, Geek, Dad
      3. POLL EVERYWHERE: where is your transformation? [five icons/images]
    2. Emperor - Death Star behind schedule
      1. Product owner unavailable
      2. Working software
      3. REAL: Large govt organization introduced then grew beyond hardening sprints
      4. POLL EVERYWHERE: What happens when your organization hits schedule pressure?
    3. Luke - incomplete training
      1. Interrupt work for “higher value” work
      2. Take an objective Agile Coach to work with team
      3. REAL: instead of training, Fed attended Agile2011 conference with sherpa
      4. REAL EXAMPLE of abbreviated training [pending public relations review].
      5. REAL EXAMPLE of needing to apply concepts outside the classroom in order to fully understand
      6. POLL EVERYWHERE: how often do you interrupt your team's work for a higher priority?
    4. Luke’s vision is misunderstood
      1. Misinterpretations of FAR, organizational policies, Agile basics
      2. Assumption of Myth as Fact
      1. REAL: I heard the FAR (federal acquisitions regulations) says “x”
      2. POLL EVERYWHERE: How does your organization validate program vision?
    5. Sauron - can’t get ring
      1. Keep em in the Dark - (aye dark overlord)
      2. moving target - diverse problems w/ changing circumstances
      3. Complete one whole checklist and then find goal not achieved
      4. POLL EVERYWHERE: which is more important: cutting losses or following through on investment?
    6. Bond Villain - underestimate people and interactions
      1. Complexity overwhelms, not recognizing personal bias
      2. Bond - as one person - is underestimated
      3. POLL EVERYWHERE: to be decided
    7. Legion of Doom
      1. One on one contracts - not collaboration
      2. REAL: the [large gov’t program] instituted an enterprise daily standup. Leadership sets the standard.
      3. POLL EVERYWHERE: what is the value of not collaborating?

Learning Outcome

  • Common impediments to Agile Adoption
  • Coaching on how to overcome transformation issues
  • Real world examples of teams getting unstuck

Target Audience

All Agile enthusiasts - but particularly those interested in not being stuck

Prerequisites for Attendees

No prerequisite! Show up as a novice -or- Discuss as an expert! Please bring a cell phone for interactive questions.

schedule Submitted 2 years ago

Public Feedback

    • 10 Mins
      Lightning Talk

      In this lightning talk, we explore the 5 attributes to look for in a ScrumMaster:

      • Knowledge - Deep knowledge in Agile and Scrum
      • Experience - Deep experience with Scrum teams and in Agile environments
      • Coaching - Deep understanding of Coaching concepts and techniques
      • Facilitation - Deep understanding of Facilitation concepts and techniques
      • Servant Leadership - Deep understanding and desire to enable success for the teams and the organization

      From there we look at the ScrumMaster's progression for removing impediments and addressing issues:

      • Did we talk about it in the Retrospective?
      • Did we discuss the impact?
      • Did we identify root causes?
      • Did we come up with solutions?
      • Have we tried the solutions?
      • What were the initial results?
      • What are next steps from here?

      We use the steps above to ensure:

      • Our teams are not making the same mistakes time time after time
      • Our teams are not having the same issues arise time and time again
      • Our teams are not stagnating but rather are getting better over time

      This session will arm session attendees with what to look for in a ScrumMaster and discuss how the SM uses the impediment progression to ensure we have a continuously improving team.

    • David W Kane

      David W Kane / George Paci - Approval Tests in Action: A LEGO Exercise and an Experience Report

      45 Mins

      Are you daunted by the prospect of introducing automated testing to a code base without it? Does your code base have automated unit tests, but no one has confidence about what the tests say about code? Consider approval tests to confront these challenges. Approval tests simplify assessing the behavior of a system by taking a snapshot of the results, and confirming that they have not changed. They are useful for both bootstrapping testing automation and for creating more expressive tests. In this session participants will join in hands on exercises using LEGO bricks that illustrate the concept of approval tests, and will share the results of a case study where the approach was used to improve software testing.

    • Gene Gotimer

      Gene Gotimer - Building the Pipeline of My Dreams

      Gene Gotimer
      Gene Gotimer
      Principal Consultant
      Coveros, Inc.
      schedule 2 years ago
      Sold Out!
      45 Mins
      Case Study

      I often suggest to teams that they should be using all sorts of tools in their pipelines- from simple static analysis checks and automated builds to security scans and performance testing. I've done presentations and talks at conferences. I've lobbied to clients. I've commiserated with my colleagues. But I've never put together my dream pipeline in one of my own projects.

