What is a Community of Practice (CoP) and how can it benefit you?

A community of practice is a group of people who share a concern or a passion for something they do, and learn how to do it better as they interact regularly. Engaging this way with your peers stimulates a growth mindset among the participants. This session will introduce the practice of building community around an agile role, as well as answer the following questions:

- How does a CoP provide value to the participants (Scrum Masters, Agile Coaches. Product Owners, Agile Developers, etc.) and to their organizations?

- What are some different approaches to creating a CoP?

- How does one get started?

Lynn Winterboer will tell us about different types of Communities of Practice and share her experiences with several CoPs she’s been involved with over the years. She will engage session attendees in discussion about their own experiences with communities of practice, as well as provide guidelines you can use to start your own community.

Lynn Winterboer is an agile educator, coach and mentor. She teaches and coaches data-focused teams on how to effectively apply agile principles and practices to their work. Lynn has been working on agile teams since the mid-1990’s when she was a software developer in the telecom industry. Since then, Lynn has worked as product owner, scrum master, business analyst, and tester as well. She co-chaired Mile High Agile in 2016 and 2017, and remains an active member of the Agile Denver community.

How do you grow a continuously learning organization? If certifications and wikis were enough, organizations would be crushing it. In this session we look at how we learn in complex domains - focusing on tacit vs explicit knowledge; context learning; and growing coaches and teachers.

This session is an evolution of our talks around growing Dojos (though awareness of dojos is not necessary for this talk).

In this session we will look at the challenges facing organizations and people today trying to learn new skills (committment, context, multitude of needs).

From there we will look at how we learn exploring explicit vs tacit knowledge.

We will wrap up with tangible ways you can start growing an organization that continuous learns - looking at addressing the whole value stream to provide context and growing an organization that has internal coaches and teachers (along with models for that).

How micro-moments, small tweaks and even a single word shape culture towards (or away from) agile ways of working.

For most organizations, embarking on an agile transformation is a daunting prospect fraught with resistance, conflict, risk and likely failure. Pete shares his experiences and stories from the roads less traveled by leaders and organizations who are shifting their cultures through these simple, yet impactful, culture hacks.

Have you ever seen an agile team that is "just going through the motions" and wondered how many more of those teams are out there in the world? There have been numerous articles in the past year about how agile doesn't work. The examples those articles give are all teams looking like they are doing various agile practices, mostly Scrum, yet for some reason no one is happy, productivity is down and agile gets flushed down the toilet. Agile is NOT easy, but it is also not just a set of practices to be executed. Agile was created to make the lives of software developers and their customers better. There is clearly something missing when that isn't happening.

So what is the answer? A lot of expensive research studies have been done, and the answer is the same regardless of industry or methodology. Employee engagement is ALWAYS the number one reason for success or failure. According to Gartner, only 32% of the workforce in the United States is considered "engaged" at work. Worse yet, 17% are actively disengaged! Think about that for a moment. 1 of every 6 people in the average company are actively disengaged from their work. The average Scrum Team has 6 people plus a ScrumMaster and a Product Owner. This means the average team has at least one member that is actively disengaged. Oh, and to make this worse, one disengaged person will dramatically reduce the effectiveness of an entire team!

This interactive presentation is all about exploring the mysterious topic of engagement. We'll explore primarily in 3 areas:

1. What is meant by employee engagement?
2. How does engagement magnify the results achieved with agility?
3. What can we do to increase engagement on our agile teams?

You will learn through interacting with others in exercises designed to help us all see the nuances of engagement in practice. You will be challenged to explore your own mindset about work and both how that is holding you back and how it is enabling your success. Finally, you will take home valuable insights about how the interaction between play, purpose, potential, small wins and connection increase engagement, while emotional pressure, economic pressure and inertia kill engagement. Those insights will also include specific actionable things you can do to help increase positive engagement factors and reduce negative engagement factors.

Agility by itself is insufficient. Let's explore how to combine agility with engagement and really change the world!

So you’ve optimized Kanban at the team level but true to the Theory of Constraints its uncovered new challenges. Cross team dependencies block progress for one team at the expense of another. Individual backlogs create competing priorities for critical resources. Roadmaps for what to work on next are out of date before you can hit print.

