In this session we will take an introduction look to Continuous Integration and Continuous Delivery workflow.

This session is an introduction session to CI/CD and is best for people new to the CI/CD concepts, or looking to brush up on benefits of using these approaches.

Ever wondered what on earth is going in your company? Your team? The system of work? Are people acting crae-crae? Is there conflict? Are there pockets of super awesomeness & pockets of unhappiness? Are people pulling in different directions?

In this talk, I will run through my systems thinking approach and experiences to unpacking and diagnosing a company, it’s context, it’s practices and it’s people.

If nothing else, this talk may help you with making the invisible more visible and may lead you to be even more situationally aware of the context you have found yourself in!

What is lean?
We've all heard about it - is it about decreasing wastes... improving the efficiency... Increasing flow...

How does one implement lean, where/how do I start...

This session is to introduce you to the Lean fundamentals, followed by the efficiency paradox, the efficiency matrix and some techniques to improve flow.

This is a practical workshop where the participants will work in two sprints to build a city using the material given to them.

The intention of this workshop is for people to understand all the ceremonies better and it also helps teams understand that collaboration and working together as a team is the best way to achieve the results.

This is going to be a very interactive workshop while teams get to learn Agile while having fun.

Ever wanted to really know what goes on in the sales world? Will share and discuss sone of the following, and also have time to answer your burning questions.

Why should Software Engineers, Product Managers, UX Designers, Agile experts even care about Sales and those that sell?

Have you ever wondered what sales and business development is all about? What do sales people really do and how do they do it? How are they paid and motivated and what is the best way to keep them motivated? What's the difference between a "farmer" and a "hunter" - and why does it matter?

What is a funnel, pipeline and sales process, and are there resources that can help me sell, and sell better?

How and When should I hire my first sales person? If I do hire, does that mean I'm now a sales manager, and what do Sales Manager's do that's different from sales people?

I'm thinking of a career in sales or moving into a sales job temporary to pick up some more skills, is it a good move to move from technical to sales?

Is the traditional B2B Field Sales Person dead--- how is sales changing?

What are the latest trends in sales - and where is it heading?

What is our Motivation:

• Share our experience and how we could do things better
• Every time we share, run such a workshop we learn as much as the attendees
• Interest in giving back to the community and sharing

Why this topic is important:

• We believe, ability to effectively story map is a crucial capability for an agile team
• Helps teams learn collaboration, share and prioritise quickly and efficiently

Who are our audience:

• Team members who want to story map, non programmers, any one who wants to build or improve a skill, want to learn about agile

What is the main lesson/knowledge we want to share:

• What is the philosophy behind story mapping, why we do it
• How we can do it effectively

Best Medium to deliver:

• Partly PPT - 15 mins
• Partly workshop - 30 mins

Slides:

https://www.slideshare.net/bhumika2108/user-story-mapping-why-and-how-a-handson-workshop-158829985

In a highly competitive world, where start-up disruptors can spring up overnight and quickly dominate markets previously held by conventional operators, more than ever it is becoming necessary for all players to embrace innovation and experimentation in order to survive. In this topic we will explore some of the key factors to consider when innovating and embracing experimentation. In addition, we will do a practical walk through of some useful models that support these concepts.

At Myer, we’re well into our digital product journey. Although we still have plenty of work to do, we would like to start sharing our experiences in taking a Product centric approach to ensure we are delighting our customers and leveraging L.A.S.T practices to change behaviour and enable a positive outcome.

In this discussion, we will look at where we started, where we are now, and what our future path might look like. Our hope is that we can help others avoid (or at least identify) some of the more common pitfalls, and to help others develop a proactive approach to navigating their digital product journey.

Some topics for discussion may include:
- How we are working on creating a Product-centric organisation, and why this is so important.
- How focusing on the work that feeds the backlog(s) is just as important as the backlog(s) them self.
- Experimenting with the Google '20% time' practice, and how this helps create a trusting and inclusive environment.
- Constantly questioning the value of ideas, and initiatives. Like many organisations, there is no shortage of great ideas, but how do we make sure we are working on the most valuable ​at any given time?
- What happens without a strong product organisation? For example, what happens when there is no product guidance for UX. Now that we are working on building out our Product practices - how can we ​start to develop a healthy tension between UX and Product?

Experiences shared by Alexis Stuart, Digital Product Owner and Bob Martin, Agile Practice Lead.

The current Millennial narrative is getting pretty old and whilst some are still complaining that Millennials are lazy, selfish and entitled most people have started to realise they are shaping the world around us. It’s time to reframe the dialogue and meet the new Millennial and based on a recent study Millennials are not who we think they are. The new Millennial characteristics according to research include Disruptors, Changemakers, Demanding, Ethically and Socially Minded, Progressive thinkers & Entrepreneurial just to name a few. Furthermore, there are plenty of Millennial Rainmakers shining a light on how they are disrupting industries and changing the business world as we know it. Think Ruslan Kogan, 36-year-old Founder of Kogan.com, Nicholas Molner 28-year-old Founder of Afterpay & Kayla Instines 28-year-old Fitness Mogul who is reportedly worth a cool $486M just to name just a few Aussies. It’s time to move over and get out of the way, the new wave of Millennial Entrepreneurs has arrived.