      There are always reasons that some tests and tools get left out- our policies won't allow them, they will take too long to get approved, we don't have time, we have bigger problems to deal with, it just isn't what the client is looking for right now. And I usually think, if only I were in charge, I'd make sure we were using those...

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      I'll talk about the trade-offs and compromises I made when building out the pipeline. Why I decided to focus on some tools and tests but skipped others, and what I need to do or change to make this delivery process the pipeline I've always dreamed about, now that I have no one else to blame.

    • 45 Mins

      Despite thinking that organizations are slow to innovate, innovation actually abounds at many companies. Kodak, DEC, and Xerox did not fail due to lack of new, cutting-edge innovation; they failed because their organizations were tuned to their traditional markets, and a failure to change their business models and organizations led to their eventual disruption.

      The key to achieving business agility lies in leadership that transforms organizations. Transformational leaders succeed by changing the system, leading with purpose, and steering from the edges. They own their responsibility and boldly lead their organizations into the future. As leaders, we can accelerate this evolution by enabling true self-management and team-based governance.

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    • 45 Mins

      In our follow-up session to last year’s Kanban in Action: Thoughtfully Observing Flow, we are excited to bring our newest installment of the series: Kanban in Action: Thoughtfully Creating and Discussing Flow.

      This session puts the attendee in the driver’s seat to create their own Kanban board configurations. We provide seven business scenario exercises and ask the attendees how they would go about configuring their Kanban board given the unique constraints of each scenario. Each team/table in the room will spend a few minutes discussing how they would configure their board using the provided flip charts, markers, and stickies. A debrief with the entire room follows as each team shares its concepts. The instructors will also share their own board configurations and ideas.

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    • John Hughes

      John Hughes - Agile FTW: Competitive Advantage and Happiness Through Business Agility

      45 Mins

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      I had the privilege of bringing Agile into business over the last couple years. In that time, I introduced my executive leadership team to Business Agility. After getting executive participation in the inaugural Business Agility conference in Feb 2017, we partnered together to seek the benefits of a comprehensive Business Agility adoption.

      Using our corporation’s strategic planning and execution effort to exemplify, I will share with you how the Agile mindset and practices apply to business and drive the highest impact possible towards the most valuable goals and initiatives. Modern leadership and business practices such as those under the Business Agility umbrella bring a value-driven, data-driven, efficient focus on impactful delivery.

      • Revenue and growth accelerate as we focus the company’s resources on delivering in the most valuable way
      • Corporate processes lean out as we remove wasteful bottlenecks, saving money, time, and providing competitive advantage
      • Employees are more capable as corporate practices are more meaningful and less taxing
      • Back-office tools and data are integrated into a unified experience allowing real-time awareness and predictive analytics, increasing effective decision-making and enabling empowerment at lower levels
      • Employees are happier. Customers are happier. The corporate bottom-line reflects this happiness.

      I am enthusiastic about the spread of Agile beyond IT. And as such, I am excited to illustrate the brilliance of Business Agility to session participants, adding examples from my most recent corporate transformation effort to exemplify the mindset and practices presented. It is my interest that participants come away with an understanding of how Agile mindset and practices benefit the corporate back office as much as they do software delivery, and how their companies can begin to benefit too by applying what they learn from this presentation.

    • Richard Mills

      Richard Mills - DevOpsing Your Greenfield: Cultivating New Growth

      45 Mins

      You have a golden gem of an activity. There's a brand new project and your project sponsor says "I want to do some DevOps on our new Agile project!" Sigh. You respond with "Well, how about this? Let's BE Agile and adopt a DevOps approach to structuring our teams, designing our architecture, and leveraging automation to rapidly deliver value to our customers." There. At least we've set the mood.

      Regardless, greenfield projects provide a unique opportunity for us as DevOps professionals. You don't have the established baggage of a legacy project. The project is probably open to modern tools and architectures. The project is trying to set up team structure that will have the right skill sets.

      The problem is: where you do you actually start with greenfield projects? When we introduce DevOps to an existing project (brownfield) we have a unique set of challenges and we can prioritize where to start based on our biggest problems. What do you do when you have a blank page? "Do everything!" Well, what actually makes up "everything" and where do we start?

