Around the world there is a global network of people who, with little fanfare and deep dedication, incubate ideas that change our world.

They are the ‘agilists’ — those who adhere to the Agile Manifesto published in 2001. They meet in small and big rooms, around tables and on stages. They help each other to make good ideas great.

If you want to be part of the agile community, this session will open the door to this global movement. With candour and generosity, the speaker invites you to join and shows you how. He reveals why you’ll love it. And he illuminates the path he took to becoming a leader in the global agile community.

You can join the agile community, too. If you are willing, you are welcome.

In this session, you’ll discover how to:

• benefit from being part of the agile community
• plan and win a speaking gig
• lead an in-house agile community of practice
• be seen as a leader within your corporation and your community

When agilists get together, they change the world. You can be part of that change.

We’ve all been there… having to sit through painful meetings and workshops that leads to more confusion, lack of clarity and frustration with a poor use of everyone’s time.

But, we’ve also been to those sessions that have been well facilitated where you think and say, “wow, I can’t believe the day has gone by so fast” and “that was a fantastic session, it really helped..!”

I want to help people and organisations have more of the latter by sharing my principles and practical tips on how to improve yourself to becoming a master facilitator – this is based on taking a human-centred approach by valuing every individual, including yourself. I’ll be using my “facilitation tree” to help everyone visualise what’s needed to always produce fruitful outcomes where value is created and people are valued.

How can executive management build customer-driven product teams?

Agile product development practices provide a pathway to realize the co-creation of desired product outcomes between customers and development teams. Quickly and frequently obtaining feedback on real products directly from customers give them a direct voice into their own value stream. However, orienting your teams and leadership to build and react to quick feedback iteratively is a significant challenge to any organization taking this on. This presentation will provide an overview of core fundamental techniques that bring customers and teams together. 

Having good metrics to guide change is important, whether it is an Agile transformation or any kind of change within your organisation. Who is it that should decide which metrics are important? Enduring change is co-created by leaders at all levels in an organisation, and unless the vision and metrics are also co-created, the efficacy and sustainability of the change can be undermined.

This talk will offer insights around the importance of collectively understanding why something is being measured in the context of transformational change, and also the importance of creating a change community that aligns around the metrics for that change – making the change more evolutionary in nature rather than prescribed. Having a vision and metrics that are built by the change community generates greater momentum and allows the change community and leaders at all levels to leverage collective intelligence on which metrics are important to guide the change.

In this session you will learn about:

• What a change community is, why you should have one, and steps you can take to start one
• The importance of a change vision and aligning on it to enable co-creation of change metrics, as well as some useful techniques to co-create one
• Some steps, techniques and tools that you can use to co-create metrics that will guide you towards the change vision and allow your community to collectively sense and respond
• The feedback loops that ensure your change metrics keep working for you
• Ways that you can start to practice this in your organisation

This session aligns with your 'Practices' track the most. It also relates to the 'Culture and Leadership' and 'Agile Everywhere' tracks.

Have you ever struggled with creating alignment between the members of a team? What does our approach of coaching individuals leave on the table? What if we focus on interaction between the individuals instead of the individuals themselves? In this workshop, we will demonstrate coaching the interactions between the individuals to create alignment. We will use LandsWork, a group coaching activity from Organisational and Relationship System Coaching, to simulate the coaching technique - a must-have for all coaches.

Many scrum masters will use metrics to help guide their teams. Measures such as velocity, burn downs, burn ups, cumulative flow can provide useful for planning and feedback on how a team is progressing. However metrics can do so much more, they can help the team tell their story, influence decisions beyond their immediate reach and provide creative insights on how the team works and what makes them unique.

In this talk, I would like to bring a few nuances that makes the frameworks like SaFE or Spotify attractive for the organisations to implement compared to Large-Scale Scrum(LeSS).

I would touch upon areas like:

1. Structural change - Team org
2. Change in HR policies
3. Leadership education
4. Product Perspective 
5. Decentralisation 

Even those who are certain that teams should do Scrum in its entirety might give a team some flexibility on their first day. This activity will kick off a new team - that isn’t necessarily new to Scrum - with the practices that they choose to start with. Over time, you can create the environment where they see the benefit of embracing more. 

We introduce the team’s way of working with a workshop that gives a team autonomy. Instead of “eat everything on your plate”, start with the elements they already value. Rather than debating or enforcing every detail, you will know where to focus your efforts. Hold your expert card for the practices that really matter.

This activity will also give you insight into the team’s misconceptions. There are aspects of Scrum that they may not realise are included. There are also well established practices that aren’t Scrum at all. Some are useful, some are not. 

First, let’s find out what they are not intending to do. Then figure out why. Is a team avoiding practices because of unique characteristics of their work or work environment? Does the system need to change in order for this team to practice Scrum? Or have they just jettisoned the aspects that are too hard to understand? If they have tried something in the past that “didn’t work” why was that? What did success mean to them?

Are the team’s variations reasonable adaptations or do they contradict Scrum values and purpose?The Scrum Guide is really short and teams will benefit from doing everything in it. This activity will help you get there. 