‘Industrial Revolution 4.0’ and ‘exponential change’ are two concepts that are creating a lot of buzz lately, and for good reason. Emerging technologies such as artificial intelligence and Internet of Things are being adopted at a staggering pace. Platforms companies such AWS have lowered the barrier to entry, and are enthusiastically supporting organisations to experiment and propel forwards into a new way of doing business.

At DiUS we are fortunate to have a front row seat as this wave of change arrives. With our in-house specialists in areas such as AI and IoT, we have formed broad cross functional teams - including engineers, experience designers and agile delivery leads - to help our customers solve their business problems using emerging technologies.

Through this talk I will provide insights based on case studies of DiUS's recent project experiences. We'll contrast the dynamics with the digital software world that many of us are accustomed to working within, and highlight the constraints introduced by factors such as hardware manufacturing, acquiring training sets for machine learning, and navigating the complex systemic challenges associated with entering immature markets. Finally, we will discuss what we as a community need consider as to how we apply the agile practices and mindset in this new context going forward.

Hearing a lot about Objectives & Key Results (OKRs), but still a little unclear what they're about? Maybe you're hearing all the chatter and it's tweaking your interest! Well, join me for a farside chat and all will be revealed.

In this session we'll get under the hood of OKRs to understand the history, the core concepts and cut our teeth in a manner which allows us to take them back to our teams for further exploration.

At minimum, you'll walk out of the session with some clear goals for the coming quarter!

Do we know our stuff?
OKR Quickstart coaches and consults businesses on how to create strategic clarity, achieve audacious goals and build high performing teams. We've helped hundreds of people and businesses introduce OKR so that everyone finds crazy value out of them (not just the exec team). We've made every mistake in the book and this session summarises some of our biggest learnings!

Traditional accounting and funding processes are no longer sufficient in dealing with today's fast changing environment. Innovation Accounting fundamentally ties learning and money together. It is a framework designed to generate and capture information about new ways to create, deliver and capture value in the most cost-effective and quickest way. It holds entrepreneurs and managers accountable against relevant metrics.

Statistics is the ‘science’ of extracting the most information from the least data. Innovation Accounting puts these principals at the heart of innovation management. Innovation Accounting uses the right information at the right time to make better decisions about product, investment/resource allocation, people and strategy.

This session will touch on some of the core challenges of innovation management and provides a high-level introduction to the subject of innovation accounting.

A brief overview of spaghetti westerns, and a less brief overview of spaghetti diagrams and their applications.

This session will provide a video demonstration and the opportunity for attendees to create and walk away with their own spaghetti diagrams. How cool is that!

The Agile Coaching Hats is a lean approach to contract with your teams and have a shared alignment that will help you to kick off the conversations with your teams on the right foot.

Usually the coach’s experience or gut feel tells which hat (Also called coaching stance) to wear for a specific situation or context. The Agile Coaching Hats leverage on that through a collaboration game that enables great conversations to meet the expectations of the team and avoid any surprises around the coach’s approach to support the coachee’s.

The importance of having direction and the right focus is not as clear cut as most companies think. Most of the time we try to fit ourselves into principles that make sense on paper but do not make sense in real life. I learned this lesson from trying to teach my 7-year-old daughter to play basketball (Trying to live my dreams through my child) and she constantly asked me why we did things a certain way when we can do it this way and this got me thinking.

This presentation is about ignoring the buzz words, lean, agile and waterfall, and understanding that these are frameworks that we should not be cramming ourselves into. But using them in a way that suits you as a team/ business. To truly realize that our way of thinking needs to be flexible and adjust outside these methodologies, so we can grow to work to our best potential.

We will talk about things we have done wrong, things we have done right and understood your teams and how they look at things, share in our experiences. Do we follow things to religiously and do we really do it right!

In essence, this presentation is about thinking like a 7-year-old and continues discovery vs What We know. It takes a look at how the team is the core of the platform and not something that fits into the latest phase we are going through.

So you walk into a new company, get the lay of the land and then realise, crap! Their development processes are like they were design by a bunch of first-year uni students doing a group project.

There is no DevOps to speak of. There are snowflake servers everywhere. Their git branching strategy is unmanageable. They run tests only every 3 or 4 releases. Their deployment is manual and different for each release. The have no real alerting.

Ok. Take a deep breath! Calm down.

So much to do, but where to start? The business has produced a list of improvement actions, but those actions are focussed around fixing the symptoms of the problems, not solving the root cause. The business does not understand that the path to DevOps improvement is complex and each task has many inter-relations and dependencies.

This is the problem that I faced about a year ago. To overcome this, we went through a process of defining all of the DevOps tasks we could think of and mapped them into a dependency diagram. This diagram was useful to communicate both internal and external to the team.

In this case study, I’ll go through the process to design the dependency diagram, but also our progress through the diagram one year later.

Given that Kanban is more than just "Post-its on wall", getting started is often misunderstood and leads to shallow implementations that don't give you much bang for your buck. In this talk, I will give you a brief introduction of how to get a Kanban implementation underway effectively using a technique that has been tried and tested worldwide. We will look at STATIK - the "Systems Thinking Approach to Introducing Kanban". As we unpack it, you'll see that it can be very helpful in getting your Kanban system started in the right way and will help guide the conversations that you need to have to get started.

