The Agile version of Cards Against Humanity. You may have seen versions of this on the internet, but rest assured this version has been enhanced to yield a minimum of 156% more awesomeness. Relatively fresh from its stellar debut at the 2017 Xero Unconference!

Autonomous and empowered teams are a key building block of agile organisations but require a great deal of trust to work. Management and leadership must trust people and teams to do the right thing, and teams need to trust that management will support them when needed.

Transparency is a low-cost means of building trust. Transparency gained through the open sharing of information, particularly visual information, has played a large part in agile and lean thinking - from lean's visual controls, to XP's "big visible charts" and beyond.

We will explore how transparency, and the radiation of information, can build trust and cultures where "safe to fail" is more than a theoretical concept.

Every organisation has legacy systems, and people who know "where the bodies are buried" -- hidden aspects of dependency, communication, process flow and whatnot which every system relies on to function. These are the dirty secrets swept beneath the rug of "business as usual", and they represent risk and friction alike.

As Peter Drucker is famously quoted, "if you can't measure it, you can't manage it", and the first step towards measuring it is to be able to describe it. How can you do this with gigantic, complex, intertwined systems whose origins are buried in mystery and legend, whose very operation and continued existence is dependent, frequently, on specific people, high priests who may not want to share their arcane knowledge?

This session provides evidence-based techniques for uncovering this complexity, visualising it in a machine-friendly but fundamentally human-centric manner, and using the results to drive real organisational awareness that facilitates conversations and change.

I've been on a journey, and I've come to know that apathy and ambivalence are an awful place to be.

I want to talk about big life changes and the uncertainty that comes with them.

We will look at navigating this kind of journey in your own life. How curiosity and self-awareness can lead to meaningful change that will better equip you for new and exciting things in your life.

We will also discuss the importance of healthy company culture as the undercurrent that enables all of this.

Scrum is a great framework but there are many ways to do it poorly. The average IT worker is interrupted every 15 minutes, which equates to 2000+ interruptions for a Scrum team every sprint. Unthinkable on a production line, yet too often the norm in offices.

I conducted original research with Scrum teams in Australia last year as part of my Master of Management thesis (and achieved an A), to understand the causes, patterns and impacts of these interruptions on the team's effectiveness and their happiness. And, how mature teams control interruptions rather than let themselves be controlled by interruptions.

Attendees will play a short game to demonstrate how destructive the context switching from handling frequent interruptions is.

My talks are always highly practical and I provide 3 takeaway actions for teams to improve their 'flow' and reduce interruptions.

Over the years REA has mastered the art of delivering products following the lean startup principles, however, working with a bank to create a home loans product was a different ballgame. Functioning in the Build-Measure-Learn cycles requires a fundamental change in the way people (or organizations) think and work.

In spring of 2017, REA made a big leap from being purely a media organization to venturing into financial services. As a result, there is now an innovative product offering in the Australian home loans market that allows consumers to sort out their home finance needs while they are still in the market looking for their dream home, all from the comfort of their living room couch.

This talk is about how to shape up your products with decisions based on data, metrics, and evidence over personal opinion.

Software development has embraced techniques like TDD (Test Driven Development) to help reduce the cycle time between developing code and validating it works.

As application development practice evolved, we needed to respond to change faster while still maintaining our quality - the way we developed our solutions needed to change - and so did our tools.

Now that we have Infrastructure as Code (IaC) a whole new range of cycle time challenges have emerged. No longer are we building simple proof of concept systems using IaC, many of todays cloud deployments are multiple complex servers composed of tens or hundreds of servers.

In this session we take a look at the tools and practices available to Infrastructure developers to reduce the cycle time of change while maintaining a high level of quality and confidence.

Diagramming and mapping our thoughts changes the way we think. It makes our thoughts and ideas broader and helps us to see patterns. These approaches are great for both individual problem-solving and team collaboration and co-creation.

By learning and applying these visual techniques we follow in the foot-steps of great thinkers such as Leonardo, Edison, and Feynman who used visualisation as a major guide, more so than language and equations, which came later.

Many of us have tried our hand at mind-mapping, which is an excellent tool for expanding our ideas and solving problems by breaking away from linear thinking. In this talk, I will demonstrate other powerful ways we can map our ideas and thoughts to solve problems, both as individuals and as teams.

Techniques include:

- Lotus blossom technique

- Systems mapping

My objective is to offer you options so that you can choose the technique that best suits you.

Working on a software product team can be quite a terrifying experience for new employees, especially when you are a round peg in the square holes.

A year go, I landed in the biggest tech company in town as a non-technical person on a technical team. Looking back on a year full of adventures and scary challenges, I’m here to share with you:

• What to expect in the world of code, API, kanban, MVP and DevOps
• The candid (sometimes, painful) lessons on how individuals can prepare for, survive and thrive in this kind of environment

We naturally crave learning. It is an innate ability that has allowed us to survive, evolve and thrive. Science has also shown us that our brain is quite flexible and can allow us to continue to learn at any point in our lives. Moreover, the Agile community keeps spreading the mindset of continuous improvement and continuous learning. It should therefore be logical to see most organisations using this to their competitive advantage.

However, are we putting enough emphasis on growing people's ability to learn? Do we really understand how learning works? And if we don't how can we possibly tailor our organizations to foster learning?

To explore these questions, I want to look at what scientific research tells us about learning but also explore the concept of having a fixed / growth mindset and help you reflect on how you can use these concepts to create the learning organisations of tomorrow.

Change is the only Constant. From CEO to your industry aspirant, those unprepared are washed away in the wave of emerging trends and technologies. Industry has witnessed multiple process and technological changes. Out of all the process and technological transformations the industry has gone through Agile has been extremely unique. With greatly increased delivery speed, quality and reliability Agile has been the go to stop for many companies, yet it also has been the most misunderstood concept.

With greatly increased success rates in software development, improved quality, speed to market Agile has been the go to stop for many companies. But why do they fail in its implementation or rather Transformation? The answer is simple. Even today Agile is still considered as a process and called Agile Transformation. But Leadership should look at it as Organizational Transformation.

An organization transformation involves Leadership, Vision Strategy, Process, Tools and People transformation. In such a huge make shift leadership is the key piece driving the change, supporting and motivating entire chain below. A vision leader has like a virus. Resilient, Highly contagious. It can grow to define or destroy an organization; the stakes are extremely high. To ensure smooth transformation Leadership needs

• “I” – Insights
• “A” - Awareness
• “M” Maturity

This presentation is focused on providing real-time examples leadership can relate to and generate insights, create awareness and test their maturity to take up the challenge. Moving them from AM I Transformed to I AM transformed.

“Being human totally sucks most of the time. Videogames are the only thing that make life bearable.” ― Ernest Cline, Ready Player One

While this quote is probably an exaggeration, it holds true for all of us at some point or another. Indeed there is something about videogames and gaming that just draws people in and keeps them enticed and addicted.

It is no surprise that concepts of gamification in many industries continue to proliferate. But what really is gamification? Where did it all begin? Is it just a buzzword or is there real scientific proof behind it? And perhaps most importantly, how can you leverage it in improving your teams?