Why do so many organizations struggle to put in place mature Agile teams that can apply proper Agile principles and deliver awesome products? Some people will say, “Agile is hard” as an excuse to not do Agile or to become frAgile. Well we think we have developed the “Secret Sauce” to rebooting any Agile team that just doesn’t seem to be maturing and we want to share it with you!

If you are thinking of scaling Agile across a large organization, then this talk is a must to attend to help ensure your teams have the right foundation. Organizations wanting to scale Agile must have a solid foundation of mature Agile teams who embrace the Agile values and have the right Agile mindset.

Over the years, as we have done Agile transformations in different organizations, we have seen common patterns that keep repeating. The most common pattern we found in our experience is that teams are frAgile. Too many either pretend to be Agile or don’t even know Agile is not a methodology, so organizations question the value of using Agile. Very often the confusion and frustration that comes with thinking that a team is Agile when they are not Agile, brings people right back to their old habits of command and control. Creating successful mature Agile teams is not sorcery, you need to discover the secret sauce!

In this talk, we will reveal our secrets on how to create a successful Agile-Scrum team in 5 sprints. Attendees will learn how we applied our secret sauce as we experimented with more than 30 teams and we refined the know-how. This recipe has proven to be successful in different organizations and teams delivering different types of products. Our Creative-Destruction approach goes through a human change process we labeled The Intervention Plan. The 5 steps are:

• Step 1: Run in the rain
• Step 2: Thunderstruck
• Step 3: Cry over the M&M’s machine
• Step 4: Open-up and look at the sun
• Step 5: Removing the training wheels

And by using these 5 steps, attendees will discover the 5th Agile value!

“Move fast and break things.” — Mark Zuckerberg

Mobile is no longer a hobby for companies. In that world, speed is the key. My company embraced the principle of “welcoming changing requirements, even late in development.” It’s allowed us to grow, and we have accomplished some amazing things.

It’s also caused some challenges for teams. They felt the pain of this pace, and our clients were frustrated by delayed releases.

This presentation describes a 3-month case study I ran to measure things like team communication, productivity, and quality while implementing Scrum for the first time. The results were convincing, and allowed us to learn what happens when you value speed more than anything else.

I hope you’ll join me in seeing how we learned to work smarter instead of harder.

Ben Linders said: "if you want to solve the problems that you are having, and deliver more value to your customers, you have to change the way you do your work. That is why agile promotes the usage of retrospectives: To help teams to solve problems and improve themselves!" 

In this workshop I will walk you through the reasons, concepts, phases, tips and tricks of agile retrospectives and everything that happen behind the scenes. We'll share the space and learn together how to make this event a great one in a practical, engaging, fun and interactive manner.

Are you ready for the challenge?  

Join a panel of experienced Agile Coaches for a discussion and Q&A of their experiences as coaches. Each of the panelists has a different background, and a unique journey into their role as an Agile Coach. Along the way, they've each built up a wide and diverse set of skills, from their careers, interactions, and experiences. 

What have some successes been?
How do we even define success for ourself, as an Agile Coach?
More importantly (and hopefully more entertaining), will be some of the lessons learned... We'll explore what was tried, but had a surprising and unexpected outcome. 
And, we'll discuss some of the ways experienced coaches continue to learn, share, grow, and develop everyday!

Culture is frequently cited as the #1 Barrier to Organizational Change in Agile Adoption Surveys. Yet we do little to address it, we mostly just hope it will change.

Before taking on a Large Agile Improvement or Transformation - you need to assess your current culture then see where your people want to go. Change won't work if its incompatible with the desires of the people.

I will teach the attendees how to use the Competing Values Framework (a widely used/referenced research backed Culture Assessment tool) to understand what their current culture is. They will also see what culture they're trying to create. The differences between the two fuel the vision for the Agile Change (or if prefer transformation). If time permits we will also see how Competing Values Framework - can help leaders understand their own behaviour.

3.5 years ago Seedbox Technologies decided to embrace agile methodologies as its way to develop web based products, get them out faster, survive and thrive competition.

It's all started in a traditional fashion:  external consultants were hired to teach employees the agile mindset and how to use agile methodologies like Scrum and Kanban when developing web based products. Project Managers got trained and became Product Owners, experienced Scrum Masters were hired to get development teams to their highest level of performance as fast as they could, developers got trained and developed experience around their team development processes, engineering managers supported agility across the company, and stakeholders directly involved in product development got invited to collaborate with software development teams through agile processes, once they got fully implemented.

That's right, Engineering got agile quite right but by doing so:

• What happen with the rest of the organization?
• What about peoples mindset?
• Is them vs Us or vice versa? 
• Are they able to collaborate, inspect and adapt like the engineering teams and people related to agile projects do?
• How do we get everyone in the organization to communicate when we don't share the same vocabulary?
• How do we fill the gap and avoid old management treats get in the way of the companies transition to something bigger than just the teams?
• Shall we wait until they realize that we all need to change or shall we help them get there?
• How do we use are know-how to turn this mess into a big opportunity for the organization to grow?
• Do we need help?

Well, if this experience report gets accepted, I will share what I've learned about:

• The challenges & flaws that we faced when transitioning from team based agility to organizational agility
• Some of my reflections as an inside observer
• How to use the lessons learned as a wake up call
• What can be done to help the organization to thrive

Let's walk together through a nurturing experience report that might ignite your sens and get you inspired to give the extra mille! 

Mob programming is collaboration taken to the extreme, eliciting the best from every member of the team. In this session, you will experience the dynamics of mob programming and learn how to use this technique successfully in your own environments.

After mobbing with over two dozen teams, we've seen definite patterns emerge, that we'll discuss here.

In order for teams to step into high performance. it's critical that they develop the practice of having effective conversations about what is and isn't working. Yet in practice, the retrospective meeting is often the least-valued of the agile events: team members feel that their retros are boring, repetitive, and superficial.

In this workshop, we will teach participants how to design and deliver a really useful retrospective using LEGO SERIOUS PLAY. We'll cover the basics of this powerful facilitation technique, and give advice about how to build your own SERIOUS PLAY kit using pieces easily available at the local toy store. We'll also offer practical suggestions for how to design a retro that gets everyone talking (and building), and results in the team agreeing on action.

The participants will leave with a powerful retrospective technique that they can immediately use with their teams.

Agile failure is most felt by Scrum Masters. Why do so many fail to properly support their teams? Why do so many fail to inspire meaningful change in the level of leadership? Why do so many fail to guide transformation in their organisations?

In this workshop, we will harness the knowledge and experience of the participants! 

Prepare to work together to discover the Scrum Master vital behaviours!

Many people are taking on the mantle of Scrum Masters across agile teams around the world. Unfortunately, many of them have come from more traditional work structures that don't develop effective Scrum Masters. There is a misconception about the purpose of a Scrum Master. Often the Scrum Master becomes the facilitator or the project manager. This has to stop. Effective leaders, agile coaches, and Scrum Masters take advantage of vital behaviours in supporting scrum masters or by building mastery within these behaviours.

During this workshop, participants will go through a series of exercises to identify the purpose of a Scrum Master, how we can measure success, identify potential vital behaviours, learn from others to determine the vital behaviours, and then create a sound influence strategy to enable effective Scrum Masters and the work that they do. This workshop will use concepts and the model from the book "Influencer" (by Joseph Grenny et all) which details the three (3) keys to a successful change initiative and uses the six (6)  sources of influence.

Prepare to work together to discover the Scrum Master vital behaviours!