      Putting a solid DevOps solution in place involves some key things. You can follow the religion of the "Three Ways of DevOps" (fast delivery, fast feedback, constant learning) made popular by Gene Kim, but you still have to start somewhere. In this talk, I'll provide a pragmatic formula to setting up well-integrated teams, establishing a DevOps platform, organically growing an initial DevOps pipeline with continuous integration and continuous delivery, establishing some (useful) standards, and guiding the system architecture to support rapid build, deployment, and testing.

    • 45 Mins

      Slides: https://www.slideshare.net/Camille_Bell/kata-your-way-to-sw-craftsmanship

      Maybe you are a developer and want yourself and your team to become Software Craftsmen.

      Or perhaps you've a leader and heard about the greater quality and productivity of high functioning agile development teams.

      Or you could be in dev ops and know that you can't implement a CD Pipeline without a solid suite of automated tests. But your developers don't practice Test Driven Development, Refactoring or other agile technical practices, and you don't know how to guide them.

      Whatever your role, you would like your team to become software craftsmen, proficient in agile technical practices.

      Join Camille as she shows you how to Kata Your Way to Software Craftsmanship.

    • Thomas Stiehm

      Thomas Stiehm - Failure is Inevitable But it Isn’t Permanent

      Thomas Stiehm
      Thomas Stiehm
      Coveros, Inc.
      schedule 2 years ago
      Sold Out!
      45 Mins

      Elevator Pitch:

      Agile Transformation is harder than it needs to be because we often find ways to consciously or subconsciously sabotage our efforts if we can recognize this behavior it is possible to intervene and make a change for the positive.


      Have you ever been on a project where it seems like team members are preventing the team from getting better? Why do they do that? I don’t know either- a psychologist might have to answer that. What I can tell you about is my experiences in seeing teams become their own worst enemies and unwittingly sabotaging the projects they are trying to make successful. My goal is to help you realize when you or those around you are behaving in a way that is going to lead the team plateauing or even failing. I have often found that many teams can get stuck, or plateau, at a certain point along the continuum of agile maturity. These teams can meander around without getting better or even changing anything for long stretches of time. I have also worked with teams that put so many hurdles in their own way that they had no option but to fail. They often fell back into old patterns and gave up hope that things can get better. As an Agile Coach, I have often felt that one of the most valuable things I can share with the people I coach are my failures. I have worked on Agile projects for a long time, and I have failed in many different ways. Having been through failure, I have learned that to keep getting better you have to recognize the things that you do that lead to plateaus and failures to overcome them. This talk is for coaches and team leads who want to make sure their team isn't getting stuck in a rut, or who are trying to get out of a rut with their health and sanity intact.

      Failure signs and examples

      No process is defined and followed

      • ex. Projects that claim to be agile without any experience or training, or doesn’t have basic agile practices such as retrospectives, I.e. we are agile because we have hour long daily standup meetings.

      Process practices are ignored or removed with no compensating practices

      • ex. Agile practices hold each other together, supporting each other by the value they bring to the project, some teams decide to not do some practices without doing something else to get that value, for instance pair programming provides code review and knowledge transfer, many teams don’t pair program and don’t do code reviews and or knowledge transfer.

      Automation is not valued or planned into work

      • ex. We will automate tests later. Often that later never comes and the team is left with a code base that is hard to maintain and change because you don’t know what your changes break.

      No stakeholder expectations management

      • ex. The only way a project can negotiate scope and or schedule is to actively manage stakeholder expectations. An example of unmanaged expectations is the PO that never says no to a feature request or the executive that decides what must to delivered and when it must be delivered.

      Quality and testing practices are an after thought or short changed on schedule

      • ex. Teams that don’t complete sprint commitments because the testers get coded stories too late in a sprint to do all the required testing and the rest of the team isn’t held responsible to help test.

      No negotiation allowed in deliverables and or schedule

      • ex. Executives that dictate all of the terms of a project before a team is even selected.

      The team doing the work didn’t estimate the work but are held to an estimate

      • Many government projects have such a long procurement cycle that no one from the proposal team is put on the project.

      Part time team members are in the critical path

      • ex. Sometimes people with special skills are needed for a part of a project. If the person is part time but their work is in the critical path the project is in trouble.

