“Are we Agile yet?”, “Of course we are agile, we stand up every day”, “We have a hybrid Waterfall/Agile technique”. Do any of these sound familiar to you?

After several years at multiple organizations it is interesting to find the same mistakes being made over and over again. This talk will discuss the various ways that your company can fail at agile and what you can do about it.

Pressured by results, overwhelmed by schedules to meet and expectations to live up to we so often lack to recognize the power of meaningful human connections around us. Still, when we recall some of the leaders that created the most lasting change in our professional and personal lives, there are a few common traits that seem to be part of their behavior.

I have lived and practiced various roles in my life and career, and derived a simple way of reminding myself on how to create more meaningful connections for more powerful impact on the human level. In this talk I will present for the first time what has driven my teaching, coaching and leading along these years.

CARE stands for curiosity, authenticity, respect and empathy. And it represents care, genuine and uninterested, for people around us- colleagues, relatives, managers and reports. In an illustrated way I will tell stories about how this simple framework can change the impact of your leadership and foster a stronger engagement for anything you stand for.

Gam'Inception is a game made of games to learn how to create games... Sounds funnier than dreams in dreams in dreams, don't you think Mr. Nolan?

By playing three serious games, attendees will learn why serious games are a very efficient way to discover new concepts, mechanisms or tools and that everyone is able to build her/his own ones:

• Attendees will have to face me in a drawing duel. Be prepared, I'm almost as good with pens than with ASCII art:
  _██_
  ( • ̮ •)
  ( . • . )
  (... • .. )
• Then, they will travel in time, to Venice, the city of Doges, for a mix of Game of the Goose, a game book and an escape game
• Finally, they will participate to Top Chef (at least my version of the show...) and will find their own recipes to cook their own games

The workshop is almost entirely interactive and requires no prior knowledge about serious games (you don't even need to know what a serious game is). At the end of the session, attendees will have learned:

• how a serious game is structured
• which steps are essential to building a serious game
• which steps are 'nice to have' when they build a serious game
• that they are way more qualified to build their own serious games than they thought
• how efficient a serious game is to learn new things
• how highly corruptible I am

Note that I always try to co-present with Leonardo DiCaprio but, sometimes, he is too busy to come ;-)
I hosted it successfully several times in Europe (Agile France, Agile Tour Paris, Xebicon and smaller events) last year so the structure is solid.

Slides, in French, are available here. The workshop (and its slides) will, of course, be in English with the possibility for attendees to ask me anything in French if they are more comfortable with this language

A supported Product Owner has the power to prioritize. An empowered Product Owner has the power to say 'No'!

The Product Owner is the most underutilized and unsupported role in large organizations that are trying to increase their speed to market. Product Owners are only business people playing a 'weekend dad' to the team or they are merely only writing requirements for the team.

Companies that are successful in delivering products to market empower the Product Owner. The Product Owner has one leg in Product Management and the other leg with the Scrum Team. The empowered Product Owner engages the business, customers, engineering, design, sales groups as stakeholders. They are empowered to optimize value by creating vision and context to enable teams to deliver products people want to buy and are technically sound to maintain and scale.

In this workshop, we will help you unleash this opportunity and guide you in understanding the role of an empowered Product Owner.

At the beginning of the software journey, teams often race to the finish line without thinking about the most efficient way to get there. As pressure builds from internal stakeholders for status reports, delivery dates, and team comparisons, teams throw together dashboards of questionable metrics like velocity or bugs. Poorly selected metrics can lead to teams gaming the system and “coding themselves a new minivan,” as the old tale suggests.

This session, led by Engineering Manager at Index Exchange and agile veteran, Neil Peterson, equips attendees with a detailed map of how to build a measurement strategy to ensure they sail in the right directions. From product quality to sprint analysis, or even team satisfaction, measurement is the compass for any software journey. Attendees will build their own measurement toolkit as they learn about some of the different metrics and measurement areas available to them. By combining theory with practical applications, the presentation offers a how-to guide on building a measurement strategy that results in tangible benefits. Attendees will gain a deeper understanding of relevant metrics as they set sail for the open waters of team improvement.

Collaboration is generally considered a net positive, and everyone knows it’s a key principle of Agile. Yet most Agile teams -- even those that seem to work well together -- don’t collaborate nearly enough, and thus don’t reach their full potential. It takes attention and work to make collaboration possible, let alone appealing and practical! In this interactive talk, the author of “The Human Side of Agile” explains the not-so-short list of not-so-simple factors that get in the way of real collaboration, and provides a process for determining actions that will make collaboration possible.

