Product teams often have a huge challenge in balancing the effort towards building for the future and supporting their product today.

In this workshop you will learn how to use common lean tools like Pareto analysis and PICK matrixes, alongside the cost of delay to ensure that your product teams have a continuing focus of maintaining a health balance between the two.

At Boral and Campaign Monitor we use this light set of lean tools to help teams maximise the impact they have on the supportability of their systems ensuring they have a healthy balance between building for the future and supporting their product today.

Why are Agile teams supposed to be small? How big are they supposed to be? Most agilists tend to agree that a team of ten people works well.

But what is it about the number 10 that makes it the “magic” number?

Since the start of human evolution, people formed groups to be more effective. Whether it was the hunt for a mammoth or going to war, working in teams ensured a greater chance of success.

There have been various researches from Dunbar’s paper through the Scrum Guide to military formations about the ideal number of people in a team.

We’ll discuss the historical, scientific and cultural reasons why 10 seems to be the magic number of forming effective teams.

Does the number of team members really matter? Is 10 really the magic number. You will get an answer that will help you to create effective teams with the right amount of people.

The work landscape is constantly evolving, especially in IT, providing exciting opportunities for those keen to optimise and manage their careers. With almost 50% of the Australian workforce being contractors, temps and / or casual contributors, it’s important to develop and market a skill set that is not only sought after, but more importantly fuels your feelings of success and professional passion.

This interactive session applies Agile practices to create incremental changes fueling monumental lifestyle and career success.

"This is your last chance. After this, there is no turning back. You take the blue pill - the story ends, you wake up in your bed and believe whatever you want to believe. You take the red pill - you stay in Wonderland and I show you how deep the rabbit hole goes" - Matrix

Are you prepared to question your own perception of reality?

If so, join us as we learn how our understanding of reality is shaped by our own beliefs and assumptions and how these can create blind spots.

How does this relate to Agile transformation? As a Scrum Master, we often face resistance to Agile or learning concepts that would seem blindingly obvious to us. We sometimes walk away from these conversations feeling exasperated and frustrated that other's can find it so difficult to understand and adopt.

However, often the problem with others failing to see what you see, isn't purely about them. We often forget that as change agents, we bring to the mix a set of our own assumptions and self fulfilling beliefs that also need to be challenged.

The purpose of this session is to draw on some of the core principles of Liminal Thinking and how they can be applied to Agile transformations.

Each of us is a member of complex relationship systems - at work, at home and in our communities. Just as emotional intelligence is the ability to understand and manage our own emotions and social intelligence is the ability to empathise and communicate with another individual, relationship systems intelligence is the ability to view a team or group as a unified whole and to work directly with that whole system rather than with a group of individuals.

In this session, we will use a relationship systems coaching technique called constellations to listen to the ‘voice of the system’ which is created by everyone who attends the session, so we can explore together how comfortable we are in working with conflict.

The communication tools of Liberating Structures will teach you how to facilitate the discussions your org needs. I am going to demonstrate how to use these techniques in the workshop. And all the attendees are going to be fully immersed and ready to wield their new knowledge the very next day at work.

If you are a recent convert to LS, come learn a new set of techniques to continue the journey. If you are new to LS, this will start you on your path of facilitation mastery.

The Business Model Canvas and the A3 Report are classic examples of using visualization tools to help you/a team/an org analyze and plan. However, you might find that available canvases don't really suit your needs. Would you really use the traditional Business Model Canvas for a legacy product in a large enterprise?

Come learn about classic examples of canvases and what they are trying to achieve. Learn about a simple framework that enables you to build a custom canvas that is suited to your needs. And walk away with a custom canvas, because you are going to build your own canvas in this workshop!

This workshop is for agile leaders assisting large organisations to shift towards a highly engaged, autonomous working environment.
Using a simple model and supporting canvas, participants will learn to use a systematic approach for creating clarity and focus around the transformational activities an organisation decides to pursue.
I will briefly introduce a simple organisational model about how we work and how we engage our people, and teach participants how to use it is evaluate their own working environment and decide on impactful changes.

Eric Evans introduced the idea of Ubiquitous Language in Domain Driven Design. This means that within a certain (bounded) context, each word or phrase that we use has a specific and well-known meaning. This is only part of the understanding though. What are the threads that tie all those parts together?

This talk explores how metaphors and consistent narratives can foster ubiquitous understanding in a certain context, how metaphors can offer new insights to a problem/solution domain that we thought was stale, and how when the metaphor starts to feel forced that it may be indicating the edge of a bounded context.

Aboriginal people have been living in Australia for at least 120 thousand years. For most of that time, their culture has been a complex adaptive system in a state of dynamic equilibrium.

What can we learn from Indigenous art practice viewed through the lens of "system visualisation"?

Through their echoes in contemporary indigenous art, we'll investigate the nature of Aboriginal society and the modes of economic production in this country prior to the arrival of Europeans.

Our agile practice is relatively young. Perhaps our current focus on change and improvement is just a start. What will dynamic equilibrium look like for us? Visualisation may be a skill we need to develop further if we are to move beyond the limits of our current vision.