Sounds like you need to expand your Kanban. While this may seem like the solution to all the same problems you had at the team level, lets dig into what patterns are different at the portfolio level. Soloed team expertise, fear and hidden work, lack of visibility across projects, and optimization for one problem without regard for another. But as the system matures you will see status meetings disappear, impromptu gatherings around the board, organizing around the highest priority work and more informed decision making.

A midwestern startup incubator was developing and launching multiple products and companies with a single development team. But how to do this AND maintain business agility? This session demonstrates how a disciplined software design/architecture methodology, integrated with modern lean development principles, enabled this team to maintain the quality and velocity of feature development.

This session will be a case study on our experience trying to integrate tools and techniques from both lean practices and software engineering to improve our ability to effectively manage complexity and achieve more predictable outcomes and quality.

If your development teams have struggled with successfully balancing agile methods with software architecture and engineering best practices, then this session will provide an example that you can use as a guide in your own journey.

Unhealthy workplace drama lowers trust and creates a culture of learned helplessness, doing the bare minimum, meetings-for-the-sake-of-meetings, misalignment, etc. The Drama Triangle is an evidence-based model that describes the root causes of such dysfunction. Luckily, there are things you can learn to break the pattern, with spectacular results for yourself, your team, and your entire organization. The "Breaking Out of the Drama Triangle" workshop introduces you to these basic concepts with some practical takeaways you can apply immediately.

Many people believe that practicing agile approaches on a distributed team is not possible, but with three mindset shifts you can achieve the benefits of agile. The first shift is managing for change through experimentation. If the team has freedom and guidance to experiment with everything they do, they can adapt their way of working. The second mindset shifts us toward communication and collaboration as emphasized by agile approaches and away from micro-silos so common with distributed teams. The third shift emphasizes a mindset focused on agile principles over practices. Most agile practices were designed with colocation in mind. Distributed teams need to consider their effective hours of overlap and adapt or create new practices based on agile and lean principles. These mindset shifts enable distributed teams to find their most successful way of delivering value.

We have all heard of Tech Debt, and we're probably terrified of building so much debt that our team stops being able to deliver. However, a less commonly discussed, but just as powerful issue also exists - Feature Debt. Feature Debt is simply the accrued cost of constantly adding new functionality into your product or system instead of building better, more complete solutions. At best you have more expensive product delivery and, at worst, you run the risk of losing your customers and your team because of Feature Debt. The number of features that can ultimately cause Feature Debt will differ for each organization given different resources, velocity, architecture, etc., but none are immune to building too much. For the purposes of this discussion, I will use the term "feature" to be functionality, both big and small, that is a new and/or separate capability.

We go to school to increase our learning and solve problems. We enter the workforce with the expectation of increasing our skills to be the “go to” problem solver. Over time, we have received a very clear message: become a problem-solving expert to be promoted and valuable in organizations. This expert mindset often crashes into the concept of self-organizing teams. Can the expert on a team succeed? Can the expert lead a team? The challenge is that while agile organizations want high-performance teams, we have encountered team after team struggling because of perceived conflicting perspectives: be the expert – but be cross functional, be the expert – but share ownership, be the expert – but be collaborative, be the expert – but your team is accountable. In this session, expect challenge the reasons, personal value, and consequences of the expert role within a team. You’ll walk away with a technique that increases your understanding and appreciation for the value of not quickly fixing it yourself.

Peer coaching can make a huge difference in reaching your work and personal goals, but how do you get started and and make it stick? We’d love to share our informal peer coaching method that combines personal responsibility, agile, and goal setting in a way that is guaranteed to be successful. We call it “Thing Three.” In this interactive session, we will teach you the basic format we follow, along with the research to back up why it works. We will also demonstrate how it has helped even the busiest colleagues stay accountable consistently, over years, and continue to reach every goal they set. You’ll get to exercise these skills too and immediately see the value of peer coaching!

Just what exactly does an Agile Coach do? Coaches may vary in their response to this question. I would like to think that most Agile Coaches, with some variation, would be fairly consistent in how we perceive our role. However, some companies or orgs or people probably interpret the role of the Agile Coach in ways that coaches never intended.

Let’s explore some of the things that Agile Coaches have been asked to do! Are these antipatterns? Doing what needs to be done? This session will delve into the topic of the role of the Agile Coach and highlight potential challenges and possible solutions.