1. Have an already successful company
2. Read “Agile At Scale” article in latest HBR
3. "Go Agile" (Pay large sums of $ to a large consultancy)
4. ????
5. Profit

Self Organizing teams are the heart of agile software development. The Agile Manifesto practically reads as if it was written by a Team who were sick of being told how to do their job… “We are uncovering better ways of developing software by doing it…”

As in “We will figure this out, if you’d just LET US!”

But for all the leadership training and blogs about how important an ‘agile mindset’ is, most teams are simply never allowed to sufficiently self organize.

In this brief interactive session, we’ll uncover what it means to be part of a self-organized team, the boundaries of self-organization, and how Managers and Scrum Masters can exercise servant leadership by enabling teams to self-organize.

'Talk to our Scrum Master if you want to discuss something with me', 'Sorry, the team has already started their Sprint, you will need to wait for another couple of weeks', 'If only these middle managers understood what Scrum is all about!', 'Lets place this impediment in the 'blocked' column and assign it to the Scrum Master'....

I could continue citing these quotes for quite a while. Do they sound familiar ?

If so no worries, that's how the Scrum Master role is being understood after assisting to a 1, 2 or 3-days Scrum class (followed by a certification, or not). While sometimes some of these may be options that bring the most value to the team and to the organization as a whole - on a short term, far too often it becomes a 'recipe' on how to act as a 'good Scrum Master'.

Digging into my own 10 years of experience (mistakes, failures, and, some successes here and there), complemented with powerful insights from experienced practitioners, this talk aims to help the profession of Scrum Masters (and Agile Coaches of course) in stepping up their game and contribute to sustainable, long term organizational benefits while still continuing their service to the team.

Have you ever been asked, “Are we agile yet?”

That’s a daunting question to answer as there is no single best way to measure adoption. Chris and Lee, experienced Agile veterans, believe that measuring adoption is not one-size-fits-all, but rather requires strategic planning tailored to the needs of that team.

Over their careers, Chris and Lee have worked with upwards of 70 agile teams. After learning and improving over several years, they have successfully developed a simple yet collaborative approach to measuring agile adoption - all while maneuvering the minefield of executives looking for performance metrics.

Join Chris and Lee as they let you in on their approach to developing an agile adoption strategy, starting with a simple survey. The pair will also share some of the challenges they encountered and how they were able to mitigate them to improve team performance.

Recently, I faced a new challenge.
As an Agile coach, I audited an organization. Everyone was happy with my observations so I started to begin my intervention by picking my first actions among the ones I recommended. Then the management asked me why these things first. I simply stated that according to my observations that was the most urgent things to do. But they had a different opinion... Was my opinion better than theirs?
I needed something... Visual management? Co-built roadmap? That would still have been duels of opinions... And then came the idea of a battle map. Something than could help everyone understand why one move is the best to do first given our situation, why one action is more pertinent than another and the criteria that lead to the best decisions.

In this presentation, I'll explain the origins of the map, how it works and how to use it, as well as how to build it efficiently

Are your Scrum teams functioning well only to face problems when they try to reach beyond the sticky-note- covered walls of their own work spaces to the organization beyond?

What if we could make the whole organization agile?

This presentation will focus on the unique Pyxis view of positioning of project / governance and operations teams along the Organizational Wheel. We will then proceed to explore how Lean and Agile techniques can be used to make the wheel spin faster to create a truly Agile Organization rather than one that uses the Scrum Framework for projects.

The body of the presentation will explore the relationship and commonalties between of Lean and Agile and introduce some uniquely Lean concepts from the Toyota Production System.

I will share stories and practical examples of how I have helped my clients to synthesize Lean and Agile to solve problems in their day to day operations to expand the Agile Culture beyond Scrum Teams.

I will briefly explore the common links of Delivering Value, Valuing People and Living by Values as we trace the historical development of principles and values in Agile movement long before the Agile Manifesto, back to Frederick Edwards; W. Edwards Deming; and the Toyota movement.

How many times have you heard the Development team recite the 3 questions every morning and still fail to finish the sprint? . Daily Scrum is an avenue for the team to synchronise and not give status update. And when a team understands the value of the Daily Scrum, it can help drive the sprint’s success. During this session we will introduce participants to some tools to achieve this.