A creative conversation transfers ideas from one mind to another, it also allows you to reveal and remove all obstacles in the way of making ideas and inventions happen. It even allows you to see opportunities, realise possibilities and easily solve real life, personal and business problems.

Such a conversation feels as relaxing as a Sunday afternoon in your pyjamas.

But today, holding creative conversations, sometimes appears daunting. In the search engine and instant messaging dominated era of immediate answers, we have no time (read patience) to pay attention, listen, inquire, or differ in ways that let conversations unfold slowly, never mind creatively.

It’s not that we’ve forgotten how to hold genuine conversations. The problem is much deeper. We’ve stopped learning how to hold a genuine conversation.

Educator Paul Barnwell, in his post for The Atlantic, wrote,

“[C]onversational competence is the single most overlooked skill we fail to teach. Kids spend hours each day engaging with ideas and each other through screens, but rarely do they have an opportunity to hone their interpersonal communications skills…… Is there any 21st-century skill more important than being able to sustain coherent, confident conversation”?

The good news is we can all learn it. All this ability demands is the ability to be observant, having a core skill-set and following the four key steps in the generative discovery cycle.

In our interactive and practical one-hour workshop, I will share our approach to generating safe, collaborative and constructive creative conversations that emerge opportunities, realise possibilities, and solve real life, personal and complex problems.

Bring along your own unique set of complex business, team or even personal problems to playfully practice simple techniques & learn how to;

• Experiment with authentic, candid & safe ways to empathize, engage, inquire & question, and really listen to one another.
• Differ, deviate & provocate to maximize diversity, and flow through bold dialogue & debate confidently.
• Collectively generate creative ideas & innovative solutions to real complex business, team and personal problems.

Knowing how to be contrary, provocative & safely disruptive is key to building collaboration & innovation across locations, geographies, internet devices & demographics.

It’s about allowing people to work together anywhere, and to communicate and learn, creating a good time to explore the possibilities that arise from this.

"Before you can kill the monster you have to say its name"

As coaches and practitioners of Agile we see role anti-patterns everywhere lurking, sometimes quietly sleeping and waiting to kill (the momentum!) of our teams.

Have you met the Mr.Frost a.ka. the Frozen Middle Manager? The "Busy Bee-ast" so deep in her hero culture she has become a bottleneck and a crutch for the team. What about Hydra, the 9-headed PO, who can't make up his mind on his 10000 requirements. He comes with an extra technical head that takes joy on the fact he still has code access. The head occasionally makes code changes to "help" the team with the backlog without their permission.

This talk is about these monsters. The monsters around us and potentially within us.

We will know them, discuss them and identify how we can equip ourselves and the teams we work with to battle their evil rather questionable forces. More importantly in this talk, whether living around us or living within us, we will uncover how we can help guide the monsters to the right path.

Product Road Mapping can be a challenge for those that are new to this and also for those that are experienced. Conventional product road mapping models have several limitations. We will explore how various Agile Product Road Mapping approaches and models can provide relevant information and direction to different stakeholder groups that are responsible for product development.

We often come into (or observe) situations where the idea is clear, the benefits irrefutable … and yet there is so much push-back.

The reasons for clearly disregarding the suggestion before seriously considering it can be multitudinal and they are very likely to also include biases which can be formed from almost anything – even unrelated events commuting to the office.

In this workshop we will explore why our experiences limit our ability to approach topics differently, and we will explore ways they can be overcome.

This presentation will come with the goal of teaching attendees;

- How to look out for gamification and habitual depedance in the real world and digital products

- How these features will try to use your own brain chemistry to their advantage

- How to use these features in your own products and assit your customers into building good habits

After walking away from this presentation the attendees should feel they have a much better understanding of habitual loops companies will put in their products to try and get you onboard, the ways in which they will try to manipulate you, and how you can use these powers for good.

Is Winter coming for PMOs? Like Game of Thrones the PMO has long been a subject for debate and controversy.

Game of Thrones was originally based on George R Martin’s books and the scripts, but then the TV series bypassed the timeline of the books and developed a life of its own, some think in a bad way!

PMOs have followed a script. We are so used to having them that we haven’t questioned why they were established or challenged why mechanisms may have been put in place. In introducing Agile or agility we haven’t rethought what is the PMO there for or what are the new areas of focus for a PMO.

How do we change the PMO script, how do we influence and change its destiny and rewrite the next chapter?

If the PMO can’t learn to adapt it will die as agility takes over.

If agility can’t learn how to embrace governance it will always be second class in the eyes of larger organisations (eg financial considerations).

How do we use Agile and agility to start to transform the PMOs in our organisation?

Come and learn about how you can disrupt your PMOs.

In this talk Ruma and Jay will share seven habits of highly effective teams, based on their work at Envato. They'll also share some tips to help build the habits.

We always blame leadership and organization culture for ineffective Agile transformation. So do you think Agile transformation is top down or bottom up?

Agile transformation is not top down or bottom up. Its start with you. Changing the organization starts with changing yourself. We all have things in our life be it work or personal life , we want to change – our eating habits, our hair colour, our productivity. But change is hard! That’s because these things you want to change serve an important purpose – consciously, you may despise the behaviour, but on a deeper level the behaviour you want to change is a protection or a pattern that helped or helps you meet your needs. Until you identify and understand the purpose of this behaviour, change will be extremely difficult.

