The Great Lean Debate will be back for 2019:

• 2 teams battling it out debating some important Lean, Agile, Systems Thinking topics.
• We will be on the lookout for 2 team captains.
• On the day we will be looking for 2 team members to join each of the team captains in a live debate.

The session was inspired by ‘Lean Debate’ a game created by Steph BySouth:

https://www.leandebate.com/

https://www.stephaniebysouth.com/masterclasses-with-stephanie/

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n the face of market disruption, boardroom strongholds, and technical globalisation bleeding into to the thread of our societies morals how to business leaders stay the course, transform the enterprise, empower the people and say no to yesterday....

Drawing on his experience and community engagement through both ICAgile and InfoQ, Shane explores what is at the edge of agility in 2019. The trends that are impacting the way organisations are evolving; practices and approaches gaining traction in the innovators and early adopters and what’s next for agility.

Creating "pockets of awesome" agility in an organisation during an agile transformation is difficult, but how do you progress that awesomeness across the entire organisation? In this presentation, Tyler Gale will share how he moved from tribe level agile coaching towards applying agile strategically across the Australian Taxation Office to create an organisation of agility.

Welcome to the Conference

This is a case study discussion to share how we are transforming the 2nd largest bank in Australia with a core enterprise team of 3 people and an extended coaching team of 8 professional coaches. We not only transitioned ways of working but also helped with organizational design, transitioned job titles (from over 150 to 7) and workflow management. We are using a model that helps teams change incrementally with weekly measures and understood results. We have been able to have remarkable success using a distributed coaching model, introducing new ways of learning and developing a learning organization.

The move away from traditional ways of working and thinking to digitization leads to change in the way we work, learn and measure. It is important to understand how the digital economy has shifted our ways of working in a digital organization from strategy to execution.

Join us in game play where we will explore Digital Product Management and the Critical Success Factors, Events and Skills needed to create value flow to customers. We will look at the skills needed for a company to move from being descriptive to one that can respond to emergent needs. Applying this knowledge will help organisations transform their operating model have a competitive edge in a VUCA economy. Plan to Win!

Forming, or Launching, a new Agile Team is a critical step that is very often skipped due to lack of knowledge, time pressure or just eagerness to get on with work as soon as possible. This workshop discusses and demonstrates the importance of taking the time to launch teams and provides hand-on knowledge on how to Form a Team. This technique has been used by several organizations in the US and Australia. The last being the 2nd largest bank in Australia launching teams in an organization of 4500 people.

Acceptance test-driven development (ATDD) is the god-father of test-driven development (TDD) and behaviour-driven development (BDD), so why does it get such little attention? For that matter what is it?

This workshop will give you an overview of ATDD and a run-through of an elaboration session centred on testing.

By the end - you'll never do BDD without ATDD again!

A couple of years ago Christiaan Verwijs and Johannes Schartau coined the term ‘Zombie-Scrum’. What's it all about?

Well, at first sight Zombie Scrum seems to be normal Scrum. But it lacks a beating heart. The Scrum teams do all the Scrum events but a potential releasable increment is rarely the result of a Sprint. Zombie Scrum teams have a very unambitious definition of what ‘done’ means, and no drive to extend it. They see themselves as a cog in the wheel, unable and unwilling to change anything and have a real impact: I’m only here to code! Zombie Scrum teams show no response to a failed or successful Sprint and also don’t have any intention to improve their situation. Actually nobody cares about this team. The stakeholders have forgotten the existence of this team long time ago.

Zombie Scrum is Scrum, but without the beating heart of working software and its on the rise. This workshop will help you understand how to recognise the symptoms and cuases of Zombie Scrum and what you can do to get started to combat and treat Zombie-Scrum.Knowing what causes Zombie Scrum might help prevent a further outbreak and prevent the apocalypse

Presented this in Melbourne recently to their content strategy meetup: https://www.meetup.com/We-Are-Content-Strategy/events/vwqddqyzjbkc/

The IA (UX) revolution: Bringing the great disrupt to your tree structures.

Jilly Magee, fresh from working as a digital specialist on CBA's new intranet, will be breaking our brains with this revolutionary idea. The attendees will get to delve into this in an interactive way, It will be fun and we'll learn a lot.

Why Design Thinking Should Be At The Core Of Your Business Strategy Development

A primary element of design thinking is simply thinking and ideating on a solution to address a problem or better meet a customer need. Establishing the proper amount of time for truly thinking through the work being done and measuring its merit as a viable solution to solve the challenge at hand is shockingly and overwhelmingly missed a lot of times.

So how can you implement design thinking in your company? Let’s discuss some of the basics.

Center on the customer; shake well

"Of course we know our customer! In fact, we know our customer better than they know themselves!" Really? Then great! You are halfway there. But unlike most businesses, don't fall in to this pitfall of 'thinking' that you know your customer simply because you are an expert!

Customer-centric is the main word here. When you get them in a room, you may be shocked at how unaware certain functional groups are of the goings-on outside of their own function.

This can make or break your business - but find out exactly how you can lead your industry in truly knowing your customer.