Development teams new to Scrum are introduced to a number of routine meetings that come with the framework. One of these is the Daily Scrum, or often referred to as the Daily Standup or Standup in short - a 15 mins timeboxed meeting. The purpose of this meeting is to synchronize the status of the development team and to do this in a short and focused manner. Sadly, the Daily Scrum becomes more of a status update.

The team answers three questions or similar variance;

• What did I do yesterday?
• What will I do today?
• And any impediment?

But when the focus is on an individual’s performance (which is what the 3 questions are about), the team depends on individual team member to execute the work. Also, Individuals are focused on their own tasks with their own concerns and have little focus on the bigger picture.

However, by varying the questions asked and setting daily achievable goals, the daily scrum could be used to drive the success of the sprint but most importantly, product delivery.

The topic was formulated based on data gathered from working with Development teams (new and mature) over a period of time. I will be sharing data of before and after coaching the team on how to restructure and make their daily scrum productive.

This 40 minutes session will review common mistakes of organizational transformation, outlines elements of pesuasive conversation and successful negotiation behaviors to maximize senior leadership support.

As a Scrum Master, you have a great deal of responsibility to your Development Team, your Product Owner and your Organization.

Often that means your people-skills, or soft skills, will be in high demand. These skills include building empathy and trust, respect, listening skills, status-building, and many others. Unfortunately, for most Scrum Masters, these skills are not part of your certification and training, and you try to fly by the seat-of-your-pants.

This workshop will enhance your effectiveness and productivity as a Scrum Master, by giving you tools to practice your soft skills, and bridge the gap between Scrum Master certification and Advanced Scrum Master certification.

This learning event is fully interactive, with discussion and questions as needed. It will be facilitated by Valerie Senyk, CSM, CSPO, CAL1, TKP, "Agile Team Development" and "Compelling Communication" facilitator.

I have developed my own formula - key aspects to ensure success of Agile Projects.

My Own Developed Method FOR Product Discovery

How to leverage each Events to get closure to Ultimate Goal of Happy Customers.

I will share Agile enablers and Secrete formula for Agile Project Success

This session will bring new perspective, leverage their own contribution and performance in Agile team as individual and as a team.

Audience will learn new method _ I call it success formula

last but not the least how to sustain and leverage agility throughout the project life cycle.

Agile is about keeping pace with change. Inclusion ensures we bring everyone along with us.

Agile initially brought a bunch of individuals cross-functional specialists together to work as a team. This cross-functional team was able to deliver complex products more quickly. The concept of diverse teammates looking at a problem and sharing their perspective from their skill background proved to be the ideal way in creating solutions that meet the needs of domestic customers.

As companies execute on their digital strategy, products are now global. Having cross-functional teams are no longer sufficient. Agile teams need to be cross-functional AND diverse to meet the needs of global customers.

In our talk, Dave and Dave will discuss the importance and competitive need to make your teams diverse. They will also share their experiences of integrating diverse members into the team.

We’ve all heard that old adage about assumptions and how they make you, and me look. Yet how often do we still take for granted the underlaying perspectives with which we approach our world and our work? In today’s workplace, so much can be left unsaid. And, over time, these unspoken realities we keep inside can lead to breakdowns in team communication and performance.

Uncovering and transmuting assumptions can serve as a powerful doorway into team transparency, trust, and cohesion. Discover tools to how to create spaces for open and vulnerable conversations, a necessary prerequisite for any assumptions work. Then build on that foundation to disrupt insidious assumptions that arise within the team dynamic and transform them to create conscious alignment that bolsters innovation, engagement, and creative problem-solving, particularly in high stress environments.

You’ll gain powerful new tools to bypass reactive and destructive behaviors, engage in new levels of relationship with colleagues, and find new resourcefulness to amplify your productivity and fulfilment.

Join Joanne and Barton as they uncover the cracks that undermine team cohesion, and leverage these assumptions to turn unconsciousness on its head and create powerful alignment at all levels of the workplace.

Most of us know ‘how’ to prescribe an Agile framework, but can you tell me ‘why’ we do it?

Kanban and Scrum have their own set of values, principles, and practices. Being able to drill into ‘the why’ behind the practices has been our most powerful tool to break down resistance and make organizational change compelling at all levels.

Using the Engineering team at Index Exchange as a case study, we will reveal our successes, failures, and how I used ‘the why’ behind Kanban and Scrum practices to build strength in numbers.