Here are strategies that can help you change “I” – Insights, “A” – Awareness and “M” Maturity.This presentation is focuses on scientifically proven patterns as well as real-time examples people can relate to and generate insights, create awareness and test their maturity to take up the challenge.

Coaches Clinics are a unique and free service designed to help you with specific challenges you've encountered on your way to a more Agile way of working. Organized by the training and coaching community, these 15-minute coaching sessions are available throughout the conference. Based on their individual needs, participants are matched with experienced volunteer coaches, to discuss business agility, organization structure and change, Scrum, Kanban, User Stories, XP, DevOps, Technical Practices and topics such as breaking down development silos to coordinating multiple teams and educating upper management for enhanced agility.

Today, almost everyone talks about DevOps but not too many understand what's it and why all companies need it. I will provide real examples of what's not DevOps and what it is.

This talk is a case study of our architectural evolution over the last 2 years.

Our start-up had licensed a customised warehouse management system in order to demonstrate our innovative new business model. The WMS had a traditional 3-tier architecture based on Java and SQL server, and was lightning fast with most of the business logic encapuslated in stored procedures.

Out our start-up we needed to be able to "test and learn" - ie rapidly develop and deploy new features and test them in the market with our customers. Based on the feedback we would identify tweaks to the business model, and fine-tune the functionality that our customers wanted.

We had a launch date 5 months in future, a need to scale rapidly, growing the team from 2 devs to 20 within 8 weeks. And we needed to be able to work in parallel on multiple features. Whilst ensuring that the application was secure, performant, and reliable.

The answer, according to a bunch of experts, was to adopt microservices.

Three years later, we have a suite of secure, scalable, and resilient applications running in AWS. We deploy to Production multiple times a day, and our MTTR is less than 30 minutes.

And we have Services. Some of them are "micro".

But reflecting on what we learned in that period, there are a lot of things that we wished we had done differently.

In this talk I'll walk you through the evolution of our architecture, explain some of the choices, and highlight what we learned, and discuss what we would do differently if faced with the same decisions today.

This case study talks about the last 9 months of our start-up where we went from “no team, and limited functionality” – to launching a successful and thriving business backed by completely custom trading platform and fulfilment engine.

Using Origami, attendees will see how flow can work in a "pull system" and compare that to the way it responds to a "push system". From this simple simulation, attendees will experience how increased WiP actually slows down our ability to deliver something to a customer.

Come along and experience flow and how you can start to improve your customer outcomes, not by doing more but by doing less!

Agile coaches are mostly not qualified in counselling and therapy.

Knowingly, mistakenly or ignorantly, some coaches divert their coaching instances to personal conversations as if they were therapists. Counselling is a skill which requires practice, experience and certification.

It also has regulatory boundaries. While coaching and counselling are different, there is an overlap. Several coaching approaches had their roots in therapy: e.g. Solutions Focus Coaching came from Brief Therapy, Non-Violent Communication from Marshall Rosenberg (via Carl Rogers).

As coaches, it is imperative to have self-awareness that we do not cross the line in explore in unchartered territories of counselling. Join this panel to learn more about counselling and coaching.

You have embarked on the Agility journey at your workplace. You did the mandatory training, formed a squad and started sprinting. So far so good. Everyone in the team is excited and is talking the Agile Jargon of Sprints, Story Points, Product Backlog, Retrospective etc.. etc.. You wanted to achieve a lot as a team but constantly face the same challenges sprint after sprint. You are seeing the team getting a bit annoyed. Team members are not engaged in the ceremonies and you are not having fun.

So it is too late to fix the issues as a Scrum Master not really this is exactly what is expected of the squad starting out fresh with little experience. Come join me in discovering some handy tips of how to become an efficient team and understand the value of information.

Do you want to fast track the adoption of Agile & Lean ways of working (& thinking) within your organisation?

If so, I believe a huge help will be to make friends with Finance right from the very beginning! How good would it be, if we could get the Finance function to become one of our strongest allies? In organisations, the reality is, nothing much can happen without funding. This enables absolutely everything. If we cannot establish and evolve suitable ‘fit for purpose’ funding & resource allocation models, right from the start, enabling agility is a wishful dream!

Finance drive this process, and, if we’re serious about creating more Agile organisations at speed which are ongoing and sustainable, then, getting the finance function onboard from the very beginning, will act like a massive steroids injection, and not doing it I believe will sow the seeds for ultimate failure!

In my experience, not enough time is spent engaging with & educating the Finance function. Finance has a very critical role to play in the evolution of more Agile & Lean organisations and the sooner their leadership can understand and embrace these Agile & Lean ways of working (& thinking), the better for everybody in the organisation. We want (& need) them to take an active, & leadership role in this evolution.

Once Finance fully grasp & understand these new ways of working (& thinking) and how they fit with what they do, they will quickly realise, that, these new ways are essential, to help them to cope better with a very fast changing world, but they can also help them, to do critical elements of their own job better (e.g. control, compliance and risk management), and do it more effectively. By embracing these new ways, Finance will become a critical partner, to not only fulfill their existing role, but to play an even more important, ongoing business critical role, to support and & enable organisational performance.

