All too often, companies set out with the mission to “go agile” before truly understanding what that means. Business managers are quick to jump on the agile bandwagon, believing that “going agile” will magically make projects happen faster. Teams are getting certified in Scrum as if it’s a silver bullet that will suddenly make everyone more productive. Inevitably, cracks begin to show, and expectations are missed--leaving everyone involved questioning the value of “going agile” altogether.

There is a better way! The truth is that going agile will result in more productive teams and faster delivery of projects--but only if everyone can agree on the rules of the game.

Come hear Heather Fleming and Justin Riservato from Gilt discuss why gaining consensus on the principles of Agile is more important than implementing a process, and learn how having these three conversations can save you from an agile disaster:

• “But when will you be done?”  Why getting rid of the concept of deadlines is the most important (and most difficult) conversation when going agile.
• “This is my top priority, but I can’t meet with you until next week.”  What to do when your business partner can’t (or won’t) be a full member of the team.
• “I just want to code. Why do I have to be in all these meetings?”  Why implementing Scrum is not the first step to going agile.

"As a user of your system, I want functionality so that I can achieve my goals. Unfortunately, your team's users stories are getting in the way."

Users Stories, the tool teams use to break ideas into small chunks of deliverable work, are easy to describe and challenging to write. This session is about writing great user stories and acceptance criteria by ensuring everyone on the team knows what needs to be done. We will discuss what elements should be included and which ones are optional; why the size of your user story is important and how to make them smaller; and the structure for better acceptance criteria.

Executives believe starting their project NOW means it will end sooner. Unfortunately, starting one more project costs dramatically more than waiting. Sharing limited resources causes all the projects to sub-optimize. Multitasking is costing your organization a fortune!

Are you tired of being time-sliced across too many projects? Learn how value decreases when you work on many projects at the same time and increases (!) when you focus and deliver on a single project.

Come, play a game based upon ideas from Critical Chain Project Management, Lean, and Agile. Take part and help us illustrate the power of focus on your project portfolio management.

For years, Scrum/Agile coaching has been an attractive career for many. It is frequently viewed as a continuation of a career for an experienced Scrum Master who understands the intricacies of the cultural change that makes Scrum teams successful, knows nuts and bolts of a Scrum engine, and has natural aptitude for knowledge sharing and growing others. A leader who is unselfish and acutely self-aware, who has experience, and ability to influence others.  Many Scrum practitioners saw this role as their next step in professional development. The 2010 book, Coaching Agile Teams by Lyssa Adkins’ and her Agile Coaching Institute made Agile Coaching a discipline rather than a buzzword. Now, five years later, Agile Coaching is rapidly losing its attractiveness as a professional career. In her open-space style talk based on a retrospective with the session participants, Mariya Breyter will explore why this is happening and what a natural career progression for an Agile coach is. Agile Coaches and Scrum practitioners will exchange their experience and discuss their paths for professional development.

You often hear people ask, "Does the ScrumMaster role need to be a full-time role?". Obviously, the answer is yes. And you can point to results that you should expect to see from teams served by full-time, dedicated ScrumMasters. And you can detail the different aspects of the role that require such dedication. But the root of the issue is a misunderstanding of the ScrumMaster role.

One the surface, the ScrumMaster role is relatively simple; to serve the team by removing obstacles, facilitating meetings and coaching. Dig deeper, and the role becomes far more nuanced. The ScrumMaster role is one of nurture and change.

This session analyzes the ScrumMaster role through the lens of choice as an outcome. That is, that the role of the ScrumMaster is to facilitate the choice of an individual to be agile. The role of the ScrumMaster is to enable the behaviors that lead to agility, within the team and the organization.

Scrum is by far the dominant Agile methodology and has been put to good use to positively change many software development groups. Some have found that even when they follow all the Scrum practices, they are still having some challenges, and they have turned to Kanban for help. Kanban is often framed as an alternative to Scrum, but it need not be so. Organizations using Scrum can augment their process with the Kanban Method to become more agile and delivery-oriented.

Jonathan Hansen will use real-world examples, both from product and consulting companies, to show you some of the ways Kanban can work together with Scrum to help you manage the work inside Sprints, manage work that doesn’t fit in Sprints well, and provide a means to continuously improve your work.