Based on the work of best-selling leadership author, Steve Farber, this powerful and transformational experience explores the key tenets of the Extreme Leadership Framework—LEAP: Cultivating Love, Generating Energy, Inspiring Audacity, and Providing Proof—and guides you in applying them to your personal and professional leadership challenges.

What is constraining your organizational or team performance? Is it poor deployment practices, bad product ownership, inattention to outcomes, silo’d team structure, geographical distribution or something else? We will talk about a tool—interaction maps—that will help you answer this crucial question as well as provide some strategies to addressing the problem. As a result of the presentation you will learn how to:

• Identify crucial interactions that govern your group performance
• Discover disconnects that impede performance
• Address underlying causes of disconnects

The audience for this talk includes for leaders, facilitators (SMs, RTEs), customer proxies (POs, PMs) and coaches.

So, you’ve been certified as a ScrumMaster or have accepted the role.
For some time, you’ve been in the rhythm of facilitating events, ensuring artifacts are in a good state and actively supporting the team.

You’re considered a mentor, a coach, a facilitator and a servant-leader. Yet, you’re now wondering “how do I take it to the next level?”

Beyond the day-to-day Scrum activities, a Scrum Master’s toolkit will contain various facilitation tools, teaching techniques, systemic understanding, exercises and practicing certain qualities. Over time, this toolkit will continue evolve and grow. That’s continuous improvement after all!

In this hands-on circuit training style workshop, come explore various techniques, qualities and tools that a ScrumMaster has in their toolkit to engage their teams in fun and interactive ways.
You’ll learn and practice key elements of each technique to help cultivate camaraderie, provide clarity and increase the collaboration of your teams.

You’ll not only enhance your learning, but also find ways to motivate your teams to improve interactions that lead to self-organization and the enthusiasm to take themselves to the next level.

You know that feeling at the office when someone says, "Sheesh, I am just soooo underloaded. Nothing but time on my hands"? Of course you don't. But you are far too familiar with the opposite. We talk about burning the candle at both ends and crunch time, being slammed or drowning. We get burned out, amass tech debt, carry stories over, sometimes miss deadlines, and leave ourselves little if any time to improve our products. It's not like we can't see it coming: if we are honest with ourselves, we know we are trying to do more than is feasible. Yet we do it anyway. It's bad enough if we make the choice for ourselves, but what about the people who look to us as examples? What about the culture we influence?

In this talk, we'll explore the endemic phenomenon of overcommitment. We'll talk about the many places and ways it appears, its known and hidden costs, and why we keep doing it. Then we'll talk about concrete ways to start digging our way out and helping others do the same. I believe passionately that kicking the corrosive habit of overcommitment is a crucial step in improving our teams, organizations, and customer outcomes, as well as our own lives. I hope you will join me.

Product development is hard. Agile certainly helps. But solving complex, meaningful problems in collaboration with other humans is tricky.

The Leadership Circle is a model for understanding how you react under stress (and why) and how you can (and do) contribute more effectively and creatively in a group. Learn how you can use this model to become more self-aware and, ultimately, less reactive and more creative.

Am I doing anything right? It’s a question, most professionals – especially leaders – have asked themselves at least once in their career (for some of us on a regular basis). Obviously, the answer is yes but that doesn’t mean the weight and pressures don’t occasionally start to tip the scale in the wrong direction mentally. As leaders, we spend most of our time focused on the challenges of others, of teams, and of the organization. Yet, when do we take care of ourselves as leaders and the problems we directly face? In this session, expect raw honesty of acknowledging the common patterns of challenges leaders face such as 'but I am the expert', 'am I adding value", etc. For each common challenge, you'll walk away with numerous tools and concepts to help you be the best leader you can be.

We often talk about loving our cars, our family and the latest new gadget. When was the last time you could say you loved your job or your co-workers? We have a desire to be appreciated, to be effective and even loved for what we do and more importantly for who we are. Join this talk to learn how to lead the way to show love and how to build a culture of belonging in the workplace.

Join Melissa Pope, long time veteran of the traditional PMO and Colleen Johnson, industry agile expert for this practical talk on the ways to transition how you plan, budget, staff, track, and measure success. Melissa will present the traditional approach to each of these elements and Colleen will present the agile approach. Together they will share the steps to create a seamless and gradual transition to an Agile PMO.