As Agile practitioners, what we’ve got to realise is that, by doing this we will need to get them to unlearn much of what they have been formally trained to do. This covers fundamental areas such as their core beliefs (mindset), how to lead and the management processes to be used. This will not be like asking them to swap out or change a favored briefcase, it’s more like, are you willing to undergo open heart surgery for the organisation? To do this we’ll need them to be extremely brave and courageous, as they will going against the mainstream, leaving what they believe is the safe calm harbor of what has worked in the past! To do this, they will need much help, support, understanding and patience, as this will not be an easy & painless journey!!!

In this workshop Stephen will share his proven strategy and approach, to engage with Finance, to help get them onboard as quickly as possible.

The easy case for coaching looks something like this: a prospective coachee wants to change, can articulate their goals, and is matched up with a suitably experienced and competent coach, the two are a good fit, and they quickly get down to the challenging yet rewarding business of growth and change.

But what if a person (or team) doesn't want to change and would rather not be coached? And despite this an external power deems that change is needed and that coaching will bring this change about. What's a coach to do? What about the coachee(s)? What about the role of the client who's engaged the coach?

This situation is not uncommon, and bears more that a passing resemblance to what often goes on in addiction treatment. A person with a drug addiction (and often other problems) doesn't necessarily welcome therapeutic intervention at the outset. But an external authority has ordered it.

In this session we will explore the parallels between the two modalities of addiction therapy and coaching, including the applicability of the Transtheoretical Model of Change and the related technique of Motivational Interviewing.

These approaches offer insights into how to flex and adapt your coaching approach in the face of some of the most common human impediments to change.

When a group of stakeholders and team members come together to plan a new product or feature, they often focus on identifying stories that deliver end user value through solving a business problem, delighting the customer or disrupting a competitor. While these are critical stories, they are not the whole picture. Every product has non-functional or cross-functional stories which must be played.

Security stories are an important part of these but are often not considered at all. When they are considered, they are often an afterthought or are assumed to be part of the project infrastructure. Trying to bolt on security as an afterthought in this way is a mistake that can lead to disaster at one extreme, and compromises to reduce product usability or don't support good end-user security practices at the other.

The challenge, of course, is that from the stakeholder perspective, security is not seen as a priority. This workshop is for software delivery teams who want to learn how to change this perspective and work with their stakeholders to help them to understand more about the importance of security. The goal is to help technical and non-technical stakeholders understand security and why it should be given priority and built into their product from the ground up. We show participants how to facilitate a structured meeting or workshop with their stakeholders where they use a simplified threat modelling technique to identify risks. The outcome is the identification of user stories (or evil user stories) which when played will mitigate identified risks.

Humanising workplaces in this digital era is only possible if HR and technology leverage from each others' skills and expertise. Let's re-define work together!

I wrote this blog a short while ago: https://medium.com/@justin.holland/cultivating-quiet-38cec9466feb

I feel like there are other continuous improvement addicts, or perennial impostor syndrome sufferers that feel the compulsive need to be more than they are, and do more in order to reach that unattainable perfect state of being...

And I know that a bunch of us find ourselves in a state of constant information processing & overload... thanks to the infinite information we are exposed to every day.

I have also come to believe this can be super unhealthy, and that there is something fundamental that we are losing, thanks to our perpetual busyness.

Some come and have a little chat, and reflect, about the role of not doing... and instead... being... (quietly)

As agile coaches we are often asked by companies to give them what they believe are shortcuts to success. They are scared or unwilling to put in the hard work and want a playbook from someone who was successful to be laid out for them to follow in their footsteps. Explaining why this is not something that will work is often seen as a reason to mistrust coaches. They think we aren’t giving them the quick path because we are just in it for the money. I found a way to help me describe this in a way that makes my clients feel more at ease. Everyone can relate to cooking shows about starting off as a home cook (non-agile organization) and what it involves to become a master chef (an agile organization).

In today's world, if businesses aren’t more agile in the way they execute on their strategies, they risk over investing on initiatives that won’t result in the future growth they seek.

In this talk, we will discuss and share stories from organisations driving towards holistic business agility, and present a simple framework that can help organisations better check the performance of future growth strategies, and act earlier when it looks like those strategies are not going to turn up.

One size doesn't fit all. If the only tool you have is a hammer, you'll tend to see problems as nails (paraphrasing Maslow). So what can help you make better decisions about tailoring your approach to suit the nature of the circumstances you are working with - particularly when those circumstances have a large dose of complexity in the mix?

Cynefin.

Yep - not an easy word to pronounce (Ku-nev-in) - but a framework with the potency to make you a more effective practitioner.

One of my professional practices is organisational change - so I'll use that as a context to share how I apply the thinking/sense-making tool of Cynefin in my work and some of the challenges that it resolves and creates. I'll dare you to think and work differently as a result.

The move away from traditional ways of working and thinking to digitization leads to change in the way we work, learn and measure. It is important to understand how the digital economy has shifted our ways of working in a digital organization from strategy to execution.

Join us in game play where we will explore Digital Product Management and the Critical Success Factors, Events and Skills needed to create value flow to customers. We will look at the skills needed for a company to move from being descriptive to one that can respond to emergent needs. Applying this knowledge will help organisations transform their operating model have a competitive edge in a VUCA economy. Plan to Win!

