Scrum practices establish visibility, remove impediments, and promote collaboration at the team level. Standup meetings, physical task boards, and focus on clearing impediments are well known practices to keep a team focused on the work, and establish a sense of flow towards frequent, tangible, and sustainable results.

What about working at a large scale , when tens, hundreds, or thousands of teams are involved? How can a large organization exploit the same core practices when there is highly interdependent work, and when there may be hundreds of people involved? How the can practices create the same level of accountability for executive leadership as they do for teams?

The Scrum @ Scale Framework offers a powerful set of practices for networks of teams to surface and act on impediments, and create hyper-productivity throughout the organization. From the team level to the Executive Action Team, an enterprise can learn to "eat" it's own impediments, and use them to nourish improvement and performance at a scale no one could have conceived of before.

This workshop will introduce valuable, proven Scrum @ Scale practices for large programs. Among the topics that will be discussed are:

• How can the basic Scrum Master principles and practices be applied to large programs and enterprises?: The Scrum @ Scale Scrum Master Cycle

• The Scrum of Scrums Impediment Board: Visible impediments, dependencies and milestones at an enterprise

• The Scaled Daily Scrum: Lightweight activities to promote visibility, clear impediments and collaboration across the program

• What does it look like when it’s working?: Optimize delivery time, increase quality, and establish improvement across the organization.

Although management experts have recommended to eliminate employee performance appraisals for over 40 years, they are a fact of life for many who work in traditional enterprises. For Scrum Masters and others that still have to live with them, this talk will help you learn how to use Scrum itself to prepare you to outperform any performance review, and to be able to deliver a stellar performance review in real time at any moment!

One of the prime goals of successful Agile transformation is delivering small chunk of value that has big chunk of returns. Every organization has many features in their To-Do list, but how can we identify that small chunk of value from a plethora of customer needs? What is that one primary skill needed which helps individuals at all levels to build the culture of Agility? If we observe closely, simple questions like "What is the benefit from developing this feature?" will enable us with more insights and surfaces right value for development. It is clearly evident that Asking questions comes before Agility and it is the first step to Agility!

With small steps, incrementally, we can improve Team's Asking skills and this presentation highlights the importance of "Asking". This presentation also lays its foundation on a survey, which I conducted recently. The results of the survey clearly show that teams, which did more asking, have witnessed effective value delivery more often. In the process, the presentation also introduces two new measures called "Team asking quotient" and "Value delivery quotient" which are calculated by assessing 7 important areas that determine the overall asking maturity of a team.

Agility requires experimenting continuously in order to Inspect & Adapt continuously and to Learn continuously. So, it's not just failing fast, but learning fast. In this workshop, which is based on the concept of 'Probes' from BOSSA nova, we will learn what learning fast means for every individual and the organization as a whole.

By definition, Probes are small, safe-to-fail experiments based on hypotheses derived from reflection via per-learning on the current situation as well as on theory. This is such a great tool not just for Agility enablers but for anyone who wants to bring in change. They can design their own safe-to-fail experiments considering all aspects, and not just but also get validation from peers, users and approvers of the experiment.

We will learn to define experiments that you can use in your company for bringing agility. This will allow you to create an environment for continuous innovations, an environment where everyone is enrolled which will further create a win-win for everyone.

I am Zahid Hasan, an Agile practitioner from Bangladesh working for ICT segment for last 14 years. I like to discuss about Agile governance & governance supported Agile practices which helps to increase the effectiveness of agile team. it will cover the importance & principles of Agile governance, its manifestos, life cycle, milestones etc.

Also, cover the steps to govern agile team & Agile framework. Hope to describe widely the agile governance practices with examples; and the key challenges to govern agile team. There will be a hands-on to define and measure metrics for agile governed team by using Goal Question Metrics (GQM).

As an agilist, you all heard about the organizational transformation, leadership agility, etc. Also, you might be a change agent working as part of this adoption.

Many people refer or point out to the Organization reinvented book as a reference as part of the agile adoption journey.

Here is a true story of a small NGO, from the very southern part of India, in existence for the past 15+ years and serving humanity by doing a grassroots level change. They have shown the meaning of empowerment, self-managing and self-organizing in an absolutely different way.

I want to talk about this group (though they have never heard of the agile movement, though the founder had a background of Software development).

Transformation has become the buzz word of the times with it spreading over various manifestations like agile, devops, business agility, organizations transformation etc. At the same time most transformation initiatives are driven in a global organizational and team environment.