A fundamental and critical skill for any agile coach or leader is the pursuit of the fine art of "Zero F***s Given" ZFG. In contrast to how ZFG is often described on the interwebs, ZFG does not mean "I don't care"! ZFG is a mindset that embraces a myriad of concepts: fear, empathy, objectivity, neutrality, bias, drama, emotional intelligence, and more! Understanding the philosophy of ZFG will empower you to embrace this powerful skill so that you can become a more effective agile coach and leader. 

I want to present to the audience the product ownership, entrepreneurship and innovator lessons that we can learn from the movie "The Founder". There are so many key takeaways (pun intended) from McDonald's speedy service system, solving customers' problems innovatively, applying to work context and thus knowing how to build high performing teams. The session also covers traits to learn from Ray Croc (the protagonist) of the movie and apply as product owners at work.

Metrics defined outside the Scrum team often put unnecessary pressure on the team, causing dysfunction. And yet, metrics can be  both safe and useful. When metrics are co-created by the team and the business, the process of measurement provides clarity and focus for the team. It also makes improvement visible to everyone.

Over the last few years, I have used measurement as a way of coaching teams to generate and foster genuine and lasting cultures of continuous improvement. I call this approach Leading with Measurement because it can be used by leaders in any role - coaches, Scrum Masters, Product Owners, managers and developers - to foster real positive change and better agile.

I have distilled the approach down to some basic principles and simple methods that I'll share in the session. Come along and find out:

• What really happens when we measure a team - the good, the bad and the ugly
• Practical ways to shift attention away from harmful metrics and towards good metrics for the benefit of everyone (the business, the team and the end users of the products we make)
• How to co-create good metrics that provide insight and create opportunities for genuine (measurable!) improvement

In the workshop, we will put the methods into practice. We will co-create some safe and effective metrics for generating real improvement in our teams. Along the way, I'll be  sharing real stories and results.

Teams who roll into Sprint Plannning with a whole bunch of unshaped work set themselves up for pain - but how can you create a relaxed funnel of preparation ahead of the sprint without falling into the trap of waterfalling it? Join this session to discuss common techniques that might help!

Can you remember the last time you were courageous? Was it at work?

How are you as a servant leader, helping your teams to have conversations that matters, promote the flow of ideas and spark innovation?

In this workshop we will:
- Explore what courage is all about and why it's a core value in the Scrum Guide
- Learn pro tips that you can use straight away in your teams and conversations
- Get a chance to practice using Celebration Grid (https://management30.com/practice/celebration-grids/) to facilitate a courageous conversation

The Scrum Master and Product Owner roles (along with the developers) are well understood and described in the Scrum Guide. As organisations begin to mature and scale, a lot of anti patterns start to emerge with these roles, as well as adding traditional roles (such as change, release and project management) and additional agile roles (such as Agile Coach and Release Train Engineer). Given the simplicity of the three roles in the Scrum Guide for a single team versus the challenges of scaling, do we need to take another look at the key roles to help solve the confusion that so many organisations continue to face?

Join us as we ponder the question of whether we have outgrown the roles of Scrum Master and Product Owner or whether we just need more clarity on what these roles actually mean in the context of true business agility. 

The number of organisations adopting agile continues to accelerate - with agile being the 'default delivery method' for teams in many organisations. However what is less clear is why so few organisations have managed to scale beyond agile delivery into agile organisations. Unfortunately scaling beyond 'delivery' is critical to realise the benefits from scaling agile. Through this interactive conversation, hear some of the key lessons learned as we took agile from a teams through to thousands of people and teams. Join us as we explore the constraints, challenges and ideas that inhibit us moving agile beyond the teams of teams to organisations.

Do you start initiatives in a complex domain by attempting to answer “what are we going to deliver and when”? Do internal stakeholders negotiate a scope and date agreement with development and then expected teams to keep “on track” to deliver the agreed deliverables by the agreed date? Do developers cut corners in order to achieve this?

In this session we will explore how the scope and date-based “Contract Game” is misaligned with Agile as well as Scrum. Also how game theory can help us raise awareness how this competitive game results in many negative outcomes – most of which are opaque to stakeholders – when reality does not go to plan (inevitable in a complex domain).

We will also outline how to lead your organisation to the co-operative game aligned with Agile methods. This includes short experience summaries on organisations who have done this.

You can expect to walk away with new language and a practical Scrum-based approach for eliminating the Contract Game so that empiricism and agility can thrive.

Leading transformation in your team requires more advanced "people and process" skills. It is often messy and chaotic. When what you are trying to create is radically different from the status quo, you will often get resistance.

As a change leader, you will need to find a balance between challenging and supporting your team. This requires greater listening skills and the ability to facilitate a dialogue.

The Lewis Method of Deep Democracy provides practical tools that will empower you to

Facilitation is both an Art and a Science. The Science is the logical preparation and delivery, with the Art being how you navigate and adapt that delivery to the participants in the moment.  Sam will share his ten simple steps from his 20 years of facilitation experience on how to prepare for and deliver a memorable facilitation experience. Expect an interactive, fun session that we set you up for success working both virtually and face to face

Over several quarters I asked hundreds of developers three simple questions about their product owners.

1. Would you recommend them to another team?
2. What's one thing they are doing well?
3. What's one thing they could do better?

With thousands of qualitative and quantitative responses I have data that shows what scrum teams most want from their product owners.