User adoption is one of the most challenging things about projects. When they are consumer facing applications, you can measure your success through the number of click throughs, time spent by users reading pages or product purchases, money they spend. Consumers want to use your product because it fulfils a need or a want. Conversely, when a product or service is required out of obligation, regulation or to maintain a standard, and it doesn’t necessarily fit a need or a problem they’re trying to solve, then consumers don’t want to use the goods or services.

Welcome to the world of application security. Application security is sexy in theory, hacking at systems, breaking in, being a rebel without a cause, but what happens when you try and roll application security tooling out to hundreds of developers where many of them have less than no interest in embedding another tool into their software delivery lifecycle? How do you keep it sexy, interesting, engaging and make them want to use it?

This is the story of how we rolled out appsec tooling to developers, our wins, our failures, and the rollercoaster journey we went through. The aim is to provide some insight into how different behaviours influence user adoption and hopefully some takeaways you can use when you're involved in such projects, either as part of a delivery team or conversely as an end user

Prepare for a contentious and deeply personal story.

I was an Enterprise Agile Coach. I am now a Consultant. But can I be both?

Discover why I made the leap to "the other side", what I have learnt in the process and why, if we don't do something soon, Agile in Australia risks imploding.

You’re having a work conversation and suddenly the realisation begins to dawn on you. This co-worker really doesn’t see things the way you do! Your puzzlement gives way to frustration. Things begin to escalate, you’re both frowning and suddenly it's become too hot in this room.

Conflict and competition can often be misconstrued as the cause of toxic working environments in organisations. As we find our feet encouraging diverse perspectives within cross-functional teams, we need to acknowledge conflict and competition exists. They become powerful forces that either make or break teams.

Not just for managers or team leads, we'll look at practical tips on how you can set your team up for success. By creating the foundation of collaboration and a little practice, we can harness the power of conflict and competition for good (not evil).

API development is fun! Everyone is doing it, from large organisations wanting to provide developer access to their systems, to small websites wanting to push web application business logic to the browser.

Password security is boring. It's also harder than you'd think. The number of reported system breaches is on the increase, with big names being hit by hackers.

And when it comes to a service-oriented architecture, you have to secure multiple services. That's just tedious.

There are a number of solutions, but few that let you pretty much forget about security and access control.

In this talk and demo, Ben will show how using a third-party identity management system will allow you to ramp up your prototypes and MVPs with more ease, and to concentrate on the core purpose of the APIs, rather than the layers of security that are a must in today's digital world.

• Ever go to the trouble of explaining something in writing, only to have it misunderstood?
• Ever struggle to get the responses you want via email?
• Ever had a challenging colleague or client that required 'handle with care' emails?

Although us Agilists value face-to-face communication, we acknowledge that email and documentation are still necessary parts of our work. If you answered yes to any of the above, please accept this invitation to join me for a session on delivering clear written comms that generate respect and action from your audience.

Learn how to:

• Amp up the power of your written message using a few simple techniques;
• Write to persuade, influence and generate results;
• Hose down (and don’t accidentally start) emotive exchanges; and
• Build your personal brand with clear cut through and just enough grammar and punctuation.

Bonus Netiquette Essentials segment (because we know you want more).

We've now all been accustomed to the agile and devops mindsets as they figure today.

There's still some kind of barrier between roles in a team, and maybe even between peers.

Through this session, we'll experience what would it look like to build human connections in our workplace to empower people and understand what drives them.

You will discover how you can make a difference in your organisation and teams, and how you can start practicing this new skill without classroom training!

Value is often used when designing and deciding on what work to do next. It’s central to both Agile and Lean principles. Together we will explore the question of value and challenge each other on what it is and how we use it?

After defining some language around value and looking at some possible models on how it can be used, we will jump into a group exercise to dig deeper to uncover gaps in our mental models and gain new insights into what this value thing is and how we can use it more effectively.

The success of technology unicorns are a result of a clear plan and not 'start-up' miracles.

Their investment in people ensures each team member has a significant impact on the success of an organisation and guarantees their business future.

Let us show you how!

For many Agilist the idea of having a project manager attracts scorn and derision. The idea of having one at is laden with bad memories, mental baggage and principled objections.

So, is there a role for a project manager in an Agile organisation? There is, but it requires a different style of project manager and a project manager that thinks differently.

My company’s ongoing transition from project-based delivery to product-led Agile delivery runs in parallels to my own personal transition leading a team of project managers into this world.

We've all heard that digital Accessibility is the right thing to do. We probably all know it's a legal requirement. But does it really make business sense to put in the effort to become compliant? In this presentation Rick will explore and challenge some of the common justifications for avoiding the requirement - and look at how we can in fact make a very compelling case for building products with Inclusive Design and Accessibility in mind.

Team Charters are well meaning, but don't really change the way in which we build software. In this presentation I will talk about how we need instead to live by principals that drive how we design and build software rather than how we interact within a team.

Many agile teams begin their project creating a team charter that describes the behavioural expectations for the team. In my experience nearly all of my teams charters have been quite similar to each other. If an organisation places an emphasis on cultural fit during hiring, and continues to reinforce behaviours, this is even more likely to occur.