      Heavy team turn over

      • ex. Heavy turn over is a sign of a project that isn’t on track, even if it hits its deadlines the quality and output will suffer.

      Political motivations more important than team’s ability to do work

      • ex. If the team is setup to fail for reasons outside the team, they will most likely fail.

      Distraction from issues outside the work that needs to be done

      • ex. Scrum Masters that don’t shield the team from issues outside the work that needs to be done during a sprint will end up with a team that doesn’t hit the mark.

      Examples of what can be done to avoid failed projects:

      Focus on shielding the team from outside influence

      • Have the team focus on the things they can control and prevent outside issues from distracting the team.

      Negotiate delivery with the team

      • The team can develop an understanding of what it can deliver. Trying to make the team do more is going to lower quality and potentially make the project take longer.

      Management of stakeholder expectations

      • Stakeholders always want more, that is their job. Let them ask for anything but set their expectations on what is really going to happen.

      Focus on technical excellence, quality, and automation

      • If you want your teams to get better, have them focus internally on things they can control like technical aspects of the project including quality and automation.

      Hire motivated team members and make it possible for them to work

      • People who care about what they are doing will always be better than the cheapest people that don’t care. Hire people who care.

      Maintain a progressive planning pace for getting requirements ready

      • Agile requires planning at different levels, skipping a level for any reason means there are going to be disconnects between your stakeholders and the people doing the work. Disconnects means the project will not product the results you want.
    • Julie Wyman

      Julie Wyman - Responding to Change over Following a Plan: Agile Lessons from Antarctica

      Julie Wyman
      Julie Wyman
      Agile Coach
      schedule 2 years ago
      Sold Out!
      10 Mins
      Lightning Talk

      I spent January in Antarctica hanging out with penguins, whales, and seals. It was about as different from my day-to-day work as can be. And yet, on my long flight home, I couldn’t help but reflect on how well my trip aligned with one specific value of the Agile Manifesto: “Responding to change over following a plan.”

      Antarctica is a place that truly drives home why we need both planning AND, even more importantly, the ability to respond to change. This trip helped me fully appreciate how true this value is - and not just in software development. And after being stuck in Antarctica six days longer than planned, it also built up my empathy for team members struggling with dynamic situations!

    • Lisa Cooney
      Lisa Cooney
      Principal Agile Coach
      schedule 2 years ago
      Sold Out!
      45 Mins

      Did you know that your brain tells you stories all day long, and that if they are good stories, you believe them? Come to this entertaining interactive session to experience some "cognitive illusions" for yourself, and learn what they demonstrate about how our brains' work. Cognitive science and behavioral psychology offer important insights for agilists, insights that can help us work more effectively with our co-workers and clients. You will learn how awareness of our brains' tendencies is a powerful tool to overcome our own innate cognitive bias, and the cognitive bias of others. This newfound awareness can open you to more varied perspectives in order to tell yourself a story that is both richer and more nuanced -- and closer to being "a true story."

    • Erin Randall

      Erin Randall / Yogita dhond - Can Selflessness Lead to Collaboration?

      45 Mins

      Does your team have a "me first" mentality? Are people so focused on getting their own work done, their tickets closed and moved to the right, that they seldom look up to see what is happening with others? What about your division--do teams appear to be siloed, concerned about only themselves, not looking around to see how their work affects others? Let's change this!

      Collaboration is not just working together. We can achieve real collaboration, the type where we inspire one another, challenge the way we work through problems and tackle work, do the things that scare us by making selflessness a daily practice. By making questions of "What did you do to help another person or team?" or "What did someone do to that really made a difference in how you worked?" into our retrospectives and mindset, we can build selflessness into the very fabric of the team. By bringing selflessness to the forefront and making it a talked-about, key ingredient to how our teams function, we can go from wishing for more opportunities to work together to achieving true collaboration.

    • William Strydom

      William Strydom / Kevin Callahan - Reading the Undercurrents of Team Interactions

      45 Mins

      Are you involved with teams? Want to be able to shape team dynamics toward more productive outcomes?

      Come dive below the surface of personalities and words to discover the perspectives that shape them.

      We’ll learn together and from each other through facilitated hands-on experiences.

      You will be able to apply what you learn immediately and directly to improving the quality of interactions.