If you’re practicing scrum, you’re probably well versed in velocity, escaped defects and other common scrum metrics.  This presentation starts with a review of essential scrum metrics, how to properly use them, and how to interpret their trends.  We’ll then quickly pivot into advanced and emerging metrics that many scrum teams (and programs) have found beneficial - examples include: how to measure and quantify the cost of delay when your team is blocked, how to ensure your team is investing the right amount of time to maintain clean code and create automated test scripts, and how to assess that your team is sharing work to support the whole-team approach.  We’ll review a comprehensive taxonomy of scrum metrics and show examples of presented metrics in use.  We’ll conclude talking about opportunities to better empower scrum teams to self manage by integrating economic and budgetary data with scrum metrics - consider this example: rather than reviewing estimates & actuals for all the stories completed in a sprint, determine your team run rate and track the cycle time for each story completed, then use these two data points to compute the cost for each story completed during a sprint, finally ask yourself if your customer or sponsor would be happy with the amount they invested to complete each story - if you’ve never tried this type of economic analysis with your team, trust me, you’ll have a much different (and probably more effective) discussion.  By attending this session, participants will learn a comprehensive list of metrics and practices to gain greater insights to team / project health and reduce delivery risk - participants attending will receive a metrics worksheet that will list all metrics presented and include why and how to track each of them.

Everyone knows that scrum works best when the entire team is sitting together in the same office. But the reality of today's working world is that more and more teams are geographically distributed. In many cases, this is the result of "strategic priorities" from senior management and is entirely inflexible. As scrum practioners, we must come up with strategies for adapting scrum to a distributed world. This talk will take a hypothetical distributed scrum team from release planning all the way through to launch day. What are some of the problems that will come up? What are the best ways of overcoming these issues? How should Scrum Masters facilitate sprint planning, sprint reviews, and sprint retrospectives? 

Lego Scrum will provide an interactive learning experience enabling participants to learn about Scrum by seeing it in action.

Who should attend? Anybody wanting to increase their knowledge of Agile and Scrum, it’s non-technical  and is designed to be understood by everyone. 

These sessions represent what Macmillan Science and Education conduct regularly throughout their business to help build a wider understanding and awareness of Agile and Scrum.

As the world continues to become increasingly interconnected and interdependent, Black Swans --- large-scale unpredictable and irregular events of massive consequence --- are necessarily becoming more prominent!

While agility involves responding to change, antifragility involves gaining from disorder; and while agility emphasizes embracing change through inspecting and adapting, antifragility emphasizes embracing chaos or randomness through adapting and evolving!

While management focuses on complexity, leadership focuses on change! And while change management focuses on techniques for managing change, change leadership focuses on the capacity to lead change! With the proliferation of various models for “general leadership,” “change management,” and “change leadership” that focus on language or communication, relationships, and behaviors, no particular model has emerged as the preeminent “leadership model”!

As a result of the proliferation of volatility, uncertainty, complexity, and ambiguity, non-predictive decision making and change leadership are quintessential --- and individuals, teams & groups, and organizations & enterprises are embracing the quest for greater antifragility and require “antifragile change leadership” to realize greater employee engagement and market innovation & disruption!

We’ll explore Antifragility and Agility, Leadership and Management, and Change while sharing an empirically-derived agility and antifragility change leadership model that you can immediately put into practice with Scrum.

As the world continues to become increasingly interconnected and interdependent, Black Swans --- large-scale unpredictable and irregular events of massive consequence --- are necessarily becoming more prominent!

While agility involves responding to change, antifragility involves gaining from disorder; and while agility emphasizes embracing change through inspecting and adapting, antifragility emphasizes embracing chaos or randomness through adapting and evolving!

As a result of the proliferation of volatility, uncertainty, complexity, and ambiguity, non-predictive decision making is quintessential --- and individuals, teams & groups, and organizations & enterprises are embracing the quest for greater antifragility to realize greater employee engagement and market innovation & disruption!

We'll explore volatility/disorder and shock/stress and distinguish between Fragile, Antiagile, Robust, Agile, and Antifragile as well as Resilience; and then we’ll explore how to operationalize Antifragility in practice --- beyond Scrum!

If you’ve embraced any degree of agility or scrum, don’t miss this opportunity to go beyond agility and Scrum and explore antifragility in practice!

Anxious, happy, stressed, confident, sad, exhausted, relaxed,... How are you feeling? Tomorrow, it’s demo!

At the end of the iteration, it’s time for the demo: a product increment is shown. What stands behind the apparent simplicity of this ceremony? We’ll talk about various facets of the sprint review, and suggest some tips to prepare and facilitate it.

Sometimes, it’s not easy: “everything isn’t done”, “we build APIs”,”people grumble”... We’ll talk about that too.

In a few words: how to tame your sprint reviews!

The term retrospective is well established in the Scrum community. In 2011, Anders Laestadius introduced a term “future-spective,” when you imagine being in the future and performing a retrospective for an iteration that has been completed. The agenda of a future-spective is similar to an ordinary retrospective, the only difference being that it is imaginary and performed at a specific point in the future. In this interactive presentation, participants will conduct a future-spective of Scrum 2025 and create a “time capsule” they will send to Scrum Alliance to open in 2025.