A team charter that states that people should collaborate, be respectful, raise concerns promptly and make time to play is repeating standards that are really part of an organization's culture, and often set the behavioural bar way too low.

Instead a A team charter should be a set of guiding principals similar to the Agile Manifesto that helps teams make decisions on how they are going to build software, and the sacrifices that they are willing to make to get the right outcome for the business.

What could it be like to work through a real-life security incident at your company? As awareness about security in our industry improves, we hear much about how to keep our applications secure, but rarely do we consider what happens with your employees when something goes wrong. Allow me to share my story about the emotional highs and lows of working through a security incident, as we look past its technical surface and into the human experience behind it instead.

Modern software development is a process of learning and problem solving in an enormously complex problem space. We navigate this space of possible solutions using our understanding and through a process of validated learning.

Philosophy can help us with this challenge because it helps us to understand this process of learning and knowledge creation. Having an understanding of the philosophy of knowledge helps us to support a culture of learning and navigate towards our goals.

Coaches Clinics are a unique and free service designed to help you with specific challenges you've encountered on your way to a more Agile way of working. Organized by the training and coaching community, these 15-minute coaching sessions are available throughout the conference. Based on their individual needs, participants are matched with experienced volunteer coaches, to discuss business agility, organization structure and change, Scrum, Kanban, User Stories, XP, DevOps, Technical Practices and topics such as breaking down development silos to coordinating multiple teams and educating upper management for enhanced agility.

Interested in DevOps but not sure how to get started? Join Fabian to explore the real meaning behind DevOps and how to begin your own DevOps Journey. Every organisation is different, but DevOps is a universal concept, and it can be applied anywhere. We'll explore some common patterns and approaches, both technical and cultural that can get your organisation started on their own adventure!

RMIT Online were looking at a number of ways to create alignment and promote collaboration. We tried Scrum of scrums, Walk the boards and other tools and now we're experimenting with OKRs at RMIT Online. This resulted in a number of stumbles and gnashing of teeth along the way. We're less than 1 year into our experiment so this is a great time to review what has worked so far, and what challenges remain.

Story (or, more accurately, capability) slicing is such a core and necessary practice for creating agility at team, portfolio and even organisational level. Yet it is not explicitly included in any of the popular methods and frameworks teams use such as XP, Scrum and Kanban.

Slicing heuristics are collaborative, contextual, evolving techniques for creating focus on value-generating activities, leading to delivering value sooner and with more predictability. They incorporate all of the 4 core agile values from the manifesto, and many of the 12 principles, particularly:

• continuous improvement (inspect and adapt),
• maximising the amount of work not done (simplicity and focus)
• face-to-face conversations
• continuous delivery of value

Best results are obtained if heuristics are applied for all types of work, by all of the folks collaboratively across the value chain, but they can be used as safe-to-fail experiments by individuals and groups wherever they sit in the product delivery pipeline.

From a practical perspective, they involve:

• slicing deliverables at all levels, not only "story"
• flow metrics (cycle times and variation)
• specific inspect and adapt / continuous improvement activities to improve speed-to-market and predictability
• big visible boards (ideally)

Come and learn about this powerful, practical approach to improving agility in your team or organisation from wherever you sit right now.

Come and have fun at the end of a long day at LAST! We are on at 4pm and intend to help you wrap up your LAST experience in an enjoyable way (while still learning!)

Using your creative cutting, gluing and colouring skills(!), participants will experience how to implement and improve a Kanban system using the 6 Core Principles of Kanban.

Understanding how to create value by limiting work in process (WIP), understanding the impact waste has in a system and how to create value for the business and the customer, by focussing on quality and throughput.

Over 3 rounds participants will learn how Kanban increases output, improves quality and creates a sustainable way of working and at the same have a great deal of fun! This builds on the original game as devised and commons shared by Agile 42

At MYOB we've been improving our graduate programme for software developers. Today I would like to share some of the insights we've gained over the last few years around how to do this better.

"Everyone is already doing their best; the problems are with the system … only management can change the system." —W. Edwards Deming

Everybody is talking about Systems thinking these days. But what is "systems thinking" really? And how can we practically use it to get tangible benefits in solving complex organisational problems? Value stream mapping is a very powerful systems thinking tool used to give us a bird's eye view and help us identify key components of the system/organisation that need to be changed in order to optimise the whole.

In this session, we will run a simulation of an actual value stream mapping workshop to solving complex organisational problems such as DevOps transformation. After a short presentation, the facilitator will help each table to identify a value stream, then the teams will work together and map their value streams on wall pads.

You will take away practical tools that you can use the next day in your organisation that will impress everyone and provide tangible benefits for your team/company.

We will explore concepts like:

- Lead time

- Process time

- Percent complete and accurate

- Activity ratio

- DevOps

Like all large organisations NAB has embarked on a transformation to evolve the ways of working. We all have a fairly good idea of what good looks like, but there are many roads to take in getting there.

Maybe we can all learn something from design thinking and lean agile to tell us the best way to transform to an agile organisation?

NAB has taken a grass routes, organic, bottom up approach to Agile transformation. There has not been any grand heralding of our intent, rather a quiet revolution borne out of a desire to change. Sure there have been roadmaps and strategies, but they are constantly evolving and the path has had many twists and turns. Did anyone say ‘pivot’?