      The efforts of teams is widely regarded to be a competitive differentiator. Being a member of a high-performing team is often reported as a life high point by those who experience it. All around us there is a growing emphasis on teams and teamwork.

      Yet effective teams remain elusive. More often groups of people who come together simply cooperate rather than collaborate. They avoid productive conflict, instead engaging in counterproductive discourse.

      We can do better. As coaches, we can learn how to read the underlying dynamics that drive team behavior. To enable them to understand what drives their interactions (hint, it’s not the individuals!).

      Facilitators will guide the group through a series of experiential activities to teach David Kantor’s Four Player Model and David Kolb’s Experiential Learning Model. Both models are robust and have been thoroughly researched and widely applied.

      This may very well be the answer to getting your stuck teams to move beyond their perceived issues toward collaboration and creativity!

    • Jochy Reyes
      Jochy Reyes
      Agile Coach
      schedule 2 years ago
      Sold Out!
      45 Mins
      Picture a tiger in front of you at this very minute. A ferocious feline looking for its next prey. Chances are you'd bolt for the door without even thinking. Your body would flip its flight or fight response switch and in this case run for safety. This is called heuristics, mental shortcuts that help us make decisions without spending a lot of time.
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      I'll cover 3 aspects of teams that could be impacted by these cognitive biases - team dynamics, communication and productivity.
      I'll discuss the symptoms of these biases and show you how to proactively control and reduce its effects for more effective teams.
    • Cheryl Chamberlain Duwe

      Cheryl Chamberlain Duwe - A Holistic View of Agile and Quality: or, How I Survived My First Three ISO Audits

      Cheryl Chamberlain Duwe
      Cheryl Chamberlain Duwe
      Agile Coach
      schedule 2 years ago
      Sold Out!
      45 Mins
      Experience Report

      Agile Quality Management (AQM) at Sevatec was born out of a need for the quality department to add value to our organization. Sevatec is a contractor to the Federal Government with specialties in Agile, DevSecOps, Cloud Solutions, Data Storage and Cyber Security. The hypothesis was that we could meet and exceed all of our industry standard quality objectives through adopting an agile mindset tied to modern leadership practices.

      Prior to the creation of the AQM office, Quality was driven by a single person behind a desk. There was no collaboration and the focus was on checking the box for the sake of maintaining quality designations. Data showed that there was little to no improvement as a result.

      Our new approach to quality derived from implementing business agility practices, with the belief that our ISO and CMMI requirements will be met and exceeded through the holistic application of agile principles. This provided an added value to the company, in that quality is baked in to every aspect rather than being led by someone sitting behind a desk churning out excessive documentation. Typically, discussions of quality in the agile environment are tied to code, but in our experiment, quality was embedded into all aspects of the organization, not just service delivery.

      Ultimately, our auditors spent more time asking us about our AQM approach than actually auditing us and were very impressed with the people, processes and tools we adopted. We believe that our holistic view of business agility will set us apart in the marketplace and drive our organization to its next level of excellent quality, in which all aspects of the business are operating in a lean, agile manner. Our focus on experimentation and continuous improvement lends itself to a fun, collaborative environment in which learning is expected, play is encouraged and quality is an outflow of our working culture.

    • Roland Cuellar

      Roland Cuellar - Experience Report: Agile and Lean UX Techniques for Hardware Development

      45 Mins
      Case Study

      Experience Report: Applying Lean UX to New Hardware Development

      We often hear how Agile and Lean UX techniques are applied to software development, but there is much less information available on how to use these same ideas to develop new hardware solutions.

      In this experience report, Matthew Maddox, VP of Digital Strategy at Mirion Technologies and Roland Cuellar of Lithespeed will show how Lean UX techniques were successfully applied to the design of new and highly complex integrated hardware and software products.

      Mirion makes complex, highly regulated equipment that is focused on radiological safety for national security, first responders, and nuclear power. Mirion’s radiation detection equipment is used to protect people from radiation exposure, secure major events, and track down illicit radiological sources. Over the past year, Mirion has been experimenting with agile and lean UX techniques to design it's next generation radiation detection hardware and software.

      In this experience report, we will hear how Matthew utilized rapid, lightweight, lean UX techniques to quickly develop hardware prototypes, gather feedback from past and potential new customers, and quickly pivot initial designs based upon feedback from customers.