Identify and define the problem to form solutions around

Define the right problem to solve. It’s the assembled team’s job to always question the problem at hand and empathise, in a multitude of ways, with the person’s experience they seek to improve. Try to represent in a visual way the problem or scenario you need solutions developed around. We are visual creatures and the more you can “paint the picture” the better off you’ll be at forming viable and valuable solutions.

Create many options for the newly defined problem

Design thinking helps you go about things differently—not solving a problem the same way every time. It’s important that many solutions be ideated no matter what the problem at hand is. Extract ideas from everyone’s mind, but be careful not to overanalyse the thoughts and ideas at the outset.

Fine-tune selected directions

Once you have a few good options, they need to be embraced by the group. Don’t let things like what’s happened in the past deter your from pursuing a good idea. Design thinking creates an environment that lets new ideas grow and lets the group experiment without the threat of making mistakes. Sometimes options will need to be combined, refined, etc. Several rounds may be needed to make sure the right answers are being brought forward to solve the problem.

Pick the winner and execute

This final stage is where a course of action is selected and resources are allocated to achieve goals.

I will detail 14 x executable (simple) strategies that you can start doing right now (assuming the execution is done well of course!). Keep in mind this is not a fully instructional piece on design thinking.

With the guided and evidence-based design thinking approach, I have been able to assist over 50 x start-ups, small businesses and entrepreneurs grow and (in some cases) double their business revenue and scale, simply by working closely with the leaders and decision makers. There is a huge potential to every business and the key lies in identifying and designing a specific strategy(s) to fit your unique skill sets and brand.

Tune-in and find out how and why design thinking should be at the core of your business strategy development.

Feedback is a skill that allows you to bring Kaizen into your workplace on a daily basis. By regularly encouraging small changes in your colleagues (feedback); you can collectively be "doing the basics brilliantly" and hence have a high performing team. In the Feedback Dojo you will practise and refining your feedback; learning skills you can immediately apply at work.

Regardless of your experience with giving feedback, this Dojo will help you develop your skill. Participants will be grouped by experience so that they can support and challenge each other.

If you find it hard to give feedback, especially constructive feedback, you are not alone. Many people feel uncomfortable when thinking about giving feedback and lots of us have a bad experience when we delivered constructive feedback. This workshop will provide some guidance and structure that can help with this.

Ideas, ideas ideas. New businesses, new products, new features. Innovative ideas, enhancements ideas, BAU ideas. You name it. They come from everywhere. Overwhelming everyone. Wasting money. Paralysing an organisation with low-priority distractions or by creating too much work to deal with.

Ideas are free. Delivering them is hard, expensive and not necessarily worth it.

How do you sort the good from the bad? How do you kill the bad ones quickly and minimise your investment in them? How do get people to let go of their emotional attachment to them?

In this talk I’ll share ways to switch from an opinion to an evidence based prioritisation model. I’ll show how to create rigour in managing the pipeline of ideas. And how saying ‘no’ to ideas can not just reduce that overwhelming feeling, but also improve your organisation’s productivity.

On the final day of the 2013 EPL season, as Liverpool and Manchester City battled for the title, millions of people logged in to watch the matches simultaneously. Sat in an incident room, a small group of tech leaders and engineers watched as their streaming platform crashed and burned under the strain. Your presenter pressed the button to shut people out of the streaming service until we recovered. Cue a lot of angry football fans and (after a stiff drink) a lot of reflection on how this had happened.

In this short talk I’ll share how, even with seemingly the right ingredients, things can still go horribly wrong. I’ll leave you with the lessons I’ve taken from this to go on to achieve success with agile service management around the world. Disclaimer: you don’t need to be a sports fan to enjoy this talk!

Let's get onto a journey

From "No" /"Yes, but" to "Yes, and"!

Improv is the act of working together to build something new from a bunch of quickly generated ideas, disposing quickly that don’t work and building on the things that do along the way. The more an improv team works together, the more they trust each other, and the better they know each other’s’ strengths and how to use them. Isn’t it Agile Teams also all about?

Make other people look good. This will make you look better, too. Let's experience this through fun games!

Hi

I would like to propose a tract for your upcoming conference. I am the Program Manager for the Digital Products Group at NHVR. We have extensively expanded on the Scrum Framework that has incorporated change, communication and most importantly Business Benefits into our methodology.

Our expanded methodology is called AgileSwift and we have found a way, a method to intertwine the above disciplines into our Software Delivery Life Cycle (SDLC) with a key focus of Benefit Realisation.

I envision this presentation to take approx 30 minutes and would welcome a Q&A period

Thanks for the consideration

Businesses today operate in conditions of high uncertainty. Companies need to be constantly evolving. This means it’s no longer enough to have autonomous agile teams working iteratively. Now the whole organisation needs to be responsive and adaptable.

So what does portfolio management look like in a constantly changing organisation? How can a portfolio be run without relying on traditional command and control practices? In this talk I’ll share lean portfolio management principles that focus on defining a purpose and then aligning autonomous teams to work towards it. Principles that will enable your organisation to become more responsive and achieve your purpose.