In this session we will explore the NAB agile journey, what obstacles were faced, how they were overcome and where to next. We look at scaling agile methodologies, capability development, enabling project managers to be change agents and how technology, business and delivery can work together to deliver a quiet revolution.

Skilled facilitators help groups to collaborate effectively, generate and explore ideas, make better decisions, innovate, challenge each other constructively, and more.

In this workshop we explore three relational exercises that will help you to begin or continue to develop as a facilitator:

1. Facilitator power and presence
2. Listening as a super-power
3. Exploring perspectives without getting triggered

Practicing and refining these skills will help you not just in facilitation, but also in leadership and coaching.

Roundtable questions such as:

* What type of CTO are you now & have been before
* How you become a CTO
* What skills you had to work on
* What skill you’re still working on
* What’s the hardest part of the role
* What has surprised you with the role
* Has your role changed over time (or at different companies)
* What are the challenges you’re currently dealing with
* Advice for anyone wanting to get into a CTO type role

Agile is now all grown up and is pretty much the de facto way of working for most teams, but it's proven to be a challenge for adoption at scale. Over the last ten years or so there has been a lot of trial and error figuring out how to break through the cultural barriers, political resistance and technical hurdles that large organisations present. This panel of luminaries (!) brings a wealth of experience helping many different types of organisations transform themselves to be fit for purpose in the 21st century. Come along to hear their stories, some good, some bad and probably a few ugly ones!

PLEASE NOTE: this session will be recorded live by The Weekly Reboot podcast and made available for public consumption. Your attendance will be taken as acceptance to being recorded and publicly broadcast.

Richard engages the audience with insights on leadership through the lenses of lean and agile. He aims to create an understanding of how agile cultures thrive or fail with the *system* of leadership; and, help attendees understand, practically, what they can do about creating improvements.

Jordana will share her experience over the last two years of introducing and embedding Agile in the Marketing Department at World Vision, Australia’s largest international aid organisation. She’ll provide insights into how her team has broken new ground in adapting Agile principles and tools for a not-for-profit environment, where the business goal is transformation in the lives of the world’s most vulnerable children. She’ll also delve into the unique challenges of applying Agile in the Marketing space and across a department comprising a broad sweep of functional disciplines, from Product, Brand, Creative and Social through to Campaign Management, Marketing Automation and Data & Analytics. You’ll hear what Jordana has learned along the way – evolving from the chaos of competing priorities, resource bottlenecks, and everyone starting everything but completing very little, to a place where continual improvements to shared working rhythms and rituals are starting to deliver real results.

Good planning helps teams perform. Poor planning helps create problems.

This workshop session asks us to reflect on how well we manage our sprint plans. A case study project will be presented and participants will work together to prepare and work through a sprint plan. We will reflect on what we observe and learn together.

Agile was coined in 2001, building on techniques and methods from the prior 10 or more years. We know that (smaller) software projects are more successful with agile delivery methods than with staged approaches like the SDLC. So why is it that 18 years after a better was was identified that managers struggle to adopt agile in a meaningful way.

This is a facilitated discussion - there are as many answers as there are people! So with the late afternoon timeslot - let's get together and have an interactive chat - with the intent that we all leave with some useful ideas, tools and techniques that we can apply when we get back to the office ...

A couple of years ago Christiaan Verwijs and Johannes Schartau coined the term ‘Zombie-Scrum’. What's it all about?

Well, at first sight Zombie Scrum seems to be normal Scrum. But it lacks a beating heart. The Scrum teams do all the Scrum events but a potential releasable increment is rarely the result of a Sprint. Zombie Scrum teams have a very unambitious definition of what ‘done’ means, and no drive to extend it. They see themselves as a cog in the wheel, unable and unwilling to change anything and have a real impact: I’m only here to code! Zombie Scrum teams show no response to a failed or successful Sprint and also don’t have any intention to improve their situation. Actually nobody cares about this team. The stakeholders have forgotten the existence of this team long time ago.

Zombie Scrum is Scrum, but without the beating heart of working software and its on the rise. This workshop will help you understand how to recognise the symptoms and cuases of Zombie Scrum and what you can do to get started to combat and treat Zombie-Scrum. Knowing what causes Zombie Scrum might help prevent a further outbreak and prevent the apocalypse

How can an Agile Coach figure out when an Agile “Transformation” is going wrong? Are there signs that they might see, heed, and take action upon? Of course, there are!

Hindsight is 20/20, but in the moment, these warning signs can be hard to see. Let’s explore some of the more common, and frightening, warning signs that your Agile “Transformation” might be exhibiting. We will discuss transformation provider types, frameworks, keywords, and other anti-patterns that might be signs that THE END IS NIGH.

This session will review common themes and help familiarize you with the warning signs. Armed with this new knowledge, you will be able to plan as appropriate, to help navigate your organization through potential impending doom.

Mindfulness is such a buzz word at the moment. I will talk about what it really is and explore practical techniques that help to make us more proactive and better at responding rather than simply reacting to our experiences in everyday life. It is a simple way of becoming ‘present in every moment’ to face circumstances openly and directly. This presentation can help you with:

• Understanding your stress triggers.

• Making plans and organising ahead to cope with daily pressure effectively.

• Learning 3 mindfulness techniques you can walk away with.