      As a result of this important process innovation, Mirion is now embracing more modern digital and agile techniques to more quickly bring innovations to market that are more closely aligned with customer desires.

      Matthew Madox is the VP of Marketing & Digital Strategy, and lead the field research, primary design and customer validation phases of the next generation Personal Radiation Detector (PRD).

      Topics Include: Agile Hardware Design, Lean UX, Hardware and Software Design Integration, New Product Development, Engineering Culture Change

    • Joshua Seckel

      Joshua Seckel - Modern Agile 101 for Government

      Joshua Seckel
      Joshua Seckel
      Specialist Leader
      schedule 2 years ago
      Sold Out!
      45 Mins

      In 2001, a group of software developers got together in Snowbird, UT, and created the Agile Manifesto. The Manifesto was a statement of core value and principles. The core values are:

      • Individuals and interactions over processes and tools
      • Working software over comprehensive documentation
      • Customer collaboration over contract negotiation
      • Responding to change over following a plan

      These four values are supplemented by 12 principles of agile software. The original 17 signatories were joined by thousands of additional people with the ability to sign cut off in 2016.

      These principles are the foundation of much of the work in agile that has occurred in agile development, but have been mostly frozen as practices and agile has evolved.

      Modern Agile has been created recently to update the underlying foundational values and to provide a focus beyond software delivery. Those four values are:

      • Make People Awesome
      • Deliver Value Continuously
      • Make Safety a Prerequisite
      • Experience and Learn Rapidly

      This talk will walk through this reimagining of the agile values and what they mean for delivery within a government context. We will take each value and look at government cultural and technical challenges and opportunities to advance modern development practices.

    • Arlen Bankston

      Arlen Bankston - Performance Management in the Age of Agility

      Arlen Bankston
      Arlen Bankston
      schedule 2 years ago
      Sold Out!
      45 Mins

      Agility is about adaptation, challenging the status quo, experimentation and learning. HR has historically hewed closer to compliance, but that has been changing rapidly.

      Today's nimble teams and workers will no longer tolerate stifling, staid environments and management practices. The newly popular label "people operations" implies an emphasis on human engagement over bureaucracy and regulation, and indeed many organizations have been moving this way.

      Be inspired by some of the most daring advances in human resources while also learning some practical approaches and techniques that can be applied to start leading your business down this path. We'll discuss new approaches in hiring, performance management, learning and development, and even the structure of HR groups and roles. Participants will also enjoy a few exercises that will illustrate some interesting techniques.

      Prepare yourself for HR in the next generation.

    • Mark S. Carroll, SPC4, PMP, CSP

      Mark S. Carroll, SPC4, PMP, CSP - Yatzy Kanban: Coaching Your Teams to Swarm to Performing in a Single Game!

      45 Mins

      Do your teams struggle with silos, multitasking, under performing, and not truly swarming to work with an understanding of shared responsibility

      Based on the Swedish public domain game "Yatzy", we turn a familiar roll of the dice into a team building, learning exercise. This game is designed to not just talk, not just show, but to deliver a firsthand experience of what works and what doesn't in terms of incremental delivery.

      This game is designed to teach:

      • How multitasking costs time & reduces quality
      • How silos disrupt the collaborative power of Agile
      • When one member of our team under performs, we all underperform
      • When we swarm to work, we all individual look better than we ever could on our own
      • How working as an Agile team in earnest is addictive & once you go there, you'll never go back

    • Scott Showalter

      Scott Showalter / Rachel Whitt - F.A.I.L.— Fearless Adventures In Learning: 4 Games to Explore the Value Behind Failure

      45 Mins

      This session looks at four team-based improv & collaboration games that help teams embrace "failing successfully." Rather than glorify failure, we should understand that its power is not in failing alone, but rather the learning that emerges from it and the power that such learning has to unlock otherwise unforeseen opportunities. Our goal is to relinquish our fears of failure, break us out of our comfort zone and accept the prospect of failure with the ultimate goal of using it to better understand what success looks like, and how the struggle and pain of failure, and the learning that accompanies it, opens our mind to new possibilities we wouldn't have otherwise seen. These games create comfort with failure and build up our actionable learning muscle (insight synthesis, etc) that should accompany every unsuccessful attempt at success. Failure and learning for the win!