In a global environment, we look at scaling and standardization quite frequently. Organizations train everyone alike with same content, same philosophy, same tools, and standards yet we struggle in producing exceptional/uniform results that are sustainable. We see teams falling back to their old ways of working leaving a question on the transformation itself.

Transformation is often seen as a series of changes in the way we work, the process rules, the way we are structured and several other things. However none of the changes mentioned above guarantees a transformation that is sustainable in delivering business value.

In this talk, we explore

• The possible areas to look at why often we fail in sustainable transformation
• Even after a transformation exercise, why do organizations have to still deal with areas of accountability, commitment and ownership and delivery at cadence.
• What really matters in a transformation exercise, are we focusing on the right things?
• Essential ingredients for a sustainable transformation

Every organisation hopes / expects / demands high performance from their employees and teams. It's not very long ago when most effective organisations in the world had a ritual called yearly goal - setting. Many organisations still continue with this where the HR cascades a set of goals set by the organisation's leaders for their employees. This is usually followed by a quarterly to yearly review cycle which with most organisations are linked with incentives. In general terms, there ain't any flaw with this system; goal setting is an efficient way to continuously improve oneself. However, the execution of this process may be flawed and may lead to unoptimized results.

With the advent of business agility, this focus shifted towards continuously learning & improving organisations. This meant that faster feedback was highly recommended for performance improvement and the idea of year-long goal setting seemed a talk of the yesteryears. Many organisations embraced this change by completely abolishing the yearly goal setting practice and instead relying on mentor relationships for an individual's performance improvement. This did improve relationships at the same time hindered transparency since the organisation goals were no longer directly accessed by every employee.

When seen from the perspective of game theory, it's evident that optimum results are obtained when employees achieve goals which are highly beneficial to them at the same time aligned with the organisation's goals. With the former approach explained above, it's pretty clear that the employees in the first case were aware of the organisation's goals, even if the goals were not aligned with their personal goals. Whereas in the latter case, the lack of transparency meant that the individual's goals were highly focused and may not be in-line with the organisation's objectives.

This is where Performance Kaizen aligns these two systems with a flavour of Management 3.0 in order to create an optimum setup where high performing individuals, teams, and organisations can thrive. In this session, we present a case study of this implementation at Springer Nature along with our results and learnings; followed by a brief hands-on exercise for the attendees

Established large firms struggle with business agility, due to fake agility. McKinsey’s agility survey shows that 90% of senior executives prioritize firms to become agile, but only 10% achieve business agility. So how to identify (and avoid) FAKE Agility; and start achieving BUSINESS Agility?

Any change fails predominantly because of 2 reasons – because it tries to change the way WE work; and because it tries to change the way I work.

WE denote an organization – with all its culture and structures. And if any change interferes with the organization’s existing belief system itself, it treats that new change as a virus – as a threat to its existence and way of living – and kills it. Much like a bad organ transplant.

But, there is also an equally, if not more, important “I” part… “How I work”. This is purely an individual decision. And these individuals, who are the most complex system within an organization. How people will respond to change is difficult to predict. It’s all about understanding the perspective of the people affected by the change.

We need to transform how our brain thinks in order to transform how our organization works.

We partnered with one of the largest US financial organization for a large scale Agile transformation. The transformation involved 250+ Agile teams, 6 LOBs and multiple locations for the globally distributed client organization. 3 key aspects of Coaching toolkit include the following:

• Gamification: Game assisted learning for transforming people to agile ways of working
• Teamification: Cross functional and autonomous feature team formation of the people, by the people and for the people
• Academies: Dedicated hands-on training programs to build skills and competencies for Scrum Master, Agile Coach, Product Owner etc.

Key Outcomes and Benefits achieved include:

• 250+ Agile teams and 1500+ Agile practitioners transformed to Agile
• 250+ Agile teams moved towards higher maturity within 1 year of team formation
• 100+ Scrum Masters and Agile Coaches trained and coached
• Contribution towards faster build cycles
• Continuous Planning & Feedback
• Better Business & IT alignment
• Improvement in Time to Market and MVP increments
• High customer satisfaction with high quality of coaching and thought leadership demonstrated

We will talk about how we used each of these tools from coaching tool kit to improve maturity of the agile teams, get them transformed to agile ways of working and achieve desired business outcomes.